1. 26th September 2007 Des Prichard – Human Resource Director
Autumn Conference
26th September 2007
Des Prichard – Human Resource Director

2. HR (Strategic) Committee Regional Representation
CFOA Membership
CFOA BOARD
HR Director
HR (Executive) BOARD
Work Stream Heads
Key Stakeholders
HR (Strategic) Committee
Regional Representation
Equality & Diversity
Strategic HR
Employee relations
Employee Development
Employee Resourcing
Relationship structure

3. CFOA HR communication structure
COSLA, DCLG, LGA, LGEO, NI
Welsh Assembly, Scottish Executive
Centre for Excellence
CFOA Board
HR Strategic Committee
HR Executive Board
HR Director
Scotland
London
Employee development
Employee resourcing NI NE E WM NW SE
Strategic HR
Employee relations EM
Y&H SW
Equality & Diversity
Wales
CFOA HR communication structure
FORA
Community
Membership

4. Current/emerging issues 1 0f 2
Equality & Diversity
Physical fitness standards (Firefit conference)
Centre for excellence
Graduate entry
Review of IPDS
Incident Command qualifications (FRSVSG)
Appointment Process for Brigade Managers

5. Current/emerging issues 2 0f 2
ADC’s
CPD
Diabetes
Working Time Directive
Sickness absence
Consultation on National Framework

6. Conditions of Service Pensions and secondary contracts
Incidents of recent flooding
- New Dimensions & Inter-regional Work

7. National Framework 2006/08 Fire and Rescue Staff Core values
Fairness & Equality
Flexible working
Regional HR strategy
recruitment, learning & development, occupational health, health & safety, sickness/ill health management, discipline

8. National Framework 2006/08 Workforce Development IPDS
National Workforce Learning & Development Strategy
Centre of Excellence
Leadership

9. National Framework 2008/10 Consultation – Proactive discussion
Expected changes in emphasis/priorities of CLG?
Areas of concern for CFOA?
Establishing the key messages from CFOA?

10. Customer Focused Leadership

11. Who is the customer? Stakeholder analysis Environmental awareness
Internal environment
External near and far environments
Environmental awareness
Inward or outward facing organisation
Understanding your business
Opportunities, risks, strengths, & weaknesses
Swot analysis
Who is the customer
Stakeholder analysis
Internal environment, staff, departments, functional teams, directorates, groups, stations
External environment, -
NEAR – public (vulnerable persons), partners (diverse list), local gov, central government, professional associations, Trade union etc
FAR – European union etc
Environmental awareness, -
A leader who understands the effect of the external environment (legislation, government, public opinion, funding, competitors etc)
Opportunities (education, health and crime initiatives – partnership)

12. Delivering public services through effective partnerships
Partner awareness
Role, resources, capabilities
Marketing (Internal and external)
Innovation and creativity (video)
Delivering public services through effective partnerships
Partner awareness – Discuss flooding incident East Dean, Footballing in the community initiative
Marketing – internal and external
Internal – extremely important because for an organisation to be truly customer focussed the culture of the organisation, the core values of the organisation must be such that each interaction with the customer is positive, worth while offers added value and will ensure repeated and sustained engagement.
External – relationship marketing secures healthy relationships which lead to information flow and opportunities for advanced partnership working tailored to delivering customer needs.

13. Customer centred leadership
An adaptable and flexible approach,
Success today doesn’t guarantee success tomorrow (Marks and Spencer, English seaside towns, HMV )
Customer/stakeholder evaluation leading to cultural change programs designed to address customer needs
Adaptable and flexible approach
Marks and Spencer research
English seaside town research
HMV research
Cultural change example would be the shift from intervention to prevention
phillip greens cultural change program research

14. Entrepreneurial Leadership
Empowers staff to deliver the vision
Intelligence led risk takers who venture into new areas
Energise employees leading to improved performance
Take responsibility and learn from mistakes
Take advantage of opportunities to acquire added value (schools initiative, LIFE project)
Entrepreneurial leadership
See attached paper
Transformational leadership

15. Transformational leadership
Linked to long term market share and customer satisfaction
Generates higher commitment to organisation by employees
Effective in bringing about cultural change
Transformational leadership is …

16. Sustainable approach
Shaping the business through leadership to meet the ever changing needs of the customer
Customer focussed leadership isn’t done intermittently but must be continuous if the organisation is to retain effective service delivery. A sustainable approach is important and a leader must be prepared top the shape the business in what ever way is necessary in order to fully respond the needs of the customer.