Proposed NFCC Strategic Improvement Model. Geoff Howsego NFCC Sector Improvement and Assurance Committee
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1 Proposed NFCC Strategic Improvement Model Geoff Howsego NFCC Sector Improvement and Assurance Committee
2 NFCC business planning NFCC Strategic Commitments Review, learn and revise Annual Plan Products to help FRS Programmes & Projects
3 Understanding our improvement journey NFCC Strategic Commitments Review, learn and revise Annual Plan Products to help FRS Programmes & Projects
4 Annually we should check. NFCC Strategy and annual plan still fit for purpose? Review, Learn & Revise Whats completed & whats continuing? Will it deliver as planned? Yes continue No review, stop, revise? Consider new drivers and impacts
5 NFCC strategic improvement model Benefits realisation Maintain, measure and review Strategic planning Embed change Identify needs Business change Plan and deliver Programme and committee work
6 Maintain, measure and review Benefits realisation Maintain, measure and review Strategic planning Periodic and dynamic review of content Measuring success benefits realisation Embed change Identify needs Business change transforming practices Business change Plan and deliver Programme and committee work New drivers for change?
7 NFCC strategic improvement model Benefits realisation Maintain, measure and review Strategic planning Embed change Identify needs Business change Plan and deliver Programme and committee work
8 Strategic planning Learning Innovation Efficiency Effectiveness Coordinated programmes and projects Legislation Drivers for change Identify, analyse and map challenges Develop and deliver solutions
9 Current driver What are the challenges? Common themes? National solutions? Gaps?
10 Central coordination do things once Any learning can be analysed Strategic Improvement Analysis Tool Provides data to NFCC Mapped to existing work Helps NFCC identify gaps
11 How does it work? Issues in report extracted Strategic Improvement Analysis Tool Themes identified Mapped to NFCC work Results collated
12 Results: Issues by Improvement theme Resource to Risk Leadership Culture Competency Data & Technology Evaluation Forecasting & Planning Consistency Workforce Reform
13 Issues by NFCC Committee People / Workforce Protection & Business Safety Operations Sector Resources Community Risk Programme Prevention Finance Chair Sector Improvement & Assurance
14 Results: Issues by FRS Function People Protection Risk management planning Response Data Prevention Finance Governance Collaboration
15 People 1 There is not an inclusive and positive working culture in fire and rescue services 2 Barriers to reform and modernise working practices 3 Lack of workforce diversity 4 Leadership behaviour and communication 5 Workforce and succession planning 6 Talent management is not the norm in the fire and rescue services 7 Promotion and selection processes 8 Staff development and appraisal systems not seen as effective 9 Services not managing grievance appropriately 10 Inconsistencies of procedures to understand availability of on call staff 11 Low levels of staff awareness and/or use of staff welfare support services 12 Impact of secondary employment on staff wellbeing and safety
16 Protection 1 Evaluation of protection activities needed 2 Inconsistent policies when responding to unwanted fire signals 3 No consistency in risk definition of high-risk premises 4 Protection teams are not focussed enough on proactive fire safety work 5 Protection teams competence, retention and availability 6 Protection teams not utilising enforcement powers to improve standards of fire safety
17 Response & Risk management planning Response 1 Effectiveness of debriefing smaller incidents varies considerably 2 Inconsistent NOG implementation 3 Not all incident commanders have a sound working knowledge of what is expected of them Risk management planning 1 Quality, quantity and timeliness of IRMPs varies significantly 2 Accurate risk information not available to crews 3 IRMPs are static and not dynamic
18 Prevention and Data/ Digital Prevention 1 Appropriate training and support needs to be provided to uniformed staff delivering prevention interventions 2 Evaluation of prevention activities needed Data 1 Inconsistent approaches to recording staff training, competency and grievance information 2 Transfer of information to staff is impeded due to use of antiquated, unreliable and often paper-based systems 3 Lack of consistent, comparable and good quality data
19 Finance, Governance & Collaboration Finance 1 Commercial activities prioritised over primary duties 2 Lack of forward financial planning and robust data Governance 1 Lack of consistency between operational independence of CFO's compared to Police Chief Constables Collaboration 1 Evaluation of collaborative activities needed
20 NFCC work against challenges People Community Risk Digital & Data
21 Thank you and questions
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