Archived decisions

KEY TO REFERENCES

indicates the source of the issue

(left hand column of Register)

CPA

Comprehensive Performance Assessment 2005

OASD

Operational Assessment of Service Delivery

UoR

Use of Resources

DoT

Direction of Travel

RR

Risk Register (Strategic)

RAP

Regional Action Plan

SI

Self Identified item

SA

Service Assessment (OASD + Performance Indicators)

Theme

1. Living our Values/ Meeting our Goals

1a

Working with and for our communities

By improving our understanding of the needs of our communities, we can improve the quality and delivery

of service.

Reference

and source of issue

Strategy and Actions

Associated Plans

Lead Member / Officer

1a.1

DoT

CPA 2005

p.18

Issue

Poor performance against BME (black and minority ethnic) and gender Best Value Performance Indicators.

Actions

· We will comply with Race, Age, Disability, Gender and Equality requirements and deliver on our action plans.

_

To meet the requirement of the new Age Discrimination Legislation, we have reviewed the relevant Human Resources policies e.g. retirement, re-employment and job applications. NB: We are constrained in relation to the fire fighters pensions' scheme by the Pension Scheme Regulation.

_ A Gender Equality Scheme was published in June 2007.

Workforce Strategy 06-09

and action plan

Minutes of Workforce Planning Steering Group and Local Diversity Group

Director of Human Resources

Equality & Diversity Manager

1a.2

DoT (AAL 07 p.8)

CPA p.18

Issue

The Authority has not yet improved on its Level 1 of the Local Government Equalities Standard

Action

· We have achieved Level 2 and our aim is to achieve Level 3 by December 2008.

Human Resources Medium Term Plan

Peer review process

Integrated Risk Management Plan - Managing Resources ref 2 (2007-10)

South East improvement partnership business programme (2007-08)

Outreach Workers actions

Director of Human Resources

Equality & Diversity Manager.

1a.3

CPA 2005

P.19

Issue

Stakeholder satisfaction

Action

_ We have conducted a public satisfaction survey and reported the outcomes and strategies for improvement to SMT and the Fire Authority (26 Sept 07).

The report outlined the following actions to address issues raised:-

· Visibility in the community - Regular and focussed advertisements in the popular press highlighting the successes of the Authority as part of wider public relations campaigns.

· Communication with the community - External research will be used to inform the development of an updated Marketing and Communications Strategy in 2008.

· Awareness of fire safety messages - fire safety in the home - Safety in the home is one of the priorities that will be addressed by Community Safety management in 2008 through the Integrated Risk Management Plan.

· Fire risk awareness - The current campaigns and activities that target and educate the people most at risk will be evaluated.

· Careers in the Fire Service (volunteers to support non-emergency projects) - we will recruit a voluntary workforce to support key areas of activity within Service Delivery.

Consultation Strategy

Marketing & Communications (M&C) Medium Term Plan (MTP) 2007-08

M&C MTP 2007-08

Proposed IRMP Objectives 2008-10

Proposed IRMP Objectives 2008-10

Proposed IRMP Objectives 2008-10

Performance Review Team Manager

Head of Marketing & Communications

(M&C)

Head of M&C

Service Management Team

1a.4

CPA 2005

p.18

DoT

Issue

· Communications with the community

· Improvements required regarding user focus, both internal and external (especially hard to reach groups)

Actions

· We have included the business community and other hard to reach groups in our consultation strategy for the IRMP from September 2007.

· Planned and targeted awareness campaigns take place in accordance with our Marketing & Communications strategy.

· We undertook a review of current internal communications practices in April 2007 and will review external awareness levels by December 2007 which will help develop our Marketing & Communications Strategy, and actions will be delivered by the end of 2008.

A strategy for communicating with non-English speakers will form part of the refreshed Marketing and Communications strategy 2008-11.

Consultation Strategy

IRMP - MR3 2007-08

M&C Medium Term Plan (2007-08)

M&C Strategy 2008-11

M&C Strategy 2008-11

Performance Review Team Manager

Head of M&C

Head of M&C

Head of M&C

1a.5

OASD 2006

Para 83

Issue

There was no evidence that HFRS has suitable facilities for communicating with members of the public who cannot speak English. The current situation could challenge call management where non-English speakers make emergency calls.

Actions

_ Language Line was 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 provides a 3-way link between the non English-speaking caller, the emergency control operator and Language Line. The contract with Language Line was signed at the end of May 2007. The Command & Control equipment has been modified to enable this facility to operate. (17.9.07)

Service Delivery Medium Term Plan (Response)

Command & Control Medium Term Plan

Assistant Chief Officer Service Delivery (Community Response)

1a.6

DoT

Issue

More work is required in improving our work in terms of equalities issues, for example:

· 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.

Actions:

· Field trips have been undertaken - examples are those to Kent and Merseyside

· Peer reviews

· HFRS actively partakes in Family Group Four where best practice is shared

· Regional Working

· National Conference on equality issues

Equalities Strategy and Action Plan

Performance Review Team Medium Term Plan

Director of Human Resources

Performance Review Team Manager

1b

Area for improvement

Motivating and mobilising our people

Reference

and source of issue

Strategy and Actions

Associated Plans

Lead Member / Officer

1b.1

CPA 2005

p.18

Issue

Not fully engaged with some staff

Actions

To make best use of all our resources and talents 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:

1b.1.1

o Staff suggestion scheme included in Marketing & Communications strategy and plan (August 2005). Research commenced in October 2006, and a strategy was approved by Service Management Team to recruit a Scheme Manager. Target date to launch the scheme is April 2008.

Marketing & Communications Strategy

Suggestion Scheme Strategy

Head of Marketing & Communications

1b.1.2

CPA 2005

_ Staff Cultural Audit undertaken in September 2006. 58% response rate compared to 37% response from 2005 Employee Survey.

_ The findings were reviewed by Workforce Strategy Steering Group, Service Management Team, and the Improvement Planning Group, and the following actions were agreed to be implemented from April 2007:

Marketing & Communications Strategy

Head of Marketing & Communications

1b.1.3

_ 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. The Watch 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 Service Management Team.

Marketing & Communications Strategy

Marketing & Communications Medium Term Plan

Head of Marketing & Communications

_ Stations will be reminded that the objective of the visit is a productive forum for information exchange. Head of Marketing and Communications to prepare objectives prior to the meetings. (17.09.07)

`Framework for visits' document

Head of Marketing & Communications

_ All work areas will become part of the Senior Manager Visit programme, such as Workshops and other Green Book teams. (17.09.07)

Marketing & Communications Strategy

Head of Marketing & Communications

1b.1.4

o Opportunities have been taken for informal engagement between Service Management Team and members of staff through sports and social events. This will be included in the refreshed Marketing & Communications strategy.

Marketing & Communications Strategy

Head of Marketing & Communications

1b.1.5

CPA 2005

_ Team forums for Grey Book staff have been 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. Area Managers give feedback for evaluation through Service Delivery team meetings.

_ The "Southampton Group" model was circulated to all Group Managers and is now being used to provide a structured meeting programme.

Corporate Marketing & Communications (M&C) Strategy and Medium Term Plan 2007-08

Head of Marketing & Communications

Assistant Chief Officer Service Delivery (Community Response)

1b.1.6

CPA 2005

_ A Green Book Managers' forum is being developed, allowing for greater face to face communication with senior managers, and also between Green Book managers themselves. The first meeting of the forum took place in December 2007

Corporate M&C Strategy

Head of M&C

Head of Finance & Office Services

1b.1.7

CPA 2005

o Staff Satisfaction - We will continue to monitor staff satisfaction through regular surveys. We will consider undertaking a survey in 2008/09. Distribution of surveys to be managed by the Performance Review Team

Performance Review Team Medium Term Plan

Performance Review Team Manager

1b.1.8

CPA 2005

_ We have achieved Investors in People (IIP) accreditation. This will not only help to engage staff, but also assist to align the culture with our core values. (Dec 2007)

IRMP (MR5) 2006-09;

IRMP (MR4) 2007-10;

Training & Development MTP

IIP Action Plan

Director of Human Resources

Human Resources Committee Member

1b.1.9

CPA

_ To develop communications culture and network within the Service, a `Communications Think Tank' was formed. And Terms of Reference agreed in Nov 2006.

IRMP (MR8) 2006-09

M&C Strategy

Head of M&C

1 x Member

1c

Area for improvement

Developing our workforce

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:

Reference

and source of issue

Strategy and Actions

Associated Plans

Lead Member / Officer

1c.1

DoT

Issue

Personal Development Review System - the system needs to be embedded throughout the Service.

Actions

_ An integral aspect of achieving Investors in People accreditation for the whole organisation involves the implementation of an improved Personal Development Review (PDR) staff appraisal system which links personal development to personal and organisational objectives to support the IRMP. It will be fully established by the end of 2007/08. The outcomes of the PDRS will inform the Training Needs Analysis for 2008/09 and thereafter.

· The PDRS project group will review the existing policy and procedures, and recommend actions for improvement for next year. (2008/09)

IRMP (MR4&5) 2006-09

IRMP (01) 2007-10

Training & Development Medium Term Plan

Investors in People action plan

Workforce Strategy 06-09

Service Order 9/6/2

Director of Human Resources

Area Manager Training

Human Resources Committee Members

1c.2

DoT

Issue

We need to be able to demonstrate that all staff have the relevant key competencies for their role.

Actions

_ 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 specifically to fulfil a post against a person specification. Development is then addressed through the PDR system.

Workforce Strategy 06-09

Workforce Strategy Objective (Managing Resources objective 1 - IRMP 2007/10)

Director of Human Resources

1c.3

UoR

CPA

Issue

Management capacity and increasing workloads.

Actions

_ Officer development programmes are in place which take into account management and operational skills. (January 2008)

_ Training and awareness for Members to increase their participation in, and knowledge of, major projects and initiatives is an ongoing commitment. This programme was formalised in a paper to Human Resources Committee on 8 September 2007, and the process for member induction and mentoring is in place. (January 2008)

Two Councillors attended the Fire Service Improvement Day on 23.03.07

Training & Development timeline 2007-08

Financial Services Medium Term Plan 2007-08

Workforce Strategy Action Plan

Area Manager Training

Director of Corporate Services

1c.4

OASD

p.59

p64

p.101

Issue

· The assessment team were unable to find sufficient evidence to support the 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.

· There was evidence managers had undertaken incident command training, but no evidence that this training is regularly updated or refreshed or 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.

Actions

The undertaking of the appropriate incident command training has been included into the incident command strategy. (17.9.07) A review of this will be undertaken during 2008/09

_ Training course programme - now includes CMMI Course (crew managers managing incidents), WMMI ) watch managers managing incidents, SMMI (station managers managing incidents), Flexible Duty System officer training (Apr 2007) (17.9.07)

· Strategic Projects & Specialist Response Medium Term Plan will incorporate the incident command strategy (08-09) (policy states no one will act up without appropriate training) (17.09.07)

· Service Delivery Performance Management Group will ensure that an audit process is put into place which will include incident audit measuring the outcomes and effectiveness of training.

Strategic Projects & Specialist Response Medium Term Plan

Training & Development Medium Term Plan 07-08

Strategic Projects & Specialist Response Medium Term Plan

Service Delivery Performance Management Group Process Report

Director of Strategic Projects & Specialist Response (SP & SR)

Area Manager Training

Director of SP & SR

Director of Service Delivery

1c.5

OASD

p.61

Issue

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 ensure information was up to date.

Actions

· Review due for completion March 2008.

Training & Development Timeline 2007/08 - due for completion by Mar 08

Area Manager Training

1c.6

OASD

p.66

Issue

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.

Actions

· The Service Delivery Medium Term Plan has an objective to implement initiatives to review and address middle manager capacity and workloads, which commenced in November 2007 with a target completion of April 2008.

· The operational Continuing Professional Development (CPD) of Service Delivery Managers will be monitored through the Personal Development Review System (PDRS) process.

· PDRS progress and formal development programme and workplace assessments ensure that training is undertaken.

Service Delivery Medium Term Plan

Training & Development Medium Term Plan 2007-08

Director of Service Delivery

Area Manager Training

Theme

2. Driving Excellent Performance

2a

Area for improvement

Knowing and managing the risk

The management of risk at every level of the organisation should inform all elements of our corporate planning and implementation.

Reference

and source of issue

Strategy and Actions

Associated Plans

Lead Member / Officer

2a.1

OASD

p.27

CPA

p.19 B

UoR p.9 KLOE 4.1

Issue

· The Integration of existing policies into a specific risk analysis policy, with additional emphasis on the risk analysis process and risk reduction activities to support the management of risk will help to enhance the understanding of staff and focus the organisation in this key area.

· Risk management not main streamed across the organisation

· Deliver risk awareness training for members and staff and develop a future training plan.

Actions

· We will publish an overarching policy on managing risk.

· We will establish a Service Delivery Risk Register which compliments the Strategic Risk Register, and clearly sets out the risks we are going to reduce in the community. (2008/09)

· Through the delivery of training and awareness sessions for all staff, we will ensure that managers incorporate risk management strategies within their Medium Term Plans and embed the process across the organisation. (2008/09) Training for Group Managers was conducted in September 2006.

· Awareness sessions regarding risk management will be provided to members. One session was provided in September 2007.

· We have taken the opportunity to learn best practice from Kent Fire & Rescue Service. The Performance Review Team have visited Kent Fire & Rescue Service (December 2007) and taken a more detailed look at the processes and resources they use. Proposals for improvements to our processes are currently being considered. (Target date 31^st March 2008)

· The Risk Register will be formally presented at the June 2008 meeting of the Finance & General Purposes Committee, and annually to the Fire Authority, at its September meeting.

_ We are corporate members of ALARM (Association of Local Authority Risk Managers) and attend and actively contribute to the ALARM Fire Services Sector Group.

Service Delivery MTP - Risk Intelligence forum Process Report (April 2008)

Member and staff development programme

Performance Review Team Medium Term Plan

Performance Review Team Medium Term Plan

Hampshire Fire & Rescue Authority Minutes September 2006 and 2007

Performance Review Team Medium Term Plan

Director of Service Delivery

Area Manager Training

Performance Review Team

Manager

Performance Review Team

Manager

Performance Review Team

Manager

2a.2

SI

UoR p.9 KLOE 4.1

OASD

p.60 + 62

Risk Register entry 01

Issue

· Business continuity has been identified as a substantial risk.

· Embed the business continuity plan together with an emergency plan to comply with the Civil Contingencies Act.

· There was no evidence relating to ongoing work regarding business continuity planning.

· The HFRS has not yet developed major incident plans in conjunction with other services and local authority.

· 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.

Actions

· A Business Continuity Framework is in place. Departmental Service Continuity Plans are being developed in line with the Framework. These plans will be in place by the end of the financial year 2007/08 and will be tested during 2008/09

Business continuity plan

SP&SR MTP Apr 08

Strategic Risk Register entry 01

Emergency Media Plan

Director of Strategic Projects & Specialist Response

Head of Marketing & Communications

2a.3

DoT

Issue

Delivering outcomes to the community, especially hard to reach groups

We need to use our data sharing protocols to obtain information from other agencies so that we can `layer' across our own risk intelligence data to enable us to target our resources, and demonstrate outcomes from initiatives.

Actions

· The role of the Risk Intelligence Forum and team 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. The Risk Intelligence Medium Term Plan will be in place by April 2008 to include working and the intelligence model.

· In addition to this, the Crime and Disorder Data Information Exchange (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 Process Report

October 2007

Director of Service Delivery

2a.4

OASD

OASD

p.60 + 63

Issue

Site Specific Operational 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.

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 risk assessments plans and procedures are immediately available at the scene of operations was found to be failing.

· Crews not aware that site specific plans were available via the turnout printer.

· Paper based plans were missing from the appliance sampled.

· Site specific operational plans unavailable immediately at the scene of operations.

Actions

· All existing plans have been reviewed, and a number of gaps identified of premises that do not have plans. 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. There is a project in place to address the weaknesses.

Service Delivery Medium Term Plan

Assistant Chief Officer Service Delivery - Community Response

2a.5

UoR

KLOE 4.3

Issue

Need to strengthen arrangements in place to promote and ensure probity and propriety in the conduct of our business by promoting counter fraud measures.

Actions

_ Service Order SO/1/20 Code of Conduct based on the Local Government employees code issued in 2004 which applies to all Hampshire Fire & Rescue Service employees was issued in January 2007 together with an abridged version.

_ A Gifts and Hospitality Register 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 from April 2007.

· We are ensuring that high standards of ethical conduct and a strong counter fraud culture are being supported and promoted by members and staff, by provision of training.

Service Orders

Training & Development Programme 2007-08

Director of Human Resources

Head of Finance & Office Services

Area Manager Training

2a.6

Risk Register

7a+7b

Score = 20 (red) (Oct 07)

Issue

· Failure to respond effectively to the threat posed by the transition to Firelink.

· Failure to respond effectively to the threat posed by the transition to Regional Control Centre.

Actions

· A Hampshire Fire & Rescue Service 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 & Specialist Response Medium Term Plan 2007-08

Director of Strategic Projects & Specialist Response