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

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

3. 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

4. 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

5. 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

6. Review of Human Resources (Advisory)6

7. 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

8. 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

9. 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

10. 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: %
Roman Catholic: 42%
Other: %
Male: %
Female: %
4908
Protestant: %
Roman Catholic: 44.7%
Other: %
Male: %
Female: %
Final Interview
266
Protestant: %
Roman Catholic: 43.6%
Other: %
Male: %
Female: %
169 10

11. 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

12. 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