1 |
Summary |
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1.1 |
The Personnel Reserve System (PRS) was implemented on 2nd April 2007 with the first redeployments of personnel taking place on 2nd July 2007. |
1.2 |
Implementation of the System began prior to Hampshire Fire and Rescue Service, (HFRS) introducing a robust evaluation model and consequently it hasn't been possible to measure success against any set evaluation criteria, however, output data from the first year of operation has been provided. |
1.3 |
The review illustrates the positive efficiency gains achieved during the first nine and 12 month periods and identifies some of the key functional areas that have been successfully supported during this time. |
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1.4 |
To the end of March 2008 (12 months from launch) a total of 1,524 Personnel Reserve System movements were made around the county and they achieved a gain in efficiency equivalent to approx £136,000. |
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1.5 |
This 12 month period only involved nine months of redeployments due to the three month notification required for a change of shift (as agreed with the Representative Bodies following an Equality Impact Assessment (EIA). |
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1.6 |
If the first 12 months of redeployments (July 07 - June 08) are considered, there were a total of 2,059 Personnel Reserve System movements and an efficiency gain of £189,600. |
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2 |
Recommendations |
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That the efficiency gains being achieved through the operation of the Personnel Reserve System be noted. |
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3 |
Introduction Error! Bookmark not defined.and Background |
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3.1 |
Following its inclusion in the IRMP for 2006 - 2009 and the subsequent successful consultation period, the System was introduced in April 2007 under the management of the Central & Support Services Manager (Station Manager) and the Support Services Co-ordinator (Crew Manager). |
3.2 |
The purpose of the Personnel Reserve was to identify spare firefighter capacity on night shifts and utilise them to support the achievement of the Corporate Aims and Objectives during the day. |
3.3 |
During a thorough but time constrained roll out period, every watch on every continuously crewed station was visited with a target of 2 July 2007 set for the first Personnel Reserve redeployment. |
3.4 |
The strategy to visit every watch also served to raise any previously unidentified problems and enable a solution to be found. This resulted in operational personnel realising a degree of ownership, as they were all able to influence the final product. |
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3.5 |
The management of the System required new e-systems to be developed to identify spare firefighter capacity, allocate them to the System and subsequently redeploy them to various activities as requested by the various functions within the Service. |
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3.6 |
These e-systems were all created in-house, without the need for any additional software purchases. This involved considerable work from the IT Department within the Service. |
3.7 3.8 |
Following a departmental re-organisation, the Support Services Co-ordinator was made Personnel Reserve Manager (PRM) and promoted to watch manager and the Central & Support Services Manager moved to become officer in charge of Redbridge Hill Fire Station. The System is now controlled by the Personnel Reserve Manager with the assistance of a part-time administrator and has moved into Service Delivery to create greater resilience through working as part of a larger team. |
4 |
Contribution to Corporate Aims and Objectives |
4.1 |
Establishment of the Personnel Reserve was an objective within the Service Plan. |
4.2 4.2.1 |
Through the utilisation of the System, various corporate aims and objectives were successfully supported, eg: Home Fire Safety Visits (HFSV) Our stated aim was to achieve 20,000 HFSV's during the period April 2007 - March 2008. |
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The Personnel Reserve was able to supply 464 personnel, working a total of 3,289 hours, on Home Fire Safety Visit (HFSV's) activities up to the end of March 2008. This resulted in the potential shortfall of 5,000 HFSV's being avoided, from the stated 20,000 target, and the corporate aim being successfully achieved. |
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4.2.2 |
Responding - positive impact on 8/80 On 217 occasions during the 12 month period (July 07 - June 08) the System was able to support stations experiencing crewing shortages (primarily Retained Duty System) to ensure that they remained operationally available. The largest requirement for support was from Station 34 Stockbridge (RDS) who on many occasions, were unable to supply any crew during the working week. On 32 separate occasions the System supplied a crew of four to make Stockbridge available for operational commitments. Other retained stations needed specific support to cover sickness, leave or driver shortages. |
5 |
Resource Implications |
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5.1 |
Human Resources |
5.1.1 |
Additional human resources of 1 Watch Manager and 1 part-time Administrator (0.5 full time equivalent) were required to resource the Personnel Reserve from the outset. |
5.1.2 |
The identification of surplus capacity on night shifts (down to standard crewing + one) and subsequent reallocation on to days, resulted in the availability of 1,524 personnel during the nine month period and 2,059 during the 12 month period. |
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5.2 |
Physical Resources |
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There were no additional physical resources required, although there was a greater utilisation of Service vehicles (station vans) to facilitate the movement of personnel around the county. |
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5.3 |
Information and Communications Technology Resources |
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As already mentioned in paragraph 2.6, there were no additional IT resources required. |
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5.4 |
Financial Implications |
5.4.1 5.4.2 5.4.3 |
As the System utilises personnel, who are already being paid for a night shift, there is no additional financial outlay required. As all System activities were achieved for no additional salary, then a gain in efficiency is achieved. It is estimated that the efficiency gain, excluding on costs, is approximately £189,960. |
5.4.4 |
Additional costs have been incurred through increased wear and tear and fuel usage of vehicles, but these are well below the savings made. |
6 |
Equality Impact Assessment |
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6.1 |
An Equality Impact Assessment was carried out at the start of the initial project. The main outcome being the concern over the requirement to change any existing childcare arrangements, hence the three month notice period was agreed. |
6.2 |
The proposals within this report are considered compatible with the provisions of the European Convention on Human Rights, the Human Rights Act 1998, and the Race Relations (Amendment) Act 2000. |
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7 |
Conclusion |
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7.1 |
In conclusion it can clearly be seen by the efficiency gains achieved, that the implementation of the Personnel Reserve System has been a success. |
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Background Information (Section 100D of Local Government Act 1972) |
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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: Personnel Reserve Monthly Efficiency Gain Reports (2007-2008) I:\Groups\Central Services\Personnel Reserve Admin. Note: The list excludes: (1) published works; and (2) documents that disclose exempt or confidential information defined in the Act. |
