Hampshire Fire and Rescue Authority

Personnel Committee Item

10 June 2005

Outcomes of Functional Activity 2004/2005

Report by the Chief Fire Officer

Contact: Deputy Chief Officer Dave Curry - Tel: 023 8062 6832

Email: [email protected]

1

Summary

1.1

Members will by now be familiar with the key task and timeline methodology which has been adopted by all Functions including Human Resources, Safety and Risk Management and Training. A key element of the process is to report to the Committee on the progress achieved. This report provides an update on the achievements made throughout 2004/5 against the milestones within the major projects.

2

Recommendation(s)

2.1

The Committee notes the progress made by each of the Functions.

3

2004/2005 Review

3.1

Human Resources

The emphasis for this year was to develop the Government's modernisation agenda, through revisions to terms and conditions for Grey Book employees in line with the National Agreement 2003, and to continue to implement the Integrated Personal Development System (IPDS) in areas of fire-fighter recruitment and assessment and development centres. This will be further developed once the national Firefighter selection tests and ADC `Toolbox' are issued in early 2005/06. Job evaluation for Grey Book employees was due to be undertaken as the second phase of the transition from rank to role, however, issue of national guidance in February 2005 means that this will become a major aspect of the work plan for HR in the coming year.

The draft Workforce Plan and Human Resources strategy was completed and this will be developed into a summary document to support and inform managers' decision making in the workplace. Retained recruitment has continued to be a priority with a dedicated team of volunteer outreach workers raising the profile of this element of the workforce. As changes to working patterns and duty systems develop over the next year in support of our Integrated Risk Management Plan, the retained duty system will continue to be a high priority. A study of working time has been completed to identify the risk profile of our current duty systems in accordance with the Working Time Regulations and the results are due to be published shortly.

There has been considerable focus this year on equality and diversity. We completed revisions to our Race Equality Scheme and introduced the process of equality impact assessment for our policies and activities. Our Local Diversity Group has become a corporate review body for the Service's work on equality, and we have established an Equality and Diversity Advisory Group, comprising key stakeholders external to HFRS. Positive action has continued to be a priority and we are confident that our varied initiatives to raise the profile of the fire and rescue service with our minority groups will encourage greater applications from these groups in future recruitment activities. We are in a position to achieve Levels 1 and 2 of the Local Government Standard in the coming year.

Collaborative working with our regional and national partners has been a considerable focus on our policy development to ensure compliance with changes to terms and conditions, employment legislation and best employment practice.

3.2

Training

As in the previous year, much of the development work within the Function has focussed on the introduction and development of IPDS within the Service. Specific key areas for the Function were IPDS development systems and the provision of Training and Development opportunities for staff.

3.2.1

Integrated Personal Development System (IPDS)

Progress continues to be made in the development of IPDS between the Training and HR Functions, managed as a Prince 2 project. Strategies have been developed and implemented for Supervisory and Middle Manager development utilising a combination of internal and external Training and Development providers. Following a review of Trainee initial training, a new modular training course has been introduced which brings Wholetime and Retained Trainees together on the same course for their first two week module.

3.2.2

Training Delivery Methods and Facilities

Reviews have been completed on existing Training Facilities across the Service. Work will commence later this year on the SHQ Training Centre site to improve existing facilities and provide additional lecture rooms and practical facilities.

The Service's Driver Training department have entered a partnership agreement with two providers for the provision of LGV initial training. This will enable the Driver Training section to concentrate on specialist instruction for the Service and increase our ability to provide refresher training.

The Service is now providing bespoke Management and Leadership development courses for staff in partnership with external providers. These courses are modular in format, provided `in house' and result in a formal award/certificate in `First Line Management'.

3.3

Safety and Risk Management

3.3.1

Occupational Health Safety and Welfare Unit

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 revitalize 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

3.3.2

Technical Fire Safety

In order to maintain quality of service during the implementation of change as part of the current modernisation agenda, Technical Fire Safety has focussed on five key areas :-

Managing Risk

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 premises across the County, greatly reducing risk to people in their places of work, home and leisure. The system is in the final stages of development and will be functional by July 2005.

Community Safety

We are targeting areas of work that until now, have 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 the 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 the style of Service Delivery we intend to provide in the future.

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 are planned 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.

Equality and Diversity

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.

All Group Managers sit on Equality and Diversity Groups and have started the process if Equality Impact Assessments to cover all aspects of policy development and planning for Technical Fire Safety.

Staff Development

Induction and Development Programmes have been introduced for all new staff. A phased review of our administration processes has also taken place, in line with the introduction of the CFRMIS system.

Considerable emphasis has been put into Regional Initiatives that concentrate on training needs. Funding has been invested in providing the right training at the right time for our personnel. This includes additional Fire Service College placements and the provision of NEBOSH Certificate level Health and Safety training. Where appropriate, opportunities have been identified for individual career enrichment by supporting applications for higher education.

Working With Others

For the first time, we have seconded a specialist Fire Safety Officer to work with architects at Hampshire County Council, specifically to promote Sprinkler Installation and Risk Reduction in all major refurbishment projects and new builds. Early results from this initiative are illustrated by the installation of sprinklers in a variety of premises, outside of normal legislative requirements.

We have initiated liaison protocols with owners and occupiers of identified high-risk premises, for the production of tailored Risk Management Plans. Officers in each Delivery Group have been nominated to work with Prevention and Response to deliver this project.

Managers from within the function are 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 our work on Means of Escape Guidance to accompany the RRO.

We are actively involved in the development of CFOA Lead Authority Partnership Schemes. Our existing arrangements with companies such as B&Q, are being reviewed to ensure a consistent application of Fire Safety Enforcement on a 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.

3.4

Marketing and Communications

During the past twelve months, the Department has completed a Comprehensive Workload Case Analysis and reviewed its 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.

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.

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.

4

Contribution to Corporate Aims and Objectives

4.1

All of the work undertaken by the Functions and detailed above has progressed the organisation towards its Aim and objectives. The Functional Medium Term Plans presented to the Committee in January 2005 link more closely the work of the Functions to the objectives within the IRMP and the Aims of the Service.

5

Risk Analysis

5.1

The initiatives highlighted and the progress made have developed control measures noted in the Corporate Risk Register. This has ensured that the organisational risks have been managed throughout the year. As the Corporate Risk Management process becomes more refined the linkage between the Functional activity, and Corporate risk management will become increasingly evident.

6

Resource Implications

6.1

There are no resource implications as a result of this report.

7

Equality Impact Assessment

7.1

All of the Functions have embarked on a process of Equality Impact Assessment to ensure that existing and new activities compliant with the Service Equity and Diversity Strategies.

8

Consultation

8.1

Consultation has been an important element within each of the activities highlighted and the comments made through the consultation process have helped shape the development within each Function.

9

Conclusion

9.1

The Functions have achieved significant progress against the timelines presented at the beginning of the year. Some milestones have not been achieved mainly due to external factors. The increased focus upon Corporate Aims and Objectives, as well as Corporate Risk Management will ensure that as these areas of Functional Activity develop they will be efficient and effective in supporting the Integrated Risk Management Plan.

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 :-

Functional Timelines

Note: The list excludes: (1) published works; and (2) documents that disclose exempt or confidential information as defined in the Act.