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REPORT OF THE PRINCIPAL INSPECTION OF STRATHCLYDE FIRE BRIGADE 2003
HUMAN RESOURCES
The development of Human Resources is especially important in the Fire Service where high levels of competency and availability are a central part of an efficient organisation.
Overview
62. The Brigade is in the process of developing policies and strategies across a range of human resource subject areas. As a result, many could be said to be in production or at consultation. Examples of these are the training policy and strategy and the training plan. In other areas, such as Health and Safety, the Brigade has well-developed, mature and reliable policies that they continually seek to improve and refine. The Brigade also has considerable data related to the human resource management and it should, given the high impact and value of this function, consider how best to offer through an MIS approach relevant knowledge to its managers.
63. During the inspection a number of areas were seen where improvement was possible, the following being the main points for consideration:
- Review of the structure of Training Department policy development meetings.
- Development of more visible linkage between the Training Department's planned output and prerequisite financial resources.
- Review of the provision of driver training with a view to adopting a more needs driven approach.
- Better communication to all employees of current employment standards and procedures regarding equality in the workplace.
- Ensuring that the current recruitment and selection system retains consistency with the national standards set down by IPDS.
Training and Staff Development
64. The training section of the Personnel and Training Directorate continues to be active in the formation of more recognisable business links both within and externally to its structure.
65. The draft policy studied, which is currently under consultation, gives a clear indication of the Brigade's ideas and intentions in respect of the personal development of its workers. An abbreviated version has been sent to all staff, but their understanding of its intent was observed to be variable. The Brigade may wish to adopt a more interactive briefing mechanism in future on key issues such as staff development. The policy studied gives a commitment to review and would be enhanced by some indication of what form such a review may take or what inputs will be considered as influential.
66. The Training Department uses a series of internal meetings for the purposes of consultation when planning future training provision. One example of a change that was a result of these meetings was the internal restructure of training _ no minutes were available to show what influences caused this to occur. These meetings are clearly significant in policy development and they should be arranged and managed as such in terms of agendas and minutes being formally utilised. However, it was demonstrated that outcomes of these meetings are fed directly into the corporate strategy decision- making forum.
67. The Integrated Personal Development System (IPDS) is recognised and given priority in the document Beyond First Impressions (February 2002) as a major challenge for the Brigade. The Brigade has given good support to national working groups in terms of personnel and hosting meetings for the purposes of developing IPDS.
68. Internal restructuring has allowed resources to be identified for taking forward the implementation of IPDS and further support is actively being sought.
69. It was noted that the Training Strategy Group do not meet with the Management Team and no other visible linkage was apparent for the purposes of inter-directorate training policy-making. The Brigade may wish to investigate methods by which inter-directorate liaison can be effected for the purposes of planning of training and policy development.
70. In terms of financial planning, despite all departments submitting funding bids through functional heads, limited evidence was available which demonstrated that the funding given for training purposes was assessed as being that required to deliver the developmental needs of the workforce. Development of more visible linkage between the Department's planned output and prerequisite financial resources would assist with demonstrating that Best Value is being achieved.
71. It appears that there is an effective outward flow of information from the Personnel and Training function, but little evidence existed of effective internal consultation mechanisms for policy development. The proposed briefing system may provide a vehicle for an upward feedback loop.
72. The Training Department uses critique forms for all students undergoing training. It was indicated that the instructional team reviews these and problems are dealt with directly. The weekly team briefing is used to indicate common concerns. Whilst using a feedback system of this type is commendable, this process would be enhanced by a laid down procedure for using the valuable feedback in a planned, non-reactive fashion.
73. During sampling visits to operational stations, it was indicated that the current method of recording of training was onerous. The watches felt that they had reasonable flexibility within the training plan, but indicated that the need to remain available at all times occasionally compromised the value of off station training scenarios.
74. It was indicated that internal courses at the Brigade's training centre at Cowcaddens is dictated by the centre and its availability. There may be merit in adopting a more customer-focused approach, balancing the needs of operational staff against that of organisational priorities during the planning of training. It was indicated during sampling visits that attendance at Breathing Apparatus training refreshers was not always achieved. The commitment to these regular Breathing Apparatus refreshers is likely to be challenged by the adoption of an IPDS, risk-based approach, but in any case it is important to meet or manage the expectations of staff in terms of training.
75. A notable success has been the commissioning of a new real fire training unit. The principle of taking the training to the personnel in remote community fire stations is recognised as pragmatic and good value and there is much optimism for this initiative. It was noted that additional staff had not been identified for the vehicle during the planning stage and highlights a potential lack in inter-directorate liaison.
76. During the visit to the Brigade Training Centre, it was indicated that driver training is programmed, and then commands are asked to nominate trainees for courses. The Brigade may wish to consider adopting a more needs-driven approach which seeks to firstly assess and look forward to future requirements at a corporate level, then seeks to meet those requirements. A Best Value Review of the provision of driver training may offer innovative and alternative methods of driving skill development.
Fairness and Diversity
77. The Brigade continues to make progress in partnership with the key representative bodies on the field of policy development for equality and fairness. Interviews with the representative bodies indicated that they were satisfied with their level of influence in the policy-making process in this area.
78. Generally the workplaces visited displayed a high level of awareness of the key national issues in respect of equality and fairness, although a better level of awareness of Brigade policy would have been complementary to this basis.
79. In visits to operational stations, despite the personnel demonstrating a high level of awareness on Fairness and Equality issues, it was apparent that a small minority felt that employment standards may have been altered for the purposes of a more diverse workforce. The existing workers are an important source of information about the service to potential entrants. It is therefore vital that they are aware of current procedures and practices. The existing education and coaching programme will continue to assist in explaining the Brigade's employment standards and strategies.
80. It was noted that the Brigade is committed to raising awareness of its staff and training has been accessed from an external provider. All managers have received fairness, equality and diversity training and conflict resolution training has commenced.
81. The Brigade continues to make efforts to encourage applications from a more diverse group of applicants, notably in the wholetime sector. Despite some innovative and genuine attempts, limited success has been achieved in terms of achieving a more diverse range of applicants.
Recruitment and Selection
82. The Brigade is committed to utilising assessment centres for the purposes of identifying candidates suitable for promotion. As part of the inspection, the Inspectorate observed the Leading Firefighters Assessment Centre practical day. The candidates were at the second stage of the selection centre, the written tests of ability having been conducted previously.
83. This practical stage consisted of:
- A presentation (as if given to subordinates).
- Face-to-face interviews with both a serving member and a member of the public, both of whom present the candidates with situations which test their ability to react in a suitable fashion.
84. The key elements of the process are:
- Role players who are well briefed, provide realistic challenges, but play no part in the selection process.
- A small team of trained assessors (in order to maintain expertise).
85. The representative bodies are invited to observe the assessment centres in progress and have adopted a very supportive view of the process.
86. The process has evolved following feedback from previous selection centres and the modifications and subsequent full review has helped to refine the system. One slight improvement suggested is for the process to take due cognisance of equality for both internal and external candidates. The high degree of fairness and transparency demonstrated would be complemented by this slight modification.
87. The system is open and transparent for candidates and results from both the written tests and the practical day are given at the end of that day. Candidates are allowed to see their scores and what has been written about them. After each situational test, two markers score the candidate independently and then discuss the awarded mark and 'moderate' each other's score, the result awarded being an agreed score for the exercise. The Equal Opportunities monitoring form used previously has been amended to reflect guidance from the Commission for Racial Equality and categories used in the Census.
88. Costing of new the system has not yet been conducted, but the Brigade is confident that the new method not only offers the candidates a clear and fair opportunity, but also represents better value for money. It is intended that the process will link with the appraisal system but this is not yet fully developed and as such, is not yet integrated into the mechanism.
89. The valuable work to produce this system will be used to inform the national progress towards Assessment and Development Centres under the IPDS banner. This is important to ensure this local system, which is progressing in advance of the IPDS national system, retains consistency with the national standards.
Health and Safety
90. The Brigade reviewed the corporate health and safety policy at the end of 2001, following an inspection by the Health and Safety Executive. The reviewed policy is a comprehensive steering document, which shows a clear commitment by senior management and provides a clear picture of corporate responsibilities in respect of Health and Safety.
91. The job descriptions of the posts that are identified as having specific duties within the policy should reflect those duties, and person specifications designed for the purpose of filling those posts should take cognisance of the key Health and Safety responsibilities.
92. An extract of the corporate policy has been issued to all workers of the Brigade in order to update them of the revised policy. The sample Command Safety Policy studied (East Command) has also been recently reviewed and is a valuable supporting document for the Corporate Policy. Although the understanding of staff has not been directly checked, the Brigade's Health and Safety monitoring systems continue to track an improving safety culture.
93. The Brigade continues to promote Health and Safety and encourages all staff to become involved in safety initiatives. Recent actions have seen the development of a Violence at Work policy and other policies such as Lone Workers and Smoking at Work are in the development stage.
94. The Brigade incorporated Health and Safety into the assessment aspect of the recently implemented assessment centre procedure and in this way ensures the competence of all successful wholetime promotion candidates. This integration into selection processes is a good example of how to mainstream Health and Safety into management systems.
95. The Brigade relies upon the HSE's Climate Survey Tool for the purposes of gauging attitudes to Health & Safety. Health also utilises the outcomes for measurement of staff understanding of the policy. The last survey was conducted in 1999, and one reaction to its findings was the increase in training for watch-based workers. The Brigade should seek to assess the effectiveness of its revised policy as soon as practicable and may wish to consider adopting techniques to measure the effectiveness of recent Health and Safety initiatives.
96. The Brigade's Health and Safety annual report to the Fire Board is a comprehensive analysis of accident statistics, training of staff and other current issues. It also includes a look forward to future issues, including target setting and a commitment to increase near miss reporting.
97. The Brigade is deeply concerned about the apparent increase in the frequency of abuse of its workers and specifically the incidence of violence against front-line crews. A pilot has commenced of installing CCTV cameras on a number of front line appliance which respond to identified 'hotspots'. This has also been underpinned by the introduction of a 'hotline' for reporting incidents of Violence at Work and a standardised reporting format.
98. The Brigade safety officer is aware of the need to ensure that all managers with responsibility for accident investigation are competent in that role. To address this need, the current arrangements are to be enhanced to provide training for all staff involved in accident investigation.
99. The relationship between the Brigade's Occupational Health section and the Health and Safety Department is maturing. The successful completion of the pilot study on physical fitness noted in 2001's Performance Monitoring Inspection has resulted in a roll-out programme to install fitness training equipment in each wholetime fire station. This represents a significant capital investment and should prove to be a valuable long-term strategy towards improving the health of the Brigade's workers. It will be beneficial to measure the success of this strategy in terms of reduction in areas such as absence, ill health retrials, etc.
100. The RoSPA Quality Safety Auditing System is the mechanism that is used to audit the safety management systems in use. To date, two QSA audits have been completed and the intention is to perform audits of each area for which a sub policy exists.
101. The Brigade has received recognition for its performance in the Occupational Safety field by winning a prestigious RoSPA Award in the Public Service and Local Government sector. This reward reflects the ongoing commitment to Health and Safety demonstrated by the Brigade.
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