for SKILLS FIRE & RESCUE Developing skil s for safer communities

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1 Darran Gunter Chief Fire Officer, Dorset CFOA Lead: L&D Paul Hancock Chief Fire Officer, Cheshire CFOA Lead: Operational Training & RDS Developing skills safer communities

2 Learning & Development Strategy Launched by Jim Fitzpatrick MP in 2005 Aimed at reducing risk to employees and to assist continue the modernisation of the Service Key to the strategy was a change in role of the Fire Service College to a Centre Excellence Developing skills safer communities

3 Revision of the Strategy Meeting of Stakeholder held on 9 February 2010 agreed that: National L&D Strategy England now out of date Development of a future strategy should be sector led and developed the whole fire and rescue sector UK wide strategy would be ambitious, but there should be common principles Need to seek Ministerial approval to suspend the current strategy Skills Justice (SfJ) are the natural partner to coordinate the revision Subsequently included in SfJ work-plan and progressed via a task-finish group under the Occupational Standards Committee Timing of the revision is beneficial in terms of including the Sector Qualifications Strategy, the SfJ Skills and Workce Survey and significant training/competence issues emerging in the FRS sector Developing skills safer communities

4 Drivers Emergence of a Sector Qualification Strategy Increasing expectations in respect of the resilience agenda facing FRS Issues specific to On Call firefighters Review of the ASPIRE Leadership framework Future leadership challenges throughout the FRS New skills in respect of partnership working, Big Society and Localism Climate of doing more with less Fire and Rescue Sector Learning & Development Strategy New and emerging operational guidance L&D outcomes m the Fire Futures work Forthcoming review of IPDS Talent management and high potential development Relationship with Skills For Justice Expectations m and opportunity to the HSE provide a sector consolidated L&D strategy inspection Developing report skills safer communities Expectations m the HSE report Striking the Balance

5 Our Original Vision To develop a Sector-led Learning and Development Strategy that reflects the needs of employers and captures the learning and development requirements of their workce. Developing skills safer communities

6 Executive summary Purpose of the FRS Learning and Development Report Background Drivers of changes within the learning and development context Learning needs within the Fire and Rescue Sector Skills survey Content Aligning the report to business needs Sustaining learning and development Conclusions and recommendations Developing skills safer communities

7 Drivers Striking the balance Suitable risk assessments leading to safe systems of work. Appropriate training hazards likely to be encountered. Able to respond to operational demands including rapidly changing situations. Staff to be appropriately equipped. Adequate supervision particularly within the command and control structure. Able to address dynamic risks with dynamic decisions as far as reasonably practicable. Developing skills safer communities

8 Drivers HSE Consolidated Report Issues specific to retained duty system are they competent all eseeable risks? Incident command lack of consistent approach to competence, training and monitoring. Risk inmation proportionality and more training needed on capturing risk inmation. Gaps in consistency of training provision and currency of central guidance. BA refresher training lack of compliance with FSC18/2009, poor assurance of instructor competence. Developing skills safer communities

9 Organisational Competence Framework the UK Fire and Rescue Sector Delivering Prevention, Protection, Response and National Resilience Services Aims Strategic Objectives Outcomes Impacts A sector where continuous improvement is promoted and the workce maintains the level of competence required to fully meet the demands of their role and drive down risk A sector where learning and development imbues a consistency of approach and ms the basis common operational practices that support interoperability A sector where quality assurance procedures remain central to maintaining and improving training standards and are driven by astute leadership A sector that provides and promotes professionalism, so that individuals emerge with the right skills and competencies to enable them to perm their current job effectively and prepare them, if necessary other roles Operational Competence Preventing loss of life and injuries from emergency incidents while reducing risks within local communities Outstanding Leadership Building visionary, ambitious and effective leadership to make the best use of political and managerial roles, in a partnership context Professional Workce Developing employees skills and knowledge, in an innovative, high permance, multi-agency context Organisational Excellence Addressing the workce dimensions of organisational transmation to deliver citizen-focused and value money services Sustainable Workce Taking action to: recruit and retain the right workce; address key future and occupational skill shortages; promote jobs and careers; identify, develop and motivate talent and address diversity issues Common standards promoting safety and interoperability Nationally recognised qualifications risk-critical activities Compliance with appropriate health and safety legislations Operational assurance/quality assurance Visionary and innovative solutions to future problems Authentic and top to bottom leadership Adaptation to change/cultural development Transferable skills Proportionate assurance Adaptable, flexible and agile workce Talent recognition and development Culture that supports continuous improvement Blended learning approaches Insight into current and future skills and competency needs Effective programme of action to address critical workce issues Stronger and more locally representative workce Safer communities Reduced loss of lives Safer Workce Value money services Increased capabilities of operational and other staff Improved collaborative ways of working with other emergency services Improved organisational resilience Enhanced delivery of front line services Less duplication Increased flexibility in learning opportunities Reduction of failures in statutory duties Shared Principles Underpinning the Framework Creating a Learning Culture Ensuring Equity of Access to Learning Dynamic and Joint Learning Approaches Standards Setting and Quality Assurance Assessment of Competence Expert Support from Sector Skills Council Knowledge Management and Sharing Supporting Skills Application in the Workplace

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11 Fire Professional Framework Governance CFOA Directors Prichard and Wilsher 6 Other Lead CFOs FPF Steering Group CFOA Skills Justice/FRS Occ Committee Chair Other CFOA Directorates LFB FSC(?) Operational Competence Outstanding Leadership Professional Workce Organisational Excellence Sustainable Workce There s plenty of room you! Developing skills safer communities

12 Organisational Competence Framework the UK Fire and Rescue Sector Delivering Prevention, Protection, Response and National Resilience Services Aims Strategic Objectives Outcomes Impacts A sector where continuous improvement is promoted and the workce maintains the level of competence required to fully meet the demands of their role and drive down risk A sector where learning and development imbues a consistency of approach and ms the basis common operational practices that support interoperability A sector where quality assurance procedures remain central to maintaining and improving training standards and are driven by astute leadership A sector that provides and promotes professionalism, so that individuals emerge with the right skills and competencies to enable them to perm their current job effectively and prepare them, if necessary other roles Operational Competence Preventing loss of life and injuries from emergency incidents while reducing risks within local communities Outstanding Leadership Building visionary, ambitious and effective leadership to make the best use of political and managerial roles, in a partnership context Professional Workce Developing employees skills and knowledge, in an innovative, high permance, multi-agency context Organisational Excellence Addressing the workce dimensions of organisational transmation to deliver citizen-focused and value money services Sustainable Workce Taking action to: recruit and retain the right workce; address key future and occupational skill shortages; promote jobs and careers; identify, develop and motivate talent and address diversity issues Common standards promoting safety and interoperability Nationally recognised qualifications risk-critical activities Compliance with appropriate health and safety legislations Operational assurance/quality assurance Visionary and innovative solutions to future problems Authentic and top to bottom leadership Adaptation to change/cultural development Transferable skills Proportionate assurance Adaptable, flexible and agile workce Talent recognition and development Culture that supports continuous improvement Blended learning approaches Insight into current and future skills and competency needs Effective programme of action to address critical workce issues Stronger and more locally representative workce Safer communities Reduced loss of lives Safer workce Value money services Increased capabilities of operational and other staff Improved collaborative ways of working with other emergency services Improved organisational resilience Enhanced delivery of front line services Less duplication Increased flexibility in learning opportunities Reduction of failures in statutory duties Shared Principles Underpinning the Framework Creating a Learning Culture Ensuring Equity of Access to Learning Dynamic and Joint Learning Approaches Standards Setting and Quality Assurance Assessment of Competence Expert Support from Sector Skills Council Knowledge Management and Sharing Supporting Skills Application in the Workplace

13 Driving Developing skills safer communities

14 Structure and Standards Developing skills safer communities

15 Developing skills safer communities

16 Developing skills safer communities

17 The Sign up from your Chiefs Do you support the development of an Operational Competence Model the FRS/Sector? Yes = 94% (32) No = 6% (2) Do you support the Operational Competence Model's "keep it simple" philosophy? Do the 8 core competencies capture the operational "risk critical" elements of the firefighter's role regardless of duty system? Do you support the introduction of qualifications BA wearers and Incident Commanders? Yes = 94% (32) No = 6% (2) Yes = 89% (32) No = 11% (4) Yes = 92% (34 No = 8% (3) Should instructors/trainers be competent or qualified or both? Yes = 30% (11) No = 5% (2) Both = 65% (24) Developing skills safer communities

18 The Sign up from your Chiefs Do you support the proposal to develop specialist National Occupational Standards relating to the core operational functions outlined in the Operational Competence Model? Yes = 94% (33) No = 6% (2) Do you support the proposal to develop Technical Assessment Units and vocational qualifications either of which can be used to ensure that operational staff have the knowledge and skills necessary to carry out their core functions properly? Yes = 83% (29) No = 17% (6) Developing skills safer communities

19 Professional Workce Developing employees skills and knowledge, in an innovative, high permance, multi agency context Developing skills safer communities

20 Sustainable Workce Taking action to: recruit and retain the right workce; address key future and occupational skill shortages; promote jobs and careers; identify, develop and motivate talent and address diversity issues Developing skills safer communities

21 Linked Work packages Succession planning Leadership Behaviours Culture Emotional intelligence Staff support and development Sustainable Workce Recruitment Potential Career Path Linked Work packages Career path and development planning Guidance tools Toolkits and techniques Identifying sources and references e.g. CIPD, ILM, CMI, Business Schools, Research, NOS, Multi-FRS Case Study learning Linked Work packages Role modelling behaviours Role modelling standards Linked Work packages Resourcing Strategy (e.g grow your own or buy in talent) Flexible ways of working Recognition & appraisals Learner led menu learning environments Professional Workce Skills and knowledge Assessment, ADCs, IFE exams Permance Standards NOS Innovation Developing skills safer communities

22 Organisational Excellence Addressing the workce dimensions of organisational transmation to deliver citizen-focused and value money services Developing skills safer communities

23 Organisational Excellence Developing skills safer communities

24 Outstanding Leadership Building visionary, ambitious and effective leadership to make the best use of political and managerial roles in a partnership context Developing skills safer communities

25 Learning & Leadership from the past (?) Leaders at all levels in the fire service should be alarmed and in some cases ashamed Developing skills safer communities

26 Transmational Leadership FRSC Change from transactional to transmational leadership Framework leadership learning and development Strategic Leadership Development Programme High Potential Management Development scheme Developing skills safer communities

27 Review of the ASPIRE Framework On the whole, the ASPIRE Framework is sound, although it is apparent there now needs to be an element of refresh. There is no clear owner of the Framework and theree it has not been linked in to the day to day behaviours of our leaders or wider development/progression opportunities. The Framework can seem theoretical and complex and it is felt by the review teams that this may be a barrier. The nine strategic imperatives would benefit from some refresh and should express public values whilst operating in times of austerity. Encourage the Local Government Association to explore a joint ownership approach to the Framework. Developing skills safer communities

28 Review of the ASPIRE Framework Two key pieces of work: Develop a set of plain English descriptors that turns theory into reality Clearly set out the ownership and relaunch the model Developing skills safer communities

29 Future Leadership Some Clues? Choice Wherever possible we will increase choice. Decentralisation Power should be decentralised to the lowest appropriate level. Diversity Public services should be open to a range of providers. Fairness We will ensure fair access to public services. Accountability Public services should be accountable to users and taxpayers Developing skills safer communities

30 Leadership Development Vocational and Academic Accreditation Community Supervisory Middle Strategic Politicians Developing skills safer communities

31 The Sign up from your Chiefs Would Services support CFOA working with the FSC to develop supervisory and middle manager progressive leadership programmes based upon the ELP? Would Services want to see such progressive leadership programmes structured on a modular basis? Would Services want to see these programmes structured so that FRS could purchase individual modules rather than the entire programme? Would Services want to see the progressive leadership programmes designed so that they could be delivered centrally at the FSC and also with an option that they could be delivered at more local locations i.e. at FRS sites? Yes = 72% (26) No = 28% (10) Yes = 89% (31) No = 11% (4) Individual Modules = 86% (31) Entire Programme = 14% (5) Delivered Centrally = 22% (8) Delivered Locally = 78% (28) Developing skills safer communities

32 Learning from others Civil Service Developing skills safer communities

33 Learning from others Civil Service Developing skills safer communities

34 Learning from others Civil Service Developing skills safer communities

35 The development of the Fire Professional Framework allows the Sector to reconcile and address all aspects of individual and organisational development in one area Are we in danger of losing sight of the necessary linkages between OD, competence and IRMP? The FPF will help! The king (IPDS) is dead long live the king! Not quite key areas of the previous IPDS content where appropriate will be hosted on the FPF There is a unique opportunity a collective sign up across the sector the development of a one-stop portal Whilst the content will address the Service, the functionality of the smart-tool must provide ease of use Our partnership with Skills Fire & Rescue will ensure the FPF is well hosted and embraces notable practice from other sectors Summary Developing skills safer communities

36 Darran Gunter Chief Fire Officer, Dorset CFOA Lead: L&D Paul Hancock Chief Fire Officer, Cheshire CFOA Lead: Operational Training & RDS Developing skills safer communities