Archived decisions

Strategy and Actions

Associated Plans

Lead Member/ Officer

Target Date

Date completed

1. Managing Finances

Understanding costs and achieving efficiencies

1.1 - Continue to develop and embed the approach to whole life costing

UoR 2008 KLOE 5.1

1.2

Uniform and Vehicle replacement programmes are examples of where we use whole life costing.

This will also be used in respect to energy and the transport review.

Financial and Office Services Medium Term Plan

Terms of

Reference Uniform committee

Head of Financial and Office Services

Ongoing

Quarter 4

2009/10

_

1.2 - Include efficiency savings and Value For Money targets in departmental plans, section plans, and relevant personal development plans. Ensure that the targets are profiled through the year.

UoR 2008 KLOE 5.2

1.1

1.2

Each group and station plan now has a section that includes efficiency savings. Targets and tolerances will be reviewed.

Group and Station Plans

Head of Financial and Office Services

Quarter 4

2009/10

_

1.3 - Further develop reporting to include `traffic light' system to focus members on key variances and actions.

UoR 2008 KLOE 2.2

Work will be undertaken to introduce a traffic light system to the budget monitoring reports. Tolerance levels will be considered, adopted and explained in reports.

Financial and Office Services Medium Term Plan

Head of Financial and Office Services

Quarter 4 2009/10

_

1.4 - Include operational activity indicators that are lead indicators of spend within budget monitoring systems

Regularly evaluate the effectiveness of leadership provided on financial management.

UoR 2008 KLOE 2.2

Some indicators that will be considered are:

· Efficient and flexible crewing

· Operational incidents

· Total nonoperational travel

· Retained Duty System incidents

· Home Fire Safety Visits undertaken

· Energy consumption

· Fuel non operation

Consideration will be made of top level vacancy levels being reported to Service Management Team quarterly.

Financial and Office Services Medium Term Plan

Head of Financial and Office Services

Quarter 4 2009/10

_

1.5 - Establish and monitor challenging targets for a comprehensive set of financial health indicators with specific attention to material or problem areas. These should be based on a thorough assessment of the current position, including benchmarking against other authorities. Indicators and targets for financial health could include: accuracy of budget, delivery of capital programme, payment of invoices, effectiveness of debt recovery, payroll effectiveness, liquidity, reserves, accuracy of provisions etc.

UoR 2008 KLOE 3.1

From nationally produced reports, we will consider efficiency indicators to be used and report them in the future.

Statistical financial health indicators will be reported to Finance and General Purposes Committee.

Financial and Office Services Medium Term Plan

Head of Financial and Office Services

Quarter 4 2009/10

_

1.6 - Ensure that detailed performance measures and benchmarking are being used to describe and evaluate how the Authority's asset base contributes to the achievement of corporate and service objectives

UoR 2008 KLOE 2.3

Measures from a national value for money study will be considered and appropriate ones will be chosen to be used and monitored.

Financial and Office Services Medium Term Plan

Head of Financial and Office Services

Quarter 4 2009/10

_

1.7 - Demonstrate that information regarding costs and quality of services includes information on equity across the community, for example spend per head across diverse communities analysed against service standards achieved in those communities to show.

UoR 2008 KLOE 5.2

The Finance Department will be working with the Community Risk Intelligence Department to produce information regarding information on equity across the community in terms of service standards.

Community Risk Intelligence Medium Term Plan

Head of Community Risk Intelligence

Head of Financial and Office Services

Quarter 4 2009/10

_

Strategy and Actions

Associated Plans

Lead Member/ Officer

Target Date

Date Completed

2. Governing the business - Commissioning and procurement

2.1 - 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.

DoT

SI AGS 2007/08 para. 3.1

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

Ongoing

from April 2008

_

_

2.2 - Obtain appropriate assurance on a risk basis of the viability of the business continuity plans of all significant suppliers/contractors

UoR 2008 KLOE 4.2

2.1

Consideration will be given to gain assurance of business continuity plans of key suppliers.

Head of Financial and Office Services

Ongoing

_

Strategy and Actions

Associated Plans

Lead Member/ Officer

Target Date

Date Completed

3. Governing the business - Good governance

3.1 - Review and update the web-site contents in respect of financial reporting to ensure full accessibility to groups, such as non-English speakers, visually impaired etc.

UoR 2008 KLOE 1.2

2.3

Financial Services are developing their own web page. Financial information will be available in a highly summarised format, but more detailed information will also be available if required. Actions will be taken to improve navigation from the home page.

Financial and Office Services Medium Term Plan

Head of Financial and Office Services

Quarter 4 2009/10

_

3.2 - Consult public and other stakeholders on the publication of an annual report in addition to current information, and in particular the level and presentation of financial information included. Ensure published annual report covers environmental impact issues.

Consider the costs/benefits of producing an annual report (separately from the Service Plan).

UoR 2008 KLOE 1.2

AGS 2007/08 para. 3.1

2.3

We are committed to the compilation and publication of an annual report.

Director of Corporate Services

Quarter 2

2009/10

_

_

_

3.3 - Demonstrate that our staff, and staff within contracting organisations, have confidence in the `whistle blowing' arrangements and feel safe to make a disclosure

UoR 2008 KLOE 4.3

2.3

This issue will be discussed with Internal Audit to ensure there is a strategy to improve this area.

Reminders will continue to be put out about reporting concerns at work. Considerations will be made as to whether posters/notices could go out to stations.

Head of Financial and Office Services

Quarter 2

2009/10

_

_

Strategy and Actions

Associated Plans

Lead Member/ Officer

Target Date

Date Completed

4. Governing the business - Risk management and internal control

4.1

· 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.

· Consider producing a more accessible `executive summary' of our Strategic Risk Register.

· Ensure the risk management process documents and facilitates regular risk management awareness training for all Members appropriate to their needs and responsibilities

· Identify a senior officer and member to jointly champion and take responsibility for embedding risk management at all levels throughout the Authority

· Ensure all reports to support strategic policy decisions, and initiation documents for all major projects, require a detailed risk assessment including a sustainability impact appraisal.

OASD p.27

CPA p.19 B

UoR p.9 - KLOE 4.1

AGS 2007/08 para. 3.1

UoR 2008 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 aim to reduce in the community.

Service Delivery Medium Term Plan - Risk Intelligence Forum Process Report (April 08)

Director of Service Delivery

Quarter 1

2009/10

_

_

_

_

_

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.

Performance Review Team Medium Term Plan

Director of Corporate Services

2009/10

_

_

_

_

_

Awareness sessions regarding risk management will continue to be provided to Members. One session was provided in September 2007.

Member and staff development programme

Performance Review Team Manager

Area Manager, Training

Ongoing

2009/10

_

We have taken the opportunity to learn best practice at other Fire and Rescue Services through networking groups. The Performance Review Team have also visited Kent Fire and Rescue Service and taken a detailed look at the processes and resources they use. Proposals for improvements to our processes are currently being considered, and revisions to the Risk Management Strategy and action plan will be presented, with the Strategic Risk Register, to the September meeting of the Fire Authority.

Performance Review Team Medium Term Plan

Hampshire Fire and Rescue Authority Minutes September 2006 and 2007

Performance Review Team Manager

September 2009

_

_

_

_

_

4.2 - Availability of Operational Plans at the Scene of Operations:

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.

Fire and Rescue Authorities must have in place effective arrangements for gathering risk information and making it readily available to operational crews. This should include an effective audit and review system to ensure that the information is current and in the required format. OASD, p.60 + 63

NF 2008/11 -1.4.1

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 options for the future will be produced by March 2009.

Community Response Medium Term Plan

Assistant Chief Officer Service Delivery - Community Response

Quarter 1

2009/10

_

_

_

_

_

4.3 - Ensure the Governance Committee provides effective challenge across the Authority and independent assurance on the risk management framework and associated internal control environment to members and the public. Demonstrate the impact of the work of the Governance Committee through an annual review.

UoR 2008 KLOE 4.2

2.4

The Strategic Risk Register will be reported to Governance Committee annually in September.

The self assurance statement will form the basis of a review.

Performance Review Team Medium Term Plan

Deputy Performance Review Manager

Director of Corporate Services

Quarter 2 2009/10

Quarter 2 2009/10

_

_

_

_

_

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 developing an environmental strategy, which results from work we are doing to achieve ISO 14001 (Environmental Management Strategy).

Hampshire are leading on a regional project to implement a regional Environment Management Strategy (EMS).

We are developing a carbon management programme, which contains recommendations from the Carbon Trust and on spend to save. This will be reported to SMT in Autumn 2009.

Performance Review Team Medium Term Plan 2007-08

Performance Review Team Manager

Quarter 4

2009/10

_

Strategy and Actions

Associated Plans

Lead Member/ Officer

Target Date

Date Completed

6. Managing our resources - Workforce

6.1 - 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 Satisfaction - We will continue to monitor staff satisfaction through regular surveys. We will be undertaking a survey in 2009/10. Distribution of surveys to be managed by the Performance Review Team.

Performance Review Team Medium Term Plan

Performance Review Team Manager

2009/10

_

6.2 - Management capacity and increasing workloads

Further capacity building is required, largely in respect to station based managers

CPA 2005 p.18 B (para 45)

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

Quarter 1

2009/10

April 2009

_

Strategy and Actions

Associated Plans

Lead Member/ Officer

Target Date

Date Closed

7. Equality and Diversity

7.1 - Achieve `Level 4 of the Equality Standard for Local Government' by 2010 to show our commitment to understanding the needs of the wide ranging communities we serve.

SI

Hampshire Fire and Rescue Service have developed an action plan to help us achieve Level 4 Equality Standard for Local Government.

National Equality Improvement Framework.

We are also working with the other fire and rescue services in the region and with the Innovations and Development Agency.

Hampshire Fire and Rescue Service plan 2009 to 2012

National Equality and Diversity Strategy for Fire Services

Director of Human Resources

April 2010

_

_

_

7.2 - Increase the number of our staff who are from ethnic minorities by making sure that the number of people who join the Service is between 2% and 5% above the number of people from ethnic minorities working in the county

SI

Hampshire Fire and Rescue Service have developed a strategy and action plan for the attraction, recruitment and retention of a diverse workforce.

We will use the grant funding from Communities and Local Government to help achieve this.

Hampshire Fire and Rescue Service plan 2009 to 2012

National Equality and Diversity Strategy for Fire Services

Director of Human Resources

Quarter 1

2013/14

_

_

_

Strategy and Actions

Associated Plans

Lead Member/ Officer

Target Date

Date Completed

8. Enhancing civil resilience both locally and nationally

8.1

· 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. An audit of Business continuity was undertaken in 2009.

IRMP PR07 2006-09

Business Continuity Plan

Emergency Media Plan

Strategic Project and Specialist Response Medium Term Plan

Strategic Risk Register

Director of Strategic Projects and Specialist Response

Quarter 1 2009/10

_

_

_

_

_

8.2 - The Service Plan has regard for the risk analyses completed by the Local and Regional Resilience Forums including those reported in external risk registers, to ensure that civil and terrorist activities are captured in their Service Plan.

NF 2008/11

1.1.3

The Service is represented on the Local Resilience Forum (LRF) and Regional Resilience Forum (RRF). Hampshire Fire and Rescue Service has established its own LRF for the purpose of managing and assessing information from and to the LRF/RRF. This will inform the process in the future.

LRF Strategic Plan 2009/12

Community resilience objective in HFRS Service Plan 2009 /12

Terms of reference for the HFRS Resilience Forum

Director of Strategic Projects and Specialist Response

April 2010

_

_

_

_

_

Strategy and Actions

Associated Plans

Lead Member/ Officer

Target Date

Date Completed

9. Improving performance

9.1 - Ensure that detailed performance measures and benchmarking are being used to describe and evaluate how the Authority's asset base contributes to the achievement of corporate and service objectives

UoR 2008 KLOE 2.3

Measures from a national value for money study will be considered and appropriate ones will be chosen to be used and monitored.

Financial and Office Services Medium Term Plan

Head of Financial and Office Services

Quarter 4 2009/10

_

Strategy and Actions

Associated Plans

Lead Member/ Officer

Target Date

Date Completed

10. Regional and cross border working/integration

Fire and Rescue Authorities 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 Regional Management Boards provide a potential forum for this to be taken forward.

NF 2008/11

1.1.8

10.1 - 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

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 and Rescue Services.

South East Regional Management Board Action Plan 2007-10

Head of Financial and Office Services

2009/10

_

10.2 - Standard operating procedures

Notwithstanding the need to maintain individual IRMP's the South East Regional Management Board (SE-RMB) have adopted a collective vision of what Regional Response Resilience looks like from a fire and rescue perspective. This agreed vision helps to influence and empower the various SE-RMB Work streams to achieve a common goal:

`To provide modern, efficient fire and rescue services that continuously improve the safety of the communities of the South East that we serve through greater collaboration, improved inter operability and where appropriate the adoption of common approaches.'

SI

Hampshire Fire and Rescue Service will work with our partner fire and rescue services in the South East to develop standard operating procedures.

South East CFOA Operations and Resilience Group 2020 Vision Statement.

Hampshire Fire and Rescue Service Plan

Community Response Strategy 2009 - 2012

Assistant Chief Officer - Head of Community Response

Quarter 3 2009/10

_

_

_