Isle of Wight Fire Authority Fire Service Pay and Conditions Agreement– Verification Work
Prepared for:	Isle of Wight Fire Authority	Version: Final

APPENDIX K

TABLE OF CONTENTS

Introduction.. 4

Management summary.. 7

APPENDIX 1 - Results of IRMP Diagnostic.. 12

APPENDIX 2 - Results of Rank to Role Diagnostic.. 18

APPENDIX 3 - Results of Integrated Personal Development System Diagnostic.. 20

APPENDIX 4 - Results of Pre Planed Overtime Diagnostic.. 23

APPENDIX 5 - Results of Duty Systems Diagnostic.. 24

APPENDIX 6 - Results of part time working and other conditions of service Diagnostic.. 26

APPENDIX 7 - Results of delivering the modernisation agenda Diagnostic.. 27

APPENDIX 8 - Action plan.. 29

Introduction

1.1 The fire and rescue service is currently undergoing a significant period of change. Following on from the Bain report, negotiations on fire service pay and conditions were concluded on 13 June 2003 and the agreement was published by the National Joint Council. Subsequently, the Government published the White Paper ‘Our Fire and Rescue Service’ (30 June 2003). This confirmed the direction of travel for modernising the service.

1.2 The national pay agreement set out a five stage award over the period from 2002 to 2006. A number of conditions were placed on the agreement at stages 2 and 3 for November 2003 and July 2004, respectively. These included: ‘the pay award at stages 2 and 3 are subject to:…b) verification by the Audit Commission… that the intended benefits (including savings) of the various national changes are being delivered locally’. The Commission has carried out a study under section 33 of the Audit Commission Act 1998 to provide this verification.

1.3 The study assesses the progress being made in implementing the national changes set out in the pay agreement and subsequent White Paper in accordance with Government prescribed guidance and timetables. Our report to the Authority identifies best practice and any obstacles to progress and makes practical recommendations to assist management of fire authorities in implementing the necessary changes. It focuses on fire authorities’ ‘direction of travel’ and the arrangements fire authorities are putting in place to deliver the modernisation agenda. A separate national report will be produced subsequent to this

1.4 The Commission is not making a recommendation as to whether the pay award should be made. This remains a matter for fire authorities to consider individually and collectively.

Approach and scope

1.5 The work on the study is being undertaken in two phases, covering the stages of the pay award at 7 November 2003 and 1 July 2004. This report covers the first of these phases.

1.6 The study is based on local fieldwork by auditors, acting as the Commission’s agents, who reviewed and formed an assessment of progress in implementing the modernisation agenda. The work covered the following:

· existence of an Integrated Risk Management Plan, in accordance with the Government’s guidance and timetable;

· implementation of the new pay structure;

· progress in implementing the Integrated Personal Development System;

· progress on use of pre-planned overtime;

· progress in reviewing / revising duty systems;

· progress in introducing part-time working for all employees;

· introduction of other conditions of service (per the new ‘grey book’); and

· use of the revised disputes procedure;

1.7 The objectives of the first phase of the local fieldwork were to:

· assess compliance with prescribed guidance and timetables, in particular in relation to IRMP and IPDS;

· assess the robustness of the process for identifying, gathering and reviewing evidence, and validating it to independent sources of information where possible, as a basis for risk identification and prioritisation;

· assess the extent to which progress on implementation plans has been made in accordance with organisational aims and objectives and in line with the outcome of the IRMP process;

· assess the arrangements for introducing IPDS and moving from rank to role;

· assess the impact of changes introduced as a result of amendments to overtime and duty systems agreed as part of the pay agreement

· support fire authorities in making progress on the modernisation agenda; and

· enable the Commission to alert the ODPM to issues which require further clarification or new guidance.

1.8 The methodology included:

· a review of the initial self assessment by the authority;

· analytical review;

· validation against prescribed guidance and timetables;

· document review;

· evidence testing; and

· interviews with key members and officers.

1.9 The report sets out the overall progress that has been made by the authority and summarises the results for the individual diagnostic areas providing details of the key messages, any areas of good practice and barriers to progress that have been identified. A detailed analysis of the individual diagnostics are included at appendices 1 to 7.

Format of the assessment

1.10 The review has provided an assessment focused around the level of progress made by the Authority in implementing the national changes set out in the pay agreement and subsequent White Paper in accordance with Government prescribed guidance and timetables. The following three point scale has been used to form assessments in each topic area and overall:

The intended benefits (and savings) of the various national changes are being delivered locally
Little or no progress	Prescribed guidance and timetables not met. No plans in place. No intent = no evidence, either formal or implied, of plans that could influence practice on the ground
Some progress	Prescribed guidance and timetables met. Most plans in place and some progress on delivery. Some evidence available to support either compliance with guidance or progress on delivery. Some intent = informal, implied evidence or plans at a higher level that could influence practice on the ground
Good progress	Prescribed guidance and timetables met. Plans in place and being delivered. Evidence available to support both compliance with guidance and progress on delivery. Clear intent = comprehensive, formal evidenced examples that have changed working practices/ approach on the ground:

1.11 Within individual sections, assessments have been made on the key issues identified. These are based on the guidelines set out below having due regard to the authority’s self-assessment and the results of the fieldwork.

To what extent is this statement met for the organisation?
Not at all	There are few, if any, examples where this is true, and there is no corporate approach to address this issue or plans to develop one.
Partly	There are increasing numbers of examples of this being addressed, and evidence of commitment to address the issues involved, but corporate strategy is still being developed.
Completely	This issue is addressed throughout the organisation and in corporate policy, and is fundamental to the organisation’s thinking. Staff recognise and are committed to the importance of the issue and it is always considered.

Management summary

Overall assessment for Isle of Wight Fire Authority

1.12 Using the results of each of the elements of our baseline review, we have made the following overall assessment of the Authority’s current progress at this stage of the implementation of the modernisation agenda:

OVERALL PROGRESS
Summary	Overall Rating
On the basis of the results of the verification study fieldwork, an assessment of some progress has been made for the Isle of Wight Fire Authority, Overall progress on modernisation – The Authority demonstrates ‘good practice’ in the following areas · Project management · IRMP linked with corporate plan and LSP The Authority is making progress in: · Developing sound data collection and analysis · Developing local policies and standards · Developing partnerships working. The Authority needs to develop the following: · Clear vision of the Authority’s approach to modernisation · Effective communications plan · Medium-term financial plan · Effective monitoring of the modernisation agenda The Authority faces the following obstacles: · Confidence and ability to take hard decisions which might be in conflict with overall council priorities. · Yet to win hearts and minds of staff at all levels.	Little Progress

1.13 Progress in implementing the action plan developed in response to these findings will form part of the risk assessment for the next assessment of progress.

Summarised findings

1.14 This assessment consists of 7 components, which are combined to provide the overall assessment for the authority. The results of these components are presented in the table below along with the key messages for the Authority. Supporting detail on the individual diagnostic sections is provided in the appendices to the report.

Summary	Overall Rating
Integrated Risk Management Planning (IRMP)	Little progress
Rank to role	Little progress
Integrated Personal Development System (IPDS)	Little progress
Pre Planned Overtime	Little progress
Duty Systems	Little progress
Part Time working and other conditions of service	Little progress
Delivering the modernisation agenda	Little progress

Key Messages

1.15 In arriving at our assessment we have reviewed the authority’s progress in relation to each of the modernisation targets on the basis of the evidence available to us. This involved interviews with all main players, postal surveys and a detailed document review. Although there was a common consensus from all quarters that progress has been slower than expected in many areas there was a marked disparity in the perceptions of management and the workforce in relation to the underlying causes of the authority’s lack of progress. We have not attempted in this report to reconcile these differences nor was it within our remit to probe in any depth into the authority’s management arrangements for the delivery of these services. We have focused instead on evaluating the level of achievement to date with the objective of identifying the priority areas requiring action over the forthcoming months. There are some very pressing issues that must be addressed in relation to the management/workforce agenda that are outside the scope of this report that we would wish to discuss separately with the Authority.

1.16 The authority is making some progress in implementing the modernisation agenda. Members and senior officers are engaged in driving plans forward. The IRMP is key to effective implementation of the modernisation agenda. The first draft document has been produced and offered for consultation to internal and external stakeholders. However, there has been limited or little progress with promoting IPDS, Rank to Role, pre-planned overtime or reviewing duty systems, although these are detailed in the IRMP.

1.17 If the modernisation agenda is to be introduced effectively, all stakeholders need to understand and be committed to the process. This requires an effective communications system. Our discussions with management have indicated a willingness on the part of management to communicate with the workforce and there have been various initiatives to consult and engage with the workforce on the modernisation agenda. However, perceptions on the ground are very different and desired outcomes have not been achieved. The fieldwork highlighted two areas where communication was of particular concern:

· Although the Authority has been consulted on the IRMP, most members and staff still have a limited understanding of the major issues and feel that consultation did not achieve the necessary dialogue on key areas. Members will soon be faced with making some difficult decisions relating to deployment and funding of resources. If they are to do this effectively it is crucial that they have the necessary knowledge and understanding of the IRMP. Although a few key Members do have this level of knowledge, it is uncertain that this is the case with all members.

· The IPDS and Rank to Role should offer significant benefits to staff throughout the organisation. Many staff, particularly in support services and station based crew, both wholetime and retained, do not have sufficient understanding to appreciate their role in the processes and the benefits that may flow from them. The Authority needs to consider a more effective way of communicating with staff. The “hearts and minds” of staff need to be won if these initiatives are to be successful.

1.18 The first draft of the IRMP sets out plans for years one and two. The Authority has decided to adopt a cautious approach to avoid committing to actions that might no longer be appropriate so that plans concentrate on developing risk intelligence and improving prevention strategies. They are developing project management skills within the Authority to deliver a more ambitious action plan in year two. Financial pressures may mean that the Authority may have to look towards delivering more fundamental changes sooner rather than later. There is concern over the capacity of the brigade currently to deliver the modernisation agenda .

1.19 The Authority is currently facing many financial pressures that reflect both the modernisation agenda and overall council priorities. This potential conflict may provoke major assessment of the viability of the service as a whole if overall council spending is severely curtailed or cut.

1.20 The implementation of the modernisation agenda should be the subject of monitoring and review to ensure actions are having the desired effect, and that current aims ands targets are being met and remain appropriate. The Authority has yet to establish clear monitoring arrangements. The current IRMP and associated action plans lack specific outcomes, aims and targets. These need to be developed to aid effective monitoring.

Good Practice

1.21 The Brigade has recognised that it needed to adopt a systematic and robust approach to developing its IRMP and dedicated a trained PRINCE2 project manager to co-ordinate its response. This project management approach is now being cascaded through the other component parts of the modernisation agenda.

1.22 The Brigade understands and values its partnerships in delivering effective services to its community. The IRMP accordingly makes robust links to the LSP to ensure joined up service delivery and best focus of resources.

Barriers to progress

1.23 The tension that exists between delivery the modernisation agenda and being susceptible to Council budgetary changes has yet to be resolved. This will severely curtail the brigade’s ability to delivery a robust IRMP and make the appropriate changes to the service to achieve improvement. It is less than clear whether members have a sufficiently robust picture of the modernisation agenda to make the series of hard decisions that may be necessary in the light of overall council finances and budgetary restraints.

1.24 Communication and consultation are have not achieved the desired or intended results. Although consultation did involve local communities general response was poor and very few were involved in developing the draft IRMP. Communication with staff at all levels, both uniformed and support achieved very little discernible impact in terms of promoting an understanding of, and engagement in, the process ; it was effectively achieved though presenting a finished draft document rather than engaging staff in true debate and development. The Brigade lacks clear processes for communicating with staff effectively. Staff and managers are dissatisfied with current communication and are thus less than committed to the modernisation agenda as they do not believe that they will be allowed to engage in developing strategies or policies. This lack of winning “hearts and minds” is a major risk to delivering the service improvements intrinsic in the IRMP.

APPENDIX 1 - Results of IRMP Diagnostic

1.1 The objectives of this element were to:

· assess the extent to which the authority has complied with prescribed guidance and timetables; and

· examine the robustness of any recommendations and plans for change, whether these are supported by evidence and are in line with organisational aims and objectives.

1.2 The team considered the published / draft Integrated Risk Management Plan and the procedures and processes within the organisation that underpin it. The methodology sets out the basis for this analysis, using the descriptors good progress, some progress and little or no progress, to assess the results:

Key Issues	Extent to which statement met	Prescribed Guidance / best practice	Findings
The fire authority has put in place the necessary building blocks to deliver an effective IRMP	Partly	Responsibility for the IRMP rests with the Fire Authority. They have considered the matter fully and have taken positive decisions regarding any delegation of this work to the Chief Fire Officer (or others). The letter from the ODPM (2 April 2003) indicated that it was expected that a Principal Officer and Liaison Officer would be appointed with responsibility for and involvement in the IRMP process. This has taken place and has been given due emphasis in organisational terms. Project management arrangements should have been set in place to oversee the process. This would be expected as good practice and would assist the service in assessing progress against plan and in the feedback and monitoring process. Clear links with the BVPP and the Community Strategy should also be evident and any action plans should to be incorporated into the Authority’s business and financial planning processes. Evidence is required of an agreed overall timetable including key milestones and formal monitoring arrangements.	The Authority has made some good progress in that it has: · Project management arrangements in place. A Risk Management Liaison Officer was designated to co-ordinate brigade’s approach. · FAIRMaP Board established to ensure effective delivery of IRMP within the service. · Resources identified to deliver the plan have been incorporated into the authority’s business and planning process. · IRMP linked to the council’s corporate plan and LSP. Areas for further development include: · The bid for resources to support implementation of IRMP, and such areas as IPDS, is subject to the overall financial stance of council. Although lead members for fire are aware of this financial tension, it is crucial that all members understand the modernisation agenda and the close links with overall council finances that will dictate success or failure in implementation. · There is little evidence of consideration of officer capacity to continue to develop and monitor progress on action plans. · Action plan specifies who, what and when, but there are no targets for expected outcomes. Targets and PIs to feed into formal monitoring need to be further developed.
The fire authority has identified existing and potential risks to the communities it serves.	Partly	Clear evidence is required of a systematic, planned approach to reviewing and assessing currently available data and information, with action plans to address any gaps and system weaknesses (include extent of data collection, recording mechanisms). Existing and potential risks to the community should have been identified and prioritised against a set of agreed criteria that reflect national and local priorities.	The Authority has made some progress in identifying existing and potential risks by: · Undertaking gap analysis of data needed to assess and monitor robustly all risk areas. · Developing a sound data collection system to inform the preparation of a comprehensive risk map. This should include GIS. It also needs to consider the following areas: · The organisation is already aware of key risks areas and the need to use resources more effectively to address these risks. The authority should be prepared to take hard decisions in the immediate future to reflect real risk rather than perceived community needs. · Current data needs to be analysed with more rigor and higher risks to the community identified. · The IRMP identifies many risks in the initial analysis and some of these are covered in the plans for year one. The authority needs to demonstrate that they are tackling the major risks first. These risks need to be categorised and prioritised. Adoption of FSEC would facilitate this. · A prioritised action plan covering the key issues should be prepared and should include expected outcomes,
The fire authority has assessed the effectiveness of the current preventative, protective and response arrangements.	Not at all	Clear evidence is required of a planned and prioritised approach to reviewing extant policies, procedures and practices. This review should be linked to identified key risk areas and include comparison with national and local performance indicators. The balance between prevention and intervention should have been addressed.	The Authority has: · Generally above average performance per family PIs. · Established a Brigade arson prevention group and a schools arson prevention group to minimise the effect of non-accidental fires and forge closer relationships with other public agencies. However, there is little evidence of a planned an prioritised approach to reviewing policies, procedures and practices. As a priority they should consider: · The need to develop local performance indicators in partnership with the community to reflect anticipated outcomes, · The Fire Authority acknowledges that current data is not yet sufficiently robust to justify movement of resources to improve service delivery and reduce risk. Moreover, the Fire Authority’s proposals for moving resources towards a preventative approach are widely contested by operational staff who dispute the basis on which the need for community safety has been assessed. The authority needs to be assured that its plans for changes to preventative, protective and response arrangements are based on robust information and communicated effectively to operational staff.
The fire authority has assessed the opportunities for improvement and determined local policies and standards.	Not at all	The authority has demonstrated the link between evidence, risks and current arrangements in arriving at clearly laid out goals and objectives and that these are in turn linked to any action/implementation plan. The authority is able to provide detailed risk maps and evidence of risk assessment and prioritisation process. Any revised policies, procedures or standards (with the aim of meeting the goals and objectives) should clearly make the case for change and set out the likely benefits to accrue. The implications of failing to meet or exceeding targets should be set out by the Authority along with contingency plans. Comparison of new targets against old national targets should be given where change is recommended along with the rationale for change.	Some local policies and procedures have been established – e.g. setting the standards of attendance at every fire. However, further changes are only planned for years two and three once more robust data is available., The Authority now needs to consider : · The need to set clear aims or goals with output targets and associated PIs. · Policies and procedures should be linked to identified risks within the IRMP. · There is a need for greater involvement of operational staff on the ground who have a valuable contribution to make in identifying improvement opportunities.
The fire authority has assessed the resource requirements to meet the policies and standards identified.	Not at all	Resources are in place to support the delivery of the IRMP and associated action plans. An assessment has been made of deliverability and resources have been directed accordingly. There is a clear demonstration that this work has not been done in isolation from available resources or likely resource limitations. Any savings (or investment requirements) have been clearly identified and fully justified.	The Authority has set some resource requirements within the Brigade’s 04/ 05 budget bid and these are being considered though the current council budget round. However, very limited costing has been done overall in relation to the modernisation agenda particularly relating to IPDS and Rank to Role. Budget preparation is currently a major problem at the authority as bids to support implementation of the modernisation agenda are subject to the overall financial status and decisions of the council at a time of difficult decisions. Moreover, the Brigade has assessed the risks of implementing FAIRMaP in the context of the resources currently available rather than those needed to ensure effective implementation. The full resource implications of the IRMP will not be assessed and costed until the outcome of the consultation of FAIRMaP is finalised. The authority urgently needs to estimate the likely costs and savings needed so that a medium-term financial plan can be developed and amended as the plan develops.
The fire authority has made arrangements for implementation, monitoring, audit and review.	Partly	Implementation and monitoring arrangements make reference to and are included in the overall project and implementation plan. Effective monitoring and review systems are in place with both members and senior managers receiving regular and relevant management information on the progress against action plans. There is good evidence of corrective action where difficulties are encountered. Similarly, there is good evidence to support learning from past experience.	The Brigade has made some progress in that : · IRMP Project Board has responsibility for the management and implementation of the IRMP. Progress on implementation will be reported in the Brigade’s Annual Report.. · The Board will use the council’s quarterly monitoring process to highlight risks and concerns in the light of forthcoming budget decisions · The Improvement Programme will be submitted to the Executive for approval on an annual basis. · The Brigade intends to integrate its IRMP action plan into the service planning process for 05/06 to ensure greater focus. The Authority now needs to: · Establish sound monitoring systems as a matter of priority to monitor progress on action plans. · Provide sound management information to ensure that targets are reviewed regularly and effectively and remain appropriate.
The fire authority has consulted with its partners and the wider community on its IRMP proposals.	Partly	There is a consultation plan in place and delivery is being monitored against it. All key stakeholders have been included in the consultation. The consultation is meaningful and proportionate, addressing the key issues and any change of direction. This should include other public sector organisations, the community, business, staff and unions in accordance with IRMP guidance document 2. Any consultation has been co-ordinated with other bodies as appropriate. The authority has reviewed the purpose, extent, nature and outcomes of any consultation and how this has been or will be incorporated into the IRMP.	The Brigade has: · formulated a consultation strategy to guide its approach to consultation. This ensured a tailored approach to different profiles of the Brigade’s key stakeholders. · The Brigade’s commitment to effective consultation is demonstrated by its use of an external market research professional which helped target appropriate groups. However: · Links with business, hard to reach groups and other public sector organisations need to be improved. · There currently seems to be a lack of understanding about how the results of consultation will be fed into the IRMP. · The Brigade needs to reflect on the outcome of its consultation and consider how it can better engage with staff to ensure that they have a genuine voice in the changes proposed by FAIRMaP and the modernisation agenda more widely.
The fire authority has complied with prescribed guidance and timetables.	Not at all	An IRMP has been produced that is a clear statement of the Authority's goals for improved community safety, the areas identified for improvement, the policies designed to deliver those goals and improvements and the standards set for prevention and intervention. Anyone reading the IRMP should be able to see how the policies and standards will contribute to the goals. An effective IRMP should: · identify existing and potential risks to the community within the authority area; · evaluate the effectiveness of current preventative, protective, and response arrangements; · identify opportunities for improvement and determine policies and standards for prevention and intervention; · determine resource requirements to meet these policies and standards; · include arrangements for implementation, monitoring, audit and review.	The authority has used PRINCE2 principles to ensure that it should eventually deliver an effective IRMP. However, it is unlikely that that it will have a document that will exhibit all areas of an effective IRMP f or a number of years yet. Now the Authority needs to consider that: · The authority may be forced to take hard decisions in various areas as a result of financial constraints. The authority needs to consider with some urgency the potential redeployment of available resources and assess the financial impact. The timetable should then be reviewed in the light of this information to ensure it is affordable and also to inform potential funding bids. · Although FAIRMaP has broad vision and goals, the action plan contains no SMART targets and outcomes for either overall or component parts of the modernisation agenda which are clearly linked to improvement in service delivery.

Overall assessment of progress in this topic area

Little progress

APPENDIX 2 - Results of Rank to Role Diagnostic

2.1 The objectives of this element were to:

· assess and the extent to which the authority has made preparations for, or implemented, the move from rank to role following the outcome of national negotiations; and

· examine the robustness of any plans that are in place and how these have been integrated with other areas.

2.2 The methodology sets out the basis for this analysis, using the descriptors: good progress, some progress, and little or no progress.

Key Issues	Extent to which statement met	Prescribed Guidance / best practice	Findings
The fire authority has an action plan in place to deliver the move from rank to role.	Not at all	The authority has produced a costed action plan that sets out the resource (staff and money) implications of the move from rank to role that is effective from 7 November 2003.	The Authority has made little progress in this area. It has taken the deliberate decision to await the forthcoming additional guidance on the movement form rank to role. Its sole action has been to cross-match rank to role for pay purposes as per the initial guidance, As a matter of priority the Brigade needs: · to produce a clear and costed implementation plan for the introduction of rank to role. · To progress the development of competences and links to IPDS.
The fire authority has fully assessed and provided for the resource implications of the move from rank to role.	Not at all	A fully and properly costed action plan is in place and has been considered and agreed at senior management team / authority level. Costs are fully integrated into draft / final budgets for 2004/05.	There is no properly costed action plan for rank to role in place. The action plan is vague with no specific outcomes, targets or timescales, although a budget bid for additional resources to support implementation has been made to the council as part of the 2004/ 05 budget round. The Brigade needs to make a best assessment of the costs of implementing rank to role to ensure appropriate funding is available/considered at the right time.
Employees and other key stakeholders are fully aware of the plans and processes involved and the role they have to play.	Not at all	There is a communication plan in place and consistent and clear messages have been given to all relevant staff.	Staff awareness of the issues involved is varied. Those directly involved are aware of how the pay issues will impact on them. Other staff are only aware of general issues, but there seems a lack of clarity how this will be rolled out in the Brigade and how it will affect individual staff in the longer term. The Authority needs to: · Develop a communications plan to ensure that a clear, consistent message is given to all relevant staff. This should ensure that all staff are committed to the implementation of this initiative.

Overall assessment of progress in this topic area

Little progress

APPENDIX 3 - Results of Integrated Personal Development System Diagnostic

3.1 The objectives of this element were to:

· assess and the extent to which the authority has complied with prescribed guidance and timetables issued to date; and

· examine the action plans and current local practice.

3.2 The aim is to assess the extent of progress and level of preparedness for the full introduction of IPDS in line with nationally prescribed timescales. The methodology sets out the basis for this analysis, using the descriptors: good progress, some progress, and little or no progress.

Key Issues	Extent to which statement met	Prescribed Guidance / best practice	Findings
The fire authority has set in place management structures to support the introduction of IPDS.	Partly	Responsibility for IPDS has been championed at a senior level within the authority. The authority has considered the matter fully and has taken positive decisions regarding any action plan to progress implementation. A senior member of the management team has been appointed to lead on the issue.	The Authority has set out its strategic commitment to IPDS in FAIRMaP and is committed to provide the necessary resources to IPDS as part of the IRMP. A senior officer has been designated as lead officer responsible for development and implementation. The principles and structures of ongoing assessment are already well established within the Brigade. For example, it currently implements a programme of competency-based training through training assessment plans and records. A growth bid has been made to the council to support the introduction and sustainability of IPDS.
Employees and other key stakeholders are fully aware of the plans and processes involved and the role they have to play.	Not a t all	There is a communication plan in place. Consistent and clear messages have been given to all relevant staff. The practical implications have been included in personal targets and development targets for key staff.	The authority has made only limited progress in this area. Although some information on IPDS has been circulated to staff by the Brigade and the general principles are understood, communication does not appear to be effective at all levels. Station-based staff and support staff show limited awareness of the system and this has an impact on their commitment to the process. The authority needs to: · Establish a communications plan to ensure consistent and clear messages are given to all staff.
The fire authority has complied with prescribed guidance and timetables.	Not at all	Payment of Stage 2 of the pay agreement depends on ‘a new pay structure, linked to the IPDS role structure and producing average pay increases of 7%’. The pay structure will be based on the developmental stages outlined within the IPDS, and not on current ranks, which will effectively cease to exist. The IPDS therefore has significant and urgent implications for every part of the fire and rescue service so that people can be properly paid. Senior management corporately have assessed the implications and impact across all parts of the service, alongside other key modernisation issues. Circular 11/2003 stated that “authorities are advised to assess their current state of preparedness and, as a matter of urgency, take any necessary steps for implementation, seeking assistance from the contact points identified”	Little work has been done in advance of the Modernisation agenda. Whilst the implications of IPDS are understood by management, there are no robust action plans in place, with SMART target and outcomes. Members’ awareness of the issues is limited. As a matter of priority, the Authority should ensure that : · action plans for IPDS for all staff are developed and costed. · Briefings outlining all costings should be given to all members.
The fire authority has undertaken a gap analysis on IPDS and an action plan has been drawn up on the basis of this.	Not at all	Circular 11/2003 specifically advises that a gap analysis should be undertaken.	The Brigade is only just addressing this issue, The Brigade needs to complete a gap analysis as a matter of priority to ensure that there is effective implementation of IPDS especially as it has identified a lack of middle managers within the next three years.
The fire authority is fully prepared for the introduction of workplace assessments.	Partly	Circular 14/2003 provides a checklist that enables assessment of the state of readiness for implementing workplace assessments. It is expected that all authorities will have either addressed or be completing this.	The Brigade has a culture of working with NVQs which provides a firm basis for developing the new workplace assessments. The Brigade has already a history of running assessment centres and continues to develop competency based training through Training Assessment Records and Training Assessment Plans. However, the brigade has yet to comply with formal guidance to assess the readiness for implementing workplace assessments for all staff. This should be undertaken as a matter of urgency so that each member of the organisation has an individual assessment..
The fire authority fully assessed and provided for the resource implications of the implementation of IPDS.	Not at all	A fully and properly costed action plan is in place and has been considered and agreed at senior management team / authority level. Costs are fully integrated into draft / final budgets for 2004/05.	Although a budget growth bid fro £100,000 has been submitted via the Service Planning process, a fully costed action plan, which is integrated into the IRMP has yet to be developed. This should be pursued as a matter of priority.

Overall assessment of progress in this topic area

Little progress

APPENDIX 4 - Results of Pre Planned Overtime Diagnostic

4.1 The objectives of this element were to:

· assess whether the fire authority has reviewed its current use of overtime in the light of the IRMP; and

· examine any changes (planned or actual) in the light of the impact they will have on its organisational aims and objectives, having taken account of the IRMP.

4.2 The aim is to assess the extent of progress and level of preparedness for the full introduction of pre-planned overtime in line with nationally prescribed timescales. The methodology sets out the basis for this analysis, using the descriptors: good progress, some progress, and little or no progress.

Key Issues	Extent to which statement met	Prescribed Guidance / best practice	Findings
The fire authority has reviewed its own use of overtime in the light of the changes.	Not at all	The authority has considered the use of overtime in the context of the draft IRMP and has sought to maximise the opportunity for increased efficiency or more flexible use of resources.	The authority has done no work in this area in relation to the development of the IRMP. The use of pre-planed overtime is not mentioned within the IRMP Overtime is currently only allocated to respond to immediate operational needs.
The fire authority has made / planned changes in the use of overtime.	Not at all	Changes in operational activity have taken place or are planned based on the assessments made. Where no changes are planned it has been clearly demonstrated that this does not represent a value for money option for the authority.	FAIRMaP contains no explicit reference to the assessment or use of pre-planned overtime to support effective service delivery. This absence was commented on by firefighters during the consultation as not offering value for money but this has not yet been reflected in the IRMP. Although the Brigade has submitted a bid for funding to finance overtime to provide more flexible operational cover, this is another example of where a priority for the Brigade may conflict with overall council priorities. This is an area that needs to be developed and the impact included in the IRMP sooner rather than later.

Overall assessment of progress in this topic area

Little progress

APPENDIX 5 - Results of Duty Systems Diagnostic

5.1 The objectives of this element were to:

· assess the extent to which the fire authority has taken the opportunity to undertake a detailed review of current duty systems and whether these are best aligned to achieving its organisational aims and objectives; and

· examine the alignment of resources with the risks identified and prioritised in the IRMP, but also having due regard to, for example, family friendly working policies.

5.2 The methodology sets out the basis for this analysis, using the descriptors: good progress, some progress, and little or no progress.

Key Issues	Extent to which statement met	Prescribed Guidance / best practice	Findings
The fire authority has comprehensively reviewed its duty systems and considered alternative approaches.	Not at all	A review has taken place and there has been consideration by members and/or the senior management team of the outcome of the review and agreement of an action plan.	A revised flexible duty system was introduced on 1 January 2004. This was to: · Improve supervisory cover · Better reflect the requirements of the Incident Command System. · Effect more family –friendly working. Overall review of duty systems will be considered as part of FAIRMaP when the risk map is completed. The current plan suggests that this is unlikely for another 12months or so. If the authority is to maximise funding arrangements it will need to consider some of the changes sooner rather than later. This is dependent on having robust information.
The fire authority has made / planned changes that are in accordance with the outcome of the IRMP and / or objectives of the organisation.	Not at all	Changes have either taken place or are planned that can be clearly evidenced back to a redirection of resources based on the risk assessment undertaken as part of the IRMP. Sign up to the changes has been accepted throughout the organisation and this has been evidenced through interviews.	The Brigade recognises that more robust work on risk management must be undertaken before firm proposals can be made for changes to shift/duty systems. There is no clear understanding or commitment to how this might be progressed in future. It is considered by many in the organisation that this is a communications issue. Staff at all levels ion the organisation, including retained firefighters, should be engaged in the process. An effective communications plan should be developed as a matter of urgency.

Overall assessment of progress in this topic area

Little progress

APPENDIX 6 - Results of part time working and other conditions of service Diagnostic

6.1 The objectives of this element were to:

· assess what progress has been made in the review and amendment of conditions of service; and

· examine the extent to which the fire authority has taken the opportunity to undertake a review of current conditions, particularly the use of part time staff, and whether these are best aligned to achieving its organisational aims and objectives.

6.2 The methodology sets out the basis for this analysis, using the descriptors: good progress, some progress, and little or no progress.

Key Issues	Extent to which statement met	Prescribed Guidance / best practice	Findings
The fire authority has comprehensively reviewed its part-time working and other conditions of service and considered alternative approaches.	Partly	A review has taken place and there has been consideration by members and/or the senior management team of the outcome of the review and agreement of an action plan.	Part-time working is already used for support staff within the Brigade balancing personal requirements with operational needs, The council is committed to operate flexible working arrangements and the Brigade will review opportunities in light of the changes to the grey book. There is only a limited awareness of diversity issues through out the Brigade.
The fire authority has made / planned changes that are in accordance with the outcome of the IRMP and / or objectives of the organisation.	Not at all	Changes have either taken place or are planned that can be clearly evidenced back to a redirection of resources based on the risk assessment undertaken as part of the IRMP. Sign up to the changes has been accepted throughout the organisation and this has been evidenced through interviews.	Timescales are in place for reviewing the wholetime retained duty system and are currently under discussion between management and unions. However, there seems to be an overall lack of understanding about how the Authority is addressing this aspect of the modernisation agenda. Communication plans need to be developed.

Overall assessment of progress in this topic area

Little progress

APPENDIX 7 - Results of delivering the modernisation agenda Diagnostic

7.1 The objectives of this element were to:

· assess how the authority is progressing the overall modernisation agenda to address the changes set out in the White Paper; and

· understand what the key achievements are and what areas the fire authority is prioritising for future modernisation, the outcomes it is seeking to achieve and broadly how these will be delivered

7.2 The methodology sets out the basis for this analysis, using the descriptors: good progress, some progress, and little or no progress.

Key Issues	Extent to which statement met	Prescribed Guidance / best practice	Findings
The fire authority has a clear and well communicated vision of what it is trying to achieve in respect of modernisation.	Not at all	There is a clear and demonstrable vision that is recognised and acknowledged by stakeholders both within the organisation and beyond.	There is no clear evidence to indicate that stakeholders both internal and external have a clear and shared vision of the modernisation agenda. The Brigade has focused its communications on FAIRMaP and does not appear to have formally communicated other essential elements such as IPDS and rank to role. Thus, the modernisation agenda has yet to become an integral part of the culture of the organisation. There is still a tension between service delivery and business planning. This need to be resolved with some urgency if the agenda is to be implemented. A clear explanation of the benefits as well as the costs of the implementation of the modernisation agenda should be communicated to all staff.
The fire authority has taken effective action to deliver its key early priorities.	Not at all	Key early priorities have been identified and resources focused accordingly. SMART action plans are in place that are being monitored and delivered upon.	The Brigade established the FAIRMaP Board to manage the delivery of the Brigade’s IRMP and used external expertise to assist with consultation. Work is also underway to put in place IT systems to enable more robust data collection and analysis to aid risk planning subject to the availability of funds. However, early priorities have yet to be systematically addressed – a risk map is still in preparation. Current action plans are not SMART; for the most part they lack robust outcome targets. There is little evidence to suggest that the council has a robust understanding of the modernisation agenda and thus the full implications for the service and the island. The ability to deliver FAIRMaP effectively is reliant on processing budget bids through the annual service planning regime. There is no certainty whether the council will fund these bids given other competing priorities.
The fire authority has made good progress to date in delivering on key aspects of modernisation.	Not at all	There are clear signs of progress against the key early priorities. This can be tangibly measured and confirmed by stakeholders both inside and outside the organisation.	The Brigade has made limited headway in delivering key aspects of the modernisation agenda – e.g. implementation of the Incident Command System. Many of the key initiatives are reliant of having appropriate resources – both of staff and finance – to make tangible progress. Although some interviewees considered that the Brigade had taken some action, most staff were generally unclear on the overall programme and associated plans and timetables. This needs to be addressed as a matter of priority.
The fire authority has set in place effective plans to continue to deliver its priorities, aims and objectives.	Not at all	Members and senior management are well informed and focused. The next stages of progress have been clearly identified. Strengths and weaknesses have been identified and action is being taken to address areas where progress is slow. Successes are celebrated. Management attention is clearly focused on the overarching aims and objectives of the organisation with realistic and deliverable ambitions.	The service has used its current robust information to address performance indicators. Gaps in information provision have been identified. Aims and objectives for the Brigade need now to be more focused and SMART targets identified and monitored. This would facilitate identification of strengths and weaknesses. Successes would be clearer and provide motivation for staff. Weaknesses could be addressed The Fire Authority faces a major challenge. The council’s budget and service planning processes have been merged, but with budget bids being considered on a cost rather than need basis. The FAIRMaP Improvement Programme may not be viable if budget bids for areas such as IPDS, ICT and rank to role are not approved. There is a distinct conflict between the council’s stated policy of maintaining a locally controlled, managed and delivered fire service and the National Framework. This needs to be addressed/resolved as a matter of urgency.

Overall assessment of progress in this topic area

Little progress

APPENDIX 8 - Action plan

Isle of Wight Fire Authority Fire Service Pay and Conditions Agreement– Verification Work Action Plan March 2004
	Prepared for:	Isle of WIght Fire Authority	Version: 2.0

Page	Issue to be addressed / Recommendation	Priority 1 = Low 2 = Med 3 = High	Responsibility	Agreed	Comments	Date
	Member Engagement
10	It is crucial that all members understand the modernisation agenda and the close links with overall council finances that will dictate success or failure in implementation.	3	CFO DCFO		Audit Commission to Informal Executive FSC visit, IPDS and Rank to Role Education Seminars for all members,, probably ½ days to include FAIRMaP and its financing. ICT Risk Management and FSEC CCBRN National Framework	19.04.04 May 2004 July 2004 June 2004 July 2004 Sept 2004
11	The authority should be prepared to take hard decisions in the immediate future to reflect real risk rather than perceived community needs.	3	CFO		FAIRMaP implementation presentation to Executive Committee	21.04.04
26	There is a conflict between the council’s stated policy of maintaining a locally controlled, managed and delivered fire service and the National Framework. This needs to be addressed as a matter of urgency.	3	CFO DCFO CFO		Speak to John Bentley re: Policy change Access principle of change to Business Management Group To change the stated Policy a paper to the Executive Committee. This may need a Full Council decision to change policy mid-term because in May 2005 there is an Election and it is unlikely that the Council will want to change its policy before then.	June 2004 July 2004 October 2004
19	Action plans for IPDS for all staff needs to be developed and costed. Briefings outlining all costings should be given to all members.	3 3 3	BTO CFO BTO		Implementation of 2004/05 Training Needs Analysis BMT briefing To be included in one of the sessions (see page 10 above) One part of sessions to educate members (see page 10 above). IPDS to be developed into Training Needs Analysis for 2005/06. Training Needs Analysis 2005/06 to include implementation of PDP’s	20.04 04 July 2004 December 2004 December 2004
	Organisational Capacity
10	It is vital that immediate consideration be given to officer capacity to continue to develop and monitor progress on action plans.	3	DCFO SFSO		IRMP Executive Paper. Place Paper to Select Workplan meeting Select Committee Paper regarding this Audit Plan for recommendation for action to the Executive Committee. We must remember that there is a lack of capacity now to achieve this aim. FSEC staffing 1 Training Officer 8 Firefighters to free up CFS Officers are the main issues here. The Regulatory Reform Order will have departmental capacity issues	21.04.04 May 2004 June 2004 August 2004
19	The Brigade needs to complete a gap analysis as a matter of priority to ensure that there is effective implementation of IPDS especially as it has identified a lack of middle managers within the next three years.	3	BTO		Gap analysis with clear links to resource planning for the next 3 years developed through IRMP and Service Plan.	July 2004
11	The Brigade needs to demonstrate that it is tackling the major risks first. These risks need to be categorised and prioritised.	2	Third Officer		CFS Project HMO’s RTA’s Domestic Deprived Area FSEC issues will be included in the Service Plan,(under Member Engagement page 10 above.) CFS strategy.	June 2004 July 2004 May 2004
13	The Brigade urgently needs to estimate the likely costs and savings needed for the IRMP as a whole and for the component initiatives (such as IPDS and rank to role) so that a medium-term financial plan can be developed. The timetable should then be reviewed in the light of this information to ensure it is affordable and also to inform potential funding bids.	3	DCFO BTO IRMPLO		Costs and saving explain where not possible in the presentations, (page 10 under Member Engagement above). Financial Plan to be in Service Plan Adjust plan/initiatives to reflect budget decisions in the Service Plan	July 2004 July 2004 July 2004
16	The development of competences and links to IPDS needs to be progressed.	2	BTO		Role Map and competencies linked to providing and cross matching the TAPS for firefighters and Fire Service College courses for Junior Officers and Managers	March 2005
19	The Brigade needs to comply with formal guidance to assess the readiness for implementing workplace assessments for all staff. This should be undertaken as a matter of urgency so that each member of the organisation has an individual assessment.	2	BTO		Policy Proposal to BMT regarding process and competence assessment. PDP’s Briefing of Support Officers.	October 2004 December 2004 Jan/Feb 2005
22	The Brigade needs to implement some of the more obvious changes of duty systems sooner rather than later if the Authority is to maximise funding arrangements.	2	Third Officer		Look at Day Crewing at Stn A1, collect evidence and analysis for BMT briefing sheet. Further work as a result of that briefing sheet.	July 2004 April 2005
24	The Brigade actively needs to address issues of work/life balance.	2	DCFO/CSM		Verify issues in the new Grey Book when issued and relevant council policies. Ask staff what their needs are by way of questionnaires.	August 2005
	Communications
23	Staff at all levels ion the organisation, including retained firefighters, should be engaged in the ongoing development of the IRMP and its component initiatives to ensure that they have a genuine voice in the changes proposed by FAIRMaP and the wider modernisation agenda, An effective communications plan should be developed as a matter of urgency to ensure that a clear, consistent message is given to all relevant staff.	3	Function Managers CSM		Function Managers’ Focus Groups to be established and report to BMT. Consultation on FAIRMaP year 2, White Paper talks to retained staff. Consultation on changes to FAIRMaP. Third Officer/DCFO talks on retained issues, pressing retained issues Communications Strategy policy proposal BMT. Communication Strategy Policy Definition BMT. Communications Strategy implementation.	Easter 2004 August 2004 December 2004 May 2004 April/May 2004 June 2004 July 2004
14	Links with business, hard to reach groups and other public sector organisations need to be improved.	2	IRMPLO		Identify groups and organisations. Identify improvement of access and communications. Implement for consultation round.	May 2004 June 2004
25	There is still a tension between service delivery and business planning. This needs to be resolved with some urgency if the agenda is to be implemented. A clear explanation of the benefits as well as the costs of the implementation of the modernisation agenda should be communicated to all staff.	2	DCFO/BTO CSM		Resources links to process Service Planning, resourcing for staff and IRMP. Communications Strategy (see Communications page 23 reference above.)	July 2004 July 2004
26	Lack of staff understanding and knowledge of the overall modernisation agenda and associated plans and timetables needs to be addressed as a matter of priority	3	CSM Function Managers		Communication Strategy (see page 23 reference 23 above.) ODPM video. Promulgate Fire and Rescue Magazine. Function Managers to visit stations consulting on FAIRMaP.	June 2004 February 2004 July 2004
	Information Management
11	A prioritised action plan, covering the key issues, should be prepared and should include expected outcomes.	2	IRMPLO		Function Heads and IRMPLO at BMT Evaluation Day. IRMPLO to create Action Plan and issue.	May 2004 June 2004
14	Accountability for and reporting on the improvement programme should be clearly specified as a matter of priority to ensure robust monitoring of the progress on action plans.	2	CFO		Submit in quarterly monitoring report to Select Committee, including areas to watch. Develop priority improvement area from Business Management Group Guidelines.	June 2004 July 2004
10	Targets and PIs to feed into formal monitoring need to be further developed. These should include local performance indicators in partnership with the community to reflect anticipated outcomes,	2	CFO IRMPLO PIA		BMT to ensure SMART targets in the initiatives. Engage with Local Strategic Partnership in the Community Safety Group with Sue Chilton. Initiatives will include PI’s for the consultation. Monitoring targets from initiatives on a quarterly basis to BMT.	July 2004 June 2004 June 2004 Ongoing -Quarterly
11	Current data needs to be analysed with more rigor and the more obvious risks to the community identified, Sound management information needs to be provided to ensure that targets are reviewed regularly and effectively and remain appropriate.	3	Third Officer DCFO CSM		2 week project: CFS Officer to provide judgements for the obviously known risk areas, high risk dwellings and deprived areas. FSEC staff will be required for the detailed research of the initiatives. Research of future initiatives. Provide implementation process.	May 2004 2007 July 2004
12	The authority needs to be assured that its plans for changes to preventative, protective and response arrangements are based on robust information and communicated effectively to operational staff.	2	DCFO CSM		For year 2 Action Plan: 2 week CFS project with judgements for consultation with FBU and staff. FSEC to provide assured robustness in order that the design of initiatives are taken to the FBU. Communications Strategy (see page 23 above).	June to August 04 2007 April/July 2004
12	Policies and procedures should be linked to identify risks within the IRMP.	1	SFSO		Long term issue, new policy proposal with incremental inclusion to IRMP.	Start Now Finish 2007