Hampshire Fire and Rescue Authority

Personnel Committee Item .......

1 December 2004

Integrated Personal Development System (IPDS) Implementation - Progress Report

Report of The Chief Officer

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

1

Summary

1.1

This report provides an update on progress made to date in implementing the IPDS within HFRS and outlines further key tasks which are planned to be undertaken in 2005/06

2

Background

2.1

The IPDS is a key component of the Government's modernisation agenda for the Fire Service as laid out in the "Fire and Rescue Service National Framework" and more recently, the consultation paper, "Towards a National Workforce Development Strategy for England".

2.2

The 2003 Agreement reached between the NJC National Employers and the Fire Brigades Union, culminated in the revised Grey Book, issued in August 2004. This has formally recognised IPDS as a contractual element of the terms and conditions of service for our employees conditioned to the Grey Book. New standards for how we recruit our firefighters in the future, the format and criteria for our promotion activities and the bands for pay scales, depending on whether a person is deemed to be `in development' or `competent' are defined in accordance with IPDS.

2.3

There is an expectation from the Government, as part of modernising the fire service, that IPDS becomes a consistent feature of recruitment, assessment and employment practice across all employee groups, thereby impacting on our employees conditioned to the NJC for Local Government Services, referred to as Green Book. Best employment practice regarding issues of equality would also make this a requirement.

2.4

Our priority is on the rank to role assimilation process for Grey Book employees as this is now a contractual requirement following the revision to the Grey Book. This has been implemented for pay purposes only, but the conclusion of this is subject to completion of a process of job evaluation of posts.

3

Contribution to Corporate Aims, Objectives and Key Tasks

3.1

The HR function Timeline 2004/5 `IPDS' identifies the key tasks to be achieved by the HR and Training functions over this year, leading into 2005/6. Each identified task represents a significant amount of work, including planning, policy development and awareness raising for all our employee groups.

3.2

We recognised the complexities of managing a project which ultimately impacts on all our employee groups and the particular sensitivities of managing a process that forms the basis for grading and pay. To ensure we have a robust audit trail of how decisions are reached should there be any challenge of unfair treatment, we have invested in training some of our officers in Prince 2 project management skills. We used a Prince 2 project management model to define the key stages of this timeline.

3.3

Each stage of this timeline is inextricably linked with the new Grey Book conditions of service. Therefore, during this transitional period as we move to role, we are additionally creating interim policies and guidelines to manage the processes in the spirit of IPDS where this cannot be practically achieved fully, and seeking to achieve a fair process meanwhile. We are keeping our trade unions informed of any interim processes and the reasons why they are required.

4

Progress Achieved to Date

4.1

A project of this significance necessitates full stakeholder participation. In 2002, we secured participation and involvement from representative members of the Fire Authority by forming the IPDS Members Working Group. This included senior representatives from the HR and Training functions. The Working Group has since held regular meetings focusing on raising awareness regarding the implications and requirements of IPDS and the potential impact on the Service. A summary of the progress made by this group was reported to the Personnel Committee in September 2004 (Item 11).

4.2

The IPDS implementation project was set up at the beginning of 2004 using the PRINCE 2 project management model. A project board was appointed made up of the Function Heads from HR, Training and Operational Delivery; a project manager and a project team made up of people from within the HR, Training, and Technical Fire Safety Functions. This was achieved from within existing resources.

4.3

Achievements to date are that we have :-

· Agreed and appointed a project board, project manager and project teams

· Prepared and issued a Service Order for IPDS

· Introduced a communications strategy and carried out awareness training for all our employees

· Mapped the National Personal Qualities and Attributes (PQAs) for all Grey Book roles to assessment centre tools

· Implemented an IPDS compliant Assessment and Development Centre (ADC) for Supervisory Manager

· Implemented an IPDS compliant ADC for Brigade Manager

· Implemented an IPDS compliant interim ADC for Middle Manager

· Reviewed and made recommendations for an IPDS compliant initial training programme for Firefighters (Wholetime and Retained)

4.4

In addition to the work being carried out within HFRS, we are working closely with our partners in the South East region in developing IPDS. One of the three work streams defined by the South East CFOA Human Resources Development Group (HRDG) is `Employee Development' and this is a group representing the interests of the nine fire and rescue services making up the SE Region. One of the immediate efficiency benefits is that this will allow for sharing of resources where best practice is recognised and becomes a model for the group.

4.5

A recent example of this was that the Supervisory Management ADC model developed by HFRS was considered to represent an example of best practice and has now been adopted by the region for all future ADCs at other levels.

4.6

During the latest Audit Commission verification process HFRS received a green light in all but one area for IPDS. The Audit Commission identified that we should improve in communicating how the IPDS will be incorporated into our practices for our Green Book employees and we have now taken measures to ensure they are better informed.

5

Planning for the future

5.1

The HR and Training functions are now developing further joint IPDS timelines for 20005/6 and these will be published in January 2005. The following areas have been recognised as the next critical stages and will be included :-

· Implementation of IPDS compliant initial firefighter training course

· Further integrate retained employees into IPDS

· Complete the review of training strategy for Strategic Managers for IPDS compliance

· Review Supervisory Manager ADC policy

· Further integrate Green Book employees into IPDS

· Complete the review of on station continuation training programme (TAP's) for IPDS compliance

· Introduce policy and systems to support continuous professional development (CPD)

· Introduce IPDS compliant personal development plan (PDP) system including personal development records (PDRs) linking into performance appraisal

· Introduce an IPDS compliant quality assurance system

5.2

A significant amount of work remains to be undertaken before a comprehensive IPDS is in place. The majority of the tasks will be initiated on the 05/06 timeline but some of the larger and more complex items such as integrating Retained and Green Book employees will undoubtedly continue into the following years. We will monitor and evaluate our progress on an on-going basis to enable fine tuning to be carried out as necessary

6

Resource Implications

6.1

Human Resources

The project is currently being managed from within existing resources and it is envisaged this will continue. However, where new developments are envisaged, this will be raised as an issue with the IPDS Project Board Executive as part of our Prince 2 project management process.

6.2

Physical Resources

Changes will be required to the way in which we deliver training as we start to introduce a "blended learning approach". It is envisaged that Computer Based Training (CBT), distance learning, taking training out to individuals and teams, in addition to the traditional centrally delivered course approach. It is intended to introduce these initiatives from within existing resources.

6.3

Financial Resources

At the present time costs associated with IPDS are not expected to be beyond the growth approved last year.

If there are any costs in the future, associated with the awaited national guidance on quality assurance mechanisms, they will be raised as an issue with the IPDS Project Board Executive at the earliest opportunity and reported accordingly.

7

European Convention on Human Rights and the Human Rights Act 1998

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

Recommendations

1

That Members note the contents of this report and the level of ongoing work of the project team supporting the HR and Training functions to achieve the full implementation of IPDS.

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