Hampshire Fire and Rescue Authority 15/03/2005Human Resources Committee 4 July 2008 Item 7
Learning and Development Strategy Report of the Chief Officer |
Contact: Mark Rayner Tel : 02380 644000 ext 2344 Email : mark.rayner@hantsfire.gov.uk |
1 |
Summary |
1.1 |
The role of the fire service is evolving and this presents both a challenge, and significant opportunity for the service, now and in the future. We will need to develop new ways of working and embrace change to meet these future challenges. We must deliver our existing services to the highest possible standard and develop new ways of working with our communities to help make them safer. |
1.2 |
The quality of the services we deliver is dependant on the skills, competence and motivation of our staff. The Learning and Development Strategy focuses on developing our workforce in key areas to deliver the levels of service required and drive down risk in our communities. This will support our goal of continuous improvement to deliver the highest level of service in our communities and to make every life we touch safer. |
2 |
RecommendationError! Bookmark not defined.(s) |
2.1 |
The HR Committee note the Learning and Development Strategy and support implementation of future initiatives to further develop our workforce. |
3 |
Introduction Error! Bookmark not defined.and Background |
3.1 |
The fire and rescue service faces significant challenges both now and in the future. The Fire and Rescue Service National Framework 2008-11, the Fire and Rescue Service Equality and Diversity Strategy 2008-2018 and the National Fire and Rescue Service Learning and Development Strategy set out the expectations of Government in terms of delivering our services, improving diversity within the service and providing the appropriate development of our staff in the future. We also have a number of internal working documents that translate the national direction into local actions. These documents include our Safety Plan, Medium Term Plans, functional delivery strategies, the Workforce Strategy and the Corporate Equality Plan. |
3.2 |
To achieve our plans, meet our corporate aims, and make an effective contribution to reducing risk in our communities, we need to continually improve the skills and knowledge of our workforce. The aim of this strategy is to shape the future development of our workforce to improve the quality of our service delivery, and meet the higher demands and expectations from Government and the public. We will achieve this by developing our workforce to: · Engage positively in equality and diversity · Understand our role in the wider `community safety' agenda · Contribute positively to change programmes in the service · Work in partnership with our communities to reduce risk · Demonstrate leadership at all levels of the organisation · Constructively challenge existing practices · Be committed to their future learning and development · Offer innovative solutions to deliver service improvements and efficiencies · Strive for continuous improvements in all activities · Reflect and learn from all experiences |
4 |
Contribution to Corporate Aims and Objectives |
4.1 |
Continuing to invest in the future development of our workforce will ensure we are able to deliver our current corporate aims and will provide the foundation for meeting future demands on the service as we develop new initiatives. |
5 |
Learning and Development Strategy |
5.1 |
This strategy sets out the key areas within which we will seek to develop our workforce to deliver our services in the future. All staff will be encouraged and supported to develop the following common skills to create the learning and development culture we require: · Leadership qualities and management capabilities, appropriate to their role · Awareness and application of equality and diversity principles in all our activities · Continuous self development and self awareness · Ability to reflect and share experiences in an open, honest and constructive manner · Innovation/creative thinking · A passion for delivering excellence to the public · Constructive challenge - asking why? |
5.2 |
All training, learning and development activities will seek to improve the skills identified above to embed them across the service. As these skills develop we will see clear progress both in terms of the quality of services we deliver and our culture, with highly trained and motivated people in all of our work areas, delivering high quality services aimed at meeting the needs of the diverse communities we serve. |
6 |
What will the strategy deliver |
6.1 |
Our clear ambition is to deliver continuous improvement in all the services we provide. This strategy will develop a workforce equipped with the skills, qualities and attributes to deliver the highest quality of service to reduce risk in our communities. Our commitment to learning and development will create a workforce inspired to reach their full potential and drive our performance to new levels. It will promote the service as an employer of choice and attract high quality people for the future from every section of our communities. Key outcomes of the strategy will be: · Every member of staff leading their own development through full engagement in the Personal Development Review System · Individual and team development linked to achieve the department plans and the corporate aims. · Leadership qualities recognised and developed in all members of staff · All staff valuing learning and development as a key tool in achieving their aims and objectives · People achieving skills for life that support them in their current roles, prepare them for future roles and are transferable to future careers. · Improved attraction and retention people in all staff groups |
7 |
Learning and Development Strategy Action Plan |
7.1 |
The initial Learning and Development Strategy Action Plan has been created through consultation with the workforce, middle managers, Equality and Diversity Team and the Training and Development team. This is a live, working document that will continue to be updated and will be informed by individual department plans and strategies as they are developed. |
7.2 |
Training and Development will work with each function to carry out a training needs analysis for their plans/strategies and identify areas of development required to support their staff. The identified needs will be included in the action plan and significant projects will be included within the Training and Development timeline. |
8 |
Measuring progress |
8.1 |
The effectiveness of training and development is currently measured Quality Assurance Framework to evaluate our activities at four levels: Level 1 - reaction evaluation - how the delegates felt about the training or learning experience Level 2 - learning evaluation - the measurement of the increase in knowledge - before and after Level 3 - behaviour evaluation - the extent of applied learning back on the job - implementation Level 4 - results evaluation - the effect on the business or environment by the individual/team The evaluation data will be used to review the delivery and impact of our development activities on the individual and their future practice. We will use this data to make future changes to improve the quality of our learning and development activities to achieve the maximum benefit for the service. Further measurement of the strategy will through a number of mechanisms including Best Value and Local Performance Indicators, Training Quality Assurance, Staff Surveys, Cultural Audit and Investors in People re-accreditation. |
7 |
Risk Analysis |
7.1 |
Maintaining and developing the workforce to deliver our services is essential to reduce risk to them within their roles and to the organisation. This strategy will ensure we continue to invest in our people to meet the future challenges the service provides and to make lives safer. |
8 |
Resource/Financial Implications |
8.1 |
Human Resources |
The Training and Development department will provide the necessary human resources to support this strategy. | |
9.2 |
Physical Resources |
These will be provided from within existing resources | |
9.3 |
Information and Communications Technology Resources |
These will be provided from within existing Service resources. | |
9.4 |
Financial Implications |
All training and development will be delivered from within existing budgets. | |
10 |
Equality Impact Assessment |
10.1 |
An Equality Impact Assessment has been carried out on the Learning and Development Strategy and no negative impacts are identified. See Appendix A |
11 |
Consultation |
11.1 |
The strategy has been developed with in conjunction with the workforce, middle managers, Equality and Diversity Team and the Training and Development team. As specific activities are developed they will be consulted on with the relevant parties. |
12 |
Conclusion |
12.1 |
The quality of services we deliver in our communities is directly related to the skill and competence of our staff. As the role of the fire and rescue service expands we will need to commit further resources to ensure our staff maintain their existing skills and develop for the future. This strategy will develop a workforce equipped with the skills, qualities and attributes to deliver the highest quality of service to reduce risk in our communities. It will help promote the service as an employer of choice and attract high quality people for the future from every section of our communities. |
Background Information (Section 100D of Local Government Act 1972) | |
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: Fire and Rescue Service National Framework 2008-11 Fire and Rescue Service Equality and Diversity Strategy 2008-2018 National Fire and Rescue Service Learning and Development Strategy Hampshire Fire and Rescue Service Plan Note: The list excludes: (1) published works; and (2) documents that disclose exempt or confidential information defined in the Act. | |