1. FLEXIBLE WORKING IN THE FIRE & RESCUE SERVICE JOHN PARRY DIRECTOR FOR COMMUNITY SAFETY & SHARED SERVICES AND CHIEF FIRE OFFICER

2. Our search for improvement We needed: To move quickly over the ground Best Value not producing the goods An approach that reflected change readiness An understanding of change management

3. First Attempts Improving Best Value process Re-structuring CPA based improvement agenda Efficiency savings strategy

4. Business process re-engineering Sharper cutting edge than best value A rationale process Involvement/incentive/experience Less scope for avoiding difficult decisions

5. That worked but – where now? Good results Efficiency savings Improved levels of service Improved morale But …. Small beer – we needed ‘step change’ The challenge – ramping up impact

6. Change strategies continuum Systems intervention Hard rock / high riskSoft change / low risk Structural changesBPR

7. Decided to do both Expanded BPR further Re-structured the organisation Developing Shared Service Centre (provide generic HR and Finance support to operational areas)

8. Shared Services HRFinanceEnabling Learning and Development Accounts payableAccommodation RecruitmentTaxChange management PayrollInsuranceCommunications Payroll admin/controlPensionsBPR HR case workMoney managementCustomer service HR first line supportManagement accountingTechnology Health & SafetyFinancial accountingBenefits realisation Income and bankingService centre design

9. Progress: SSC Organisation Organisation focus: customer services (via SLAs) Hierarchy: As lean as possible Work teams: designed to reflect process flow for effectiveness + professional standards Culture: continuous improvement/quality (KPIs)

10. Internal communication – directly affected staff Improved shared knowledge Opportunity for career development Continuous, consistent service improvement Being part of a team delivering excellent services More cash reinvested into frontline services More efficient processes A great place to work

11. Governance Arrangements and Engagement with the Project Change Management BoardCommunications Group Programme BoardBriefing Sessions Core Programme LeadMeet Head of Service Programme TeamIntranet site Client GroupTask Groups per project Schools GroupFocus groups Change Management Group

12. Financial overview We expect our investment in the first 2 years will be fully recovered around the end of Year 4 ANNUAL SAVINGS INVESTMENT COSTS GROSS SAVINGS First 2 years Annual thereafter £6m £3m £4m OVER 1 ST 8 YEARS£27m EXTRA OPERATING COSTS First 2 years Annual thereafter £2.3m £1.6m NET ANNUAL SAVINGS£2.4M

13. Lessons we’ve leant Tie in the top team – get ‘real buy in’ Understand the organisation The more fragmented the organisation - the more difficult to obtain collective commitment The more fragmented the organisation – the more resistance Do not under-estimate the degree of concern Communicate – communicate – communicate

14. Challenges to implementation Progress as important as preparation HR concerns – how much disruption Clear top team commitment Resources – 1 programme – 23 projects Change readiness

15. Lessons from implementation If you are going to do it – get on with it! Good premises and kit – tangible reflection of care for people Apply contingency theory – be flexible Don’t underestimate resources required Clear about prime targets / maintain focus Build a strong project team Small problems become big problems – fast!

16. Overall lessons Critical – clear support from top down Don’t assume a knowledge of change strategies Change needs to be driven – does not happen naturally! Clear overall strategy Involving and participation helps Understand the difference between communication and consulting

17. Overall lessons Structural and process – forces change Organisations change around you Change requires a hard edge Preparation for change is unavoidable Don’t expect a soft ride