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Staffordshire Fire and Rescue Service – A journey of change webinar, 6 February 2018


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Staffordshire Fire and Rescue Service – A journey of change webinar
Tuesday 6 February 2018

presented by Rebecca (Becci) Bryant, Staffordshire Fire and Rescue Service, Chief Fire Officer/ Chief Executive
hosted by Martin Taylor, Enabling Change SIG Chair

The link to the write up page and resources of this webinar

#apmchange #apmwebinar

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Staffordshire Fire and Rescue Service – A journey of change webinar, 6 February 2018

  1. 1. Staffordshire Fire & Rescue Service – A Journey of Change Martin Taylor & Becci Bryant APM Enabling Change SIG 6th February 2018
  2. 2. Agenda  Introduction  Enabling Change Specific Interest Group (SIG) Overview  Staffordshire Fire & Rescue Service – A Journey of Change  Questions & Answers  SIG Resources  Close
  3. 3. Enabling Change SIG Mission The SIG’s mission is to‘improve the change capability of organisations, teams and individuals’
  4. 4. Themes Practitioner Groups Events, Membership & Communications Methods & Standards Innovation (Collaboration, Research, L&D) Transport PublicServices Change Community – >600 members Enabling Change SIG Utilities Manufacturing
  5. 5. Introduction - Becci Bryant  Becci joined Staffordshire Fire & Rescue Service in 2005 after serving with both Cheshire Fire Service and Bedfordshire and Luton Fire and Rescue Service.  Previously in the role of Deputy Chief Executive.  During recent years Becci has lead the Service through various transformative changes, including a restructure of the management teams, a new crewing model for whole-time stations and changes to the emergency response model  Current responsibilities include providing the strategic leadership for the continued transformation of the Service, along with providing professional support to the Fire and Rescue Authority.
  6. 6. Staffordshire Fire & Rescue Service A Journey of Change Becci Bryant Chief Fire Officer/Chief Executive
  7. 7. Local Context Population circa 1.1m residents, 483,000 households, Service area 1050 mile2, 35 FRS sites 11/12 • 1144 staff • Budget £41.5m • RSG £13.5m • CT £67.64 band D 18/19 • 813 staff • Budget £40.2m • RSG £5.2m • CT band D £73.53 or £73.70 12/13 • 1022 staff • Budget £44.5m • RSG £13.7m • CT £67.64 band D
  8. 8. Culture for people to flourish
  9. 9. Red Lines/Dotted Red Line • No compromises to firefighter safety • No compromises to community safety • Protect as many livelihoods as possible
  10. 10. Systems Thinking Performance Systems Thinking Method Measures Purpose
  11. 11. PlanDo Check
  12. 12. Principles adopted • Inclusive staff approach • Clarity of focus against our organisational purposes • Understand demand and design our service against it • Clear measures which relate to purpose and help maintain our focus • Build on value work and drive out non-value work • Clear evidence driven decision making
  13. 13. The Ground Truth Providing our whole-time response arrangements Crewing appliances 17% accurate: - • 204 shifts were positively crewed (we had too many) • 242 shifts were negatively crewed (we had too few) • 95 shifts were correctly crewed At what cost for an 83% inaccurate system???
  14. 14. The Ground Truth • Providing our Home checks
  15. 15. How did we bake bread?? • Cultural Journey • Financial Challenge • Staff involvement • Representative body involvement • Political engagement • Strategic Cover Review • Community Safety Options 1 & 2 • Service restructure • Strategic team restructure x 3
  16. 16. How did we bake bread?? • FDS rota restructure • Whole-time crewing system • RDS payment scheme • Intelligent led mobilising • Intelligence led prevention targeting • Shared Services • Mobile working • Dragons Den • Departmental Reviews • Three tiers of measures
  17. 17. So what? Community Outcomes All incidents attended Deaths and Injuries Accidental Dwelling Fires 0 5 10 15 20 25 30 35 40 45 0 2000 4000 6000 8000 10000 12000 14000
  18. 18. So what? • Financial outcomes • £8.2m savings to date • Spend financed through internal cash for 8 years • £5m reduction in debt • Independent research • “The research revealed that SFRS maintains an enviable IR climate in which all interested parties continue to work hard, with pragmatism and in the spirit of cooperation towards mutually agreed outcomes around testing workplace issues. This general approach is seldom evident in other parts of the fire service and is to be commended.”
  19. 19. Lessons Learnt • Systems thinking approach has ensured a sustainable way of delivering reform and savings without salami slicing or cancelling discretionary spend. • Changes developed have involved a cross section of staff. • Staff need to understand the challenge in order to contribute. • Outside In purpose. • A system that allows people to cooperate towards a shared purpose (in this case putting out fires, rescuing people and preventing fires) is more effective than a system that encourages people to compete for resources.
  20. 20. Lessons Learnt • Anecdotal evidence is no substitute for getting knowledge. • Targets and RAG reporting create poor behaviour. • Understand what is going on in your system first and only then experiment with it. • Only collect data if it helps you achieve your purpose. • Understanding how to measure is very challenging.
  21. 21. Introduction to Managing Change APM Guide  What is Change Management?  The relationship between P3 and managing change  Overview of approaches to managing change  Key factors in successful change  How do we measure change success?  Considerations for choosing an approach to managing change
  22. 22.  SIG Micro-site  SIG Newsletter  SIG Conference 22nd March 2018  Introduction to Managing Change Guide  Contact the SIG What resources are available
  23. 23. This presentation was delivered at an APM webinar To find out more about upcoming webinars please visit our website