Archived decisions
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HFRS WORKFORCE STRATEGY 2009 - 2012 |
As at 14th November 2008 |
1. |
Introduction |
|
1.1 |
The strategic management of people is seen as the central issue to the success of the Service. In compiling this strategy we have drawn on a number of sources. Whilst we have drawn heavily on the knowledge, skills and experience of professional HR practitioners and that of general and specialist management cadre, we have also reviewed some specific references. In particular the Audit Commissions `Tomorrows People'1 and the `Use of Resources - Consultation Draft'2. The language used in this strategy will reflect that being in increasingly common usage in Audit Commission Reports and is likely to be adopted within the Comprehensive Area Assessment (CAA) process. | |
1.2 |
Research 1has shown that the best Councils in the country demonstrate shared ownership of workforce issues and that they manage this issue at a strategic level. Hampshire Fire and Rescue Service (HFRS) already takes this longer term view to managing the people in the Service and uses data, information and knowledge to support the delivery of its objectives. In particular, the people management aspects of organisational developments supporting service delivery improvements are consistently considered at a strategic level and the Senior Management Team (SMT) take the lead. | |
1.3 |
This strategy lays out the key workforce related deliverables that will support our long term objectives and ambitions. It will further seek to address the new `Key Line of Enquiry' (KLOE) that will feature in the future performance assessment framework that will be introduced by the Audit Commission. We will therefore seek to demonstrate that through this strategy we `plan, organise and develop our workforce effectively to support the achievement of our strategic priorities'.3 | |
2. |
Corporate Values and Behaviours | |
2.1 |
The core values for HFRS are now well established. The Hampshire Fire and Rescue Authority (HFRA) endorsed these values and they are now widely understood and embedded in our practice. The values are most commonly seen in the following format: Service to the Community We value service to the community by: · Working with all groups to reduce risk · Treating everyone fairly and with respect · Being answerable to those we serve · Striving for excellence in all we do People We value all of our employees by practicing and promoting: · Fairness and respect · Recognition of merit · Honesty, integrity and mutual trust · Personal development · Co-operative and inclusive working Diversity We value diversity in the service and the community by: · Treating everyone fairly and with respect · Providing varying solutions for different needs and expectations · Promoting equal opportunities in employment and progression within the Service · Challenging prejudice and discrimination Improvement We value improvement at all levels of the Service by: · Accepting responsibility for our performance · Being open-minded · Considering criticism thoughtfully · Learning from our experience · Consulting others | |
2.2 |
This strategy is written using our core values as a primary driver and aims to further embed these values both by the specific contents of this strategy and also in its application. | |
3. |
Strategic intent/purpose | |
The aim of the Workforce Strategy is to ensure that an appropriately qualified, competent, healthy and motivated workforce is available to deliver the key ambitions of the Service. These are: · To work toward being the highest performing FRS in the country. · To consistently improve the delivery of services to the communities we serve. · To become an employer of choice. | ||
4. |
Strategic context | |
Our local workforce strategy will reflect key issues required to deliver the highest possible quality of service to the communities within Hampshire and those who need our help both whilst they are travelling through our county or if we are asked to assist those on our borders or further a field. Whilst we will aim to provide high quality targeted local services, we will also work on a regional and national basis to meet the requirements of regional and national strategies and central government initiatives. | ||
4.1 |
The National Framework for FRS | |
4.1.1 |
In 2008, Communities and Local Government (CLG) issued the revised National Framework for 2008-2011. This represents the CLG's expectations and proposals for the fire and rescue service over this period. | |
4.1.2 |
HFRS reviewed the document to ensure that all of the key items contained within the National Framework document were identified and included in our business planning process. This will ensure progress for achieving compliance through a robust planning, implementation and monitoring system. | |
4.1.3 |
The Government objectives for the National Framework are stated as: · The Governments expectations for the Fire and Rescue Service · What Fire Authorities are expected to do · The support the Government will provide in helping Fire and Rescue Services to meet these objectives | |
4.1.4 |
The Framework details three key priorities: · Delivery of an enhanced resilience capability · Fire and Rescue Authorities to take ownership and successfully implement the National Equality and Diversity Strategy 2008 - 2018 · To meet the public expectations of a modern, efficient and effective Public Service within the confines of a tighter fiscal climate | |
4.1.5 |
From the framework the following key areas have been identified as requiring action by HFRS to ensure compliance with the CLG's expectations: · Recognising the risks posed by civil or terrorist activities are captured in the IRMP · Reviewing the effectiveness of cross border integration · Arrangements for providing risk information to crews at incidents · Arrangements to ensure agreements with the Local Authority Controlled Company (LACC) and CLG are agreed | |
4.1.6 |
For the first time the new Framework has a life span of three years, this now links with the Government's plans for the comprehensive spending review period. Our Workforce Strategy will cover that same period. The Authority will now be able to establish synchronisation between the Governments planning cycle, our own budgeting, the workforce development priorities and our IRMP planning process. It is however the CLG's intention to review the document after two of the three years to see if any changes need to be made. | |
4.2 |
The National E&D Strategy | |
4.2.1 |
The Fire and Rescue Service National Equality and Diversity Strategy 2008 - 2018 was developed by the Communities for Local Government. It will support Hampshire Fire and Rescue Service in tackling inequalities, promoting equality, diversity and fairness and establishing a culture of inclusion. This will help enable Hampshire Fire and Rescue to meet the needs of all our diverse communities, and we are committed to the requirements of the Strategy, and will continue to work with the Communities for Local Government in delivering it. | |
4.2.2 |
In addition, Hampshire Fire and Rescue Service have developed a Service Corporate Equality Plan. This gives a planned and systematic approach to achieving our objective to mainstream Equality and Diversity (see Fire and Rescue Service Plan 2008) as well as meeting our legal requirement to have a Single Equality Scheme. The Corporate Equality Plan sets out our arrangements for deciding and managing activities relating to equality and diversity and joins together all the requirements of our existing Equality Schemes for Race, Disability and Gender into one consistent plan. It also covers arrangements for age, sexual orientation and religion and belief. | |
4.2.3 |
In order to manage our Corporate Equality Plan, we shall focus our resources on the following three aims: 1. The delivery of high quality services that are accessible, responsive to risk and appropriate to meet diverse needs of different groups. 2. A fair place to work and quality of employment experience: 3. To have influence within the community; to strengthen our existing trust and reputation and to support community cohesion The Corporate Equality Plan contains and reflects the requirements of the National Strategy, and in total, will enable us to facilitate effective management of our processes and the ability to demonstrate progress and change on our equality agenda. | |
4.2.4 |
The Corporate Equality Plan contains and reflects the requirements of the National Strategy, and in total, will enable us to facilitate effective management of our processes and the ability to demonstrate progress and change on our equality agenda. | |
4.3 |
Chief Fire Officer's Association | |
4.3.1 |
The Chief Fire Officer's Association (CFOA) national HR Strategy was published in 2006. More recently, there was a decision to produce a Medium Term Plan (MTP) which would cover a 3 year period. It is anticipated that this will then take over from the HR Strategy. | |
4.3.2 |
CFOA would be looking to introduce more liberated and flexible use of IPDS. Whilst it will continue to advocate the central role of IPDS, it will aim to adapt this so it becomes more service led with local flexibilities. Reviews of the National Firefighter Selection Test (NFST) and the Assessment and Development Centre (ADC) process will focus on these ideals. Similarly, there are discussions at a national level aimed at progressing the answers as to how we will `qualify', or recognise the skill levels of our firefighting staff in the future. One of the desired outcomes will be a more consistent approach towards training and the evaluation of the resultant skill levels of those who succeed. Consideration will be given to options offered by both the IFE and NVQ's. There will be close working with the Sector Skills Council to support these aims. Work will be done to further develop role maps and their use within Fire and Rescue Services (FRS). Where appropriate we will work within a regional context to do this to help ensure consistency across the South East if possible. Progress towards multi-year pay deals would provide significant benefits for workforce and financial planning in an environment where financial settlements for FRS are likely to become increasingly tight. For firefighter roles, research will be conduced on the Retained Duty System (RDS) to Whole Time (WT) transfers, graduate entry schemes and high potential programmes. There is also an aim to reintroduce a fitness standard for recruits into the FRS. | |
4.4 |
Regional Issues | |
4.4.1 |
One of the major changes affecting this and all other FRS in England, will be the introduction of Regional Control Centres (RCC). As we work through the implications of this national initiative the plans we put in place will inevitably affect the operational areas of the Service as well as the areas of support that will not be transferred to the RCC (the so called `out of scope' (OOS) activities). These will influence and affect the strategies and plans we put in place to support the delivery of the HFRS Plan 2009-2012. | |
4.4.2 |
More directly related to the HR agenda, the national reviews of National Firefighter Selection Test & Assessment and Development Centres are likely to have an impact on how these are conducted by FRS's. In any event, HFRS will review it's current arrangements to ensure that these processes remain fit for purpose and meet our developing needs as a Service. Where the national model does not best support our own needs, we will adapt those procedures to ensure that our requirements are met. In doing so we will seek to retain the integrity of any national process, but not to the detriment of HFRS. We will further aim to do this in collaboration with our regional colleagues, working through the HR Development Group (HRDG). (Note: The HRDG is a regional group for which HFRS takes the lead within the RMB through the Chief Officer. It's remit covers all aspects of HR, Training and related matters). | |
4.4.3 |
Over the period of this strategy, the need for regional collaboration will grow in importance. Our current work within the South East Fire Improvement Partnership (Sefip) will continue to be supported and relationships developed to better support our work both locally within Hampshire and throughout the South East region. In particular we will work with the HR & Training professionals in the south east region to drive forward strategic aims via the regional HRDG. With links into the CFOA HR Group, we will seek to influence national policy on HR and training related matters to support future service improvements. In addition to the other FRS's in the south east region, we will seek to embed our partnership working with all those who share our aims and objectives of making life safer. Additionally, we will look to our other borders to see where we can work collaboratively to meet mutual aims and objectives. | |
5. |
Audience | |
This Strategy has 2 main objectives. It seeks to inform all those who work with HFRS, including our elected members on the HFRA of intentions and plans for our workforce over the next 3 years. It also seeks to provide information for our partners, the public and other stakeholders of the direction we are taking to develop our workforce for the future in support of the services we deliver. | ||
6. |
Service Plan Themes | |
6.1 |
Our Service Plan themes for 2009 -2012 are: (To be lifted directly from that document once agreed) | |
7. |
Key priorities | |
7.1.1 |
In order to achieve our declared ambitions, we will need to put in place mechanisms, systems, and processes that will help ensure that all who work in HFRS have the opportunities and encouragement to fully utilise their skills and reach their full potential. In doing so we aim to mobilise all staff towards these common goals and objectives. Supporting these practical activities we believe there must be an embedded supportive culture where everyone working here feels they are both able to and are encouraged to lead and contribute to the work of the Service, not just in their own specific area, but across all areas of the organisation. We expect our managers and staff to work in partnership to help ensure we all have fulfilling, challenging and worthwhile careers. | |
7.1.2 |
To maximise the potential of people working within HFRS we concentrate on 3 key themes. These will contribute directly to the achievement of our organisational objectives as detailed in Hampshire Fire and Rescue Service Plan (2009 - 2012). Table 1 provides a schematic which shows the relationship between these elements. These are as follows: · Leadership and People Management · Succession Planning · Employee Performance | |
7.1.3 |
These will all be supported by Strategic HR Planning initiatives. These will cover the following areas: · Our future service delivery model · Future national developments · Future staffing levels and establishment management · Equality & Diversity · Cultural Development · The introduction of Project and Programme Management (PPM) | |
7.2 |
Leadership and People Management (Table 2) | |
7.2.1 |
In order to provide the opportunities to excel, people need high quality leadership and direction. This well recognised principle is reflected in our Learning and Development Strategy. This document provides the blueprint of our approach to learning and development in the Service. A supporting Delivery Plan will describe the detailed actions we will take to achieve this. This will be a dynamic document which will adapt to the changing needs of the organisation over the life of this strategy. We will seek through effective recruitment and selection process to provide people who are both able to contribute rapidly using their existing skills knowledge and experience and also people with clear potential to develop and become the future leaders of the organisation. We will invest in the development of all staff. We will also identify those with high potential and provide targeted development activities to help maximise the opportunities they have to contribute to our aims. | |
7.2.2 |
We will increase the variety and flexibility of development options available to our people. There will be a strengthening of a clear partnership approach between us as a Service and provider of learning opportunities and the individual who is seeking to develop themselves and their career. We will in particular focus on skills and knowledge that contribute to effective people management skills both for existing line managers and those with aspirations to take on such responsibilities. | |
7.2.3 |
Our management of people will extend to the duty we have to ensure our firefighters are competent to deal with all the requirements of their role. This will cover all three areas of prevention, protection and response. In particular we will review and develop programmes to ensure the core skills of our firefighters meet the requirements of a modern FRS. | |
7.2.4 |
Our Personal Development Review System (PDRS) will continue to form the cornerstone of our staff development system and processes. We will review the process on an annual basis to identify and implement improvements. We will however, refrain from major changes (unless fundamental flaws are identified) to enable the initiative to become well embedded in our thinking and to become the normal way of working. | |
7.2.5 |
Identifying and developing our `Leaders of the future' will be crucial to us achieving the ambitions we have set for ourselves. Whilst this objective is rightly embedded within the area of succession planning, it also forms a separate strategic organisational development challenge and this is identified within our Leaning and Development Strategy. We will not only work hard to develop the individuals, we will also have to prepare the organisation and the systems that we have to enable these leaders to flourish (at all levels of the organisation), to identify and take opportunities, to innovate and to challenge systems, processes and behaviours which will inhibit our progress as an organisation. We will maintain our commitment to the South East Employers Charter for Member Development. Our work to support this will continue to take forward the progress already made and further enhance the role of Members in driving forward the objectives of the Service. | |
7.3 |
Succession Planning (Table 3) | |
7.3.1 |
The Service will introduce an holistic approach to ensuring we have the right number of people with the right skills and motivation to support the delivery of services. We will identify ways to streamline our processes and ensure that all staff have fair and equal access to opportunities. There will be a supporting succession planning strategy which will lay out our approach to recruitment, selection, the identification of potential and how we will manage our talent. | |
7.3.2 |
We will review the way we utilise the National Firefighter Selection Tests (NFST) and the nationally ascribed Assessment and Development Centres (ADC's). Our current approach is to adopt the NFST and ADC processes and to implement them as closely as we can to the national standard. In future, whilst we will continue to use these tools, we will adapt and change these to more readily suit the needs of the Service. In particular we will decouple the development and assessment aspects of the ADC. At the time of writing, both the NFST and ADC processes are under review. HFRS will be actively involved in both these pieces of work and we will consider any new adaptations within our planning for the future. | |
7.3.3 |
The recruitment and selection aspects of the NFST and ADC's will undergo rigorous assessment and evaluation under our system of People Impact Assessment to ensure fairness and equity. We will further explore ways to equalise and regularise systems of selection and assessment of potential for all areas of our organisation, irrespective of the terms and conditions of service that apply to them (ie; Whole-time Duty System (WDS)/RDS/Green Book/Grey Book, etc). In doing so we will continue to develop and reinforce the equality of opportunity and reward for all staff working for HFRS. | |
7.3.4 |
In developing talent for the future through our succession planning strategy, we will look to identify those with potential for more senior roles, career paths for staff that will provide interesting and rewarding careers and those roles that are crucial to our performance. In managing that last issue, we will provide opportunities for staff currently in other roles, to develop skills, knowledge and understanding that would enable them to swiftly take on these key roles in the organisation. These roles are not grade specific, and it is not the case that these roles are likely to be more senior. These are typically roles that have specialist skills or knowledge, have only one or a very small number of staff performing them and are delivering services (either internally or externally) without which the Service would be exposed to significant risk. We will engage with the national development work revolving around the introduction of graduate entry schemes and high potential schemes. Once these are further developed, we will consider if or how they can benefit the Service, and introduce them accordingly if appropriate. | |
7.4 |
Employee Performance (Table 4) | |
7.4.1 |
In order to achieve our ambition to be the best performing fire and rescue service in the country, we will need to improve and maintain our individual and collective performance. We will seek to mobilise every member of staff behind this ambition and provide for an ambitious and competitive environment that is mutually supportive and customer focused. | |
7.4.2 |
Our performance management framework will build upon existing tools and systems, with further developments and improvements being introduced as required. Our current use of the Personal Development Review System (PDRS) will continue to be the cornerstone for individual performance management and will be a key mechanism to promote a wider performance management culture. The use of the `Beacon Status' concept will be expanded from our current `Beacon Station' scheme to cover all remaining areas of the Service under the title of `Beacon Departments'. This will cover all teams within the Service. Our current use of `Views', will continue to provide performance information on the progress against our key objectives. This will continue to provide information on our performance at both Directorate and Organisational level. Performance at an organisational level will be evaluated through Comprehensive Area Assessment (CAA), Local Area Agreements (LAA), Audit and a variety of other external evaluation systems, such as the Equality Standard for Local Government and IiP. | |
7.4.3 |
It is generally accepted that fit and motivated staff are more effective than their less fit colleagues. Research by BUPA using their online Positive Health tool, suggests that this could be up to 20%. HFRS already has a general culture that is motivated towards fitness for the role, which is primarily driven from the requirements of the role of firefighters. Our aim is to maximise the effectiveness of our staff by encouraging their own wellbeing and putting in place systems, processes and policies that support our workforce to be healthy. We will embed this culture. Our Workforce Wellbeing Strategy is overseen by the Workforce Wellbeing Strategy Board. The strategy puts the individual at the centre and we will develop systems that support and encourage staff and managers to make healthy choices and provide an environment that is compatible with the ideals of physical and mental wellbeing. Whilst much of this is aimed at prevention, we will also provide services and support mechanisms that help individuals should they require them. Managers will be provided with help and support that will enable them to create a workplace which reflects these goals. | |
7.4.4 |
In order to become an employer of choice, HFRS will enhance its Workforce Planning activities and will address the challenges of introducing more wide spread and varied flexible working opportunities for all staff. Our current systems are differential and those on Green and Grey Book terms and conditions have varying opportunities to work flexibly. Specifically, we will identify alternatives to the current single option for frontline firefighters which is to undertake full-time hours using the "2-2-4" system. Whilst we aim to retain the "2-2-4" system as a basis of fulfilling our operational commitments, we will seek to utilise an overlay of flexible options within that framework. The initial aim will be to introduce opportunities for part-time working, job share and annualised hours. We will look at how working patterns can support rota planning systems that allow for flexible working alternatives across all areas of the Service. Further progression in this area will enable greater flexibilities in the future and help to embed a culture that is not solely dependant on the existing single system. That will provide a workforce planning environment that is more progressive and can readily optimise our resources. | |
7.4.5 |
We will review our existing rewards package, to ensure we have equality across all equality strands. In future, our Total Rewards Package will feature more clearly in our recruitment campaigns, will be developed to ensure it supports our core values and will further assist our drive to be an employer of choice. This will build on work already in progress around equal pay. Consideration will be given to how optional flexible benefits might be introduced. | |
7.5 |
Strategic HR Planning (Table 1) | |
7.5.1 |
The drive towards excellence across the organisation will inevitably have significant impact in terms of the people who work here. These initiatives are all designed to improve the services we deliver. In many cases there will be a need to support the changes and developments through a structured process of organisational development (OD). There are numerous definitions of what OD is and a whole industry has been created around it. For our purposes, OD is simply the structured approach that is taken to support any change initiative that is designed to bring about sustainable and long term improvements. Inevitably OD will utilise strong project and programme management techniques and will cover all the key areas associated with major change projects. This will include considerations around people, finance, systems and processes, equipment or resources, Information and IT systems, culture, customers, communications and leadership. | |
7.5.2 |
The Service will continue to develop its vision for the future service delivery model. As this starts to manifest itself in real change, the priorities detailed above that form the cornerstones of this strategy, will both support and help drive these changes that will ensure we have a Service fit for the 21st century. As this work is progressed, HR will be intrinsically involved as a partner to the business and will provide specialist input and support to deliver the desired outcomes of each project, and the programme as a whole. | |
7.5.3 |
We have detailed above some of the future national developments that are likely to influence our Service. We will take interest in all such developments and wherever possible involve ourselves in the development and/or review either at a national level, or with the regional context. We will use nationally developed tools wherever they support our aims and values. However, we will not simply adopt such developments in their entirety, and any such new tool or process may be adapted to meet our needs and best practice. | |
7.5.4 |
A tightening financial situation and the prospect of an economic downturn will make it all the more important to ensure future staffing levels and establishment management are as tight and effective as possible. We will ensure that Line Managers have clear guidance as to their role in this and we will provide them information, support and training that they need. Our specialists in the centre will continue to offer expert advice and will provide scrutiny and strategic planning functions to enable the Service to deliver on its 3 year plans. This will include careful management of our RDS compliment to maximise their effectiveness in the delivery of both response and community safety roles. | |
7.5.5 |
The introduction of Project and Programme Management (PPM) will revolve around the introduction of a Programme Management Office. The roll out of training will progressively change the way the organisation manages and organises the work it does. It is envisaged that as the programme of change is embedded across the Service, all activity other than the `business as usual', will be established and delivered using PPM techniques. All activities that have a beginning, middle and end, can be delivered using these techniques. By doing so, these projects can be grouped together to form programmes of work, and provide economies of scale, reduce duplication and reduce the risks of failure plus can reduce the numbers of meetings people need to go to. The other strength is in the provision of clearer and more readily understood governance arrangements linked through a standard evaluation and performance management structure. | |
7.6 |
Equality & Diversity | |
7.6.1 |
Equality & Diversity will remain a high priority for HFRS. As we progress through the levels of the ESLG, we will continue to embed equality and diversity throughout all our activities through a programme of mainstreaming. We will continue to focus our efforts outwards to ensure equality of access to the services we provide and will revolve around the concept of `operational diversity'. To support the provision of high quality services we will work hard to recruit and support a workforce that is representative of the communities that we serve. To do so we will adopt a policy of using progressive and determined positive actions that will deliberately seek to encourage and attract currently under represented groups to careers within HFRS. Where we can, we will work with partners to progress our aims and we will adopt a comprehensive strategy to improve participation and engagement with the public, our partners and staff. | |
7.6.2 |
Changing the workforce profile in a non-recruitment environment will create its own challenges. Short to medium term staffing projections identify that the need to recruit wholetime firefighters will be significantly reduced. However, we will take every opportunity to widen our employee base in this area. We will continue to use positive actions to support our recruitment of RDS staff and candidates looking to join the support service functions. | |
7.6.3 |
We will continue to dedicate time, effort and resources to the development of our people at all levels. In doing so, we will remain committed to the principles and best practice defined within the Investors in People (IiP) standard and will work towards achieving reaccreditation in 2011. We will seek to further develop our culture to embed honesty and maturity where staff feel they are empowered to maximise their own potential for both their own benefit and to help further the aims of the Service. | |
7.7 |
Workforce Infrastructure | |
7.7.1 |
To support this strategy, the HR and Training function will progress through a programme of development and improvement. This will further establish the amalgamation of the HR and Training functions into a single directorate, embed a customer focused culture and support the drive towards excellence. We will continually review and develop our systems, structures and our ways of working, so the provision of services meet the changing needs of the Service and help drive forward service improvements to the public. The programme will encompass both internal and external focused development, and plans for improved performance will be structured to empower both the teams with the Directorate and the team working of the function as a single service. All members of the directorate will be encourage to get close to their customers and develop effective partnerships to support the delivery of service objectives. Our Partnership Agreement provides the blueprint that helps the Service understand what HR is and what it does. It also helps managers understand what they need to do in support of good people management. | |
7.7.2 |
The role of the regional HRDG will be further developed through new leadership and direction. HFRS will continue to play a key role in driving forward the agenda. A key responsibility for the Group will be taking forward the relevant aspects of the regional shared services agenda. Our involvement with the HRDG will provide the Service with a mechanism to share good practice, will enable us to influence regional (and in turn national) direction on some of the key HR and training innovations and will enable us to proactively explore the opportunities to share knowledge, expertise and resources. | |
8. |
Evaluation | |
8.1 |
Desired outcomes In order to evaluate the success of this strategy we have provide clarity as to what the desired outcomes are. In summary the desired outcomes are as follows: · To work toward being the highest performing FRS in the country. · To consistently improve the delivery of services to the communities we serve. · To become an employer of choice. | |
8.2 8.2.1 |
Performance measures Our performance measures will be aligned to the KLOE for the performance assessment framework that will be introduced by the Audit Commission3. To support this we will utilise the Performance Improvement Network (PIN) model for evaluation. In particular we will utilise the `Key Questions' (detailed in `Tomorrow's People'2) and the framework used by the Audit Commission for assessing an organisations preparedness in dealing with workforce issues (Figure 12, Page 40, `Tomorrow's People'2). | |
8.2.2 |
The evaluation will seeking to demonstrate that strategy supports the Services ability to plan, organise and develop the workforce effectively to support the achievement of our strategic priorities. Our assessment will align to the key criteria for effective workforce planning3. These are as follows: · A shared sense of the strategic importance of workforce issues across the organisation. · Workforce strategies linked to wider corporate and strategic objectives. · A focus on the major issues and the capacity to convert workforce challenges into action. · A long-term planning approach rather than firefighting and short-termism. · Effective use of data to plan for workforce needs. · A coordinated approach across partners, other organisations and different tiers of government. | |
9. |
Implementation planning | |
9.1 |
Action Plan To support this strategy, a detailed action plan will be constructed. This will remain a separate and dynamic document which will identify key actions and activities over the life of the strategy. The Action Plan will be formally reviewed on an annual basis and adjusted to meet the changing needs of the organisation. It is expected that elements of this strategy and the associated Action Plan will be reflected in the medium term plans of all the Directorates. | |
9.2 9.2.1 9.2.2 |
Comms Plan The drafting process has already provided a variety of groups access to this document and the opportunity to contribute to it. The strategy will have been passed through the HFRA, HR Committee, CMT, Workforce Strategy Steering Group, Workforce Strategy Sub-group, Duty Systems Project Board, HR Policy Group, HR & Training Managers Meeting, Directors Group and SMT. The document was also made available to all staff via the intranet and all members of the service were asked to pass their views and comments back to HR. Once the strategy has been formally adopted, we will publish the document and ensure it is given wide publicity through a structure communications programme overseen by the Marketing and Communications function. | |
9.3 |
Report Schedule The strategy will be reviewed on an annual basis. Reports will be passed to the HFRA via the HR Committee. Both SMT and CMT will similarly receive an annual report on progress. In the final year of the strategy, work will commissioned to provide a new replacement strategy building on the progress over the 3 years of this strategy. | |
10. |
Conclusion | |
In order to achieve our ambition of becoming the highest performing FRS in the country HFRS will need to mobilise it's entire workforce. Our values support a progressive and innovative approach to providing a high quality of service in an environment that promotes dignity and respect and continually drives down the risk in our communities. As we consistently strive to improve the delivery of services to the communities we serve we will need to further develop our culture and the ways we work to meet this changing needs and aspirations. This will include working closer with those communities, our partners and stakeholders to deliver on our promises. A significant part of this will be to ensure we become an employer of choice. This strategy provides the blueprint for further developing our current and future workforce to deliver these aims. | ||
11. |
References | |
1. Tomorrow's People. Building a local government workforce for the future. Local government National report, June 2009, Audit Commission. 2. Use of Resources - Consultation Draft. Hampshire Fire and Rescue, Audit 2007/08, November 2008. 3. Audit Commission, Use of Resources 2008/09, May 2008. | ||