![]() Protecting the wellbeing and safety of complainants while their complaints are being investigated.Moving the investigation and determination of conduct complaints against Fire and Emergency personnel to a new body, external to Fire and Emergency, for a period of at least five years.Referral of allegations of criminal offending to New Zealand Police.the dismissal of personnel found by an investigation to have committed bullying or harassment.investigating all formal complaints of bullying or harassment.Implementing a ‘zero-tolerance’ policy to bullying and harassment, incorporating:.Introducing one stand-alone Code of Conduct that applies to all Fire and Emergency personnel.Establishing an independent Advisory Committee to support Fire and Emergency to achieve cultural change, for at least a three-year period.The Fire and Emergency Executive Leadership Team design and implement a clear culture change plan and a way to measure success.“It is evident that much more work needs to be done to ensure Fire and Emergency is a safe and inclusive workplace for all personnel,” said Ms Quilter. Ms Quilter said the review identified s ignificant problems with the Behaviour and Conduct Office including its remit, timeliness, communication, clarity of process and, importantly, the trust of complainants. Stronger leadership is needed at all levels.ĭeputy Public Service Commissioner Helene Quilter QSO said Fire and Emergency’s programme of work had failed to achieve its desired outcomes due to incomplete implementation, and because the programme was implemented as a discreet project rather than integrated into the organisation’s everyday business.Changing the culture must be part of the core work of all leaders at Fire and Emergency.Fire and Emergency has some way to go to achieve lasting culture change.The Behaviour and Conduct Office, set up to respond to complaints and improve workplace behaviour, fell short of its goals.P oor behaviours remain and need to be addressed urgently.Fire and Emergency did a lot of work to address the 2019 Shaw Report recommendations, but still has some way to go to achieve lasting culture change.The independent review, led by Belinda Clark QSO, focused on assessing Fire and Emergency New Zealand’s (Fire and Emergency) workplace culture and its handling of complaints of bullying and harassment.
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