Archived decisions
Hampshire Fire and Rescue Authority
Improvement Planning Register
Last updated by: Performance Review Team Version 08
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 Strategy 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 eXtra 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). Research commenced October 2006. |
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 (may be subject to review). A `cultural audit' of our staff was undertaken in September 2006. The response rate was 58% compared to 37% response from the 2005 Employee Survey. |
Results and actions arising from last employee survey IRMP (MR9) |
Member representative / Performance Review Manager |
1.2.1 |
The Cultural Audit will be supported by on-going surveys; such as Employee Survey in April 2007 |
||
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 |
Performance Review Manager/ Head of Marketing & Communications Member representative |
1.4 _ |
A Workforce Strategy and action 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 Strategy |
Member representative / Head of Human Resources |
1.5 _ |
Publication of the Workforce Strategy and Action Plan progressively from April 2006. Action plan over 3 years. To be constantly reviewed by the Improvement Planning Steering Group. |
IRMP (MR1); Workforce Strategy |
Member representative / Head of Human Resources |
1.6 |
`Communications Think Tank' - problems with getting dates from people to attend an inaugural meeting - held inaugural meeting Dec 2006 at which Terms of Reference were agreed. `Communications Consultation Group' - (reported to SMT) no longer necessary to set up the external Communications Consultation Group as HFRS involved in other similar networks, such as the Hampshire Communications Group, Portsmouth Communications Network, the Warning & Informing Communications Group and FirePRO. |
IRMP (MR8); Marketing & Communications Strategy |
Head of Marketing & Communications / Member representative |
1.7 |
The process and actions to achieve Investors in People (IIP) accreditation by quarter 3 2007 will not only help to engage staff, but also assist to align the culture with our core values. Consultant's report shows considerable progress has been made, but there is more work to be done prior to applying for IIP accreditation. This will be re-considered in April 2007. |
IRMP (MR5); Training & Development Medium Term Plan IIP Action Plan |
Head of Training & Development/ HR Committee Member |
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 |
Head of Training & Development/ HR Committee Members |
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 propose options at an ideas day for inclusion in future editions of our IRMP. Two sessions have taken place with an external facilitator for employees to put forward ideas on what to include/ exclude from the IRMP, in September 2006. |
Head of Marketing & Communications / Performance Review Manager / Principal Officers |
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. | ||
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 in September 2005 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 _ |
An External Equality & Diversity Consultative and Advisory Group are in place and our disability involvement is operational. |
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 minority ethnic groups and disabled people as key target audiences. |
Marketing & Communications Strategy |
Head of Marketing & Communications / Group Manager - Equality & Diversity |
2.1.5 _ |
Review and improve our IRMP and budget consultation process to increase communication with harder to reach groups (black and ethnic minority community groups, disabled groups, older people). IRMP consultation taking place in Oct/Nov 2006 includes a focus group for disabled and black and minority ethnic groups. |
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 minority ethnic 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 _ |
The Community Safety department have linked up with Community Action Hampshire to identify how best to work with the voluntary sector and improve our access to the homes of vulnerable people. This has assisted in developing a partnership arrangement with a voluntary group in Eastleigh to deliver HFSVs in the Eastleigh area. The service will be developing further partnerships with voluntary groups in the future to increase our accessibility to hard to reach groups. |
IRMP (PR4) |
Head of Operations Support |
2.1.9 _ |
The Service now has established partnership arrangements with Southampton and Basingstoke Primary Care Trusts to generate HFSV referrals from our target groups. These arrangements are being co-ordinated at Groups and Station Manager level in co-ordination with the local health service managers and have successfully increased the HFSV referrals for vulnerable people within these areas. With the reorganisation of the PCTs further work will be required to develop these arrangements across the county. |
IRMP (PR4) |
Head of Operations Support |
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 was completed and submitted to Performance Review Committee in June 2006 for adoption by HFRA in September. Progress is currently being made towards implementing the recommendations that arose from the review. A draft Partnership Policy was produced in October 2006. EIA's should be completed for Partnerships |
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. |
MR6 |
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/ Director of Corporate Services |
3.4 _ |
The effectiveness and value for money of Service Level Agreements for support services was examined during a Best Value Review of Service Level Agreements. The review was completed and submitted to the Performance Review Committee in June 2006 for adoption by HFRA in September 2006. Progress is currently being made towards implementing the recommendations that arose from the review. |
Best Value Performance Plan |
3 x Member representatives/ 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 eXtra |
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 _ |
A public satisfaction survey was conducted in Autumn 2006. We are bound by the rules set by the DCLG which state that the survey is sent to 3500 households, followed up by 2 reminders.
|
Consultation Strategy |
Performance Review Manager |
5.3 _ |
The `after the incident' survey process was strengthened in June 2006 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. Engaging with businesses through TFS, not IRMP. Need to evaluate impact of RRO in the future. |
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. We have adopted the 3-year IRMP action plan approach to better reflect the issues associated with the plans. Good examples of this policy are:- Review of middle management Senior management re-structuring Outsourcing of ADC's SE HR partnership Re-circulation of efficiency savings into areas of specific need ILM course (Institute of Leadership in Management) Examples of this could include the IRMP, Medium Term Plans, timelines, etc. |
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 Strategy |
Workforce Strategy 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 Ops Delivery/ Head of Safety & Risk Management |
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. It will be fully established by April 2007. |
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 was undertaken in 2006 (23rd February, 1st & 3rd March, 25th April and 6th December). Direct reports meetings commenced March 2006. |
Corporate planning process and Performance Management Framework |
Head of Operations Delivery / SMT |
7.1.7 |
A best value review of Partnerships was carried out by `SOLACE' in April 2006 identifying key partnerships such as Hampshire County Council, National Trust and the Ministry of Defence Fire Service. In addition we have engaged specialist consultants to deliver initiatives such as `Rank to Role', Job Evaluations, Equal Pay, Management Appointments and Legal Services for our Employee Relations Department. |
Best Value Review Plans and other major reviews |
SMT |
7.1.8 |
Member Development Programme - an ongoing commitment of training and awareness for Members with the aim of increasing their participation in, and knowledge of, major projects and initiatives. Paper went to HR Committee 8 September 2006. |
IRMP (MR1) |
2 x Member representatives/ Head of Training & Development |
7.1.9 |
SMT Pay, Pay Rewards & Capacity Review has been established for October 2007 to examine the strategic capacity and associated workloads within SMT and will lead to proposals for re-structure. This is to be reported to HFRA in December 2006. |
Workforce Strategy |
3 x Member representatives Deputy Chief Officer / HR Manager / Workforce Support |
8 |
Area for improvement Management capacity to deliver the required level of change We recognise that our agenda for change 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 _ |
We have changed our working routines during the day and night whilst maintaining the existing shift patterns on continuously crewed stations to increase productivity. Implemented 1st April 2006; review to be undertaken April 2007. |
IRMP (MR3) |
Deputy Chief Officer |
8.2 _ |
Submission of a "capacity building fund" bid as a region. Bid submitted to the RMB in January 2006. Involvement in regional approach to the review of Training, Assessment and Development Centres and Procurement. Approval received October 2006. Hampshire and IOW form the Governance Board for the partnership. |
RMB Business Plan (2006/07) IRMP (MR7) |
Member representatives/ Chief Officer |
8.3 _ |
Development of an integrated set of supporting medium-term functional business plans - and Group & Station plans - which include targets that are realistic and achievable. These help to identify resource and capacity issues. Implemented October 2006. |
Medium-term functional business plans Group plans Station plans |
SMT Relevant Group/Station Managers |
8.4 _ |
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 |
8.5 _ |
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 |
8.6 |
Provide group managers and section heads with training in financial planning in preparation for funding allocation. Some one-to one coaching has been provided by Financial Services Team; next steps include more formalised awareness training sessions to include information on financial regulations. |
Financial Services Medium Term Business Plan |
Head of Training & Development/ Head of Financial & Office Services |
8.7 |
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 Strategy |
Head of Training & Development |
8.8 |
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 if a need is identified in the PDR. Courses are now established. |
Training Needs Analysis 2006/07 |
Head of Training & 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 pursuing in the current IRMP. |
IRMP(PR6) |
Deputy Chief Officer |
9.2 _ |
In September 2006 we agreed 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 was completed in September 2006. Phase 2 to Group Managers was completed in October 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, Function and Group Plans are formally linked into the IRMP. |
Group Plans Station Plans |
Function Heads |
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 & Development |
10.6 _ |
We have in place a comprehensive process to follow up progress on the implementation of recommendations made arising from audits and Best Value Reviews. The outcome of this process is reported on a quarterly basis to Performance Review Committee. |
Performance Review Team Medium Term Plan |
Performance Review Committee |
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). We will carryout a further review in light of the impending white paper. |
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) - To be reviewed in May 2007. __Room of Origin (BV 144) - Performance since January 2006 shows a downward trend. _ Injuries (BV143ii) - Performance since January 2006 shows a downward trend. _ Automatic Fire Detectors (BV 149i) - Performance since January 2006 shows a downward trend. _ Speed of Response (LPI 20) - Performance since January 2006 shows an downward trend. |
Flight Deck Indicators Action plans identified in BVPI commentaries |
Performance Review Committee Member representative/ SMT / 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. |
LPI 20a LPI 20b |
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. The Strategic Risk Register was reported to the Fire Authority in September 2006, and will be continue to be reported annually. |
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 was conducted in September 2006 and is scheduled for elected members in February 2007. |
Risk Management Policy and Strategy |
Performance Review Manager/ Head of Training & 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. Revised SLA with Hampshire County Council includes this requirement. A draft asset management strategy will be in place by March 2007. The Strategy will include performance indicators where appropriate and will be linked to IRMP. The strategy will be formatted taking into account the Code of Best Practice and Asset Management. |
Property Service Medium Term Business Plan |
Deputy Chief Officer/ Director of Corporate Services/ Asset Management Group/ Property Services Manager |
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 is due to be completed by April 2007. |
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. HFRS have engaged external consultants to assist with this process. |
Workforce Strategy Management Charter IRMP (MR5) |
Workforce Strategy 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 |
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. |
IRMP Values |
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. Also refer to 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 Operations Delivery/ Head of Safety & Risk Management/ Head of Financial & Office Services |
14.1.6 _ |
The development of direct reports dialogue fosters an increased sense of trust and ownership between senior and middle managers. These are now held quarterly. |
Direct Reports Action Plan |
Chief Officer 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 Strategy Steering Group is in place to monitor the delivery of the action plan |
Race Equality Scheme and Action Plan Workforce 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 |
To meet the requirement of the new Age Discrimination Legislation, we aim to review our HR policies e.g. retirement, re-employment and job applications by April 2007. NB: We are constrained in relation to the fire fighters pensions scheme by the Pension Scheme Regulation. |
April 2007 |
Deputy Chief Officer |
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 |