1. FAST TRACK SCHEMES FOR THE FIRE SERVICE James Dalgleish LFEPA

2. Why Fast Track Schemes? Enables FRSs to recruit for future Managers Opens up the Fire Service as a career to a wider audience Speeds up career progression Improves diversity Changes organisational culture Introduces greater competition

3. Objective “To make a qualitative improvement in middle management capability, which breaks down glass ceilings within the service for women and BME and which promotes a specific management culture”

4. Context LFB employs 184 Station Managers Approximately 20 vacancies pa Average L of S to SM – 20.49 years Min L of S – 9 years Above SM there are 86 GMs MM total of 270

5. Diversity Profile As at 30/06/08: 215 women (3.52%) 624 BME (10.46%) At SM and above: 9 women (2.47%) 24 BME (6.27%)

6. Succession Planning Anticipated Leaver rates 08/09 25 SMs – DACs (15 SMs) 09/10 20 SMs – DACs (11SMs) 10/11 21 SMs – DACs (11 SMs)

7. Targeted Development Programme Internal staff only Restricted to Competent Firefighters and above up to Watch Manager level Launched 2006 First cohort ready to progress to MMAC

8. Candidate Profile 144 applicants of whom: 19 women (13%) 44 BME (31%) 17 selected of whom: 7 women (41%) 5 BME (29%)

9. Selected Candidates 8 FFs, 5 CMs and 4 WMs L of S 3 – 21 years Ages between 31 – 40 7 Graduates Previous managerial experience in private, public, voluntary sectors etc.

10. Programme 1. Application & Selection process 3. Individual Targeted Development Plan produced 2. TNA & ‘Development Mapping’ with individual 5. Work placements and assessments Period shadowing Watch Manager & Stn Manager. Period at CS HQ and SD HQ. Shadow Community Engagement officer. Periods in role at operationally & CFS busy stations. Evidencing/360 degree appraisal/assessments Extended Period in specialist roles if applicable. Intensive incident management development through coaching. 4. Development Modules Mix of Crew/Watch Manager modules as appropriate to individual needs Bespoke training courses as appropriate to individual needs 6. Development Modules Further development modules etc as appropriate to needs Further bespoke training courses as appropriate to individual needs Preparation for next assessment centre/process

11. Issues Timing of MM ADC Reward during programme Eligibility for programme

12. Graduate Entry Balanced programme for external candidates ? Eligibility to apply Existing LFB Graduates Other FRS graduates – Retained Other LFEPA Graduates

13. Graduate Entry Other FRS Graduates could apply No LFEPA operational staff eligible Other LFEPA staff could apply This was a point of entry scheme

14. Objectives for GES Similar to TDP in terms of: Enhancing management/leadership quality Progressing high quality staff to MMAC Enhancing career progression for women/BME Changing the middle management culture

15. Marketing Targeted websites Working with graduate associations Graduate fairs and events Identifying graduates from Open Day/Fitness Clinic attendees E-Based recruitment

16. Candidates 268 eligible candidates 46 women 53 BME 14 Selected 6 Women 1 BME

17. Selection Methodology On line application – WM PQA assessed Same tests as TDP but on line (WM PQA based) Structured Interview Workplace Tests Medical/References

18. Programme Standard FF training 18 months on station to complete all bar Unit 9 Follow TDP after competent at FF level Commenced December 2007 – aim is to be ready for MMAC by 2012

19. Issues Eligibility Unit 9 Driving Gaining internal acceptance Age profile – all mature graduates Costs of supernumerary posts/Support

20. Model for Fire Service Nationally Proved there is the market for a scheme with over 20 applicants per vacancy Higher performance in selection process than TDP Aiming at 50% of future SMs being from fast track schemes – could go higher?

21. Lessons to date (1) Don’t leave it too late in academic cycle How to target BME graduates to participate Do we want a level playing field for mature/current students? Build relationships with key Colleges and Alumni Associations

22. Lessons to date (2) Running workplace tests at end of process helped women candidates through process Accidents do happen! – There will be delays in training for some Early integration with workplace – balance between separate and shared identity