Hampshire Fire and Rescue Authority

Human Resources Committee Item 8

15/03/2005Nov 2007

Error! Bookmark not defined.RDS Strategic Review Project; Progress Report

Report by the Chief Officer

Contact: Shaun Rowlatt / SHQ, ext 5434 / [email protected]

1

Summary

This report provides an update following conclusion of the HFRS Retained Duty System (RDS) Review Project. The review was commissioned by the Senior Management Team in April 2006; part of IRMP 2006/9 (addressing MR2) and concluded with an SMT written report on 4^th June as scheduled. The project proved to be large and widely encompassing across the organisation.

The final SMT report contained six high level recommendations, which were agreed. Three project work group reports and recommendations were included as appendices to the SMT report and these reports will now be systematically reviewed and progressed in accordance with one of the adopted high level recommendations; a new project phase to be called the RDS Strategy Project. This Strategy Project has convened, currently in its initiation phase and is proposing a three year high level timeline for a publicised period of RDS evaluation and changes.

2

Recommendation

2.1

HR Committee note the content of this report and periodically monitor progress of the new RDS strategy project in accordance with the HR Workforce Strategy.

3

Introduction Error! Bookmark not defined.and Background

3.1

Responding nationally to increasing concerns relayed from Fire & Rescue Service's throughout the country, the then Office of the Deputy Prime Minister (ODMP) established a national review team to examine Retained Duty System issues in England and Wales, recognising the long term recruitment and retention challenges facing Fire and Rescue Services. Under ODPM direction the national Retained Review Team (RRT) was established, producing its final report in February 2005.

3.2

The report encompassed two previous reviews making 51 recommendations, of which 35 were considered falling within the remit of Local Authority Fire & Rescues Service's. HFRS undertook a review of the report to identify the levels of responsibility and compliance prioritised against the 35 recommendations; this was completed in Oct' 2005.

3.3

The RDS review project was identified as an IRMP objective by SMT in April 2006; to review and make recommendations for securing the assurance, legislative compliance and capacity within the Retained Duty System, reporting to SMT in June 2007.

4

AIMS OF THE RDS PROJECT TEAM

4.1

The project team was to conduct a review in accordance with a Project Initiation Document and timeline agreed by the Programme Board and Project Executive. A large project team from across the organisation including RDS staff and the representative bodies undertook the work via three work groups. The project's aim was to culminate in a series of written outcomes and recommendations for future consideration and to initiate any interim measures considered necessary by the Board to mitigate potential negative impacts from the mandatory introduction of the National Fire Fighter Selection Test procedures.

5

AREAS OF PROJECT FOCUS

5.1

Work Group 1

1. To review and consider the benefits of adopting a contracted or annualised hours type of contract, and make recommendations for improvement or change to existing contract provision.

2. To consider the implications of the Working Time Regulations for the RDS and ensure the new contract proposals are better equipped to support staff and the organisation in their compliance.

Work Group 2

3. To review the HR management systems connected with the application and appointments process, making improvement and efficiency recommendations to reduce delays.

4. To consider the impact implications for the RDS of the new National Fire Fighters Selection Test procedures, recommending areas for candidate support to achieve increased success likelihood.

Work Group 3

5. To consider the role of the working routines in the RDS, ensuring revised contract proposals improve the capacity for learning and development within IPDS, and if risk profiling would be of benefit or an appropriate mechanism for improvement.

6. To review the RRT recommendations, gauging the level of HFRS progress and convergence in meeting Government (CLG) expectations.

6

Contribution to Corporate Aims and Objectives

6.1

In December 2005 HFRS announced that a review of the Retained Duty System would form part of its IRMP 2006-2009 (MR2) This would strategically review the operation of the Retained Duty System and the staff activity within.

6.2

Revised working practices and alternative contractual arrangements were explored in order to consider opportunities for greater involvement in Protection and Prevention objectives and if the Service Delivery capacity and resilience of the RDS could be maintained or improved.

The review outcomes offer potential for the adoption of new annualised contracts, terms and conditions allowing for compliance with the Working Time Regulations and increased inclusion or recruitment from target groups. They offer opportunities for greater consultation and negotiations to further embed the essential participation and contributions this section of the Service provides.

7

Risk Analysis

7.1

An entry was made to the Corporate Risk Register to reflect the risks in maintaining adequate RDS establishment levels posed by the mandatory introduction of the national New Fire Fighter Selection Test procedures. Risk reduction measures were an active consideration of the project working and recommendations for both interim and the longer term were made. These interim measures have been implemented by the HR Workforce Planning Team and the next project phase will progress the final recommendation for mitigating this risk.

7.2

The new RDS Strategy Project Board will monitor and amend the strategic risk register entry until such time as the RDS Review Project's long term proposals have been introduced and subsequently evaluated.

8

Resource Implications

8.1

Human Resources

The project considered potential impacts on establishment levels by the NFFST procedures and Service compliance with the Working Time Regulations for RDS personnel. Project members linked into a concurrent Working Time Regulations Project, lead by the Deputy Head of HR. The recommended reduction in maximum hours cover provision are thought to be manageable within current RDS staffing levels but management of cover provision at local levels will be increasingly significant in achieving this and a software solution is recommended as an essential assistant to local individuals and managers.

8.2

Physical Resources

Project outcomes recommend IRMP direction to a new county wide risk profiling concept (app a), reviewing existing appliance resources with a view to some redistribution in accordance to risk, new concept appliances and RDS staff competencies. These are thought not to impact on the overall capacity levels of these resources but should influence future procurement opportunities and choices.

8.3

Information and Communications Technology Resources

It is recommended that an electronic Retained Management System is trialled to prove concept. This should prove beneficial in self and local management of cover provisions leading to greater flexibility and improved appliance availability.

Information technology solutions will need to be harmonised between existing and potential new systems necessarily associated with the regional control and also the outcomes of the Workforce Strategy Management of Information Solutions (WFSMIS) review project. There are significant financial efficiency savings emanating from the RMS proposals which contribute approx 75% of the savings presented in the WSMIS project conclusions.

The next RDS Strategy Project Board will seek to implement an RMS trial and subsequently oversee its evaluation. A longer term RMS solution as part of a new Service wide integrated package or an independent but compatible stand alone RMS system may prove more beneficial to the RDS members and the organisation's performance management expectations. The long term solution from the WFSMIS project will be implemented in conjunction with the RDS Strategy project outcomes.

8.4

Financial Implications

The costs of an RMS trial and future purchasing of an electronic RMS system following tendering evaluations are anticipated. The RMS solution may be independent or part of an integrated service wide solution. This will come from the work of the WFSMIS project.

The RDS Project Manager is considering software providers for an evaluation and trial. It is intended this will be beneficial and ultimately reduce costs and enable the trial to be rolled out county wide. These details inform part of the WFSMIS project business case outcomes.

9

Equality Impact Assessment

9.1

The project team included a member of the equalities and diversity team who conducted an initial Equalities Impact Assessment. Proposals for final consideration will be subject of an EIA and environmental audit as part of the quality assurance for the Strategy project. It is hoped future proposals will better facilitate new membership population of the RDS by key target groups through greater flexibility in cover provisions.

9.2

The proposals within this report are considered compatible with the provisions of the European Convention on Human Rights, the Human Rights Act 1998, and the Race Relations (Amendment) Act 2000.

10

Consultation

10.1

Formal consultation with the Representative Bodies was undertaken on the three work group outcomes. Following submission of the SMT paper incorporating the work group outcomes, further consultation was initiated commencing with a meeting between the Project Manager, FBU and RFU representatives.

As the review workgroup outcomes are refined by the Strategy Project Team and presented to the Project Board, further consultation will be sought and where appropriate, the Project Executive (Head of HR) will conduct negotiations between the Service and the Representative Bodies.

11

Conclusion

11.1

The project utilized Prince2 methodology and delivered its recommendations in accordance with the previously publicised timeline. RDS representation in all project working was achieved. Some project outcomes have potential for significant changes to the RDS requiring re-negotiation of some national grey book terms and conditions, between the organisation and the representative bodies. Whilst there is provision in the current Grey Book for future negotiations, this will present significant challenges for the representative bodies and the organisation but should provide better work/life balance opportunities enabling more enjoyable, flexible, and efficient working for these valuable employees and their time commitments.

Temporary measures to mitigate adverse impacts from the introduction of the NFFST procedures have been effectively implemented and the HR recruitment applications process has been greatly enhanced by the introduction of a new interim tracking data base.

A staff awareness and dialogue campaign was implemented and RDS staff involvement within the process was achieved and will be maintained during the next project phase where the communications strategy will be further developed to fully engage with staff.

The review outcomes provide for a more efficient learning and development training delivery, and compliance with the Working Time Regulations for staff conditioned to this duty system. The review informed the strategic IRMP planning process with regard to operational resource management and Station ground risk profiling and intelligence in the future.

Appendix A: RDS Strategy Project, Draft Risk Profiling Concept

Background Information (Section 100D of Local Government Act 1972)

The following documents disclose the facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of the report:

"None"

Note: The list excludes: (1) published works; and (2) documents that disclose exempt or confidential information defined in the Act.