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1 |
Introduction |
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1.1 |
Members will by now be familiar with the key task and timeline methodology which has been adopted by the Personnel, Safety and Risk Management and Training functions for the last two years. A key element of the process is to report to the Committee on the progress achieved throughout 2003/4 in meeting the stated milestone of the various major projects. This report provides that update and lays out the work programme for 2004/5 in order to meet the new key tasks. The report also provides an explanation of a number of refinements to the approach which are the result of the practical experience of managers working day to day on the various projects. |
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2 |
Report |
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2.1 |
In order to manage, monitor and review the vast numbers of interrelated projects undertaken by the Service, a high level performance management tool is used. These `timelines' seek to provide an easy to understand and highly visible reference guide to key tasks being undertaken by the Service. |
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2.2 |
Timelines set not only the critical milestones for the projects, but bring together the diverse activities which seek to achieve the overall aim. By colour coding these timescales the various threads of the project can be identified together with the responsible manager. The timelines, whilst being the most visible part of the performance management regime, are only a part. |
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2.3 |
The timelines are themselves set within a framework of three weekly managerial reviews, more detailed project plans and a formal process of reporting and amendments. Over the last two years the value of their coherence and simplicity has grown not least as the work loads have grown both in size and complexity. |
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2.4 |
Modernisation by its very nature is complex, interlocking and requires extraordinary effort to achieve well. Hence the timeline approach will become even more important as a tool to manage performance. It is also very much in line with the anticipated expectations which will be included in the comprehensive performance assessment for Fire. |
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3 |
2003/2004 Timeline Review |
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3.1 |
In a previous report to the Personnel Committee (March 2003) the various functions under my responsibility presented their timelines for 2003/2004. Below is a short synopsis on the progress through last year: |
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3.1.1 |
Human Resources |
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This year we have completed the rationalisation and updating of the HR-related service orders and the training programme for our volunteer diversity trainers, both in partnership with our trade unions. Bullying and harassment training will remain in our training programme for managers and employees. Best Value for Personnel was originally intended to be part of a wider corporate services programme, but part way through the year it was no longer a requirement and preparation for this ceased. Our review of the service order on Sickness Absence Management and the raising of awareness generally about improving attendance at work, together with training for managers, appears to be reflected in the statistics on sickness absence this year. However, 2002/03 was unusual in that during the period of industrial action, attendance at work improved significantly and has skewed this slightly as a comparator for 2003/2004 our targets will reflect this. It is pleasing to report that the working days/shifts lost to sickness absence for all employees has continued to reduce year on year, reflecting 8.3 days/shifts lost in 2003/2004 compared to 14.0 in 2001/2002. Whilst not remaining a Key Task, improved attendance at work will continue to be a priority for HR support to managers as one of our BVPIs. |
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The challenges of maintaining crewing levels at retained stations remain. In aligning HR support to the Service re-structure, we are centralising our recruitment processes to ensure consistency and good practice. Retained recruitment will remain a Key Task for 2004/05. Our Positive Action programme has reflected an increase in applications from minority groups this year. Four women have successfully completed their training and joined their wholetime watches on station and one new retained member is from an ethnic minority group. The number of females employed in a retained capacity (24) is currently almost double the number of women with wholetime contracts (13). However, we employ 1 retained and 2 wholetime ethnic minority firefighters. We continue to engage with our communities and external agencies to raise awareness about the wide career prospects offered. Positive Action will remain a Key Task for next year. The Local Government Standards, including the Race Equality Scheme is the main driver under Legislation. Whilst much has been achieved, we need to be clearer about how the evidence will be presented at each level. We will therefore focus on establishing our framework for this over the next year to provide auditable evidence of our progress for scrutiny by the Audit Commission |
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3.1.2 |
Training |
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Training Assessment Plans (TAPs) |
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Amendments made to the TAPs system originated from a review in 2002. A positive response was received by staff on stations to this review with several suggestions being incorporated and changes made to improve the existing system. These changes have been monitored and a further review held which again attracted a positive response from staff. These reviews and subsequent changes have improved the TAPs system and fostered improved `ownership' and understanding of the TAPs by station based staff. |
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Training Analysis |
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The introduction and development of the Integrated Personal Development System (IPDS) has required a more dynamic and flexible approach to training analysis and planning. The training requirements for Civil Protection, combined with the introduction of new Breathing Apparatus equipment to the Service, has required some creative and flexible planning in order to successfully manage these requirements in addition to local and central courses at the Fire Service College. |
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Integrated Personal Development System (IPDS) |
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The introduction and development of IPDS within the Service has progressed well over the last year, this is in part due to the continued close working of the Training and Personnel Functions. The majority of central guidance documents regarding the main components of IPDS have now been published. Review and development work in key areas has been achieved in readiness for implementation during the coming year. More tangible changes have been achieved with the introduction of a Retained Firefighter development programme. This programme aligns the development of Retained Firefighters to the requirements of IPDS and National Occupational Standards. The successful development and introduction of Assessment Centres for the roles of Crew and Watch Manager was completed this year prior to the phasing out of the existing statutory promotion examinations. |
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3.1.3 |
Safety and Risk Management |
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Technical Fire Safety |
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2003 saw the completion of the TFS Best Value Review, recommendations from this review have been correlated with the year one IRMP and functional TFS policy and procedures. As part of the Service wide agreement, TFS have adopted a group management structure aligned with best value recommendations and the more general move to a role based structure supporting IPDS. Accounting for the needs of this new era of management, a training needs analysis has been conducted for all staff and a development programme has been designed to meet those identified needs. Disappointingly, the deferment of the Regulatory Reform Fire Safety Order has delayed the anticipated date of introduction. However, much good work has taken place in preparation for this new legislation, not least of which has been the introduction of an audit based risk inspection programme targeting resources against high risk premises. |
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Occupational Health, Safety and Welfare |
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The introduction of a pilot fast track physiotherapy service proved highly successful and is set to become a permanent feature of our occupational health service, helping to improve attendance in line with Government targets. Our stress awareness programme has prompted the development of a regional approach with other Fire Authorities to further develop advice and guidance on working practice and care initiatives. Fitness training equipment has been issued across the County for the benefit of all personnel, the issue of this equipment has been part of a comprehensive fitness assessment programme ongoing throughout the year. Draft audit protocols for health and safety have been developed in line with the revitalisation programme and are now ready for pilot trials throughout 2004. |
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4 |
Key Task for 2004/2005 |
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4.1 |
Inevitably the main themes that run through all the key tasks for 04/05 relate to the modernisation process, be that regulatory reform, overhaul of the national conditions of service, comprehensive performance assessment or the implementation of IPDS. All the primary functions have, or are in the process of adjusting their structure, management information system and/or policies to accommodate this massive transition. |
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4.2 |
Below I have listed the major themes in the key tasks set by the three functions. The full details of the timelines are provided in appendix A. |
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4.2.1 |
Technical Fire Safety |
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Not surprisingly the focus of work is on the introduction of the new enforcement regime, particularly in terms of developing all staff to be competent in providing the new service. Installation of a new risk based information system to provide the storage, analysis and retrieval of risk information is also a key thread as is a revised structure to streamline both decision making and administration in light of the regulatory changes. |
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4.2.2 |
Health, Safety and Welfare |
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The emphasis here remains upon reducing our main cause of injuries and ill health, stress and musculo-skeletal problems. However this strategy is now being developed within the wider context of the Government's strategy "Revitalising Health and Safety", as such the key task for 2004/2005 focuses more upon proactive health promotion initiatives. |
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4.2.3 |
Media and Public Relations |
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Inevitably much of the work of this team is driven by unplanned issues arising. However, given the importance of good communications at times of change, the team has key tasks which deal with internal issues, particularly modernisation and staff understanding. Externally the focus will be on public awareness of personal safety issues and the application of Integrated Risk Management Planning. |
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4.2.4 |
Human Resources |
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The theme running through all of the key tasks for the function is the drive to modernise terms and conditions of uniformed staff and the implementation of IPDS. A major component of both these strands is the job evaluation exercise for Grey Book staff which represents Phase II of the rank to role process, the first phase, as members will recall, amounted to a pure pay assimilation exercise. |
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4.2.5 |
Equality and Diversity |
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Here the key tasks for 2004/2005 are a response both to our ongoing work to improve employee understanding, widen our workforce representation and respond to central government legislation, in particular the new duties that fall upon us to promote diversity and prevent discrimination. |
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4.2.6 |
Training |
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Modernisation and implementation of IPDS form the rationale for the key tasks in this function. Although in truth, given the considerable work already undertaken in the last two years the timelines for the coming year do not amount to radical change in direction but rather a continuation of the strategy already set. However, the review of the training facilities, key tasks and structure reflects the imperative to consider our current capacity and provision in the light of the importance to collaborate regionally. The review of driver training provision comes in a response to changes in legislation and will seek to discharge the outstanding actions from the recent best value review of this activity. |
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5 |
Revisions to the Methodology |
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5.1 |
Experience has shown that one of the most difficult elements of the process is anticipating the likely resource requirements for the various key tasks. Not least because of the high level nature of plans. As a result the attempt this year has been to calculate the proportion of available resources in the function which will be dedicated to the project overall. |
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5.2 |
In addition to the timelines, each function head is producing a short paper which serves as a business plan. Given the volume and extent of change, having clarity in terms of the overall direction of the functions' work helps to clarify how it is meeting the corporate aims, the rationale behind the current key tasks and the anticipation of key tasks in the next planning cycle. |
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6 |
Summary |
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6.1 |
As members will appreciate there is an almost overwhelming volume of work that lies ahead, however, the discipline and clarity provided by the timeline approach helps to order the various interlocking tasks and enables good performance management. |
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7 |
European Convention on Human Rights and the Human Rights Act 1998 |
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7.1 |
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. |
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Recommendations |
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1 |
The Committee continues to endorse the methodology adopted and the integration of business plans. |
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2 |
The Committee notes the progress made in meeting the 2003/4 key tasks and the timelines for 2004/5. |
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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. None Note: The list excludes: (1) Published works (2) Documents that disclose exempt or confidential information as defined in the Act |
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Appendix A |
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A1 |
HR Function Timeline (2 pages) |
A2 |
Diversity, Equality and Fairness Timeline (2 pages) |
A3 |
Training Function Timeline - 2004/2005 (1 page) |
A4 |
Regulatory Reform Fire Safety Order/Fire Safety Database Timeline (2 pages) |
A5 |
Fire Safety Structure and Management/Training Strategy Timeline (2 pages) |
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cemC/H/HFRA Personnel 21 4 04 Key Task Review 13 April 2004 |
