Archived decisions

Hampshire Fire and Rescue Authority

Personnel Committee Item 7

8 September 2004

Comprehensive Performance Assessment - Human Resources function

Report of the Chief Officer

Contact: Jennifer McNeill Head of Human Resources - Tel: 023 8064 4000 ext 2348

1

Summary

1.1

The Audit Commission is developing a comprehensive performance assessment (CPA) process for Fire and Rescue Services as part of their strategic regulation to maximise the efficiency of public services. This is due to take effect in March 2005.

1.2

Comprehensive performance assessment is primarily about people and performance with considerable focus on our community, our managers and our employees. This means that for Hampshire Fire and Rescue Authority, the Human Resources (HR) function has a significant contribution to make to a successful CPA outcome. For this to be realised, the HR function is striving to be an integral part of the Service's planning and management arrangements and processes.

1.3

In preparing for this, we have identified this as a key activity in our 2004/05 HR timeline `Performance Management and Assessment'. A number of outcomes have been identified that will prepare the HR function to provide the necessary direction and support to the Fire Authority. This particularly focuses on a people management strategy, HR performance management and establishing a process for consulting our community about aspects of our HR activities.

1.4

In preparing for this, we are working closely with the Audit Commission who are providing us with valuable advice and support. We are also committed to regional and local collaboration to make best use of HR resources and expertise.

1.5

The purpose of this report is to outline our action plan regarding the key performance areas required for CPA, which we aim to achieve in partnership with other functions within the Service and with external partners, and we seek endorsement of our activities.

2

Background

2.1

The modernisation of the UK Fire and Rescue Service represents a significant change to our culture and how we manage and monitor ourselves as a public service. Our key corporate management activities have already been tested in detail by the recent Verification exercise where our progress has been assessed in implementing the Government's modernisation agenda as set out in the Pay Agreement of June 2003 and subsequent White Paper. We are about to embark on the CPA regime which will include scrutiny of arrangements for:

· Management and leadership

· Strategic planning and priority setting

· Operational deployment and performance improvement

2.2

To deliver the required results, we will need to develop and implement a robust and effective performance management framework which translates the strategic priorities and performance standards laid down in the National Framework into a local strategic plan and which identifies the priorities and objectives arising from our local Integrated Risk Management Plan (IRMP) and reflects the new fire service role maps and development / competencies identified through the Integrated Personal Development Plan (IPDS) process.

2.3

The White Paper, `Our Fire and Rescue Service', published in June 2003, issued as a Bill in January 2004, receiving Royal Assent in July, invited the Audit Commission to take up responsibility for inspection in the fire service by means of CPA or similar. The Audit Commission is now tailoring the process of CPA currently in place in local authorities to the Fire Service, based on their findings from a pilot study in four Fire and Rescue Services and a subsequent consultation process.

2.4

CPA makes it clear that governance and leadership is expected from the top, at Fire Authority level. The structure of the corporate assessment is likely to focus on what the Fire Authority is trying to achieve; how we have prepared to deliver our priorities; what has been achieved to date and what we plan to do next.

3

HR strategy and workforce planning

3.1

We are developing our people management strategy which will support the Service's overall aims and business plans. This will include an analysis of our workforce and resource needs and requirements, including costs, training and development to meet our business objectives; recruitment and retention plans, programmes and actions; agreeing effective milestones to indicate progress and the HR contribution towards meeting our strategic goals.

3.2

To provide this support, the HR function continues to progress towards working more `smartly'. Assessment of our own capacity and ability is on-going as has already been evidenced by our recent restructure and re-alignment of our teams. Supporting HFRS through the self-assessment process of identifying weaknesses, gaps and solutions will involve working with all other functions within the Service and with external agencies.

3.3

Our HR strategy will be driven by, and link to, the Service's vision and corporate objectives. It will identify the role of HR strategy in delivering the corporate vision and objectives; set out HFRS's values and principles and will reflect our culture. It will also include a corporate framework setting out the Service's approach to:

· workforce planning

· diversity

· recruitment and retention

· development and training

· performance / business management

· elected member / management development

· HR policies, procedures and support systems

· communications

· organisational culture and change

· absence management

· conditions of service

· community engagement

· employee/trade union relations

3.4

Further, this will include:

· departmental responsibilities for implementation of HR Strategy and prioritised action plans

· elected members in setting overall principles and direction

· how managers will implement the strategy, how HR will support the strategy organisationally and through policies

· arrangements for monitoring, evaluation, day to day performance management and review.

3.5

The Workforce plan will be linked to the HR Strategy, but will form a separate document, also linking to the corporate plan and the budget. The focus will include key priorities, performance indicators, budget, and identify accountable managers. It will include success measures, a communications plan, method to review progress and be benchmarked with other partners.

3.6

Additionally, the Workforce plan will reflect:

· how the Service organises, allocates and plans its human resources in respect of key issues we face now, in the medium term and longer term

· how human resource numbers and skills are analysed, used and controlled, secured and developed effectively

· an ongoing planning process alongside service and business planning

· an acknowledgement that people are the critical factor in performance

· the context of the overall corporate and HR strategy

· a working document as a flexible workforce plan to cover short, medium and longer term needs.

4

Conclusion

4.1

HFRS needs competent and motivated people to deliver the best service to make our community safer. We must therefore embrace best employment practices for all employee groups and the audit instrument, through CPA, is a useful tool to achieve this. Being an on-going process, CPA will provide a mechanism for continuous review and improvement. The HR strategy and workforce planning process, and our on-going business plans and actions will be an integral part of performance improvement overall as they will reflect the business requirements of the Service.

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 considered in the light of the Race Relations (Amendment) Act 2000.

Recommendations

1

That the Committee endorses the approach taken by the HR function to support the forthcoming CPA process.

2

The HR strategy and workforce plan be presented at a future Personnel Committee meeting.

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

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(1) Published works

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