Hampshire Fire and Rescue Authority

Human Resources Committee Item 14

30^th April 2009

RDS Strategy Project, progress report

Report of the Chief Officer

Contact: [email protected] Tel: 02380 644 000 ext No. 5434

1

Summary

1.1

The Retained Duty System (RDS) Strategy Project follows our previous RDS Review Project and is delivering the six recommendations adopted by SMT on June 4^th 2007 (App A). The Project Board meet at timely intervals, with the Director of HR chairing meetings as Project Executive.

1.2

The work covers a broad area, providing detailed emphasis to a range of matters undertaken in support of the RDS. Contributing to the organisations desire to meet its corporate objectives, it helps meet the HR Workforce Strategy and the National Framework's expectations. Due to the size and complexities of the Project, progress is scheduled across four phases and this report provides an update at the end of the second phase.

1.3

Key changes are being introduced from 1^st April 2009 in order to improve the provision and access to support for the RDS. These changes will assist both staff and managers in improving the operational and managerial efficiency of the RDS. Completing phase two of the four phases in a series of steps provides the foundations for greater efficiencies in the future.

2

Recommendations

2.1

That the Human Resources Committee note the progress made within the RDS Strategy Project.

3

Introduction and Background

3.1

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

3.2

This report encompassed two previous reviews making 51 recommendations, 35 of which fell to Authority Fire and Rescue Services. HFRS undertook a review of the report to identify our levels of responsibility and compliance, and prioritised actions against each of the recommendations. This was completed in October 2005.

3.3

The RDS Review Project was first initiated by the SMT in April 2006. The review made recommendations designed to provide improvements in the Retained Duty System. This reported to SMT in June 2007.

3.4

On July 12th 2006, the House of Commons Communities & Local Government (CLG) Committee's fourth report of session, 2005/06, noted with concern the apparent lack of progress with the Fire and Rescue Service modernisation agenda nationally.

3.5

A number of key actions then followed:-

3.5.1

On Sept 7^th 2006, the Practitioners' Forum Retained Review Task & Finish Group published a report to advance the key recommendations of the RRT Report.

3.5.2

On Sept 29^th 2006, The Government's response to the CLG Committee's critical report expressed their view on the way forward for the RDS as being through implementation of the RRT recommendations

3.5.3

On June 4^th 2007, the RDS Review Project reported to the SMT, and a follow on project known as the RDS Strategy Project was agreed.

3.5.4

In August 2008, phase 1 of the HFRS RDS Strategy Project was completed.

4

Phase 2 Onwards

4.1

A Project Board for Phase 2 was set up with a dedicated manager and it included key people from across the service. The Director of Human Resources was nominated as the Project Director.

4.2

Due to the complexity of the work, there were initially 2 separate work groups. In the third phase of the project this will become one group as the larger volume of individual activities will have been completed. The work group objectives to date are summarised below.

4.3

Work Group 1 Objectives

4.3.1

To review and consider proposals for the trial and evaluation of a contracted annualised hours type of working pattern, and make recommendations for improvement or changes to our existing contracted hour provisions. These will be expected to deliver during phases 3 & 4.

4.3.2

To oversee the implementation of a computerised Retained Management System (RMS). (This is needed prior to the RCC cut-over in order to have current and reliable information about RDS assets in place.) It will inform the development of a time management system within the SAP computer system used by HFRS. As such it will be integrated with the other aspects of our people management software. This is under way and is due for completion in July 2009.

4.4

Work Group 2 objectives

4.4.1

To review the overall support provisions to the RDS, including the role of the Support Officer. This has been completed.

4.4.2

To consider the implications for the RDS of the New National Fire Fighters Selection Test procedures and Assessment and Development Centres. This has been completed.

4.4.3

To further develop the proposals for the RDS working routines in accordance with changing demands and expectations of staff and the Service. This has been completed.

5

Resource Implications

5.1

Human Resources

5.1.1

The project considered the impact on RDS establishment levels of the Working Time Regulations plus a subsequent partnership agreement with the Trade Unions. This resulted in a reduction in the maximum cover availability a Firefighter can give to 144 hours a week. These impacts are manageable within current RDS staffing levels.

5.1.2

Additionally, there is recognition that the European Union proposals over changes to the Working Time Regulations do have potential implications to this duty system. The Service will continue to monitor this.

5.1.3

Training and development opportunities will be improved through easier accessibility to courses and greater involvement by the new Group Support Trainer role which is being introduced from April 2009.

5.1.4

More effective support will be co-ordinated and delivered within the Groups by the new Group Support Trainer's expanded role. This new approach will include access to enhanced mentoring and support provisions, and will span from initial application to retirement, taking in all development and maintenance stages.

5.1.5

New core skills and Train the Trainer courses have been developed, suitable for RDS needs.

5.2

Information and Communications Technology Resources

5.2.1

An existing software package specifically designed for Fire & Rescue Services to help manage their RDS complements has been purchased. The provider is Gartan's FSiUK. Our experience of using this, along with the data we will collect, will enable us to both establish suitable cover arrangements for the future with appropriate rewards, and also will inform our future requirements for the integrated SAP based time management software we will use in the longer term.

5.2.2

To support RDS mobilisation, we have installed dedicated availability displays at each of the RDS locations. By positioning these adjacent to crewing muster areas, they will provide an essential aid for efficient crewing decisions on operational turn-outs.

5.2.3

The new RMS incorporates a payroll/attendance facility. This replacement to existing paper-based forms provides a more effective and efficient process to ensure we pay our staff correctly, and in a timely manner.

5.3

Financial Implications

5.3.1

The use of the more accurate and dynamic facility of the software systems, means that we will be able to adjust our contracts to more accurately reflect and reward staff for the cover they provide and the emergency (or planned) work they do. This will inevitably provide a more cost effective system of payment from the Services perspective and will more fairly reward staff for the work they do and cover they provide.

5.3.2

Work on these revised contracts and options for varying the contracted hours from the current ridged system will begin in phase 3.

5.3.3

The fourth and final phase will build upon these contract revisions to develop annualised salary scheme proposals which if achieved, has potential to bring the RDS and WDS payroll schemes into a common alignment under annualised hours principles.

6

People Impact Assessment

6.1

A PIA has been completed for the RMS implementation. Further PIA's will be undertaken for other significant proposals associated with project work outcomes such as contracted hours.

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.

7

Consultation

7.1

The Project has at its heart an open and inclusive relationship with the Representative Bodies. The use of the electronic RMS fundamentally changes both staff and manager expectations of how they can plan and inform the service about their availability. It moves to position whereby availability projections can be continually revised in `real time' ensuring we have accurate details in Fire Control for more reliable and speedier mobilisation of available assets.

7.2

It is clear that extensive consultation and negotiations will be required before the introduction of any new pay scheme. These will have implications for current Grey Book terms and conditions and will form an essential part of recommendations in phase four of the project.

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

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

None

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