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1 |
Summary |
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1.1 |
Hampshire Fire and Rescue Service (HFRS) is committed to `Make Hampshire Safer' and our ambition is to be the top performing fire and rescue service in the country. To achieve that ambition we must develop our existing leaders and prepare future leaders for the challenges of managing a high profile, high performing, customer focused public service. |
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1.2 |
The HFRS Workforce Strategy 2009-12 sets out a key objective for the service to continue to develop it's leadership capacity. We will commit the time, effort and resources to develop our leadership capacity and will present the opportunity for our current and future leaders to develop their skills to take the service forward. |
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1.3 |
The HFRS Leadership Development Framework presented in this paper sets out the focus and content of future leadership development within the service. It considers the National Leadership Programme from the Centre for Leadership (CfL), evidence from the Aspire National Leadership survey and feedback from the 2009 HFRS Managers Conferences. |
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2 |
Recommendation(Error! Bookmark not defined.s) |
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2.1 |
The initiatives identified within this report, and the Leadership Development Framework for HFRS presented in this report are noted and actively supported. |
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3 |
Introduction Error! Bookmark not defined.and Background |
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3.1 |
The fire and rescue service faces significant challenges both now and in the future. Effective leadership in the fire and rescue service is more important today than ever before. The expanding role of the fire service and the higher demands and increasingly complex expectations of public services presents a continual challenge for the service. |
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3.2 |
The Fire and Rescue Service National Framework 2008-11, the Fire and Rescue Service Equality and Diversity Strategy 2008-2018 and the National Fire and Rescue Service Learning and Development Strategy set out the expectations of Government in terms of delivering our services, improving diversity within the service and providing the appropriate development of our staff in the future. |
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3.3 |
There are a wide range of internal and external drivers that influence the need to develop the leadership capacity within the fire and rescue service. These include: · Achieving corporate aims and objectives · Delivering within the Comprehensive Area Agreement framework · Improving our equality and diversity · Operational Assessment of Service Delivery · Investors in People · Increasing pressure on budgets and the need to be more efficient in all areas of the service |
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3.4 |
HFRS has a number of successful leadership/management development initiatives in place that combine internal delivery and external provision to meet a range of needs within the service. Developments in recent years with the establishment of the Centre for Leadership at the Fire Service College, production of the ASPIRE Leadership Model, and the associated offerings within the National Leadership Programme present an opportunity to review our current arrangements and consider how we develop our current and future leaders. |
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4 |
Aspire Model and the National Leadership Programme |
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4.1 |
The Fire and Rescue Service has developed and adopted the ASPIRE Leadership Model to promote excellence in leadership within the service. The model integrates core values; personal qualities and attributes (PQAs); leadership capacities; and leadership domains to support a consistent approach to the national transformation in culture. |
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4.2 |
The Centre for Leadership (CfL) have developed a number of courses, activities and development opportunities that now forms the National Leadership Programme (NLP). Services can access these either through the Fire Service College or other identified providers. |
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4.3 |
HFRS has considered the new offerings within the NLP and is accessing the Executive Leadership Programme and the academic programme provided by Portsmouth University for foundation, diploma and masters level qualification. We will continue to consider opportunities within the NLP and match them to the needs of the service and individuals where appropriate. |
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HFRS Leadership Development Framework |
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5.1 |
The Training and Development Department is seeking to provide the opportunities for all personnel to become excellent leaders of themselves, their teams and the service. To achieve this it is important to consider the issues and initiatives identified above. |
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5.2 |
Leaders develop at different times and in many different ways and the range of development opportunities have been formed into the HFRS Leadership Development Framework. The purpose of the framework is to identify, by level, those leadership development activities that will be provided at each level, and those that are accessible as an option on agreement with the line manager. This will provide a clear structure for individuals and line managers to access and agree leadership development opportunities as part of the Personal Development Review System (PDRS) process. |
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5.3 |
The framework is designed to support people at different stages of their career, and to meet different learning needs and styles. The framework contains a combination of structured courses, academic opportunities, tools for self awareness, on-line resources, access to coaches and mentors. |
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5.4 |
The framework will be an on-line tool that will provide the details of each offering, eligibility and how individuals can apply. A simple representation of the framework is at Appendix A and the final model will be developed with our Marketing & Communications function (MarComms) and integrated into the Training and Development area of the web site. |
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5.5 |
In addition to structured development opportunities, a number of `open learning events' will be scheduled for any member of staff to attend. The topics for these events will develop but initially these will include: · Political Awareness · Managing Employees Effectively · Project Management - Key Players · Effective Partnership Working · Finance · Business Planning · Performance Management · Risk Management · Evaluation These events will predominantly be delivered by existing HFRS teams/resources and will require the support of SMT members to ensure resources are available in particular areas of expertise. |
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Middle Managers Programme |
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6.1 |
HFRS has a well established Supervisory Managers Programme that continues to deliver excellent development for our grey and green book supervisory managers. This programme has recently been reviewed and amended to keep it current with the demands of the service. |
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6.2 |
To date the main route for developing our middle manager group has been through the use of academic qualifications and an uncoordinated use of other programmes such as Common Purpose, Future Leaders and other similar options. Whilst the academic route will be maintained it is recognised that to we need to equip our staff with the leadership skills required in these times of fast moving change. To address this gap the Learning and Development Team have worked with an external consultant (Change Forum) to develop a Middle Managers Leadership Development Programme that was introduced in September 2009. The main strands of the new programme are: · Personal effectiveness and individual leadership style · Developing a customer focus · Leading Change · Achieving and maximising the benefits of equality and diversity · Lean/systems thinking |
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6.3 |
The whole programme is formed around the use of Action Learning and the attendees will tackle specific projects as part of the programme. The purpose of this is to enable them to use experience and develop their leadership skills whilst delivering a clear benefit for the service. A number of projects were developed for the first cohort which provided options for participants to choose from. They be expected to deliver a conclusion and recommendations at the end of the programme. |
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6.4 |
The pilot programme commenced in September 09 and will end in June 10. It is attended by Green and Grey Book members of staff and consists of people successful at the current Middle Managers Assessment and Development Centre (ADC), existing middle managers and individual nominations from line managers. |
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Sector Skills Council for Justice |
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7.1 |
Each sector of employers within the UK is designated to a Sector Skills Council (SSC). They provide support through workforce development solutions and services that support the employers within that sector to develop their staff. |
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7.2 |
The fire and rescue service have recently been aligned to the Skills for Justice (SfJ) sector which includes policing, community justice, custodial care, public prosecution, forensic science and court services. The SSC work with employers to reduce skills gaps, improve productivity and performance and improve learning through apprenticeships, higher education and occupational standards. We are just starting to explore the leadership development opportunities that working within SfJ will provide and these will be integrated within the Leadership Development Framework as they become available. |
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Contribution to Corporate Aims and Objectives |
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8.1 |
Developing our current and future leaders will ensure successful delivery of the corporate aims and objectives. The leadership framework proposed within this paper provides a wide range of development opportunities for our current and future leaders to equip them to deliver the future needs of the service. |
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9 |
Risk Analysis |
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9.1 |
The Leadership Development Framework will provide our current and future leaders a tool to identify and access the most appropriate and timely leadership development to meet their needs. This will help manage the risks the service faces in the future and will ensure we continue in our drive towards excellence. |
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10 |
Resource Implications |
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10.1 |
Human Resources |
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The availability of personnel to attend the leadership development opportunities remain an implication for the service and this will be kept under review as working arrangements in the service change in the future. There are no additional human resource requirements for delivery of these proposals. |
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10.2 |
Physical Resources |
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There are no additional physical resources are required |
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10.3 |
Information and Communications Technology Resources |
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There are no additional Information and Communications Technology (ICT) resources are required |
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10.4 |
Financial Implications (3 Year Financial Plan) |
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The proposals within this paper will be met from within the existing Training and Development budget. The delivery of efficiency budgets within the Middle Managers programme will provide a measurable return on investment back into the service which will contribute to efficiency savings in the future. |
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11 |
People Impact Assessment |
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11.1 |
A People Impact Assessment (PIA) has been completed. There are no significant issues arising from it to draw to the attention of officers. |
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11.2 |
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. |
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12 |
Consultation |
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12.1 |
Development of the Leadership Framework and the Middle Manager Programme has been carried out in consultation with key partners in the service. The final Leadership Development Framework and it's contents will be provided to the representative bodies for consultation. |
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13 |
Conclusion |
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13.1 |
The success of HFRS to become the best fire and rescue service in the country will depend on the capabilities of our current and future leaders. Continuing to improve the service during a period of increasing budget pressure will present challenges to our leaders and continuing to invest in their development will deliver long term benefits for the service. The proposals within this paper provide the service with a structure for future development of our leaders within a flexible model to meet individual and service needs, whilst maintaining control of costs. |
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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: None Note: The list excludes: (1) published works; and (2) documents that disclose exempt or confidential information defined in the Act. |
Appendix A |
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Who |
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Development - Programmed |
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Development - Optional |
Principal Officer |
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Brigade Managers Green Book equivalents |
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PDRS 360o Feedback Executive Coaching Gold Command Development Managing Operational Incidents* |
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Principal Officers' Development Opportunities Top Managers Programme (Cabinet Office) Chartered Director status |
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Strategic Manager |
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Area Managers Green Book equivalents |
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PDRS 360o Feedback Gold Command Development Managing Operational Incidents* |
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Open Learning Events Executive Leadership Programme Cross Sector Action Learning Chartered Director status Executive Coaching Masters Level Qualification Mentoring |
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Middle Manager |
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Group Managers Station Managers Control Staff Green Book equivalents |
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PDRS Leadership and Management Programme - Middle Managers Managing Operational Incidents* |
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Open Learning Events FRS Self Assessment Questionnaire Ashridge Virtual Learning Resource Centre Degree Level Qualification Action Learning Shadowing opportunities Chartered Manager Status Mentoring Coaching Skills (Level 5) |
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Supervisory Manager |
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Watch Managers Crew Managers Control Staff Green Book equivalents |
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PDRS Leadership and Management Programme - Supervisory Managers Managing Operational Incidents* |
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Open Learning Events FRS Self Assessment Questionnaire Development Workbooks _ Understanding Change _ Equality _ Leadership
Ashridge Virtual Learning Resource Centre Princes Trust Leadership and Management Development Course Shadowing opportunities Coaching Skills (Level 3) |
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Foundation/ Introductory |
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All Staff |
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HFRS Induction Training PDRS |
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FRS Self Assessment Questionnaire Development Workbooks _ Understanding Change _ Equality _ Leadership
Ashridge Virtual Learning Resource Centre Princes Trust Leadership and Management Development Course Support from mentor/buddy Shadowing opportunities |
