Appendices: Realignment of the Regional Management Board Workstreams

Capacity Building Bid - Allocation of Budge to Capacity Building Fund Activity

Review of RMB Constitution

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Appendix A

CLICK ON THE GREY FIELDS AND BEGIN TYPING

PROPOSED REALIGNMENT OF THE REGIONAL MANAGEMENT BOARD'S WORKSTREAMS

12 July 2006

The Regional Management Board (RMB) is asked to approve changes to the way in which it currently manages the delivery of its Key Collaborative Areas (KCAs) of work.

The report presents the outcomes of a review of the workstream arrangement currently operated by the South East Fire and Rescue Services Regional Management Board. It recommends the realignment of these workstreams to more accurately reflect the business objectives of the RMB and take account of the development of a new Key Collaborative Area in respect of Performance Improvement.

Consultation has taken place with constituent FRAs in the South East region.

Members are asked to agree the following

(i) endorse the report

(ii) approve the proposed realignment of the RMB's workstreams as set out at appendix 1

(iii) note the continuing work to streamline business programmes and reporting arrangements

The Fire and Rescue Services National Framework identifies six key areas of work that should be dealt with through Regional Management Boards. After over two years of experience of working together on these areas it is important to review the existing structures and processes to ensure that RMB continues to deliver improvement in the Fire and Rescue Service.

LEAD/CONTACT OFFICER: C. Hendry

TELEPHONE NUMBER: 01622 698201

EMAIL: [email protected]

BACKGROUND PAPERS:

INTRODUCTION

This report sets out proposals for the realignment of the RMB's workstreams including other activities for which the need for a Lead Authority has been identified. In addition, the opportunity has been taken to re-examine how business is programmed and monitored.

BACKGROUND

Prior to the formation of the RMB the South East Chairs' and Chiefs' Group put in place arrangements for the discharge of the regional activities which had been set out in the Government's White Paper "Our Fire and Rescue Service" published in June 2003. These arrangements provided for a lead FRA for each of the six activities identified and, with the formation of the RMB in April 2004, they were confirmed together with an additional activity covering press and media relations.

To support the management of the RMB in the day to day management of the programme, as well as maintaining links with the Business Change Manager from the Government Office of the South East, a Business Programme Manager was appointed.

Following the publication of the Fire and Rescue Service National Framework 2006-08 renewed emphasis has been given to the Government's expectations of RMBs. It is clear that RMBs should be able to demonstrate continuing and measurable progress towards meeting the requirements in each of the key areas and that they have the capacity, in terms of both resources and expertise, to deliver in these areas.

In 2005 the outcomes of the Comprehensive Performance Assessment of all FRAs were published. Within the South East one FRA was rated as excellent, four were rated good, two rated as fair, one came out as weak and one rated as poor. To assist in sharing best practice across FRAs the RMB agreed to form an Improvement Partnership in January 2006 and also agreed to submit a bid for accessing Capacity Building Funds to facilitate improvements in performance.

ANALYSIS AND COMMENTARY

Review of workstreams

In the two years that the current arrangements have been in place many changes have occurred. Experience has also been gained in managing complex workstreams and working collaboratively on many issues. However, for some time now, Chief Fire Officers have been reassessing the approach as to how the workstreams are managed and some initial thoughts were shared with the Chairmen of the South East FRAs at the Chairs' and Chiefs' 'away day' on 30 November 2005. Since then further work has been done and the proposed realignment of workstreams is set out at appendix 1.

There are no prescribed arrangements for the way in which RMBs should manage their responsibilities and therefore in reviewing its arrangements the RMB may determine whatever structures and processes that Members believe will most effectively meet its responsibilities. The main changes are as follows:-

1. Common and Specialist Services - At the RMB meeting held on 5 April 2006 Members received several reports which represented the conclusion to the key elements of work previously identified in the workstream's project plans. A couple of initiatives remain ongoing but it was felt that these would more appropriately sit within the Human Resources Management and Procurement Workstreams. It is therefore proposed to terminate the Common and Specialist Services workstream but Chief Fire Officers will maintain a watching brief should issues arise.

2. Performance Improvement - It is proposed to set up a separate workstream to take forward the work associated with the Improvement Partnership. Given that activities related to the Common and Specialist Services workstream have been completed it is proposed that Kent takes over responsibility for this new Key Collaborative Area.

3. Business Programme Manager - The recent vacancy in this position has provided the opportunity to review whether to continue with this activity as a separate appointment or make alternative arrangements. Following careful consideration it is proposed that this function should be co-located within the suggested new workstream for the Improvement Partnership given the synergy between driving improvements in Service performance and monitoring workstream activities. Existing arrangements for financial support will continue but comments made by Members and Chief Fire Officers will be reflected in the level of programme management and support to be provided. These arrangements will become effective on 1 August 2006.

4. Human Resources Management and Training - These two workstreams have operated separately for the last two years although in practical terms there has been a considerable degree of overlap. To recognise this it is proposed to run these together in future although it is proposed to maintain separate lead Chief Fire Officer and lead Member arrangements.

5. Resilience - To date the focus of the workstream has been towards aspects of activity associated with New Dimensions work. However, this is a fairly narrow reference and it is proposed that the workstream, should now embrace other issues such as protection and prevention.

6. Clerk and Treasurer Roles - Elsewhere on the agenda for this meeting is a report on the review of RMB's constitutional arrangements which covers the roles of Treasurer and Clerk. Given that proposed changes might need consideration by individual FRAs these roles have been excluded from this report.

Changes to reporting and programme management

On several occasions reference has been made to the need to be more strategic in the reporting arrangements. Similarly it has been suggested that given the breadth of the regional agenda, and the impact on the capacity of individual FRAs to support it, there should be a degree of prioritisation. To this end it is proposed that lead CFOs and lead Members should agree those projects which should regularly be brought to the RMB and in this respect the priority should be directed towards the independence of individual FRAs and those projects which generate efficiencies or service improvement.

These arrangements will not remove the necessity to monitor and maintain progress on all other projects but this process will be managed through the CFOs' group meetings. It is also proposed that CFOs/Lead Members should retain their workstream responsibilities even when they assume Chair or Vice Chair roles.

In line with this approach it is also proposed that future years' business plans will follow this structure.

There are some other changes to the way in which the key collaborative areas are managed on a day to day basis which includes greater communications and sharing of information between workstreams to avoid duplication and improve performance.

IMPLICATIONS/CONCLUSION

The proposals reflect experience of two years of running the Key Collaborative Areas and will provide a more robust and strategic approach to managing service improvements.

RECOMMENDATIONS

Members are asked to:

i. Endorse the report

ii. Approve the proposed realignment of the RMB's workstreams as set out at appendix 1

iii. Note the continuing work to streamline business programmes and reporting arrangements.

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Appendix B

(from Progress in the Development of the SE Fire Improvement Partnership - Meeting: 12 July 2006, Item 9)

Focus of partnership

Table 1: allocation of budget to Capacity Building Fund activity

Resources

£450k is applied for through Capacity Building Funding, which will be used to deliver against the priority areas set out in table 1. FRAs will also make contributions to the cost of the provision of programme and project management for RMB workstreams, outside of the capacity building fund. The level of contribution will be agreed annually as part of the annual business plan development process.

In the past programme and project management has been provided by Surrey, paid for by a contribution of £9k per fire authority. It has now been agreed that the programme and project management role will be combined with the improvement workstream. This activity will be run in Kent by its policy and review team as the lead authority on this workstream, with the support of the Director of Finance and Corporate Services. This will be at a cost of £81k. Additional posts may be created as required to manage the workload.

Review of RMB Constitution

To consider whether any amendments are needed in respect of the Constitution of the SE RMB.

The constituent authorities and other seven Regional Management Boards have been consulted.

Officers have been able to provide information for the Board on arrangements for other RMBs in England, supported by information regarding councillor numbers and political make-up in the south-east. Members are asked to note this report.

Officers were asked by the RMB to bring a further report for consideration arising from RMB meetings of 18 January 2006 and 5 April 2006.

LEAD/ CONTACT OFFICER: Des Prichard - Clerk to RMB

TELEPHONE NUMBER: 01323 462050/mobile: 07876 133611

EMAIL: [email protected]

BACKGROUND PAPERS:

1. Fire & Rescue Services Act 2004

2. National Framework Document

3. SE Regional Fire & Rescue Services RMB Constitutional Documents

4. Other RMBs' Constitutional Documents

INTRODUCTION

At their meeting on 18 January 2006, Members of the RMB considered a request from Hampshire Fire Authority to consider increasing membership of the Board from nine to 15, the additional six members being allocated by the political parties to achieve proportionality.

Members expressed a collective view that the workings of the Board benefits from being focussed on strategic matters and that it was important to consider the size of the Board as, if it became too large it could become unwieldy. Kent & Medway Fire Authority, whilst also agreeing that the Board needed to be functional, had received similar requests for a review of the Board's membership. It was agreed that officers bring a report outlining the options available to a future meeting of the Board.

It was noted that the Board's constitution would have to be examined to ensure any proposed changes were properly accommodated and Members were reminded that this was a political decision to be taken by Members following advice from officers.

At their meeting on 5 April 2006, Members of the RMB considered an interim report on the progress made to date and also agreed that the review should be widened to consider the appointment and role of a Vice Chairman, the appointment of the Clerk and appointment of a Treasurer. The LGA and GOSE have also been consulted but have not yet responded.

BACKGROUND

The South East Fire & Rescue Services Regional Management Board was set up on 1 April 2004, with each of the nine constituent Fire Authorities appointing one of its elected Members as its representative to the Board.

ANALYSIS AND COMMENTARY

Following Members' request for a review of the constitution, we have consulted the other seven RMBs in England to establish their arrangements, and a summary is attached at Appendix 1. Four of the seven RMBs have equality of representation and three have representation according to their populations. All RMBs have one vote per Member, and no votes for officers; all have indicated satisfaction with their present arrangements.

We have also consulted our nine constituent Fire Authorities to establish their political make-up, population, number of employees and revenue budget for 2005/06, and a summary is attached at Appendix 2.

MEMBERSHIP ISSUES

A. POLITICAL MAKE-UP

To further inform and advise Members of the Regional Management Board, the political makeup of each constituent authority was examined. There are two principal governance arrangements for the Fire Authorities in the south-east; those that are constituted as Combined Fire Authorities (Buckinghamshire, East Sussex, Hampshire, Kent and Royal Berkshire), and those that are County Councils (Isle of Wight, Oxfordshire, Surrey and West Sussex). From the current information available it would indicate that there are a total of 146 councillors serving on the CFAs and County Council Fire Authorities made up of 91 Conservatives, 29 Liberal Democrats, 24 Labour, 1 Green and 1 Independent which, on a percentage basis, give Conservatives 62%, Liberal Democrats 20%, Labour 17% and Green/Independent 1% of the available seats in the south-east.

B. RMB ARRANGEMENTS ELSEWHERE IN ENGLAND

Appendix 1 contains details of RMB arrangements elsewhere in England. Numbers of Members serving on RMBs range from 20 in the North-West to 9 in the South-East and South-West.

In considering the number of councillors representing Fire Authorities at other RMBs, arrangements included proportionality based upon population and equal numbers of councillors from each Authority. As an illustration, each Fire Authority in the North-East sends 4 Members. If Authorities were to send more than one Member, it would be the responsibility of the individual Fire Authority to nominate their additional Member based upon their own local circumstances.

APPOINTMENT OF A VICE CHAIRMAN, CLERK AND TREASURER

The Constitution of the SE Regional Management Board lays down the procedure for appointing a Clerk to the Board, Finance Officer, Legal Officer and Chairman but does not mention the appointment of a Vice Chairman. A Vice Chairman has, however, by convention, been elected annually at the Annual General Meeting, following the election of the Chairman.

All other RMBs' constitutions set down that the Chairman and Vice Chairman will be elected annually at the Annual Meeting. No other Region specifies that these appointments should rotate among the constituent authorities, as is the current position with the South East RMB.

The provision of support services by the Clerk, Legal Officer and Finance Officer is covered in all RMBs' constitutions, specifying that these can be on a permanent or rotating basis. The SE RMB's constitution states that these appointments are made at the Annual Meeting and will continue until a successor is appointed.

RECOMMENDATION

Officers have been able to provide information for the Board on arrangements for other RMBs in England, supported by information regarding councillor numbers and political make-up in the south-east. Members are asked to note this report.

Appendix 1

OTHER RMBs CONSTITUTIONAL ARRANGEMENTS

Appendix 2

CONSTITUENT AUTHORITIES

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