The Culture review is a live project which is evolving. Here you will find the latest updates on the project. 

Since publishing the Culture Review Report, we have been working hard to build the right foundations for long term, sustainable change. It is all about honouring the report’s findings to ensure our next actions truly address the outlined challenges. This means: focusing on rebuilding trust, consistency and connection.

Creating the right ‘conditions’ for sustainable change is absolutely key – it’s the groundwork that ensures the programme is credible and realistic. So, that’s where we started:
            
Governance
In designing clear governance and decision-making structures, we make sure culture is owned across the organisation, rather than delegated to a small group of people. For example:
           
•    After a comprehensive recruitment process, Elicia Mollineau-Lowden joined us on 23 March as our newly appointed Culture Transformation Lead. With extensive experience of working with a wide range of organisations, across different sectors, on culture transformation – supporting long‑term, meaningful change, Elicia will oversee and coordinate this complex programme, working collaboratively across the organisation.

•    A Culture Steering Group is being established comprising our CEO, Directors, Culture Transformation Lead and Culture Ambassador representatives.

•    There is also a Culture Working Group – coordinating and supporting delivery activity.

•    And our Culture Ambassador Network, comprising people from across SSAFA are involved in developing the draft action plan before helping to introduce it to everyone.
           
Culture Action Plan
The draft Culture Action Plan is being co-created by people across  SSAFA, to offer recommendations about how best to respond to the report’s findings.

In aiming to build a unified One SSAFA, our ambition is to see everyone working and volunteering with our organisation feeling:

•    Connected by shared purpose and standards.

•    Supported by better systems and ways of working that enable people to thrive.

•    Strengthened by trust based behaviours and transparent communication.

•    Sustained through modern governance, technology and practices that improve accountability and impact.

By creating this working environment, we are delivering on the very things that SSAFA members have said they would like to see.

At the heart of our draft plan lies a central question: what does SSAFA need to do to improve how we work and address the established norms and beliefs, such as “this is how we do things at SSAFA”.

Our commitment to our Values and BRAVE Standards (and the Code of Conduct) remain strong because they underpin the very ethos that does – or should – guide how we work together.  

It may be the second letter in our ‘BRAVE’ Standards, but we believe the ‘Respect for others’ value is critical – the bedrock for positive collaborations and behaviours as we continue to build ‘One SSAFA’.

Please see our policy and procedures here:

Code of Conduct Policy and Procedures

• Employees - Standards of Behaviour (Code of Conduct) Policy | Employee Handbook | SSAFA Policies & ISO Library
• Volunteers- Volunteer Code of Conduct | Policy Library | SSAFA Policies & ISO Library

Before anything is finalised, we will test and refine the draft Culture Action Plan with members across SSAFA.

 This feedback phase will ensure the plan reflects real experience, not assumptions, and will influence both priorities and pace. Cultural change is not something that should simply be ‘rolled out’ if it’s done properly - it needs to be built with the people who live it every day.

 Once the draft Culture Action plan is ready, you will have the opportunity to have your say on the proposed actions. There will be a structured, supported engagement process, and our cultural ambassadors will be central to this.  More information to follow!