2b

Area for improvement

Knowing our performance

Being constantly aware of our performance is key in addressing areas of improvement as such:

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

2b.1

CPA 2005 p.19

DoT (AAL para 16)

Issue

Mixed picture of overall performance (BVPI and LPI) not improving in some key areas.

Action

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

· _

· 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', and are reviewed quarterly by SMT, and the Performance Review Committee.

(Completed 30.7.07)

CLG's and AC's CPA and subsequent Performance Framework

Circulars

Performance Improvement Network

Flight Deck Indicators

Action plans identified in BVPI commentaries

SD MTP

Performance evaluation ToR

Director of SP&SR

Director of CS

PR Manager

PR Committee

SMT

Chief Officer

2b.2

SA 2006

Issue

BV 143ii - Injuries arising from accidental dwelling fires per 100,000 population - scored as performing `below the lower threshold'.

Action

· We will investigate the data collection systems we operate around BVPI 143ii (Injuries).

SMT Minutes 5/3/07

SD MTP

Performance Evaluation meeting

PR Manager

ACO SD (CS)

2b.3

DoT

Issue

Corporate Health Indicators need to be improving and strategies put into place (for Managing Resources PIs, including the HR ones).

Action

· We need to ensure we are constantly reporting and focussing our attention on improving.

· HR indicators are monitored by HR Management and reported to the HR Policy Group.

· Head of F&OS is responsible for monitoring of Finance PIs; include Percentage of Invoices Paid within 30 Days. This information is reported to SMT.

· BVPI 3 - Public Satisfaction - outcomes will be reported to the Fire Authority in September.

Performance Evaluation meeting

Corporate Plan

PO Awayday Action - date

2b.4

OASD 2006

Para 40

Cultural Audit 2006

Issue

There is no individual performance monitoring within prevention and protection, and innovation or notable practice is not evident.

Actions

· Individual and team performance monitoring within Prevention and Protection is improving steadily with the introduction of office and team plans aligned to the SD MTP.

· Group and Station Plans will be used more proactively to drive performance. (From April 2007).

· PDRS objectives are directly linked to the Corporate objectives and monitored on a quarterly basis.

· Within the SD process model, key terms of reference are being established to monitor and evaluate performance.

· We are a member of a Beacon Mentoring Scheme on Community Safety with other Fire & Rescue Services (Merseyside, S. Yorkshire and Cumbria)

SD MTP

Performance Management Process Report/

Performance Evaluation Group ToR

Director of SD

SDO SD (CS)

2b.5

SI

SMT Awayday

19-20/07/2007

Issue

We need to do more to cascade performance information to Managers at all levels of the organisation.

Actions

· We will provide relevant, accurate and timely management information which is accessible to Managers, including the production of pre-defined information to Stations.

· We will take the opportunity to ensure that our applications interface with each other in order to achieve a central `hub' of information.

PRT Medium Term Plan

PR Manager

2c

Area for improvement

Building our capacity/ working in partnership

We can only achieve our ambitions if we have the skills and resources available to deliver on our plans.

2c.1

CPA

p.18 A

Issue

Clarification of non-priorities

Action

· We take the problem of limited managerial resources very seriously and to focus our resources we have adopted MTPs which feed into the 3-year IRMP action plan.

IRMP

MTPs

Performance Evaluation ToR

SMT

2c.2

CPA 2005

P.18 B

(Para 45)

_

_

Issue

Management capacity and increasing workloads

Actions

· A review of Service Management Team capacity and structure has been carried out to reallocate resources and promote the integration of prevention, protection and response activities.

· A review of middle manager capacity will be undertaken in November 07 for completion by April 2008.

· The IRMP 2005 sets out the allocation of pump-prime investment for group managers aimed specifically at local community based initiatives for the 3 years from 2005/06 to 2007/08.

· Group managers and section heads are being provided with training in financial planning in preparation for funding allocation.

HR Committee 1/12/2006

SD MTP

F&OS MTP

Chief Officer

Director of SD

Head of F&OS

Head of F&OS

2c.3

CPA

p.18 B

(moved from 2a.7)

DoT

Issue

· Management capacity and increasing workloads

· Further capacity building is required, largely in respect to station based managers

Actions

· To improve innovation and 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.

· Additional administrative support has been provided to stations. Improvements should be demonstrated by the time of the next review.

SD MTP - Oct 2007

Director of SD

Head of F&OS

2c.4

CPA 2005 p.18 B

Issue

Management capacity and increasing workloads

Action

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.

· A project team is in place to monitor and develop new initiatives.

IRMP (MR1) 2006-09

Workforce Strategy

Director of HR

2c.5

CPA

p.19 B

Issue

Performance monitoring still prevails over performance management/ improvement

Actions

· _

· Identified people will receive appropriate project management training after becoming a member of, or being seconded to, the SP & SR Directorate.

· SMT will promote better performance management through the publication of a quarterly newsletter/ flyer to promote a performance management culture across the organisation, from October 2007.

SP & SR MTP

PR MTP

M&C MTP

SMT Awayday 19.7.07

Views

Workforce Strategy WG

Performance Management Group

Director of SP & SR

Director of SD

2c.6

OASD 2006

Para 41

Issue

The work undertaken in providing HFSVs in Hampshire is generating a large number of referrals leading to processing problems. This difficulty is adversely affecting the LPI of achievement within our IRMP objective and causing some HFSVs to exceed the 28 day target.

Action

· A new risk based system of allocation of was implemented in January 2007. Service Delivery will review the effectiveness and report and report on stage one options in October 2007.

This is evidenced by changes to the process agreed at SMT

SD MTP

Director of SD

2c.7

OASD

Para 84

Issue

HFRS has historical section 2 and 12 (Fire Services Act, 1947) arrangements in place and is 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.

Action

· The process for changing from Section 2&12 to Section 13&16 agreements is under way and scheduled for completion in the SD MTP by the end of May 2007.

· The review will be completed by November 2007.

SD MTP (RS) - Oct 07

ACO SD (Response)

2c.8

Risk Register

Ref 09

Issue

Risk of failure to maintain the retained duty system establishment due to the impact of the new Firefighter Selection Test procedures.

Action

· To ensure the national firefighter selection test meets the workforce planning requirements of the 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.

· ACO SD (CR) chairs the national RDS Innovations Group for CFOA.

Workforce Strategy 06-09

Director of HR

Establishment Group

2c.9

Risk Register

Ref 06d

Issue

Risk of failure to comply with and/or properly manage the Authority's legal and regulatory responsibilities in respect to the Working Time Directive (WTD).

Action

·

_

_

· A WTD Service Order and outside Service Order has been written and issued.

· Information has been published in Routine Notice, RDS newsletter and on HFRS website. (completed 30.7.07)

· Managers' toolkit has been issued including a flowchart showing the management process. (completed 30.7.07)

· Working time hours are to be controlled with WTR and safety and welfare considerations/ requirement via PDRS by April 2008.

Working Time Regs

Policy and Service Order (SO 1-21)

Director of HR

2c.10

DoT

SI

_

Issue

Our Partnership toolkit needs to be embedded beyond the strategic level of the organisation. Staff at all levels need to be able to understand how to assess and evaluate partnerships.

Actions

· Our partnership policy and `toolkit' has been issued as a Service Order (SO-11-3)

· All partnerships are being evaluated to determine those that are valid partnerships. These will then be reported to SMT.

· Potential new partnerships will be evaluated within the revised group plan format via the Toolkit.

· Staff 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.

· We will consider the way in which we allocate resources to partnerships, to ensure that they are effectively managed.

· All group plans will include a section on effective partnerships.

· The Performance Management Strategy will incorporate an element of the assurance of effective partnerships.

PR MTP 07-08

SD performance manage-ment meeting Process Report

SMT Awayday

19-20/07/2007

PR Manager

Director of SD

Theme

3. Learning and Innovation

Understanding why we are successful and unsuccessful in our activities is a key element in improving, similarly learning from others and applying creativity to problems can build our capacity and success.

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

3.1

OASD 2006

Para 40

Cultural Audit 2006

SI

Issue

There is no individual performance monitoring or performance management within prevention and protection, and innovation or notable practice not evident.

Actions

· We will enhance the culture of performance management

· 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.

· Groups that consistently achieve their targets across the balanced score card will be considered high performing and recognised as Beacon Stations. This status will be rewarded with agreed levels of freedoms and flexibilities over how they manage their own performance.

· An area of notable practice that has proven success is the strategies introduced to reduce unwanted fire alarm calls to the Service. Since its introduction in April 06, there has been a 25% reduction in calls. We are now sharing details of this success with other FRS's.

· The `I' Group has been set up within the Service Delivery Directorate with a vision to `continuously improve Service Delivery through the recognition, development and promotion of innovative and integrated approaches to reducing risk in the community; and to provide solutions aimed at achieving the highest levels of efficiency in the corporate use of HFRS resources, contributing to future Service Delivery direction'.

· We will develop a process to audit progress and performance against the objectives set out in Group and Station Plans. (From April 2007)

SD MTP

Performance Management Group Process Report

`I' Group Process Report

Performance Evaluation Group Process Report

Director of Service Delivery

ACO SD (Response)

3.2 + 3.3

OASD

Paras 28 + 44

Issue

· In the key area of audit and review there was no evidence of a systematic performance based audit system in place to improve the risk assessment process.

· There is no explicit audit and review of the risk analysis process as a whole.

· There is no clear evidence that HFRS adopt a systematic approach to the audit and review of policies. HFRS will identify resources that can be utilised to embed a systematic approach to its review of services, audit of policies and procedures.

Actions

· In October 2007 the SD Performance Management Group will introduce an audit and review process.

· This will include an audit and review of the Service Delivery policies (to be completed by October 2007).

· We have strengthened our Central Support team and they have conducted a review of our Service Orders.

· AM SD (CS Delivery) is compiling a Community Safety Risk Management Policy for the Service Delivery Directorate.

SD MTP - Risk Intelligence forum ToR 07-08 (Apr 08)

This is included in the SD MTP - it will be included in all other functional MTPs from April 2008 (both audit and review).

Director of SD

3.4

OASD

Para 65

Issue

Emergency Response - in the key area of policy there was no evidence that demonstrated innovation or notable practice.

Action

· The SD "I" Group will create innovative solutions to community risk using the control measures of prevention, protection and response which will be developed into SD Policy.

· In our IRMP Achievements Section there is clear reference to innovation in the following areas: Eastleigh Pump, Popley Fields, Rural Safety, Personnel Reserve, Crewing of HVP unit, Crewing of ICU, Community Safety Initiatives Register.

SD MTP - April 08

Developed through the SD integration meeting - Oct 07

"I" Group ToR

ACO SD (Response)

3.5

OASD

Para 103

Issue

No structured debriefs are carried out for the medium range of incidents (3-10 pumps) or incidents relating to special services. There is potential to miss out on vital operational information that could lead to improvements in performance.

Actions

· The SD MTP will review the incident debrief procedure, commencing May 2007 for completion by August 2007.

SD MTP

ACO SD (Response)

Theme

4. Managing our Resources Better

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

4.1

CPA 2005

p.18 B

UoR 06 p.8

AAL 38

Issue

Lack of strategic approach to asset management.

· Develop a consolidated asset management plan using existing asset information and plans.

· Agree a plan to tackle maintenance backlogs identified by condition surveys

· Develop performance measures to evaluate asset use in achieving objectives.

Actions

· Site surveys are now complete. Condition survey will go to the Asset Management Group in Autumn 07. Revised SLA with Hampshire County Council includes this requirement.

· We will develop a plan to tackle maintenance backlogs identified by condition surveys by December 2007.

· A draft consolidated asset management plan (based on the existing asset information and plans) will be reported to the Asset Management Working Group, and the Fire Authority in September.

· We will draft an asset management strategy by third quarter 2007. The Strategy will include performance indicators where appropriate and will be linked to IRMP. The strategy will take into account the Code of Best Practice and Asset Management.

Property Services MTP

Revenue budget and Capital programme 07-08

Director of CS

Asset Manage-ment WG

Property Services Mgr.

F&GP Committee

4.2

UoR 06 p.6

Issue

Produce summary accounts which are understandable and accessible to the public and which reflect the needs of local stakeholders.

Actions

· We will produce timely and accurate annual accounts which will be understandable and accessible to the public and reflect the needs of local stakeholders.

Financial Services MTP 2007-08

Public Opinion Survey 2006

Head of F&OS

4.3

UoR 06 p.6

Issue

Ensure all working papers are available at start of audit and that these are consistently high quality to support the audit.

Actions

· We will ensure we produce annual accounts in accordance with relevant standards and timetables, supported by comprehensive working papers. This will be reviewed after close of accounts.

Closure of Accounts timetable

Financial Services Manager

Financial Services (HCC)

4.4

UoR 06

p.7

Issue

The financial strategy should clearly be modelling balances over three years and demonstrate clear links between the budget, the corporate plan and IRMP priorities.

_

Actions

· We will ensure that the medium term financial strategy (MTFS), budgets and capital programme are soundly based and designed to deliver our strategic priorities. We will demonstrate that our financial plan is based on the requirements of our Corporate Plan and IRMP. All plans will need to show costs over the 3 year cycle.

· The Directors (PO's) decision log has been expanded (Apr 06) to cover a 3 year period

IRMP

Medium Term Plans

Business Cases

SMT reports

F&GP Committee reports

SMT

Head of F&OS

· We will monitor performance against budgets by ensuring that links are set up between financial reporting and operational indicators.

· Complete the planned survey of financial system users and respond to the outcomes.

Financial Services MTP 07-08

SD performance evaluation meeting

Head of F&OS Head of ACO SD (CS)

Director of CS

4.5

UoR 06 p.9

Issue

We need to be able to demonstrate that members set challenging targets, for e.g. in delivery of the capital programme and in levels of reserves and balances.

Actions

· We will show that members are involved in the budget setting process with respect to:

· _

· levels of reserves and balances - debated at length at HFRA and F&GP re budget 07/08

· delivery of the capital programme

· increase in the revenue budget and effect on council tax-council tax increase below pensions increase for period 05/06 to 07/08

(all completed 30.7.07)

· We are extending the scrutiny role to the Performance Review Committee.

Financial Strategy

Minutes of HFRA, F&GP and CMT committee meetings (ongoing)

Director of CS

4.6

UoR p.9

AAL 40-42

Issue

Systems of internal control are generally sound but:-

· The Governance Committee does not fully meet best practice guidelines for independence.

· Further progress needs to be made in embedding appropriate governance arrangements within partnerships.

· Ensuring a full contribution from members in the production of the Statement of Internal Control (SIC)

_

_

Actions

· Consider appointing members to the Governance Committee who do not serve on other committees (eg F&GP, CMT) to demonstrate independence. This was resolved at the Governance Committee in June 2007 (DH to check this)

· Ensuring that appropriate governance arrangements are in place for partnerships: publish the guidance note. (Completed 31.7.07)

· Demonstrate member involvement in preparing the statement of internal control (SIC) (Completed 31.7.07)

PR MTP 2007-08

Governance Committee ToR Apr 07

Governance Committee Sept 07

Director of CS

4.7

UoR 06 p.10

Issue

(Linked to Performance Management) In order to demonstrate we currently achieve good value for money we need to continue:-

· to work in areas of weaker performance to ensure all performance and outcomes are commensurate with overall costs. For e.g.; ensuring that the benefits of partnership working are fully evaluated.

· to demonstrate that we manage and improve value for money we need to build on improvements to date to ensure there is an embedded and consistent approach to achieving value for money throughout the organisation.

Actions:

· We will ensure that the benefits of partnership working are fully evaluated

3 year BVR programme - HFRA and regional to be developed from April 2008

SE improvement partnership business programme 2007-08

Chief Officer

Director of CS

PR Manager

4.8

DoT

Issue

To embed the understanding of value for money, all staff should be aware of how they contribute to the Service making a good use of resources.

Actions

· Group and station plans to include an element of value for money.

· Using the embedding of performance management culture, we will feed the understanding and recognition of the importance of value for money within group and Station Plans.

SD MTP

Performance Management Process Report

M&C MTP (Staff suggestion scheme) April 2008

Director of SD

Head of M&C

4.9

DoT

Issue

Improvements need to be demonstrated in the management of absence, especially at middle management level.

Actions

· An Attendance Management Improvement Plan has been developed and is monitored by the Attendance Management Project Board, which reports to the Workforce Planning Steering Group.

· This issue will be reviewed for improvement in April 2008.

Attendance Management Improvement Plan Apr 2008

Workforce Strategy 06-09

Director of HR

4.10

Regional Action Plan

Regional Procurement Strategy

Issue

Capitalise on the regional procurement expertise, capacity and economies of scale in order to improve the efficiency, sustainability, economy and effectiveness.

Actions

· A skills audit of key procurement staff and Members is being undertaken, driven by the National Procurement Strategy. (February 2006 to March 2008). The intended outcome is to deliver training and raise the procurement competency on a regional basis.

SE Regional Management Board Action Plan 2007-10

Head of F&OS

· An analysis of expenditure across key headings by Fire and Rescue Authorities is being undertaken to identify potential joint buying opportunities. (April to July 2007)

SE Regional Management Board Action Plan 2007-10

Head of F&OS

· A Regional Procurement Plan is being developed to produce a programme of collaborative procurement activities providing extra buying power for fire & rescue Services. (April to November 2007)

SE Regional Management Board Action Plan 2007-10

Head of F&OS

· Quick wins

o Procurement/ fuel cards

o Blue light portal (tender management) (November to May 2007)

o Travel arrangements

SE Regional Management Board Action Plan 2007-10

Head of F&OS

Theme

5. Minimising our Impact on the Environment

Climate change and operating in a more sustainable way is an emerging driver in how we will operate in the future, as we want to be a leader rather than a follower . . .

Ref. &

Progress

Strategy and Actions

Associated Plans

Lead Member / Officer

5.1

SI

Issues

We need to ensure that the HFRA promotes best practice and reduces its carbon footprint.

Actions

· We will undertake a Best Value Review of our environmental impacts and energy conservation to identify improvements, control measures and best practice. (April 2007 to March 2009).

· During the review we will seek to implement `easy wins' and change practices quickly where possible, whilst recognising that other initiatives make take longer to adopt.

PR Team MTP 07-08

PR Manager