Hampshire Fire and Rescue Authority Human Resources Committee Item 10 3 July 2009 Directorate Review Report of the Chief Officer |
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1 |
Summary |
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1.1 |
The Service is currently in a period of significant and sustained change. The drivers are both externally and internally generated and many areas of the organisation are subject to reviews to ensure that they are able to best meet the future needs of the communities we serve. It was therefore considered timely and appropriate to commission a review of the most senior leadership structures of the Service. The overriding aim is to ensure that we are in the best possible position to provide the leadership, direction and governance required to meet our existing and future challenges as a Fire and Rescue Service and to help achieve our goal of being the best Fire and Rescue Service in the country. |
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2 |
RecommendationError! Bookmark not defined.s |
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2.1 |
It is recommended that the HR Committee note that the Chief Officer has commissioned a review of the Directorate structure and that he will receive a report on the findings in July 2009. |
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3 |
Introduction Error! Bookmark not defined.and Background |
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3.1 3.1.1 3.1.2 3.1.3 |
Background The current directorate structure has been in place for approximately 2 years. Initially, some parts of the service had implemented the structure on an interim or temporary basis pending formal recruitment procedures to offer permanent positions. These exercises were completed with the final permanent post holders being appointed last year. These appointments were made through an external recruitment campaign and on the basis of open fair and open competition. The current infrastructure consists of 4 directorates. These are as follows: Service Delivery (SD) Strategic Projects and Specialist Response (SP&SR) Human Resources (includes Training & Development) Corporate Services A schematic is attached at appendix A for ease of reference. Each Directorate is headed by either a Director or Deputy Chief Officer (DCO) who report directly to the Chief Officer. Directors are conditioned to the Green Book national terms and conditions of service, whilst the DCO's are conditioned to the Gold Book (Terms and conditions defined by the National Joint Council for Principal Fire Officers). Given the nature of the review and the desire for external objectivity, the CFO decided that an independent external consultant would be required to undertake this exercise Strudel HR was selected to complete this piece of work due to the consultant's existing knowledge and understanding of the organisation . |
3.2 3.2.1 3.2.2 3.2.3 |
Purpose The purpose of the review is to evaluate the efficiency and effectiveness of the current structure. This review necessarily should be seen along side other reviews such as the previous review of the middle manager structure, the new Efficient & Flexible Crewing (EFC) project and other organisational reviews past, current and planned. These are all specifically aimed at ensuring we make the best possible use of our resources. Whilst working to this overall purpose, this review will also specifically consider the following questions: a. Does the current structure provide the infrastructure to give the most effective leadership and management possible to the organisation to meet both business as usual (BAU) activities and meet its organisational development (OD) needs? b. Are there sufficient and appropriate governance arrangements in place? c. Does the current structure provide Value for Money (VfM) in our use of resources? d. Are there options for efficiencies that can be derived? Throughout the review, consideration should be given to the expectations of the following national documents: a. Fire & Rescue Service National Framework 2008-11. b. Fire & Rescue Service Equality and Diversity Strategy 2008 - 2018. c. Rising to the Challenge - Improving Fire Service Efficiency - December 2008. d. Tomorrow's People - Building a Local Government Workforce for the Future - June 2008.
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3.3 3.3.1 3.3.2 |
Scope The review is both specifically targeted at and limited to the top levels of management of the organisation. It is not expected that the review will actively consider the workings of sub-directorate structures below the level of the Senior Management Team (SMT). Therefore the key stakeholders will include the following: a. Chief Fire Officer - John Bonney b. Director of SD - DCO Dave Curry c. Director of SP & SR - DCO Alan House d. Director of Human Resources - Geoff Howsego e. Director of Corporate Services - David Howells f. Head of Service Response - Assistant Chief Officer (ACO) Kev Butcher g. Head of Community Safety - ACO Steve Hamm h. Area Manager (AM) SP&SR - AM Bob Ratcliffe i. Head of Training & development - AM Mark Rayner j. Head of Finance and Office services - Wendy Lambert
Additionally, the Head of Equality & Diversity, Kathy Bowden-Ellis, will be party to the review to take an over-view of equality and diversity issues, and to ensure that a comprehensive People Impact assessment (PIA) is completed by the consultant in accordance with our existing policies and procedures. The above list is not exhaustive, and other people may need to be contacted to support the effective delivery of the review. |
3.4 3.4.1 |
Desired Outcome The desired out come from the review is that the service has the most appropriate, effective and efficient structure for its most senior leadership to support the delivery of the Service's declared goal, of being the best Fire & Rescue Service in the country. |
3.5 3.5.1 |
Report Requirements The final report will be submitted by the consultant to the Chief Officer. The report will address the questions detailed in paragraph 3.2, and should contain recommendations and options as appropriate. The report will be submitted in early July 2009. |
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Contribution to Corporate Aims and Objectives |
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4.1 |
Within the Hampshire Fire and Rescue Service Plan 2009 to 2012, we have a declared goal, of being the best Fire & Rescue Service in the country. Having the most effective senior leadership structure, will be a key factor in helping us to achieve that challenging goal. |
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Risk Analysis |
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5.1 |
There is a risk that people may be unaware of the aims and objectives of the review or misinterpret the reasons behind commissioning the review. Therefore, all key stakeholders have received a personal letter from the Chief Officer providing details of the review. Additionally, the Review has been formally announced to Directors, SMT and the recent Managers Conferences. A notice has been posted in Routine Notices, to inform all staff directly. Further risk analysis may be required dependant upon the findings of the Review and any subsequent decisions made. |
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Resource Implications |
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6.1 |
Human Resources |
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There will be an impact on SMT members during the review as there will be a requirement for each of the key stakeholders (paragraph 3.3.2 refers) to be interviewed by the consultant. The review is highly focused and whilst other members of staff may be engaged in the process, any such proposals for widening of the scope of the review by the consultant, will require prior authorisation from the Chief Officer. |
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6.2 |
Physical Resources |
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Nil. |
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6.3 |
Information and Communications Technology Resources |
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Nil. |
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6.4 |
Financial Implications |
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The consultant was required to submit a binding quote for the completion of this work. This was agreed prior to any work being done. The quote included all and any costs associated with this commission Any additional costs will only be considered where the service has expressly requested and agreed additional work to be undertaken. This will be confirmed in writing. The cost of completing this review is £8,050 (+VAT). |
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People Impact Assessment |
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As detailed in paragraph 3.3.2, the consultant will be required to complete a PIA in accordance with our existing policies and procedures. The Head of Equality & Diversity, Kathy Bowden-Ellis, will help to ensure that this is completed. |
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Conclusion |
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8.1 |
The Service is very conscious of the need to provide cost effective and efficient Services. The need to have clear and effective leadership and management structures is crucial to the achievement of our challenging corporate aims and objectives. Given that SMT have commissioned reviews in other key areas of the service, it is felt timely to review the structures at the very top of the organisation to ensure that they are the most appropriate to help lead us to our declared goal of being the best Fire and Rescue Service in the country. |
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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: 1. Fire & Rescue Service National Framework 2008-11. Department for Communities and Local Government. May 2008. ISBN:978-1-4098-0012-5. Reference Number:08 FRD 05500. 2. Fire & Rescue Service Equality and Diversity Strategy 2008 - 2018. Department for Communities and Local Government. May 2008. ISBN:978-1-4098-0019-4. Reference Number:08 FRSO 05316. 3. Rising to the Challenge - Improving Fire Service Efficiency - December 2008. Audit Commission. Local Government National Report. ISBN 1-86240-558-1. Stock Code GNR3483. 4. Tomorrow's People - Building a Local Government Workforce for the Future - June 2008. Audit Commission. Local Government National Report. ISBN 1-86240-548-4. Stock CodeLNR3449. 5. Hampshire Fire and Rescue Service Plan 2009 to 2012. Document Reference Number: HFRS 100/0409 Note: The list excludes: (1) published works; and (2) documents that disclose exempt or confidential information defined in the Act. |
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