|
|
1 |
Summary |
| |
|
| |
The purpose of the report is to update the Human Resource Committee on four linked reviews that are currently being undertaken. The purpose of these reviews is to examine the middle and senior management requirements of the Service, to move the Service from a rank to role based structure and to ensure that fair and equitable rewards are being received according to individual roles and responsibilities. |
| |
|
2 |
RecommendationError! Bookmark not defined.(s) |
| |
|
2.1 |
That the Human Resource Committee note the Managerial reviews being undertaken. |
| |
|
3 |
Introduction Error! Bookmark not defined.and Background |
| |
|
3.1 |
The series of reviews have been instigated to ensure that the Service is developing a structure and managerial capacity which aligns with changes to the new conditions of Service (Grey Book) and requirements of Employment law. The reviews will ensure that the Service has a management team which is clear as to its role and the required capacity to deliver the requirements of the Integrated Risk Management Plan. |
| |
|
3.2 |
Overview There are four reviews which are interconnected :- 1. Shift Pattern Review (an element of which is the Flexi Duty System review) 2. Middle Management Review 3. Senior Management Review 4. Job Evaluation Project
It is important to understand the interconnections between the Reviews. |
|
|
| |
The diagram shows the interconnection between the Senior Management Review, the Shift Pattern Review, the Middle Management Review and the Job Evaluation Project which is seen as the validation process for the roles, responsibilities and rewards coming out of the reviews. All four of these undertakings are encompassed within the Integrated Personal Development System philosophy and move the organisation towards compliance against the system, especially in respect of "Rank to Role". |
| |
|
3.3 |
Shift Pattern Review |
| |
The Shift pattern review is made up of three elements :- 1. Flexi Duty Officer System Review 2. Station based shift review 3. Day work shift
The Flexi Duty System review is scheduled first in the project plan as it is of most importance to this set of reviews. Therefore, the objectives of this element are highlighted at this stage. |
| |
|
3.3.1 |
The Objectives of the Flexi Duty System Review are :- |
| |
1. To re-examine the flexi duty and incident management requirements of the organisation in light of the developments highlighted in the IRMP 2. To change the flexi duty system from a rank to a role base system 3. To ensure the maintenance and availablity of specialist skills (i.e. Hazmat and Fire Investigation) 4. To inform the Middle Management Review of the minimum requirement of Officers for the new Flexi Duty System 5. To ensure the new system aligns with the new Grey Book conditions and Employment Law requirements
|
| |
|
| |
Other elements of the Shift Pattern review will be the subject of future reports to the committee reports. |
| |
|
3.4 |
Middle Management Objectives |
| |
|
| |
The objectives of the Middle Management Review are :- 1. To clarify the Middle Management requirement for the implementation of the IRMP 2. To identify those posts that are deemed, by applying a process, to attract an operational requirement as part of the job profile 3. To move the Middle Management from a rank to role based structure 4. To ensure Staff in this level of management are clear about their future role and have up to date Job Descriptions which detail their responsibilities 5. To prepare the organisation for the Job Evaluation process in relation to Group and Station Managers
|
| |
This review includes the 69 current uniformed Officers. |
| |
|
3.5 |
Senior Management Review Objectives |
| |
The objectives of the Senior Management Review are :- 1. To review the roles, responsibilities and rewards of Function Heads 2. To increase the capacity of Grey Book Function Heads to contribute to Strategic Incident Management and Functional Management 3. To formally document the change from Grey Book Ranks to Roles in preparation for the Job Evaluation validation process 4. To examine and recognise the value Green Book SMT Members can add to out of office hours organisational issues 5. To include the SDO's (Area Managers) on a re-formatted Senior Manager rota, which will allow for a great availability and increased flexibility for the Brigade Managers
|
| |
|
| |
This review includes the 10 current Senior Manager posts. |
| |
|
3.6 |
Job Evaluation Project |
| |
|
| |
The Job Evaluation Project is as the validation of the Senior and Middle Management reviews. The independent process will ratify the roles and rewards determined by the two managerial reviews. The Job Evaluation Project is the subject of another report to the Human Resource Committee and therefore no further detail is offered in this report. |
| |
|
4 |
Contribution to Corporate Aims and Objectives |
| |
|
4.1 |
All of the corporate aims and objectives are reliant upon staff who are clear about the role they are expected to undertake and a confidence that the reward aligns with the responsibilities being managed. Therefore, clarifying the future structure of the middle and senior uniformed staff coupled with the Grey Book job evaluation process, will ensure that the management team is better prepared to work towards the aims and objectives of the organisation. |
| |
|
5 |
Risk Analysis |
| |
|
5.1 |
Although not specifically highlighted within the Corporate Risk Register, the development of a clear and focused managerial team will have a positive impact upon many, if not all of the control measures indicated under each of the corporate risks. |
| |
|
6 |
Resource/Financial Implications |
| |
|
6.1 |
Human Resources |
| |
|
| |
Human resources have been identified above however, this work will take individuals away from other areas for the period of time indicated. Although it may seem that this will entail a great deal of work, on initial analysis much of the background research has been undertaken, such as the review of the FDS rota and the Area Manager additional responsibilities. Therefore, a key part of the reviews will be pulling this work together, identifying the gaps and seeing where the individual strategies may not compliment. Also it is anticipated that some of the areas will be more about tough decision making rather than detailed and lengthy analysis. If this initial assessment is correct the work involved maybe less than might be perceived. |
| |
|
6.2 |
Physical Resources |
| |
|
| |
No additional physical resources have been identified to progress the reviews |
| |
|
6.3 |
Financial Resources |
| |
|
| |
Clearly the recommendations of both reviews will have financial implications for the Service and these will be detailed within the final reports. However, if the teams are established as detailed there are no financial resources identified specifically to progress the reviews. |
| |
|
6.4 |
Information and Communications Technology Resources |
| |
|
| |
No additional Information and Communications Technology Resources have been identified to progress the reviews but if changes in numbers or roles of staff are recommended then this may have an impact on this resource. This impact will be quantified in the final report. |
| |
|
7 |
Equality Impact Assessment |
| |
|
7.1 |
The review process will take into consideration the Equality Impact Assessment and this criteria will be used as part of the rank to role review to ensure that no discriminatory barriers are being created through the process. |
| |
|
7.3 |
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. |
| |
|
8 |
Consultation |
| |
|
8.1 |
The review process will include a consultation process with the relevant representative groups and where there are no representatives for a specific staff group, consultation will be undertaken on an individual basis. |
| |
|
9 |
Conclusion |
| |
|
9.1 |
It is considered that these reviews are a necessary part of achieving a managerial team that is focused upon the objectives of the organisation and leading change. At the moment there is a sense that the team are working hard and trusting that a perceived lack of clarity around role and reward will be addressed in the short to medium term. It is the intention of these reviews to provide that clarity. It is accepted that the organisation model produced may not be able to be achieved overnight however, once agreed, it will be a model of the future managerial structure that we can move towards as opportunities arise. It is also acknowledged that the recommendations may not be popular to all and the resulting disappointment will need to be managed in accordance with the values of the Service. |
| |
Background Information (Section 100D of Local Government Act 1972) |
| |
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; and (2) documents that disclose exempt or confidential information defined in the Act. |
