Joint Public Service Centre Year 1 of the Collaborative Journey. Karen Davies Programme Coordinator

Transcription

1 Joint Public Service Centre Year 1 of the Collaborative Journey Karen Davies Programme Coordinator

2 Programme Coordinator - Year 1 of the Collaboration Journey Background of the project October December Feasibility study January March 2014 Funding arrangements & project governance April June 2014 High level project plan July September 2014 Staff engagement & communication Senior Responsible Officer Top ten tips for collaborative projects

3 Background The Joint Public Service Centre Project (JPSCP) will merge the fire control teams for Mid & West Wales and South Wales Fire & rescue Services and re-locates the new team at the Public Service Centre at South Wales Police Headquarters, Bridgend in April 2016.

4 October December Feasibility study Feasibility study reviewed Performance indicators for emergency & non-emergency calls Number and type of calls received over a 5 year period Number of calls by time of day and days of the week Support provided to other areas of the organisation Current crewing levels and shift patterns Length of service & experience of emergency call handling staff Cost pa of personnel, ICT, other equipment & premises Identifying common ICT systems

5 Lessons learnt and best practice Anticipated benefits to the public in terms of service response improvements, front line staff safety & financial savings Provision of new ways of providing emergency response to the public Incident management relating to small, medium & large scale incidents Police & Fire interoperability Prevention & protection activities ICT systems which could be shared or interfaced to share information & intelligence

6 Feasibility study concluded Project was achievable Investment of 4m with 1m of efficiency savings available from 2016/17 Feasibility team were motivated by the potential opportunities and benefits but also aware of the potential barriers. December 2013 the Chief Officers reviewed the feasibility report, its options, agreed the way forward & requested the team to apply for 3m Invest-to-Save funding to assist with the finance of the project

7 January March 2014 Funding arrangements & project governance January Invest-to-Save funding applied for February March Formal agreement through the Fire & rescue Authorities March Project Team set up, Drafted MOU between 3 Services Explored alternative funding should Invest-to-Save application be unsuccessful Set up governance arrangements

8 WG FA PCC Programme Board Scrutiny Trade Unions Strategic Leadership Group Finance & Legal Staff Engagement KTA 1 Building KTA 2 Staff KTA System KTA 4 ICT Back office KTA 5 BCM KTA 6 Response KTA 7 Transition

9 April June 2014 Invest-to-Save funding application successful MOU signed Project team planning event Reached a shared and common understanding of the look and feel of a Police & Fire control room as at April 2016 and onwards Applied the shared understanding of the project, its key activities to develop and integrated strategic level plan

10

11 Challenges 0.75m revenue savings from the merger of two fire control teams Good relationships with Staff Trade Unions Media Politicians

12 July September Staff Engagement Group Launched

13 Focused on Update on the project Meet the multi-agency team Volunteer to support the work streams Potential future activities Interactive session What must we do to ensure service delivery is not affected What needs to be done before Fire relocate to Public Service Centre Issues of importance to individuals affected by the project How can we improve communications to ensure police & fire are engaged and involved Question & Answer session

14

15 Progress to Date Planning permission for changes to Bridgend site Consultation on Fire Control structure & shift patterns Procurement process for Command & Control system Planning for ICT infrastructure commenced Reviewed All Wales Business Continuity Management Plan Harmonising of procedures and response arrangements ongoing Developed legal & contractual agreements for the life of the project Regular communications briefings and engagement activities for staff & stakeholders Ongoing Trade Union consultation Appointed Head of Joint Control Team

16 Assistant Chief Fire Officer Derek Masson Director of Service Delivery Mid and West Wales Fire and Rescue Service & Senior Responsible Officer (SRO)

17 Senior Responsible Officer (SRO) Top Ten Personal Tips 1.Thinking time 2.Understand the vision 3.Build a good team 4.Set up a structure to deliver complexity 5.Be flexible, adaptable, expect things to change

18 Senior Responsible Officer (SRO) Top Ten Personal Tips 6. Transactional Vs Transformational 7. Brace for the political storm 8. Personal Communications 9. Personal resilience, be a decision taker/maker 10. Personal motivation

19 Senior Responsible Officer (SRO) Top Ten Personal Tips The task of the leader is to get his people from where they are to where they have not been. Henry A. Kissinger I know of no single formula for success. But over the years I have observed that some attributes of leadership are universal and are often about finding ways of encouraging people to combine their efforts, their talents, their insights, their enthusiasm and their inspiration to work together. Queen Elizabeth II

20 Senior Responsible Officer (SRO) Top Ten Personal Tips When you witness chaos, panic and confusion within your team whilst You have remained calm and controlled. You have clearly misunderstood the seriousness of the situation. Derek Masson 11. Emotional Intelligence

21 Diolch