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Independent Review one year on: GFRS’s journey of change and commitment

On 7 November 2024, Gloucestershire Fire and Rescue Service (GFRS) published the findings of its Independent Review, led by West Midlands Employers. The report laid bare the painful truths of institutional racism and cultural failings between 1991 and 2018. It called for urgent action to rebuild trust and reshape the organisation’s future.

One year later, GFRS reflects on the progress made—and the work still ahead.

Acknowledging the past

The Chief Fire Officer’s public apology last November (2024) marked a turning point. It was a moment of reckoning, but also of resolve. GFRS committed to listening, learning, and leading change.

Acting on the recommendations

Since the review’s release, GFRS has:

  • Committed the Independent Review to the Gloucestershire Archives, to preserve it forever in GFRS history.

  • Continued to embed the Workplace Charter that outlines the behaviours and values of GFRS employees. 2025 is the second year of the workplace charter awards.

  • Launched the official Black and Asian Fire Alliance (BAFA) Network group, providing an inclusive, safe and supportive space for discussions to ensure collective progress.

  • Strengthened process and communications with the workforce as to how their voices are heard launching a ‘How my voice is heard’ booklet. As part of this GFRS relaunched a staff suggestions scheme (with optional anonymity) where ideas of starting, stopping and continuing / strengthening practices can be shared.

  • Strengthened whistleblower reporting through the county council and a separate anonymous, confidential independent FRS Speak Up line – supported by CrimeStoppers.

  • Staff found to have breached conduct standards have been dismissed, underscoring GFRS’s unwavering commitment to a positive workplace culture.

  • Launched a new Professional Standards Unit including a professional standards officer who oversee the new grievance process to ensure psychological safety and fairness.

  • Delivered cultural awareness, EDI training and workplace investigations training across all departments including how to have honest conversations and National Fire Chief’s Council allyship and active bystander training.

  • Launched ‘The Big Conversation’ internally; ‘The Big Conversation’ provides a structured conversation for managers to have with their team members. The aim to open up conversations and learn about each other – encouraging staff to discuss previously difficult themes, the most recent topic (October 2025) was a conversation around Black History Month and the Independent Review.

  • Award added to the long service and workplace charter awards named the ‘Making a Difference Award’. This award is presented in the names of Avanos Biney and John James and recognises exceptional colleagues or teams who have demonstrated resilience in the face of challenge, seeking to amplify the voices of underrepresented groups and helping to foster greater inclusion across GFRS. The award was developed in response to our Independent Review, which highlighted the importance of recognising those who speak up and champion equity and inclusion across the service. It stands as a testament to the progress GFRS continues to make and the values we uphold.

These actions support the 14 recommendations outlined in the report and are tracked through the GFRS Improvement Board and Senior Leadership Team updates.

Looking ahead

The journey is far from over. GFRS remains committed to transparency, equity, and continuous improvement including building trust in our communities. As GFRS mark one year since the Independent Review report was published, we are in the process of inviting West Midlands Employers (WME) back to conduct a follow up review in the spring of 2026 – ensuring we are checking our progress against the recommendations.

The spring 2026 check in from WME will ensure we are progressing the recommendations appropriately. We want to ensure that we are building a service that reflects the workplace charter behaviours and values to achieve our vision to create a positive workplace culture. This will empower and support our people to build trust within our communities and provide the highest standard of community safety and emergency response services.

Chief Fire Officer, Mark Preece:

"One year on, GFRS continues to act on the findings of the independent Review. We honour the courage of those who spoke out, their voices have shaped our journey and we remain committed to lasting change."