Hampshire Fire and Rescue Authority

Human Resources Committee Item 8

1 February 2005

Medium Term Plans - Safety and Risk Management, Training and Human Resources

Report of the Chief Officer

1

Summary

1.1

This report presents the draft medium term plans for the following functions :-

Appendix A - Safety and Risk Management

Appendix B - Training

Appendix C - Human Resources

1.2

These plans set out what each of the functions are planning to achieve over the next three years. They detail the current progression of the functions, a clear statement of what is to be achieved and the method by which this progress is to be monitored.

2

Recommendations

2.1

HR Committee note the content of the draft medium term plans.

3

Introduction

3.1

The medium term plans are developed by each function as part of the Service business planning process. The plans have been developed in line with The Fire Service National Framework and legislative requirements. The function heads have prepared these plans taking into consideration the human, physical and financial resources available over the planning period.

3.2

The Safety and Risk Management plan is divided into three areas - Occupational Health Safety and Welfare, Technical Fire Safety and Marketing and Communications. Although these departments are contained within the same Function, it was decided, due to the separation of roles, to keep the areas within individual sections within the overall plan.

3.3

The plans, once fully agreed as part of the Corporate Plan and the Integrated Risk Management Plan, will become effective as of 1April 2005.

4

Contribution to Corporate Aims, Objectives and Key Tasks

4.1

The plans have been drafted in order to support the Corporate aims of the Service and the objectives of the Integrated Risk Management Plan. The key tasks highlighted in the plans will be delivered using an approach aligned to the draft corporate values and monitored through the timelines process.

5

Resource Implications

5.1

The development of the plans have taken into account the human, physical and financial resources available within the Functions. If further resources are identified through implementation these requirements will be forwarded to the Human Resources Committee and supported by a business case which sets out the implications for the Service.

6

Consultation

6.1

Consultation has been undertaken in the development of the plans and will continue as part of the Service business planning process.

7

Equality Impact Assessment

7.1

Each Function is currently undertaking an Equality assessment of all activities. This process will include the items highlighted in the plans and it is anticipated this will assist the further development, and nature of implementation, of these proposals.

8

Risk Analysis

8.1

The plans have been developed with due consideration of the corporate risks facing the organisation. Elements of the plans are detailed as control measures to manage the risks on the Corporate Risk Register.

9

Conclusion

The Medium term plans of Safety and Risk Management, Training and Human Resources are presented to the Human Resource Committee for consideration and views as part of the Service business planning process.

10

European Convention on Human Rights and the Human Rights Act 1998

10.1

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.

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

A. OCCUPATIONAL HEALTH SAFETY AND WELFARE

1.

What are we trying to achieve

1.1

The Government's National Framework document clearly sets out an expectation to reduce both sickness absence and ill health retirements. To date the focus of this attention has been on uniformed (grey book) staff, however in future the OPDM will look at statistics across the whole of the workforce to identify where improvements can be made. Targets set by the Health and Safety Commission, `Securing Health Together' (2000) underpin this intent, with a commitment to the following targets by the year 2010:

· A 20% reduction in the incidence of work related ill health

· A 30% reduction in the number of work days lost due to ill health

· Everyone currently in employment but off work due to ill health or disability is, where necessary and appropriate, made aware of opportunities for rehabilitation back into work as early as possible

1.2

Through evaluation of existing practice, working with others and adopting a proactive approach to supporting the health, safety and welfare of our employees, we can support the Corporate Aims by maximising the number of healthy employees at work.

2.

Where are we now

2.1

To ensure the provision of a higher profile and proactive service the Occupational Health Safety and Welfare Unit (OHSWU) has been through significant change over the past twelve months. During 2004 we set out to revitalise the health and safety agenda for employees and offer a more accessible and efficient service. The OHSW team has worked very hard in developing and introducing a number of staged improvements, some of which are highlighted below :-

· A nurse led strategy for employment medicals

· A health and fitness monitoring programme has been established

· Manual handling and risk assessment training has commenced

· Display screen equipment workstation assessors have been trained

· A health, safety and fire inspection protocol has been introduced for all HFRS workplaces

· Regionally formatted stress awareness audit has been completed

· Occupational Physician and Physiotherapy contracts have been established

· Protocols for common and specialist services in the SE Region have been established, setting objectives as key deliverables, in line with the principles of the Governments National Framework document

3.

What are we going to do

3.1

Our aim is to provide an effective support service for the health, safety and welfare of our employees and further develop the safety culture within the Service.

3.2

We will continue to work in partnership with others and our own employees to establish a proactive attitude to the health safety and welfare. To achieve our targets and ensure fitness for work, we will monitor and review the current changes and in addition will focus on :-

· Marketing the benefits of occupational health, safety and welfare services

· Risk profiling of HFRS activities for improved targeting of resources

· Promoting the prevention of injuries through more appropriate and proactive exercise

· The introduction of proactive health and welfare education initiatives

· Strengthening management commitment to occupational health safety and welfare

· Reviewing the existing occupational health safety and welfare meeting and communications structure

· The Introduction of a health and safety review of functional policy documents

· Establishing a service level agreement between OHSWU and the Human Resources department

· Monitoring corporate compliance with emerging legislation

4.

How will we monitor progress and learn

4.1

The introduction of the changes will make it difficult to measure performance against existing data. However, tasks nearing completion and other intended work will be used to develop performance indicators for both management and staff. Working in collaboration within the CFOA SE Region we will develop comparative data to identify regional health and safety priorities and to provide benchmarking standards. Locally, we will continue to maintain and use statistics for :-

· Workplace accidents and near misses

· Sickness, welfare and fitness monitoring

4.2

These figures have a direct correlation to the targets set by the Health and Safety Commission and the ODPM guidance within the Framework Document.

4.3

We will also seek external verification for recognition of good practice by the Royal Society for the Prevention of Accidents (Rospa). We aim to put Hampshire forward for the Gold Standard, Achievement Award in 2005.

4.4

The progress of these objectives and supporting timelines will be monitored within the Function and by the respective Principal Officer, significant issues being reported to Service Management Team as necessary.

B. TECHNICAL FIRE SAFETY

1.

What are we trying to achieve

1.1

The Government's drive to introduce Regulatory Reform for Fire Safety (RRO) and the modernisation agenda for the Fire Service in the form of Integrated Risk Management Plans (IRMP) has resulted in significant change for this arm of the Service. Technical Fire Safety, now often referred to as `Protection', is moving away from the prescriptive application of technical fire safety standards, to a new era of audit based risk inspections and enforcement.

This allows managers to focus resources on reducing risk for the business community and to actively make Hampshire safer.

1.2

This Authority has already scaled down the issue of Fire Certificates; these will no longer be issued once the RRO has been introduced. In line with the Government's agenda for a more proactive service, we will introduce an audit based risk inspection programme targeting high-risk premises and this inspection programme will form a central strand of Hampshire's IRMP. The preparation of this enforcement programme will prioritise inspections that in the case of fire, pose a significant risk to life. In so doing, it will be important to establish and maintain a balance between the prescriptive requirements of enforcement and actively targeting the wider aspects of identified risk highlighted in the national IRMP objectives.

1.3

By commissioning a bespoke fire safety database system, we will establish risk ratings for all premises other than single private dwellings across the County, providing accurate risk intelligence on which to base strategies and target our resources. Our aim is to provide a direct contribution towards the overall objectives of the Service's IRMP, reducing deaths and injuries by fire and to reduce the number of fires in buildings.

1.4

We will seek to work in partnership with other agencies in order to optimise resources to drive down risk. We will work with others to widen our reach and optimise our impact in terms of risk reduction. For the first time, we will also work in partnership with Crown Premises Inspectorate, further protecting people in the wider community.

1.5

We will commit to reduce the number of false alarms from fire-detection and fire alarm systems in order to minimise the negative impact upon our resources. A Group Manager has been nominated to work within the CFOA region to formulate a strategy for Hampshire, in line with national guidance and best practice.

1.6

We will continue to champion the cause and benefits of sprinkler protection across a wide range of premises, including where appropriate domestic dwellings. To compliment this campaign, we are initiating training and development for identified agencies in risk assessment and premises management, establishing standards for audit and management performance.

1.7

In order to maintain quality of service during the implementation of change on this scale, technical fire safety has focussed on five key areas :-

· Managing risk

· Community Safety

· Equality and Diversity

· Staff Development

· Working with Others

2.

Where are we now

2.1

Managing Risk

In order to successfully reduce and manage risk, it must first be accurately identified and rated in terms of scale. The Government's framework document sets out the expectations of an Authority's inspection and enforcement programme and how it must form part of its IRMP.

2.2

To achieve this we have invested in the provision of a new Community Fire Risk Management Information System (CFRMIS). For the first time this will allow us to identify and target risk for all non-domestic premises across the County, greatly reducing risk to people in their workplace. The system is in the final stages of development and will be functional by April 2005.

2.3

When fully developed, this system will provide the means for inspectors to adopt flexible working practices. Staff will become less dependant on work base locations and no longer weighed down with administrative burden, providing a more immediate and effective delivery of service for the business community, in line with the Government's agenda for Implementing E Government (IEG).

2.4

Community Safety

We are targeting areas of work that until now has not been possible. For example, we have engaged in a series of joint inspections with Social Services to risk assess residential care premises for Hampshire County Council. In the Portsmouth area we have entered into a similar arrangement with Environmental Health Agency to focus on risk reduction in houses of multiple occupancy. This is an innovative approach , requiring a more flexible distribution of resources and in the style of service delivery we intend to provide in the future.

2.5

We have also been proactive in education and training initiatives for identified agencies to assist with premises management and in preparation for the introduction of the Regulatory Reform (Fire Safety) Order (RRO). Regional seminars have been programmed to widen our communication, specifically targeting management in high-risk industry and business. We have been particularly active in championing the benefits of sprinkler protection and intend to escalate this activity throughout 2005 and beyond

2.6

Equality and Diversity:

We have been particularly keen to explore new opportunities for staff development. In 2004, Green Book members of staff, who make up 20% of our inspectorate, saw the introduction of the first pay related development programme, introducing a pay scale linked to competence that can be measured against a specialist role map.

2.7

All Group Managers sit on Equality and Diversity Groups and have started the process of equality impact assessments to cover all aspects of policy development and planning for technical fire safety.

2.8

Staff Development

Induction and development programmes have been introduced for new staff, taking into account the needs of career progression and the expectations of serving within a specialist post. A phased review of our administration processes has also taken place in line with the introduction of the CFRMIS system, creating opportunities for staff to develop new skills in supporting the delivery of risk reduction.

2.9

Considerable emphasis has been put onto the regional initiatives concentrating on training needs. This is in preparation for the introduction of fire safety reform, with Hampshire taking a leading role at both regional and national level. Considerable funding has been invested in providing the right training at the right time for our personnel, including additional Fire Service College placements and the provision of NEBOSH certificate level health and safety training. Additionally, when suitable opportunities have been identified for individual career enrichment, we have supported applications for higher education.

2.10

Working with Others

For the first time, we have seconded a specialist fire safety officer to work with architects at Hampshire County Council. This will push the agenda for sprinkler installation and achieve risk reduction in all major refurbishment projects and new builds under the direction of the Property, Business and Regulatory Services Department. Early results from this initiative are illustrated by the installation of sprinklers in a variety of premises, outside of normal legislative requirements.

2.11

We have initiated liaison protocols with owners and occupiers of identified high-risk premises for the production of tailored risk management plans, managers in each delivery group have been nominated to work with Prevention and Response to deliver this project.

2.12

Managers from within the function have been very active at both regional level within CFOA and at National level in preparation for the RRO. We have gained considerable credit for our contribution to the development of audit based inspection protocols and recently, following a direct request from the ODPM, have been extensively involved with the preparation of guides to sit alongside the Regulatory Reform Order.

2.13

We are actively involved in the development of CFOA lead authority partnership schemes and reviewing our existing arrangements with companies such as B&Q, providing a consistent application of fire safety enforcement at national level. Our work on joint inspections with local agencies such as Social Services and Environmental Health has become a template for future initiatives targeting high levels of risk, expanding our capability and reach through other appropriate agencies

3.

What are we going to do

3.1

The work that has taken place over the last eighteen months represents a massive cultural change within the function and we have now laid the foundation upon which to build.

3.2

Whilst maintaining focus on the key areas as previously outlined, we intend to raise the bar in terms of Risk Management, Working with Others and staff development. The next key milestone for the function will be the introduction of the new fire safety system (CFRMIS), the use of this system will underpin our further development as we focus on the delivery of these areas to attain the following goals over the next three years.

3.3

Risk Management

· Create risk files and ratings for all premises other than single private dwellings

· Provide a technical fire safety response to significant incidents and contribute to the overall fire investigation package, including future fire investigation objectives

· Provide flexible working facilities and revised administration support for Fire Safety Officers

· Create a support service to fire safety delivery staff that reflects changes to legislation, the risk based audit process and flexible working patterns

· Replace hard copy premises risk files with electronic versions to meet the needs of the risk based inspection programme and enforcement protocols

· Establish a Computer Aided Design (CAD) service, aimed at providing plan drawing and technical graphic facilities for Prevention, Protection and Response activities

· Develop web based facilities to assist business and commerce, also providing risk information to HFRS and the retrieval of risk management information

· Introduce formal arrangements with selected premises to prepare risk management plans for civil emergencies other than conventional fire risks

· Introduce integrated procedures with Prevention to ensure that arson is comprehensively addressed for both private dwellings and other buildings, such as schools

· Implement Regulatory (Fire Safety) Reform and provide enforcement in line with the Health and Safety Enforcement Management Model, using principles embodied in the enforcement Concordat

3.4

Working with Others

· Determine the potential for further Lead Authority Partnership Schemes with employers and organisations operating in the County of Hampshire

· Enter into formal Partnership Agreements with identified agencies to address the wider aspects of risk, in addition to that of fire

· Establish formal links with the Crown Premises Inspectorate to work together in assessing risk and the development of suitable action plans for identified Crown Premises

· Extend publicity and education to business and commerce beyond the introduction of RRO

· Provide leadership and direction in regional alignment of fire safety policies, procedures and training

· Provide leadership and direction in both regional and local arrangements to achieve the required reduction of false alarms from fire detection and fire alarm systems and hoax calls

· Identify high risk premises that require additional risk management services and in partnership, produce Premises Risk Management Plans

3.5

Staff Development

· Produce clear statements of roles and responsibilities for technical fire safety staff to reflect the National Occupational Standards and Hampshire's management structure

· Maintain an establishment level based on predicted workload, management structure and the need for operational competence

· Contribute to the regional initiative on training and development of Fire Safety Officers

· Provide positive support to allow appropriately competent staff to become professionally registered at an industry benchmark standard through the Institution of Fire Engineers

4.

How will we monitor progress and learn

4.1

In the past it has been difficult to establish accurate performance indicators to assist managers in the delivery of service. Our existing database facilities are limited, however in line with the new era of Comprehensive Performance Assessment expectations for performance management are now clearer.

4.2

Integral to the design of the new CFRMIS system, is the facility to develop performance indicators that will meet the needs of the Service and provide benchmarking evidence with other authorities. We will establish effective audit protocols, not just for the standard of service we deliver to the community, but a real measure of how effective our planning and resourcing actually is.

4.3

The following objectives are the main elements directly related to performance management that will be introduced :-

· Establish a suite of performance indicators in the form of BVPI's and LPI's and targets for the period 05/07 with a full audit facility to suit the rigours of the CPA

· Establish clear premises risk reduction targets for 2005/07

· Achieve external verification for quality of service provided (ISO 9000)

· Provide a comprehensive technical and administrative audit facility to suit the rigours of the CPA

4.4

The progress of these objectives and supporting timelines will be monitored by the respective Function Head and Principal Officer and be reported to Service Management Team as necessary.

C. MARKETING AND COMMUNICATIONS

1.

What are we trying to achieve

1.1

The newly formed Marketing and Communications department has the strategic aim of raising the profile and modern image of Hampshire Fire and Rescue Service and its corporate objectives. This will be achieved through the development and implementation of a planned and proactive corporate marketing and communications strategy.

1.2

Through this corporate communications strategy, the Marketing and Communications department will aim to :-

· Raise the profile of Hampshire Fire and Rescue Service and its vision to make Hampshire Safer

· Raise awareness of the modernisation of the Service internally and externally by promoting the key strategic aims, actions and achievements within the areas of Preventing, Protecting and Responding

· Develop a strong brand identity that reflects the values of Hampshire Fire and Rescue Service

· Develop and maintain a consistent and sophisticated approach to marketing and communications within all areas of the Service, through the development of a clear and easily accessible corporate identity and the development of internal and external communications networks

· Implement and develop internal communication systems and networks and a proactively planned media relations programme

· Develop and implement crisis management plans to control adverse publicity

· Leverage support and profile through partnerships and joint campaigns with other organisations

2.

Where are we now

2.1

During the past twelve months, the department has completed a comprehensive workload case analysis and reviewed it's contribution to service delivery. A team of professional marketing and communications consultants and senior managers have considered this work in line with the future requirements of the Service in terms of the Government's modernisation agenda and the need for improved communications.

2.2

This process took longer than expected, but included a review of all existing job descriptions, the development of three completely new roles and extensive office relocation within Service Headquarters. The outcomes recommended growth within the department and a comprehensive change in roles for most of the existing staff. The Head of the Department and two Managers are now in place and the restructure of existing personnel implemented. The team now has a range of expertise and knowledge of marketing and communications and of the Fire Service.

2.3

There are many opportunities to improve communications within Hampshire Fire and Rescue Service and there is extensive good work that can be communicated more widely. Clearly there is potential for development both internally and externally, the key now is to prioritise and plan the work of the department to improve and develop marketing and communications for all aspects of the Service.

3.

What are we going to do

3.1

The main priority for the department is to develop and implement a corporate communications strategy, whilst maintaining the current level of media contact and developing proactive campaigns. The key tasks that will be undertaken are listed below :-

· A complete review and audit will be undertaken of all internal and external communications activity, within and from the Service

· Some immediate changes will be made to current internal methods of communication and the development of new tools and networks

· Consultation and coordination of immediate key opportunities, to raise awareness and profile of the modern Service

· A whole programme of media relations activity will be undertaken, starting with developing appropriate systems through to media briefings

· Development of the corporate identity and guidelines to reflect the new branding

· Development of corporate communications material to reflect the modern image of the Service, targeting key groups and stakeholders

· Development of strategic partnerships to widen the reach and profile of the Service and to reach key audiences

4.

How will we monitor progress and learn

4.1

Media evaluation will be continuous, with quarterly analysis directed towards the effectiveness of our campaigns and messaging within the wider aspects of news reporting. Using Prince 2 methodology, evaluation will be undertaken of individual projects as they happen and we will continue to monitor feedback from manager's seminars, focussing on the effectiveness of communications.

4.2

The Head of Marketing and Communications will attend Service Management Team meetings to highlight communication priorities within the corporate planning process.

4.3

A requirement of the Corporate Communications Strategy will be the need to audit internal and external communications, which is crucial to identify key priorities to inform the planning process. It will therefore be necessary to conduct an independent audit of marketing and communications within the next twelve months to inform our strategies for benchmarking and continuous improvement.

4.4

The progress of these objectives and supporting timelines will be monitored within the Function and by the respective Principal Officer, significant issues being reported to Service Management Team as necessary.

1. Introduction

1.1

The aim of this plan is to set out the rationale for the key areas of development work for the Function over the next 3 years. Inevitably these areas may change over this period therefore, this plan will be reviewed on an annual basis. The plan also highlights where our Function `fits in' and contributes to the `bigger picture' at local - regional - and national levels.

2. What are we trying to achieve

· The Training Function has a key role to ensure that the skills, ability and potential of all our staff are recognised and developed in accordance with the Integrated Personal Development System (IPDS).

· We will seek to continually improve the quality of local and regional training/development resources to support the introduction of IPDS and other training initiatives.

· We will support our staff to develop new skills and abilities and reach their potential and in so doing, improve the effectiveness and quality of the service we provide.

3. Where are we now

3.1

The importance of IPDS and Workforce Development is recognised within two national documents published by the Office of the Deputy Prime Minister (ODPM) :-

· The Fire and Rescue Service National Framework Document

· Towards a National Workforce Development Strategy for England

3.2

In recognition of the requirements placed upon us by these documents, there are four main development areas we recognise as requiring significant work to satisfy the requirements of IPDS and provide flexible, good quality training and development opportunities for all our staff :-

· Integrated Personal Development System

· Training Delivery Methods

· Training Facilities and Resources

· Training Collaborations and Partnerships

4. What are we going to do

4.1

Integrated Personal Development System (IPDS)

The continued close working of the Training and Human Resources Functions is key to the successful introduction and development of IPDS throughout the Service. Specific areas still to be developed and introduced are :-

· The eight major components of IPDS (as detailed in Fire Service -Circular 9/2002)

· The application of IPDS to Retained and `Green Book' Staff

· Accreditation and Quality Assurance of training provision

· The introduction of Personal Development Records and the integration of Personal Development Plans

· Further development of Management and Leadership training for all staff

· The introduction of the new national Point of Entry Selection Tests (POEST) for Whole time and Retained applicants during 2005

4.2

Training Delivery Methods

In order for the Service to provide good quality training and development for it's staff, we must be able to do this in a timely, flexible, and cost effective manner. This will only be achieved by reviewing our existing provision and determining how best to deliver future training and development. This will need to be a blended approach utilising a variety of methods and technologies such as :-

· E-Learning and Distance learning packages

· Modular training courses

· Utilising specialist training providers and venues

· Accreditation and Quality Assurance for training provision

· Establish partnerships and collaboration within the region for the provision of practical training and development programmes

4.3

Training Facilities and Resources

The need to improve our own central training facilities has been recognised, building work is due to commence in June 2005. This major project will significantly improve our existing training facilities enabling us to locate the Commercial and Driver Training departments on the SHQ site.

The introduction of IPDS to the Service combined with the move to a group structure required us to look at our own structure in terms of Training Delivery and Support. New posts and responsibilities have been introduced across the Function and these will be monitored to ensure their effectiveness in supporting the new Group structure.

The requirement for a fully integrated IT network for the Function is crucial for the support and monitoring of Training activity and to meet the increasing demands of IPDS. The future development of e-learning and distance learning strategies requires an effective, robust, and flexible I.T system on which to base and meet, future requirements. Recognition and consideration of these requirements is vital within future IT strategies for the Service.

4.4

Training Collaboration and Partnerships

Chapter 2 of the National Framework Document (2004/05) is entitled `Working together: the regional approach'. This chapter emphasises the key role of the Regional Management Board and details the 6 key areas of work that will be dealt with through Management Boards. Two of these areas are Training and Human Resources.

Within the region the South East Human Resource Development Group (SE HRDG), is working to develop regional collaborations and partnerships in 3 areas :-

· Employee Development

· Employee Resourcing

· Employee Relations

The Training and HR Functions are represented at these meetings by their respective Function Heads.

The Service has a good record in terms of training partnerships and innovation. Good progress has been made in the provision of training and development prompted by the requirements of IPDS. In addition, we are now reviewing how we can collaborate and specialise our training provision within the region. Possible areas such as Assessment and Development Centres, Trainee Training, Compartment Fire Behaviour Training and New Dimension Training are now being considered.

5. How will we monitor progress and learn

5.1

The Service has a clear plan in terms of our Mission and Aims, these are supported by the Integrated Risk Management Plan (IRMP) and the 3 mains areas of Preventing - Protecting - Responding. Each of these areas has clearly defined objectives which in turn are supported by `Resourcing' objectives. `Workforce Development' is a crucial element in support of the Service and its aims and is recognised within the Resourcing objectives.

5.2

The progress for each objective is monitored by the respective Function Head and corporately by the Service Management Team

5.3

The broad forecasting and planning for each function is contained within their respective Medium Term Plan (3 years). From these documents stem our Functional timelines which detail our project work over a 12-18 month period. These timelines and project work are monitored and reviewed within the Function and by the respective Principal Officer.

5.4

In addition to the above, we also use Local Performance Indicators (LPIs) to provide us with an indication of the effectiveness of the training we plan and provide. LPIs 50 - 52 are monitored to measure our effectiveness in key areas such as :-

· Training Needs Analysis & Course planning

· The provision of LGV drivers & Watch based Instructors

· The attendance of staff on planned courses

5.5

The importance of regular monitoring and evaluation in all areas of Training and Development is crucial for the Service in order to improve and develop the service we provide.

1. Executive Summary

1.1

The plethora of Government expectations, translated into a National Framework document, performance assessment criteria, revisions to fire-specific statutes and employment legislation, expectations for wider collaboration and influences, together with providing professional support for our local and dynamic integrated risk management planning processes demands a coherent and tangible medium-term plan for our Human Resources (HR) function.

1.2

The impact of regional collaboration and unification of our policies, procedures and practices, will necessarily influence the dynamics of our HR Strategy, workforce planning and our longer term objectives.

2. What we are trying to achieve

2.1

The key objective for HR is to take a more strategic and directional role in ensuring best practice is achieved, reviewed and evidenced. This necessitates HR being a driver for change focusing on our culture, values, standards, expectations, employment practices, communications, partners. Our ultimate focus is on how the Service impacts overall on our diverse communities both as an employer and as a provider of services.

2.2

Overall, our aim is to increase our efficiency and value to the Service and to provide the infrastructure that contributes to achieving the Service's mission, corporate aims and objectives to deliver our Integrated Risk Management Plan (IRMP). Indirectly, our contribution lies in our HR Strategy and Workforce Plan; challenging issues surrounding diversity, equality and culture change and actively driving performance management in liaison with other agencies.

3. Where we are now

3.1

The HR department has restructured to emphasise improved performance, joint working, greater cohesion between teams and better accountability for our actions. We have become more customer focused - internally and externally, and have become a strong and influential partner in our regional HR/Development Group (HRDG SE Region). Furthermore, we are represented on the People and Organisational Development Group (PODG), to consult with relevant internal and external key stakeholders through the Chief Fire Officers Association (CFOA).

3.2

Our current key tasks and timelines 04/05 are driven by Government expectations and legal requirements and this will continue to be our focus. Our Comprehensive Equality Policy, one of our key framework documents, consolidates the Service's commitment to equality and diversity and impacts on service delivery across all functions. A coherent and supported plan for positive action initiatives to ensure best practice regarding the recruitment and retention of under-represented groups and including actions to increase retained cover, is raising our profile both as an employer and service provider with our various communities. Work life balance is increasingly relevant for our own people and methods for managing and supporting this are being developed and implemented.

3.3

Revised terms and conditions of employment and job evaluation for Grey Book employees are key at a national, regional and local level and is being facilitated by HR, in partnership with our unions, on behalf of the Service. Comprehensive Performance Assessment emphasises people issues concerning community inclusion and empowerment, the strategic and operational competence of our managers and elected members, and the inclusion and empowerment of our employees to deliver high quality and professional services whilst striving continuously for self-improvement. How we recruit, assess and develop our employees will continue to be driven by the Integrated Personal Development System. This, and the plans to ultimately harmonise all our employees' conditions of service and opportunities, feature significantly in our HR response in these areas.

4. What we are going to do

4.1

Key Tasks 2005/07

· Performance Management and Assessment

Aligning the process of corporate assessment with particular regard to people and performance management. Key to this is will be our HR Strategy and Workforce Plan

· Regionalisation of HR and Development

Supporting the Government's modernisation agenda through collaborative working with our regional partners to secure compliance with nationally agreed revisions to terms and conditions of employment, employment legislation and best practice.

· IPDS

Working within our local and regional framework for IPDS, we will plan for, develop and implement the national point of entry selection tests for firefighter entry and will review the options for recruitment processes for all posts, including multi tier entry; succession planning; fast-tracking and greater flexibility in the deployment of our employees. In addition, we will continue to review the structure and content of the Assessment and Development Centre processes to ensure compliance with IPDS for all employee groups, including Green Book.

· Equality legislation

Seeking to become an exemplar of best practice in the equalities field, our Comprehensive Equality Policy (CEP) and associated Action Plan, supported by a dedicated Equality and Diversity Project Board and new Equalities Team will proactively focus on the achievement of Level 3 of the Equality Standard for Local Government by December 2006.

· Family friendly working

Ensuring compliance with health and safety legislation as regards working time, and supporting our employees to achieve a work life balance that complements and enhances the performance and delivery expectations of the Service and our communities.

· Working patterns and duty systems

Presenting options to maximise the deployment of all our employees in response to our IRMP and organisational requirements, and supporting the implementation of revised working patterns.

· Structures and job sizing

Progressing the job sizing project in line with IPDS, terms and conditions of employment, national guidance and Equality legislation.

· Regional Fire Control

Supporting the development and implementation of our regional control centre through the proactive development and implementation of policies and procedures to support the recruitment, retention and redeployment initiatives that will be necessary to ensure a seamless transition between the current provision of services and the movement to a new supplier.

· Occupational health

Reviewing and streamlining the structure and delivery of our occupational health and welfare provision to optimise support to inform the management decision making processes within HR, and to our current and potential employees.

5. How we will monitor progress / learn

5.1

The HR Timelines 2005/07 are the monitoring tool for achieving the above key tasks. Lead officers with responsibility for achieving defined targets will be identified, together with agreed dates for completion of each task. Regular meetings of the HR Performance and Planning Group (HRPPG), chaired by the Head of HR will monitor performance and progress. The Head of HR will also meet lead officers individually on a regular basis as part of the on-going review mechanism.

5.2

Aligned to this, the HR Performance Working Group (HRPWG) meets prior to the HRPPG and is attended by representatives from the other functions and the Chairman of the HR Committee. This ensures better communication and understanding between HR and internal stakeholders, including elected members.

5.3

Progress associated with Key Tasks are reported to the Service Management Team, the HR Committee on a quarterly basis and directly or indirectly to the Hampshire Fire and Rescue Authority as appropriate.

5.4

The HR Strategy and Workforce plan identifies key activities within the HR function which feed into the objectives and timelines. This provides a mechanism for team leaders within HR to manage and monitor the activities of their sections.

5.5

The Best Value Performance Indicators (BVPIs) and Local Performance Indicators (LPIs) reflect national and local standards and these are reported on a regular basis to the Performance Review Committee of the Fire Authority and are made publicly available.