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Hampshire Fire and Rescue Authority Personnel Committee Item 4 2 April 2003 Performance Management: Personnel, Training, Health and Safety and Technical Fire Safety Functions Report of the Chief Fire Officer |
Contact: Deputy Chief Fire Officer John Bonney - 023 8064 4000 ext 207 |
1 |
Summary |
1.1 |
To advise Members of the progress made in relation to the Personnel and Health and Safety key tasks agreed in March 2002, and to report the new timelines for Technical Fire Safety, Personnel, Training and Health and Safety for 2003/04. |
2 |
Introduction |
2.1 |
Members will recall that as part of the Services performance management system it was agreed to operate a pilot scheme of functional timelines (Personnel Committee Report 'Personnel and Community Safety Workplace 2002/2003' (3 April 2002)). These timelines provide a visual representation of how particular key tasks will be progressed over a minimum 15 month period. Each key task has a number of activities which must be completed to achieve the overall aim. To aid understanding and planning a colour coded system operates to readily identify how particular activities link together. Each key task is linked directly to the corporate aim ensuring that all our work focuses on achieving the overriding objectives of the Service. So, for example, a key task relating to managing sickness is ascribed to corporate aim "To ensure a consistently high standard of health, safety and welfare for all our staff to reduce the number of working days lost through work related injuries and ill health and in so doing meet national targets". This provides for a resilient framework to show how various activities are integrated and contribute directly to improve the Services overall performance. |
2.2 |
The timelines represent a high-level management reporting system as it incorporates only major milestones. However, it is underpinned by more detailed team plans. As well as assisting senior managers review progress, it also allows the Service to show, in a concise way, to stakeholders (ie, public, elected members, auditors) what the Service is currently working on and its direction. In addition it allows all staff to understand where they and their work fits into the overall picture. For managers the extended timescale has focused their attention on longer term planning and the associated resource allocation that this requires. |
2.3 |
In line with our web based information strategy the timelines are particularly suited to electronic display on the Service website (www.hantsfire.gov.uk). |
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3 |
Findings of Pilot and Future |
3.1 |
I am pleased to advise Members that staff and managers have quickly accepted the value of the process as a tool for planning and performance management. Indeed some managers have adopted the use of this tool for their own areas of responsibility outside the designated functions. Similarly, staff developing the lower level plans which underpin the timelines have found that a similar format, albeit with considerably more detail, has proved most useful. Previously the tool has been commented on very positively by the Audit Commission in their review of the Service this year. They regard the timelines as a visible manifestation of the Service's active implementation of a practical performance management system. |
3.2 |
The intention has always been that the basic plans and the monitoring systems would be piloted this year and, if successful, developed for the future. A number of lessons have been learned from the practical experience so far and a series of enhancements are proposed. The first of these is to commence a process of resource estimations for each key task to ensure not only best use of resources but to ensure tighter control over what can be realistically delivered. This is an important next step in developing our performance management expertise. Aligned with this is the need to develop local performance indicators which not only support the national best value indicators but also provide a more meaningful measure of our local progress on key tasks. For your information Appendix A lists the local performance indicators set by the various functions to monitor their performance, either in regard to the service they deliver or against a particular key task. |
3.3 |
Given the continuing linkage to Corporate Aims and therefore also national indicators, we are able to demonstrate how local activities seek to contribute to national aims. This is very much in line with the Auditor's desire to see a tailoring of performance management to address local needs. |
3.4 |
This year the process will be extended to the Training function, which is particularly significant given the complexity of implementing the new Integrated Personal Development System (IPDS). |
4 |
Progress of Key Tasks 2002/2003 |
4.1 |
Appendices B, C, D and E detail overall progress against the key tasks set for 2002/2003. Members will appreciate that reviewing both completed work and outstanding issues is an essential element for any performance management system. Equally, it is important to be able to illustrate to staff how their hard work has moved projects forward and ultimately how this has contributed to achievement of corporate aims. |
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5 |
Key Tasks for 2003/2004 |
5.1 |
As Members are aware the planning horizon for the timelines is deliberately longer than the financial year. This is to concentrate on what needs to be done not on what can be achieved in one artificial 12 month cycle. In view of this overlap, some timelines for this year will incorporate activities appearing in 2002/2003 lines. In some cases key tasks have been completed and in others new tasks appear because of internal or external demands. Finally in a number of cases key tasks have been adapted to combine activities yet to be completed with new items in order to progress Service strategies. Appendix F provides 2003/2004 timelines in detail but the major issues are as follows: |
5.1.1 |
Personnel |
Key this year will be a continuing commitment to improving attendance at work, both by improved absence management and health support to staff. Similarly, but equally important to improving service delivery, is a commitment to raising the current level of retained personnel in order to meet set establishment levels. This will incorporate new recruitment and promotion campaigns as well as setting out more flexible methods of staff providing cover. | |
5.1.2 |
Training |
Critical to this function's work plan this year is the introduction of the Integrated Personal Development System (IPDS). The timeline concentrates on laying the foundations with regard to IT training specifications, assessment centres and role based development programmes. | |
5.1.3 |
Health and Safety |
Here the key areas will be an ongoing commitment to reducing stress and musculo-skeletal illness (by far still the major cause of absence), as well as improving safety and fitness awareness amongst staff. Additionally further work is planned to strengthen reporting systems. | |
5.1.4 |
Technical Fire Safety |
A major theme for this function is training in preparation for legislative change and the implementation of the Best Value Review Action Plan, which includes structural reform in line with the wider Service reorganisation. | |
5.1.5 |
Diversity, Fairness and Dignity |
In this function the timelines reflecting continuing work to promote the Service amongst underrepresented groups, responding to changes in legislation and implementing the longer term recommendations of the Thematic Review. | |
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6 |
European Convention on Human Rights and the Human Rights Act 1998 |
6.1 |
The proposals within this report are compatible with the provisions of the European Convention on Human Rights and the Human Rights Act 1998 and considered in the light of the Race Relations (Amendment) Act 2000. |
Recommendations | |
1 |
That the progress on the pilot scheme of functional timelines be noted. |
2 |
That the timelines for 2003/2004 for the Personnel, Training, Occupational Health and Safety and Technical Fire Safety Functions of the Service, 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. File: HFRA Personnel Committee 3 April 03 - Performance Management : Personnel, Training, Health and Safety and Technical Fire Safety Functions Note: The list excludes: (1) Published works (2) Documents that disclose exempt or confidential information as defined in the Act |
cehC/H/PerformanceManagement
14 March 2003
APPENDIX A
LOCAL PERFORMANCE INDICATORS - PERSONNEL FUNCTION
Personnel Function Local Performance Indicator (P)LP1 1 January 2003
Joint Trade Union meetings are held quarterly
Target 100%
Achieved 100%
Date |
Type of Meeting |
12 2 2002 |
Regular JTU meeting |
21 5 2002 |
Regular JTU meeting |
1 8 2002 |
Partnership workshop |
13 8 2002 |
Regular JTU meeting |
12 11 2002 |
Regular JTU meeting |
Personnel Function Local Performance Indicator (P)LP1 2 January 2003
Summary
Staff having achieved, in progress or working towards appropriate professional qualifications:
Total number of HR posts |
25 |
Total number of permanent staff in post |
20 |
Total number of temporary staff in post |
1 |
Total number of staff on maternity leave |
2 |
Total number of unfilled vacancies |
2 |
Senior staff MCIPD qualified or equivalent, or working towards |
Target 100% |
Senior staff MCIPD qualified or equivalent, or working towards |
Achieved 100% |
Junior staff Certificate in Personnel Practice qualified or equivalent, or working towards |
Target 50% |
Junior staff Certificate in Personnel Practice qualified or equivalent, or working towards |
Achieved 57% |
Specialist staff (F&D, IT, Professional Standards) suitably qualified, or working towards |
Target 100% |
Specialist staff (F&D, IT, Professional Standards) suitably qualified, or working towards |
Achieved 100% |
Specialist staff (Occupational testers) suitably qualified, or working towards |
Target 100% |
Specialist staff (Occupational testers) suitably qualified, or working towards |
Achieved 100% |
Specialist staff (Signers) suitably qualified, or working towards |
Target 100% |
Specialist staff (Signers) suitably qualified, or working towards |
Achieved 100% |
LOCAL PERFORMANCE INDICATORS -TRAINING FUNCTION
INDICATOR |
DETAIL |
BENEFIT |
(T) LPI 1 |
Conduct a comparison between the course placements achieved during the preceding year compared with the number of placements identified as part of the training needs analysis. |
The purpose of this LPI is twofold: It will highlight whether the resource availability to attend courses matches the expectation of the Service training needs. It will highlight the degree of accuracy achieved by the training needs analysis. |
(T) LPI 2 |
Monitor the skill resources available at each workplace to ensure that the training needs analysis accurately reflects the demands for training in a timely manner. The areas for which there are pre-specified requirements are: · Fire appliance drivers · Breathing Apparatus Instructors · First Aid Instructors · Road Traffic Accident Instructors · Watch Fitness Instructors · Manual Handling Instructors |
This will confirm the degree of compliance being achieved by the Training Department with Service policies. It will also highlight where the balance of skills is not being maintained within the Service. This is significant since it will provide stations and Group Commanders with data to measure the provision of training available directly within the workplace rather than through central resources. |
(T) LPI 3 |
Collate and categorise the number of course placements lost due to cancellation either by the individual, division or brigade. |
This information will be used to identify trends and measures that can be implemented to overcome them in future training provision. |
APPENDIX A
LOCAL PERFORMANCE INDICATORS - TECHNICAL FIRE SAFETY FUNCTION
INDICATOR |
DETAIL |
BENEFIT |
LPTFS1 |
% of Inspectors available working hours spent on Technical Fire Safety Inspections. |
Information will be collated by grade of Inspector: · Non Uniform FSI · 42 Hours Uniform · FDS StnO Information will enable accurate forecasting of staff requirements and assist with performance monitoring, as per HO Fire Safety Planning and Management Guide for LAFB's. |
LPTFS2 |
Number of Routine Inspections, by risk category, carried out by quarter compared to previous quarter returns.
|
This will measure the level of Routine Inspection activity per quarter and assist with the monitoring of resources against risk, on a Countywide basis. |
LPTFS3 |
Time taken to deal with B1 Building Regs consultation documents compared to time allowed (15 days - PGN) |
This will identify the % of occasions the standard was achieved per quarter. |
APPENDIX B
PROGRESS OF KEY TASKS 2002/2003
PERSONNEL
Personnel-related service orders have been streamlined and critical policies have been developed or revised, with management guidelines where appropriate.
The migration of information to SAP is complete, although some fine tuning remains. Decisions still have to be made regarding the benefits to HFRS of incorporating the SAP Human Resource modules.
As regards the provision of timely reports to managers, this is impeded by our difficulties in running reports on sickness absence on SAP. The Service Order on Sickness Absence Management is revised and training and support in the management of sickness, focusing on issues of sensitivity, fairness and consistency, commenced in January 2003 as part of on-going training for all managers. The more complex case reviews between Personnel and Occupational Health professionals now include Line Managers and this will be further reviewed to accommodate the management responsibilities of the new Group Commander structure.
The Best Value Performance Indicators on sickness available on the HFRS website and reported annually to the HFRA will be enhanced further by a breakdown of statistics by station/workplace in March 2003.
Training workshops for the Personnel Advisory Team are in place despite the delay caused by recent industrial action. Our new Personnel intranet facilitates continuous updating on matters of good personnel practice. Personnel professionals have a prime role in training Service managers and the focus of the Bain Report on the involvement of the Human Resource function in high level management training and the significance of the Integrated Personal Development System (IPDS) for all staff supports the continuation of this.
Overall, the majority of activities defined in the key tasks have been completed as planned.
Diversity, Equality and Fairness
A summary of current issues against each Key Task is now provided quarterly at the Fairness and Dignity Group meetings and are included in Committee Reports to the HFRA. A primary focus has been on consultation and collaboration with external agencies and our communities, including minority ethnic consultative forums established in Eastleigh, Portsmouth and Southampton.
Significant achievements include a promotional recruitment video, researched and produced by local media students; two successful Access Courses to raise awareness of careers in the emergency services; networking at community centres and gurdwaras; careers day at Service HQ and at careers fairs at colleges and schools. The Leader Project promotes opportunities for multi-ethnic communities in collaboration with external agencies and public and private sector organisations.
A positive action day on Saturday 15 March 2003 at HQ, will increase awareness of career opportunities amongst prospective candidates from minority groups in advance of the new programme of 3 recruitment activities per year we are piloting on behalf of our CACFOA region, commencing in April 2003.
17 volunteer diversity trainers, trained by the TUC and Southampton City College, commenced our training programme on Bullying and Harassment with Members of the Fire Authority in December 2002 and are progressing with retained and wholetime stations. The January course for SMT has been postponed until March due to industrial action.
The successful implementation of the revised Fairness and Dignity Service Order will be supported, monitored and reviewed by the Service's newly formed Local Diversity Group, which includes an external representative from the voluntary sector.
APPENDIX C
PROGRESS OF KEY TASKS 2002/2003
TRAINING
The last year has seen much work and preparation towards the introduction of the Integrated Personal Development System (IPDS) from April 2003. The milestones for the year have been achieved, with the exception of nominations for Fire Service College courses due to the national industrial dispute.
IPDS
Development work continues towards the introduction of IPDS. The Service is involved in collaboration at Chief and Assistant Chief Fire Officers Association (CACFOA) and national level with various elements of IPDS. Preparation has included the introduction of Assessment Centres, and the development of systems to support Continuous Personal Development (CPD).
IT Audio/Training Equipment
IPDS places emphasis on the assessment of a person's competence in the workplace. To support the development and maintenance of skills, the Service has developed and introduced 'Multi Presentation Units'. These units will be provided on every fire station by April this. This will enable stations to download standardised training packages from the Training Department on a range of topics.
Training Facilities
Practical training facilities have been enhanced with the installation of new 'Fire Behaviour' fire units at the Training Centre. These units are used to teach operational personnel the latest firefighting techniques.
The Next Year
The next year will see the continued introduction of IPDS related systems and the development of our own training and development facilities.
APPENDIX D
PROGRESS OF KEY TASKS 2002/2003
OCCUPATIONAL HEALTH, SAFETY AND WELFARE
Develop a System for Audit in Line with HSE Guidelines
A new system for audit of HFRS health and safety management systems was developed and piloted in line with the deadlines set in the timeline. Further progress was delayed due to a staff shortage. This time line is being continued in the forthcoming year.
Develop an Accident, Incident and Near Miss Reporting, Recording and Investigation System to Satisfy HFRS, HSE and HMI Requirements
The outcomes of this have progressed in line with projections. A working group comprising of stakeholders (including FBU) was set up to review existing arrangements. A new form for reporting and recording incidents, injuries and near miss occurrences was developed and a new service order issued. A new training course is being developed for incident and accident investigation, this will mean the timeline is concluded around April/May 2003.
Introduction of a Stress Awareness Programme
Within the target dates set a stress awareness programme has been developed. This was run as a pilot in HFRS Control and Workshops. The timeline continues throughout the forthcoming year (and beyond) as a new training package is being rolled out throughout HFRS.
Establish a Musculo-Skeletal Care Strategy
A long-term timeline was set up to target an area that continually contributes to sickness absence. A `fast track' physiotherapy trial was initiated in B Division in line with the target dates. The trial will be extended throughout HFRS as the timeline continues into the forthcoming year.
Implementation of Regular Health Screening
This timeline has been completed within the projected target achievement dates. A new nurse was appointed and health screening extended from just the `over 40s' to all uniformed personnel on a 3 yearly basis.
APPENDIX E
PROGRESS OF KEY TASKS 2002/2003
TECHNICAL FIRE SAFETY
Best Value Review of Fire Safety Enforcement
The best value review of Technical Fire Safety is nearing completion. The working group has approved the final draft of the document and the completed report will be submitted to the Best Value Review Committee in March 2003. The outcomes of the report will be presented to the Fire and Rescue Authority in May 2003 in line with the deadlines set in the timeline. Implementation of the results will form a key task in 20030/4.
Fire Certification Process - (BVPI 147)
Working towards a target of 70 days, time taken to issue Fire Certificates is being reduced. Analysis of procedures and technical support has resulted in improved training, streamlining of the administration process and outsourcing of Computer Aided Design. This key task will be completed this year.
False Alarms Caused by Fire Detection Systems - (BVPI 149)
A review of procedures to reduce unwanted Automatic Fire Detection (AFD) calls has provided some encouraging results compared to national trends. New policies for working with owners to improve control measures are on going and will be evaluated in March 2003.
Risk Assessment - Audit Based Inspection Process
A review of requirements to facilitate the transfer to an Audit Based inspection programme is due for completion in February 2003 in line with projections. A revised inspection methodology has been developed with policy and procedural guidance in draft format. Familiarisation work with Industry and Commerce has been delayed, subject to further guidance regarding introduction dates for this change in legislation.
APPENDIX F
We apologise that owing to technical difficulties we are unable to display the timeline diagrams here. However, should you wish to receive a hard copy of the timelines as presented to this Committee on 2 April 2003, please contact: Karen Widdowson on 01962 847334 or by e-mail at: [email protected]