Archived decisions

    Hampshire Fire and Rescue Authority

    Human Resources Committee Item 8

    15/03/200511 April 2008

    Error! Bookmark not defined.Workforce Strategy Action Plan Review (2007-08)

    1

    Summary

    1.1

    The Service's Workforce Strategy 2006/09 and associated action plan is reviewed on an annual basis and progress towards the agreed milestones reported to the Workforce Strategy Steering Group.

    1.2

    The Strategy is reviewed and updated through the coordination of the Workforce Strategy Steering Group with contributions from the Service's Directorates and associated working groups.

    2

    RecommendationError! Bookmark not defined.

    2.1

    The HR Committee note the progress of the associated groups to support the Service's strategy (summarised at appendix A). At the time of writing, all milestones have been met, with some minor adjustments to time scales due to delays in national developments and projects.

    3

    Introduction Error! Bookmark not defined.and Background

    3.1

    The National Fire and Rescue Framework Document 2006/08 refers to the UK Fire and Rescue Service Human Resources (HR) Strategy Framework and the requirement for Fire Authorities to have a regional strategy to address HR matters. The Framework Document also highlights the need for local HR strategies to fully reflect the needs of their Integrated Risk Management Plan (IRMP) (now to be called the Fire and Rescue Safety Plan from April '08).

    3.2

    The Workforce Strategy seeks to ensure a fully integrated approach in order to ensure we have the right people in the right place, with the necessary skills and motivation for their role. The programme of change within the Service (and our own aspiration to be in the top 10 Fire and Rescue Services in the Country), requires that we continue to seek more flexible and effective ways to select, develop, and support our staff thereby continually improving our delivery of service and the organisation.

    4

    Contribution to Corporate Aims and Objectives

    4.1

    Our Workforce Strategy was an objective within the IRMP for the period 07/10

    MR 1 Achieving our Vision by Empowering our Workforce

    5

    Risk Analysis

    5.1

    There are 3 specific identified risks within our Strategic Risk Register which have a specific HR role/responsibility:-

      · 02 - Failure to maintain the positive engagement of our staff to deliver our key objectives and priority actions.

      · 06d - Failure to recognise and comply with and/or properly manage the Authority's legal and regulatory responsibilities in respect of the Working Time Directive.

      · 09 - Failure to maintain the Retained Duty System establishment due to the impact of the New Fire Fighter Selection Test and Assessment and Development Centres.

    6

    Resource Implications

    6.1

    Human Resources

    The success of the Workforce Strategy is under pinned by a total of 17 separate project/working groups co-ordinated by the Workforce Strategy Steering Group (See appendix B). Many of these groups consist of staff and managers from across the Service plus representation from the respective Trade Unions and an elected Member.

    6.2

    Physical Resources

    Not Applicable

    6.3

    Information and Communications Technology Resources

    Not applicable

    6.4

    Financial Implications (3 Year Financial Plan)

    Not applicable

    7

    Equality Impact Assessment (EIA)

    7.1

    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. EIA's are completed wherever required within the various parts of the governance structure (Appendix B).

    8

    Consultation

    8.1

    The introduction of a Workforce Strategy and associated working groups has had a positive impact on staff engagement and improved communications as a result of a more integrated approach to managing change within the Service.

    9

    Conclusion

    9.1

    The Service has clearly benefited from the development and introduction of a Workforce Strategy. This strategy continues to focus the Service's attention on key areas to support improvement within the organisation both internally, and in terms of the service we provide to the public.

    9.2

    The positive involvement of staff from across the Service in support of this strategy, continues to play a significant role in improving staff engagement and communications within the organisation. The current strategy remains effective for the current year (2008/09). However, this will require a review and refresh for 2009/10 and beyond. This will be done in light of the new National Strategy which will be launched later this year.

    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:

      · HFRA - IRMP 2007/10

      · HFRS - Workforce Strategy 2006/09

      · HFRS - Workforce Strategy Action Plan 2006/09.

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

    Acknowledgement: The detail of this paper was developed from the interim progress report produced by Bob Ratcliffe for SMT - Oct 07.

Appendix A: Hampshire Fire and Rescue Service Workforce Strategy 2006/09 - 2007 Review

Introduction

The following is a resume of the key achievements in support of the Workforce Strategy 2006/09 up to year end 2007/08. Adjustments to the timeline have been made as the year has progressed to take account of external issues and changing internal priorities.

Workforce Planning

· Developed and introduced a Workforce Strategy Document and associated plan

· Established a Workforce Strategy Steering Group

· Reviewed and reported progress against the Workforce Strategy action plan milestones

· Introduced effective Workforce Planning systems to monitor, control and report workforce establishments against predicted requirements for the Delivery of Services

Human Resources Policy Group

· Implemented a new structure for HR

· Developed and introduced an HR Partnership Document - 2007/08

· Published a combined Medium Term Plan for the HR and Training Directorate

· Quarterly establishment reports produced for the HR Committee

· Work life balance survey for all employees completed

· Review of the policies for career breaks and secondments completed

· Revised/New duty systems for Brigade and Area Managers introduced

· Monitoring system and LPI for complaints against the Service introduced

· Monitoring system for staff complaints introduced

· Developed and introduced regional protocols for the National Fire Fighter Selection Tests (NNFST)

· Implemented the NNFST for Wholetime and Retained staff

· Introduced multi-tier entry for Middle and Strategic Managers

· Joint working with external providers for Supervisory, Middle and Area Manager ADCs

· Developed a policy to support multi-tier entry candidates

· Review of probation reporting policy completed

· Review of retirement re-employment policy completed

· Introduced an Exit policy

· Completed a review of contracts and job descriptions for all employees

· Introduced new arrangements to support the new Fire Fighters pension scheme

· Reviewed LGPS discretionary powers linked to redundancy and redeployment

· Revised disciplinary procedures for Grey and Green book staff

· Developed and introduced a code of conduct for all staff

· Completed a new agreement for agency workers

Equality and Diversity

· Appointed an Equality and Diversity Manager

· Published a Disability Equality Scheme and action plan

· Published a Gender Equality Scheme and action plan

· Completed a cultural audit for all staff

· Developed and introduced a range of training to support our Values

· Achieved level 2 of the Equalities Standard for Local Government

· Completed a regional Equalities audit (confirmation of level 2)

· Reviewed and introduced a revised EIA process

· Introduced a number of key objectives in the Fire and Rescue Service Plan with a direct bearing on Equality and Diversity outcomes

· Reviewed and updated the terms of reference for Equality Groups

Employee Relations and Communications

· Reviewed the terms of reference for the Joint Trade Union facilities agreement

· Initiated the development of a Business Partner function

· Worked via close partnership with RBs to deliver job evaluations as part of the Equal Pay Project

Attendance Management

· Established an Attendance Management Improvement Working Group

· Developed and introduced an attendance improvement action plan

· Introduced a revised absence management policy

· Agreed the introduction of the `Bradford Factor' methodology for monitoring sickness absence levels

Flexibility and Innovating Working Arrangements

· Established a Duty Systems Project Board

· Developed and introduced a programme to review the duty systems within the Service

· Completed a review of the RDS system (phase 1)

· Established a RDS Strategy project board (phase 2)

· Completed the development of policies to support the requirements of the Working Time Regulations from April 2008

· Established Appointment Transfers and Promotions groups for Supervisory and Middle Managers

· Established a Flexible Working Project Group

Occupational Health Safety and Welfare

· Completed a review of the OHSW structure and team

· Successfully recruited staff to fill all vacant posts

Developing Leadership Capacity

· Completed a capacity and structure review for SMT and Middle Managers

· Implemented the outcomes from the review and introduced 4 new Directorates.

Member Development

· Developed and introduced a Member induction and Mentoring programme

· Completed a review of Member induction and Mentoring

· Developed and introduced a Member Development Framework aligned to the IDeA

Developing Leadership

· Considered and reviewed the National Leadership and Development document

· Actively supported the `Aspire' Leadership Development Framework and agreed sponsorship for 3 senior managers on the Executive Leadership Programme.

Developing Workforce Skills and Capacity

· Developed and introduced the Personal Development Review System

· Completed the introduction of the Integrated Personal Development System

· Established an Investors in People project group

· Formally applied for IIP audit and accreditation to take place in November 2007

· Completed a review of the Personal Development Review System resulting in reduced paperwork to the review process, enabling the system to operate `on-line', the addition of working time regulations monitoring and included provisions to manage Continuous Professional Development payments for Grey book staff

Pay and Rewards

· Completed and implemented a rank to role process (in all areas except Control)

· Initiated a rank to role process for Control Room staff

· Established a project board to manage an Equal Pay Audit

· Completed the role evaluation stage of the Equal Pay audit

· Constructed new proposed pay structures to meet the requirements of Equal Pay

· Completed initial negotiations with Representative Bodies on Equal Pay proposals

· Developed a policy to support a system of Additional Responsibility Allowances

· Completed a review of allowances for all staff and commenced negotiations to implement these across the relative parts of the Service

Developing the capacity of Human Resources

· Established a Workforce Strategy Management Information System (WMIS) project board

· Completed the user requirements and business case to support the WMIS

· Proposals for software solutions to meet the requirements Workforce Management Information Strategy agreed

· The initial stages of the formal tendering process for the RDS Management System (RMS) completed