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Paper 6
Report to: SERVICE TRANSFORMATION COMMITTEE
Date: 19 MAY 2016
Report By: DCO CLARK
Subject: SERVICE TRANSFORMATION PROGRAMME CLOSING REPORTS
1 PURPOSE
1.1 The purpose of this report is to provide the Service Transformation Committee (STC)
with an overview of the projects that are applying for closure from the reporting
period 18th January to 9th April 2016 with a view to determining whether this is the
appropriate course of action.
2 RECOMMENDATIONS
2.1 The STC is asked to consider the four projects that were approved for closure with a
focus on the following areas:
The STC are content that the projects have sufficiently delivered to allow
them to close.
The project benefits have been effectively measured and assessed by the
programme board.
3 KEY POINTS
3.1 The closing reports (appendix A) are attached with a brief summary of their
performance. Evidence has been gathered to support the assessment and is
available at:
https://firescotland.sharepoint.com/sites/PB/Closing%20Reports/Forms/AllItems.aspx?Root
Folder=%2Fsites%2FPB%2FClosing%20Reports%2FDRAFT%20Closing%20folders&FolderCTID
=0x0120004198BF02B602514CA045B8C7508D3ABA&View=%7BB2BFC94F%2D460B%2D4524
%2DB83C%2D59670BC99645%7D
3.2 SA1.1.5 Prevention and Protection Strategic Assessment was focused on
supporting delivery against the strategic aim of reducing the risk to our staff and
communities. The project was required to produce against ten areas and has
provided evidence of delivery against all ten. The project delivered to time and had
no transitional funding associated with it. The project has also supported through its
outputs the SA4.3.1.2 Strategic Approach to National Risk Reduction project.
3.3 SA2.1.8 New Watch Duty System has completed phase one, which required the
research and analysis of potential whole-time duty systems that could be deployed
on a pan Scotland basis. This work has now been completed and principles for a new
duty system have been developed. A paper was approved by the Strategic
Leadership Team in March. Phase two, implementation will now commence with a
view to going live in April 2017. The dossier for this is in development and will be
included in the new SFRS programme office.
3.4 SA4.1.1 HR Policies project was originally planned to close in March 2014 and is
therefore 2 years late in coming forward for closure. However, the benefits delivered
from these policies are being incrementally realised as they are issued. The project’s
reason for being delayed is primarily due to three factors:
Underestimation of the work required.
Additional policies being added to the scope.
The requirement for extensive consultation.
3.5 The project was required to deliver 26 key polices. 22 of these are live and the
remaining four will be completed by June. Tracking of the remaining four policies to
ensure full project delivery will be undertaken by the programme office.
3.6 SA4.2.5 Operational Training and Safe Working Practices project was originally
due to be completed in September 2014. The delay has been through two factors:
loss of project manager to another fire and rescue service and enhancement of the
project scope to include specialist skills. The project was required to deliver a suite of
harmonised core and specialist skills training standards. The list of these can be seen
in the closing report.
4 FINANCIAL IMPLICATIONS
4.1 The financial implications identified within the production of this report are set out
within each attached closing project report.
5 EMPLOYEE IMPLICATIONS
5.1 There are no employee implications directly identified with this report.
Prepared by Frank Clayton Service Transformation Programme Manager 9 May 2016
Appendix A
Service Transformation Programme
Closing Project Report
Project: SA 1.1.5 Prevention and Protection (P&P) Strategic
Assessment Support
Project Start Date: 21 August 2014
Project End Date: 31 March 2016
Project Manager AM Martin Millar
Project Manager
contact number
07770 823912
Date 25/ March 2016
Please detail to what extent has the project delivered to Time, Cost and Quality
Deliver to time
All outputs for the project have been completed within the timescales outlined in the
Project Dossier.
Deliver to cost
All project’s outputs were met from existing P&P Directorate budgets.
The cashable element, supported by transitional funding to the P&P Management
Information System (MIS) (Project SA1.1.4), is complete.
Deliver to quality
The P&P Directorate Management Team meetings and the Directorate Action Plan
monitored quality of and delivery timescales of productions (outputs) specified within
this project. In addition the various Policies/Procedures and Framework materials
have been subject to scrutiny by Senior Management and SFRS Board as required.
Please detail the project benefits and the performance measure that will be utilised to confirm to what extent they have been delivered.
Benefit
Cashable None
Non cashable Consistent means, via CSE (CSET) and FSE (PPED), to facilitate
accurate recording, reporting and analysis of P&P activities for
SFRS. Current KPI performance measures drawn from CSET and
PPED for FRS Framework reporting.
Consistent “frameworks” for engagement with particular vulnerable
demographics e.g. Older Persons, Young People and those
currently being identified as at risk by BSCP research. Qualitative
information provided on a regular basis to inform Quarterly
Performance Reports and Thematic Action Plan reports in support
of quantitative data trends provided.
UFAS policy and procedure implementation to support future
service demand reductions. Recommendations emanating from the
BRE, HMI and SFRS (internal) reports will inform future UFAS
targets (in development) which will be monitored within future Fire
Framework KPI’s.
Please detail any realised disbenefits or unintended negative consequences.
Disbenefit
Cashable None
Non cashable None
Interdependencies with other projects
Project Interdependency Impact
SFRS Road safety
Framework
Comprehensively linked to
the Mid Term Review of
Scotland’s Road Safety
Framework to 2020,
Completed March 2016.
All partner agencies
involved in providing
improved road safety
measures will work to a
consistent set of priority
areas, agreed outcomes
and performance
indicators.
SFRS Water Safety
Framework
Water Safety Scotland Group
(SFRS partner in this forum)
and future strategy to
appreciate all water safety
resources, future disposition
and deployment.
All partner agencies
involved in providing
improved water safety
measures currently
developing a Water
Safety Strategy for
Scotland.
Building Safer
Communities (BSCP) –
Phase 2
Strategic Assessment of
those at risk of harm
completed, identifying major
causes of “unintentional
harm”. Currently being
refined to provide guidance
and direction for national
priorities.
Future engagement of
SFRS via BSCP 2 with
public, private and third
sector bodies on a
holistic approach to
improved wellbeing of
vulnerable individuals.
Lessons identified
Lesson
Potential duplication of effort avoided by appreciating wider national “Community
Safety” agenda’s around Unintentional Harm, Road and Water Safety and SFRS
contributing as an effective partner within national projects.
Outstanding Project Risks (please highlight the position with any outstanding risks associated with your project
Concern Mitigation Probability Impact
None
Future projects (please highlight any potential future projects which need to be considered by the Service Transformation Programme Manager)
Title Intended product/benefit
Performance Measure (please confirm the performance indicators and method of data gathering to be used to measure the success of the project)
Performance indicator Method
APPENDIX
1. Completion of the Prevention and Protection Management Information System, so that
it captures Fire Investigation (FC evidenced) as well as Community Safety Engagement
and Fire Safety Enforcement intelligence;
2. Review of Local Senior Officer Guidance, thereby ensuring that it captures all
relevant Prevention and Protection aspects of the role;
This has been completed and there is now a central area containing guidance documents
to provide LSO’s with relevant P+P subject matters. http://sfrs.verseone.com/cse-
guidance-notes
3. The development of improved business intelligence feeds that will inform the
SANRR and the production of an SFRS Older Persons Framework;
Paper to SLT in Jan, Board Engagement Committee (Dec 2015)
Draft received
Ageing-Safely-Living-Well-Framework-2016.pdf
due on Intranet near future.
4. The development of improved business intelligence feeds that will inform the
SANRR and the production of an SFRS Youth Engagement Framework;
Paper to SLT in Jan, Board Engagement Committee (Dec 2015)
Draft received
Youth-Engagement-Framework-2016-19.pdf
due on Intranet near future.
5. The development of improved business intelligence feeds that will inform the
SANRR and the production of an SFRS Road Safety Framework;
http://www.transport.gov.scot/system/files/TS-%20Road%20Safety%20Framework%20-
%20mid%20term%20review%20-%20March%202016.pdf
6. The development of improved business intelligence feeds that will inform the
SANRR and the production of an SFRS Water Safety Framework;
WSS Terms of Reference.doc
7. Coordination of the Building Safer Communities Programme, Phase 2: Reducing
Unintentional Harm;
DRAFT (Private & Confidential) – PSCP Strategic Assessment
8. The development of improved business intelligence feeds that will inform the
SANRR and the production of SFRS public safety campaigns;
Briefing Paper - Public Campaigns 2015 16 v1 MINISTER.docx
9. The development of a means to report in a timely manner on emerging risk
information to help shape national, regional and local initiatives and interventions;
MoU-between-SFRS-and-LABSS.pdf
MoU-between-SFRS-and-LABSS 2.pdf
10. Support the implementation of the SFRS Unwanted Fire Alarm Signal Policy and
Procedure.
Service Transformation Programme
Closing Project Report
Project: SA2.1.8 New Watch Duty System- Design Phase.
Project Start Date: 4th June 2015
Project End Date: March 2016
Project Manager Area Manager Jim McNeil
Project Manager
contact number
07890 265 377
Date 1st April 2016
Please detail to what extent has the project delivered to Time, Cost and Quality
Deliver to time
The project has completed its design phase in line with the milestones originally
agreed with DACO Miller and established with the initial STC Project Dossier.
Deliver to cost
The Duty System will now move onto an implementation phase. This will see a
significant number of interdependency work-streams that need to fully align to ensure
the duty system is fully in place for 2017
Deliver to quality
The design phase of this project will allow the SLT to have a common flexible
workforce that can be scaled up and down to meet future demands and fiscal
challenges. Paper agreed in principle at SLT 16th March
Please detail the project benefits and the performance measure that will be utilised to confirm to what extent they have been delivered.
Benefit
Cashable The duty system will allow future crewing models to be fully applied
realising significant salary costs.
Non cashable The SFRS will have a modern common duty system that will allow
staff movement across the SDA’s while maintaining appliance
availability.
Please detail any realised disbenefits or unintended negative consequences.
Dis-benefit
Cashable
The design phase of the project has no negative
outcomes at this stage.
Non cashable
Interdependencies with other projects Project Interdependency Impact
Emergency Cover
Review
Crewing and Station profiling The duty project will be able to
flex around any outcomes from
this project.
Lessons identified
Lesson
Having early engagement with the FBU at User Group Level was of benefit.
Ensuring the user group was made up of key stakeholder that work and manage the
duty systems in place across the SFRS.
Outstanding Project Risks (please highlight the position with any outstanding risks
associated with your project
Concern Mitigation Probability Impact
Recruitment and Retention-
Workforce Planning
Discussions with POD
Colleagues that will be
ongoing to support the 3
new Resource Based
Crewing Models.
Low level
Low
level
Future projects (please highlight any potential future projects which need to be considered by the Service Transformation Programme Manager)
Title Intended product/benefit
Implementation Plan for the
new duty system to go live
in 2017.
A small team of dedicated managers will work towards
the full implementation of the duty system across the 3
SDAs’. This will ensure the consultation and
engagement with Rep bodies and users are fully
embedded within the roll out of the new duty system.
Performance Measure (please confirm the performance indicators and method of data gathering to be used to measure the success of the project)
Performance indictor Method
Service Transformation Programme
Closing Project Report
Project: SA 4.2.5 Operational Training and Safe Working Practices
Project
Project Start Date: 1 August 2013
Project End Date: 14 March 2016
Project Manager D. Lockhart
Project Manager
contact number
07768556211
Date 18 March 2016
Please detail to what extent has the project delivered to Time, Cost and Quality
Deliver to time
Original project closing date was September 2104. This was changed due to
resources not being available to deliver (original project manager left the SFRS)with
a revised delivery date of 31/3/16.
Deliver to cost
No transitional funding allocated to this project. All costs associated with this project
were managed within existing directorate budgets.
Deliver to quality
Delivered a suite of harmonised core and specialist skills training standards for:
Driver and Emergency Response Training,
Breathing Apparatus (inc Tac Vent & Compartment Fire Behaviour Training),
Water Rescue and Flood Response,
Rope Rescue and Safe Working at Height,
Extrication – RTC,
Command and Control,
Hazardous Material Response (incl DIM and Mass Decontamination),
Trauma Care,
Marine Firefighting,
Large Animal Rescue,
Urban Search and Rescue and
Heavy Rescue.
Implementation of Core skills competency framework in April 16 following completion
of train the trainer sessions in March16.
Produced common training policies and documents
Please detail the project benefits and the performance measure that will be utilised to confirm to what extent they have been delivered.
Benefit
Cashable No direct cashable benefits come from this project.
Non cashable Harmonised standard for safety critical core and specialist skills
training across the Service maintaining operational competence to a
determined standard.
Equitable and proportionate training across all duty systems with
reduced duplication and standardised frequency and delivery of
core and specialist skills training
Please detail any realised disbenefits or unintended negative consequences.
Disbenefit
Cashable None
Non cashable None
Interdependencies with other projects
Project Interdependency Impact
Specialist Resources
Ph2
Establishment of skill
requirements and distribution
across SFRS
Determine service training &
TED resource requirements
and implications
Lessons identified
Lesson
Planning of resource requirements to delivery project deliverable would benefit from
earlier identification and acquisition of appropriate staff.
Outstanding Project Risks (please highlight the position with any outstanding risks
associated with your project
Concern Mitigation Probability Impact
Staff resources to finalise
development of element strands
within Driving, Flood and water
rescue, Rope rescue / SWAH,
Command & Control, Marine
Firefighting and USAR training
standards
Prioritise work streams
with a timetable of
work. Set realistic
timescales
3 2
Staff resources to ensure
development and delivery of
training packages
Prioritise work streams
with a timetable of
work. Set realistic
timescales
3 2
Future projects (please highlight any potential future projects which need to be considered by the Service Transformation Programme Manager)
Title Intended product/benefit
Full implementation of standards TED to resource requirements of both
standards and the SFRS
Performance Measure (please confirm the performance indicators and method of data gathering to be used to measure the success of the project)
Performance indictor Method
Creation of SFRS Training Standards for
all core and specialist skills, which
incorporate the Outputs of this project
Delivery as detailed in Quality section
Following the identification of
percentages of skills required across the
Service, by the Response and Resilience
directorate, meeting these percentages
and maintaining competence
To be assessed June 2017 by R&R and
TED as detailed in Specialist Equipment
Review Training Requirements
Service Transformation Programme
Closing Project Report
Project: SA4.1.1 Title: POD Policies and Procedures (HROD)
Project Start Date: 01/04/2013
Project End Date: 31/03/2016
Project Manager Fiona McOmish
Project Manager
contact number
01698 402408/07785 317863
Date 31/03/2016
Please detail to what extent has the project delivered to Time, Cost and Quality
Deliver to time
Project timescales have been revised at various stages of the project, latterly
including a 12-month extension to March 2016. The project has exceeded the
planned number of harmonised policies - 26 core HROD policies have been
harmonised and implemented (see attached Appendix which outlines each policy that
has been harmonised).
There are still 5 policies in the final stages of delivery. These are listed below and will
be followed up by the programme office to confirm delivery: All should be completed
by end of June.
1. Capability policy 2. Maternity, paternity, adoption and parental leave (delivered May 16) 3. Special leave 4. Travel and subsistence 5. Pay protection
Deliver to cost
There was no cost attached to the project at the outset. Where there have been cost
implications, these have been explicit in each policy where relevant and applicable.
Deliver to quality
Each policy took on average 6 months from initial draft to implementation stage and
was borne out of legacy arrangements, benchmarking, legal obligations, and best
practice. The consultation and governance arrangements were consistent for each
policy and the level of scrutiny that each policy underwent was intense. The high
level of quality has been demonstrated by the fact that all policies have been created
and implemented in partnership with trade unions and stakeholders within the SFRS
with no 'failures to agree', impasse reached or policies imposed. In addition, the
SFRS has clearly established consistent policies to deal with key issues relating to
the employment of all staff.
The number of requests for changes to policies as a result of the 24-month policy
review cycle have been almost negligible - this demonstrates a high level of quality
for each policy at the outset. Equality Impact Assessments support each policy, and
a suite of handbooks, FAQs, procedures, guidance materials have also been
generated to accompany certain policies. Familiarisation periods have also been
factored in for certain policies that have large training implications.
Please detail the project benefits and the performance measure that will be utilised to confirm to what extent they have been delivered.
Benefit
Cashable - Full cost analyses were carried out where the policy had a
financial impact. E.g. Travel and subsistence policy; Maternity,
paternity, adoption and parental leave policy; pay protection for
displaced staff. SLT/Staff Governance Committee/Board reports
provide further detail in this regard. It is difficult to say whether
these harmonised policies will produce any cashable savings in the
short to medium term (1-3 years) as they will be dependent on
numbers and the future uptake of each policy which is unplanned.
HROD Performance Reporting may enable HROD to determine
cashable benefits in terms of future savings (e.g. reductions in
absence will impact on the cost of absence).
- It is proposed that HROD establish a Total Quality Management
system in order to demonstrate efficiencies and decrease errors
through the harmonised policies being in place.
Non cashable The rationalisation of eight versions into one set of simplified POD policies and procedures which are robust, compliant and fair. Policies with legal obligations follow ACAS guidelines as a minimum requirement where applicable.
POD policies and procedures which are easy to access, sensible and practicable. All policies are located on the intranet.
POD policies and procedures, guidance documents, document libraries and administration processes that are being applied consistently, yet flexibly, across the SFRS.
Consistency of employment practice across the new SFRS
Strengthened partnership working - positive employee relations in place throughout the harmonisation of all policies. All policies were created in partnership with trade unions and internal stakeholders.
Better performance reporting opportunities, which allow HROD to monitor and ultimately demonstrate reductions in absence, grievance and disciplines, and to what extent the policies have impacted on this.
Please detail any realised disbenefits or unintended negative consequences.
Disbenefit
Cashable None identified
Non cashable Constantly evolving employment legislation and case law has
resulted in changes being required, sometimes at short notice,
to policies before their review date. However, consensus has
always been reached with trade unions given the productive
employee relations environment.
Interdependencies with other projects
Project Interdependency Impact
Pay and Reward Some HROD Policies have
been borne out of pay and
reward issues.
None - HROD policies
will feature on a new
forward plan and become
'business as usual'
Lessons identified
Lesson
The original approach to bring 'principles' papers to SLT prior to first draft policies
being created caused unnecessary delay and was a protracted process prior to
consultation. Latterly, the process was streamlined to omit principles papers and
proceed straight to first draft.
Whilst the SLT's input at the initial stage was important in terms of them setting the
direction for each core HROD policy, it sometimes encouraged debate on detail
before consultation had even started. Papers became clearer over time about the
requirements. In addition, more items were being passed to the SMT instead of being
considered by the SLT.
If consultation feedback drew out any issues that needed to be escalated, it was
sometimes difficult to bring it back to the required group in a timeous manner (ie. the
governance arrangements follow rigid dates and did not allow for much flexibility in
progressing matters outwith the set forums). The availability of diary plans for all
groups and committees has assisted this process.
The level of interest for some policies from the Scottish Government wasn't
particularly well established early in the project, however the sponsorship unit is now
well established and this process is more streamlined.
Outstanding Project Risks (please highlight the position with any outstanding risks associated with your project
Concern Mitigation Probability Impact
Policy compliance due to constantly
evolving employment legislation
and case law surrounding POD
policies and terms and conditions of
employment.
Project Manager will
continue to ensure this
is built into forward
planning in order to
mitigate the risk.
3 2
Future projects (please highlight any potential future projects which need to be considered by the Service Transformation Programme Manager)
Title Intended product/benefit
n/a n/a
Performance Measure (please confirm the performance indicators and method of data gathering to be used to measure the success of the project)
Performance indictor Method
Number of policies completed Quarterly POD Performance Report
APPENDIX A
Deliverables Delivery date Comment
Voluntary Severance/Early Retirement
Policy and Procedure
October 2013 In place (and since revised)
Relocation August 2013 In place
Consultation and Negotiation Procedure April 2013 In place
Redeployment due to Organisational
Change Policy & Procedure
December 2013 In place (Since revised to
Redeployment policy March 2016)
Transfer and Matching Scheme December 2012 In place
Flexible working policy June 2014 In place
Secondments policy January 2014 In place
Employment & criminal conviction policy January 2014 In place
Attendance during adverse weather and
disruptive conditions policy
January 2014 In place
Reservist policy January 2014 In place
Death in Service July 2014 In place
Recruitment and Selection & Handbook February 2015 In place
Whistleblowing policy February 2015 In place
Dignity and Integrity at Work Handbook April 2015 In place
Time off for Trade Union Duties March 2015 In place
Capability Policy
SLT paper only at this time
April 2016 SGC noted March, SLT approval
due April for 1 June implementation
Managing Attendance August 2015 In place
Maternity, paternity, adoption and parental
leave
March 2015 In place
Travel and subsistence April 2016 SGC noted March, SLT approval
due April for 1 June implementation
Special Leave policy
(Annual Leave being dealt with in line with
the Pay and Rewards Project)
SLT paper only at this time
Now just special
leave Expected
May 2016
Draft to SLT 20/1/16. Out for
consultation during April
Pay Protection for displaced staff Policy
SLT paper only at this time
April 2016 SGC noted March, SLT approval
due April for 1 May implementation
Code of Conduct March 2015 In place
Appraisal Policy and Procedure March 2016 In place
Discretionary Pensions Policy (LGPS) August 2015 In place
Equal Pay Report In place (published every 2 years)
Working Together Framework
In place