Archived decisions
HFRA 4 6 2008 Appendix 1
Hampshire Fire and Rescue Authority
Improvement Planning Register
KEY TO REFERENCES (indicates the source of the issue) |
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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 | ||
SA |
Service Assessment (Operational Assessment of Service Delivery + Performance Indicators) | ||
Version Number |
16.3 | ||
Last updated by Performance Review Team |
15th May 2008 | ||
Last reviewed by CMT |
14th April 2008 | ||
Last reviewed by Performance Review & Scrutiny |
5th March 2008 | ||
Strategy and Actions |
Associated Plans |
Lead Member/ Officer |
Target Date |
Date Closed | |||||
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. | |||||||||
1a.1 - Poor performance against BME (black and minority ethnic) and gender Best Value Performance Indicators We will comply with Race, Age, Disability, Gender and Equality requirements and deliver on our action plans. |
DoT / CPA 2005 p.18 | ||||||||
To ensure that we comply with the requirements of equality Legislation, we are developing plans to review the relevant Human Resources policies and procedures in terms of equality legislation. |
Corporate Equality Plan |
Director of Human Resources |
2008/09 |
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A Gender Equality Scheme was published in June 2007. |
Minutes of Workforce Planning Steering Group and Local Diversity Group |
Equality & Diversity Manager |
N/A |
June 2007 | |||||
1a.2 - The Authority has not yet improved on its Level 1 Local Government Equalities Standard |
DOT (AAL 2207 p.8) / CPA p.18 | ||||||||
We have achieved Level 2 and our aim is to achieve Level 3 by December 2008. |
Human Resources Medium Term Plan Fire & rescue Service Plan 2007/10 - Managing Resources -ref 2 |
Director of Human Resources Equality & Diversity Manager |
31.12.2008 |
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1a.3 - Stakeholder satisfaction |
CPA 2005 p.19 | ||||||||
We have conducted a public satisfaction survey and reported the outcomes and strategies for improvement to Service Management Team and the Fire Authority. |
Consultation Strategy |
Performance Review Team Manager |
N/A |
26.9.07 | |||||
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. Awareness of fire safety messages, fire risk awareness, fire safety in the home - Improving safety in the home is one of the priorities that will be addressed by Community Safety management in 2008 through the Fire & Rescue Service Plan. Careers in the Fire Service (volunteers to support non-emergency projects) - we will undertake research with voluntary services to identify potential volunteers and what activities they can realistically undertake by July 2009. We will advertise for volunteers by October 2009 and will implement a voluntary services programme by March 2010. |
Marketing & Communications Medium Term Plan 2007-08 Fire and Rescue Service Plan Objectives 2008-10 - ref 09 Fire and Rescue Service Plan Objectives 2008-10 - ref 03 |
Head of Marketing & Communications Director of Service Delivery Director of Human Resources |
N/A 2008/09 Q4 2009/10 |
April 2008 | |||||
1a.4 - Communications with the Community Improvements required regarding user focus, both internal and external (especially hard to reach groups) |
CPA 2005 p.18 / DoT | ||||||||
We have included the business community and other hard to reach groups in our consultation strategy for the Integrated Risk Management Plan. (from September 2007). |
Consultation Strategy |
Performance Review Team Manager |
N/A |
Q3 2007/08 | |||||
Planned and targeted awareness campaigns take place in accordance with our Marketing & Communications Strategy. Examples include Summer Safety (July 2007), Road Safety (October 2007) and Celebrate Safely (November 2007 to January 2008) |
Integrated Risk Management Plan 2007- ref - 03 - Managing Resources Marketing & Communications Medium Term Plan 2007-08 |
Head of Marketing & Communications |
N/A |
2007/08 | |||||
We undertook a review of current internal communications practices in April 2007 and will review external awareness levels by Dec 2007 which will help develop our Marketing & Communications Strategy, and actions will be delivered by the end of 2008. |
Marketing & Communications Strategy 2008-11 |
Head of Marketing & Communications |
Q1 2008/09 |
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A strategy for communication with non-English speakers will form part of the refreshed Marketing & Communications Strategy 2008-11. |
Marketing & Communications Strategy 2008-11 |
Head of Marketing & Communications |
Q1 2008/09 |
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1a.5 - There was no evidence that the Service 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. |
OASD 2006 para 83 | ||||||||
Language Line 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. |
Service Delivery Medium Term Plan (Response) Command & Control Medium Term Plan |
Assistant Chief Officer Service Delivery (Community Response) |
N/A |
17.09.2007 | |||||
1a.6 - 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. |
DoT | ||||||||
Hampshire Fire & Rescue Service actively partakes in Family Group Four and the Performance Improvement Network where best practice is shared |
Performance Review Team Medium Term Plan |
Performance Review Team Manager |
Ongoing |
Ongoing closed May 2008 | |||||
Regional working - the South East Fire Improvement Partnership has a project in place to improve performance across the region in meeting the Equality Standard for Local Government - Using capacity building support to fund a gap-analysis of Fire and Rescue Authorities to assist them to meet the level 3 of the Equality Standard for Local Government by December 2008. |
South East Fire Improvement Partnership |
Equality and Diversity Manager |
2008/09 |
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National Conferences and Workshops on equality issues will help us identify best practice and ideas for future innovation in the Service. |
Service Management Team |
Ongoing - example Workshop 7/05/08 |
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Work is being done by the Outreach Workers in partnership with Hampshire Constabulary. |
Equality and Diversity Manager |
N/A |
April 2008 | ||||||
1b. Motivating and mobilising our people | |||||||||
1b.1 - Not fully engaged with some staff |
CPA 2005 p.18 | ||||||||
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:- | |||||||||
Staff suggestion scheme included in Marketing & Communications strategy and plan (Aug 2005). Research commenced August 2006, a Scheme Manager is now in post and the scheme will be launched in 2008/09. |
Marketing & Communications Strategy Suggestion Scheme Strategy |
Head of Marketing & Communications |
Q2 2008/09 |
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Staff Cultural Audit undertaken in Sept 2006. 58% response rate compared to 37% response from 2005 Employee Survey. The findings were reviewed by Workforce Strategy Steering Group, SMT, and the Improvement Planning Group, and the following actions agreed to be implemented from April 2007: |
Marketing & Communications Strategy |
Head of Marketing & Communications |
September 2006 |
16.4.2007 | |||||
Senior manager visits to continue, but are 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, (from April 2008) in order to increase the capacity of Service Management Team. |
Marketing & Communications Strategy Marketing & Communications Medium Term Plan 2007/08 |
Head of Marketing & Communications |
April 2008 |
April 2008 | |||||
Stations will be reminded that the objective of the Senior Manager Visit is a productive forum for information exchange. Head of Marketing and Communications to prepare objectives prior to the meetings. |
`Framework for visits' document |
Head of Marketing & Communications |
N/A |
17.09.2007 | |||||
1b.1.4 - Informal engagement |
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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 |
Service Management Team Head of Marketing & Communications |
2007/08 |
2007/08 | |||||
1b.1.5 - Team Forums |
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 Strategy and Medium Term Plan 2007-08 |
Head of Marketing & Communications Assistant Chief Officer Service Delivery (Community Response) |
N/A |
2007/08 | |||||
1b.1.6 - Middle Managers for Grey and Green Book staff Forum |
CPA 2005 | ||||||||
A Middle Managers' Forum has been developed for Station Managers and Green Book equivalent, allowing for greater face to face communication with senior managers, with the opportunity to discuss corporate issues relevant to this level of manager. Note: For Green Book managers, this has replaced the Green Book Managers Forum. |
Corporate Marketing & Communications Strategy |
Head of Marketing & Communications Head of Financial & Office Services |
Green Book Managers Forum Q4 2008/09 |
Grey Book Managers Forum - completed April 2008 | |||||
1b.1.7 - Staff satisfaction |
CPA 2005 | ||||||||
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 |
2008/09 |
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1b.1.8 - Investors in People (IIP) |
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. |
IRMP (MR5) 2006-09; IRMP (MR4) 2007-10; Training & Development Medium Term Plan Investors In People Action Plan |
Director of Human Resources Human Resources Committee Member |
N/A |
December 2007 | |||||
1b.1.9 - Develop a `Communications Culture' |
CPA 2005 | ||||||||
To develop communications culture and network within the Service, a `Communications Think Tank' was formed. An inaugural meeting was held in Nov 2006 at which Terms of Reference were agreed. |
IRMP (MR8) 2006-09 Marketing & Communications Strategy |
Head of Marketing & Communications |
N/A |
November 2006 | |||||
Strategy and Actions |
Associated Plans |
Lead Member/ Officer |
Target Date |
Date Closed | |||||
1c. 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: | |||||||||
1c.1 - Personal Development Review System - the systems needs to be embedded throughout the Service | |||||||||
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. Training was completed in 2006/07 and will be fully implemented and embedded throughout the service by end of 2007/08. The outcomes of the PDRS will inform the Training Needs Analysis for 2008/09 and thereafter. |
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 |
N/A |
December 2007 | |||||
The Personal Development Review System project group will review the existing policy and procedures, and recommend actions for improvement for next year. (2008/09) |
Personal Development Review System project group |
March 2009 |
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1c.2 - We need to be able to demonstrate that all staff have the relevant key competencies for their role |
DoT | ||||||||
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. A Development Programme for each of the generic roles within the IPDS. |
Workforce Strategy 06-09 Workforce Strategy Objective (Managing Resources objective 1 - IRMP 2007/10) |
Director of Human Resources |
N/A |
2007/08 | |||||
Green Book staff are recruited specifically to fulfil a post against a person specification. Development is then addressed through the PDRS system, and is supported by the Training Needs Analysis form | |||||||||
1c.3 - Management capacity and increasing workloads |
UoR / CPA | ||||||||
Officer (Assessment Development Centre) development programmes are in place which take into account management and operational skills. (January 2008). We also have a commitment to the Executive Leadership Programme. |
Training & Development timeline 2007-08 Financial Services Medium Term Plan 2007-08 Workforce Strategy Action Plan |
Area Manager Training Director of Corporate Services |
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 HR Committee on 8 September 2007, and the process for member induction and mentoring is in place. In April 2008, the Human Resources Committee agreed that the Authority sign up to the South East Employers Charter for Elected Member Development and work towards achievement of the award. |
April 2008 | ||||||||
1c.4 - Incident Command Training · 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. |
OASD p.59, p.64 + 101 | ||||||||
The undertaking of the appropriate incident command training will be included into the incident command strategy. A review of this will be undertaken during 2008/09 |
Strategic Projects & Specialist Response Medium Term Plan |
Director of Strategic Projects & Specialist Response |
Q3 2008/09 |
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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. |
Training & Development Medium Term Plan 07-08 |
Area Manager Training |
N/A |
17.09.2007 | |||||
Guidance has been provided to officers regarding the competency requirements when acting up at an operational incident. |
Area Manager Community Response Delivery |
Director of Service Delivery |
N/A |
February 2008 | |||||
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. |
Service Delivery Performance Management Group Process Report |
Director of Service Delivery |
Q1 2008/09 |
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1c.5 - 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. |
OASD p.61 | ||||||||
The review of lecture packs and learning material online is due for completion |
Training & Development Timeline 2007/08 |
Area Manager Training |
Q3 2008/09 |
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1c.6 - 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. |
OASD p.66 | ||||||||
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. Data is currently being collated to determine whether changes to Group managers' rotas have made a positive impact on the capacity of Station Managers. |
Service Delivery Medium Term Plan |
Director of Service Delivery |
Q2 2008/09 |
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The operational Continuing Professional Development (CPD) of Service Delivery Managers will be monitored through the Personal Development Review System (PDRS) process. |
Service Delivery Medium Term Plan |
Director of Service Delivery |
2008/09 |
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Strategy and Actions |
Associated Plans |
Lead Member/ Officer |
Target Date |
Date Closed | ||||||||
2. Driving Excellent Performance | ||||||||||||
2a. 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. | ||||||||||||
2a.1 |
· 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 mainstreamed across the organisation · Deliver risk awareness training for members and staff and develop a future training plan. |
OASD p.27 CPA p.19 B UoR p.9 - KLOE 4.1 | ||||||||||
We will establish a Service Delivery Risk Register and policy which aligns with the Strategic Risk Register, and clearly sets out the risks we are going to reduce in the community. (2008/09) |
Service Delivery Medium Term Plan - Risk Intelligence forum Process Report (Apr 08) |
Director of Service Delivery |
Q2 2008/09 |
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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 continue to embed the process across the organisation. (2008/09) |
Performance Review Team Medium Term Plan |
Director of Corporate Services |
2008/09 |
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Awareness sessions regarding risk management will continue be provided to members. One session was provided in September 2007. |
Member and staff development programme |
Performance Review Team Manager Area Manager Training |
N/A |
ongoing | ||||||||
We will take the opportunity to learn best practice from best practice at other Fire & Rescue Service. The Performance Review Team visited Kent Fire & Rescue Service in 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, and any revisions to the Risk management Strategy will be presented with the Strategic Risk register to the September meeting of the Fire Authority. |
Performance Review Team Medium Term Plan Hampshire Fire & Rescue Authority Minutes September 2006 + 2007 |
Performance Review Team Manager |
September 2008 |
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We are corporate members of ALARM (Association of Local Authority Risk Managers) and attend and actively contribute to the ALARM Fire Services Sector Group. |
Performance Review Team Medium Term Plan |
Performance Review Team Manager |
N/A |
2007/08 and ongoing | ||||||||
2a.2 |
· 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 |
SI UoR p.9 KLOE 4.1 OASD, p.60 + 62 | ||||||||||
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 |
IRMP PR07 2006-09 Business continuity plan Emergency Media Plan Strategic Project & Specialist Response Medium Term Plan Apr 08 Strategic Risk Register |
Director of Strategic Projects & Specialist Response |
Q4 2008/09 |
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2a.3 |
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. |
DoT | ||||||||||
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 is being drafted and will include the intelligence model. |
Service Delivery Medium Term Plan |
Director of Service Delivery |
Q1 2008/09 |
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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. |
Risk intelligence Process Report October 2007 |
Director of Service Delivery |
N/A |
2007/08 | ||||||||
2a.4 |
Availability of Operational Plans at the Scene of Operations: 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. 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. 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. |
OASD, p.60 + 63 | ||||||||||
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 for site specific information and the provision of plans to emergency personnel responding to incidents. There is a project in place to look at the provision of risk information to the incident ground, both in terms of legacy systems and new technology being considered for the future. · A report on the interim solution will be available by the end of May 2008 · A report on the options for the future will be produced by March 2009 |
Community Response Medium Term Plan |
Assistant Chief Officer Service Delivery - Community Response |
Q4 2008/09 |
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2a.5 |
Need to strengthen arrangements in place to promote and ensure probity and propriety in the conduct of our business by promoting counter fraud measures. |
UoR - KLOE 4.3 | ||||||||||
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. |
Service Orders |
Director of Human Resources |
N/A |
January 2007 | ||||||||
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. |
Training & Development Programme 2007-08 |
Head of Finance & Office Services Area Manager Training |
N/A |
April 2007 | ||||||||
Strategy and Actions |
Associated Plans |
Lead Member/ Officer |
Target Date |
Date Closed | |||
2b. Knowing our performance Being constantly aware of our performance is key in addressing areas of improvement as such: | |||||||
2b.1 |
Mixed picture of overall performance (BVPI and LPI) not improving in some key areas |
CPA 2005 p.19 DoT (AAL para 16) | |||||
We will continue to make representations to improve the value and use of key performance indicators by participation on national working groups (e.g. Community and Local Government's Performance Assessment Working Group and its sub committees; Chief Fire Officers Association work streams; Performance Improvement Network). |
Circulars |
Chief Officer |
N/A |
2.11.2007 | |||
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 & Scrutiny Committee. |
Performance Improvement Network Flight Deck Indicators |
Service Management Team Performance Review Team Manager Performance Review & Scrutiny Committee |
N/A |
30.7.2007 | |||
A project is in place to extend our performance management IT system (Views) in order to · establish Views as the performance management system within HFRS · make performance information available to supervisory managers · introduce agreed performance indicators to monitor Beacon Station Status · provide accurate and up to date performance information |
Service Delivery Medium Term Plan Views Project PID |
Assistant Chief Officer Service Delivery - Community Response |
September 2008 |
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2b.2 |
BV 143ii - Injuries arising from accidental dwelling fires per 100,000 population - scored as performing `below the lower threshold'. |
SA 2006 | |||||
Detailed guidance on the recording of injuries was provided to all staff in August 2007. Monitoring arrangements are being put in place, and in Oct 2007 data was analysed to determine if the new guidance has been adopted. There are arrangements in place to monitor reporting and performance to ensure progress continues to be made. Note that this indicator was scored at the 2007 Performance Assessment as being `between the thresholds' demonstrating an improvement in performance. |
Service Management Team Minutes 5/3/07 Service Delivery Medium Term Plan |
Performance Review Team Manager Area Manager (Community Response Support) |
2008/09 |
April 2008 | |||
2b.3 |
Corporate Health Indicators need to be improving and strategies put into place (for Managing Resources PIs, including the HR ones). |
DoT | |||||
Human Resources (HR) indicators are monitored by HR Management and reported to the HR Policy Group on a quarterly basis. |
Human Resources Medium Term Plan |
Director of Human Resources |
Ongoing |
April 2008 | |||
Head of Financial & Office Services is responsible for monitoring of Finance PIs, including `Percentage of Invoices Paid within 30 Days'. This information is reported to Service Management Team. |
Performance Review Team Medium Term Plan |
Head of Financial & Office Services |
Ongoing |
April 2008 | |||
BVPI 3 - Public Satisfaction - outcomes were be reported to the Fire Authority in September 2007 with strategies for improvement. |
Performance Review Team Manager |
N/A |
2.11.2007 | ||||
2b.4 |
We need to cascade performance information to Managers at all levels of the organisation |
SI SMT Awayday 19-20.7.07 | |||||
We will take the opportunity to ensure that our applications interface with each other in order to achieve a central `hub' of information. Though the development of the `Views' (Information Management System) Project, we will develop a self-service facility for risk intelligence to all Managers in the Service. |
Risk Intelligence Process Report Risk Intelligence Medium Term Plan |
Director of Service Delivery |
2008/09 |
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Strategy and Actions |
Associated Plans |
Lead Member/ Officer |
Target Date |
Date Closed | |||||||
2c. Managing our performance | |||||||||||
2c.1 |
There is evidence that team plans are in place and being used to direct resources at both strategic, group and station level, however these are not embedded. |
OASD p.42 | |||||||||
The Integrated Planning Group will ensure that Group and Station Plans will be established in agreed formats, including CSMART objectives. |
Service Delivery Medium Term Plan Integrated Planning Group Process Report (Oct 07) |
Director of Service Delivery Area Managers - Service Delivery |
May 2008 |
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2c.2 |
There is no individual performance monitoring within prevention and protection |
OASD 2006 para 40 Cultural Audit 2006 | |||||||||
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. We will have medium term plans in place and publish a community safety strategy with CSMART objectives. |
Service Delivery Medium Term Plan Performance Management Process Report |
Director of Service Delivery |
Q1 2008/09 |
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Personal Development Review System objectives are directly linked to the Corporate objectives and monitored on a quarterly basis. |
Service Order 9/6/2 |
All Line Managers |
April 2008 |
April 2008 | |||||||
The Performance Management Group will ensure that activities and performance are audited to check staff are focussed on their objectives and key priorities. |
Performance Management Process Report |
Director of Service Delivery |
Q1 2008/09 |
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Within the Service Delivery process model, key terms of reference have been established to monitor and evaluate performance. |
Service Delivery Medium Term Plan |
Director of Service Delivery |
April 2008 |
April 2008 | |||||||
The Performance Evaluation group will monitor the effectiveness of our community safety initiatives. |
Performance Evaluation Group Terms of Ref |
Director of Service Delivery |
Q4 2008/09 |
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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. |
Performance Management Process Report |
Director of Service Delivery |
Q4 2008/09 |
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2c.3 |
· 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. |
OASD paras 28 + 44 | |||||||||
In October 2007 the Service Delivery Performance Management Group will introduce an audit and review process. This will include an audit and review of the Service Delivery policies. |
Service Delivery Medium Term Plan |
Director of Service Delivery |
Q1 2008/09 |
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We have strengthened our Central Support team and they are conducting a review of our Service Orders. |
Performance Management Process Report All Directorates Medium Term Plans |
Director of Service Delivery |
N/A |
December 2007 | |||||||
2c.4 |
Performance monitoring still prevails over performance management/ improvement |
CPA p.19 B | |||||||||
Identified people will receive appropriate project management training after becoming a member of, or being seconded to, the SP & SR Directorate. |
Strategic Projects & Specialist Response |
Director of Strategic Projects & Specialist Response |
N/A |
2007/08 | |||||||
Service Management Team will promote better performance management through the publication of a quarterly newsletter `Performance Matters' to promote a performance management culture across the organisation. |
Performance Review Team Medium Term Plan Marketing & Communications Medium Term Plan Performance Management Group |
Performance Review Team Manager Head of Marketing & Communications Director of Service Delivery |
April 2008 |
April 2008 | |||||||
2d. 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. | |||||||||||
2d.1 |
Clarification of non-priorities |
CPA p.18 A | |||||||||
We have clear plans in place which we review on a monthly basis and identify non-priorities when resource limitations occur. |
Medium Term Plans |
Service Management Team |
N/A |
April 2008 | |||||||
Within the Service Delivery Directorate we will evaluate our community safety initiatives and determine non-priorities. (April 2008) |
Performance Evaluation Process Report |
Head of Community Response |
Q4 2008/09 |
||||||||
2d.2 |
· Management capacity and increasing workloads · Further capacity building is required, largely in respect to station based managers |
CPA 2005 p.18 B (para 45) | |||||||||
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. |
Human Resources Committee 1/12/2006 |
Chief Officer |
N/A |
2007/08 | |||||||
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. Data is currently being collated to determine whether changes to Group managers' rotas have made a positive impact on the capacity of Station Managers. |
Service Delivery Medium Term Plan |
Director of Service Delivery |
Q2 2008/09 |
||||||||
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. |
Financial & Office Services Medium Term Plan |
Head of Financial & Office Services |
N/A |
2007/08 | |||||||
Group Managers and section heads are being provided with training in financial planning in preparation for funding allocation. |
Financial & Office Services Medium Term Plan |
Head of Financial & Office Services |
|||||||||
Additional administrative support has been provided to stations. |
Head of Financial & Office Services |
N/A |
2.11.2007 | ||||||||
Service Delivery has commenced a review of Service Delivery Group administration support (Phase I is complete and target date for Phase II is April 2008) |
Service Delivery Medium Term Plan |
Director of Service Delivery |
Q3 2008/09 |
||||||||
Part of the process of gaining Investors in People accreditation is to develop the understanding, abilities, and capacity of our managers to lead their staff to deliver change locally. |
IRMP (MR1) 2006-09 Workforce Strategy |
Director of Service Delivery Director of Human Resources |
N/A |
December 2007 | |||||||
2d.3 |
The work involved in providing Home Fire Safety Visits(HFSV's) in Hampshire is generating a large number of referrals leading to processing problems. This difficulty is adversely affecting the Local Performance Indicator of achievement within our IRMP objective and causing some HFSVs to exceed the 28 day target. |
OASD 2006 Para 41 | |||||||||
A new risk based system of allocation of Home Fire Safety Visits was implemented in January 2007. The target has been set at 42 days for an interim period after which it will revert back to 28 days. |
Service Delivery Medium Term Plan Home Safety Strategy |
Director of Service Delivery Head of Community Response |
Q4 2008/09 |
||||||||
2d.4 |
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. |
OASD Para 84 | |||||||||
The process for changing from Section 2 &12 to Section 13 &16 agreements is under way and scheduled for completion in the Service Delivery Medium Term Plan by the end of May 2007. |
Service Delivery (Response Support) - Oct 07 |
Head of Community Response |
2008/09 |
||||||||
2d.5 |
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. |
DoT SI | |||||||||
Our partnership policy and `toolkit' has been issued as a Service Order (SO-11-3) |
Service Delivery Performance Management Process Report |
Director of Service Delivery |
N/A |
2007/08 | |||||||
All existing partnerships were evaluated to determine which were valid partnerships. These were reported to Service Management Team in September 2007. |
Performance Review Team Medium Term Plan 07-08 |
Performance Review Team Manager |
September 2007 |
September 2007 | |||||||
Potential new partnerships will be evaluated within the revised group plan format via the Toolkit. |
Performance Review Team Medium Term Plan 07-08 |
Performance Review Team Manager |
Q4 2008/09 |
||||||||
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. |
Performance Review Team Medium Term Plan 07-08 |
Performance Review Team Manager |
Q4 2008/09 |
||||||||
All group plans will include a section on effective partnerships from 2008. |
Group Plans |
Director of Service Delivery |
From April 2008 |
||||||||
From 2008/09 the Performance Management Group will ensure that effective partnerships are being achieved through the Service Delivery process. |
Performance Management Process Report |
Director of Service Delivery |
From April 2008 |
||||||||
Strategy and Actions |
Associated Plans |
Lead Member/ Officer |
Target Date |
Date Closed | |||
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. | |||||||
3.1 |
Innovation or notable practice not evident within prevention or protection |
OASD 2006 para 40 Cultural Audit 2006 SI | |||||
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'. |
Service Delivery Medium Term Plan `I' Group Process Report |
Director of Service Delivery Head of Community Response |
From April 2008 |
April 2008 | |||
We are a member of a Beacon Mentoring Scheme on Community Safety with other Fire & Rescue Services (Merseyside, S. Yorkshire and Cumbria) and seeing significant benefits. A final event, that will be hosted by HFRS is due to take place in June 2008. |
Head of Community Response |
Q1 2008/09 |
|||||
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. Amongst other initiatives, Visits to other Fire and rescue Services have been undertaken will `compare and contrast' reports being presented to Service Management Team |
Performance Management Process Report |
Director of Service Delivery |
2007/08 |
April 2008 | |||
3.2 |
Emergency response - in the key area of policy and organising there was no evidence that demonstrated innovation or notable practice. |
OASD Para 99 | |||||
In our IRMP Achievements Section there is clear reference to innovation in the following areas: Eastleigh Pump, Popley Fields, Rural Safety Team, Personnel Reserve, Crewing of High Volume Pump unit, Crewing of Incident Command Unit, Community Safety Initiatives Register. |
Fire & Rescue Service Plan Service Delivery Medium Term Plan |
Service Management Team |
N/A |
2007/08 | |||
The Service Delivery "I" Group has been set up and will create innovative solutions to community risk using the control measures of prevention, protection and response which will be developed into Service Delivery Policy. Some of our innovations include: the Arson Task Force, and the Retained Pump at Headquarters. |
Service Delivery "I" Group Process Report |
Director of Service Delivery Head of Community Response |
N/A |
April 2008 | |||
3.3 |
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. 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. |
OASD Para 65, 103 | |||||
The Service Delivery Medium Term Plan has reviewed the incident debrief procedure, commencing May 2007 for completion by August 2007. |
Service Delivery Medium Term Plan |
Head of Community Response |
N/A |
2/11/2007 | |||
Strategy and Actions |
Associated Plans |
Lead Member/ Officer |
Target Date |
Date Closed | ||||
4. Managing our Resources Better | ||||||||
4.1 |
Lack of strategic approach to asset management |
CPA 2005, p.18 B UoR 06 - KLOE 3.1 - p.8 AAL 38 | ||||||
Site surveys are now complete. Condition survey will go to the Asset Management Group in Autumn 2007. Revised Service Level Agreement with Hampshire County Council includes this requirement. A 3 year rolling programme of condition surveys is established. |
Property Services Medium Term Plan |
Director of Corporate Services |
Ongoing |
April 2008 | ||||
We will develop a plan to tackle maintenance backlogs identified by condition surveys by December 2007. |
Property Services Medium Term Plan |
Director of Corporate Services |
June 2008 |
Ongoing | ||||
A Property Management Strategy and Register (based on the existing asset information and plans) was reported to the Asset Management Working Group, and the Fire Authority in September 2007. A second draft was reported to the Group in April 2008, and will be presented to the Finance and General Purposes Committee in June 2008. 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 on Asset Management. |
Revenue budget and Capital programme 2007-08 Asset Management Strategy |
Asset Management Working Group Property Services Manager Finance & General Purposes Committee |
June 2008 |
June 2008 | ||||
4.2 |
Produce summary accounts which are understandable and accessible to the public and which reflect the needs of local stakeholders |
UoR 2006 p.6 Public Opinion Survey 2006 | ||||||
We will produce timely and accurate annual accounts which will be understandable and accessible to the public and reflect the needs of local stakeholders and these have been placed on the `Hantsfire' website. |
Financial Services Medium Term Plan 2007-08 |
Head of Financial & Office Services |
N/A |
2.11.2007 | ||||
4.3 |
Ensure all working papers are available at start of audit and that these are consistently high quality to support the audit. |
UoR 2006 p.6 | ||||||
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. No issues arose from audit of accounts 2006/07. |
Closure of Accounts timetable |
Financial Services Manager Financial Services (HCC) |
N/A |
2.11.2007 | ||||
4.4 |
The financial strategy should clearly be modelling balances over three years and demonstrate clear links between the budget, the corporate plan and IRMP priorities. |
UoR 2006 p.7 | ||||||
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. |
IRMP Medium Term Plans Business Cases SMT reports Financial & General Purposes Committee Reports |
Service Management Team Head of Financial & Office Services |
N/A |
2.11.2007 | ||||
The Directors decision log has been expanded (Apr 06) to cover a 3 year period |
Financial Services Medium Term Plan |
Directors Head of Financial & Office Services |
N/A |
2.11.2007 | ||||
We will monitor performance against budgets by ensuring that links are set up between financial reporting and operational indicators. Quarterly budget reports are presented to Finance & General Purposes Committee. |
Financial Services Medium Term Plan 2007-08 |
Head of Financial & Office Services |
Ongoing |
April 2008 | ||||
Complete the planned survey of financial system users and respond to the outcomes. |
Head of Financial & Office Services |
N/A |
2.11.2007 | |||||
Our Service Delivery Performance Evaluation process will include value for money as a criteria |
Service Delivery Performance Evaluation Process report |
Director of Service Delivery |
April 2008 |
April 2008 | ||||
4.5 |
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. |
UoR 2006 p.9 | ||||||
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 Finance & General Purposes - re budget 2007/08 · delivery of the capital programme · increase in the revenue budget and effect on council tax-council tax increase below pensions increase for period 2005/06 to 2007/08. |
Financial Strategy Minutes of HFRA, Finance & General Purposes and Corporate Management Team committee Meetings (ongoing) |
Director of Corporate Services |
N/A |
30.7.2007 | ||||
We have extended the scrutiny role to the Performance Review Committee which is renamed Performance Review & Scrutiny Committee. In June 2007 a recommendation was made to the Governance Committee to extend the terms of reference of the Performance Review & Scrutiny Committee. |
Performance Review & Scrutiny Committee |
Chairman of Performance Review & Scrutiny Committee |
N/A |
June 2007 | ||||
The amended terms of reference will enable it: "to carry out joint member/officer pre- and post-implementation scrutiny of any major project, scheme, or key decision taken by the Authority or its standing committees". |
Performance Review & Scrutiny Committee |
Chairman of Performance Review & Scrutiny Committee |
N/A |
November 2007 | ||||
4.6 |
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) |
UoR 2006 p.9 AAL 40-42 | ||||||
Consider appointing members to the Governance Committee who do not serve on other committees (eg Finance & General Purposes, Corporate Management Team) to demonstrate independence. This was resolved at the Governance Committee in June 2007. |
Governance Committee |
Chairman of Governance Committee |
N/A |
2.11.2007 | ||||
Demonstrate member involvement in preparing the statement of internal control (SIC) (Completed 31.7.07) |
Governance Committee Sept 2007 |
Director of Corporate Services |
N/A |
31.7.07 | ||||
4.7 |
The Authority needs to continue to work in areas of weaker performance to ensure all performance and outcomes are commensurate with overall costs. For example, ensuring that the benefits of partnership working are fully evaluated. The Authority needs to build on improvements to date to ensure there is an embedded and consistent approach to achieving value for money throughout the organisation. We need 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. |
UoR 2006 p.10 KLOE 5.1 and 5.2 DoT | ||||||
3 year Best Value Review/efficiency review programme will be developed from April 2008. HFRS are also involved in Regional reviews with the South East Improvement Partnership. |
South East Improvement Partnership business programme 2007-08 |
Chief Officer Performance Review Team Manager |
From April 2008 |
|||||
We will ensure that the benefits of partnership working are fully evaluated |
Performance Management Process Report |
Director of Service Delivery |
From April 2008 |
|||||
The Service Delivery objective is now `reducing community risk through efficient high quality service delivery'. Station, Group and Medium Term Plans will include an element of value for money/efficient use of resources from April 2008. |
Service Delivery Medium Term Plan |
Director of Service Delivery |
From April 2008 |
|||||
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 from April 2008 |
Integrated Planning Process report (Oct 07) Performance Management Process report |
Director of Service Delivery |
From April 2008 |
|||||
4.8 |
Improvements need to be demonstrated in the management of absence, especially at middle management level. |
DoT | ||||||
An Attendance Improvement Plan has been developed and is monitored by the Workforce Wellbeing Strategy group. |
Attendance Management Improvement Plan April 2008 Workforce Strategy 06-09 |
Director of Human Resources |
Q4 2008/09 |
|||||
4.9 |
Regional Procurement Strategy - Capitalise on the regional procurement expertise, capacity and economies of scale in order to improve the efficiency, sustainability, economy and effectiveness. |
Regional Action Plan | ||||||
A skills audit of key procurement staff and Members has been carried out, driven by the National Procurement Strategy. (February 2006 to March 2008). As a result approx 20 staff are attending procurement training. South East Procurement workshop day taking place November 07 |
South East Regional Management Board Action Plan 2007-10 |
Head of Financial & Office Services |
N/A |
November 2007 | ||||
An analysis of expenditure across key headings by Fire and Rescue Authorities is being undertaken to identify potential joint buying opportunities. A Regional Procurement Plan is being developed to produce a programme of collaborative procurement activities providing extra buying power for Fire & Rescue Services. |
South East Regional Management Board Action Plan 2007-10 |
Head of Financial & Office Services |
2009/10 |
|||||
The following initiatives have taken place: · Procurement / fuel cards · Blue light portal contact database although HFRS uses the South East Centre of Excellence Business portal · Travel arrangements have been reviewed and benchmarked |
South East Regional Management Board Action Plan 2007-10 |
Head of Financial & Office Services |
February 2008 |
February 2008 | ||||
Strategy and Actions |
Associated Plans |
Lead Member/ Officer |
Target Date |
Date Closed | ||
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 . . . | ||||||
5.1 |
We need to ensure that the HFRA promotes best practice and reduces its carbon footprint. |
SI | ||||
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). |
Performance Review Team Medium Term Plan 07-08 |
Performance Review Team Manager |
March 2009 |
|||
During the review we will seek to win easy wins and practices. Regular reports are being made to the performance Review and Scrutiny Committee. |
Performance Review Team Medium Term Plan 07-08 |
Performance Review Team Manager |
March 2009 |
|||
Secretarial/WP/Corporate/HFRA HFRA 4 6 08 Improvement Planning Register 16.2 NW/JMW/20/5/08