Archived decisions
Appendix 2
Hampshire Fire and Rescue Authority
D R A F T
Improvement Planning Register
`In progress Actions' (with Change of Themes recommended 12-04-2007)
KEY TO REFERENCES - indicates the origin of the item | |
CPA |
Comprehensive Performance Assessment 2005 |
OASD |
Operational Assessment of Service Delivery |
UoR |
Use of Resources |
DoT |
Direction of Travel |
RR |
Risk Register |
RAP |
Regional Action Plan |
SI |
Self Identified item |
Last updated by Performance Review Team 23.05.2007 Version 11.2
Theme 1. Living our Values/ Meeting our Goals | |||
1a |
Area for improvement Working with and for our communities | ||
Ref. & Progress |
Strategy and Actions |
Associated Plans |
Lead Member / Officer |
1a.1 CPA |
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). The recent cultural audit has been followed by a proactive feedback strategy to staff and public. |
Marketing & Communications Strategy |
Head of Marketing & Comms |
1a.2 CPA |
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 & Comms |
1a.3 DoT |
User focus Improvements required regarding user focus, both internal and external (especially hard to reach groups). We are undertaking an audit of our internal and external communications in April and December 2007. Planned and targeted awareness campaigns will take place throughout 2007/08. |
Research and consultation strategy - Performance Review MTP 07-08 IRMP - MR3 2007-08 Marketing & Comms Medium Term Plan 2007-08 |
Performance Review Manager Head of Marketing & Comms |
1a.4 CPA |
Member Development Programme - This is an ongoing commitment of training and awareness for Members with the aim of increasing their participation in, and knowledge of, major projects and initiatives. This programme was formalised in a paper that went to HR Committee on 8 September 2006. Two Councillors attended the Fire Service Improvement Day on 23.03.07 |
IRMP - MR1 - 2006-09 |
2 x Councillors Head of Training & Development |
Equalities |
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1a.5 DoT CPA |
We will comply with Race, Age, Disability, Gender and Equality requirements and deliver on our action plans. o 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. o Work on producing the Gender Equality Scheme will commence in September this year, and be published by April 2007. |
Workforce Strat 2006-09 Minutes of Workforce Planning Steering Group and Local Diversity Group |
Director of Human Resources Equality & Diversity Manager |
1a.6 CPA |
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. We have an annual programme for positive action with ongoing initiatives to encourage people from BME groups, women and people with disabilities to consider a career with HFRS. Examples include careers events, open days, have a go sessions, and we work with community organisations to raise our profile as an employer of choice. We are monitoring application rates and the equality & diversity team members have set targets for improving workforce diversity. This target is ongoing, linked to our Equality & Diversity Strategy and published schemes. The owner is the Equality & Diversity Manager. |
Human Resources Medium Term Plan Outreach Workers Actions |
Equality & Diversity Manager |
1a.7 OASD |
Communicating with Non-English speakers During the field visit, the team were unable to find sufficient evidence that HFRS has suitable facilities for communicating with members of the public who cannot speak English. HFRS intend to install a facility to enhance service in this area. The current situation could challenge call management where non-English speakers make emergency calls. A contract with a professional interpreting services has been negotiated. "Language Line" has been identified as the best provider for a range of interpreting services that can be actively linked in to the telephony network in the Command and Control Centre. This will provide a 3 way link between the non English speaking caller, the emergency control operator and Language Line. The contract with Language Line is due to be signed at the end of May 2007. The C&C equipment will then be modified to enable this facility to operate. |
Service Delivery Medium Term Plan (Response) C+C group plan - Oct 07 |
Head of Response |
1a.8 DoT |
Improving our work in terms of equalities issues, e.g.:- · Partnership working with other blue light agencies in the county Peer working with other Services who have the same ethnic make up as Hampshire, but have made better improvements. The Performance Management meeting will ensure that Medium Term, Departmental, Group and Station Plans will be established on agreed formats including SMART objectives which align with the IRMP. These scheduled meetings will then ensure that the activities and performance is audited to check that staff are focussed on their key priorities. |
HR Medium Term Plan Peer review process IRMP - MR2 |
Director of Human Resources |
1a.9 DoT |
The Authority has not yet improved on its Level 1 LG Equalities Standard Our aim is to achieve Level 2 by July 07 and Level 3 by October 07, dependent on IRS. |
HR Medium Term Plan Peer review process May 08 IRMP - MR2 (2007-10) SE improvement partnership business programme 07-08 |
Director of Human Resources |
1b |
Area for improvement Motivating and mobilising our people | ||
Ref. & Progress |
Strategy and Actions |
Associated Plans |
Lead Member / Officer |
1b.1 CPA |
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) - (2006-09) Workforce Strategy and People Strategy |
Chief Officer |
1b.1.1 CPA |
o Produced (in August 2005) a marketing & communications strategy and plan which included: A staff suggestion scheme. Research commenced in October 2006, and a strategy has been approved by SMT to recruit a Scheme Manager. The target date for the launch of the scheme is April 2008. |
IRMP (MR8) - (2006-09) Marketing & Communications Strategy Suggestion Scheme Strategy |
Head of Marketing & Comms |
1b.2 _ CPA |
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. The findings of this survey were reviewed by the Workforce Strategy Steering Group, SMT, and the Improvement Planning Group, and the following actions were agreed to be implemented from April 2007: |
Corporate Marketing and Communications Strategy |
Head of Marketing & Comms |
1b.2.1 CPA |
o Senior Manager Visits to continue, but be targeted at areas that require more face to face interaction with senior managers, and be reviewed to ensure that they are a two-way meeting, with the Watch being asked to be prepared to lead a discussion on prevention, protection and response. These visits will be supported by the four new Area Managers, and Group Managers (from April 2008) in order to increase the capacity of SMT. To commence in April 2007: o Stations will be reminded that the objective of the visit is a productive forum for information exchange. LS to prepare objectives prior to the meetings. o All work areas will become part of the Senior Manager Visit programme, such as Workshops and other Green Book teams. o Opportunities will be taken for informal engagement between SMT and members of staff through sports and social events. |
Corporate Marketing and Communications Strategy and Medium Term Plan `Framework for visits' document |
Head of Marketing & Comms |
1b.2.2 CPA |
o Team forums for both Grey and Green Book staff will be developed by all Group Managers, to provide a formal opportunity for face to face communication between them and their leadership forum/managers, and a two-way information exchange. To commence April 2007 The "Southampton Group" model was circulated to all Group Managers and is now being used to provide a structured meeting programme. |
Corporate Marketing and Communications Strategy and Medium Term Plan 2007-08 |
Head of Marketing & Comms Head of Response |
1b.2.3 CPA |
o A Green Book Managers' forum will be developed, allowing for greater face to face communication with senior managers, and also between Green Book managers themselves. Target date - quarter 2 - 2007/08 |
Corporate Marketing and Communications Strategy |
Head of Marketing & Comms / Head of Finance & Office Services |
1b.3 CPA |
We will continue to monitor staff satisfaction through regular surveys. We will consider undertaking this survey in January 2008. Distribution of surveys to be managed by the Performance Review Team |
Results and actions arising from last employee survey |
Performance Review Manager |
1b.4 CPA |
The process and actions to achieve Investors in People (IIP) accreditation by third quarter 2007 will not only help to engage staff, but also assist to align the culture with our core values. The consultant's report shows considerable progress has been made, but there is more work to be done prior to applying for IIP accreditation. |
IRMP (MR5) 2006-09; IRMP (MR4) 2007-10; Training & Development Medium Term Plan IIP Action Plan |
Director of Human Resources HR Committee Member |
1b.5 _ CPA |
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 has been delivered to 300 staff during 2006/07, and the system was introduced from April 2007. |
IRMP (MR4&5) 2006-09; Training & Development Medium Term Plan IIP Action Plan |
Director of Human Resources Head of Training & Development HR Committee Members |
1b.6 DoT |
PDRS The system needs to be embedded throughout the service. The PDRS system was introduced in April 2007. It will be fully implemented by the end of 2007/08. The outcomes of the PDRS will inform the Training Needs Analysis for 2008/09, and thereafter. |
IRMP (01) 2007-10 Workforce Strat 2006-09 Service Order 9/6/2 |
Director of Human Resources Head of Training & Development |
1b.7 CPA _ _ |
To develop communications culture and network within the Service, a `Communications Think Tank' was formed. An inaugural meeting was help in Nov 2006 at which Terms of Reference were agreed. Subsequent meetings have been held in January and March 2007. `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) 2006-09; Marketing & Communications Strategy |
Head of Marketing & Comms 1 x Councillor |
1b.8 OASD |
Resources - embedding of team plans Team plans have been in place since April 2006 and are being used to direct resources at both strategic, group and station level, but are not yet embedded. A performance management IT system is being implemented to station level which will provide live desk top analysis in future. (PB Views) |
Service delivery Medium Term Plan Performance management meeting terms of reference (Apr 08) Continuing rollout of PBViews 2007-08 Performance Review Medium Term Plan |
Director of Service Delivery Performance Review Manager |
1b.9 OASD |
Embedding of Plans There was evidence that station plans were being used to identify priorities. However evidence was found that these plans were not yet fully embedded into the organisation. Potentially staff could not be focused on key priorities as identified within the IRMP objectives. The Performance Management meeting will ensure that Medium Term, Departmental, Group and Station Plans will be established on agreed formats including SMART objectives which align with the IRMP. These scheduled meetings will then ensure that the activities and performance are audited to check that staff are focussed on their key priorities. |
Service Delivery Medium Term Plan Performance Management meeting - April 2008 |
Director of Service Delivery |
1b.10 OASD |
The Agreement and Formalisation of Planning Objectives During the field visit, the team were unable to find sufficient evidence that planning objectives have been agreed and formalised with teams and individuals and as such innovation or notable practice was not demonstrated. The Performance Management meeting will ensure that Medium Term, Departmental, Group (including the C&CC) and Station Plans will be established on agreed formats including SMART objectives which align with the IRMP. These scheduled meetings will then ensure that the activities and performance are audited to check that staff are focussed on their key priorities. |
Service Delivery Medium Term Plan (Response) C+C group plan - Oct 07 |
Head of Response |
1c |
Area for improvement Developing our workforce | ||
Ref. & Progress |
Strategy and Actions |
Associated Plans |
Lead Member / Officer |
1c.1 CPA |
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: |
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1c.2 CPA |
o We have introduced and implemented of a new Performance Development Review system which links personal development to personal and organisational objectives to support the IRMP. Training was completed in 2006/07 and the system was implemented in April 2007. It will be fully established by the end of 2007/08. |
IRMP(MR4) 2006-09 |
Director of Human Resources |
1c.3 CPA |
o 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. The target date for accreditation is autumn 2007. |
Workforce Strategy Manager's Charter IRMP (MR5) 2006-09 IRMP (MR4) 2007-10 IIP `count me in pack' |
Workforce Strategy Steering Group Director of Human Resources / IIP Project group |
1c.4 UoR |
We will demonstrate that formal member and officer training programmes are in place. |
T&D timeline 2007-08 Financial Services Medium Term Plan 07-08 |
Head of Training & Development Director of Corporate Services |
1c.5 DoT |
Key Competencies We need to be able to demonstrate that all staff have the relevant key competencies for their role. For grey book staff there are role maps to determine competency for role. The system to support and assess competency was accredited by Edexcel `Quality Assurance of Workplace Performance' in January 2006. Green book staff are recruited as `capable for role.' |
Workforce Strategy 06-09 |
Director of Human Resources |
1c.6 OASD |
Incident Command Training The assessment team were unable to find sufficient evidence to support this score (`performing strongly') in relation to the provision of adequate incident command training for all staff and in particular those acting up to supervisory management positions. Training course programme - now includes CMMI Course (crew managers managing incidents), WMMI, SMMI, FDS officer training (Apr 2007) |
Strategic Projects and Specialist Response Medium Term Plan will incorporate the incident command strategy (07-08) (policy states no one will act up without appropriate training) Service Delivery performance management meeting will ensure that an audit process is put into place by April 2008. |
Director of Specialist Response & Strategic Projects / Director of Human Resources Director of Service Delivery |
1c.7 OASD |
Incident Command Training The Service has a one day Level 1 incident command course designed for all substantive crew and watch managers, personnel likely to act as crew managers and personnel acting up in charge of a fire appliance. A small number of instances were evident of wholetime and retained duty system firefighters acting up without having received this structured incident command input or assessment. In these cases personnel could be exposed to operational scenarios for which they have not received appropriate training. Strategic Projects and Specialist Response Medium Term Plan will incorporate the incident command strategy (07-08) (policy states no one will act up without appropriate training) Service Delivery performance management meeting will ensure that an audit process is put into place by April 2008. |
Strategic Projects and Specialist Response Medium Term Plan Service Delivery Medium Term Plan Performance Management Meeting Terms of Reference |
Director of Specialist Response & Strategic Projects Director of Service Delivery |
1c.8 OASD |
Incident Command Training There was evidence that managers had undertaken incident command training. However there was no evidence that this training is regularly updated or refreshed and that personnel are assessed in non-operational situations. Without this ongoing maintenance of competence HFRS cannot ensure that incident command procedures are being implemented in accordance with policy. The undertaking of the appropriate incident command training will be included into the incident command strategy. |
Strategic Projects and Specialist Response Medium Term Plan will incorporate the incident command strategy (07-08) T&D Medium Term Plan 07-08 Service Delivery performance management meeting will ensure that an audit process is put into place by April 2008. |
Director of Specialist Response & Strategic Projects Head of Training & Development Director of Service Delivery |
1c.9 OASD |
Review of Lecture Packs and Learning Materials on the Internet Lecture packs and learning material held on the intranet are not subject to systematic audit and review. No evidence was found to suggest information contained within these packs was out of date but a systematic review process would formally assure currency of information. |
Timeline 2007/08 - due for completion by Mar 08 |
Head of Training & Development |
1c.10 OASD |
Attendance at Organised Exercises There is a general acceptance amongst a number of officers interviewed that the pressure of non operational work has taken precedence over their attendance at organised exercises. This has led to some officers failing to attend exercises on a regular basis, which is supported by records of attendance at exercises. The Service Delivery Medium Term Plan has an objective to implement initiatives to review and address middle manager capacity and workloads is due for completion in October 2007. The operational CPD of Service Delivery Managers will be monitored through the PDRS process. |
Service Delivery Medium Term Plan |
Head of Training & Development Director of Service Delivery |
Theme 2. Driving Excellent Performance | |||
2a |
Area for improvement Knowing and managing the risk | ||
Ref. & Progress |
Strategy and Actions |
Associated Plans |
Lead Member / Officer |
2a.1 OASD |
Overarching Risk Management Policy Integrate existing risk analysis into a specific risk analysis policy, with additional emphasis on the risk analysis process and risk reduction activities to support the management of risk. This will help to enhance the understanding of staff and focus the organisation in this key area. |
Service Delivery medium term plan - Risk Intelligence forum terms of reference 07-08 (Apr 08) |
Director of Service Delivery |
2a.2 CPA |
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 during 2007/08. We are corporate members of ALARM (Association of Local Authority Risk Managers) and attend and actively contribute to the ALARM Fire Services Sector Group. |
Risk Management Policy and Strategy Performance Review Team Medium Term Plan |
Head of Training & Development Performance Review Manager |
2a.3 UoR |
We will continue to take actions to embed risk management and service continuity at all levels within the organisation. A plan of future actions for risk management will be developed. (June 2007) The risk register is updated annually at the September meeting of the Fire Authority |
Strategic Projects & Specialist Response Medium Term Plan Business Continuity Plans Risk Register Performance Review Medium Term Plan 2007/10 HFRA Minutes Sept 06 |
Director of Specialist Response & Strategic Projects Performance Review Manager |
2a.4 UoR |
Through the delivery of training and awareness sessions for all staff and members, we will ensure that managers incorporate risk management strategies within their medium term plans. |
Member and staff training programme Performance Review Team Medium Term Plan 2007/10 |
Head of Training & Development Performance Review Manager |
2a.5 SI UoR |
Business continuity has been identified as a substantial risk. We are developing robust and resilient external and internal plans, together with an emergency plan to comply with the Civil Contingencies Act. Recognising our capacity, we have engaged consultants to assist us in reviewing our current continuity arrangements. . |
IRMP PR07 2006-09 Business continuity plan Emergency Media Plan Strategic Projects & Specialist Response Medium Term Plan Apr 08 Risk Register |
Director of Specialist Response & Strategic Projects |
2a.6 DoT |
Delivering outcomes to the community, especially hard to reach groups We need we use our data sharing protocols to obtain information from other agencies that we can `layer' across our own risk intelligence data to enable us to target our resources, and demonstrate outcomes from initiatives. The role of the Risk Intelligence Forum is currently being reviewed and its emphasis will move the organisation towards the national intelligence model which encompasses the concept of layering partner organisations community risk intelligence as suggested. In addition to this, the CADDIE system has been established and is now available to Group Managers which enables an analysis of community risk at a local level in a multi agency way. |
Service Delivery Medium Term Plan Risk intelligence forum October 07 |
Director of Service Delivery |
2a.7 CPA |
To achieve a shift from a hierarchical organisation 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. To help achieve this, we have introduced station and group plans to engender a culture of local accountability and performance monitoring. A Additional administrative support to has been provided to stations. The process of employing extra administration support for retained stations will be phased over two years with the final appointments to be made by June 2007. |
Head of Finance & Office Services | |
2a.8 OASD |
Site Specific Operational Plans and Business Continuity Plans The assessment team were unable to find sufficient evidence to support the score `performing strongly' in relation to the mechanisms to ensure site specific operational plans were immediately available at the scene of operations, along with ongoing work with regards to business continuity planning and the recent introduction of group and station plans. Innovative or notable practice was not demonstrated in these areas and as a result the score within Planning and Implementing is revised to performing well. The Service Delivery Medium Term Plan has identified the need to site specific risk information and the provision of plans to emergency personnel responding to incidents. The review of site specific operational plans will commence in May 2007 and is scheduled to complete in August 2007. |
Service Delivery Medium Term Plan response support in regards to the site specific ops plans. - April 2008. Business continuity - Strategic Projects and Specialist Response medium term plans - April 2008 Group and station plans Service Delivery performance management meeting - Apr 2008 |
Head of Response Director of Specialist Response & Strategic Projects Director of Service Delivery |
2a.9 OASD |
Availability of Operational Plans at the Scene of Operations Whilst the Service has a process for the development of risk assessments and for incorporating the actions and outcomes into plans and procedures both generically and for site hazards, the mechanism to ensure these plans are immediately available at the scene of operations was found to be failing. Crews were unaware that site specific plans were available via the turnout printer and paper based plans were missing from the appliance sampled. In this instance operational plans were unavailable immediately at the scene of operations. The provision of plans and information is being addressed in the review of site specific plans and information as detailed above and in the Service Delivery Medium Term Plan. |
Service Delivery Medium Term Plan (RS) (Apr 2008) |
Head of Response |
2a.10 UoR _ _ |
We will ensure we have arrangements in place to promote and ensure probity and propriety in the conduct of our business: Service Order SO/1/20 Code of Conduct based on the Local Government employees code issued in 2004 which applies to all HFRS employees was issued in January 07 together with an abridged version. A register of officers interests is in place for all staff to record interests, gifts and hospitality in accordance with service order SO/1/20 Code of Conduct and SO/2/1 Anti fraud & corruption Policy with effect April 07 Ensure we can demonstrate high standards of ethical conduct and a strong counter fraud culture is being supported and promoted by members and staff by provision of training (Member Development Programme) |
Training & Development Programme 2007-08 |
Deputy Personnel Manager Head of Finance & Office Services Director of Corporate Services Head of Training & Development |
2a.11 Risk Register |
An HRFS project board and team have been established to oversee and manage the risks associated with the transition of the Service in respect to the national Firelink and Fire Control projects. |
Firelink and FireControl National Projects Strategic Projects and Specialist Response Medium Term Plan 07-08 |
Director of Specialist Response & Strategic Projects |
2b |
Area for improvement Knowing our performance | ||
Ref. & Progress |
Strategy and Actions |
Associated Plans |
Lead Member / Officer |
2b.1 SI |
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 |
Director of Specialist Response & Strategic Projects Director of Corporate Services Performance Review Manager |
2b.2 CPA DoT |
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. __ Speed of Response (LPI 20) - Performance since January 2006 shows a downward trend. Performance is currently being reviewed. · Some PI's are not in the top quartile (the report specifically mentions Injuries in house fires being in the lower quartile) Seven PIs were considered as part of the Performance Information element of the Service Assessment. Those above the upper threshold were:- o Primary Fires o Deaths o Deliberate primary fires Those between thresholds:- o Accidental dwelling fires o Confined to room of origin o False alarms from AFD Those below the lower threshold were:- · Injuries from accidental dwelling fires (There are likely to be additions to these PIs for future rounds of assessment) We need to confirm our current status on AFD performance, but I believe that we are now one of the best performing FRS's, if so, this information should be added. |
Flight Deck Indicators Action plans identified in BVPI commentaries Service Delivery Medium Term Plan Performance evaluation terms of reference |
Performance Review Committee 1 x Councillor Service Management Team Chief Officer |
2b.3 DoT |
Corporate Health Indicators These Managing resources/HR PI's all need to be improving. |
Corporate Plan |
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2b.4 SA |
Following the results of the Service Assessment 2006, we will investigate the data collection systems we operate around BVPI 143ii (Injuries). |
SMT Minutes 5/3/07 Service Delivery Medium Term Plan Performance Evaluation meeting |
Performance Review Manager Head of Community Safety |
2b.5 SI |
Group and Station Plans will be used more proactively to drive performance. (From April 2007) |
Group Plans Station Plans |
Service Delivery Policy Group |
2b.6 OASD |
Prevention & Protection - Performance Monitoring There is no individual performance monitoring within prevention and protection, and innovation or notable practice not evident. Individual and team performance monitoring within Prevention and Protection is improving steadily with the introduction of office and team plans, aligned to the Service Delivery Medium Term Plan. In addition, PDRS objectives are being directly linked to the Corporate Objectives and monitored on a quarterly basis. Within the Service Delivery process model key terms of reference are being established to monitor and evaluate performance. An area of noticeable practice that has proven success would be the strategies introduced to reduce the occurrence of unwanted fire alarm calls to the Service. Since it's introduction in April 06, there has been a 25% reduction in calls. We are now sharing details of this success with other FRS's.
|
Service Delivery Medium Term Plan Evaluation meeting terms of reference (Oct 2007) |
Head of Community Safety |
2b.7 OASD |
Reduction of AFAs Reduction of AFAs - 2 dedicated posts with admin support were tasked with implementing a reduction policy. At the time of the assessment there had not been any significant reduction in the numbers of calls received. Additional resources have been targeted at reducing AFA levels and a specific business education team has been established. Implementation of a call challenge protocol, ring back requirement, mobilising procedure and a premises unique reference number has produced evidence of a significant reduction in a short time span. Since the date of inspection this team has achieved a 25% reduction as at April 07 in the number of AFAs. This work is ongoing. |
Service Delivery Medium Term Plan IRMP - PRO 7 07-10 |
Head of Community Safety |
2c |
Area for improvement Building our capacity/ working in partnership | ||
2c.1 CPA |
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 | |
2c.2 CPA |
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 during 2007/08 |
Financial Services Medium Term Business Plan |
Head of Training & Development Head of Finance & Office Services |
2c.3 CPA |
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 and a project team is in place to monitor and develop new initiatives. |
IIP Implementation action plan IRMP (MR1) 2006-09 Workforce Strategy |
Director of Human Resources |
2c.4 CPA |
Identified people will receive appropriate project management training after becoming a member of or being seconded to the Strategic Project and Specialist Response Directorate. Microsoft Project training has been received by selected members of the team and Prince 2 courses have been arranged. |
Strategic Project & Specialist Response Directorate Medium Term Plan |
Director of Specialist Response & Strategic Projects |
2c.5 OASD |
Processing of HFSV's
The large number of referrals is leading to processing problems. This difficulty is adversely affecting their Local Performance Indicator of achievement within their IRMP objective and causing some HFSVs to exceed the 28 day target. We have changed the process in regard to developing central admin, moving towards a targeted approach and developing 3 methods of delivery. |
This is evidenced by changes to the process agreed at SMT on xxx Service delivery performance management meeting will review the effectiveness by Oct 2007. |
Director of Service Delivery |
2c.6 OASD |
Historical section 2&12 (Fire Services Act 1947) The Service has historical section 2 and 12 (Fire Services Act, 1947) arrangements in place and is currently reviewing these arrangements to meet the requirements of section 13 and 16 of the Fire and Rescue Services Act 2004. A full review will ensure continued high levels of service provision in conjunction with neighbouring FRAs. The process for changing from Section 2&12 to Section 13&16 agreements is under way and scheduled to be completed in the Service Delivery Medium Term Plan by the end of May 2007. Completion of this work stream on time is subject to the active cooperation of neighbouring Brigades. |
Service Delivery Medium Term Plan (RS) - Oct 07 |
Head of Response |
2c.7 DoT |
Capacity building, largely in respect to station based managers. Improvements have already been made by employing more station administrators to relieve staff of some of the administrative functions. Outcomes showing improvements should be demonstrated by the time of the next review. |
Service Delivery Medium Term Plan - Oct 2007
|
Director of Service Delivery |
2c.8 Risk Register |
To help ensure national firefighter selection test meets workforce planning requirements of Service (especially retained), an RDS strategic review project has been set up and a research project piloting the scale of the impact and effect of prevention measures has been undertaken. |
Workforce Strategy 06-09 |
Director of Human Resources Establishment Group |
2c.9 Risk Register |
Improvement of HR and work patterns to ensure compliance with new WT directive requirements A Working Time Directive Service Order has been written and is to be implemented from July 2007. |
Working Time Regs Policy and Service Order xxx by July 2007 |
Director of Human Resources |
2c.10 DoT |
Partnership Working Our partnership policy and `toolkit' has been issues as a Service Order to all staff. All partnerships are being evaluated against it to determine those that are valid partnerships. These will then be reported to SMT. (July 2007) Any new partnerships will be evaluated as they arise. Staff at all levels will be given advice where appropriate to enable them to understand how to assess and evaluate partnerships, so that the process is embedded into the organisation. (During 2007/08) |
Performance Review Medium Term Plan 07-08 Service Delivery performance management meeting terms of reference Apr 08 |
Performance Review Manager Director of Service Delivery |
Theme 3. Learning and Innovation | |||
Ref. & Progress |
Strategy and Actions |
Associated Plans |
Lead Member / Officer |
3.1 SI |
We will develop a process to audit progress and performance against the objectives set out in Group and Station Plans. (From April 2007) |
Station Plans Group Plans |
Service Delivery Policy Group |
3.2 SI |
The Service will ensure that best practice is shared, and that lessons are learnt from `high performers' by setting up opportunities for peer reviews and greater rewards such as flexibility of working routines on stations. |
Station Plans Group Plans |
Service Delivery Policy Group |
3.3 OASD |
Risk Analysis - Audit & Review No systematic performance based audit system is in place to improve the risk assessment process. Also no explicit audit and review of the risk analysis process as a whole. The SD Performance Management Group will establish a systematic performance based audit system which will include an audit and review of the risk analysis process. |
Service delivery medium term plan - Risk Intelligence forum terms of reference 07-08 (Apr 08) The procedure for review will be documented in the policy. |
Director of Service Delivery |
3.4 OASD |
Audit & Review of Services, Policies and Procedures There is no clear evidence that HFRS adopt a systematic approach to the audit and review of policies. HFRS is aware that this is an area for development and will identify resources that can be utilised to embed a systematic approach to its review of services, audit of policies and procedures. We have strengthened our Central Support team and conducted a review of our policies and procedures audit methodology. |
This is included in the Service Delivery Medium Term Plan - it will be included in all other functional Medium Term Plans from April 2008 (both audit and review). |
|
3.5 OASD |
Emergency Response - Policy and Organising The team were unable to find evidence that demonstrated innovation or notable practice. The SD Integration Group will create innovate solutions to community risk using the control measures of prevention, protection and response and it is our expectation that these will be notable practice. This will be developed into Service Delivery Policy. |
Service Delivery Medium Term Plan - April 08 Developed through the service delivery integration meeting - Oct |
Head of Response |
3.6 OASD |
Debrief Procedure The formal debrief procedure is in general instigated for incidents of 12 or more pumps or through a significant event. The infrequency of such incidents along with the difficulties expressed by some retained duty system staff in attending mid week debriefs may have the effect of limiting the effectiveness of this process. There was no evidence found of any structured debriefs carried out for the medium range of incident (three to ten pumps) or incidents relating to special services . HFRS have a formal and informal procedure for operational debrief. Informal debriefs are carried out at the incident ground or upon return to station with local crews. Formal debriefs are conducted in accordance with current service policy at 12 pumps or larger incidents. There is the potential for the service to be missing out on vital operation information that could lead to improvements in performance. The Service Delivery Medium Term Plan has identified the need to review the incident debrief procedure. This will commence in May 2007 and be completed by August 2007. |
Service Delivery Medium Term Plan (RS) (Apr 08) |
Head of Response |
Theme 5. Minimising our Impact on the Environment | |||
Ref. & Progress |
Strategy and Actions |
Associated Plans |
Lead Member / Officer |
5.1 SI |
We will undertake a Best Value Review of our environmental impacts and energy conservation to identify improvements, control measures and best practice. |
Performance Review Team Medium Term Plan 2007-2008 |
Performance Review Manager |
Improvement Register v.11.1 working copy
Includes amendments/ additions from:- (date added)
DC (110507)
KB (110507)
CH (110507)
Improvement Register v.11.2 working copy
BR (150507)
LS (150507)
BW/AH (150507)
Names amended to titles by LT 220507
Added to 1a.5
Secretarial/WP/Corporate/HFRA HFRS 6 6 07 Improvement Planning Register Appx 2 Draft NW/JMW/25 5 07