Hampshire Fire and Rescue Authority

Human Resources Error! Bookmark not defined.Committee Item 5

29 November 200515/03/2005

Workforce Plan and People StrategyError! Bookmark not defined.

Report of the Chief Officer

Contact: Jennifer McNeill Tel : 023 8064 4000 ext 2348 Email : [email protected]

1

Summary

1.1

Workforce Planning and a People Strategy is a requirement of all Local Authorities and therefore features significantly in our Comprehensive Performance Assessment (CPA). These documents will form part of the Managing Resources objectives of our Integrated Risk Management Plan (IRMP). This report summarises the work carried out to date and presents a final draft that is now being consulted on as part of the IRMP 2006/07 consultation process.

2

RecommendationError! Bookmark not defined.s

a

That the HR Committee endorses the approach taken to prepare the Workforce Plan, People Strategy and Action Plan. Workforce Plan (Appendix 1) People Strategy (Appendix 2) Action Plan (Appendix 3)

b

That the HR Committee considers the above documents and raise any questions with, or forward any comments to, Head of Human Resources by 29 December 2005. Of particular reference to Elected Members is the Core Objective `Developing Leadership Capacity' and within this, `Member Development' (2b in Action Plan)

c

That the Chairman of the HR Committee becomes a member of the Workforce Planning Steering Group and the Vice Chair be appointed Deputy.

3

Introduction Error! Bookmark not defined.and Background

3.1

Our flexibility and ability to respond to the demands of our IRMP requires a structured approach to workforce planning, development and performance to ensure we have the right skills at the right time and where required. The People Strategy addresses the planning and development of our employees and our people management practices maximises their performance to achieve our corporate aims.

3.2

We are already aware of a number of initiatives we need to bring about and we are conscious of our capacity and workloads. The way in which we want to achieve this needs to be done in a planned and measured way. This is through having a strategy and delivery plan setting out our improvement priorities over the next three years. This is then regularly updated in light of experiences and change.

3.3

An outcome of our delivery plans will be that our managers and supervisors will actively engage in this and report on progress. This is similar to what is happening now - such as sickness absence management, succession planning, attracting and retaining people, skills development etc. Our progress here feeds directly into our reports regarding our Best Value Performance Indicators, Local Performance Indicators, Corporate Risk Register, Budget Plans and Local Initiatives.

3.4

Workforce planning will require input from Function Heads on people management objectives, particularly where they impact on other functions. The People Strategy Action Plan will provide a conduit to inform local workplace plans and for outcomes at a local level to inform revisions at the corporate level. Objectives will be determined and who is responsible for leading this, priorities over 3 years, measurable performance indicators and direct financial resources. In addition, this will be cross referenced to national benchmarking data and reports and supporting internal documents.

It is proposed that this will be managed overall by a new Workforce Planning Steering Group and includes key activities such as establishment management, including future reviews of structure to meet IRMP; sickness management; Appointments, Promotions and Transfers (ATP) Group; Retained Duty System Working Group; re-grading applications; recruitment; Assessment and Development Centres; changes to working patterns and duty systems etc.

4

Specific References to Elected Members

4.1

Our CPA Report 2005 made it clear that governance and leadership is expected from the top, at Fire Authority level. The CPA included scrutiny of arrangements for :-

· management and leadership

· strategic planning and priority setting

· operational deployment and performance improvement

4.2

Within the People Strategy, one of the core objectives is `Developing Leadership Capacity' focusing on high level political and managerial leadership. There is specific reference to Members and includes initiatives such as providing better induction and training for elected Members and their understanding of Fire and Rescue Service specific issues. Action Plan Section 2b refers.

5

Contribution to Corporate Aims and Objectives

5.1

The development of this Strategy and Action Plan was included in the HR Timeline for 2004/05 and 2005/06. The on-going development and maintenance of this will remain an HR Function and will ensure we comply with the requirements set by the CPA and our actions defined in our Improvement Planning Matrix. The individual actions flowing from the Improvement Planning Matrix have been identified separately against each People Management Objective in the People Strategy Action Plan.

6

Risk Analysis

6.1

Failure to continue to progress the Workforce Plan and People Strategy into a meaningful action plan that underpins our IRMP will mean that the Service will not be appropriately resourced to meet its corporate objectives. We will also not be compliant with the requirements of our Comprehensive Performance Assessment and Improvement Planning Matrix.

7

Resource/Financial Implications

7.1

Human Resources

This will involve all functions more directly in the planning and responsibility of people management. As such, this may require a change in emphasis on managerial demands in some areas. The role of the HR Function at this stage provides professional support and advice to managers across the Service on a range of people management issues and to support and quality check processes undertaken.

7.2

Physical Resources

None identified

7.3

Information and Communications Technology Resources

None identified

7.4

Financial Implications

The financial implications of any activities identified in the Action Plan will need to be addressed separately by the relevant Function Head, either within existing resources, or by a separate budget bid.

8

Equality Impact Assessment

8.1

An Equality Impact Assessment will be required for each activity undertaken in the People Strategy Action Plan.

9

Consultation

9.1

To date the consultation has been with individual members of SMT, the HR Function and the Joint Trade Union meeting on 31 August 2005. The draft Workforce Plan and People Strategy is now presented to the HR Committee for Members' views.

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.