Archived decisions

Theme

Engaging our staff and communities

1

Area for improvement

Engaging our staff

Not all our staff are fully committed to, and engaged with, the modernisation agenda. This has been confirmed in recent employee satisfaction surveys. We have identified this as a strategic risk which was also commented on in our Comprehensive Performance Assessment.

We recognise that following the turbulent period of industrial action and the emergent agenda for significant change and modernisation of the Service, some staff will feel undervalued and alienated. However, we are also acutely aware that the positive engagement and commitment of our staff is critical to the successful delivery of our key objectives and for the achievement of continuous improvement.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

1.1

We will continuously improve internal communications with our staff by implementing initiatives and actions that seek to address any reasonable concerns and issues expressed through employee satisfaction surveys and other consultative exercises (including personal development reviews) with the aim of improving genuine staff engagement. Specifically we have taken, or will take the following actions:

Strategic Risk Register

IRMP (MR1) - Workforce Plan and People Strategy

Chief Officer

1.1.1

_

_

_

Produced (in August 2005) a marketing & communications strategy and plan which included:

o Publication of `Exchange' in-house magazine (from December 2005)

o Publication of IRMP Xtra and other Service bulletins (ongoing)

o Instigation of meetings between the Chief Officer and `Direct Reports' (from January 2006)

o Improved format of Service Management Team visits to stations and work groups (from October 2005)

o Proposals for a new staff suggestion scheme (proposed for April 2007)

IRMP (MR8)

Marketing & Communications Strategy

Head of Marketing & Communications

1.2

Continue to monitor staff satisfaction through regular surveys. The next survey will be conducted between April and May 2007.

We will conduct a `cultural audit' of our staff in September 2006.

Results and actions arising from last employee survey

IRMP (MR9)

Cllr representative/ Performance Review Manager

1.3

_

Successfully gained greater engagement of staff and members of the HFRA in the development of the IRMP through an extensive consultation exercise from September 2005 to January 2006. Over 30 consultation events and activities were staged.

IRMP Consultation Strategy

Member representative/ Performance Review Manager

Head of Marketing & Communications

1.4

_

A Workforce Strategy and plan was first produced in December 2005. It has been revised, and this version is due for publication during quarter 2 of 2006/07.

IRMP (MR1);

Workforce Plan

Member representative/ Head of Human Resources

1.5

Implementation of the Workforce Plan and Action Plan progressively from April 2006.

IRMP (MR1);

Workforce Plan

Member representative/

Head of Human Resources

1.6

Implement from 2006, a communications `Sounding Board' / `Communications Think Tank' / Communication Consultation Group / involving staff from all sections of the Service.

IRMP (MR8);

Marketing & Communications Strategy

Member representative/

Head of Marketing & Communications

1.7

The process and actions to achieve Investors in People (IIP) accreditation by April 2007 will not only help to engage staff, but also assist to align the culture with our core values.

IRMP (MR5);

Training & Development Medium Term Plan

IIP Action Plan

HR Committee Member

Head of training & Development

1.8

An integral aspect of achieving IIP accreditation for the whole organisation involves the implementation of an improved Personal Development Review (PDR) staff appraisal system. The necessary training will be delivered to 30 staff during 2006/07 and the system will be implemented by April 2007.

IRMP (MR4&5);

Training & Development Medium Term Plan

IIP Action Plan

HR Committee Member

Head of Training & Development

1.9

Our review of the `lessons learned' from the 2005 IRMP consultation process has identified the need to provide staff with an opportunity - at the beginning of the IRMP consultation process - to meet to `whiteboard' proposals for consideration and inclusion in future editions of our IRMP. Two sessions to take place with external facilitator for employees to put forward ideas on what to include/ exclude from IRMP in September 2006.

Principal Officers

Performance Review Manager

Head of Marketing & Communications

2

Area for improvement

Engaging our communities

We recognise that if we are to develop effective plans and implement actions for improving public safety we need to work closely with local communities, improve communication with them so as to encourage their input and gain their confidence in all that we do.

Communication with the community has been adversely affected by the industrial action.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

2.1

Our engagement with black and ethnic minority groups and other at risk groups has suffered because of a previously fragmented approach. We are addressing this through:

IRMP (PR3, PR4, PR5, PR6)

Strategic Risk Register

Race Equality Scheme

Member representative/

Deputy Chief Officer

2.1.2

The establishment of community outreach workers as part of our overall Equality and Diversity strategy.

Race Equality Scheme

Disability Equality Scheme (Dec 06)

Gender Equality Scheme (April 07)

Deputy Chief Officer

2.1.3

_

The establishment of an External Equality & Diversity Consultative and Advisory Group and our disability involvement.

Race Equality Scheme

Disability Equality Scheme (Sept 06)

Group Manager - Equality & Diversity/ Equality & Diversity Advisor

2.1.4

_

The development of a marketing and communications strategy which specifically identifies gender, age, people from black and ethnic minority groups as and people with disabilities as key target audiences.

Marketing & Communications Strategy

Head of Marketing & Communications

Group Manager - Equality & Diversity

2.1.5

_

Review and improve our IRMP consultation process to increase communication with harder to reach groups (black and ethnic minority community groups, disabled groups, older people).

Consultation Strategy

Performance Review Manager

Group Manager - Equality & Diversity

2.1.6

_

Our published Comprehensive Equality Policy and associated Race Equality Scheme includes a consultation process and methods to improve accessibility and communication links with our Black and Ethnic Minority communities. Our Disability Equality and Gender Equality schemes will ensure similar benefits for these groups when published.

Race Equality Scheme Disability Equality Scheme (Dec 06) Gender Equality Scheme (April 07)

Member Representative/

Deputy Chief Officer

2.1.7

_

Through the establishment of a Fairness & Dignity Forum at different locations which actively encourages community leaders to engage in the debate to develop effective solutions and contribute to service planning and decision making.

Deputy Chief Officer

2.1.8

Appointment of a Community Fire Safety Older Person's Advocate in 2006/07

We will also be considering the appointment of an advocate to engage with our disabled communities in the future.

IRMP (PR4)

Head of Operations Support/CFS

3

Area for improvement

Develop a clearer framework for partnership working

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

3.1

Following development of Partnership Register, a Best Value Review (externally led) of the effectiveness of our partnerships was commissioned and is due to completed and submitted to Performance Review Committee in June 2006 for adoption by HFRA in September.

Best Value Performance Plan

Member representatives/

Director of Corporate Services

Performance Review Manager

3.2

_

Establish pump-priming funding at Group Manager level to support partnership activities. £10k per Group allocated from 2005/06.

Head of Operations Delivery

Head of Safety & Risk Management

Head of Financial & Office Services

3.3

_

We have committed to active participation in Hampshire's Local Public Service Agreement (2) in the areas of reducing deliberate fire and extending the Co-responder schemes, and will look at this from an equality perspective.

Hampshire LPSA2

IRMP(MR6)

Deputy Chief Officer

Head of Operations Support/CFS

Director of Corporate Services

4

Area for improvement

Using the results of consultation to inform the development of the IRMP

We are acutely aware that we need to demonstrate more clearly how our IRMP has been shaped and influenced through the consultation process particularly where the results of consultation are at odds with the initial proposals.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

4.1

_

We consider that our consultation process in 2005/06 - particularly in respect of our IRMP - has been much more thorough and robust than in previous years. However, we do accept that there is a need to better summarise and reflect the outcomes of the various consultation exercises in our various plans and actions. Where proposals are modified as a direct result of consultation exercises, we will make this explicit.

Consultation Strategy

IRMP Project Board

Performance Review Manager

Head of Marketing & Communications

4.2

_

We recognise that we have not always been as thorough as we could have been at feeding back from the consultation process. To address this, IRMP 2006 has a specific section on results on consultation and how we have responded to it. We have strengthened this through the publication of IRMP Xtra

Consultation Strategy IRMP (2006)

IRMP Xtra

IRMP Project Board

Performance Review Manager

Head of Marketing & Communications

5

Area for improvement

Maintaining stakeholder satisfaction

Generally, fire and rescue services enjoy extremely high levels of stakeholder satisfaction. However, we know that we cannot be complacent - particularly as we are carrying out an ambitious programme of modernisation which we know some stakeholders (staff and particular communities) may find difficult to fully accept and understand the rationale for the action being taken.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

5.1

Stakeholder satisfaction is clearly linked to both community and staff engagement. For that reason, we have conducted both staff and public satisfaction surveys and have undertaken an internal and external communications audit. These have helped to develop our Marketing and Communication Strategy and actions will be delivered over the next two years. (By the end of 2008). This has been followed by a proactive feedback strategy to staff and public.

Marketing & Communications Strategy

Head of Marketing & Communications

5.2

We will conduct the next public satisfaction survey during Autumn 2006.

Consultation Strategy

Performance Review Manager

5.3

We have strengthened the `after the incident' survey process in order to obtain improved levels of quantitative and qualitative feedback to inform our future plans.

Consultation Strategy

Performance Review Manager

5.4

Our review of the `lessons learned' from the 2005 IRMP consultation process identified that we need to do more to engage with the local business community in order to better understand its needs and concerns. We will identify some different approaches and initiatives to obtain improved levels of feedback from this important stakeholder group.

Consultation Strategy

Performance Review Manager

Head of Marketing & Communications

Theme

Managing our capacity to deliver

6

Area for improvement

Clarification of non-priorities

We are extremely good at listing out our aims, but not so good at explaining making it clear what our priorities are and the timescales in which we will achieve them.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

6.1

Having determined our priorities, we will interpret these in the IRMP Action Plan using "What? & Why?" and "How & When?" statements to justify their inclusion. We also recognise that some items are of lower priority and/or are less urgent. These are better reflected in our move to a three-year IRMP.

IRMP action plans for Preventing, Protecting, Responding, and Managing Resources.

Corporate Management Team

Chief Officer

6.2

Similarly, our various Medium Term Plans (most covering a three-year period) will be able to show the relative importance through the relative timing of actions and initiatives which will also take into account our capacity to deliver.

Medium-term functional (and other) business plans.

Service Management Team (SMT)

6.3

We need to be more explicit about what proposals, initiatives and actions we have decided to abandon, modify or delay in recognition of the problems of management and staff capacity. This will help to demonstrate to staff and reassure them that we take the problem of limited managerial resources very seriously.

Service Management Team

7

Area for improvement

Management capacity and increasing workloads

We recognise that our agenda for change is very ambitious and we need to consider more objectively the impact on our managers and their staff of implementing all the actions.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

7.1

We have a number of actions aimed at improving capacity:

7.1.1

_

The development and implementation of our Workforce Plan

Workforce Plan

IRMP (MR1)

Head of Human Resources

7.1.2

_

A further review of administrative support for retained stations was conducted and additional resources approved by the Authority from 2007/08.

Station support procedures and guidance

Head of Financial & Office Services

7.1.3

_

Increase discretionary budget to Group Managers and install a system of financial monitoring - £10k group per annum approved from within existing resources from 2005/06

IRMP2

Head of Financial & Office Services

Head of Operations Delivery

Head of Safety & Risk

7.1.4

The introduction and implementation of a new Performance Development Review system linked to personal development and organisational objectives. Training being carried out throughout 2006/07.

IRMP(MR4)

Head of Training and Development

7.1.5

_

Middle management and senior management review completed and approved by the Authority in September 2006

Middle Management Review Report and action plan

Deputy Chief Officer

7.1.6

Integrate Group and Station plans to meet key aims and objectives and engage middle managers more in key sessions around change management. A series of workshops to be undertaken in 2006.

Corporate planning process and Performance Management Framework

Head of Operations Delivery

SMT

7.1.7

Make increased use of outsourcing of projects and use of external consultancy services. Best Value Reviews (SLAs, Partnerships, duty systems, RDS review, Firelink, pay and awards and recognition of dedicated project managers) and job evaluation have been led or supported by external consultants.

Best Value Review Plans and other major reviews

SMT

7.1.8

Member Development Programme - an going commitment of training and awareness for Members with the aim of increasing their participation in, and knowledge of, major projects and initiatives.

IRMP (MR1)

Member representatives/

Head of Training and Development

8

Area for improvement

Management capacity to deliver the required level of change

We recognise that our agenda for change is needs to take into account our capacity to deliver and that this will require us to continually review and, where necessary, re-prioritise our plans and actions.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

8.1

Submission of a "capacity building fund" bid as a region. Bid submitted to the RMB in January 2006. In addition, involvement in regional approach to the review of Training, Assessment and Development Centres and Procurement.

RMB Business Plan (2006/07)

IRMP (MR1)

Member representatives/ Chief Officer

8.1.1

Development of an integrated set of supporting medium-term functional business plans - and Group & Station plans - that include challenging targets that are nevertheless realistic and achievable.

Medium-term functional business plans

Group plans

Station plans

SMT

Relevant Group/Station Managers

8.1.2

All our supporting plans to follow standard templates that are consistent with our corporate planning process and performance management framework, and which demonstrate clear links to the achievement of corporate aims and objectives.

Medium-term functional business plans

Group plans

Station plans

SMT

8.1.3

_

We will use, wherever appropriate, a standard report template with the aim of ensuring that SMT's and the Authority's decisions are taken based on information which has taken into account links to corporate aims, risk assessment, equality impact assessment, and resource implications. A template is in use which itself is kept under continual review.

Report template

Director of Corporate Services

8.1.4

Part of the process of gaining IIP accreditation is to develop the understanding, abilities, and capacity of our managers to lead their staff to deliver change locally. The IIP action plan is being implemented during 2006/07. A project team is in place to monitor and develop new initiatives.

IIP Implementation action plan

IRMP (MR1)

Workforce Plan

Head of Training and Development

8.2

_

Further training of our managers in the `Prince2' project management process will help to scope the resource implications and needs of major projects. During 2006/07 Green and Grey book managers will receive training.

Training Needs Analysis 2006/07

Head of Training and Development

Theme

Managing our performance and raising our game

9

Area for improvement

In relation to road safety initiatives, the need to make clearer links between identified actions and core business

Whilst initiatives to reduce the number of Road Traffic Collisions have not previously been a high corporate priority for the Authority, we are now undertaking a number of new and strengthened initiatives in this important area.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

9.1

To provide coherence to these initiatives and to demonstrate a link to core business, we have clarified and made explicit the initiatives and partnerships we will be pursing in the current IRMP.

IRMP(PR6)

Deputy Chief Officer

9.2

In September 2006 we will agree with the Fire Authority a new corporate aim in respect of Road Traffic Collisions.

SMT Away day - Minutes of Associated Action Plan (27/06/2006)

Performance Review Manager

10

Area for improvement

Performance monitoring prevails over performance management and improvement

We recognise that effective performance management and improvement is not just about systems of work, but is also an organisation cultural and behavioural issue.

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

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

10.1

_

We have clarified the key indicators we intend to focus on by: reducing our suite of local indicators, and concentrating on those that directly contribute to areas of improvement and our corporate aims.

Best Value Performance Indicators (BVPI's) and Local Performance Indicators (LPI's)

Flight Deck Indicators

Performance Review Committee (PRC)/

Service

Management Team (SMT)

10.2

_

A quarterly review of indicators and associated action plans takes place at Service Management Team (SMT) and at the Performance Review Committee.

BVPI's and LPI's

Performance Review Committee Minutes

Service Management Team Minutes (March/June 2006)

Performance Review Committee (PRC)/

Service

Management Team (SMT)

Director of Corporate Services

Performance Review Manager

10. 3

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

Phase 1 of the roll out to senior managers has been completed.

Phase 2 to Group Managers is due for completion in August 2006. Phase 2 has been facilitated by the upgrading of the IT network.

Performance Review Team Medium Term Plan

ICT Medium Term Plan

Director of Corporate Services

Performance Review Manager

Head of IT Services

10.4

We have extended the performance management culture by ensuring that Service and Group Plans are formally linked into the IRPM.

Group Plans

Station Plans

Head of Training and Development

10.5

The performance management system also operates at an individual level by means of the Personal Development Review system. This links personal objectives to organisational objectives, contributing to IRMP objectives and personal development. Training for this is due to be completed by March 2007.

IRMP MR4

Head of Training and Development

11

Area for improvement

A mixed picture of overall performance (BVPIs and LPIs) some key areas not improving

We completely accept that performance management and monitoring is of little use unless we can improve our performance. We have taken a strong line on lobbying for changes to some national indicators (BVPIs) where we consider that they are of little practical value and/or where we feel that national comparative data is potentially flawed.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

11.1

We will continue to make representations to improve the value and use of key performance indicators by participation national working groups (e.g. DCLG's Performance Assessment Working Group and its sub committees; CFOA work streams; Performance Improvement Network)

DCLG's and Audit Commission's CPA and subsequent Performance Framework

Circulars

Performance Improvement Network

Deputy Chief Officer

Director of Corporate Services

Performance Review Manager

11.2

The focus of our attention includes all of those areas where we need to improve. We have prioritised, and established targets and action plans for these performance indicators, which appear on the `flight deck'

The areas are:

Diversity (BV2a)

Room of Origin (BV 144)

Injuries (BV143ii)

Automatic Fire Detectors (BV 149i)

Speed of Response (LPI 20)

Flight Deck Indicators

Action plans identified in BVPI commentaries

Performance Review Committee

Member representative/

Service Management Team

Chief Officer

11.3

_

We have established key local performance indicators to provide assurance to the public that in progressing our modernisation agenda we will not compromise our ability to respond quickly and effectively to emergencies. We have set a target to attend all emergency calls within 8 minutes on 80% of occasions (8/80); and we will closely monitor our average attendance time to all incidents. We know from public consultation and public focus groups that this is something that is considered (by the public) to be of acute importance.

Chief Officer

Theme

Embedding risk management

12

Area for improvement

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

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

12.1

There is a quarterly review of the risk register by both SMT and CMT, to monitor the management of corporate risk. Recognising our capacity issue in this area, we intend to continue to work with external consultants.

Strategic Risk Register

Service Management Team Minutes April and July 2006

Corporate Management Team Minutes

Service Management Team

Performance Review Manager

Deputy Performance Review Manager

12.2

We will extend risk management training to elected members and Group Managers in order to embed the process across the organisation. Training for Group Managers is scheduled for September 2006 and for elected members during the third quarter of 2006/07

Risk Management Policy and Strategy

Performance Review Manager

Head of Training and Development

12.3

Business continuity has been identified as a substantial risk. We are developing robust and resilient external and internal plans. Recognising our capacity, we have engaged consultants to assist us in reviewing our current continuity arrangements.

IRMP (PR07)

Emergency Media Plan

Deputy Chief Officer

13

Area for improvement

Lack of a strategic approach to asset management

Whilst we have undertaken work in this area, we appreciate the need to strengthen the role of our Asset Management Working Group.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

13.1

We will continue our work to update the condition survey.

A draft asset management strategy will be in place by December 2006.

CPA

Deputy Chief Officer

Director of Corporate Services

Asset Management Group

13.2

We have committed to implementing the Code of Best Practice.

CPA

Property Services Medium Term Plan

Deputy Chief Officer

Director of Corporate Services

Asset Management Group

Theme

Living our values

14

Area for improvement

Cultural change requires greater acceptance of devolution.

Greater devolution has a behavioural aspect to it which will need to be addressed by both senior and middle managers through the Personal Development Review System and specified training.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

14.1

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

CPA

14.1.1

The introduction of the Personal Development Review System.

IRMP (MR4)

Head of Training & Development

14.1.2

The process and activities required to gain IIP accreditation will assist in aligning the culture to our core values.

Workforce Plan

Management Charter

Workforce Planning Steering Group

14.1.3

Improvement of performance management to provide decision support information at a local level by the implementation of a new management information software application. This will be developed to provide more timely and detailed (drill-down) analyses of information to satisfy the needs of managers at various levels in the organisation. It will facilitate the setting and monitoring of more localised targets (including those that are community-focused).

Phase 1 of the roll out to Senior managers has been completed.

Phase 2 to Group Managers is due for completion in August, 2006. Phase 2 has been facilitated by the upgrading of the IT network.

Performance Review Team Business Plan

ICT Medium Plan

Director of Corporate Services

Performance Review Manager

Head of IT Services

14.1.4

Capacity has been increased at a local level by devolving budgets to Group Managers, the introduction of station and group plans to engender a culture of local accountability and performance monitoring, and additional administrative support to stations. We are in the process of employing extra administration support for retained stations and this process is due to be completed by April 2007.

CPA

Head of Operations Delivery

Head of Safety & Risk Management

Head of Financial & Office Services

Head of Marketing & Communications

14.1.5

It has been identified that senior managers need to empower their middle managers by devolving decision making to them. Devolution of decision making has a structural and behavioural aspect to it.

14.1.6

The development of direct reports dialogue fosters an increased sense of trust and ownership between senior and middle managers.

Direct Reports Action Plan

Head of Marketing & Communications

Theme

Living our values

15

Area for improvement

Poor performance against BME and gender BVPI's

We have committed to becoming an example of best practice in this area.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

15.1

We now have a compliant Race Equality Scheme and the Workforce Planning Steering Group is in place to monitor the delivery of the action plan

Race Equality Scheme and Action Plan

Workforce Plan and Strategy

Member representatives

Chief Officer

Workforce Planning Steering Group/Local Diversity Group

15.2

_

We have established a team of three outreach workers and a diversity trainer.

Human Resources Medium Term Plan

Group Manager - Equality & Diversity

15.3

We have a number of specific positive actions and initiatives in relation to BME, women and disabled groups, for example, careers events, and work with community organisations.

Human Resources Medium Term Plan

Outreach Workers Action Plans

Group Manager - Equality & Diversity

15.4

We have also implemented our Comprehensive Equality Policy which represents an overarching strategy to progress equality in its broadest sense to progress the six key areas of the equality agenda:

Race

Gender

Disability

Religion/belief

Sexual orientation

Age (Policy to be effective from October 2006)

Comprehensive Equality Policy

Race Equality Scheme

Disability Equality Scheme (Dec 06)

Gender Equality Scheme (April 07)

Member representatives

Group Manager - Equality & Diversity

Equality & Diversity Advisor

15.5

A Disability Equality Scheme is being produced in partnership with the Disability Equality group.

Disability Equality Scheme (Dec 06)

Deputy Chief Officer

15.6

The policy on age will be updated to meet the new legislative requirements by October 2006.

15.7

Work on producing the Gender Equality Scheme will commence in September this year, and be published by April 2007.

Gender Equality Scheme (April 07)

Deputy Chief Officer