Archived decisions

DRAFT v7 17.11.05 - Appendix 3

HFRS - PEOPLE STRATEGY ACTION PLAN

1a


Area: Attracting, Recruiting and Retaining Staff
Issue: Workforce Planning
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MTP: HR: 4.1.1 CPA: 7	(i) By March 2008 to have improved workforce planning arrangements to ensure that the right number of people, with the right skills, are available at the right time to support Service delivery needs	Head of HR	By October 2005 to have commenced consultation on the draft Workforce Plan, People Strategy and Action plan to support the development of IRMP 3	By April 2006 to issue the revised Workforce Plan and Action Plan to Managers, aligned to IRMP 3 By June 2006 to have developed a workforce planning policy, structures and data requirements, that is compliant with data protection and freedom of information legislation requirements		By June 2007 to have clearly defined workforce planning structures and data requirements to support service delivery By March 2008 to have succession planning incorporated into workforce plans By March 2008 employee costs (including overtime and time in lieu) will be reduced through improved workforce planning By March 2008 cost of agency / temporary staff will be reduced as a % of pay bill		nil	nil		HR Timeline Performance Management and Assessment
	(ii) By March 2008 to have improved workforce planning arrangements to ensure that the right number of people, with the right skills, are available at the right time to support Service delivery needs	Head of HR	By December 2005 to establish new Workforce Planning Steering Group (WPSG) to take oversee Middle and Supervisory Manager Appointments, Transfers and Promotions activities and other HR-related activities			Workforce Planning will be influenced at the most senior level and actions will be proactive rather than reactive Variance between authorised and actual establishment figures		nil	nil
MR1 MTP: HR: 4.1.1 CPA: 7	(iii) By March 2006 appropriate mechanisms will be in place to adjust establishment levels or posts to meet current and future business requirements and SMT is updated on a regular basis with meaningful information	DHofHR	By March 2006 Variation to Establishment forms will be revised and updated to meet changing service and establishment needs By March 2006 quarterly reports to SMT regarding establishment status					nil	nil		HR Timeline Performance Management and Assessment

MR1

MTP:

HR: 4.1.1

CPA: 7

(iv) By March 2008 there will be sound mechanisms in place to monitor the establishment highlighting instances of under or over agreed levels.

DHofHR

By March 2006 a policy will be in place regarding establishment management

By March 2008 the policy will be reviewed and amendments made accordingly

By March 2008 establishment information will be accurate and updated regularly

nil

HR Timeline Performance Management and Assessment

MR1 R9

MTP:

HR: 4.1.1 4.1.2

4.1.8

CPA: 7

(v) By March 2008 to have supported work towards a regional fire control through local transitional arrangements.

DHofHR

By December 2005 to have provided all fire control employees with a facility for career counselling. To have identified through the training specification process, the requirements for re-skilling and business continuity planning

By September 2006 to have identified through the training specification process, the requirements for re-skilling and business continuity planning

By September 2007 to have identified through the training specification process, the requirements for re-skilling and business continuity planning

By September each year to have clearly defined learning and development requirements for fire control personnel to support the transition to regional control room.

£18k Training Budget

HR Timeline Regional Control

MR1 R3

MTP:

HR: 4.1.6 4.1.7

CPA: 28, 32, 33, 38, 70, 73, 80, 87

(vi) By March 2008 to undertake an organisational review to ensure posts reflect service delivery requirements as defined in the IRMP

DHofHR

By March 2007 to have undertaken an organisational review of jobs and structures to ensure that posts reflect service delivery requirements

By March 2008 to ensure that all roles are based on an IPDS compliant competency framework

By March 2006 to have undertaken an organisational review

% of posts with up to date job description and role map

% of posts covered by competency framework

% of employees competent in current role

1b


Area: Developing the Organisation
Issue: Equality and Diversity
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR3 MTP: HR: 4.1.2 4.1.4 CPA: 7, 8, 51, 57, 58	(i) By March 2008 Service documentation will reflect the community in which the Service operates, is not discriminating, follows legislative/good practice guidelines and where appropriate incorporates specific reference to Diversity/ Equality of opportunities issues in service provision and/or complaints	Head of HR		All existing and new documentation is assessed by Commission for Racial Equality(CRE)/Equal Opportunities Commission(EOC)/disability groups and other key minority groups as non discriminatory. March 2007	By March 2008 to achieve Disability symbol			nil	nil		HR Timeline Revised Terms and Conditions of Employment
MR1 MR3 MTP: HR: 4.1.1 4.1.2 4.1.3 CPA: 8, 23, 33, 57, 61	(ii) By March 2008 to ensure that E&D is mainstreamed into performance management and other key processes and identified diversity issues are tackled.	Head of HR	By March 2006 to deliver 100% of actions identified in the Corporate Equality Policy(CEP), Action Plan (CEAP) and the Race Equality Scheme (RES)	By March 2007 to deliver 100% of actions identified in the CEP and CEAP and RES	By March 2008 to deliver 100% of actions identified in the CEP and CEAP and RES	% of actions within the CEP delivered within identified timescales	BVPI 2 BVPI 11 BVPI 17	Direct cost identified in equality and diversity zero rated budget	Direct cost identified in equality and diversity zero rated budget	Direct cost identified in equality and diversity zero rated budge.	CEP, CEAP RES. Regional Equality and Diversity Strategy
MR3 MTP: HR: 4.1.4 CPA: 8, 39, 57, 58, 63	(iii) By December 2005 to be compliant with level 2 of the Equality Standard for Local Government	Head of HR.	By December 2005 review the CEP and CEAP to deliver against the targets By December 2005 to achieve Level 2 of the Equality Standard for Local Government	-	-		BVPI 2 BVPI 11 BVPI 17	nil	nil	-	Link to CEP, CEAP and RES. Link to regional equality and diversity strategy.
MR3 MTP: HR: 4.1.4 CPA: 8, 39, 57, 58, 63	(iv) By December 2006 to be compliant with level 3 of the Equality Standard for Local Government	Head of HR.	-	By December 2006 to achieve Level 3 of the Equality Standard for Local Government By March 2007 to deliver 100% of actions identified in the CEAP and CEP and RES	-	By December 2006 to review the CEP and CEAP.	BVPI 2 BVPI 11 BVPI 17	nil	nil	-	Link to CEP, CEAP and RES. Link to regional equality and diversity strategy.


*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
	(v) By December 2006 to be compliant with level 3 of the Equality Standard for Local Government	Head of HR.	By January 2006 identify the resources and requirements to undertake a full `specialist' cultural audit during 2006/2007.	By December 2006 to undertake a full `specialist' cultural audit of the Service and feed areas for improvements into key strategies.	-	By June 2006 to identify the resources and requirements to undertake a full specialist cultural audit during 2006/2007. By December 2006 to undertake a full `specialist' cultural audit of the Service and feed areas for improvements into key strategies.	Not available.	-	To be developed in 2005/2006.	-	Link to CEP, CEAP and RES. Link to regional equality and diversity strategy.
	(vi) By December 2006 to be compliant with level 3 of the Equality Standard for Local Government	Head of HR.	By March 2006 to deliver training to support the CEP and RES.	By March 2007 to have delivered 100% of the actions identified in the CEP and RES for 2007/2008.	By March 2008 to have delivered 100% of the actions identified in the CEP and RES for 2007/2008.	By March 2008 to have delivered 100% of actions within the CEP delivered within identified timescales.	Not available.	Direct training costs identified in zero based budget.	Direct training costs identified in zero based budget.	Direct training costs identified in zero based budget.	Link to CEP, CEAP and RES. Link to regional equality and diversity strategy.
	(vii) By March 2008 to have developed relevant monitoring processes to ensure that our workforce is representative of the community it serves	Head of HR	By December 2005 to have strengthened monitoring processes for all existing and new staff to ensure workforce profile kept up to date in line with RES	By September 2006 to have strengthened monitoring processes for all existing and new staff to ensure workforce profile kept up to date in line with RES	By September 2007 to have strengthened monitoring processes for all existing and new staff to ensure workforce profile kept up to date in line with RES	By December 2005 to have implemented workforce monitoring processes to ensure information always available and up to date	ODPM statistics		To be developed in 2005/2006	To be developed in 2006/2007	Link to CEP and RES

1c


Area: Developing the Organisation
Issue: Core Values
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR3 MTP: HR: 4.1.4 CPA: 7, 58, 88	(i) By March 2008 to have taken an inclusive approach to introducing core values to promote the image of HFRS as a good employer by improving workforce understanding, commitment and compliance with core values.	DCO	By December 2005 to initiate a project team under the control of the LDG to prepare and initiate implementation of the core values, including incorporating expertise of external consultants, benchmarking best practice within the fire industry and developing a comprehensive communications and marketing plan.	Continue to embed core values into key processes and review.	Continue to embed core values into key processes and review.	% of employees who think values are important in the way that we work. % of employees who state that the introduction of a values led approach to the way we work is making an impact in the Service.	FRS national framework document.	To be identified			Link to RES and CEP. Regional equality and diversity strategy.
MR1 MTP: HR: 4.1.1 CPA: 24, 25, 28	(ii) Create a culture where employees ideas can freely be given, assessed and implemented or if not implemented constructively managed to maintain motivation	DCO	Employee suggestion scheme introduced. December 2005			Employee survey results % saying can raise issues/ideas freely

1d


Area: Developing the Organisation
Issue: Work-Life Balance
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR4 MTP: HR: 4.1.5 4.1.9 CPA: 9, 51, 76	(i) Employees are supported in achieving a healthy work / life balance	ERM				% of employees agree they have a healthy work life balance % of posts with flexible working in place % of posts open to job share Managers actively encourage changes to working patterns after major life events Number of employees taking leave for caring responsibilities in accordance with our policy on work-life balance		nil	nil		HR Timeline Occupational, Health, Safety & Welfare HR Timeline Work-life Balance
MR1 MR4 MTP: HR: 4.1.5 4.1.9 CPA: 9, 51, 76	(ii) By March 2008 to have improved ways of working that promote and deliver a safe, caring and healthy working environment	ERM		By April 2006 determine benchmark for effectiveness of health, safety and welfare policies and practices	By April 2007 determine benchmark for effectiveness of health, safety and welfare policies and practices	% of employees who agree that they work in a safe environment % of employees who agree that the services provided by the Service offer satisfactory levels of support.		nil			HR Timeline Occupational, Health, Safety & Welfare HR Timeline Work-life Balance
MR1 MR4 MTP: HR: 4.1.4 4.1.5 CPA: 23, 39, 54, 56, 58, 69	(iii) By March 2008 to identify and develop policies that support a diverse workforce	Head of HR	By March 2006 to have identified and developed policies that promote work life balance and family friendly working and contribute to aims and objectives of fire authority	By March 2007 to have implemented policies that promote work life balance and family friendly working and contribute to aims and objectives of Fire Authority	-	% of staff who state that they are satisfied with the level and effectiveness of family friendly policies	-	nil	To be developed in 2005/2006	To be developed in 2005/2006	Link to corporate equality plan Link to investors in people Link to regional HR work programme HR Timeline Work-life Balance

1e


Area: Developing the Organisation
Issue: Employee Relations and Communications
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR 1 MTP: HR 4.1.2 CPA: 7, 21, 24 25, 33, 36, 37, 55	(i) By March 2008 we will have strengthened our partnership approach to consultation and negotiations processes with our employees and trade unions through a business-focused approach	ERM	By March 2006 to have carried out discussions with our trade unions and employee representatives to explore methods of improved partnership working	By March 2007 to have updated and published a revised Workplace Partnership Agreement	Continue to improve on partnership working.	By March 2007 to have produced a revised Workplace Partnership Agreement		nil			Workplace Partnership Agreement HR Timeline Revised Terms and Conditions of Employment
MR 1 MTP: HR 4.1.2 CPA: 7, 21, 24 25, 33, 36, 37, 55	(ii) By March 2008 we will have revised our Facilities Agreement to support joint working			By March 2007 to have revised our Facilities Agreement		By March 2008 to have an up to date Facilities Agreement		£20k
MR1, MR4 MTP: HR 4.1.4, 4.1.9 CPA: 77, 88	(iii) To Reduce levels of complaints from the public against the Service ( this is in the broader context of External complaints, eg. Employment Tribunals, Personal Injury Claims, complaints from the public regarding Service delivery / conduct of our employees	ERM	By March 2006 to have developed a method of measuring levels of complaints against the Service in terms of cost, numbers, frequency and trends	Collect Data	By March 2008 to review data and analyse with regard to policy, training, management consistency, transparency, partnership working and inter functional liaison.	To be developed		nil	nil		HR Timeline Revised Terms and Conditions of Employment

1f


Area: Developing the Organisation
Issue: Attendance Management
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR2, MR4 MTP: HR 4.1.9 CPA: 9, 37, 51, 63, 65, 76	(i) By March 2008 to minimise absence due to sickness to increase capacity and reduce costs and to improve support for those who are suffering from ill health	ERM	By September 2005 to established an Attendance Improvement Working Group and project plan with timetable for actions	By April 2006 to have implemented the Attendance Improvement Working Group action plan reflecting managerial objectives and actions across all functions	By April 2007 to have implemented the recommendations of the Attendance Improvement Working Group Consolidate with Absence Management Policy	Sickness absence figures reduced Ill health retirement figures reduced	BVPI 12 BVPI 15	nil	nil	As defined by strategy	HR Timeline Revised Terms and Conditions of Employment HR Timeline Occupational, Health, Safety & Welfare
MR1 MR4 MTP: HR: 4.1.2, 4.1.9 CPA: 9, 51, 76	(ii) By March 2008 to minimise absence and improve support for those who are suffering from ill health	ERM	Develop our Attendance Management Improvement Plan and launch revised absence management policy by December 2005	By September 2006 to have identified good practice in absence management and set benchmarks By March 2007 implement benchmarking process to include targets for absence management, setting local performance indicators	By March 2008 to have carried out a process of review and evaluation	By March 2007 to have developed and implemented local benchmarking and targets for absence management	BVPI 12				HR Timeline Revised Terms and Conditions of Employment HR Timeline Occupational, Health, Safety & Welfare
	(iii) By March 2008 to minimise absence and improve support for those who are suffering from ill health	ERM		By March 2007 to have sickness levels (for all staff) at X days/shifts per year	By March 2008 to have sickness levels (for all staff) at X days/shifts per year	Decrease in number of working days/shifts lost to sickness absence Trends identified and actioned regarding absence ascribed to specific causes	BVPI 12
	(v) By March 2008 to minimise absence and improve support for those who are suffering from ill health	Head of HR	By April 2006 to review current provision of occupational health service (OHS) and ensure efficient future provision demonstrating value for money (including consideration of regional approach)	Ensure managers are aware of OHS provisions	Intentionally blank	By April 2006 to have completed review of OHS provision Length of time in relation to work after OHS referral % of employees who use OHS and are satisfied with provision	National Framework Document (Ch 5.29 - Regional Approach)
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*	*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*	*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR4 MTP: HR: 4.1.1 4.1.9 CPA: 9, 37, 51, 63, 65, 76	(vi) By March 2008 to have minimised the numbers leaving the Service as a result of ill health and provided support for those who remain	ERM		By July 2006 to have strengthened the management of long term sickness and ill health retirements having regard to the DDA	Intentionally blank	% of employees declaring that they meet the DDA 1996		nil			HR Timeline Revised Terms and Conditions of Employment HR Timeline Occupational, Health, Safety & Welfare
MR1 MR2, MR4 MTP: HR 4.1.9 CPA: 9, 37, 51, 63, 65, 76	(vii) By March 2008 to minimise absence and improve support for those who are suffering from ill health	ERM	By March 2006 to have reviewed policies regarding sickness absence management and support for employees who are suffering from ill health		To deliver support and rehabilitation for those covered by the DDA to retain valued employees wherever possible.	By March 2008 to deliver improved support procedures for those on long term sickness, rehabilitation, DDA and retirement process contained in the policy on Absence Management % of employees retiring on ill health grounds as a % of total workforce.	BVPI 15	nil		Overall should produce a saving in terms of reduced pension payments	HR Timeline Revised Terms and Conditions of Employment HR Timeline Occupational, Health, Safety & Welfare

1g


Area: Developing the Organisation
Issue: Flexible Working Arrangements
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 R3 R5 R6 MTP: HR: 4.1.5 4.1.6 4.1.7 CPA: 20, 28, 31, 32, 52, 55, 70, 73, 80, 84, 87	(i) By March 2008 to improve flexible working options that support service delivery and individual requirements	Head of HR	By March 2006 to identify HR policy requirements to support the review of duty systems and crewing arrangements and develop implementation plan with costs	By March 2007 implement 100% of HR policies required to support outcomes of the duty system and crewing arrangement review	By March 2008 implement 100% of HR policies required to support outcomes of the duty system and crewing arrangement review	By March 2006 to identify HR policy requirements and implementation plan to support outcome of duty system and crewing arrangement review % of HR policies implemented within timescale		nil			HR Timeline Work-life Balance
	(ii) By March 2008 to improve flexible working options that support service delivery and individual requirements	Head of HR	Intentionally blank	By September 2006 to have developed a strategy and policy on workforce remodelling to create a more flexible workforce	Further support future organisational structure review and ensure it takes into account flexible working patterns	Sub strategy on workforce remodelling by September 2006. % of posts identified as suited to flexible working		nil
	(iii) By March 2008 to improve flexible working options that support service delivery and individual requirements	Head of HR		By September 2006 to identify through the job evaluation and rank to role process the number of posts that are suitable for flexible working	By September 2007 to evaluate through employee opinion surveys the effectiveness of flexible working policies within HFRS	% of posts where postholders are working flexibly % of employees agreeing that there is flexibility to help meet home/work commitments		nil

1h


Area: Developing the Organisation
Issue: Change Management
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR2 MTP: HR: 4.1.1 CPA: 7, 20, 22, 24, 25, 33, 37, 51, 52, 53	(i) Enable managers and employees to recognise, support and promote change within the Service	DCO	By March 2006 develop a Change Management training programme to be attended by all managers	By March 2007, appropriate change management processes will be applied to all re-organisations/ changes: - Planning - Communication - Consultation including Trade Unions					Training Budget
MR1 MR2 MTP: HR: 4.1.1 CPA: 25, 33	(ii) By March 2008 to have improved performance in change management through activities defined in the Marketing and Communications Strategy	DCO	By March 2006 to deliver 100% of actions identified in the Marketing and Communications Strategy	By March 2006 to deliver 100% of actions identified in the Marketing and Communications Strategy	By March 2006 to deliver 100% of actions identified in the Marketing and Communications Strategy	% of actions within the Marketing and Communications Strategy completed within specified timescales		Costs included in the Marketing and Communications Strategy
MR1 MR2 MTP: HR: 4.1.1 CPA: 62	(iii) By March 2008 to ensure employee involvement in all planned service changes and identified managers have the expertise to undertake this role	SDO(T)	By March 2006 to ensure all project managers are identified within the corporate planning framework and their training needs are identified and met	On-going	On-going	% of project managers responsible for planned service changes who have received project management training % of published project plans that include stakeholder consultation and involvement 100% of projects are Equality Impact Assessed at the appropriate stages

2a


Area: Developing Leadership Capacity
Issue: Strategic Management Development
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR2 MTP: HR: 4.1.1 4.1.3 CPA: 24, 53	(i) By March 2008 to have increased the corporate capacity of the Service Management Team through improved support and leadership development to strengthen performance and ensure sound governance	DCO	By March 2006 to have identified and programmed joint SMT/middle managers building activities and secondment opportunities as appropriate.	Intentionally blank.	Intentionally blank.	% of SMT/middle managers who have attended programmed team building activities.			Training budget		HR Timeline Performance Management and Assessment
	(ii) By March 2008 to have increased the corporate capacity of the Service Management Team through improved support and leadership development to strengthen performance and ensure sound governance	DCO	By March 2006 all members of SMT to have undertaken a personal development and performance review and developed a personal development plan	By March 2007 all members of SMT to have undertaken a personal development and performance review and developed a personal development plan	By March 2008 all members of SMT to have undertaken a personal development and performance review and developed a personal development plan	% of SMT members with current personal development plans		Found from existing resources
MR1 MR2 MTP: HR: 4.1.2 4.1.3 CPA: 5, 7, 36, 53, 65	(iii) By March 2008 to have identified requirements for a high level leadership programme to ensure that HFRS has strong leadership and direction and to build corporate capacity	DCO / SDO(T)	By September 2005 to have identified requirements and options to deliver high level leadership competence through targeted learning and development	By September 2006 to have identified requirements and options to deliver high level leadership competence through targeted learning and development	By September 2007 to have identified requirements and options to deliver high level leadership competence through targeted learning and development	% of SMT/middle managers trained and assessed against leadership competencies % of employees saying that they know how their work contributes to Service aims and objectives	FRS national framework.	Budget approved - to be identified			Learning and Development Strategy HR Timeline Performance Management and Assessment

2b


Area: Developing Leadership Capacity
Issue: Member Development
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR2 MTP: HR: 4.1.3 CPA: 18, 65, 66	(i) By March 2008 to have improved the quality of political leadership by strengthening engagement and targeted development of HFRA members	SDO(T)	By September 2005 to have developed and agreed a member seminar programme for 2006/2007, having regard to outcomes of the member review process	By September 2006 to have developed a member seminar programme for 2007/2008, having regard to outcomes of the member review process	By September 2007 to have developed a member seminar programme for 2008/2009, having regard to outcomes of the member review process	% of members who have attended seminar programme	Local Authority elected member role maps		Training budget - to identify		HR Timeline Performance Management and Assessment
MR2 MTP: HR: 4.1.1 4.1.3 CPA: 18, 65, 66	(ii) By March 2008 to improve the level of support to new members joining the HFRA	SDO(T)	By December 2005 to have developed and delivered revised member induction programme and handbook and identified member mentors to support new members (to include `whistle blowing' procedures)	Intentionally blank	Intentionally blank	% of new members attending the induction programme % member mentors	Local Authority elected member role maps	nil			HR Timeline Performance Management and Assessment
MR2 MTP: HR: 4.1.1 4.1.3 CPA: 18, 65, 66	(iii) By March 2008 to support and improve members development through the annual review process	SDO(T)	By July 2006 all Fire Authority members to have undertaken a personal review	By July 2007 all Fire Authority members to have undertaken a personal review	By July 2008 all Fire Authority members to have undertaken a personal review	% of Fire Authority members attending the induction programme	Local Authority elected member role maps. Members job descriptions				HR Timeline Performance Management and Assessment
MR2 MTP: HR: 4.1.3 CPA: 18, 65, 66	(iv) By March 2008 to have improved the quality of political and managerial leadership by strengthening engagement of Fire Authority members	SDO(T)	By March 2006 to have reviewed and implemented new member/officer protocols, role maps and code of conduct with clear roles and responsibilities			By March 2006 to have introduced new role maps, code of conduct and officer/member protocols for Fire Authority members	Local Authority elected member role maps		Training budget
MR2	(v) By March 2008 to have improved the quality of leadership by raising the awareness of Fire Authority members with regards to diversity issues	Head of HR	By March 2006 to have identified training needs of elected members in relation to diversity	By September 2006 all elected members will have undergone a training programme to raise awareness of diversity	By September 2007 all elected members will have undergone a training programme to raise awareness of diversity	By September 2008 all elected members will have undergone a training programme to raise awareness of diversity	Local Authority elected member role maps. Members job descriptions
	(vi) By March 2008 to have improved the quality of political and managerial leadership by strengthening engagement of Fire Authority members	SDO(T)	By December 2005 to have identified lead members to have received induction into the working of appropriate functions aligned to HFRA Committees			By March 2006 lead members to have been inducted into appropriate functional activities

2c


Area: Developing Leadership Capacity
Issue: Developing Leadership
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR2 MTP: HR: 4.1.3 CPA: 5, 18, 19	(i) By March 2008 to have improved the leadership capacity and competence ensuring that the Service has strong leadership and direction at all levels	DCO		By March 2007 to have developed and implemented a values led leadership programme linked to National Occupational Standards (NOS) for identified middle and strategic managers	By March 2007 to have trained 100% of the identified managers in the leadership programme for middle and strategic managers to the level defined within the Learning and Development Strategy By March 2008 to have developed and implemented a valued led leadership programme linked to National Occupational Standards (NOS) for all supervisory managers	% of identified managers trained and assessed against leadership programme competencies % of employees who state that they understand the direction of HFRS	National Framework Document		Training budget - details required		Learning and Development Strategy
	(ii) By March 2008 to have improved the leadership capacity and competence ensuring that the Service has strong leadership and direction at all levels	SDO(T)	By March 2006 to evaluate the potential of the ODPM/LGA `future leadership programme' for sustainable development of middle/strategic manager leadership capacity/competence	Intentionally blank	Intentionally blank	By October 2005 to have evaluated and reported on the ODPM/LGA `future leadership programme' for future consideration within HFRS		nil
	(iii) By March 2008 to have improved the leadership capacity and competence ensuring that the Service has strong leadership and direction at all levels	SDO(T)	Intentionally blank	By September 2006 to strengthen the links between the secondment opportunities for personnel within Princes Trust and the leadership and management programmes, with leadership objectives clearly mapped to NOS competencies and personal qualities and attributes.	Intentionally blank	By September 2006 to have strengthened the links between the secondment opportunities within Prices Trust and the leadership and management programmes

3a


Area: Developing Workforce Skills and Capacity
Issue: Management Development
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR2 MTP: HR: 4.1.3 CPA: 53	(i) By March 2008 to have improved the level of management development by encouraging and supporting self improvement and achievement.	SDO(T)	By March 2006 to have developed and implemented continuous personal development (CPD) records for all middle and strategic managers.	By March 2007 to have developed and implemented continuous personal development (CPD) records for all middle and strategic managers.	Intentionally blank.	% of managers with current continuous personal development (CPD) records.					Learning and Development Strategy

3b


Area: Developing the Organisation
Issue: People Performance Management
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR2 MTP: HR: 4.1.1 CPA: 37, 51, 53, 63, 66, 82, 85	(i) By March 2008 to improve performance management and ensure systems are in place to enable managers to undertake their performance management role	Head of HR / SDO(T)	By January 2006 to have undertaken a gap analysis of new or emerging HR issues regarding performance management and plan for training programme to target these By March 2006 to have strengthened HR targets, benchmarks and local indicators to monitor the effectiveness of HR policies and practices, linked to the Service planning framework Feed in to annual revisions to People Strategy	By December 2006 to have developed systems to monitor the effectiveness of the People Strategy objectives and determine priority interventions to improve performance Feed in to annual revisions to People Strategy	By March 2008 to have developed a sub-strategy to consider ways of measuring intangible assess such as culture and motivation to inform future People Strategy interventions By April 2007 to have a performance management review system established Feed in to annual revisions to People Strategy	By September 2006, Function Plans include people management objectives By September 2006 to have developed new indicators to monitor HR performance By December 2007 to have developed systems to monitor effectiveness of People Strategy % of employees who indicate they know how their work directly contributes to service aims and objectives as defined by the IRMP By November each year to feed people management implications and targets into service planning framework		nil			People Strategy
MR1 MR2 MTP: HR: 4.1.1 CPA: 53	(ii) All employees have an annual performance review meeting with their line manager and a follow up review after 6 months March 2008 to have achieved IiP accreditation	SDO(T)	By September 2005 to have commenced preparation for Investors in People (IiP) accreditation and designed the process	By March 2007 to have implemented IiP	By March 2008 to have reviewed progress with IiP and achieved IiP accreditation	% employees having had a performance review meeting with line manager % employees agree opportunities for development and keeping job interest are good customer survey IiP accreditation achieved	Costs to be identified - from within existing resources	Training budget - to be identified			Employee Survey Training function Timeline
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*	*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*	*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
	(iii) By March 2008 to have improved the approach to achievement through learning	SDO(T)			By March 2008 to have reviewed Training evaluation process and policy	% of employees satisfied with learning and development activity % of employees who have acquired new skills through attending learning and development activities		nil			Investors in People Learning and Development Strategy

3c


Area: Developing Workforce Skills and Capacity
Issue: Achieving and Maintaining Competence through IPDS
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MTP: HR: 4.1.1 CPA: 19, 48, 60, 63, 75	(i) By March 2008 we will have established benchmarks to monitor HR service delivery against others in family group on qualitative and quantitative issues.	Head of HR / SDO(T)				Service is in top % of family group for KPIs. In top % for PIs annually		nil			HR Timeline Performance Management and Assessment
MR1 MTP: HR: 4.1.1 CPA: 53, 54	(ii) HR team to undertake CPD activities by formal training and encouragement and inclusion in development projects	Head of HR / SDO(T)				% of HR Team CIPD qualified. All professionally qualified HR team members maintain a CPD Record. % of HR team involved in corporate projects and working groups % of HR team involved in Regional and National Working Groups		Provided for in Training budget	Provided for in Training budget
MR2 MTP: HR: 4.1.3 CPA: 54	(iii) By March 2007 to have implemented all components of the Integrated personal Development system and ensure that all learning and development provided to employees supports the IRMP and identified Service improvement needs	SDO(T)	By March 2006 to have delivered 100% of the actions within the Training Strategy for 2005/06 to deliver IPDS	By March 2007 to have delivered 100% of the actions within the Training Strategy for 2006/07 to deliver IPDS	By March 2008 to have delivered 100% of the actions within the Training Strategy for 2007/08 to deliver IPDS	By March 2008 to have delivered 100% of the actions within the Training Strategy to deliver IPDS					Learning and Development Strategy
	(iv) By March 2007 to have implemented all components of the Integrated personal Development system and ensure that all learning and development provided to employees supports the IRMP and identified Service improvement needs	SDO(T)			By March 2008 to have developed mechanisms to evaluate the success of meeting learning and development needs at individual, team and organisational level	% of employees satisfied with learning and development activity % of employees that have acquired new skills through learning and development activities
	(v) By March 2007 to have implemented all components of the Integrated personal Development system and ensure that all learning and development provided to employees supports the IRMP and identified Service improvement needs	SDO(T)		By March 2007 to have developed and implemented revised annual competency recording for all Grey Book employees based on personal Development Plans	By March 2008 to have developed and implemented revised annual competency recording for all Green Book employees based on personal Development Plans	By March 2008 to have implemented revised annual competency recording for all employees % of employees who are competent in current role % of employees who are in development for future roles
3dArea: Developing Workforce Skills and Capacity
Issue: Raising Levels of Development and Performance
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR2 MTP: HR: 4.1.3 CPA: 51, 53, 54	(i) By March 2008 to have improved the level of management development by encouraging and supporting self-improvement and achievement	SDO(T)		By September 2006 to evaluate external validation of leadership programme and future affiliation with professional organisations (eg. Chartered Institute of Management) to support managers and maintain accredited levels of CPD		By March 2008 to report on opportunities for future affiliation with professional organisations to maintain accredited levels of CPD					Learning and Development Strategy
MR2 MTP: HR: 4.1.3 CPA: 51, 53, 54	(ii) By March 2008 we will have up to date training records and monitoring processes that record a fair distribution of training and development opportunities within the service	SDO(T)				% of employees holding a professional qualification levels of management and development training Average Days Training - internal per employee Average days training external per employee Amount spent on training per employee					Learning and Development Strategy
MR2 MTP: HR: 4.1.3 4.1.4 CPA: 51, 53, 54	(iii) By March 2008 we will have harmonised opportunities for training for all employees - Green and Grey book ▪ IPDS ▪ National Vocational Qualifications ▪ Mentoring ▪ E learning ▪ Investors in people ▪ Business skills. ▪ Professionally qualified and CPD team	SDO(T) / Head of HR	By March 2006 all employees to have a personal development plan completed in time to meet Training planning programme and budget cycles. Functional training plans to be in place An annual corporate training plan to be in place and monitored by SMT	By March 2007 all employees to have a personal training portfolio.		Training opportunities will be harmonised across the service					Learning and Development Strategy
MR2 MTP: HR: 4.1.3 CPA: 51, 53, 54	(iv) By March 2008 to improve access to learning and development for all employees and increase the use of electronic systems to support self improvement and achievement	SDO(T)	Intentionally blank.	By March 2007 to have undertaken a survey of employees to ascertain preferences to access learning and development events and information	By September 2008 to produce a sub strategy to improvement access to learning and development opportunities and information to better support all employees (including consideration of E-learning).	By March 2007 to have undertaken survey of employees learning preferences. By September 2008 to have developed sub strategy to improve access to learning events and information. % of employees who are satisfied by the level of access to and information on learning and development events					Learning and Development Strategy

4a


Area: Recruiting and Retaining Employees
Issue: Attracting and Recruiting and inducting a Diverse Workforce
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR4 MTP: HR: 4.1.4 CPA: 23, 39, 54, 56, 58, 69	(i) By March 2008 to have developed specific strategies to ensure that our workforce is representative of the community it serves	Head of HR	By March 2006 to have achieved 100% of the actions in the CEP, CEAP and RES for recruitment and selection for 2005/2006	By March 2007 to have achieved 100% of the actions in the CEP, CEAP and RES for recruitment and selection for 2006/2007	By March 2008 to have achieved 100% of the actions in the CEP, CEAP and RES for recruitment and selection for 2006/2007	% of actions achieved for recruitment and selection within the CEP and RES within planned timescales	BVPI 2a and 2b BVPI 17	Nil	To be developed in 2005/2006	To be developed in 2005/2006	Fire and Rescue Service national framework 2005/2006 Link to regional HR work programme
MR1 MR4 MTP: HR: 4.1.4 4.1.5 CPA: 23, 39, 54, 56, 58, 69	(ii) By March 2008 to have developed specific strategies to ensure that our workforce is representative of the community it serves	Head of HR	By September 2005 to have reviewed current recruitment practices and put in place procedures that ensure non discriminatory auditable recruitment processes	-	-	By September 2005 to have procedural document and guidance for recruitment practices in place	BVPI 11a, 11b and 11c BVPI 17	Nil	To be developed in 2005/2006	To be developed in 2005/2006	Link to CEP and RES Link to regional HR work programme
	(iii) By March 2008 to have developed specific strategies to ensure that our workforce is representative of the community it serves	Head of HR	By March 2006 to have reviewed positive action initiatives and put in place programme of events for forthcoming year	By March 2007 to have reviewed positive action initiatives and put in place programme of events for forthcoming year	By March 2008 to have reviewed positive action initiatives and put in place programme of events for forthcoming year	By March each year to have developed a positive action programme	BVPI 11a, 11b and 11c BVPI 17	Nil	To be developed in 2005/2006	To be developed in 2005/2006	Link to CEP and RES
	(vi) By March 2008 to have developed specific strategies to ensure that our workforce is representative of the community it serves	Head of HR	-	By September 2006 to have reviewed advertising policy and practice to ensure media and materials used attract a diverse workforce by promotion of a positive image of the Fire Service as an employer	By April 2007 to have implemented the revised advertising policy	% of women and people from black and minority ethnic backgrounds who apply for jobs	BVPI 11a, 11b and 11c	Nil	To be developed in 2005/2006	To be developed in 2005/2006	Link to Marketing and Communications Strategy Link to regional HR work programme HR Timeline Work-life Balance

Community Safety Plan Reference

People Management Objectives

Lead

People Management Priorities

Performance Indicators

National Benchmarking Data/Reports

Direct Financial Resources

Gap Analysis Reference and Supporting

2005/2006

2006/2007

2007/2008

2005/2006

2006/2007

2007/2008

Information

(vii)By March 2008 to have developed specific strategies to ensure that our workforce is representative of the community it serves

Head of HR

By March 2006 to have developed regional recruitment protocols to ensure consistency in application of the new national firefighter selection processes

By April 2006 to have planned and implemented introduction of Firefighter selection tests for all firefighter selection processes equally

Review progress and amend procedures accordingly

By April 2006 to have planned and implemented introduction of firefighter selection tests for all firefighter selection processes equally, including those conditioned to the retained duty system

Not yet identified

To be developed in 2005/2006

Link to CEP

Link to regional HR work programme

(ix) By March 2008 to have developed specific strategies to ensure that our workforce is representative of the community it serves

DHof HR

By March 2006 to ensure that all staff involved in recruitment have been identified and provided with appropriate training

By March 2007 to ensure that 100% staff involved in recruitment and selection have been identified and provided with appropriate training

By March 2008 to ensure that 100% staff involved in recruitment and selection have been identified and provided with appropriate training

% staff identified for involvement in recruitment and selection that have been trained to identified level

Not yet identified

Nil

To be developed in 2005/2006

Link to CEP and RES

Link to regional HR work programme

(x) By March 2008 to have developed specific strategies to ensure that our workforce is representative of the community it serves

Head of HR

By March 2006 ensure written policy and procedures in place to ensure HFRS appoints and retains employees using guidance on medical criteria for appointment and retention of staff and is compliant with DDA

By September 2006 to have procedural document and guidance for all appointments and management of DDA issues

CFOA/DRC guidance document

Nil

To be developed in 2005/2006

Link to CEP

Link to regional HR work programme

MR1

MTP:

HR: 4.1.1, 4.1.6

CPA: 7, 56, 58

(xi) By March 2008 to have developed a flexible workforce

Head of HR

Intentionally blank

By March 2007 to have developed protocols for multi-tier entry

Intentionally blank

% of staff entering the Service above Ff level

BVPI 11a, 11b, 11c

4b


Area: Attracting, Recruiting and Retaining Staff
Issue: Induction
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR2 MTP: HR: 4.1.2 CPA: 51	(i) By March 2008 all new starters will be provided with a programme of induction including diversity and core values awareness and service missions, aims and performance culture	DHofHR	By March 2006 all new employees are inducted corporately within 3 months of starting. Initial induction will take place in their own function initially. This is to include agency/temporary employees Probation reports agreed with all probationers within 2 weeks of end of probation period and appropriate action taken to confirm employment or to address issues			By September 2006 all new starters will have followed probation procedure and will be confirmed in employment after 6 months or issues will have been addressed in accordance with policy on probation % employees satisfied with induction process		nil	nil
MR1 MR2 MTP: HR: 4.1.2 CPA: 51	(ii) By March 2008 all existing employees will have undertaken a programmed induction process into new roles within the Service	DHofHR		By March 2007, all employees who transfer to a new role / post, will undergo an induction process	By March 2008, all employees who transfer to a new role / post will be provided with a development plan	% new starters and existing employees who have received a formal induction process % of employees who have a development plan		nil	nil
MR1 MR2 MTP: HR: 4.1.2 CPA: 51	(iii) By March 2008 to have strengthened our induction processes to increase the capabilities of new employees	DHofHR	By March 2006 to have developed an intranet section for easy reference by employees	By March 2007 to update intranet section for induction By March 2007 to have prepared an Employee Handbook for all employees	By March 2008 to update intranet section for induction	By March 2006 to have an up to date intranet section for induction		nil	nil

4c


Area: Attracting, Recruiting and Retaining Staff
Issue: Retention
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR2 MTP: HR: 4.1.2 CPA: 53, 54	(i) By March 2008 to have processes in place that support and encourage self improvement and achievement of all staff	SDO(T)	Intentionally blank	By March 2007 to have developed workload management policy and feed training requirements into training specification process	Intentionally blank	% of people who say they can manage their workload		nil
MR1 MR4 MTP: HR: 4.1.2, 4.1.4 CPA: 57, 58	(ii) By March 2008 to have supported progress towards national targets on retention of women and black and minority ethnic groups through local strategies	Head of HR	Intentionally blank	By March 2007 to have developed challenging local indicators and strategies to improve performance towards national targets	Intentionally blank	Achievement of ODPM targets for retention of women and black and minority ethnic groups	FRS national framework	nil
MR1 MR4 MTP: HR: 4.1.2 4.1.4 CPA: 57, 58	(iii) By March 2008 to have processes in place to gather information to support the retention of employees	DHofHR	By March 2006 to have implemented a post exit policy to strengthen information on retention problem areas			% people who undertake post exit interviews or complete questionnaires reasons given for leaving and actions taken		nil
MR1 MR4 MTP: HR: 4.1.2 4.1.4 CPA: 57, 58	(iv) Manage the retention of skills in skills shortage areas	Head of HR	By March 2006 to have a policy on re-employment of existing employees to meet business needs and that conforms to Equality Impact Assessment processes			Pension schemes adapted to manage changes in employment due to health/skill levels and greater age retentions Redeployment plan to provide redeployment options and opportunities at later stages of working career		nil

4d


Area: Attracting, Recruiting and Retaining Staff
Issue: Release Processes
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MTP: HR: 4.1.2 CPA: 7, 69	(i) By March 2008 to ensure full support for those who are leaving HFRS	ERM	By March 2006 to have reviewed our Exit policy and all other procedures that feed into it as required under the Disputes Resolution Regulations 2004	By March 2007 to review and revise policies regarding leaving the Service, including redundancy, redeployment, efficiency of the service, retirement, re-employment etc.	By March 2008 Review Exit Policy and all others procedures that feed into it	By March 2007 to have implemented a Dismissal Policy as required under the Disputes Resolution Regulations 2004 By March 2008 to have reviewed and developed Exit policy and procedures % grievances Reduced number of complaints raised in exit interviews Reduced number of complaints regarding processes of leaving the service		nil			HR Timeline Revised Terms and Conditions of Employment HR Timeline Occupational, Health, Safety & Welfare

5a


Area: Pay and Rewards
Issue: Pay and Reward System
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR3 MTP: HR: 4.1.7 CPA: 39, 69, 73, 87	(i) By March 2008 all posts to be subject to job evaluation and alignment to appropriate role maps	Head of HR	By March 2006 outcome of job evaluation for Grey Book posts completed and published All Grey Book posts aligned to appropriate role maps by March 2006		All Green Book posts aligned to role maps by September 2007	All posts on establishment aligned to role maps by March 2008		Budget provision for increase pay and back pay
MR1 MTP: HR: 4.1.7 CPA: 5, 7, 39	(ii) By March 2008 to have implemented modernised pay systems	Head of HR	By March 2006 to have developed and implemented policy on rank to role assimilation, development and competent rates of pay	By July 2006 to have a policy established on Additional Responsibility Allowances (ARAs) By March 2007 to have in place a system for periodic review of roles		% of employees satisfied that their pay is fairly determined and reflects their responsibilities and competence		Nil ARAs to be paid subject to funds being available from existing resources			HR Timeline Revised Terms and Conditions of Employment
	(iii) By March 2008 to have implemented modernised pay systems By March 2008 to have developed a Fair Pay Policy	D H of HR		By July 2006 to have engaged an external consultant to carry out a full equal pay audit By March 2007 to have carried out equal pay audit and to have positively commenced addressing any issues arising from this	By March 2008 to have established programme of regular equal pay audits.	% of top 5% of earners who are: - Women. - From minority ethnic communities. - Disabled Outcome of Equal Pay Audit reflects compliance with Equal Pay legislation Policy on Fair Pay established	BVPI 11		Costs to be identified and allocated from existing resources

5b


Area: Pay and Rewards
Issue: Conditions of Service
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MTP: HR: CPA: 69	(i) By March 2008 to have assessed the potential for harmonisation of Green and Grey Book Staff on all conditions of Service	ERM	By March 2006, policies regarding Single Status are developed in partnership with all Trade Unions and benefits are harmonised where possible taking account of varying conditions of service	Intentionally blank	By March 2008 to have considered long term position for achieving a single status for all employees taking account of the varying conditions of service, in terms of People Strategy Development	All policies are the subject of consultation and equality impact assessed		nil			HR Timeline Revised Terms and Conditions of Employment
MR1 MTP: HR: 4.1.1 CPA:	(ii) By March 2008 employees will be provided with a cost-neutral package of pay and non pay benefits	DHofHR			By March 2008 a range `cafeteria' of benefits available to all employees to choose according to life cycle position			nil
MR1 MTP: HR: 4.1.1 CPA: 54, 65, 66	(iii) By March 2008 all employees will have a clear picture of their role and Service expectations from them	DHofHR		By December 2006 all employees will have up to date contracts of employment and job descriptions		100% of employees will have up to date contracts of employment and job descriptions		nil
MR1 MTP: HR: 4.1.1 CPA: 56, 65, 66	(iv) By March 2008 ensure that conditions of service support performance management and continuous improvement in line with annual review of the IRMP	Head of HR		By September 2006 identify issues in consultation with representative bodies for areas of local negotiation and consultation		Draft people strategy developed by September each year to show conditions of service issues identified for local agreement in coming year		nil

5c


Area: Pay and Rewards
Issue: Pensions
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MTP: HR: 4.1.4 CPA:	(i) By March 2008 to be fully supporting all employees with regard to pension schemes	DHofHR		By April 2006 to have arrangements in place to implement the new firefighters pension scheme	By March 2008 to have arrangements in place to implement the new Local Government Pension Scheme (LGPS)	By April 2006 to have implemented arrangements for the new firefighters pension scheme By March 2008 to have arrangements in place to implement the new Local Government Pension Scheme (LGPS)		nil
	(ii) By March 2008 to be fully supporting staff with regard to pension schemes	DHofHR	By April 2006 to have retirement procedures in place to implement revisions to existing pension schemes for all employees	Intentionally blank	Intentionally blank	By April 2006 to have retirement procedures in place to implement revisions to existing pension schemes for all employees		nil
MR1 MTP: HR: 4.1.1 CPA: 7, 27, 51	(iii) To strengthen the workforce planning processes	DHofHR	Intentionally blank	Intentionally blank.	By September 2007 to have developed pension `scenario' planning to inform our workforce planning and medium term financial plan	By March 2008 to have implemented robust pension planning arrangements as part of the workforce planning process		nil			HR Timeline Performance Management & Assessment

6a


Area: Developing the Organisation
Issue: HR Management Information
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR 2 MR 9 MR 10 MTP: HR: 4.1.1 CPA: 65, 66, 84, 85	(i) By March 2008 to have introduced a new HR/Training Management Information System to provide sound performance management information and reports to support all managers and assist decision making	DCO	By March 2006 to have identified data requirements and physical resources to support performance management and workforce planning requirements	By March 2007 to have commenced procurement process for new HR/Training management information system	By March 2008 to have fully implemented new HR/Training management information system with fully functional reporting processes	HR data and resource requirements identified by March 2006. HR data and resources requirements implemented by March 2008 % statistical reports produced within requirements/ deadlines	HMI Statistics		Costs to be determined - subject to tender process . To be funded from existing resources - Training budget		HR Timeline Performance Management and Assessment
MR1 MR2 MTP: HR 4.1.2 CPA: 21, 22, 25, 37, 51, 52, 76	(ii) By March 2008 to better support managers throughout the service with timely and relevant HR policies and management information systems	Head of HR	By December 2005 to have developed a prioritised, rank ordered list of HR policies and plans for policy development which will be equality impact assessed as part of development or revisions	To undertake a review of policy register in view of emerging issues and Equality Impact Assessment outcomes and to update accordingly	On-going review of policy register in view of emerging issues and Equality Impact Assessment outcomes and to update accordingly	Trade Unions consulted on Policy/ procedures/terms and conditions changes, as part of `red letter' days Constructive feedback from Trade Unions Meetings held annually with our Trade Unions / employee representatives to discuss People Strategy and HR issues. (4 per year)	FRS Framework Document	nil			SE HRDG Medium term plan Workplace Partnership Agreement Marketing and Communications Strategy HR Timeline Revised Terms and Conditions of Employment HR Timeline Performance Management and Assessment
	(iii) By March 2008 to better support managers throughout the service with timely and relevant HR policies and management information systems	Head of HR	By March 2006 to have developed and implemented 100% of HR policies identified for 2005/06	By March 2007 to have developed and implemented 100% of HR policies identified for 2006/07	By March 2008 to have developed and implemented 100% of HR policies identified for 2007/08	100% of policies completed and implemented within plan timescales		nil			Workplace Partnership Agreement HR Timeline Revised Terms and Conditions of Employment


*IRMP 200* *Functional MTPs* *(CPA*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR2 MR9 MR10 MTP: HR: 4.1.1 CPA: 84, 85	(iv) That managers and employees can access HR policies, procedures, guidance notes and templates on our Web Publishing System (WPS)	DhoHR/ IS Manager	By March 2006 information relating to HR will be comprehensive and up to date and able to be accessed by managers using the WPS	By March 2007, the information will be revised and updated to meet managers' needs	By March 2008, the information will be revised and updated to meet managers' needs	Managers apply procedures consistently and involve HR at appropriate points. Employee survey reduction in key HR actions eg. - Disciplinaries -Grievances - Complaints of harassment or bullying		nil			HR Timeline Performance Management and Assessment
MR1 MR10 MTP: HR: 4.1.1 CPA: 22, 84, 85	(v) Enable all new HR systems to be integrated/be networked to other relevant Service/HCC databases/ systems or at minimum provide easily accessible hotlinks. Enable integrated payroll, HR, training, medical data management.	DhoHR/ IS Manager				Identify links to other systems at business analysis stage Any HR database being considered to be examined for potential to be produced from existing systems. Review existing software systems. Evidence of consideration of links on all HR system development. Evidence of consideration of existing systems Business analysis completed with any specifications completed by December 2005.		nil			HR Timeline Performance Management and Assessment


*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*

MR1 MR9 MTP: HR: 4.1.1 CPA: 65, 84	(vi) By March 2008 HR systems will be rationalised for ease of data input, management and extraction	DhoHR/ IS Manager	Replacement of old systems RFI. March 2005 Revelation. December 2005					Costs found from existing resources			HR Timeline Performance Management and Assessment
MR1 MR10 MTP: HR: 4.1.1 CPA: 22, 37, 65, 84, 85	(vii) By March 2008 there will be a reduction in central data and control of management data input and access will be devolved to employees/managers	DhoHR/ IS Manager		By March 2007 we will have implemented the Employee Self Service and Managers Desk Top, including training							HR Timeline Performance Management and Assessment

6b


Area: Attracting, Recruiting and Retaining Staff
Issue: Strengthening People Management Practice
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR2 MTP: HR 4.1.2 CPA: 21, 22, 24, 25, 37, 39, 51, 52, 69, 76	(i) By March 2008 to have ensured that managers are confident to properly and consistently apply employee relations policies and practices	ERM	By March 2006 to have developed and implemented employee relations policies and procedures in line with national revisions and regional timescales	By April 2006 to have carried out a review of all employee relations policies and procedures in line with regional work plans and medium term plan.	By March 2008 to have reviewed the effectiveness of the revised policies and procedures and training programmes to provide adequate training for managers to fulfil their roles regarding people management	Improved attendance figures Sickness absence statistics Ill-health retirement cases	BVPI 12 BVPI 15	ER budget	ER budget	ER budget	SE HRDG medium term plan HR Timeline Revised Terms and Conditions of Employment
	(ii) By March 2008 to have ensured that managers are confident to properly and consistently apply employee relations policies and practices	ERM / SDO(T)		By April 2006 to have carried out a training needs analysis and produced a strategy and plan for managerial training in employee relations issues		% of employee complaints, grievances or discipline cases reaching formal level of procedure
MR1 MR2 MTP: HR 4.1.2 CPA: 36, 37, 38, 51, 52, 55, 82	(iii) By March 2008 to have increased the confidence of our managers to engage with our trade unions and employees as regards consultation on local matters	ERM SDO(T)	By September 2005 to have identified managers' levels of consultation skills and training solutions to support the gaps in skills and knowledge	By September 2006 to have identified, developed and implemented improved practices to strengthen partnership working with representative bodies including better engagement through cross-functional working	Continue to improve on partnership / cross functional working	By September 2006 to have implemented identified policy and practices to strengthen partnership / cross functional / cross level working on key issues.					HR Timeline Revised Terms and Conditions of Employment
MR1 MR2 MTP: HR 4.1.2 CPA: 21, 22, 24, 25, 37, 39, 51, 52, 69, 76	(iv) By March 2008 to have raised the levels of performance and professional standards to support continuous improvement	ERM	By September 2005 to have developed and implemented revised disciplinary procedures for uniformed roles, through regional collaboration, based on ACAS procedures	Intentionally blank	By September 2008 to have revised and implemented disciplinary policy and procedures, based on ACAS procedures, for all employees	By September 12005 introduced revised disciplinary procedures for uniformed roles based on ACAS principles By September 2008 to have introduced consistent disciplinary procedures for all employees based on ACAS procedures	Not yet identified.				Learning and Development Strategy HR Timeline Revised Terms and Conditions of Employment
	(v) By March 2008 to have raised the levels of performance and professional standards to support continuous improvement	ERM	By March 2006 to have developed and implemented revised Service processes to allow investigation and hearing of disciplinary issues to support the revised procedures, clearly defining roles and responsibilities	Intentionally blank	Intentionally blank	By March 2006 to have introduced revised Service internal processes to support new discipline procedures, clearly defining roles and responsibilities		nil
	(vi) By March 2008 to have raised awareness of procedures and processes regarding conduct at work to support continuous improvement	ERM	Intentionally blank	Intentionally blank	By March 2008 to have reviewed and implemented revised code of conduct for all employees and raised the level of awareness in `whistle blowing' procedures	By March 2008 to have implemented revised code of conduct and raised the level of awareness in `whistle blowing' procedures % of employees who state that they are aware of and understand what the code of conduct means % of employees who state that they are aware of and understand what the `whistle blowing' procedures are

6c


Area: Developing the Capacity of Human Resources
Issue: Optimising contribution of HR
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
			.	.		.
MR1 MR 2 MR4 MTP: HR: 4.1.2 CPA: 39, 47, 69,	(i) By March 2008 to have increased the capacity of the HR function through improved regional working.	Head of HR	By March 2006 to have developed a regional People Management Strategy which focuses on the key areas of activity in the 3 key areas of Employee Resourcing, Development and Relations: Employee Resourcing: Recruitment processes, Assessment and Development Centres, working patterns, job evaluation, occupational health Employee Development: development programmes; training of assessors and verifiers; training strategies Employee Relations: HR policies; work-life balance; terms and conditions of service; equality and diversity	By December 2006 to develop a Service Level Agreement between HR function and other HFRS functions and between HR function and SE HRDG to increase HR capacity and effectiveness	.	By December 2006 to have implemented protocols and Service Level Agreements as appropriate for all HR local and regional partnerships By December 2005 to have a regional strategy for Supervisory Manager ADC	FRS National Framework.	nil			SE HRDG Medium term plan and timelines HR Timeline Revised Terms and Conditions of Employment HR Timeline Performance Management and Assessment
MR1 MTP: HR: 4.1.1 CPA: 62, 82	(ii) By March 2008 there will be greater clarity of purpose in HR projects By March 2008 we will consistently apply project management processes and(Prince II for larger projects	Head of HR	HR top level timelines linked to corporate aims and objectives Project plans for larger projects produced and managed by allocated team members using project management principles and Prince II methodology for larger projects Local timelines produced and managed by allocated HR team members			HR Function 3 year medium term revised commencing November each year. Progress from previous year assessed and reported on to HR Committee at end of year as part of performance review process. Projects managed via project management principles		nil			HR Timeline Performance Management and Assessment
MR1 MR8 MTP: HR: 4.1.1 CPA: 25, 37	(iii) Communicate HR services internally and externally in a timely and accurate manner	Head of HR	By March 2006, HR branding will be established. Role and contact points for HR function will be communicated to all managers as part of the Marketing and Communications Strategy, particularly to reflect changes to role and responsibilities of HR teams	On-going	On-going	Managers apply procedures consistently and involve HR at appropriate points. Employee survey. reduction in key HR actions eg. - Disciplinaries - Grievances Complaints of harassment or bullying		nil			HR Timeline Revised Terms and Conditions of Employment
MR1 MTP: HR: 4.1.1 CPA: 48, 63, 73	(iv) By March 2008 we will have reviewed all our tender processes to ensure compliance in all areas of outsourcing	DHofHR	By March 2006 HR cost centres will be identified with costs and on costs By March 2006 we will publish our tender for Recruitment Agencies By March 2006 we will publish our tender for Advertising Agencies		Tender for legal services. September 2009	% of outsourced HR activities will be subjected to value for money and auditable process		HR Ops budget - tender process to determine cost			HR Timeline Performance Management and Assessment
MR1 MTP: HR: 4.1.2 4.1.4 CPA: 23, 39, 54, 56, 58, 69	(v) By March 2008 to have increased capacity of HR in attracting and selecting a diverse workforce	Head of HR	By March 2006 to have built capacity throughout the Service by strengthening our approach to, and participating in regional working on recruitment and selection processes	By March 2007 to have built capacity throughout the Service by strengthening our approach to, and participating in regional working on recruitment and selection processes	By March 2008 to have built capacity throughout the Service by strengthening our approach to, and participating in regional working on recruitment and selection processes	By March 2008 to have a regional agreement on recruitment and selection arrangements in place % of candidates feeding back positively from assessment processes Costs of recruitment and assessment Average length of time taken to fill vacancies	BVPI 17, BVPI 11a, 11b and 11c Fire and Rescue Service national framework 2005/2006	nil	To be developed in 2005/2006	To be developed in 2005/2006	Fire and Rescue Service national framework 2005/2006 Link to regional HR work programme
MR1 MTP: HR: 4.1.2 CPA: 7, 69	(vi) By March 2008 to lead the regional rationalisation of HR Services in line with RMB position	Head of HR	Establish HR team members on Regional/National Working Groups			HFRS represented on all HR SE HRDG working groups by December 2005		nil
MR1 MTP: HR: 4.1.1 CPA: 35, 62, 73	(vii) By March 2008 to support HR function by innovative contracting	Head of HR	Intentionally blank	Intentionally blank	By March 2008 to have explored options for increased HR capacity by outsourcing appropriate HR functions	By March 2008 to have increased the number of HR functions outsourced		nil
	(viii) By March 2008 to have the right people and management structures in place to support performance improvement	Head of HR	Intentionally blank.	By March 2007 to have implemented revised HR structures to deliver continuous improvement	Intentionally blank.			nil

6d


Area: Developing the Capacity of Human Resources
Issue: Developing HR professionals
*IRMP 200* *Functional MTPs* *(CPA)*	*People Management Objectives*	*Lead*	*People Management Priorities*			*Performance Indicators*	*National Benchmarking Data/Reports*	*Direct Financial Resources*			*Gap Analysis Reference and Supporting*
			*2005/2006*	*2006/2007*	*2007/2008*			*2005/2006*	*2006/2007*	*2007/2008*	*Information*
MR1 MR2 MTP: HR: 4.1.3 CPA: 54	(i) By March 2008 to have the right people management structures in place to support performance improvement	Head of HR	By March 2006 to identify levels of qualifications for HR professionals and feed employee requirements into Training Plan	By July 2006 to have undertaken HR function review based on outcomes to deliver people strategy and implement interim structures including HR roles and responsibilities across the service By March 2007 to deliver identified development programmes for HR professionals	By March 2008 development requirements of HR function delivered to Training	Requirements for HR professional qualifications and training courses identified and fed into Training programme by July each year	National Framework Document	nil

JMcN/PeopleStrategy/ v7.17.11.05

Groups/Sec/WP/Word/Corporate/HFRA HFRA HR 29 11 05 Action Plan Appx 3 JMC/18/11/2005

This content is archived

DRAFT v7 17.11.05 - Appendix 3

1a

1b

1c

1d

1e

MR 1

MR 1

CPA: 7, 21, 24 25, 33, 36, 37, 55

1f

1g

1h

2a

2b

2c

3a

3b

3c

MR2

3dArea: Developing Workforce Skills and Capacity

4a

4b

4c

4d

5a

5b

5c

6a

MR 10

MR1 MR2

MR1 MR10

6b

MR1 MR2

MR1 MR2

6c

6d