Staff Engagement Group 7 th November 2014 Welcome
Joint Public Service Centre – Project Welcome Agenda • Introductions • Project Update • Key Task Area Project Manager Updates • Engagement Assessment Results • Implementation & Transition • Open Forum Lunch • Fire Control Staff
Joint Public Service Centre – Project ACFO Andy Thomas ACC Jon Stratford
Canolfan Gwasanaethau Cyhoeddus – Prosiect Joint Public Service Centre - Project Assistant Chief Fire Officer Derek Masson Staff Engagement Day 7 th November 2014
Joint Public Service Centre – Project Welsh Gov Fire Authority Programme Police & Crime Scrutiny Commissioner Board National Issues Committee Strategic Finance & Trade Unions Leadership Legal Group External Staff Influences Engagement KTA 4 KTA 1 KTA 2 KTA 3 KTA 5 KTA 6 ICT Back Building Staff 999 System BCM Response office KTA 7 Transition
Joint Public Service Centre – Project KTA 1 Building • Indemnity Agreement between FRS and SWP signed • ‘Design Freeze’ set for December 2014
Joint Public Service Centre – Project KTA 2 Staff • Head of Joint Control team appointed (designate) • Fire Control Establishment & Shift Pattern Consultation Document Published • 12 week consultation period agreed with FBU (ends 17 th December 2014) • Staff appointment process agreed with FBU • Service Level Agreement in draft
Joint Public Service Centre – Project KTA 3 999 System • Procurement Process agreed. • Appointing contractors end May 2015. • Collaboration agreement between 3 FRS produced
Joint Public Service Centre – Project KTA 4 ICT Back Office • Scoping exercise continuing – linked with KTA 1,2 & 3 • ESMCP – ESN compliant
Joint Public Service Centre – Project KTA 5 BCM • Principles document completed • Staff resilience factored into staff model KTA 2 • Command and Control Systems factored into tender spec KTA 3 • Draft detailed BCM plan planned for November 2014 • Externally scrutinised
Joint Public Service Centre – Project KTA 6 Response • Joint Welsh FRS pre-determined attendances • Practices and protocols • Site risk information gathering processes • Linked with NIC Ops group
Joint Public Service Centre – Project KTA 7 Activated 1 st October 2014 Transition • Maintaining operational levels of service delivery during the transitional phase. • Planning staff roister patterns to ensure staff have due notice of work times and locations. • To provide direction, support and leadership to the teams within the Joint Fire Control Teams. • Pre-set and agree staff leave arrangements to ensure levels of service delivery are not compromised.
Joint Public Service Centre – Project KTA 7 Transition • To ensure the newly formed joint fire control team establishes a ‘business as usual’ as soon as is reasonably practicable. • The production of a local Fire PSC business plan for 2016/17, which aligns to the agreed objectives, set out by both Fire and Rescue Services. • To develop a series of performance measures for the Joint Fire Control team, these are to include: Staff sickness/absence 999 call rates/times of handling Community Safety activity
Joint Public Service Centre – Project Staff Engagement Thank you
Joint Public Service Centre – Project Trade Unions • Meetings fully established with Fire Brigades Union Fire Officers Association GMB/Unison • Joint Trade Union communication day planned for 25 th November 2014
Joint Public Service Centre – Project Communications • Project Web-site open • Internal and external briefing notes issued • Continuous face to face staff briefings
Joint Public Service Centre – Project Accountability • Progress report submitted to WG • Quarterly reports to NIC • Quarterly reports to three FA + SWP PCC • Project Board – Bi Monthly
Joint Public Service Centre – Project Summary: Go Live Date of April 2016 remains on target
Unrhyw Gwestiynau? Diolch ACFO Derek Masson
Joint Public Service Centre – Project Key Task Area Project Manager Updates
Joint Public Service Centre – Project Engagement Assessment Events October 2014 Karen Davies Programme Coordinator
Engagement Assessment Events Purpose of Engagement Assessment Events • Create a mechanism for staff to share their thoughts and opinions on the project • Opportunity to seek and listen to the feedback provided • Opportunity use the experience and suggestions to inform specific areas of the project and future communication • Temperature check on how staff are feeling now
Engagement Assessment Events Questions • What are the advantages of the JPSCP and how can they be maximised • What are the disadvantages of the JPSC and how can they be reduced • What are the staff opportunities and how can they be maximised • What are the staff concerns and how can they be alleviated Blue = Consensus across all 4 even
Engagement Assessment Events What are the advantages of the JPSCP and how can we maximise them 10 advantages were identified • Joint working • Long term savings • Shared intelligence and information • Better service to the public through improved communication, interoperability and dynamic incident resolution • Meets WG collaboration agenda • Shared use of facilities
Engagement Assessment Events What are the advantages of the JPSCP and how can we maximise them 15 suggestions to maximise the advantages 1.Joint training sessions (Fire/Fire and Fire/Police) – At least 6 months before go live date 2.Team building events – Police/fire briefings, meetings, SEG events, social events 3.Supporting each other – Job awareness (Police/Fire and Fire/Police) – Standardise policies and protocols (Fire/Fire) – DEIT available from go live date
Engagement Assessment Events What are the disadvantages of the JPSC and how can they be reduced 27 disadvantages identified People • Loss of fire service identity remoteness from home service, links with stations • Differences between terms & conditions (Fire/Fire) • Loss of experience, staff sickness Professional • Geographical area too large local knowledge, Welsh language, gazetteer, quality of service • Resilience arrangements, impact on all wales fire, Gwent and Dyfed Powys police • Procedural differences (Fire/Fire), mobilising, quality of service
Engagement Assessment Events What are the disadvantages of the JPSC and how can they be reduced 20 suggestions to reduce disadvantages 14 People • Keep fire service uniform & name • Team building, fire service team sit together in PSC • Increase staff levels now training • Mixed watches WL, local knowledge, travelling along M4 • Communication Project, station staff visits to PSC 6 Professional •C&C system ‘user friendly’ start training as soon as possible • Develop a new resilience plan • Decision on call signs & implement as soon as possible
Engagement Assessment Events What are the staff opportunities and how can they be maximised 8 staff opportunities identified • Working in different teams within control structure • Joint working & training • More flexible working arrangements • Career progression (more opportunities for development) • New challenges • Involvement in KTAs • Socialising with new colleagues & nights out in Cardiff
Engagement Assessment Events What are the staff opportunities and how can they be maximised 12 suggestions on maximising staff opportunities • Rotation of staff – must be mutually convenient & min of 12 months • Working in different teams • Regular off watch training, access to training • Career path in place for opportunities • Review structure after 12 months • Site visits to other controls • Funding for team building days / nights
Engagement Assessment Events What are the staff concerns and how can they be alleviated 42 staff concerns identified • Future working arrangements shift patterns and structure, different T&C, vetting • Uncertainty over own job and team, loss of 30% of control staff, will I have to apply for my own job, will there be permanent positions for part-time staff, will I be slotted into a role I don’t want • Travelling longer distances, M4 disruption • Loss of identity and uniform • Housekeeping & shared facilities, parking on site • Seating arrangements, temperature & lighting, noise levels in PSC • Impact on service delivery to public and stations drop in standards, mobilising errors • Impact on staff morale, increased stress for family, feelings of isolation
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