Transforming Human Resources Northern Ireland Fire and Rescue Service David Moore Director of Human Resources 22 November 2018

Agenda About NIFRS HR Directorate - March 2013 Developing Strategy and Managing Risks Progress and successes The next 5 years 2

About NIFRS NIFRS challenges in 2013 Financial constraints The Fire and Rescue Services (Northern Ireland) Order 2006 NDPB – Department of Health NIFRS Board – Chair Ms Carmel McKinney OBE CFRO – Mr Gary Thompson Historic headcount 917 Wholetime Firefighters 994 Retained Firefighters 58 Regional Control Firefighters 260 Support staff Budget circa £73m NIFRS challenges in 2013 Financial constraints Governance issues (inc HR issues at PAC) Historic under investment in support functions and infrastructure People management / formal culture and people processes Organisational disconnects HR role in this context? 3

HR Directorate in 2013 - Review Structure Archaic structure Administrative function Narrow view of HR No DHR for 3 years Task / Customer Strategy Systems / Processes Role of HR? Lacked credibility Lack of trust Limited integration Value add? No strategies in place Major policy and procedure gaps Not aligned to business need – reactive Manual and paper based systems and duplication Management Information Circa 100 outstanding recommendations People Capacity and Capability Limited voice to senior management Morale 4

HR Directorate 2013 - Task/Customer What is HR all about? What do our customers need? Strategic alignment? Board confidence, support and approval? Approach to formulating strategy and managing risk? Mission: “Our business is to support the business to protect our community” Vision: To be recognised by our customers, stakeholders and external bodies as excellent in the delivery of professional and timely HR solutions for NIFRS. 5

Review of Human Resources (Advisory) 6

HR Directorate 2013 Structure & People Fill the bus with people who are better than you are Business integration Professionalise the function Role model for other reviews – ‘hard’ and ‘soft’ Systems and processes Replacement of HR systems New policies and procedures to support culture trying to achieve Improved reporting dashboard Strategy Structures and working practices Workforce planning Performance and competence Culture and engagement HR itself Risks Resourcing - ‘Trust’ Operational Training Facilities Failure to progress legacy issues 7

Progress and successes Strategic objective (5 year strategy to 2020) Progress to date 1. NIFRS has fit for purpose structures and working practices, that enable delivery of our vision and strategic objectives effectively and efficiently All structures reviewed Supporting policies and procedures Clarity and consistency in structural tiers Professionalisation of support functions (260 to c220) Changes to working practices (917-c850) 2. NIFRS is appropriately resourced through effective workforce planning processes that take account of risk both to our staff and the public. All resourcing exercises reviewed and improved 5 year and annual workforce planning process in place Significant progress made towards organisational stability Innovative resourcing solutions 3. Our people are clear as to what is expected of them in their role and that they are well trained, and resourced to ensure they are developed and competent to deliver the tasks they are asked to perform on behalf of NIFRS. Strategy and policy development Dedicated teams for ICS and Q&I New operational training delivery model and new facility MD programmes embedded PMS introduced and TMSP model commencing January 19. 4. NIFRS has a highly engaged and motivated workforce, with a performance and customer orientated culture and an environment which promotes dignity and respect and health and wellbeing and where employees can reach their potential and be recognised for their contribution. Culture shift in Discipline and Grievance Engagement and H&WB strategies in place TMSP model commencing January 19. New purpose and values developed and approved by Board 5. The Human Resources Directorate adds value and delivers tangible benefits to NIFRS and is well respected throughout the organisation and beyond. HR integrated into business - solutions focussed New policy, procedures, systems Removed recommendations CIPD Team of the Year 2018 (Cross Directorate Award) for Wholetime recruitment exercise and Diversity Awards. 8

A Specific Example – Wholetime Recruitment Previous recruitment exercise 2011 Resulted in external reports and recommendations Paper based – 6000 applications Any future exercise would be subject to scrutiny Board confidence, support and approval – assurance, project planning and reporting. Address and remove recommendations Review and change process in partnership with customers (cross functional project team) and stakeholders e.g. ECNI Encourage female participation – come and try days Encourage self selection (5000/12000) Introduce new e-recruitment system On-line assessment – reduce to1200 Equality screen process – particular focus on PAT’s and Fitness. 9

A Specific Example – Wholetime Recruitment Stage No of Candidates entering stage Monitoring Info Entering Stage No progressing  Successful Candidates Application and Initial Shortlist 4910   Protestant: 45% Roman Catholic: 42% Other: 13% Male: 87.7% Female: 12.3% 4908 Protestant: 45.9% Roman Catholic: 44.7% Other: 9.4% Male: 87.1% Female: 12.9% Final Interview 266 Protestant: 46.2% Roman Catholic: 43.6% Other: 10.2% Male: 86.1% Female: 13.9% 169 10

A Specific Example – Wholetime Recruitment Year Test % Male pass rate % Female pass rate 2011 Multi-stage Fitness 83% 25% Practical Aptitude Tests 45% 19% 2017 62.7% 58.9% “The calibre of trainee is excellent and one of my most experienced instructors believes that this is the best group of trainees he has worked with”. AC Rooney 11

The next 5 years Commenced process of strategy formulation in partnership with customers / stakeholders Some big themes: Collaboration Harness benefits of new L&D facilities Embedding new purpose and values Engagement, well being, reward and recognition Attendance management and ill health retirements Maximising ICT opportunities and HR systems development CSR and stakeholder engagement 12