• Reference: 2023/2493
• Question by: Anne Clarke
• Meeting date: 22 June 2023

The LFB Training Plan 2022/2023 outlines the impact of the pensions remedy on the number of staff in the LFB and the skills they hold. What has the LFB has been doing over the past year to manage this issue and to ensure the training plan accounts for any major changes in staff numbers?

• Reference: 2023/2492
• Question by: Anne Clarke
• Meeting date: 22 June 2023

Can you explain what place skills payments have in LFBs plans to recruit and retain members of staff?

• Reference: 2023/2491
• Question by: Anne Clarke
• Meeting date: 22 June 2023

Last year’s LFB budget contained a 2% skills payment for all staff who completed all necessary Marauding Terrorism Attack (MTA) training and holding the MTA response skill. Please provide details of all such skills payments the LFB make.

• Reference: 2023/2490
• Question by: Anne Clarke
• Meeting date: 22 June 2023

The strategy says you will be undertaking a “Organisational Training Needs Analysis [which] enables the Brigade to properly understand the competence gap in the workforce”. Has this been done, what does it show and will you publish the analysis?

• Reference: 2023/2489
• Question by: Anne Clarke
• Meeting date: 22 June 2023

The London Fire Commissioner’s Independent Operational Assurance Adviser made recommendations to ensure operational competence, which the Strategy is due to deliver. Please provide an update on the delivery of those recommendations.

• Reference: 2023/2488
• Question by: Anne Clarke
• Meeting date: 22 June 2023

What plans, if any, does the LFB have to publish an update on how the strategy is being delivered, given it was published over 12 months ago?

• Reference: 2023/2487
• Question by: Anne Clarke
• Meeting date: 22 June 2023

How is the LFB responding to the recommendations made by the “Independent Review of People Services at The London Fire Brigade, By Dr Jenny Simnett” on Streamlining of key HR processes, which are: i) Consolidate activity into ideally one recruitment team; ii) Streamline and automate the recruitment process; create a process map; iii) Prioritise all open positions as high, medium or low; iv) Use more functionality of the Applicant Tracking System to realise more benefits; v) Redesign the EDI training and assessment so it is more effective; vi) Create a one-page checklist for induction and onboarding; vii) To be followed...

• Reference: 2023/2486
• Question by: Anne Clarke
• Meeting date: 22 June 2023

How is the LFB responding to the recommendations made by the “Independent Review of People Services at The London Fire Brigade, By Dr Jenny Simnett” on Bring disconnected IT systems together, add functionality and optimise self service, which are: i) Create a digital strategy covering all HR systems and contract management; ii) Plan and resource iTrent user training, champions or super users, an implementation plan and future development of iTrent; iii) Review all People Services reporting output by analysing each report by purpose, audience, producer, review forum and dependent decisions; iv) Engage with ICT to ensure that People Services is...

• Reference: 2023/2485
• Question by: Anne Clarke
• Meeting date: 22 June 2023

How is the LFB responding to the recommendations made by the “Independent Review of People Services at The London Fire Brigade, By Dr Jenny Simnett” on Consolidate and simplify HR policies, so there are fewer, more accessible and coherent policies, which are: i) A short template, with a one-page process map, FAQs and form to trigger the process; ii) Focus on the most used policies; iii) Separate out grievance from bullying and harassment; iv) Relaunch policies in parallel with line manager training; v) The responsibility for the creation, use and review of policies should sit in a single team.

• Reference: 2023/2484
• Question by: Anne Clarke
• Meeting date: 22 June 2023

How is the LFB responding to the recommendations made by the “Independent Review of People Services at The London Fire Brigade, By Dr Jenny Simnett” on Employee relations case management, which are: i) Clarify the roles of HR Adviser, Line Manager and People Partner in respect of case management on one page to show the different accountabilities; ii) Unblock and accelerate the longest running and most severe ER cases; iii) Develop HR Advisers into generalists on core policies but also with a specialism; iv) Develop 20-minute-long bite-sized learning on issue resolution for both employees and line managers.