Archived decisions

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

Engaging Staff and the Community Item 9 app 2

1

CPA

Not fully engaged with some staff on the modernisation agenda

We are acutely aware that engagement of staff is critical for ensuring sustainable improvement. After a turbulent period of industrial action and considerable changes to working conditions, many staff feel undervalued and alienated. As such, we are keen to begin to address this through:

· Employee (Satisfaction) Survey

· Development of marketing and communications strategy which includes;

o Development of quarterly magazine

o Development of Chief's quarterly briefing

o Staff suggestion scheme

o Re-formatting of SMT visits

· Engagement of staff and members in the IRMP development process

· Production of a people strategy

P Webb

L Small

IRMP Project Board +

CMT

J McNeill

MR 8

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

2

CPA

Communication with the community

Communication with the community has been adversely affected by the industrial action. Moreover, our engagement with Black and Ethnic Minorities has suffered because of a less than coherent approach. We are addressing this through:

· The installation of community outreach workers as part of our overall diversity strategy.

· The establishment of an Equality and Fairness/Community Advisory Group.

· The development of a marketing and communications strategy which identifies the public as a key target audience.

· A review and installation of a new consultation process for IRMP.

· Our published Race Equality Scheme includes a consultation process and methods to improve access to the Service.

D Curry

J Bonney

L Small

IRMP Project Board +

CMT

BVPI:

2a

2b

3

MR 3

MR 8

MR 12

Appendix A of the Race Equality Scheme

2

PR

Develop a clear framework for partnership working

Following development of Partnership Register, a Best Value review of the effectiveness of our partnerships is to be conducted in 2005/06 using external consultancy.

· Building capacity at Group Manager level to build and invest in partnership.

P Webb

K Butcher/

C House

MR 13

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

2

CPA

Mixed response to community engagement

We regard this area very much linked to "Balanced Strategy" - "communication with the community", believing the establishment of our outreach team, whilst continuing to have a programme of community consultation, is key to improving that engagement.

· Our published Race Equality Scheme includes a consultation process and methods to improve access to the Service.

· Appointment of a Community Fire Safety Older Person's Advocate.

· We recognise that we have not been good at feeding back from the consultation process. To address this IRMP 3 will have a specific section on results on consultation and how we intend to respond to it.

D Curry

M Rayner

IRMP Project Board

BVPI 2b

MR 8

MR 12

IRMP 3

IRMP 3

Appendix A of the Race Equality Scheme

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

2

PV1

How the results of consultation will inform the development of the IRMP, particularly where the results are at odds with the initial proposals should be clarified.

We consider that our consultation processes have been quite thorough and robust. However, we do accept that there is a need to summarise and better reflect the outcomes of the various consultation exercises in our action and business plans. Where proposals are modified as a direct result of consultation exercises, we will make this explicit.

SMT

in conjunction with CMT

MR 8

As actions (particularly those identified under IRMP) become more specific, further consultation exercises will be carried out. We will always make the outcomes and impact of these consultation exercises known.

1

CPA

Stakeholder satisfaction

Stakeholder satisfaction, we consider, is closely linked to both community and staff engagement, hence for that reason, we have conducted both a staff and public satisfaction survey, undertaken a communications audit, all of which have led to the production of a Marketing and Communication Strategy to be delivered over the next two years.

P Webb/

L Small

BVPI 3

Commun-

ications Strategy

Public/ Staff Satis-faction Surveys

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

Improving Management Capacity

3

CPA

Clarification of non-priorities

We are extremely good at listing out our aims, but not so good at explaining what the priorities are and the timescales in which we will achieve them. As such, having determined our priorities, we will articulate those in the IRMP and state in the Medium Term Plans those issues we aim to achieve but at some stage in the future.

J Bonney

+

CMT

Overall IRMP

Functional Medium Term Plans

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

1

CPA

Management capacity and increasing workloads

We recognise that the agenda for change we are attempting to deliver is very ambitious. As such, we need to reconsider the managerial capacity in the organisation to deliver these changes. To achieve this, we have a number of actions to improve capacity:

· The development and implementation of a Workforce Plan supported by a People Strategy.

· Further review of administrative support for retained stations.

· Increase discretionary budget to Group Managers

· Provide Group Managers with training in financial planning in preparation for funding allocation

· The introduction of a Performance Management Review system linked to personal development and organisational objectives.

· Middle management and senior management review

· Integrate Group and Station Manager planning to meet key aims and objectives

· Increase use of outsourcing of projects and use of external consultancy services.

· Exploration of a "capacity building fund" bid as a region.

J McNeill

W Lambert

K Butcher

C House

B Ratcliffe

B Ratcliffe

D Curry

K Butcher

All SMT

J Bonney

MR 1

MR 11

MR 2

June SMT

Draft bid produced

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

1

CPA

Management capacity to deliver the required level of change

We already recognise the ambitious change plans we have in place and for that reason, in the "Governance and Management" sector, we detail internal capacity building initiatives and our pursuit of accessing regional capacity building funds. However, we are also keen to ensure our business planning processes are SMART and integrated. As such:

· The focus for IRMP3 will be smart outcome based objectives - the development of an integrated station planning process.

· All our Medium Term Plans to follow a structured template and demonstrate clear linkage to the corporate aims.

· An SMT and Authority report template has been developed to follow a business case.

K Butcher

Medium Term Plan owners

D Howells

MR 1

Functional Medium Term Plans

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

Improving Performance / Raising Our Game

3

CPA

Links between identified actions and core business. (This relates specifically to road safety collision issues).

Whilst Road Traffic Collisions have not been a stated corporate priority, we are undertaking a number of initiatives in this area. To provide coherence to these initiatives and to demonstrate a link to core business, we intend to strengthen both the initiatives and partnerships as part of IRMP3.

A House

LPI 20

AI 1a

AI 1b

PR 7

2

PV1

HFRA should develop sound management information so that targets can be reviewed regularly and effectively and help ensure that they remain appropriate

Good progress has been made over the last two years in improving the collation, interpretation monitoring and communication of performance management data and information. Targets have been appropriately adjusted in the light of this experience.

SMT

in conjunction with the Performance Review Committee

P Webb

MR 2

A new management information software application has been acquired and this will be developed to provide more timely and detailed (drill-down) analyses of information to satisfy the needs of managers at various levels in the organisation. This will facilitate the setting and monitoring of more localised targets (including those that are community-focused). Anticipated roll out of this system is October 2005.

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

2

PV1

The Authority should undertake a detailed

review of current duty systems and assess whether these are best aligned to its organ- isational aims and objectives as informed

by the ongoing development of the IRMP

We now have in place a Project Team reviewing all Grey Book duty systems throughout the organisation.

D Curry

MR1

2

CPA

Performance monitoring

still prevails over performance management/ improvement

We recognise that performance improvement is not just about systems of work, but is a behavioural issue and therefore we intend to concentrate on both cultural change as well as improving our reporting systems.

The roll out of the Performance Management System will link together personal development with business objectives.

We will clarify which key indicators we intend to focus on by reducing down our suite of indicators, concentrating on those that directly contribute to areas of improvement and our corporate aims.

· A quarterly review of indicators and associated action plans takes place at SMT and Performance Review.

· Further training and adoption of Prince II in an appropriate form is also important to better manage our variety of projects.

B Ratcliffe

J Bonney +

Performance Review Committee

B Ratcliffe

MR 2

MR 11

MR 2

PR 8

SMT Minutes May

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

1

SI

To attend all emergency calls within 8 minutes on 80% of occasions (8/80)

We know that the public remain very clear that the fire and rescue service needs to be there quickly when called. For that reason, IRMP3 will follow on from IRMP2 to review emergency cover arrangements, shift patterns, deployment of resources and streamlining our call receiving and despatch arrangements.

We are conscious that the current standard does not necessarily motivate all to seek improvement. As a result we have developed a further LPI based on average attendance time in order to encourage improvement across all stations.

A House

A House

LPI 20a

LP1 20b

RS 3,7

PR 8

2

CPA

Mixed picture of overall performance (BVPI and LPI) not improving in

some key areas

Performance Monitoring and Management is of little use unless we can improve performance. As such:

· All Performance Indicators will directly relate to Medium Term Plans and Corporate Objectives.

· We will identify our top priority Performance Indicators (Reduction of number of indicators completed)

· Quarterly review of PIs at SMT/ PRC /HFRA and action plans considered in light of performance change

J Bonney

(and

PI Owners) + Performance Review Committee

P Webb

& PI owners

PR 1,6,8

PT 2,3,8

RS1,2,4, 5,7

MR 2,11

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

Embedding Risk Management

3

CPA

Lack of strategic approach to asset management

Whilst we have undertaken work in this area, we appreciate we need to strengthen the role of our Asset Management Working Group and continue our work to update the condition survey. We have also committed to implementing the Code

of Best Practice.

Key role for Asset Management Working Group.

Implementation of Code of Best Practice.

D Howells

A House

Asset Management Group

MR 5, 6,7

2

CPA

Risk Management not mainstreamed across the organisation

Whilst we have made a start in developing our understanding and employment of risk management as a tool, more needs to be done, so we will:

· Extend risk management training at senior and middle manager level. Associated with this is a quarterly review of the risk register by both SMT and CMT. Recognising our capacity issue in this area, we intend to continue our work with external consultants.

D Howells

+

CMT

IRMP3

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

2

SI

Development of a business continuity strategy.

We regard business continuity as a substantial self identified risk. As well as our work on embedding risk management, we have work to do developing robust and resilient internal plans.

Proposals for increasing our capacity in this area and a business continuity strategy have been approved by SMT.

We continue to explore a potential partnership with Hampshire Constabulary.

A House

MR 14

SMT July 2005

Letter to Hants

Constab-ulary

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

"Living our Values"

1

CPA

Cultural change requires greater acceptance of devolution

Greater devolution has a behavioural aspect to it which will need to be addressed through the Performance Management System and specified training.

To achieve a fundamental shift from a hierarchical organisational form to one which fosters discretion, innovation and an element of risk taking in order to improve performance, decision making needs to move down the organisation. We have a number of initiatives to begin this process.

· Improvement of performance management systems to provide decision support information at local level.

· Additional administrative support to stations.

· Devolved budgets to Group Managers, station planning process.

· Staff suggestion scheme.

· Adoption by the Service of Core Values.

B Ratcliffe

P Webb

W Lambert

K Butcher/

C House

L Small

A Kettle

MR 9,10,11

PR 8

MR 12

IEG minutes June

HFRA report Sept 05

Priority Listing

Existing Action Plan

Area for Improvement

Strategy(s) for Improvement

Lead Officer

Assoc PIs

IRMP Reference

Other Reference

2

CPA

Poor performance against BEM and gender BVPIs

Following a series of meetings with the CRE, we have committed to becoming an example of best practice in this area. We now have a completed revised Race Equality Scheme and a dedicated project team is in place to deliver the action plan.

We have established a team of three outreach workers and a diversity trainer. This will be the subject of a formal budget bid in 2005/6.

We will achieve Investors in People accreditation in order to broaden our appeal to potential applicants and to also formally recognise the contribution of our existing staff.

J Bonney

+

Equality Project Board

A Kettle

B Ratcliffe

BVPI:

2A

2B

11i

11ii

17

210

MR3

MR1 4

SMT 1 August 05