HFRA 26 5 2004 - Appendix 3

Page

Issue to be addressed / Recommendation

Priority

1 = Low

2 = Med

3 = High

Responsibility

Agreed

Comments

Date

IRMP

10

Links between financial and business plans and IRMP should be developed beyond year 1 of the IRMP.

3

Service Management Team (SMT)

Yes

The Authority has decided to integrate its IRMP within its Corporate Plan. This requires some re-formatting of the Corporate Plan and a review of our corporate aims to ensure that they both reflect and direct strategies, priorities and actions arising from our IRMP.

We will re-title existing `functional' (and other) plans as `business plans' and ensure that clear links are established with our corporate aims (and IRMP strategies and actions). These business plans will include financial plans and implications.

We are determined to make all our strategies, plans and actions as joined-up and mutually supportive as possible.

October 2004

December 2004

Ongoing

10, 12

Outcome targets and PIs should be developed in conjunction with partners and the community to inform formal monitoring arrangements.

2

SMT

Yes

BVPIs are currently being reviewed by the ODPM with the aim of piloting a revised set of indicators for 2005/06. HFRS is reperesented on the various working groups.

It is likely that a set of discretionary LPIs will also be published by the ODPM. We will review our Local Perforamnce Indicators (LPIs) in line with the revised BVPIs and in consultation with our communities.

Targets have been developed for the reduction of deaths and injuries from emergency incidents excluding fires.

Targets for the reduction of all emergency incidents have been developed.

Where appropriate, local partners and communities will be consulted on the setting of targets - particularly those relating to the development and monitoring of actions agreed under Local Strategic Partnerships (LSPs)

Piloting in May-August 2004; consultation October to December 2004.

New LPIs and targets commence in April 04

Ongoing

11,25

The Authority should ensure that all members have a clear understanding of the principles behind the IRMP and all other aspects of the Modernisation Agenda so that they are prepared to take the difficult decisions that now face them.

3

SMT

Audit ommission

SMT

Yes

Yes

A core group of leading members have been actively involved in developing our IRMP (through the Corporate Management Team (CMT)). We have identified in our SWOT and STEEPLE analyses (recently reviewed by the CMT) that we need to engage all members of the HFRA if we are to successfully develop and implement some of the more challenging aspects of the modernisation agenda. This will be achieved through regular informal briefings and workshops.

The IRMP process has been project managed. All the documentation is available on request.

Our local external auditors have offered to arrange a seminar/workshop for members from Hampshire, Berkshire and the Isle of Wight (and possibly Wiltshire).

Develop Member Awareness seminar/training events.

From June 2004.

tbc

October 2004 following proposed seminar being organised by Audit Commission

11

Existing and potential risks to the community should be identified and prioritised using currently available data. These should be summarised in the IRMP.

3

SDO CFS/Ops (S)

Yes

Our Year 2 IRMP will show detailed incident and societal risk information and we will start to target our prevention and intervention risks accordingly.

From May 2004

11

Risks identified in the SWOT and STEEPLE analysis should be categorised and prioritised and linked to national and local priorities. The Authority needs to demonstrate that it is tackling the major risks first.

1

SMT in conjunction with CMT

Yes

These analyses are formally reviewed in the autumn of each year. While the issues identified have not been specifically prioritised, the more significant issues (not just `risks') are linked to particular aims and actions. It is accepted, however, that there is merit in considering a `high/medium/low' weighting to some of the issues (risks).

June 2004

12

The evidence, risks and current arrangements underlying recent changes to local policies and standards should be clearly set out in the IRMP together with anticipated benefits.

1

SDO (O/D)

Yes

HFRS have replaced the national guidance on fire cover with the performance indicator for attendance at emergency incidents of: 80% of emergency incidents in less than 8 minutes.

This is based on the statistical evidence on HFRS's historical performance.

Using risk map data to target intervention resources to risk areas these response times will be targeted for continuous improvement.

The Automatic Fire Alarm Policy will allow a reduced attendance to be made to those premises that have been identified by a risk assessment process as low risk. This will produce efficiency savings.

Categorising calls into either Emergency, Non-Emergency or Advice Only will allow for more flexible response options to improve efficient use of resources.

April 04

13

Likely costs and savings associated with the implementation of the modernisation agenda should be estimated and fed into the medium term financial plan. This should then be used to inform appropriate and timely funding bids and should be updated as the risk plan develops.

3

SMT in conjunction with CMT

Yes

It is accepted that the financial implications of proposals and actions need to be more clearly identifed. However, in some situations the presentation of this information will need sensitive handling because there is a real risk that some proposals may be perceived as merely cost-cutting exercises rather than as genuine attempts to improve both the quality and the cost-effectiveness of service delivery.

Our business plans will include short- and medium-term financial appraisals.

Targets have been set for the transfer of resources from intervention to prevention. Projections for future costs/savings/productivity based on changes to working practices and duty systems will be identified.

October 2004

Ongoing

April 05

13

The Authority should develop sound management information so that targets can be reviewed regularly and effectively and help ensure that they remain appropriate.

2

SMT in conjunction with the Performance Review Committee (PRC)

Yes

Good progress has been made over the last two years in improving the collation, interpretation monitoring and communication of performance management data and information. Targets have been appropriately adjusted in the light of this experience. We are certainly not complacent.

A new management information software application has been acquired (March 2004) and this will be developed to provide more timely and detailed (drill-down) analyses of information to satisfy the needs of managers at various levels in the organisation. This will facilitate the setting and monitoring of more localised targets (including those that are community-focused).

Ongoing

From May 2004 onwards

14

How the results of consultation will inform the development of the IRMP, particularly where the results are at odds with the initial proposals should be clarified.

3

SMT in conjunction with CMT

Yes

We consider that our consultation processes have been quite thorough and robust. However, we do accept that there is a need to summarise and better reflect the outcomes of the various consultation exercises in our action and business plans. Where proposals are modified as a direct result of consultation exercises, we will make this explicit.

As actions (particularly those identified under IRMP) become more specific, further consultation exercises will be carried out. We will always make the outcomes and impact of these consultation exercises known.

Ongoing

Ongoing

15

The Authority needs to consider with some urgency potential redeployment of resources so as to more effectively address already identified current and potential risks. The financial impact of these changes should be costed and the timetable reviewed to ensure it is affordable.

3

SMT in conjunction with CMT

Yes

Proposals for the redployment of resources under previous reviews of fire cover are being re-evaluated. We will use the Fire Service Emergency Cover (FSEC) toolkit to inform our decision making. ODPM recognise that full use of FSEC will not be achievable in Year 1. In the interim period, local knowledge and historical data will be used to inform decision making and any changes in service delivery. New and/or revised proposals - in conjunction with a review of duty systems - are being developed as phased series of actions arising out of our IRMP. Some of these proposals will be piloted during 2004/05. Estimated cost implications will be included in the proposals.

It is likely that some proposals will be subjected to piloting or testing in particular communities so that the real effect of changes in the deployment of resources can be more accurately assessed before final (longer-term) decisions are taken.

Priorities have been agreed by CMT to review continuously-crewed and day-crewed duty systems with an aim of consolidating and improving the emergency response indicator.

Sept 2004

and then ongoing

Rank to Role

16

A communication plan should be developed to help ensure that a clear consistent message is given to all staff.

3

HR Manager

Yes

Communications by letter to employees directly affected by the rank to role assimilation for pay purposes has been an on-going process from when the Agreement was reached in 2003. Payment of the remaining 3.5% Stage 2 November 2003 pay award depends on agreement being reached at a national level regarding outstanding issues. This will be actioned once FRSs are advised to do so by the NJC. Letters will be sent to employees regarding this and the timescale for this to be implemented.

The HR timeline Job Evaluation - Grey Book identifies the process to be followed for the next phase of assimilation in accordance with IPDS - based on job size and weight. Our Action Plan to achieve this is to be communicated to the Fire Authority via a report to the Personnel Committee in April 2004. A communication plan will be developed and circulated as part of the partnership working with the trade unions representing the employee groups affected.

The on-going process of assessment and development to these new posts, HR Timeline, IPDS, is being managed by a Prince II project and a communications strategy will be an on-going and integral part of this process through the Project Initiation Document (PID); an HFRS business plan; training for managers and a progress report to the Fire Authority in November 2004.

Ongoing

April 05

IPDS

18

The communication plan should be reviewed and ameneded so as to ensure that a clear and consistent message has been given to all staff.

3

IPDS `Prince 2' Project Board

Yes

The requirement for an effective Communications Strategy is recognised within the Prince 2 planning process. Individual components and stages in the development and introduction of IPDS require that the communications strategy is reviewed.

The IPDS Project Board consists of representatives from HR, Operations and Training. This integrated approach is reflected in the project teams to ensure that the development and introduction of IPDS is fully considered prior to implemention.

It is recognised that an effective communications strategy requires a range of media and delivery styles. To date, the following styles have been utilised :-

· Seminars

· Meetings

· Discussion Groups

· IT based lectures

· Training/HR Bulletins

These methods are targetted at all levels of the Service.

The implementation of IPDS will impact on all HFRS employees ultimately. The Project Initiation Document (PID), incorporated into the Prince II Project for the Timeline IDPS will provide the communication strategy for all staff (see above).

Ongoing

Pre planned overtime

21

The Authority should review its current use of overtime in the light of identified risks.

3

Human Resources Team

Yes

There has been and continues to be limited use of preplanned overtime however given the current establishment levels our ability and need to undertake such activity is limited. A future policy of preplanned overtime to cover short term unplanned deficiences is under development and will be informed by any proposed changes to duty systems.

The Service recognises there are occasions when pre-planned overtime is necessary to achieve service delivery on an ad-hoc or planned basis. For example, when specific activities are arranged to be carried out over week-ends or evenings and are outside normal working hours, such as a wholetime firefighter recruitment activity; promoting retained recruitment at special events, or fairness and dignity training. A policy is being drawn up to clarify the circumstances when pre-planned overtime can be authorised as an alternative to taking time in lieu and how this will be paid to employees so there is consistency of application and rate of pay.

HFRS plans to review this in more detail as part of the Year 2 IRMP strategy. The move to more flexible working patterns and duty systems will arise from identified business needs.

Sept 04

Duty systems

22

The authority should undertake a detailed review of current duty systems and assess whether these are best aligned to its organisational aims and objectives as informed by the ongoing development of the IRMP

3

SDO (O/D)

HR Manager

Yes

Yes

HFRS are committed to improving the response times to all emergency incidents. As part of this commitment a review of the way in which emergency vehicles are crewed is scheduled during the year 1 action plan.

The organisational aims and objectives proposed for inclusion in the year 2 action plans will require a shift of human resources from intervention into prevention. This will be facilitated by changes in working and crewing arrangements.

We will identify the business case to maintain, modify and develop our systems of work to deliver the IRMP in the most effective manner.

Options for fire services for working patterns and duty systems is being prepared at a national level (Head of HR HFRS leading this group). Once this has been agreed and adopted, this will be communicated to fire services as a `tool kit' for consideration in implementing alternative approaches in line with IRMP.

A communications plan will be prepared and issued once the options are finalised. This will be consulted on locally and HFRS will implement in accordance with its IRMP. This will be reviewed and amended as necessary.

April 04 and ongoing

Modernisation Agenda

24

The Authority's vision as set out in the Corporate plan should be clarified and more focussed and is supported by SMART outcome targets.

2

SMT

Yes

See above. We will be re-formatting our Corporate Plan and reviewing our corporate aims to ensure that they both reflect and direct strategies, priorities and actions arising from our IRMP. Clearer links will be made to relevant outcome targets (BVPIs & LPIs) in the various business and action plans.

We will develop SMART, outcome focussed targets for the corporate plan

October 2004

24

It should be clearly and consistently communicated to stakeholders both within and beyond the Authority

2

SMT

Yes

The Authority has acknowledged the need to improve both extrernal and internal communications and has provided specific funding to develop a more effective strategy and set of processes/practices.

From April 2004

22, 23, 24

A clear explanation of the benefits as well as the costs of the implementation of the modernisation agenda should communicated to all staff.

3

SMT in conjunction with CMT

Yes

This will be achieved as part of our improved communications strategy. It is accepted that there will need to be more frequent briefing and awareness events for staff and that our communications generally need to deliver more positive and up-beat messages.

Ongoing

24

Key early priorities should be identified and resources focussed accordingly

3

SMT in conjunction with CMT

Yes

See above. Specific proposals are being developed and added to the IRMP action plans.

June 2004