Archived decisions

Hampshire Fire and Rescue Authority

Improvement Planning Register Appendix 1 (closed items)


KEY TO REFERENCES (indicates the source of the issue)
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)
AGS	Annual Governance Statement
NF	National Framework document 2008-11
Version Number		18 closed
Last updated by Performance Review Team		29^th May 2009
Last reviewed by CMT		22nd January 2009
Last reviewed by Performance Review and Scrutiny		5^th March 2008

	THEMES
1	Managing Finances - Understanding costs and achieving efficiencies
2	Governing the business - Commissioning and procurement
3	Governing the business - Good Governance
4	Governing the business - Risk management and internal control
5	Managing our resources - Natural resources
6	Managing resources - Workforce
7	Equality and diversity
8	Enhancing civil resilience both locally and nationally
9	Improving performance
10	Regional and cross border working/integration


Strategy and Actions	Associated Plans	Lead Member/ Officer	Target Date	Date completed
1. Managing Finances Understanding costs and achieving efficiencies
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
Hampshire Fire and Rescue Service are 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	22/01/2009		_
The Service Delivery objective is now `reducing community risk through efficient high quality service delivery'.	Service Delivery Medium Term Plan	Director of Service Delivery	From April 2008	22/01/2009		_
Using the embedding of performance management culture, we are feeding the understanding and recognition of the importance of value for money within our Group and Station Plans. The use of resources is required to be considered against each objective in Group Plans.	Integrated Planning Process Report (October 2007) Performance Management Process Report	Director of Service Delivery	From April 2008	22/01/2009		_


Strategy and Actions	Associated Plans	Lead Member/ Officer	Target Date	Date Completed
2. Governing the Business - Commissioning, Procurement and partnerships
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. Report more frequently on the effectiveness of partnership arrangements; include a review of associated risks and evaluate outcomes.							SI DOT AGS 2007/08 para. 3.1
Potential new partnerships are being evaluated within the revised Group plan format via the Toolkit.	Performance Review Team Medium Term Plan 2007-08	Performance Review Team Manager	Q4 2008/09	22/01/2009						_
Staff are being 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 2007-08	Performance Review Team Manager	Q4 2008/09	22/01/2009						_
All Group Plans now include a section on partnerships	Group Plans	Director of Service Delivery	From April 2008	22/01/2009	_	_		_	_	_


Strategy and Actions	Associated Plans	Lead Member/ Officer	Target Date	Date Completed
3. Governing the Business - Good Governance
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	26/09/2007
The report outlined the following actions to address issues raised:- 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 and Rescue Service Plan.	Fire and Rescue Service Plan 2008-10 - ref 09	Director of Service Delivery	2008/09	10/03/2009	_	_		_	_
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.	Fire and Rescue Service Plan 2008-10 - ref 03	Director of Human Resources	Q4 2009/10	May 2009	_			_		_
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
An audit of Internal communications has been undertaken and the results have lead to a refreshed Marketing and Communications Strategy 2009-12. Previous work and improvements have been in respect to internal communications. This work will continue over the next three years, but more of a focus will be placed on external marketing and communications. The Marketing and Communi-cations department will work closely with the Equality and Diversity Team to ensure that systems are in place to communicate better with our vulnerable and hard to reach groups.	Marketing and Communications Strategy 2009-12	Head of Marketing and Communications	Q1 2009/10	May 2009						_
A strategy for communication with non-English speakers will form part of the refreshed Marketing and Communications Strategy 2009-12.	Marketing and Communications Strategy 2009-12	Head of Marketing and Communications	Q1 2009/10	May 2009	_	_		_	_
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
An audit of Internal communications has been undertaken and the results have lead to a refreshed Marketing and Communications Strategy 2009-12. Previous work and improvements have been in respect to internal communications. This work will continue over the next three years, but more of a focus will be placed on external marketing and communications. The Marketing and Communications departments will work closely with the Equality and Diversity team to ensure that systems are in place to communicate better with our vulnerable and hard to reach groups.	Marketing and Communications Strategy 2009-12	Head of Marketing and Communications	Q1 2009/10	May 2009						_
A strategy for communication with non-English speakers will form part of the refreshed Marketing and Communications Strategy 2009-12.	Marketing and Communications Strategy 2009-12	Head of Marketing and Communications	Q1 2009/10	May 2009	_	_		_	_


Strategy and Actions	Associated Plans	Lead Member/ Officer	Target Date	Date Completed
4. Governing the Business - Risk Management and Internal Control
2a.3 +2b.4 - 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. This encompasses the concept of layering partner organisation's data over our own. 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 2009/10	April 2009	_	_	_	_	_
We will take the opportunity to ensure that our applications interface with each other in order to achieve a central `hub' of information. 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	2009/10	May 2009	_	_	_	_	_


Strategy and Actions	Associated Plans	Lead Member/ Officer	Target Date	Date Completed
5. Managing our resources - Natural resources
5.1 - We need to ensure that the HFRA promotes best practice and reduces its carbon footprint					SI AGS 2007/08 para. 3.1
We are undertaking a Best Value Review of our environmental impacts and energy conservation to identify improvements, control measures and best practice. The post of Environmental Project Coordinator is now permanent and regular updates on the progress of initiatives and improvements are made to the Performance Review and Scrutiny Committee.	Performance Review Team Medium Term Plan 07-08	Performance Review Team Manager	Q4 2009/10	22/01/2009		_


Strategy and Actions	Associated Plans	Lead Member/ Officer	Target Date	Date Completed
6. Managing our Resources - Workforce
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 and 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 and Communications Strategy Suggestion Scheme Strategy	Head of Marketing and Communications	Q2 2008/09	September 2008	_	_	_	_	_
1c.1 - Personal Development Review System - the systems needs to be embedded throughout the Service
The Personal Development Review System project group is reviewing the existing policy and procedures, and will recommend actions for improvement.		Personal Development Review System project group	March 2009	13/03/2009					_
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 has been undertaken and the revised strategy is currently on circulation ready to be finalised before the end of the financial year 2008/09.	Strategic Projects and Specialist Response Medium Term Plan	Director of Strategic Projects and Specialist Response	Q4 2008/09	22/01/2009	_	_	_	_	_
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	22/01/2009	_	_	_	_	_
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 by April 2009.	Training and Development Timeline 2007/08	Area Manager Training	Q4 2008/09	13/03/2009	_	_	_	_	_
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 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	11/03/2009	_	_	_	_	_
2d.1 - Clarification of non-priorities					CPA p.18 A
Within the Service Delivery Directorate we will evaluate our community safety initiatives and determine non-priorities.	Performance Evaluation Process Report	Head of Community Response	Q4 2008/09	11/03/2009					_
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)
Group Managers and section heads are being provided with training in financial planning in preparation for funding allocation.	Financial and Office Services Medium Term Plan	Head of Financial and Office Services	Ongoing	22/01/2008					_
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	22/01/2008					_
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 2006-09	Director of Human Resources	Q4 2008/09	10/03/2009					_


Strategy and Actions	Associated Plans	Lead Member/ Officer	Target Date	Date Closed
7. Equality and Diversity
1a.1 - Poor performance against black and minority ethnic, and gender Performance Indicators We will comply with Race, Age, Disability, Gender and Equality requirements and deliver on our action plans.					DoT / CPA 2005 p.18
All our Human Resources plans are being reviewed under the People Impact Assessment process. Action plans are in place to ensure Race, Age, Disability, Gender and Equality requirements are considered.	Corporate Equality Plan	Director of Human Resources	2008/09	22/01/2009	_	_	_
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 3 of the Local Government Equalities Standard.	Human Resources Medium Term Plan Fire and Rescue Service Plan 2007/10 - Managing Resources -ref 2	Director of Human Resources Equality and Diversity Manager	31/12/2008	31/12/2008			_

Strategy and Actions

Associated Plans

Lead Member/ Officer

Target Date

Date Completed

9. Improving Performance

2b.1 - Mixed picture of overall performance (Best Value and Local Performance Indicators) not improving in some key areas.

2b.4 - We need to cascade performance information to managers at all levels of the organisation.

CPA 2005 p.19

DoT (AAL para 16)

SMT Awayday 19-20.7.07

A project has been implemented to:

· establish our management system, 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 Initiation Document

Assistant Chief Officer Service Delivery - Community Response

September 2008

December 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

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

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

June

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

2008/09

22/01/2008

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

12/03/2009

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

22/01/2008

2c.3 -

· 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

Q4 2008/09

13/03/2009

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

2008/09

April 2009

Review the approach to target setting and revise future targets where they have already been achieved

UoR 2008 KLOE 5.2

Targets and tolerances will be reviewed

Performance Review Manager

Q1 2009/10

April 2009


Strategy and Actions	Associated Plans	Lead Member/ Officer	Target Date	Date Completed
10. Regional and Cross Border Working/Integration
FRAs should review the effectiveness of cross border integration arrangements with neighbouring authorities and set these out in their IRMPs. Such reviews should be carried out jointly and RMBs provide a potential forum for this to be taken forward.					NF 2008/11 1.1.8
The process for changing from Section 2 and 12 to Section 13 and 16 agreements has been completed. This was scheduled for completion in the Service Delivery Medium Term Plan by the end of May 2007.	Service Delivery (Response Support) - Oct 2007	Head of Community Response	Q4 2008/09	13/03/2009	_	_	_	_
3.1 - Innovation or notable practice not evident within prevention or protection.					OASD 2006 para 40 Cultural Audit 2006 SI
We are a member of a Beacon Mentoring Scheme on Community Safety with other Fire and Rescue Services (Merseyside, South 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	June 2008	_	_	_	_	_

This content is archived

THEMES

1

Managing Finances - Understanding costs and achieving efficiencies

2

Governing the business - Commissioning and procurement

3

Governing the business - Good Governance

4

Governing the business - Risk management and internal control

5

Managing our resources - Natural resources

6

Managing resources - Workforce

7

Equality and diversity

8

Enhancing civil resilience both locally and nationally

9

Improving performance

10

Regional and cross border working/integration