Appendix C

THE SOUTH EAST HR PARTNERSHIP

19 October 2005

This paper seeks to outline a proposal for the establishment of a South East Human Resources partnership. Following feedback from the RMB on the paper `Appointment of Regional HR Advisor' submitted to the meeting on 13 July 2005, the new proposal seeks to establish a voluntary collaborative partnership. The aim of the partnership is initially to address the introduction of new firefighter selection tests and assessment and development centres for existing staff. Both activities are fundamental elements of the Integrated Personal Development System (IPDS) and have considerable resource implications.

Following on from the early paper to the RMB on 13 July, it is clear that whilst the HR Workstream is making considerable progress in terms of regional HR policy development and sharing good practice, there is insufficient capacity to address further projects associated with modernisation which may reap efficiency savings. It is not possible under the present workloads to expect more from this group, nor to reprioritise its work.

It is also apparent that given the varying governance arrangements, it is not appropriate for some Authorities to commit to dedicated HR resources outside their jurisdiction. At the same time, if we are to achieve full implementation of IPDS by April 2007, there is an urgent requirement to install new systems for the selection, assessment and development of staff, activities which clearly straddle both the HR and Training workstreams. A number of Authorities have already run such centres and are aware of the enormous resource commitment of these activities. Increasingly, it appears that few Services have the capacity or resources to run these individually and as such, are looking to share resources with others. Something which is encouraged in the latest Fire and Rescue Service Circular dealing with staff selection and development.

Rather than rely on assent from all nine Authorities before proceeding, the proposal is to establish a partnership arrangement which seeks voluntary commitment from partners for a two year period to develop and then implement a selection, assessment and development service which is IPDS compliant. It is envisaged that ultimately this service is likely to be provided by external suppliers and thus the partnership would provide the vehicle for managing the necessary contract. Ultimately, the partnership would also provide a framework upon which to explore other provision which may be attractive to some, but not all South East Authorities (such as Occupational Health).

This proposal for a partnership has been consulted upon with members of the HRDG who have agreed the principle.

1. To recognise current work of the HRDG and its on-going work programme.

2. To embrace the principle of establishing a South East HR partnership.

3. For individual Authorities to consider their desire to become a partner at this stage.

This partnership principle accepts that not all Authorities are able, or willing, to invest in dedicated collaborative resources, but for those that are, the opportunities to gain efficiencies through sharing resources can be achieved.

LEAD/CONTACT OFFICER: Chief Officer John Bonney, Hampshire Fire and Rescue Service

TELEPHONE NUMBER: 02380 626834

EMAIL: [email protected]

BACKGROUND PAPERS:

BACKGROUND

The Human Resource Workstream in the last 18 months has worked hard to deliver HR policy and practice required to support modernisation. This has been achieved through three main work areas; Employee Resourcing, Employee Development and Employee Relations.

Listed below is the work achieved to date by the Human Resources Development Group:

South East Regional Website

A South East Regional website has been established.

Job Evaluation

A regional draft policy, protocols, process, local conventions and standard paperwork is complete. These now need to be consulted on at a local level within each Fire and Rescue Service ready for implementation in accordance with local timescales and resourcing constraints. Training for job analysts and job evaluators and a number of union representatives at a local, regional and national level has now been carried out and this will assist in consistency of application.

The implementation of job evaluation and resulting appeals is still outstanding and the target date for completion is April 2006.

Regional Control Centres

This is being progressed by Human Resources practitioners regionally with a steer from the Regional Control Centre Project Board following improved communications and understanding of the role of the two groups. There is now greater consistency in how certain key stages are being approached, whilst recognising that each Fire and Rescue Service maintains responsibility for making necessary amendments in line with local constraints and business needs, e.g. standardised information to employees, the sharing of feedback from consultation on policy on retention payments; standard letter and information pack regarding TUPE and associated issues ready to be given to employees following location announcement.

Firefighter Selection Tests

Hampshire is piloting the new national tests on behalf of the South East Region - commenced in August 2005. Benefits include learning experiences and data from pilots including the resource implications which will be shared throughout the region. For the future, costs will be shared regarding advertising and other initiatives.

Working Patterns and Duty Systems

A CFOA document, produced by the South East HR practitioners, has been circulated to the region and further work is to be carried out regarding outcomes and practical experiences as this develops.

Discipline Policy

A regional policy has been developed and this has been consulted on locally in all nine Fire and Rescue Authorities and is implemented in eight, the final one completing consultation.

Grievance Procedure

A draft regional policy has been developed and circulated to Fire and Rescue Services for comment locally before implementation.

Capability

A policy and procedure has been drafted. Formal consultation is to commence locally before implementation.

Family Friendly Policies

A draft policy has been developed to be circulated to the region for comment before formal consultation locally.

Equality and Diversity

A regional strategy on equality and diversity has been agreed at the Regional Management Board.

Disability Issues

As a region we have signed up to using the agency Remploy for matters relating to disability.

Vocational Qualifications

Plans are in place for a move towards a regional model. However, the potential cost of implementation is prohibiting progress.

Learning and Development Strategy

Regional views have been submitted as part of a consultation process.

Notwithstanding the above, the National Framework lays out expectations in a whole host of areas where further Human Resource work is required.

Consolidation of conditions of Service - 6^th Edition Grey Book following 2003 National Agreement and harmonisation with other employee groups

· Regional People strategy

· Regional Pay and Workforce strategy

· Occupational Health - review of standards and services

· Regional Action Plan to reduce sickness absence and monitor progress

· Completion of job evaluation

· Equal Pay audit

· Pensions

· Regional Control Centres

· Finalise regional process for firefighter selection process

· Finalise regional process for ADCs

· Regional programme for training assessors and verifiers

· Working Patterns and Duty Systems - development of options / sharing of experiences

· Increase HR capacity

· Development of skilled, professional and strategic HR functions

· Develop HR metrics

In addition, there is an extensive programme of policy development which includes:

· Disability relating to employment and Occupational Health

· Work life balance

· Dignity at Work, including Bullying and harassment

· Pay and Allowances

· Freedom of Information and Data Protection Acts

· Alcohol and Substance Misuse

· Consultation and Negotiation

· Leave including Facilities Agreement for Trade Unions

· Flexible Working - remaining items

· Recording/Monitoring working hours (Working Time Regulations)

· Sickness/Ill Health Management

· Recruitment, Retention, Redundancy for Regional Control Centres

· Accreditation for prior and experiential learning

· Mobility

· Occupational Health and Health and Safety

· Medical Advice Services

REPORT

From the above it is clear that there remains a huge workload for the HR workstream and thus by implication for the Training workstream as well. The paper to the RMB in July 2005 sought to address this by establishing dedicated HR resources for the region. During the RMB meeting, a number of concerns were raised regarding the appointment of a Regional Human Resources Advisor. Having considered the feedback from the meeting and reconsidered the current workload of the Human Resource and Training Workstream, the following is put forward as an alternative proposal for RMB consideration.

The selection, assessment and development of staff which already requires considerable resources under the IPD system, will become increasingly sophisticated and complex and as such, more resource intensive. This is inevitable given the requirements for consistency, legitimacy and rigour of IPDS.

As an illustration, initial projections for assessment and development centres for just supervisory managers in the South East region per annum could have costs in the region of £600k. This is an enormous project that cannot be met within our current capacity. As such, an alternative method of meeting that challenge is set out below.

PROPOSAL

To offer to the Fire Services of the South East the opportunity to join a South East Human Resource partnership. The principal aim of which will be to ensure there is sufficient capacity to deliver the Assessment and Development Centres required by the full implementation of IPDS. This human resources partnership would be managed by Hampshire Fire and Rescue Service as the lead Authority. Its primary objective would be to develop and implement human resource services for the benefit of the partners concentrating in the first instance on Assessment and Development Centres. Efficiencies would be achieved through the collaborative approach to such services.

The partnership would be developed through a 2 stage approach:

Stage 1

The appointment of a Human Resources Advisor to the partnership, this would be a two year secondment managed by Hampshire Fire and Rescue Service. The objective in the first 12 months would be:

· To establish a formal partnership agreement between the collaboration partners.

· To develop an agreed business case for delivering Firefighter Selection and Assessment and Development Centre services for the collaboration partners, recognising the intended training facilities survey due to be conducted.

· To be involved in and knowledgeable of the work of the HRDG but not to be a resource for progression of the work plan.

· To establish a costing model for Stage 2 of the Human Resources partnership to ensure contribution reflects benefits derived from the service provided.

Costs for stage one would be an equal share of £90,000 and up to a maximum of £15,000 which represents costs for the secondee's salary and expenses. This sum would also provide a small administrative budget to start the partnership. Other facility costs will be borne by the lead Authority.

Fire Services in the South East will be encouraged to become members of the partnership and it is hoped that all nine Services will join this collaborative approach to human resource services. However, it is realised from the discussion at RMB that this may not be the case. Therefore to improve budget planning and give a clear indication to potential partners, a maximum figure has been set of £15,000 for Stage 1. If more than six partners join the collaboration this figure will reduce pro rata. If less than six partners join, then the Lead Authority (Hampshire Fire and Rescue Service) will bear the financial shortfall.

Stage 2

It is anticipated that this will be established within the second year. The primary aim of Stage 2 will:

· be the establishment of a collaborative firefighter selection and Assessment and Development Centre for all partners. It is anticipated that this service will be outsourced to reduce the resource implications upon partner services and would be operated from an agreed non-fire service location to reduce the impact on any one of the partners. However, this would be subject to the development of an extensive business case.

Costs will be shared in accordance with the proposals developed in Stage 1. Partners will be free to opt in or out of the Partnership prior to the commencement of Stage 2. If partners opt in, a back payment to Stage 1 will be applied. Partners signing up for Stage 2 will do so for a fixed period to be agreed through the costing model.

Resources will be required from the partner services through both Stage 1 and 2. In Stage 1, this would be to manage the partnership through a management board comprising officers from the involved services, provide consultation and feedback on proposals and signing of the partnership agreement. In stage 2, although the primary focus is to outsource as much as possible, it is envisaged that there would be some resource requirements in running the service. It is felt that partners may want an element of involvement in this to ensure the quality and direction of service provision is capable of being carefully maintained in the initial stages.

It is anticipated that as these services are established, there will be a requirement to develop a small team to manage the contracts and service provision. Clearly this would be fully detailed in any agreement to be signed. Importantly, adopting a partnership model which does not require all nine Authorities of the South East to commit to before proceeding helps to recognise the various governance arrangements and capacities across the region. As such, it is anticipated that the Human Resource Advisor role would be developed beyond Assessment and Development Centres to seek out new opportunities to grow the partnership services. Other areas of consideration would be Schemes of Work and Occupational Health Safety and Welfare.

IMPLICATIONS

Costs:

Stage 1

· Up to a maximum of £15,000 per partner.

Stage 2

· Membership cost - administration and central support

· Variable costs (cost per candidate/applicant)

· Resource cost (human/facilities/management)

Benefits of this approach would be:

· Consistency of policy and implementation.

· Efficiencies through the collaborative approach i.e. advertising, shared human resource and purchase of teat equipment.

· A consistent and auditable approach to Equality Impact Assessment.

· Quality Assurance linked to the National Learning and Development Strategy and other related guidance.

· Cashable savings for efficiency statements.

· Opportunity to research further areas of HR service collaboration.

CONCLUSION

It is recognised that all Authorities are at different stages in the implementation of the Integrated Personal Development System. However, all Authorities will require mechanisms for the selection, assessment and development of staff which are IPDS compliant. Given this and the anticipated resources requirement, a collaborative approach makes practical sense. Notwithstanding that some Authorities may feel unable to commit to such a partnership at present, it would not be appropriate that their inability should prevent others moving forward jointly. Hence the proposal here is for the partnership to be a means for collaboration which provides individual Authorities with the choice to participate.