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 18 th January to 9 th 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
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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
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