Hampshire Fire and Rescue Authority Item 11

8 December 2004

Audit Commission Verification Study on Fire and Rescue Service Pay and Conditions of Service: Phase 2 - Action Plan

Report of the Chief Officer

Contact: David Howells Tel: 02380 626833

1

Introduction

1.1

Members will recall that implementation of Stages 2 and 3 of the firefighters' pay award was subject to satisfactory progress being made by fire and rescue authorities on implementing various aspects of the modernisation agenda. The Audit Commission was commissioned to conduct a `Verification Study' of progress at local (fire and rescue authority) level and to use the results from these to compile two comprehensive reports to inform the national pay negotiations. Field work for the studies was carried out in two phases: Phase 1 in January 2004 and Phase 2 in June 2004. The Authority will be aware that a settlement was subsequently reached to implement the remaining stages of the pay award.

1.2

The results of Phase 1 were reported to the Authority at its May 2004 meeting and this included a local Action Plan to make progress on implementing the modernisation agenda. The findings of the Phase 2 local report were presented to the Authority at its September 2004 meeting. Members will recall that the Authority was judged as having made some significant progress raising the assessment from "Amber" to Amber Plus". Progress on the results of each area reviewed can summarised as follows:

Area of review

Phase 1 Assessment February 2004

Phase 2 Assessment

June 2004

Integrated Risk Management Plan (IRMP)

Some progress

Some progress

Rank-to-Role

Some progress

Some progress

Integrated Personal Development System (IPDS)

Some progress

Good progress

Overtime

Little or no progress

Some progress

Duty Systems

Little or no progress

Some progress

Part-time working

Little or no progress

Good progress

Modernisation Agenda

Some progress

Some progress

Financial Diagnostic

N/A

Some progress

2

Phase 2 Action Plan

2.1

As with Phase 1, a detailed Action Plan has been developed by the Corporate Management Team (CMT). This is attached as Appendix 1. These actions should help to ensure that the Authority continues to make progress in responding positively to these specific areas of the modernisation agenda.

2.2

Members will note in particular the finding that, "...leading members need to take a stronger role in encouraging all Members to become involved in modernisation"; and will be aware that action has already been taken for a Member (currently Cllr Baulk) to take responsibility for improving internal communications. Additionally, leading Members (who sit on the CMT) will ensure improved briefing of Members at meetings of the political groups.

2.3

Many of the other actions will deal with further improving the integration and communication of the strategic planning process - including the need for medium-term functional/business plans and the Authority's financial strategy to reflect and deliver our overarching corporate aims.

3

Risk Assessment

3.1

The two Verification Study reports are important documents for the Authority. The findings and proposed actions to implement these specific aspects of the modernisation agenda must be regarded as key drivers of the Authority's corporate objectives over the next five years. Failure to make progress would leave the Authority vulnerable to a poor rating under Comprehensive Performance Assessment; adverse and damaging publicity; and, most importantly, the likelihood that the cost of the pay award would not be offset by the efficiency and improvement gains expected through modernisation.

4

Resource implications

4.1

Preparation for, and participation in, the Verification Study and the subsequent development of the Action Plans has had a significant impact on the personal workloads of officers on the Service Management Team and also on those leading Members of the Authority engaged in the Corporate Management Team. Whilst no specific additional resources have been allocated to the task to date, it would be reasonable to record that other day-to-day management activities have been compromised or delayed.

4.2

The agreed Verification Study Action Plans will be used (together with other expectations contained in the National Framework) to formulate and/or reprioritise more detailed actions contained in the Authority's Integrated Risk Management Plan and the various supporting medium-term functional/business plans. Resource implications (both costs and benefits) will be identified in these plans and any major areas of concern will be reported to the Authority as they arise.

5

European Convention on Human Rights and the Human Rights Act 1998

5.1

The proposals within this report are compatible with the provisions of the European Convention on Human Rights and the Human Rights Act 1998 and the Race Relations (Amendment) Act 2000.

Recommendations

1

That the Action Plan developed in response to the Audit Commission's Verification Study on Fire and Rescue Service Pay and Conditions of Service (Phase 2) be endorsed.

Section 100D - Local Government Act 1972 - Background Papers

The following documents disclose the facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of the report.

(1) First verification of the Progress of Modernisation

Report on the outcome of Phase 1 of the Audit Commission's study to assess progress by fire authorities in England and Wales in implementing the modernisation agenda as set out in the national pay agreement and the subsequent white paper. March 2004. See:

http://www.audit-commission.gov.uk/reports/NATIONAL-REPORT.asp?CategoryID=ENGLISH^576^SUBJECT^1230&ProdID=4A3B3DC5-D050-420d-B5A1-88954EE4F92A

(2) Second verification report on the progress of modernisation

Report on the outcome of Phase 2 of the study. July 2004. See:

http://www.audit-commission.gov.uk/reports/NATIONAL-REPORT.asp?CategoryID=ENGLISH^576^SUBJECT^1230^REPORTS-AND-DATA^AC-REPORTS&ProdID=BFE13082-5849-4c2c-BE9A-93D79E0C8FD8

(3) Fire service pay and conditions agreement: local verification report - Phase 2 - Hampshire Fire and Rescue Authority. July 2004. See:

http://www.audit-commission.gov.uk/fireverification/data/HampshireFireAuthority.pdf

Note: The list excludes:

(1) Published works

(2) Documents that disclose exempt or confidential information as defined in the Act

Page

Issue to be addressed / Recommendation

Priority

1 = Low

2 = Med

3 = High

Responsibility

Agreed

Comments

Date

IRMP

9

Business plans/timelines still need to be developed for some services to fully drive implementation of operational aspects of the IRMP.

3

CO Bonney

A template has now been agreed and the timeline approach extended to all Functions. Additional high level timeline to allow monitoring at corporate level, now constructed. Revised format medium term plans now developed.

Jan 05

13

Through the business planning exercise, the resources required to achieve key outcomes and targets now need to be assessed and an "affordability" gap assessment undertaken to determine whether corporate plans and targets are affordable in the short and medium term

1

Function Heads

Corporate Plan will now incorporate a resourcing element which will relate to the delivery of IRMP and key objectives. All SMT reports are now required to identify physical, human and financial resource implications. This informs the overall budget setting process.

Nov 04

14

There is still more work to do on implementing formal arrangements, with members, to monitor outcomes and reviewing targets. This will ensure that members develop a stronger scrutiny role within the IRMP process.

1

CO Bonney and Chairman

SDO Mark Rayner

The role of the Corporate Management Team (which includes Leading Members) has now been accepted by HFRA, this is directly involved in monitoring performance against Corporate Plan and IRMP.

Community Fire Safety (CFS) Strategy Group now in place with Members steering and monitoring.

In place

14

Timeline analysis should now be underpinned to include detailed task analysis and responsibilities to deliver key milestones.

2

Function Heads

Project and where appropriate, Prince II methodology, now adopted by the Authority and Service with training provided to officers and members. Key projects; IPDS, Regional related topics and RRO database, run as specific Prince II projects. These medium term plans supplement the planning process.

Feb 2005

Rank to role

18

Although the Authority has made good progress with implementing rank to role, there is still a need to ensure that key messages are effectively cascaded to all staff within the service.

1

DCO Curry

Series of IPDS newsletters now issued on subject, together with personal letters issued to middle managers on process for job.

- Project Manager has been appointed for job evaluation process.

- A number of Managers Seminars have been undertaken.

Completed

Completed/ ongoing

IPDS

20

Support/admin staff are still showing some uncertainty as to how IPDS will affect them. The Service should ensure that a clear knowledge of the process of IPDS and how it will affect each individual is promulgated throughout the organisation.

2

SDO (T)

IPDS Communications Strategy agreed by IPDS project board and implemented July 04. This will enable effective communication to all HFRS employee's.

Details of how IPDS will affect Green Book staff is now regularly included in all IPDS communications, including personalised bulletins to Green Book Managers.

Implementation of IPDS for Green Book employee's is now a standing agenda item on all IPDS project team meetings.

National developments in IPDS for Green Book employee's by the IPDS hub is being monitored by the IPDS project board. The board will react timely to any future developments and put measures in place to implement requirements for Green Book employee's within HFRS.

03 09 04

Ongoing

Ongoing

Overtime

24

The Authority needs to ensure that the new overtime policy is effectively communicated to all staff.

2

Jenny McNeill

The Overtime policy is currently in the consultation process and a communication strategy will be drawn up following this.

April 2005

Duty Systems

27

Current changes in duty systems should be evaluated and best practice used to inform future provision.

3

SDO Butcher

Pilot trials of new duty systems operating at two stations (as part of IRMP with interim report due in 2005). Further national work has been undertaken.

One station officer tasked as lead officer to commence review of other duty systems, including FDS.

POs duty cover arrangement adjusted to balance on call workload.

April 2005

Part Time Working

29

A robust communication strategy is essential for part-time working and the other ingredients of the Modernisation agenda to ensure that messages are planned and delivered by and to the right people at the right time.

1

SDO House

Complete restructuring of communications been completed. Three new professional positions created. Timeline for new team involves marketing and communications strategy.

Managers seminar and feedback exercise on modernisation now undertaken.

April 05

Financial Diagnostic

30

The commitment to shift 2% of resources from intervention to prevention needs to be properly defined in terms of what it means, the baseline figure, and how it can be achieved and measured.

2

SMT

Our Corporate Aim has been restated to transfer 2% of all resources into prevention activities not just from intervention.

Progress will be reported to the Authority during 2005.

2008

30

The resources required to achieve key outcomes and targets need to be assessed and an "affordability" gap assessment undertaken to determine whether corporate plans and targets are affordable.

2

Function Heads

Resources will be identified where known but will evolve after key outcomes and targets have been agreed.

November 04

Ongoing

Modernisation Agenda

32

The Service needs to revisit its communication arrangements to ensure that Modernisation is effectively understood by all staff

1

SDO House

Complete restructuring of communications team completed. Three new professional positions created. Timeline for new team involves marketing and communications strategy.

April 05

32

Leading members need to take a stronger role in encouraging all Members to become involved in Modernisation.

3

Cllr Baulk + Corporate Management Team (CMT)

Elected Member with specific communications responsibility nominated. CMT now planning active role disseminating information back into political groups.

Completed/ ongoing

33

Financial resources to deliver Modernisation priorities need full costing over their lifetime and business planning extended to all areas.

2

Function Heads

This process begun with resourcing element, a key part of the Corporate Plan.

Detailed financial projections of key projects now in process.

November 04

Ongoing