AGENDA - Cambridgeshire Fire and Rescue ServiceM Loynes, L Nethsingha, K Reynolds, S Rylance, P Sales, M Shellens and J Wisson Four Peterborough City Council Members to be confirmed

FIRE AUTHORITY Thursday, 21st May 2015 14.00 Fire and Rescue Service Headquarters Hinchingbrooke Cottage Brampton Road Huntingdon

AGENDA

1. Election of Chairman (oral) 2. Appointment of Vice-Chairman (oral) 3. Apologies (oral) 4. Minutes – 12th February 2015 (green) 5. Chairman’s Announcements (oral) 6. Declarations of Interest (oral) DECISIONS 7. ICT Shared Services – Options for a Future Structure (white) 8. Treasury Management Policy Amendment - Investments (green) 9. Integrated Risk Management Plan 2015 – 2019 (draft) (white) 10. Fire Authority Five Year Blueprint 2015-2020 and

Corporate Priorities 2015/16 (green)

11. Appointments to Committees and Outside Bodies (to be tabled)

INFORMATION 12. Fire and Rescue Service Insurance Consortium Pooling (white) 13. Local Pension Board - Update (green) 14. Water Carrier Relocation (white) 15. Minutes of the Overview and Scrutiny Committee on 26th March

2015 (green)

16. Exclusion of Press and Public

To resolve that the press and public be excluded from the meeting for the following item of business on the grounds that it contains exempt information under Paragraph 1 of Part 1 of Schedule 12A of the Local Government Act 1972, as amended, and that it would not be in the public interest for this information to be disclosed (information relating to any individual)

(oral)

CONFIDENTIAL ITEM 17. Senior Uniform Posts and Associated Structural Arrangements (orange)

Membership of the Authority comprises:

Councillors B Ashwood, Sir P Brown, R Butcher, S Bywater, B Chapman, D Giles, M Loynes, L Nethsingha, K Reynolds, S Rylance, P Sales, M Shellens and J Wisson

Four Peterborough City Council Members to be confirmed

The Fire Authority is committed to open government and the public are welcome to attend from 2.00p.m.

It supports the principle of transparency and encourages filming, recording and taking photographs at meetings that are open to the public. It also welcomes the use of social networking and

micro-blogging websites (such as Twitter and Facebook) to communicate with people about what is happening, as it happens. These arrangements operate in accordance with a protocol which can be

accessed via the following link below or made available on request.

Public speaking on the agenda items above is encouraged. Speakers must register their intention to speak by contacting the Democratic Services Officer at least three working days before the meeting.

Full details of the public speaking scheme for the Fire Authority is available at http://www.cambsfire.gov.uk/fireauthority/fa_meetings.php

For more information about this meeting, including access arrangements and facilities for people with

disabilities, please contact Dawn Cave on Cambridge (01223) 699178 or by email at [email protected]

This agenda is printed on recycled paper

http://www.cambsfire.gov.uk/fireauthority/fa_meetings.php

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CAMBRIDGESHIRE AND PETERBOROUGH FIRE AUTHORITY - MINUTES Date: Thursday, 12th February 2015 Time: 14.00hrs – 15.25hrs Place: Fire and Rescue Service Headquarters, Hinchingbrooke Cottage, Brampton Road,

Huntingdon Present: Cambridgeshire County Council

Councillors B Ashwood, P Brown, R Butcher, S Bywater, B Chapman, M Loynes, L Nethsingha, S Rylance, P Sales, M Shellens, M Smith and J Wisson Peterborough City Council Councillors S Allen, M Jamil, J Peach and C Swift

Officers R Hylton, N Newberry, M Rowe, G Stagg, C Strickland, G Taylor and M Warren Present: 91. APOLOGIES

Apologies were received from Councillor D Giles. 92. MINUTES – 9TH OCTOBER 2014

The minutes of the Fire Authority meeting held on 9th October 2014 were approved as a correct record and signed by the Chairman.

93. CHAIRMAN’S ANNOUNCEMENTS The Chairman informed the Authority of two recent events. Her Royal Highness The Princess Royal had officially opened the redeveloped Parkside Fire Station on 21 January 2015. The Chairman had officially opened the new Burwell Fire Station on 24 November 2014. The Chairman thanked all those involved in making both official openings a success.

94. DECLARATIONS OF INTEREST No declarations of interest were made under the Code of Conduct.

95. FIRE AUTHORITY BUDGET 2015/16

The Fire Authority considered a report on its budget requirement, precept for council tax from billing authorities and the council tax for each band of property based on the number of notified Band D properties. A revised Budget Book 2015/16, which reflected the final tax base from collecting authorities, was tabled at the meeting and had also been published on the Fire Authority’s website. The Resources Committee had considered the draft budget twice and had recommended it to the Fire Authority at its last meeting. Attention was drawn to the fact that it was

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proposed to accept the Council Tax Freeze grant. The Director of Resources reported that it was assumed that this grant would be built into the Authority’s base budget for the duration of the parliament. It was noted that Budget Holder Savings of £734k would be used to offset the loss of Government grant. Pay awards for employees were forecast at 0-1%.

Individual members of the Authority queried:

whether the reduction in demand for the Service could provide an opportunity in the future to reduce the council tax element of the budget. The Director of Resources explained that he could not see this happening. It was likely that future Government reductions in funding would result in the need to increase council tax as detailed in the projections on page 4 of the Budget Book. The Chief Fire Officer added that there was a debate to be had as to whether the service was a demand led or risk led organisation. At the moment it was based on risk so it was important to maintain the current number of employees.

whether the Council Tax Freeze grant would be built into the Authority’s base budget. The Director of Resources reminded the Authority that last year’s grant had been built into the base budget and there were indications that the same procedure would apply to this year’s grant. However, it was important to bear in mind the impact of a change of Government on this process.

why the budget for IT & Communications on page 20 of the Budget Book was not decreasing. The Director of Resources informed the Authority that the Service now had a replacement programme so was effectively trying to catch up. It was being proactive by budgeting for constant refreshment in order to stay on top of technology. In response, Members queried whether the budget was adequate. It was acknowledged that there was an element of guess work but these figures were the maximum level reflecting investment to date. The Chief Fire Officer reminded the Authority that the Service was more reliant on ICT in order to achieve greater efficiencies. He would therefore expect the demand on this budget to rise.

the funding of the capital programme from revenue reserves rather than borrowing. The Director of Resources reported that the General Reserve was £2.6m, which was over 7% of the Authority’s revenue budget. There was also a pension reserve of £900k and other earmarked reserves. It was noted that this strategy was currently prudent. However, it would need to be kept under review. Members were informed that it was proposed to invest capital funding in infrastructure in order to reduce the burden on maintenance.

what would happen to the funding from any possible sale of Headquarters. It was noted that it would be a capital receipt to be used to invest in the purchase of another site.

It was resolved unanimously:

(i) That approval be given to a Fire Authority budget requirement of £28,533,970.

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(ii) That approval be given to a recommended Fire Authority precept for Authority Tax from District Authorities and Peterborough City Authority of £17,086,210.

(iii) That approval be given to an Authority Tax for each band of property, based on

the number band D equivalent properties notified to the Fire Authority by the District Authorities and Peterborough City Authority (265,892):

Band Authority Tax

Band Authority Tax

A £42.84 E £78.54

B £49.98 F £92.82

C £57.12 G £107.10

D £64.26 H £128.52

(iv) That approval be given to the Prudential and Treasury Indicators as set out on

page 9 of the report.

(v) That approval be given to the Treasury Management Strategy Statement on pages 8 to 13 of the report.

(vi) That approval be given to the Capital Programme detailed at page 6 of the report.

(vii) That approval be given to the MRP Policy Statement detailed at page 14 of the

report.

96. DRAFT PAY POLICY STATEMENT 2015/16

The Fire Authority considered the draft Pay Policy Statement for 2015/16. Members were reminded that the Localism Act 2011 placed a duty on Fire Authorities to produce a Pay Policy Statement. The Director of Resources explained that the Pay Policy had been reviewed and strengthened in line with recommendations made following the Member-Led Review of Pay Policy. Members were informed that there would be changes to the Pension Scheme. However, it was not clear what the employer contribution would be but it was expected to not been too far away from the current contribution of 21.3%. Members queried when the review of Principal Officer pay would next be undertaken. The Chief Fire Officer reported that it was currently ongoing following a discussion at Appointments Committee. The Director of Resources was in the middle of conducting some research.

It was resolved unanimously to:

- approve the pay policy attached at Appendix 1 to the report.

97. PROCUREMENT REGULATIONS – CHANGES TO STANDING ORDERS AND

FINANCIAL REGULATIONS The Fire Authority received a report proposing a change in standing orders to ensure compliance with the revised procurement regulations. The European Union had agreed new procurement directives for implementation by its member states. The key changes

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were designed to simplify the procurement routes, making contracts more accessible for business, particularly small and medium sized enterprises (SMEs). Although, each member state had two years to implement these directives, the Government was proposing that they should be implemented on 26 February 2015. During discussion, Members queried whether the Service made a written record of an oral contract quote with a value up to £5k. The Director of Resources confirmed that every oral quote was followed up with a written record. The contractor was also required to sign a contract. Members raised two typographical errors in relation to £15,001 rather than £15,002 on page 2 and most instead of “must” on page 3 of the report. It was resolved unanimously to:

- approve the proposed changes to ensure that the Service was compliant with the

new regulations.

98. REVIEW OF SERVICE COMPLAINTS POLICY AND PROCEDURE

The Fire Authority received a report detailing an overview of a refreshed complaints policy and procedure. During discussion, it was noted that the Service had received 20 complaints in 2014/15 with many of them related to driving issues. All the complaints had been investigated in full with some being upheld. Members raised the need to consider in tandem positive representations where recorded. It was noted that these representations were recorded in “Sharp End News”. However, Members felt that they should also be reported to the Fire Authority. One Member highlighted the fact that anonymous complaints would not be processed. The Chief Fire Officer reported that the Service would investigate these complaints if it was required and obliged to do so. Lessons would also be learnt on a case by case basis. Members queried whether the commitment to acknowledge receipt of complaints within 2 working days was too onerous. The Chief Fire Officer acknowledged that it was difficult but it was also important to the Service to respond to the public as soon as possible. It was resolved unanimously to: - approve the revised policy and procedure at Appendices 1 and 2 respectively.

99. REVIEW OF RECRUITMENT AND SELECTION POLICY

The Fire Authority received a report detailing an overview of the revised Recruitment and Selection Policy. Policy Committee had reviewed the policy at its last meeting and a number of changes had been incorporated. During discussion, Members raised the need to incorporate Control within the policy. There was also a need to be clear that an offer was conditional upon receiving

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satisfactory medical clearance. It was noted that the closing date was normally based on a 2 week period from the last posted advertisement. One Member queried why there was no reference to applicants needing five GCSEs. It was noted that the policy did not go into specific detail about the requirements of each recruitment. It was resolved unanimously to approve the new policy.

100. WORKFORCE DEVELOPMENT STRATEGY 2014-2019

The Fire Authority received a report detailing the Workforce Development Strategy for 2014-2019. Attention was drawn to the background to the development of the strategy. Members were informed that there would be an action plan associated with the strategy. During discussion, Members queried how the Service would “anticipate change” as detailed on page 1 of the strategy. It was acknowledged that change was inevitable. The Service could go some way to anticipating it by using information from networks, demography and identified budget pressures. It was important that the Service tried to anticipate change if it could. Members highlighted the need to change “continue to grow” to develop. They also raised the need to reflect those members of the workforce who had advanced as far as they could go but were still valued. Councillor Shellens offered to provide the Service with some appropriate wording. It was resolved unanimously to: - approve the Workforce Development Strategy 2014-2019 attached as Appendix 1.

101. FIREFIGHTER PENSION SCHEME – ADMINISTRATION ARRANGEMENTS

The Fire Authority received an update on the Firefighters’ Pension Scheme, the implementation of a local Pension Board and the proposed response to the consultation on the transitional arrangements for the new and amended Firefighter Pension Schemes. Attention was drawn to the transitional arrangements for the new Firefighter Pension Scheme 2015. The Director of Resources reported that he had prepared the consultation response on the basis of whether the statements were factually correct as answering the questions would not materially change the proposal. It was noted that there had not been a significant change to protection within the last ten years of service. Transitional protection would not affect many Firefighters. The Government had simplified ill-health injury provision in the scheme. Members were advised of the proposed governance arrangements for local Pension Boards, which had a greater focus on transparency. It was noted that the proposals were unclear. At the moment an Authority member would not be able sit on the Board as all members were responsible for making pension board decision. It was therefore proposed that members adopt the principal of the board in order to meet the deadline of 1 April 2015 and task the Director of Resources to establish a detailed terms of reference to be shared with the Chairman of the Authority.

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Members expressed their disappointment that Fire Authorities had been instructed by Government to establish another level of bureaucracy which would actually cost them money to administer. They welcomed work being progressed by the Local Government Association, which had been proactive in appointing a Central Pensions Adviser to work on this issue on behalf of Fire and Rescue Services. The Authority asked the Chairman to write a letter on its behalf, to attach to the consultation response, highlighting how pointless this legislation was in relation to Fire and Rescue Services. It was resolved unanimously to: - note the position regarding the new Firefighter Pension Scheme; - approve the arrangement for implementation of a local Pension Board as set out in

Paragraph 5.3; and - approve the proposed response to consultation on transitional arrangements.

102. REVIEW OF CAMBRIDGESHIRE AND PETERBOROUGH FIRE AUTHORITY

COMPLIANCE WITH FIRE AND RESCUE NATIONAL FRAMEWORK FOR ENGLAND

The Fire Authority received a report detailing the findings and recommendations of the review group on Cambridgeshire and Peterborough Fire Authority’s compliance with the Fire and Rescue National Framework. The Chairman of the Review Group (Councillor Butcher) presented the reported. He thanked the other member of the group Councillor Bywater and Tracy Raby, Scrutiny Officer. He drew attention to the conclusion detailed in the report. Councillor Bywater highlighted the gap analysis at 5.6.4 and in particular the fact that it was not clear how any identified gaps would be reported to the Strategic Resilience Board (SRB). It was noted that the SRB had not yet met so it was not clear who would be involved. He also raised the need for Members to receive feedback on training to deal with major incidents. The Chief Fire Officer reported that this was the role of the Local Resilience Forum of which he had just been appointed Chairman. A new governance structure and more Programme Management had been proposed for the Forum. It was hoped that Members would see a far more engaging and governed process, which would include providing feedback to Members. It was acknowledged that “DFA” in Section 6.2.1 should be changed to CFA. It was resolved unanimously to: - accept the findings and approve the recommendations of the review group.

103. REVIEW OF BUSINESS CONTINUITY ARRANGEMENTS FOR INDUSTRIAL ACTION

The Fire Authority received a report detailing the findings and recommendations of the review group on the effectiveness, to date, of Cambridgeshire and Peterborough Fire Authority’s business continuity arrangements for industrial action. The Chairman of the Review Group (Councillor Butcher) presented the reported. He thanked the other member of the group Councillor Bywater and Tracy Raby, Scrutiny Officer. He drew attention to the review objectives and the conclusion detailed in the report.

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Councillors Butcher and Bywater acknowledged the professionalism of both those taking industrial action, and those providing resilience cover under what were understandably difficult circumstances. Members commented that this situation was not of the Authority’s making but had cost it £300k, which could have been used elsewhere. One Member highlighted the need to explain the acronyms ERD and ORH. It was noted that ORH were consultants in emergency planning. He also queried the loss of funding in cash terms and was informed that it was around £80k. The Chairman invited the Chief Fire Officer to update the Authority on the strike action. Members were informed that the Fire Brigades Union (FBU) had conducted a successful campaign to support Early Day Motion 454 in the House of Commons in order to oppose the introduction of the new pension regulations for the proposed 2015 pension scheme for England. The Fire Minister had made a statement guaranteeing protections for older workers would be bound by law and would mean that no firefighters over the age of 55 would lose their jobs for losing fitness through no fault of their own. The FBU had then written to Fire Authorities to ask them to change their policies in order to operate this guarantee. The Authorities had sought legal advice which had confirmed that their discretion could not be fettered. Therefore the guarantee did not exist unless the regulations were changed. The FBU had recalled a conference in order to call another 24-hour strike. It was resolved unanimously to: - accept the findings and approve the recommendations of the review group.

104. REVIEW OF PERFORMANCE OF MULTISTARS ONE YEAR POST

RE-INTRODUCTION INTO SERVICE

The Fire Authority received a report detailing the findings and recommendations of the review group on the performance of the Multistars one year post re-introduction into service. The Chairman of the Review Group (Councillor Butcher) presented the reported. He thanked the other member of the group Councillor Bywater and Tracy Raby, Scrutiny Officer. He drew attention to the fact that a review had been conducted in October 2013, and the conclusion of the new review detailed in the report. Members thanked the Scrutiny Officer for providing case studies of what the Multistars could do. One Member reported that Peterborough members of the Authority had visited Dogsthorpe and Stanground Fire Stations and been informed that the Multistars were now more than satisfactory. Members welcomed the fact that the crews now had sufficient experience to enable then to deal with any faults and failures which might occur. It was acknowledged that the turntable ladders at Dogsthorpe and Cambridge would now be removed from service. It was queried whether a risk assessment would be carried out beforehand. The Chief Fire Officer reminded Members that a risk assessment had been carried out in 2011 before substantial problems with the Multistars had been identified. It had been agreed that the turntable ladders would be removed following the return of the Multistars and their consistent operation for 12 months. The Multistars had now been in consistent operation for nearly two years. The two turntable ladders which were past operational life would now be removed and not replaced. The Service would try to sell them but it was unlikely to achieve a high price.

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One Member raised the need to explain acronyms in full. It was resolved unanimously to: - accept the findings and approve the recommendations of the review group.

105. CONSTITUTIONAL CHANGES – JOINT RESOURCES AND POLICY COMMITTEE

The Fire Authority received a report detailing the creation of a Policy and Resources Committee in place of the two existing Policy and Resources Committees. Members were reminded that the request to disband the separate Resources and Policy Committees and replace them with a new joint committee had come from the Resources Committee. To reinforce the request, the Policy Committee had been cancelled on 18 December due to a lack of business. It was proposed that the new Committee should comprise 9 members with a quorum of 3. Attention was drawn to Section 5.3 relating to political balance and the proposal to allocate places as set out in 5.1. Members were informed that the new Committee would be able to determine two matters detailed in the terms of reference at (ii) and (iii) without the need for Fire Authority approval. Members queried what else the Committee could decide in its own right. The Monitoring Officer confirmed that other matters were included in the delegation scheme. It was suggested that a short statement should be included in the terms of reference. One Member commented that this proposal should not be seen as lack of interest from the Authority. It was resolved unanimously to:

- disband the Policy Committee and the Resources Committee and to replace them

with a new Policy and Resources Committee as from the start of the new municipal year.

- agree the composition of the Policy and Resources Committee, its quorum and the

allocation of seats to the political groups as set out in paragraph 5 of the report.

- approve the terms of reference of the Policy and Resources Committee as set out in Appendix 1 to the report.

- agree to a Special Responsibility Allowance being allocated to the Chairman of the

Policy and Resources Committee as set out in paragraph 6 of the report.

- authorise the Monitoring Officer to make the appropriate changes to the Terms of Reference of Committees, the Standing Orders as to Meetings and the Members’ Allowance Scheme to reflect these changes.

106. APPOINTMENTS TO COMMITTEES AND OUTSIDE BODIES

The Fire Authority agreed the appointments to Committees and Outside Bodies attached as Appendix 1 to the minutes. It was noted that a revised list reflecting the new Policy and Resources Committee would be circulated to Group Leaders before the May meeting.

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107. OPERATIONAL ASSESSMENT AND RESULTING ACTION PLAN AND EQUALITY ASSESSMENT FOR INFORMATION

The Fire Authority received a report detailing the outcome of the Operational Assessment, (OpA), and the resulting Action Plan, and an overview of the Equality Assessment. Members were informed that the Service was working with the Local Government Association to understand the amount of work involved in relation to the Equality Assessment, and would share that information when available with Members. Members queried the requirement for firefighters to have five GCSEs. It was noted that this only applied to whole-time firefighters. Members were informed that the job of a firefighter was now more technical and therefore it was reasonable to expect new recruits to have GCSE Maths and English. The qualifications had also provided a filter reducing the number of applicants from thousands to hundreds. All applicants including on-call firefighters needed to achieve the standard. The Service was currently considering ways of supporting on-call firefighters to achieve the qualifications. It was resolved unanimously to: - note the contents of the reports together with the Operational Action Plan.

108. MINUTES OF THE OVERVIEW AND SCRUTINY COMMITTEE ON 15TH JANUARY

2015 The Fire Authority noted the minutes of the Overview and Scrutiny Committee meeting held on 15th January 2015. Members were informed that the multi agency exercises as detailed on page 2 had not yet taken place.

109. MINUTES OF THE POLICY COMMITTEE ON 29TH JANUARY 2015 The Fire Authority noted the minutes of the Policy Committee meeting held on 29th January 2015.

110. MINUTES OF THE RESOURCES COMMITTEE ON 18TH DECEMBER 2014 AND 28TH

JANUARY 2015 The Fire Authority noted the minutes of the Resources Committee meetings held on 18th December 2014 and 28th January 2015. In response to query regarding the need for smaller vehicles due to the narrow build of the estate roads on page 2 of the minutes of the meeting on 18th December, the Chief Fire Officer reported that the current specification of roads on new estates was fine.

CHAIRMAN

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Appendix 1 APPOINTMENTS TO COMMITTEES, OUTSIDE ORGANISATIONS AND OTHER BODIES POLICY COMMITTEE (8 members)

SIR PETER BROWN C

BARRY CHAPMAN C

MANDY SMITH C

MERVYN LOYNES C

MIKE SHELLENS LD

PAUL SALES L

SANDRA RYLANCE UKIP

DEREK GILES Ind.

RESOURCES COMMITTEE (8 members)

SIR PETER BROWN C

BARRY CHAPMAN C

MANDY SMITH C

MERVYN LOYNES C

LUCY NETHSINGHA LD

PAUL SALES L

SANDRA RYLANCE UKIP

DEREK GILES Ind.

OVERVIEW AND SCRUTINY COMMITTEE (8 members not to be appointed to the Policy and Resources Committees)

SUE ALLEN C

RALPH BUTCHER C

JOHN PEACH C

JULIE WISSON C

BARBARA ASHWOOD LD

MOHAMMED JAMIL L

SIMON BYWATER UKIP

CHARLES SWIFT Ind.

APPOINTMENTS COMMITTEE (7 members)

SIR PETER BROWN C

JOHN PEACH C

MANDY SMITH C

LUCY NETHSINGHA LD

MOHAMMED JAMIL L

SIMON BYWATER UKIP

CHARLES SWIFT Ind.

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PERFORMANCE REVIEW COMMITTEE (3 Members + 2 Substitutes)

SIR PETER BROWN C

JOHN PEACH C

LUCY NETHSINGHA LD

JULIE WISSON C Substitute

MIKE SHELLENS LD Substitute

APPEALS (PENSIONS) COMMITTEE (3 Members + 2 Substitutes)

CHARLES SWIFT IND

JULIE WISSON C

MIKE SHELLENS LD

DEREK GILES IND Substitute

BARBARA ASHWOOD LD Substitute

FIRE AUTHORITY DISCIPLINE COMMITTEE (3 Members + 2 Substitutes)

SANDRA RYLANCE UKIP

JULIE WISSON C

BARBARA ASHWOOD LD

RALPH BUTCHER C Substitute

LUCY NETHSINGHA LD Substitute

FIRE AUTHORITY APPEALS COMMITTEE (3 Members + 2 Substitutes)

PAUL SALES L

BARRY CHAPMAN C

LUCY NETHSINGHA LD

RALPH BUTCHER C Substitute

MIKE SHELLENS LD Substitute

JOINT CONSULTATIVE COMMITTEE (7 Members + 6 Employee Representatives) [Not subject to proportionality]

Fire Authority Members (7)

SIR PETER BROWN [CHAIRMAN] C

JOHN PEACH [VICE-CHAIRMAN] C

JULIE WISSON C

LUCY NETHSINGHA LD

SIMON BYWATER UKIP

PAUL SALES L

CHARLES SWIFT Ind.

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LOCAL STRATEGIC PARTNERSHIPS [Not subject to proportionality]

Cambridgeshire Together No Longer meets

Greater Peterborough Partnership Vice-Chairman C

CRIME AND DISORDER REDUCTION PARTNERSHIPS/ COMMUNITY SAFETY PARTNERSHIPS [Not subject to proportionality]

Cambridge City LUCY NETHSINGHA LD

East Cambridgeshire MERVYN LOYNES C

Fenland RALPH BUTCHER C

Huntingdonshire SIR PETER BROWN C

South Cambridgeshire MANDY SMITH C

Peterborough MOHAMMED JAMIL L

OTHER PARTNERSHIP BODIES [Not subject to proportionality]

Cambridgeshire Children’s Trust BARRY CHAPMAN C

Cambridgeshire Children’s Trust Substitute BARBARA ASHWOOD

LD

PROGRAMME MANAGEMENT BOARDS (TYPE 3 PROJECTS)

[Not subject to proportionality – current representatives listed]

Project Member

Business Development Programme Board SIR PETER BROWN

Combined Fire Control Project SIR PETER BROWN

Burwell and Swaffham Stations Project JULIA WISSON

Security & Access Control Project SIMON BYWATER

On-call Appliance Review Project SIR PETER BROWN

Relocation of Service Headquarters Project JULIE WISSON

PSN COCO Compliance Project MOHAMMED JAMIL

Asset Management Software Project BARRY CHAPMAN

MEMBER CHAMPIONS/LEAD MEMBERS [Not subject to proportionality – current representatives listed]

Equality and Inclusion SIR PETER BROWN

Health and Safety Committee SIMON BYWATER

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LOCAL GOVERNMENT ASSOCIATION

SIR PETER BROWN Voting member C

JOHN PEACH C

LUCY NETHSINGHA LD

LOCAL GOVERNMENT ASSOCIATION FIRE SERVICES FORUM

SIR PETER BROWN C

EAST OF ENGLAND FIRE FORUM (1 MEMBER)

SIR PETER BROWN C

Substitute JOHN PEACH C

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Agenda Item No.7 TO: Cambridgeshire and Peterborough Fire Authority FROM: Director of Resources DATE: 21 May 2015

ICT SHARED SERVICES – OPTIONS FOR A FUTURE STRUCTURE 1. Purpose 1.1 To provide the Fire Authority with an options report on the possible structures for

delivering shared services in the future and recommend a preferred option to investigate in greater detail.

2. Recommendations 2.1 The Authority is asked to:

note the options report at Appendix 1;

approve that the Director of Resources can further investigate establishing a shared service company, that is limited by shares, with the view for bringing back a final proposal to the October 2015 Fire Authority.

3. Risk Assessment 3.1 Political – there is a strong push from central government for public services to

become more efficient; this includes the sharing of certain functions. 3.2 Economic – the continued financial uncertainty requires the Authority to be more

innovative in the way it delivers its services both internally and externally. Collaboration and sharing of functions represents an opportunity to provide an equal or improved service at a potentially reduced cost.

4. Background and Progress to Date 4.1 In February 2013, the authorities of Cambridgeshire and Bedfordshire approved the

establishment of a shared service ICT function. This function, backed by a legal agreement, went live in September 2013.

4.2 The focus over the last 18 months has been on recruiting and establishing the ‘one

team’ and implementing common systems of operation. The challenges for the team have been significant, particularly with demand remaining extremely high.

4.3 The majority of the team are based in Cambourne Community Fire and Rescue

Station, with a number of other team members providing mobile support. Overall,

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the service delivered has improved but there are still many challenges to overcome in improving the service and the technology.

5. Why Change from Current Position 5.1 Model 1 in the options report highlights the key constraint on the current operating

model, in that each Authority employs its own staff. This results in complications owing to staff within the ‘one team’ having different terms and conditions.

5.2 In addition, the function is still treated as an internal function and both organisations

are treating the resource as their own and expecting instant responses, when in reality the workloads require prioritisation across two organisations.

5.3 The recommendation is to move to a company model, where both Authorities will

create a company that is owned equally by the two Authorities. The company will then have a contractual relationship with both organisations to deliver an ICT shared service. The change in this relationship will mean that if the resource does not exist or further investment is required to deliver the project, the commissioning Authority will have to pay for it.

6. Next Steps 6.1 The recommendation is to further investigate how such a company will operate,

particularly in relation to financing and transferring of employees into the company. It is proposed that this study takes place over the summer months and a paper detailing the findings and a recommended course of action presented to the Fire Authority in October 2015.

BIBLIOGRAPHY

Source Documents

Location

Contact Officer

Shared Service Source Documents

Hinchingbrooke Cottage Brampton Road Huntingdon

Matthew Warren 01480 444619 [email protected]

mailto:[email protected]

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Appendix 1

OPTIONS REPORT - PROPOSED ICT SHARED SERVICES with BEDFORDSHIRE FIRE AND RESCUE AUTHORITY

Background Cambridgeshire and Peterborough Fire Authority (“CPFA”) has instructed LGSS Law to consider the possible models available for delivery of a shared ICT service with Bedfordshire Fire and Rescue Authority (“BFRA”). One of the key drivers for this project is to encourage ICT staff to work together more effectively to provide a comprehensive ICT service to the founding authorities and potentially other fire and rescue authorities (“FRAs”) in the future. At present, it is not believed that the shared service arrangement goes far enough to promote integrated working between CPFA and BFRA. It is hoped that in exploring the different structures available for shared service provision, CPFA and BFRA will find a solution which enables them to provide integrated, efficient and cost-effective ICT services across the two authorities. It is also hoped that further down the line CPFA and BFRA may be able to share the provision of other ‘back office’ services and even provide these to other FRAs. Purpose of this Report The purpose of this report is to provide CPFA with a high level review of the possible structures which could be utilised in order to establish a shared ICT service with BFRA. This report considers the advantages and disadvantages and the implications under the public procurement regime for each suggested model. The report also highlights some of the key issues that CPFA needs to be considering at this stage in looking at the options available to it for sharing services with BFRA. Analysis of Possible Structures for Delivery There are three models which could be used for delivering a shared ICT service with BFRA; they are;

(1) entering into a form of collaboration/partnership arrangement with BFRA,

(2) a Lead Authority model,

(3) establishing a separate legal entity through which to deliver the services.

We have provided below an overview of how each model would be structured and the advantages and disadvantages of each. Note that this report assumes that CPFA and BFRA intend to continue to provide the ICT service internally and are not considering outsourcing ICT services to a private sector/third party provider. It also assumes that the only shared services being considered relate to corporate support services rather than any key functions of either authority. Model 1: Collaborative/Partnership Arrangements

A legally binding collaboration or partnership agreement could be entered into between CRFA and BFRA. This contractual document would set out the roles and responsibilities of each authority in relation to the provision of a shared ICT service as well as allocating the

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risk and liabilities between them and specifying the financial and resources contributions both authorities would be expected to make.

In this model, CPFA and BFRA would ultimately retain control of their own ICT services and staff and no separate legal entity would be established for the provision of the services. This model is already familiar to CPFA and BFRA as they have an existing shared service arrangement in place for the ICT services.

If CPFA and BFRA choose to enter a contract such as this, the arrangement may be subject to the public procurement regime under the Public Contract Regulations 2015 unless certain conditions (set out in regulation 12(7)) are satisfied which take the contract outside of the scope of the procurement regime. In essence, the conditions aim to ensure that the arrangement between the authorities is carried out in the genuine spirit of collaboration. The conditions are;

1. the contract must establish or implement a co-operation between the participating contracting authorities with the aim of ensuring that public services they have to perform are provided with a view to achieving objectives they have in common,

2. the implementation of that co-operation is governed solely by considerations relating to the public interest,

3. the participating contracting authorities perform on the open market less than 20% of the activities concerned by the co-operation.

The advantages and disadvantages of this model are summarised as follows.

Advantages Disadvantages

Flexible

Relatively straight forward and few costs involved in putting arrangements in place.

Each FRA could ultimately remain in control of

the services and staff could remain employed by their originating FRA.

If the arrangement comes to an end, arguably, this structure is easy to ‘unpick’.

This model is already currently being used by CPFA and BFRA for the delivery of ICT services and is not felt to be effective.

As staff are still employed by the respective authorities, this model does not necessarily lend itself to seamless and joined-up working.

The public procurement regime could apply to this arrangement unless it can be brought within the conditions in regulation 12(7) Public Contract Regulations 2015 (set out above).

No separate legal entity has been created therefore careful thought will need to be given to how any shared equipment/services are to be procured and which authority will be responsible for it.

Without a formal company structure, there will be limitations under legislation on the FRAs power to trade.

This model does not lend itself to future partnerships with other FRAs.

Model 2: Lead Authority Model Either CPFA or BFRA could agree to take on the role of lead authority for the provision of ICT services. This would entail a delegation and transfer by one authority to the other of all its ICT functions which is likely to include a transfer of staff under the Transfer of

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Undertakings (Protection of Employment) Regulations 2006 (“TUPE”). A legal binding agreement (most likely a partnership agreement) would be entered for the lead authority to provide ICT services back to the other authority. This agreement would need to detail how the transfer of the services and staff to the lead authority would be dealt with as well as covering the provision of the services back to the other authority, the charges and the agreed service levels. As for Model 1, no separate legal entity would be established for the provision of the services. This option may help with staff cohesion in that the staff would all be employed by a single authority. However one authority would have to be content with placing responsibility for the entire ICT service into the hands of another authority and the lead authority would have to accept such responsibility. This could be a politically sensitive issue. The arrangement would also need to be operated in such a way so as to demonstrate genuine collaboration between the two authorities to ensure it falls within the exemption under regulation 12(7) Public Contract Regulation 2015 as described for Model 1.



ICT service provided by a lead authority with all staff employed by the one authority. This may assist with the management of the service and the staff.

No need to set up a separate legal entity.

The transferring staff would transfer on their existing terms and conditions which may be different to those of the lead authority. Additional employment law advice would be required to discuss any future changes to the transferring employees terms and conditions (see further TUPE section in this report).

The public procurement regime could apply to this arrangement unless it can be brought within the conditions in regulation 12(7) Public Contract Regulations 2015 (set out in Model 1 above).

Without a formal company structure, there will be limitations under legislation on the FRAs power to trade.

No separate legal entity has been created therefore careful thought will need to be given to how any shared equipment/services are to be procured and which authority will be responsible for it.

This model does not lend itself to future partnerships with other FRAs.

This structure may be more complex to reverse should the arrangement between the two authorities come to an end.

Potentially a politically sensitive option.

Model 3: Establishing a Separate Legal Entity to Provide the Services CPFA and BFRA could set up a company with both authorities as members (or shareholders) of that company. The company would be a separate legal entity and have the

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ability to enter into contracts and would be free of the prohibition on trading placed on the authorities themselves. There are various structures that a company could take but the two most relevant structures are: 1. Company Limited by Shares

A company limited by shares is the most common form of company. It differs from a company limited by guarantee as it has a ‘share capital’ which represents the total net assets of the company. The owners of this type of company are its shareholders and their potential liability is limited to the amount unpaid on their shares. The benefit of a company limited by shares is that it can increase its share capital at any point by issuing further shares – this may be useful to the authorities as a method by which other authorities might join in this shared service arrangement. It also allows for profits to be distributed amongst its shareholders which again may be useful in the event that the company chooses to exercise its powers to trade.

2. Company Limited by Guarantee

A company limited by guarantee does not have a share capital and is owned by members rather than ‘shareholders’. The members of the company will provide a nominal guarantee (usually £1) to cover the debts of the company. This type of company is often used for charities and not-for-profit companies as this structure lacks the capability to distribute profits to its members. Given this, this structure is not likely to be as flexible as a company limited by shares to allow for other authorities to join in this arrangement at a later date.

Whichever structure is chosen, the founding authorities will need to enter into contractual agreements to set out the intention of the authorities in establishing the company. This would deal with issues relating to finance, the division of power between the authorities, disputes and deadlocks, the transfer of any assets to the company and use of premises. Thought will also need to be given to how the company is to be staffed and managed. It may be that ICT staff are transferred into the new company under TUPE from each of the founding authorities or they could be seconded into the company. In either case, early consideration should be given to staffing and employment advice sought. In addition, Directors will need to be appointed to the company to take on the day to day management of the company. Care needs to be taken in the appointment of Directors to minimise (where possible) the risk of conflict of interests between Directors of the company who also remain officers of the founding authorities. The company will need to be registered at Companies House and have articles of association drawn up to deal with the basic management and administrative arrangement of the company and its voting rights. Once established, the company would enter into service contracts with each of its founding authorities in order for it to provide ICT services back to them. However in order to do this, the company will need to qualify as a ‘Teckal’ company under regulation 12 of the Public Contract Regulations 2015 so it can provide ICT services to the founding authorities without those authorities having to carry out a procurement exercise. To be a Teckal company, the company must;

1. enable the contracting authorities to exercise over the company concerned a control similar to that which they exercise over their own departments.

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2. ensure more than 80% of the activities of the company are carried out in the performance of tasks entrusted to it by the controlling contracting authorities or by other legal entities controlled by that contracting authority.

3. ensure there is no direct private sector capital participation in the company (unless a limited exception applies).

All three of these conditions must be satisfied. This means that the new company could only carry out up to 20% of its activities for external third parties. However this would not prevent another authority becoming a shareholder/member of the company in which case condition 2 could still be satisfied as the activities would still be provided to a ‘controlling contracting authority’. You should also note that investment from the private sector would not be permitted in this company if Teckal is to apply. Although the provision of the ICT service back to the shareholder/member authorities would fall within Teckal, if the company itself needed to procure external services from a third party, the company may still need to carry out a procurement exercise for those services. You should be aware that if a company is set up to provide the ICT services then this company will have to satisfy additional reporting and audit requirements under the Companies Act 2006. The company will also be subject to corporation tax and the VAT treatment of the company may be different to that of the authorities. Specialist advice should be sought on the tax implications of setting up and running a company. The following diagram illustrates what this model might look like:



Flexible – greater potential for expansion of the scope of the services offered.

Ring fences risk outside of the local authority – FRAs subsidiary bears all risk.

Separate legal entity can enter contracts in its own right.

Relevant staff from each respective authority will usually TUPE into and be employed by the new company.

Fewer restrictions on trading/turning a profit if

Higher administrative burden – annual returns to be filed with Companies House.

There are some costs involved in setting up a company (although these are not likely to be prohibitive).

Will need to buy in accounting/HR (etc) services (although note it may be possible to receive these via an SLA from one of the controlling authorities).

Given the costs to establish this vehicle, operating costs and annual filing requirements

Contracting Authority

Teckal Company provides services back to Contracting Authority via a service contract

Contracting Authority

Contractual agreement/shareholders

agreement

Teckal Company

Teckal Company provides services back to Contracting Authority via a service contract

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established as a company.

Easier option for other authorities to join the shared service at a later date.

Creates a separate identity for the ICT services and can assist with cohesion amongst staff.

New recruits directly into the company can be employed on terms and conditions set by the company.

– this model would not be worthwhile if vehicle is only to exist for a few years.

The vehicle will be subject to corporation tax any efficiency savings may be caught as taxable profits.

Caution is required in dealing with conflict of interests between those Directors of the company who are also officers of the respective FRAs.

FRAs need to secure finance package without private investment.

May be more complex to unpick if the arrangement between the two founding authorities comes to an end.

Additional Information Authority to enter shared service arrangements; to be confirmed S101 Local Government Act 1972 S5A Fire and Rescue Services Act 2004 TUPE Depending on which model is chosen and how CPFA and BFRA decide to structure this arrangement, the provisions of TUPE may apply. Any staff transferring under TUPE must be transferred on the same terms and conditions as applied pre-transfer. This means that there may be a disparity between the terms and conditions of employees transferring in to the company from each respective authority. You should be aware that it may not be possible to harmonise these terms and conditions at a later date unless any variation is for an economic, technical or operational reason and is agreed with the employee or there is already provision for that variation in the employees’ contract of employment. Specific advice should be obtained on any variation required. Existing Shared Service Agreement CPFA and BFRA already have in place a five year shared service agreement entered into in 2013. If a proposal is taken forward to establish a new shared service arrangement under a different structure, CPFA and BFRA will need to agree to vary the existing agreement to allow for an early termination. Third Party Contracts Both CPFA and BFRA need to be aware of any existing contracts relating to the ICT services that each authority has entered into with third parties. If the ICT services are transferred into a new legal entity, consideration needs to be given as to whether those existing contracts can be transferred or novated into the new company.

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Recommendation Having considered the advantages and disadvantages of each structure, the procurement implications and instructions provided to LGSS Law Ltd, we would recommend that Model 3 is followed and a company limited by shares is set up. This is because it offers the flexibility for the shared services to grow in the future to incorporate other services and potentially to allow other authorities to ‘join in’. It also provides a separate identity for the shared service which could be beneficial for staff motivation and providing a streamlined ICT service. LGSS Law Ltd 5 May 2015 Please note this report has been produced solely for CPFA and it is not intended to be relied upon by any other party. It is acknowledge that CPFA may share this report with BFRA but in doing so, BFRA cannot rely on the contents of this report or the advice given.

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1

Agenda Item No.8

TO: Cambridgeshire and Peterborough Fire Authority

FROM: Director of Resources

DATE: 21 May 2015

TREASURY MANAGEMENT POLICY AMENDMENT - INVESTMENTS

1. Purpose

1.1 To provide the Fire Authority with an update on the current position

concerning the Authority's investments and to agree an amendment to the Treasury Management Policy regarding such investments.

2. Recommendation 2.1 The Fire Authority is asked to note the current position of investments and

agree the amendment to the Treasury Management Policy.

3. Risk Assessment

3.1 Economic – the current economic climate and increase in reserves has resulted in a need to diversify the investment portfolio to ensure funds are secure and can earn the optimum return.

4. Background 4.1 The Authority operates a balanced budget which broadly means cash raised

during the year will meet its cash expenditure. Part of the treasury management operations ensure this cash flow is adequately planned, with surplus monies being invested in low risk counterparties, providing adequate liquidity initially before considering optimising investment return.

4.2 The Authority has seen a recent increase in reserves due to lump sums being

received for the transformation fund grant, the Parkside Place development final funds and pensions.

5. Current Position of Investments and Reserves

Investments Interest Start Maturity Lowest long Historic risk

As at 31/03/2015 Principal rate date date term rating of default

Barclays Bank Plc 2,075,995 0.45% Call A 0.000%

Bank of Scotland Plc 35,930 0.40% Call A 0.000%

Santander UK Plc 3,874,983 0.80% Call A 0.000%

Bank of Scotland Plc 2,000,000 0.95% 10/04/2014 09/04/2015 A 0.002%




Total Investments £12,986,908 0.74% 0.011%

2

Reserves as at 31/03/2015

General Reserve 2,500,000

Pension Reserve 824,000

Community Safety Reserve 200,000

On-call Operations Reserve 975,000

Property Development Reserve 7,435,000

11,934,000

6. Benefits of Non-UK Investments

6.1 Diversification is an important attribute to any investment portfolio and one

such way of achieving this is through exposure to different sovereign countries. Diversification is a powerful tool in risk mitigation but only if applied prudently. Security of capital must always be the foremost consideration for public sector bodies following the prescribed “Security, Liquidity, Yield” formula set down in the Communities and Local Government Investment Guidance. As such, diversifying exposure to a particular sovereign is beneficial as long as it does not dilute the credit quality of the banks and financial institutions on the Authority’s lending list.

6.2 Whilst the use of UK counterparties may have been prudent in the years

following the 2008/9 financial crisis, where the UK sovereign provided support to the British banking system and there was a great deal of uncertainty around some foreign banks, this is not necessarily still the case. The ability of the UK Government to intervene and support potentially failing UK banks has been significantly curtailed by changes to regulations. The introduction of the Single Resolution Mechanism (SRM) in the European Union and the Single Resolution Regime (SRR) in the UK is intended to remove the reliance on the state to “bail-out” failed banks and instead place the onus on the bank’s depositors to recapitalise the banks.

6.3 From a credit perspective, the UK has lost its top tier “AAA” credit rating from

two of the three major credit rating agencies and is currently rated as “AA+”. Aside from the UK there are several sovereign nations, even within the EU, that have maintained their AAA rating despite the pressures of the financial crisis. Not only would investment in such countries be a step towards diversification but would arguably improve the security and credit risk score of the portfolio. The trade-off of obtaining the additional security is that a lower yield/ return is likely to be made from potential counterparties.

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7. Amendment to the Treasury Management Policy

7.1 The current policy is as follows:

The approved counterparty list is determined by the following

criteria:- ORGANISATION

CRITERIA MAX AMOUNT

MAX PERIOD

UK Clearing Bank and UK Building Society

A1 or P1 short term backed up by AA long term credit rating. Assets over £15,000m if not rated.

£4m 364 days


A1 or P1 short term backed up by an A long term Credit Rating. Assets over £5,000m if not rated.

£4m 364 days


Non rated clearers. Assets over £1,000m

£4m 364 days

Local Authorities £2m 364 days

7.2 To be added to this is the following:

The approved counterparty list is determined by the following

criteria:- ORGANISATION

CRITERIA MAX AMOUNT

MAX PERIOD

Non-UK Bank and Institution

A1 or P1 short term backed up AA long term credit rating. Assets over £15,000m if not rated.

£2m 364 days

8. Summary 8.1 There are a wide variety of non-UK investment opportunities available but it

must be recognised however that some of the yields on offer in other countries are lower to those that the Authority is currently receiving. However with the increase in cash balances, the Fire Authority will likely find that it needs to use additional counterparties and/or investment opportunities to avoid breaching counterparty limits.

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8.2 It is important to build suitable flexibility into the investment strategy so that the Authority has the capacity to react to different scenarios and potential market changes and can continue to invest appropriately. Having the power to invest in non-UK counterparties does not mean the Authority has to invest abroad, just that it has the option to do so if necessary. Having the ability to use non-UK counterparties, either directly in the form of fixed term deposits or indirectly through money market funds, combined with alternative investment opportunities, would be a useful tool.

BIBLIOGRAPHY

Source Document

Location

Contact Officer

Treasury Management Strategy Statement (TMSS)




1

Agenda Item No.9

TO: Cambridgeshire and Peterborough Fire Authority FROM: Area Commander Operations DATE: 21 May 2015

INTEGRATED RISK MANAGEMENT PLAN 2015 – 2019 (DRAFT) 1. Purpose 1.1 The purpose of this paper is to ask the Fire Authority to agree the Integrated

Risk Management Plan 2015-2019 (IRMP) and agree the method of consultation (Appendix 1 refers).

2. Recommendations 2.1 The Fire Authority is asked to:

agree the contents of the IRMP and approve the document for consultation,

agree to a proportionate and targeted consultation of six weeks. 3. Risk Assessment 3.1 Political – the options, outlined in the IRMP 2015– 2019, are aimed at

providing the most effective service by reducing risk in the community and supporting business.

3.2 Economic – the IRMP sets out the Authority’s strategy within the economic

envelope available. It ensures the service we provide is the best possible value.

3.3 Legal – the Fire and Rescue National Framework for England 2012 requires

all fire authorities to produce a local IRMP setting out their strategy. 4. Background 4.1 The Fire and Rescue National Framework (2012) requires all fire authorities to

produce an IRMP. Our current IRMP (2010-2015) has been extended from April 2015 to cover the period until the draft IRMP 2015-2019 is agreed.

4.2 The IRMP should undergo effective consultation throughout its development

and at all review stages with the community, our workforce, representative bodies and partners.

2

4.3 In 2012 the Cabinet Office produced consultation guidance. The guidance is aimed at designing consultation strategy which understands the effects of a proposal and focuses on real engagement with key groups rather than following a set process. It recommends that authorities consider alternatives before defaulting to a 12 week consultation period.

4.4 The Service seeks to engage in real discussion with affected parties and

experts to help make informed decisions; how we consult upon proposals will therefore be different depending on the nature of the proposal. We accept that the traditional method of written consultation is not always the best way of getting those who know and care about a particular issue to engage in useful dialogue.

4.5 The choice and form of consultation will depend on the issues under

consideration, who needs to be consulted, and the available time and resources. In order to achieve this we propose to adopt the following principles;

we will undertake an impact assessment when considering an initiative and identify those groups affected,

we will design a consultation plan specifically for the proposal, which is proportionate and targeted,

we will make clear the nature of the consultation 4.6 The time frame for consultation will depend on the nature and impact of the

proposal, and will enable meaningful engagement. 5. Current Situation 5.1 Until the implications of the next Comprehensive Spending Review (CSR) are

known, we are undertaking a number of reviews outlined in this IRMP, which will report findings later in the year once the planning assumptions can be properly understood.

5.2 This updated IRMP is extending the existing strategic direction of the Service

until we are better placed to set direction for the next five years. The current strategic direction was fully consulted upon in 2012.

5.3 With this in mind, the Service is asking the Authority to agree a proportional

consultation of six weeks for this IRMP. We commit to undertaking further consultation when we have firm proposals arising from the work undertaken within the IRMP. Occasions where we have done this in the past include;

Swaffham Bulbeck and Burwell station merger,

New Firefighter Duty System,

Redesignation of the crewing at Huntingdon Fire Station.

3

5.4 Once planning assumptions are fully understood following the CSR and we make material changes to strategic direction or service provision, we will refresh the IRMP and undertake a full consultation.

BLIOGRAPHY

Source Documents

Location

Contact Officer

IRMP 2015-2019 Draft Consultation Principles (Cabinet Office) 2012 https://www.gov.uk/government/publications/consultation-principles-guidance The Compact (HM Government) https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/61169/The_20Compact.pdf


Ryan Stacey [email protected] 07900 267851

https://www.gov.uk/government/publications/consultation-principles-guidance



https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/61169/The_20Compact.pdf





4

Document Number: 376404 Version: 1

THE INTEGRATED RISK

MANAGEMENT PLAN

(IRMP)

2015 - 2019

DRAFT

CONTENTS Page The Integrated Risk Management Plan (IRMP) 3 Context 5 Cambridgeshire and Peterborough Key Drivers for the Integrated Risk Management Plan Community Fire Safety

Prevention 8 Background and Context What we need to do and why Our Objectives for 2015 Protection 10 Background and Context What we need to do and why Our Objectives for 2015

Response 12 Background and Context What we need to do and why Our Objectives for 2015 Government Grant Reductions 14 Consultation 15 Appendix A – Glossary 16 Appendix B – Resilience 18 Appendix C – Knowing our Community 20

Document Number: 376404 Version: 2 3

The Integrated Risk Management Plan

Central Government has placed a legal requirement on each Fire Authority to produce a publicly available Integrated Risk Management Plan covering at least a three-year time span. The plan must:

Show how the Fire Authority will balance prevention,

protection and response activities to reduce the impact of risk on communities in a cost-effective way

Show how the Fire Authority will meet the needs of the community through working with partners

Take account of the risk analysis completed by Local and Regional Resilience Forums and our own internal risk analysis

Show that the Fire Authority has a management strategy and a risk-based inspection programme to enforce Fire Safety Legislation

This document is written within the context of continued reductions in public sector funding resulting in the need for us to find ways to ensure the optimum utilisation of our resources in order to maintain the quality of service we provide and to further reduce the level of risk in the community. Due to the uncertainty caused by an expected Comprehensive Spending Review in 2015, we are not undertaking to make significant changes to our service delivery. We are committing to several reviews of the service and we will consult fully when these produce options for consideration.

Ready for 2016/17 we are changing our approach to corporate planning to make it simpler and more responsive to the changing needs of the community. In future our Integrated Risk Management Plan (IRMP) will encompass all of the activity we are engaged in to exploit opportunities and reduce the risk associated with providing a service to the community. This IRMP will only show how frontline resources will be deployed to reduce risk. There are many interdependencies in the planning process and for this reason, we intend to monitor progress and review the targets set out in this document to ensure the Integrated Risk Management Plan process is fully integrated into the corporate planning process. A glossary is provided in Appendix A at the back of this document explaining some of the terms used. How we Identify Risk Our Risk Reduction Process is shown in Figure 1. At a strategic level, the Authority’s IRMP, prioritises key issues identified through a variety of internal and external intelligence including: • Specialist modelling software • Geographic Information Systems (GIS) • Demographic data • Historical Fire and Rescue incident information and trends. This allows the Service to focus its prevention and protection activities where they will have most impact. The Service considers emergency response a last resort (represented by a


dashed line in fig 1); however the options are reviewed and then considered by the Service Management Team and the Fire Authority. To provide an example of how the Service determines risk using intelligence sources, one of the tools the Service uses is the Fire Service Emergency Cover toolkit (FSEC). FSEC models the impact of our emergency response times on the rate of death of people involved in fires and a range of non-fire incidents such as Road Traffic Collisions and falling into rivers. One part of this modelling uses the relationship between the time taken by Fire Service appliances to reach the scene of an incident and the probability that casualties will be fatally injured. The Service takes this data, and historic incident data, we look at predicted changes in demographics and exercise professional judgement to decide on our response arrangements.

Fig 1 Operational Risk Reduction Process

At a tactical level, the Service undertakes Risk Activity Meetings (RAM), these involve the continual monitoring of

intelligence and performance and allow resources to be directed to the area of most need. This checks that risk reduction activity is continuing to be delivered according to risk and ensures prompt and targeted community safety action can be used to address specific issues. This use of intelligence informs a range of different Service activities such as home safety assessments, school visits and youth engagement, arson reduction and road safety initiatives and helps staff to understand who, where and when to target for the best results. The risk analysis processes and methodologies themselves are also reviewed on an annual basis to ensure they remain fit for purpose and reflect good practice. Local Resilience Forums In addition to our own detailed analysis of the risks facing our communities, the Integrated Risk Management Plan has paid due regard to the risk analysis completed by local Resilience Forums to ensure that civil and terrorist contingencies are captured. Further information about the role and our involvement in the local resilience forums is available in Appendix B. Our Senior Managers are actively engaged in the Cambridgeshire and Peterborough Local Resilience Forum and have supported the development of an agreed risk profile for the local area through the Community Risk Register, in partnership with Police and Ambulance Services, Local Authorities, Primary Care Trusts, Health Protection Agency, Environment Agency and the Military.


Context Cambridgeshire and Peterborough

Cambridgeshire has a two tiered local authority system, consisting of Cambridgeshire County Council and five district councils; Cambridge City, South Cambridgeshire, East Cambridgeshire, Huntingdonshire and Fenland. Peterborough City Council is a unitary authority located to the north of Cambridgeshire The stated vision of both Cambridgeshire and Peterborough Councils is to create an environment that enables the communities they serve to achieve social, economic, and environmental wellbeing. Cambridgeshire and Peterborough are identified as areas for sustained residential and commercial development which, in addition to providing opportunities for economic growth, have the potential to impact on public service resources. This, together with the scale of financial pressures facing public sector agencies across Cambridgeshire and Peterborough, means we remain committed to working with a range of partners in order to provide the best possible service to our communities. For this reason, we have developed partnership arrangements with a wide range of stakeholders. These include: Strategic Level Rewiring Public Services Transformation Programme – to

explore wide ranging options for new delivery models. Troubled Families – Supporting those families that place

the highest demands on public services.

Primary Authority Scheme Cambridgeshire and Peterborough Public Services Board Children and Adult Safeguarding Boards We have entered into arrangements under Sections 13 &

16 of the Fire and Rescue Services act to provide mutual aid across the county border with our neighbouring Fire & Rescue Services.

Operational Level Groundworks - to deliver our Community Champions

programme Community Foundation to empower local communities Multi Agency Referral Unit CHOICES Programme Local Community Safety Partnerships These partnerships are assisting us in being able provide effective community engagement services. Since 2010 we have responded to a reduction of Government grant of 26%, which equates to around £4.2 million. We have achieved these savings without impacting on operational frontline resources. However, with a period of continued reduction in funding anticipated, it will become ever more challenging to continue to reduce risks and deliver effective operational frontline services to our communities in the way we currently do. In order to prepare for these challenges, we continually look at ways to maximise the use of our diminishing resources and the outcomes of this work is fed into our Integrated Risk Management Plan.


Strategic Assessment of Environment Economic Climate The current annual deficit in Britain is £96 billion and difficult decisions need to be made on public spending. This means that the Authority’s budget and those of our partners are likely to get tighter over the period of this plan. This is may put pressure on the activities we are jointly engaged in to reduce risk. The demands placed on public services by the public’s expectations will continue to grow. We accept that we will need to continue to change the way we deliver our services. Reducing operational demand means we are shifting resources towards community safety engagement, whilst retaining an effective operational response. Demographics The Organisation accesses census data from 2011 (the latest available), and uses Cambridgeshire County Council’s Research and Performance Function. This body use the standard population forecasting methodology, as used by the Office for National Statistics to predict population change in the county.1 County Growth Each district and the unitary authority in Peterborough has prepared a plan for sustainable growth2, these consider options for new developments of housing, employment and

1 http://www.cambridgeshireinsight.org.uk/populationanddemographics

2 http://www.cambridgeshireinsight.org.uk/planning/local-plans

transport across the region. There is no doubt that the proposed developments will have an impact on our service provision. We will continue to work with our partners to assess the impact of their plans on the community we serve to ensure that we maintain our targets in prevention, protection and response. We have been proactive in publishing a guide for developers to help them understand the requirements of the Fire Service. This helps a smooth transition from building concept to realisation. One such development is Northstowe, which will be a new town in South Cambridgeshire District. Northstowe will be located between Longstanton and Cottenham ward. House building is expected to start around 2015/16 with some 9,000 to 9,500 units planned.

Societal Change

The effects of an ageing society will continue to impact on public services and the Fire and Rescue Service is no exception. The frail elderly are far more likely to be affected by the consequences of fire or be admitted to hospital for another reason. We will continue to work with our partners to ensure a more integrated approach to both supporting independence and reducing risk. Cambridgeshire and Peterborough attract large numbers of migrant workers. In 2013 it was estimated that 52% of migrant workers were Eastern European and 23% Western

http://www.cambridgeshireinsight.org.uk/populationanddemographics

http://www.cambridgeshireinsight.org.uk/planning/local-plans


European3. Differences in language and culture present risk factors for us and our partners. A more detailed analysis of our community is available in Appendix B.

3 http://www.cambridgeshireinsight.org.uk/population-and-

demographics/migration-0

http://www.cambridgeshireinsight.org.uk/population-and-demographics/migration-0

http://www.cambridgeshireinsight.org.uk/population-and-demographics/migration-0


Community Fire Safety Prevention “To reduce the likelihood and consequences of fires and other emergencies occurring” Background and Context Our primary aim is to reduce the risk associated with fires and other emergencies. This work involves quantifying risks, thus enabling our staff to work closely with our partners to reduce these risks. Information on properties and people most at risk from fires and Road Traffic Collisions is analysed and interpreted to ensure Community Safety activities are appropriately targeted to reduce risk. These activities are performance-managed to measure success and identify improvements in our prevention work. We have identified that those people with disability, hoarders, those that are socially isolated, drug and alcohol dependant or elderly are more likely to be the victims of fire, or service users of one of our partners. By providing multi-agency support to these individuals we can help them to remain independent and safe. Our work with partners is linked to a number of partnership initiatives in Cambridgeshire and Peterborough. The reduction in funding across all areas of public service means we need to contribute to the work undertaken by our partners to create a

safer community. The significant reductions in the number of people killed or seriously injured, in Road Traffic Collisions and in the number of arson incidents points towards effective partnership working through partnerships such as the Cambridgeshire and Peterborough Road Safety Partnership (CPRSP). The Government have indicated they will create new regulations making it compulsory for all landlords to fit smoke alarms and carbon monoxide detectors in private rented homes. We welcome this change and will work with partners to implement the change in legislation. We are committed to: Targeting our internal resources to communities most at

risk. Integration into and Partnership working with local

Authorities, with the aim of reducing risk in our communities.

Encourage members of our communities to play an active role in the prevention of fires in their local neighbourhoods.

Working with Partners to access and share risk data across Cambridgeshire.

Minimising the preventable loss of life and injury arising from fires and Road Traffic Collisions.

How will we achieve this? By introducing robust data sharing arrangements with

partners, which enables us to access and share data in a timely fashion


Working with the third sector (the Community Fund, Community Champions), we are able to reach all communities and encourage the concept of Localism

Working with Partners to identify access and mitigate risk for the most vulnerable in our communities. (Disability, Hoarders, Socially Isolated, Alcohol, Drug dependent and the elderly)

Working with Partners to pro-actively predict demographic change, to enable us to support minority groups within Cambridgeshire.

Commit resources to partnerships, enhancing the benefits of multi-agency working. This includes deliberate fire reduction. (Partnership with Cambridgeshire Police, Safer Peterborough Partnership).

Education of Children & Youth's in the consequence and risks associated with water/fire & roads.

Our Priorities for 2015 To continue the trend to reduce the number of accidental

domestic fires To continue the trend to reduce the number of arson

related incidents

To continue the trend to reduce the number of fatalities and serious injuries in fires

To support our partners to continue the trend to reduce the number of killed and seriously injured road users in Road Traffic Collisions

Undertake a strategic review of Community Safety.


Protection 'To reduce the likelihood and consequences of fires and the impact of unwanted fire signals in non-domestic premises” Background and Context The responsibility for fire safety at work, and in other places used by the public, rests with the employer or person in charge of the building. There are laws governing the fire safety of buildings and it is our job to enforce them. A Risk Based Audit Programme forms part of the Service’s overall approach to prioritising the inspection of premises. This gives scope to use resources more effectively by recognising where there is good fire safety management and a lighter touch is more appropriate reducing burden upon business. To understand this, an assessment is carried out which, applies a risk rating. This not only reflects compliance with the Fire Safety Order (FSO), but also gauges the potential for loss of life or serious injury. Where premises have a very high heritage value, community value or unique services value or where excessive environmental damage or fire-fighting difficulties would be present in fire, the initial risk rating may be adjusted to acknowledge this, both at a local and national level. This may lead to inspection activity and controls being put in place. We support the Governments agenda for growth of the local economy; we do this by ensuring that the regulatory process is not a barrier. We have embedded our staff into local

planning offices to ensure early engagement in support of business and residential development. The Government has launched a scheme which allows businesses operating from different sites across the country to partner with a single local Fire Authority to ensure there is consistency in fire safety auditing and enforcement. The scheme is called the Primary Authority Scheme; this will see Fire Authorities providing advice for businesses outside their area. This provides benefits to business in ensuring consistency and streamlining process and our Service can recover all costs. We are committed to: Better, more consistent support for business across all

regulatory services Up skilling our frontline staff to increase our capacity to

undertake audits of premises most at risk Improving compliance across the Authority area.

How will we achieve this? Through risk analysis and profiling we will target our

regulatory fire safety activities towards those buildings with the greatest risk.

By managing risk through a holistic and integrated approach with internal and external partners.

By engaging with and educating those responsible for fire safety duties under the Fire Safety Order

By further improvement in the fire protection knowledge of our staff


Our Priorities for 2015 We will continue to reduce the number of fires in domestic and non-domestic properties. Reducing the likelihood of fires and unwanted fire signals

occurring in non-domestic premises through Business engagement and compliance with fire safety legislation

Minimising the preventable loss of life and injury arising from fires in non-domestic premises and their impact on the community

Reducing the legislative burdens on business and support economic growth


Response

“To respond to emergencies promptly and with the right resources to deal effectively with the situation and to minimise preventable losses” Background and Context Fires and other emergencies will always occur and so we must be ready to deal with them promptly, safely and effectively when they do. In the context of reduced funding this will mean we need to make the most effective use of operational resources. Our fire stations are strategically located across Cambridgeshire to provide an emergency response 24 hours a day, every day of the year. We have reviewed the location of our stations and appliances and we will continue to review the location and deployment of all appliances to ensure that we meet the needs of the continuously changing environment that we operate in, and to take advantage of opportunities and emerging technologies when appropriate. We will respond to most serious incidents in our urban areas covered by Wholetime appliances within an average of 9 minutes for the first pumping appliance in attendance, and within 13 minutes for the second pumping appliance. We will respond to most serious incidents in our rural areas covered by On Call appliances within an average of 13 minutes for the first pumping appliance, and within 17 minutes for the second pumping appliance. We will respond to the most serious incidents within 18 minutes for the first pumping appliance in

attendance and within 25 minutes for the second pumping appliance in attendance on at least 95% of occasions. A reduction in the number of incidents we attend means we need to ensure our Operational staff have adequate opportunity to develop the skills required to deal with fires and other emergencies. The Service has invested in new Training Facilities and will continue to review the way we maintain a high level of response. We are committed to the National Operational Guidance Programme, this undertakes a task analysis for each category of incident relating to a safe system of work. We are undertaking a local demand analysis to ensure we have appropriate resources to safely manage each risk based on the new national guidance. The national programme will take 3 years to complete. We are committed to: Arrive in a timely and safe manner at emergencies with the

right resources, dealing effectively with the situation and minimising preventable losses

Make better use of operational staff to ensure that efficient and effective use of resources is achieved whilst maintaining the health, safety and welfare of staff

Improve equipment carried on all our appliances How will we achieve this? Work with partners to identify opportunities to utilise

Operational capacity to improve outcomes for the public.


Such as First Responding for certain types of medical emergency.

We have initiated a working group On Call 20:20 to shape the future of our On Call service

By using staff from the Tactical Delivery Group flexibly to reduce risk.

By undertaking a review into the rescue capability across the service.

We will review the provision of fire cover in Huntingdon Our Priorities for 2015 We will increase the availability of our On-Call first pumps

from 82% for crews with all skills Undertake a review into the provision of fire cover in

Huntingdon Undertake an incident demand analysis related to the

National Operational Guidance programme. Explore the sharing of resources with neighbouring

Services at a strategic incident command level


Government Grant Reduction

Cambridgeshire Fire and Rescue Service has delivered a series of cost reduction projects to meet the government grant reduction agenda for the Comprehensive Spending Review (CSR) 2011/12 – 2014/15. These are shown in the table below.

No Details of Saving

Estimated

Annual

Saving

Cumulative

Saving

1

Support Service Cuts, Control

Merger, removal of Hazmat Unit

and OSU

£2,154,000 £2,154,000

2

Reduction of 34 support staff and

5 officers through natural wastage

and redundancy. Includes further

cuts to Support budgets and

reduction in the number of

operational Officers.

£1,060,000 £3,214,000

3

Implementation of a new

Wholetime shift system resulting in

a reduction of 25 Wholetime staff

through natural wastage

£1,058,000 £4,272,000

The savings which The Service has already made have enabled us to plan for the future. The required savings for the next four years are anticipated to be around £3m, these will become clear early in the first term of the new Government. However the grant reduction for 2015/16 and 2016/17 are in line with our predictions. Savings were made early during the

last round of cuts and Council Tax has been increased in previous years. This has resulted in a carry forward to be released over the next four years. It is also planned that there will be reduced spending on capital and the on-call budget will be reduced. All of the above factors, especially the early savings, has given the Service time to plan for any shortfall in the future, which is likely to be 2018. Although we are actively planning, this will commence in earnest after the May 2015 election.


Consultation

The purpose of consultation is to understand the effects of a proposal and focus on real engagement with key groups rather than following a set process. There may be a number of reasons to consult: to gather views and preferences, to understand possible unintended consequences or to get views on implementation. Because CFRS seeks to engage in real discussion with effected parties and experts to help make informed decisions, how we consult upon proposals will therefore be different depending on the nature of the proposal. We accept that the traditional method of written consultation is not always the best way of getting those who know and care about a particular issue to engage in useful dialogue. The choice and form of consultation will depend on: the issues under consideration, who needs to be consulted, and the available time and resources. In order to achieve this CFRS adopts the following principles: We will undertake an impact assessment when considering

an initiative and identify those groups affected We will design a consultation plan specifically for the

proposal, which is proportionate and targeted. We will make clear the nature of the consultation

The time frame for consultation will depend on the nature and impact of the proposal, and will enable meaningful engagement.4

Previous consultations have included: Change in full time operational shift arrangements Review of Rescue Vehicle Crewing arrangements Review of support services Merger of Swaffham Bulbeck and Burwell Fire Stations

4 Where a shorter timeframe is appropriate we will provide a clear rationale.


Appendix A - Glossary Appliances The general term used to describe all firefighting vehicles, including the standard fire engine or

pumping appliance (see pumping appliances).

Automatic Fire Alarm

(AFA)

An emergency call generated by remote monitoring equipment in non-domestic premises.

Community Fire Safety

(CFS)

The range of fire prevention activities undertaken by Fire Service, often in conjunction with partner

agencies.

Fire Safety Order (FSO) The fire safety legislation which the Authority has a duty to enforce.

Home Fire Safety Check/Visit Visits by firefighters or other training staff, often including free smoke alarm fitting and other home

safety advice. They can be arranged on request, by referral from other agencies or via door-to-door

contact.

Primary Fire Fires in buildings, vehicles and outdoor structures, or any fire involving casualties, rescues, or fire

attended by five or more appliances.

Pumping Appliance A fire appliance with the capacity to pump water for firefighting.

On-Call Duty System (formerly

Retained Duty System)

Firefighters with other full-time occupations are recruited to be available on call close to their local fire

station for a certain minimum number of hours per week, plus regular training. They are paid a

retainer plus a call-out fee for incidents attended. The On-Call service is more widely used in rural

areas.

Secondary Fire The majority of outdoor fires, including grassland and refuse fires, unless they involve casualties or

rescues, property loss or five or more appliances attend.

Similar Services 13 Fire and Rescue Services; Bedfordshire & Luton, Berkshire, Cambridgeshire, Dorset, Durham,

East Sussex, Norfolk, Northamptonshire, Oxfordshire, Suffolk, West Sussex and Wiltshire.

Wholetime Full-time firefighters with contracts that generally comprise a regular rotating pattern of day shifts,

night shifts and off-duty time.


Appendix B

Resilience Local Resilience Forums As a result of the Civil Contingencies Act (2004) all category 1 responders are now required to undertake joint planning, training and exercising to ensure their emergency plans are current, comprehensive and that they will work when an emergency occurs. The Act also requires consultation between category 1 and category 2 responders. A Local Resilience Forum (The Cambridgeshire and Peterborough Local Resilience Forum; ‘the LRF’) has been established to ensure the duties under the Act are fulfilled. We are represented on the LRF at all levels to ensure that a general overview of responsibility is maintained. The LRF process has developed a Community Risk Register. Those risks identified as relevant to us and have the highest risk ratings are: severe weather events, flooding (coastal, tidal or fluvial), influenza pandemics and loss of telecommunications. We have developed contingency plans to deal with all these situations. We also undertake regular exercises and assessments preparation for emergencies. It is essential that we continue to attend and support the Cambridgeshire and Peterborough Local Resilience Forum in order to provide the public with the best capability in dealing with an emergency requiring a multi-agency response. The

LRF is a valuable link in ensuring any learning points arising from incidents or exercises are satisfactorily covered in future planning. Following a number of fires in waste wood recycling facilities across the country, the LRF have produced and tested a multi-agency plan for dealing with fires and the consequences of fire. This will reduce the impact of the local community and economy. National Resilience The National Resilience Programme was designed to strengthen the Nation’s ability to handle emergencies and crises. New Dimension (ND) capabilities were introduced in 2003 with the aim of providing the specialist capability and structure, underpinned by robust training and centralised asset refresh. New Dimension assets are now owned by those Fire and Rescue Services which host them and a warehousing and logistics capability manages procurement and the supply chains. The National Resilience programme provides an organisational capability and structure delivering a co-ordinated national response to a range of major and catastrophic incidents, to minimise the loss of life and injury and reduce the physical, environmental and financial effects of consequential loss and collateral damage. The programme delivers a number of distinct capabilities, These are:


Mass Decontamination Urban Search and Rescue High Volume Pumping Capacity Operational Logistics and Support Long Term Capability Management The National Resilience programme enhances the capability and capacity of the Fire and Rescue Service to respond to a range of incidents. CFRS operate two specialist vehicles available to the National Resilience Programme and for use within the county: An Incident Response Unit A High Volume Pump The Incident Response Unit (IRU) is based at St Neots and is used at CBRN incidents. It stores gas-tight suits and has other equipment on board such as portable shower units and decontamination tents. We now use this vehicle to deal with all our Hazardous Materials Incidents within the county.

The High Volume Pump (HVP) is crewed for deployment to the incident by On-Call firefighters and is used to pump large quantities of water to an incident, or to move large quantities of water away from an area such as in flood situations. The pump is capable of pumping 7,000 litres of water per minute and comes with three kilometres of high capacity hose which is laid using a specially designed hose-laying unit. We have also agreed to jointly manage a third vehicle, which is the Eastern Region’s Detection, Identification and Monitoring (DIM) vehicle. The DIM vehicle will provide a 24/7 response capability for deployment in the early stages of a major incident, involving chemical, biological, radiological or nuclear (CBRN) materials either within or outside the region. This vehicle is operated by Essex Fire and Rescue Service, but the specialist officers who run the equipment come from both Cambridgeshire and Essex Fire Services. Other specialist units such as Urban Search and Rescue are available to Cambridgeshire Fire and Rescue Service through the national co-ordination centre.


Appendix C

Knowing our Communities

Only by knowing the people that live and work in Cambridgeshire and Peterborough will we be able to provide an appropriate and good quality service that meets the needs of the county’s different communities. A number of complex characteristics contribute to the risk of being affected by fire or other emergency or to being able to access services. This strategy focuses on those characteristics protected by the Equality Act 2010 and outlines below the areas where there are known inequalities in health, safety and wellbeing outcomes. Age Emergency incident data shows that those most at risk of being injured or dying as a result of fire are older people – particularly those with an additional vulnerability like disability, mental ill-health or isolation. This is an increasing risk as the population of Cambridgeshire and Peterborough is ageing. Census 2011 data shows the number of people aged 65 and over make up 15% of the population, 2% being 85 and over. The population aged 65 and over in Cambridgeshire is expected to increase by 64.4% between 2012 and 2031, an additional 67,400 people. Our tactical prevention plans already include a focus on this most vulnerable group. Children and young people are another group potentially at risk from the consequences of accidental fires (through lack of knowledge, maturity or judgement); and deliberate fire-setting (risk taking behaviours or anti-social behaviour). Initiatives to engage and educate them about the danger of fire setting behaviours through partnership work are already key areas of our prevention work. Inexperienced and younger drivers are also more at risk of being involved in road traffic collisions and again education programmes to address this are in place. Peterborough has a younger population than the national or regional average and the migrant populations and Asian populations in particular have a younger profile than white British communities. Disability and Ill Health People with a long-term health problem or disability make up 15% of the population in Cambridgeshire and 17% in Peterborough - slightly lower than UK as a whole. However, disability profile varies widely with age and older people are more likely to suffer from dementia as well as other progressive conditions. Mental ill health can lead to increased risk of fire in the home and the risk of


being injured or dying in a fire, particularly for people living in isolation with limited access to care and support or with specific disorders like hoarding behaviours. This risk is set to increase in the future given the nature of our ageing population. Our work with partners like Adult Social Care, Age UK and Alzheimer’s Society helps identify those in most need of intervention and offer services like home fire safety checks and free smoke alarm fitting. The national Dementia Friends programme which we began to roll out in 2014 is helping improve the awareness of our staff to needs in this area. Ethnic Origins and Nationality Cambridgeshire and Peterborough both have a rich heritage of ethnic and cultural diversity. Understanding new communities as well as building and sustaining relationships with long standing communities is important in providing an effective prevention and response service. The greatest nationality and ethnic diversity is within the cities of Cambridge and Peterborough although rural areas have also seen an increase in Eastern European migrants as additional countries have joined the European Union. Peterborough has a higher proportion of population from the Eastern European accession countries than the national or regional average with 7.7% of the population born in countries joining the European Union between 2001 –11. Table 1 gives an overview of the ethnic diversity in each district or unitary authority including a breakdown of those who identify as “White” (2011 census). Table 2 gives a further break down of Black and minority ethnic populations.

Table 1 Ethnic Diversity by District District Cambridge East Cambs Fenland Huntingdonshire South Cambs Peterborough

(population) (123,867) (83,818) (95,262) (69,508) (148,755) (183,631)

% White British 66% 89.7% 90.4% 89.5% 87.3% 70.9%

% Irish 1.4% 0.6% 0.4% 0.7% 0.7% 0.7%

% White other 15.1% 5.9% 6.4% 4.6% 5.3% 10.9%

% Black & minority ethnic 17.6% 3.6% 2.9% 5.3% 6.8% 17.6%

Table 2 Breakdown of BME Communities

District Cambridge East Cambs Fenland Huntingdonshire South Cambs Peterborough

MIxed/multiple ethnicity 3.2% 1.4 1.0 1.5 1.8 2.8%

Asian/Asian British 11.1% 1.3 0.8 2.5 3.7 11.7%

Black/Black British 1.7% 0.5 0.5 1.0 0.8 2.3%

Other ethnic group 1.6% 0.3 0.2 0.3 0.2 0.6%


Communication difficulties can act as a barrier in providing safety information to those whose first language is other than English. In 2014 we examined how operational crews overcome such barriers and will continue to improve support to them in this area. Inadequate accommodation - often in Houses of Multiple Occupation – adds to the vulnerability of some of this group and a specific tactical community fire safety plan has been developed to tackle overcrowded properties. Gypsies and Travellers remain a significant (although undisclosed) ethnic minority group across the Authority area and within East Region. Across Cambridgeshire, Gypsies and Travellers are estimated to make up 1% of the population with 58% of these living in caravans and 42% in settled housing.5 However there is variation across the districts and Fenland has one of the largest Gypsy Traveller populations in the country. Gypsy, Traveller and Roma children remain highly disadvantaged in terms of educational achievement and there is experience that this community lacks confidence and knowledge about how to access services such as health, social care and other public services. We will continue to raise awareness of the needs of this group with our staff and partners. Gender The gender ratio across the county has become more even (49.5 male: 50.5 female). Data from 2004/05 to 2011/12 indicated that men were more likely to be casualties or victims of a fire fatality than women in general. More recent data for domestic fires (2011 – 2014)6 shows little difference in outcomes between the genders. However this varies with age group and circumstances with a higher proportion of women over pensionable age living alone (64%) being injured in domestic fires, but a higher proportion of men living alone under pensionable age (66%) being injured. Men are still more likely to be injured or killed in road traffic collisions. We will continue to monitor the circumstances and characteristics of those injured in fires and other emergencies to identify and respond to altering trends. Transgender The term “transgender” is an umbrella term for the wide range of people whose gender identity and/or gender expression differs from their birth sex. People who intend to transition, are doing so or have already done so have the gender reassignment characteristic and protection from discrimination under the Equality Act (2010).

5 Cambridgeshire CC - Travellers Joint Strategic Needs Assessment 2010

6 Prevention Tactical Forum Commentary: August 2014 – Performance Team.


Research for the Home Office7 indicates about 1% of the population may describe themselves as transgender. In recent years there has been an increase in the numbers seeking treatment, thought to be because of greater protection for this group in law. A recent assessment of needs was carried out by Encompass Network for South Cambridgeshire and Cambridge City District Councils (see page 6 - sexual orientation below). Religion and Belief In Cambridgeshire and Peterborough, Christianity is the most prevalent religious belief (58%) which is consistent with the national picture (59%). Muslims form 9% of Peterborough population – significantly higher than the national average (4.8%) and that in Cambridge City (4%). Nationally the Muslim population is considerably younger than the population in general. National research8 shows that Muslims are most likely of all faith groups to live in deprived localities (46% of Muslim population residing on the 10% most deprived areas). The faith of our communities is relevant to Fire and Rescue Service where we provide services in people’s homes and also in relation to understanding behaviours and observance of faith based traditions. Our role and responsibilities in planning for large scale emergencies also provides an opportunity to engage and foster good relations with faith leaders who may be in a position to support and reassure their faith communities in national or large scale emergencies. Sexual Orientation Cambridgeshire has a number of support networks for Lesbian, Gay, Bisexual and Transgender (LGBT) communities and we have partnered with Encompass – an umbrella network - to raise awareness of the needs of these communities. A needs assessment for South Cambridgeshire and Cambridge City (2014)9 has provided the most recent research about this community. The research points to a high incidence of mental ill-health; high incidence of homophobic experiences, particularly in rural areas; perceptions of bi- and homophobia acting as a barrier to accessing services for older people; the need for gender identity training for all public facing staff in public services.

7 Gender Variance in the UK: Prevalence, Incidence, Growth (2014 update) – report by Gender Identity Research & Education Society

8 A Demographic, Socio-economic, and Health Profile of Muslims in Britain drawing on the 2011 Census.

9 Cambridge City and South Cambridgeshire LGBTQ Needs Assessment April 2014

Agenda Item No.10 TO: Cambridgeshire and Peterborough Fire Authority FROM: Director of Resources DATE: 21 May 2015

FIRE AUTHORITY FIVE YEAR BLUEPRINT 2015/20 AND CORPORATE PRIORITIES 2015/16 1. Purpose 1.1 To seek Fire Authority approval of the Service Five Year Blueprint 2015/20 and

Corporate Priorities 2015/16. 2. Recommendation 2.1 The Authority is asked to approve both the blueprint and corporate priorities

attached at Appendices 1 and 2 respectively.

3. Risk Assessment 3.1 Political/Economic/Legal – the strategic plan underpins the foundations of

everything the Service aspires to achieve over the next five years. By developing a five year strategic plan and linking this to the Service’s Medium Term Financial Strategy it enables us to plan better for the future and meet the challenges that lie ahead.

4. Background 4.1 To support the Service in its strategic planning process a five year blueprint is

produced describing the desired outcomes against the strategic aims of operational excellence, community safety excellence, value for money and people for the following five financial years.

4.2 This blueprint sets the strategic direction of travel and is reviewed annually to

take account of changing priorities within the Service and a number of external factors including the National Framework, Integrated Risk Management Plan (IRMP), Sustainable Communities Strategies, General Consultation, Legislation and Local Area Agreements. Quarterly reviews of the blueprint are also undertaken by the strategic management team (SMT) to take account of prevailing and emerging business and strategic priorities.

4.3 The first year of the blueprint informs the development of the annual corporate

priorities and potential projects to be included in the Service Business Development Programme portfolio.

4.4 The corporate priorities are integral in the development of group plans which

detail how each group within the Service will contribute to the achievement of

2

the outcomes stated within the blueprint. Progress is then monitored through management team meetings and individual 1:1 meetings with Group Commanders and Heads of Group.

4.5 Progress against projects will be kept under review by the Business Development Programme Board, which will also give consideration to suspending existing projects and bringing forward the start up of other projects, dependent on the prevailing business and strategic priorities.

5. Five Year Blueprint 2015/20 5.1 The proposed blueprint to March 2020 is attached at Appendix 1 and sets out

the vision for what the Service aspires to achieve over the next five years. Once agreed this will be linked to the Service’s Medium Term Financial Strategy to enable the Service to plan for the future and meet the challenges that lie ahead.

5.2 The IRMP targets included within the blueprint for financial year 2015/16 are

currently under review and subject to approval by the Authority at its May meeting. The blueprint will therefore be amended accordingly before publication.

5.3 As previously stated, the proposed outcomes for the financial year 2015/16 will

be reviewed quarterly by SMT to take account of prevailing and emerging business and strategic priorities.

6. Corporate Priorities 2015/16 6.1 Having considered the desired outcomes identified in the blueprint for financial

year 2015/16, SMT are proposing that the corporate priorities agreed for 2014/15 remain valid and require minimal change for this current financial year.

7. Changes to Planning Process 7.1 In preparation for planning year 2016/17 we are proposing to change our

approach to corporate planning to make it simpler and more responsive to the changing needs of the community. In future our IRMP will encompass all of the activity we are engaged in to exploit opportunities and reduce the risks associated with providing a service to the community.

BIBLIOGRAPHY

Source Documents

Location

Contact Officer

CFRS Five Year Blueprint 2015/2020 Corporate Priorities 2015/16

Fire Service HQ Hinchingbrooke Cottage Huntingdon



1

APPENDIX 1

CAMBRIDGESHIRE FIRE & RESCUE SERVICE BLUEPRINT (Strategic Direction of Travel) – 2015/2020

Corporate Aims

Influencers 2015/16 2016/17 2017/18 2018/19 2019/2020

Operational Excellence

IRMP 2010/15 Achieved the Protection targets set out in the 2010/15 IRMP, namely - Increased On-call

availability to 82% - Reduced Wholetime

uniformed sickness levels to 6.0 shifts/days lost per person

- Reduce On call sickness to 7 days lost per person

- Respond to most serious incidents in urban areas covered by Wholetime appliances within 9 minutes for the first appliance in attendance and 13 minutes for the second

- Respond to the most serious incidents in our rural areas covered by On-call appliances within an average of 13 minutes for the first appliance in attendance and 17 minutes for the second

- Review of reporting: Implement improved reporting platform (visibility of targets, better ability to see interdependencies)


CSR National Framework

The Tactical Delivery Group (TDG) is working effectively and delivering tangible improvements in operational and community safety service delivery

A full review of the benefits of the TDG will have concluded and options fully considered with regards to the future development of this way of working

Within the CSR costings, undertake a review to see if an enlarged TDG would help support wider Service delivery

Performance measures for the TDG to be built into BIRT

TDG is providing required support to improve availability of On-call appliance


Training Strategy

On-call staff continue to improve their competencies through development of no-notice exercises to include more complex operational scenarios

Officer exercises Practical and computer model testing linked to Command level 2 and 3 assessments

Extend no notice exercises to include other blue light services and other fire and rescue services

National marketing of notice exercises and business case examination of income generation


Research into alternative models for the provision of operational cover has been undertaken and recommendations have been put forward to Fire Authority

Consultation on and planning for agreed changes agreed in respect of operational cover has started

Agreed changes in respect of operational cover have been implemented


National Framework CSR

Recommendations from the review of operational effectiveness of the Service’s rescue capability have been implemented

The effectiveness of the rescue capability review will be fully understood


Operational Assurance Plan

The potential of BA telemetry technology to improve firefighter safety has been fully evaluated

Findings and recommendations from the evaluation of BA telemetry technology have been agreed and implemented

Review and monitoring of implementation

Technology review


Home Office -Emergency Services Mobile Communication Programme

The Service is participating in and understands the impact of the National Emergency Service Mobile Communications Project

The Service has robust plans in place for the implementation and roll out of the Emergency Services Network

The Service has successfully implemented and rolled out the Emergency Services network

The Service is maximising the investment made in ESN to deliver enhanced services and inter-agency working (regular joint exercises)

2

Corporate Aims

Influencer 2015/16 2016/17 2017/18 2018/19 2019/2020


ICT Strategy Officers and crews are able to input and access risk and community safety activity information direct at source through use of MDTs and other technology

A web based system is accessible to enable business risk holders to view and up-date their own risk information.

Holders of major business risk premises are pro-actively viewing and up-dating their own risk information via a web portal

Mobile working platform implemented and rolled out to staff

Community Safety Excellence

Research into data available from partners that might improve operational response carried out and suitable data sharing agreements and mechanisms agreed

Automated data sharing with key partners has been implemented into business processes to ensure accurate, up to date information is available to incident commanders/managers for improved decision making

Automated data sharing arrangements with key partners are in place

Full review of access and use of ICT systems away from the desk (mobile) and recommendations made to support mobile working

Mobile working platform implemented and rolled out to staff


Total financial and efficiency savings achieved through Service Redesign to realise budget reductions required from 2010/15 CSR are known along with the impact of these changes on the organisation


Plans to respond to further Government cuts to CSR have been developed ensuring, as far as possible, to deliver an effective service

Plans to respond to further Government cuts to CSR are being implemented ensuring, as far as possible, to deliver an effective service

Plans to respond to further Government cuts to CSR are being implemented ensuring, as far as possible, to deliver an effective service

Required budget reductions from 2016/20 CSR have been made

Total financial and efficiency savings achieved through Service Redesign to realise budget reductions required from 2016/20 CSR are known along with the impact of these changes on the organisation

Value for Money

Staff understand and are engaging in planning for potential future cuts in government funding

Staff understand and are engaging in implementing plans to respond to further cuts in government funding



Having delivered required budget reductions Service still has a fully engaged and motivated workforce

People


National Framework

The Service is working with other partners and delivering the benefits of collaboration and sharing operational practices and resources and is proactively investigating further opportunities to do so

The Service has completed all shared service development opportunities identified in 2015/16 and is realising the full business benefits

Value for Money

The Service has developed a shared service approach considering all possible opportunities across frontline service and support functions


Asset Management Plan

In conjunction with partners, options for redevelopment of key strategic sites are investigated and where appropriate, developers have been appointed to redevelop identified strategic sites

Value for Money

Recommendations from review of training provision have been assessed and plans exist for implementing agreed changes

Decisions in relation to potential redevelopment of SHQ, Combined Fire Control, Huntingdon Fire Station and Training Centre will have been made

New SHQ, station and training centre building will have been completed and are fully operational

People

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Corporate Aims

Influencer 2015/16 2016/17 2017/18 2018/19 2019/2020



National Framework

An effective emergency planning system is in place and engagement with Local Resilience Forum continues to improve

Review of Forum effectiveness Assessment against statutory requirements and current risks

Comprehensive risk based plans agreed and formulated by all partners


Asset Management Plan Making Assets Count

Work will commence on the new Yaxley Fire Station, with an identified temporary site in place providing operational cover

The new Yaxley Fire Station will be fully operational



Action plan incorporating recommendations from the Operational Assessment Peer Review will have been implemented

The action plan from the Op/A will have been completed

The Service will undergo an Operational Assessment Peer Review


Community Safety

Excellence

IRMP 2010/15 Achieved the prevention targets set out in the 2010/15 IRMP, namely - 5% reduction fatal

and non-fatal casualties in primary fires

- 5% reduction in accidental fires in the home

- 10% reduction arson fires

- 10% reduction in people killed or seriously injured in road traffic collisions


IRMP 2010/15 Achieved the protection targets set out in the 2010/15 IRMP, namely - 20% reduction in

accidental fires in non-domestic properties

- 33% reduction in unwanted fire signals


IRMP Operational Assurance Plan Prevention Strategy Response Strategy

In line with the requirements of the Government’s White Paper, the Service has a more integrated approach to risk management across Prevention, Protection and Ops (Response), to reduce the likelihood of fires and road traffic collisions from occurring, and is using its workforce more flexibly to create more efficient and effective ways of working

The Service will work with planners and developers to minimise the demand of the growth agenda through the fitting of sprinklers at build stage to high risk premises

Any relevant information from 3rd Parties and Partners is accessible to Resilience staff for both planning and operational decision making through data sharing arrangements (technical & non-technical), mobile working platform etc


Findings from the review of the Tactical Delivery Group will have been evaluated to inform further development of integrated risk management


IRMP Operational Assurance Plan

Management of AFAs further improved through greater alignment of mobilising protocols with those of Suffolk FRS

Outcomes of the change within the mobilisation policy will have been reviewed


Operational Assurance Plan Prevention Strategy

Community Safety delivery model will have been reviewed to align with those of other partners to ensure delivers best value to communities

The findings of the CS review will be implemented to ensure that CFRS is able to deliver the most appropriate risk reduction measures

The Service will have successful PAS arrangements with business improving regulation within the area

IRMP Prevention Strategy


IRMP National Framework Operational

Assurance Plan Prevention Strategy

The Service will have undertaken a strategic review of assets in line with the local structure plans

The Service will manage asset refresh in line with projected growth and alternative risk reduction methods

The Service will manage the need for additional assets through the fitting of sprinklers to high risk premises at build stage


Equality & Inclusion Strategy

The Service will deliver the action plan from the Equality peer review

The Service will have completed the action plan and be deemed excellent with regards to Equality

The Service maintains its ‘Excellent’ assessment under the FRS Equality Framework

Preparation for next peer assessment

People

Value for Money

An initial assessment of the potential opportunities for income generation has been undertaken

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Corporate Aims

Influencer 2015/16 2016/17 2017/18 2018/19 2019/2020

Value for Money

ICT Strategy Benefits of the Application Support Group in relation to improved contract management and end user support will have been evaluated

People

Value for Money

ICT Strategy In collaboration with Devon and Somerset and Bedfordshire FRSs the Service will have completed the pilot project using Government Transformation funding to explore G-Cloud opportunities for exposing STEP processes to other partners

The Service has developed full integration to the core systems of record to enable full use of the STEP platform (HR, Assets, Incidents etc)

Operational staff have reduced their time recording activities (after use inspection of kit, IRS completion, Time & Attendance) by 1 hour / day / person through the use of STEP developments and mobile working platform

The Service has reduced the number of 3rd Party applications through the expansion of the STEP platform, improving business processes and reducing direct software licensing costs especially

People

Value for Money

ICT Strategy The Services IT infrastructure will be enhanced through implementation of unified communications

A succession for the CPSN contract has been identified with the aim of providing 1) a “fit for purpose” network, 2) reduced operating cost, 3) enhanced opportunities to work across the public sector in Cambridgeshire

Value for Money

ICT Strategy A local authority controlled company will have been established for shared services

The Service is leveraging maximum benefit from sharing a range of services delivered through an ALMO

People National Framework

Arrangements are in place and embedded to ensure continuous stakeholder and community engagement and consultation

People

Workforce Strategy IRMP

The Service has a clear action plan for implementing it’s workforce strategy for the future development and retention of a high quality workforce

A review of the effectiveness of the T3 management development programme and estimate of return on investment has been undertaken

Value for Money

People Workforce Strategy OpA Peer Review 2014

Outcomes of the Employee Engagement Survey will have been evaluated and an action plan developed to address issues identified where appropriate

Staff are aware of progress made against the Employee Engagement Action Plan

A ‘dip test’ Engagement Survey will have been undertaken to assess progress against the Employee Engagement Action Plan and results published

Staff are aware of progress made against the Employee Engagement Action Plan

A full Employee Engagement Survey will be undertaken

People Workforce Strategy IRMP

Staff have a clear understanding of the career path and promotion processes

Results from the ‘dip test’ Engagement Survey provides evidence that staff are clear about their career path and associated promotion processes

People Social Media Strategy

An action plan will have been developed to deliver the Social Media Strategy

The Service will have fully implemented all areas of the Social Media Strategy

People IRMP Staff understand how the introduction of the new Incident Command Unit has impacted on, and improved, the management of operational incidents

TDG used to rollout use and operation of MICA/ICU to WT watches and strategic OC stations

Review of Technology to give consideration to what additional provisions would support more effective Command and Control

Review of Staffing More flexible arrangements and links with Combined Control


TDG fully trained in use of MICA/ICU including changes to operational response through different ways of working at incidents

Wider training - working with other blue light services and other FRSs wider Officer group

Corporate Priorities 2015/16 Appendix 2

PRIORITY 1 PRIORITY 2 PRIORITY 3

Continued Service Improvement Preparation for next CSR Workforce Development

Improvement in the operational effectiveness of the Service’s rescue capability.

Further investment in operational technical enhancements to ensure continued provision of effective operational response and firefighter safety.

The Tactical Delivery Group is working effectively and delivering tangible improvements in operational and community safety service delivery.

Review alternative models for provision of the On-call system to improve sustainability, including alternative appliance provision.

Continue working with other authorities to identify opportunities and deliver the benefits of collaboration and sharing operational practices and resources.

Continued investigation into options for redevelopment of key strategic sites.

Continued investment in the transformation and greater use of technology to support reduction in resources.

Greater use of partnership data sets and risk information to improve risk reduction.

Recruitment, induction and training of wholetime firefighters.

Delivery of the Workforce Strategy for the future development and retention of a quality workforce and robust succession planning.

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Agenda Item No.12

TO: Cambridgeshire and Peterborough Fire Authority FROM: Director of Resources DATE: 21 May 2015

FIRE AND RESCUE SERVICE INSURANCE CONSORTIUM POOLING 1. Purpose 1.1 This paper seeks to provide members with an update on the progress being made

in establishing a Fire and Rescue Service Insurance Mutual, along with a projected timeline for implementation.

2. Recommendation 2.1 The Fire Authority is asked to note the contents of this report.

3. Background

3.1 At its meeting on 13 February 2014 the Authority:

agreed to participate in establishing a Fire and Rescue Authority (FRA) Insurance Pool, agreed that the Authority become a full member of the company and authorised the Finance Director/Treasurer and the Monitoring Officer to take all necessary steps to achieve this.

agreed that the Authority utilised the pooling arrangement for its corporate property, liability, motor and other miscellaneous insurance requirements for a minimum period of three years through the pooling entity with effect from 1 November 2015, or thereafter subject to final arrangements being in place.

agreed to participate in a financial guarantee for supplementary premiums should claims against the pool exceed the funding available and authorise the Finance Director/Treasurer to take all necessary steps to achieve this.

agreed that officers may serve as Directors of the pooling entity and that the Director of Resources or their nominee be empowered to represent the Authority’s interests at any formal meetings of the pooling entity and to vote on its behalf.

agreed to waive the Authority’s existing procurement rules that would require competing bids for the provision of insurance services to allow for the provision of cover for losses through the pooling company.

Essex County Fire & Rescue Service

3.2 In 2005 a group of authorities commissioned, in conjunction with FireBuy, a study of the potential to achieve savings in insurance costs through an alternative to the purchase of insurance in the open market. The study modelled a range of loss scenarios for a number of different insurance structures, ranging from a discretionary mutual support to a mutual insurance company regulated by the Financial Services Authority. They concluded that a mutual insurance company structure was the preferred option. The Authority participated in the Fire and Rescue Authorities Mutual (FRAML) until a legal challenge to a similar company covering nine London Boroughs caused the arrangements to cease in 2008. Since then the nine authorities have bought insurance together and collaborated on improving risk management and reducing the costs of high value claims.

3.3 Recent claims experience has seen a small number of high value claims leading to

significant premium increases for motor insurance from the current insurer. As a consequence of this the FRA insurance consortium has again turned to alternative risk sharing alternatives to see if they have the potential to reduce the costs of insurance.

4. Feasibility Study

4.1 In March 2013 the nine authorities1 in the insurance consortium commissioned a

study to explore various pooling scenarios. Data for the study, comprising five years claims experience for all the authorities, was provided and Regis Mutual Management was selected to carry out the study. They issued their Pooling Concept Feasibility Study in May 2013. The study was conducted using confidentiality agreements to ensure that it would have no commercial impact on the tendering of the consortium’s insurance renewals in the summer of 2013.

4.2 The report recommended the formation of an entity to act as a pooling mechanism

to allow all nine FRAs to share risk and reduce insurance costs. A hybrid pooling model was suggested with a discretionary pool for smaller losses up to a certain value and conventional insurance for larger losses above the set value. The use of such a discretionary route is well established and is enshrined in the Financial Conduct Authority (FCA), formerly the Financial Services Authority, handbook; Appendix 1 demonstrates how this model will work.

1 The nine are Bedfordshire Fire & Rescue Authority, Cambridgeshire & Peterborough Fire Authority, Cheshire Fire Authority, Devon & Somerset Fire and Rescue Authority, Essex Fire Authority, Hampshire Fire Authority, Kent & Medway Towns Fire and Rescue Authority, Leicester & Rutland Combined Fire Authority, Royal Berkshire Fire Authority.

Essex County Fire & Rescue Service

5. Work since Feasibility and Next Steps 5.1 Regis Mutual Management were appointed through a competitive procurement

process to assist in the formation of the insurance pool and will manage the pool on behalf of the consortium if further financial analysis proves it is a viable solution.

5.2 The target ‘go-live’ date is 1 November 2015, with focus over the coming months on

the creation of the Company and procurement of the re-insurance for the aggregate insurance. The Director of Resources will be part of the evaluation team assessing the various bids.

5.3 A final decision will need to be taken by the members of the consortium in

September 2015 once all of the financial implications are modelled and risks understood. This work will be done in conjunction with Regis before a decision to pool is taken. A further update on this position will be reported to the Fire Authority in October 2015.

BIBLIOGRAPHY

Source Document

Location

Contact Officer

Agenda Item 9 of CPFA

Meeting on 13 February

2014 and subsequent

Minutes

Hinchingbrooke

Cottage

Brampton Road

Huntingdon

Matthew Warren

01480 444619

[email protected].

uk



Appendix 1

HOW THE POOL WILL WORK

• Claims up to excess – individual FRA (no change to current process)

• Single claims between excess and £1 million (the pool)

• Single claims over £1 million (insurance)

• Cumulative claims (aggregate) up to £2 million (the pool)

• Cumulative claims over £2 million up to £5 million (insurance)

1

Agenda Item No.13

TO: Cambridgeshire and Peterborough Fire Authority FROM: Director of Resources DATE: 21 May 2015

LOCAL PENSION BOARD - UPDATE 1. Purpose 1.1 To provide the Fire Authority with an update on the creation of a new Local

Pension Board. 2. Recommendation 2.1 The Fire Authority is asked to note the report.

3. Risk Assessment 3.1 Legal – the establishment of a Local Pension Board is a statutory requirement for

all Fire and Rescue Authorities. 4. Update of Local Pension Board Arrangements 4.1 The Local Pension Board for Cambridgeshire and Peterborough Fire Authority

went ‘live’ on 1 April 2015. At that time, Terms of Reference (ToR) outlining its purpose were drafted and invitations for pension scheme members to sit on the new board were sought; ToR are attached at Appendix 1.

4.2 As stated in the ToR, two scheme members are required to sit on the board; to

date only one member of the Firefighter Pension Scheme has expressed an interest. The Service is now contacting members that have retired and are in receipt of a pension to ascertain whether anyone else is interested in also sitting on the board.

4.3 The employer also has to appoint two representatives to the board. For this

Authority, they will be Mr Rick Hylton, Area Commander and Miss Amy Jackson, Finance Manager.

4.4 At this time, the board will only consist of four members in total and will appoint its

own Chairperson. Members of the board will serve for a minimum period of four years or until they are no longer within the scheme or an employee.

4.5 The primary role of the board is to assist the Authority in overseeing the

governance and administration of the scheme. It is anticipated that the board will meet twice a year.

2

BIBLIOGRAPHY

Source Document

Location

Contact Officer

Firefighters’ Pension Scheme 2015: Proposals for New Governance Arrangements




1

Appendix 1 LOCAL PENSION BOARD of

CAMBRIDGESHIRE AND PETERBOROUGH FIRE AUTHORITY TERMS OF REFERENCE

Statement of Purpose 1. The purpose of the Local Pension Board is to assist Cambridgeshire and

Peterborough Fire Authority in its role as a scheme manager of the Firefighters Pension Scheme. Such assistance is to: (a) secure compliance with the Regulations, any other legislation relating to

the governance and administration of the Scheme and requirements imposed by the Pensions Regulator in relation to the Scheme,

(b) ensure the effective and efficient governance and administration of the Scheme.

Duties of the Board 2. The Board should at all times act in a reasonable manner in the conduct of its

purpose. In support of this duty Board members:

(a) should act always in the interests of the scheme and not seek to promote the interests of any stakeholder group above another,

(b) should be subject to and abide by Cambridgeshire and Peterborough Fire

Authority code of conduct for members. Membership

3. The Board will comprise an equal number of employer and member representatives with a minimum requirement of no less than four in total.

Member Representatives

4. Two member representatives shall be appointed to the Board.

5. Member representatives shall either be members of the scheme administered by Cambridgeshire and Peterborough Fire Authority or have experience of representing pension scheme members in a similar capacity.

6. Member representatives should be able to demonstrate their capacity to attend and complete the necessary preparation for meetings and participate in training as required.

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Employer Representatives

7. Two employer representatives shall be appointed to the Board.

8. Employer representatives shall be office holders, senior employees of Cambridgeshire and Peterborough Fire Authority or have experience of representing scheme employers in a similar capacity. Office holders or employees of Cambridgeshire and Peterborough Fire Authority with delegated responsibility for discharging the scheme manager function of said authority may not serve as employer representatives.

9. Employer representatives should be able to demonstrate their capacity to attend and complete the necessary preparation for meetings and participate in training as required.

10. Employer representatives shall be appointed by Cambridgeshire and

Peterborough Fire Authority in a manner which it considers best promotes the purpose of the Board.

Appointment of Chair 11. The Cambridgeshire and Peterborough Fire Authority shall appoint a Board

appointed Chair.

12. The duties of the Chair should be in accordance with the duties of a Chair within Cambridgeshire and Peterborough Fire Authority.

Notification of Appointments 13. On appointment to the Board Cambridgeshire and Peterborough Fire

Authority shall publish the name of the appointees, the process followed in the appointment together with the way in which the appointments support the effective delivery of the purpose of the Board.

Conflicts of Interest 14. All members of the Board must declare to Cambridgeshire and Peterborough

Fire Authority, on appointment and at any such time as their circumstances change, any potential conflict of interest arising as a result of their position on the Board.

15. On appointments to the Board and following any subsequent declaration of potential conflict Cambridgeshire and Peterborough Fire Authority shall ensure that any potential conflict is effectively managed in line with both the internal procedures of said authority and the requirements of the Pensions Regulators codes of practice on conflict of interest for Board members.

Knowledge and Understanding (including training)

3

16. Knowledge and understanding must be considered in light of the role of the

Board to assist Cambridgeshire and Peterborough Fire Authority in line with the requirements outlined in paragraph 2 above. The Board should establish and maintain a policy and framework to address the knowledge and understanding requirements that apply to Board members. That policy and framework shall set out the degree of knowledge and understanding required as well as how knowledge and understanding is acquired, reviewed and updated.

17. Board members shall attend and participate in training arranged in order to

meet and maintain the requirements set out in the Board's knowledge and understanding policy and framework.

18. Board members shall participate in such personal training needs analysis or other processes that are put in place in order to ensure that they maintain the required level of knowledge and understanding to carry out their role on the Board.

Term of Office 19. Term of office should be a minimum of four years. 20. Board membership may be terminated prior to the end of the term of office

due to:

(a) a member representative appointed on the basis of their membership of the scheme no longer being a member of the scheme,

(b) a member representative no longer being a member of the body on which their appointment relied,

(c) an employer representative no longer holding the office or employment or being a member of the body on which their appointment relied,

(d) the representative no longer being able to demonstrate their capacity to attend and prepare for meetings or to participate in required training.

Meetings

21. The Board shall, as a minimum, meet twice per calendar year.

22. The Chair of the Board, with the consent of the Board membership, may call additional meetings. Urgent business of the Board between meetings may, in exceptional circumstances, be conducted via communications between members of the Board including telephone conferencing and e-mails.

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Quorum 23. To be quorate the total number of members required to be present for a

meeting is two plus the Chair or Vice Chair or when at least 50% of both member and employer representatives are present plus the Chair or Vice Chair.

Voting 24. The Chair shall determine when consensus has been reached. 25. Where consensus is not achieved this should be recorded by the Chair. 26. In support of its core functions the Board may make a request for information

to the Director of Resources with regard to any aspect of the scheme manager function. Any such request should be reasonably complied with in both scope and timing.

27. In support of its core functions the Board may make recommendations to the Director of Resources which should be considered and a response made to the Board on the outcome within a reasonable period of time.

Interpretation 28. In these terms 'the Scheme' means the Firefighters Pension Scheme.

29. In these terms ‘regulations’ means the Firefighters Pension Scheme 1992, as

amended, the Firefighters Pension Scheme 2006, as amended and the Firefighters Pension Scheme Regulations 2014 as amended.

30. In these terms 'regulations' include the Firefighters Pension Scheme 1992, as amended, the Firefighters Pension Scheme 2006, as amended, the Firefighters Pension Scheme Regulations 2014 as amended, the Pension Regulators Codes of Practice as they apply to the scheme manager and pension board and any other relevant legislation applying to the Scheme.

1

Agenda Item No.14

TO: Cambridgeshire and Peterborough Fire Authority FROM: Director of Operations DATE: 21 May 2015

WATER CARRIER RELOCATION

1. Introduction 1.1 The Service has a water carrier based at Yaxley Community Fire and Rescue

Station. The Fire Authority previously approved the redevelopment of this station into a modern, single bay facility which means it will no longer be able to accommodate the water carrier. Therefore a suitable alternative location needs to be identified. Due to their central locations and good road links, Ramsey or St Ives would be the most suitable alternative locations with Ramsey being considered the better option.

2. Recommendations 2.1 The Authority is asked to note the following recommendations:

Due to the Yaxley site redevelopment the relocation of the water carrier needs to be completed before the end of July 2015.

The existing fire appliance at Ramsey and the water carrier should be fully crewed most of the time given the current availability of personnel at Ramsey. To further ensure availability of the water carrier, personnel at St Ives will be trained to operate and drive the vehicle. When the Ramsey crew are not available, the St Ives crew can be mobilised to Ramsey to take the water carrier and respond to incidents.

3. Risk Assessment 3.1 Political - consultation with representative bodies and Yaxley Parish Council

has already begun. 3.2 Economic - the potential savings are in the region of £25,000 per annum. 4. Background 4.1 The redevelopment of Yaxley Community Fire and Rescue Station requires the

station to be relocated from July 2015 to March 2016 with the new station opening at beginning of April 2016. Therefore the relocation of the water carrier needs to happen by July 2015.

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4.2 Training personnel from both Ramsey and St Ives in the operation of the water carrier should ensure that good levels of availability of this asset can be achieved by utilising crews from both stations as and when necessary. This approach to mobilising special appliances is a model the Service currently uses for the high volume pump.

BIBLIOGRAPHY

Source Document

Location

Contact Officer

Water Carrier Relocation Business Case Brief

Huntingdon Fire Station Hartford Road Huntingdon PE29 3RH

Group Commander Mitchley [email protected]

1

Agenda Item No.15 CAMBRIDGESHIRE AND PETERBOROUGH FIRE AUTHORITY OVERVIEW AND SCRUTINY COMMITTEE – MINUTES Date: Thursday 26th March 2015

Time: 2:00-3.15pm

Place: Fire Headquarter, Hinchingbrooke Cottage, Huntingdon

Present: Councillors B Ashwood, R Butcher (Chairman), S Bywater, J Peach and C Swift

In attendance: Councillor Sir P Brown; G Stagg; Suzanne Lane and Karen McIntosh (Auditors)

Officers: D Cave, T Raby, G Taylor, M Warren; Apologies: Councillors S Allen, M Jamil and J Wisson

58. DECLARATIONS OF INTEREST

There were no declarations of interest.

59. MINUTES The minutes of the meeting held on 15th January 2015 were approved as a correct record and signed by the Chairman.

60. ANNUAL MEETING WITH THE CHAIRMAN AND CHIEF FIRE OFFICER The Chairman of the Fire Authority and the Chief Fire Officer attended the meeting to assist the Committee in developing its work programme. The Chairman thanked the Overview & Scrutiny Committee for the valuable work they had undertaken in the past twelve months, and commented that the next year could bring further changes and uncertainty. The Chief Fire Officer raised the following issues: Feedback from the recent LGA Fire Conference – this suggested that Fire & Rescue Services (FRSs) may have a very different future, depending on the outcome of the general election in May. The Labour party favoured a national FRS, whereas the Conservative party continued to focus on local government structures and localism. The FRS needed to stay agile and flexible as it faced this uncertain future, as it was clear that there would be some form of Comprehensive Spending Review, which would involve consultation with key stakeholders externally and internally. Staff consultation processes tended to be resource intensive but ultimately constructive, both in terms of identifying possible ideas for efficiencies, and more generally, raising awareness among staff. Service Rescue Capability review – as Members were aware, the move had already been made to the Tactical Delivery Group (TDG) Shift System, so the focus now needed to be on rescue capability, especially whether the three

2

vehicles currently being used were the right ones going forward, and identifying any gaps in community need. Whilst it may no longer be possible to have three permanently staffed vehicles, it was important not to make savings which created gaps in rescue capability and exposed communities to risk. Review of the location of Fire Headquarters and Huntingdon Fire Station, with consideration being given to the two sites being collocated - the current HQ was expensive to maintain and a modern building may be a better option. Alternatives were already being explored, and it was vital that a long-term solution was secured. In parallel, a review was being undertaken on whether Huntingdon Fire Station continued to warrant its current whole time cover status. It was unlikely that an arrangement as beneficial as the Parkside model could be developed, as that station had benefitted from a particularly valuable location, although the option of working with a developer may be replicated. Members discussed the reasons for the reduction in call outs, noting that this was partly due to the community safety work done over recent years, but also the work of partners and other external factors. However, this situation resulted in difficult decisions having to be made. Combining senior operational officers with Bedfordshire FRS - a decision on whether to go ahead with this was expected in 2015. Any future CSR would need to review the senior management team. As part of succession planning arrangements, a broad overview had been presented to the Appointments Committee. Central to this plan going forward was the operation of some form of officer sharing with Bedfordshire FRS, specifically at Area Manager cadre. Bedfordshire was being considered as a possible partner organisation given that there was already a significant level of collaboration with them, and because of the geographical links. The Committee Chairman suggested that because of the timescales, it made sense for the Overview & Scrutiny Committee to be involved at an early stage. Investigating different ways of working for on call staff, due to the significant turnover rate - historically on call staff stayed with the FRS for many years, but the average had reduced to six years. This was partly due to changing lifestyles, but there were also fewer call outs which was demotivating and impacted on retention. Alternatives needed to be explored e.g. to salary structures, or a joint initiative with the Ambulance service (First Responder) or the possibility of certain stations only being available at night. In response to a question from the Committee Chairman, it was confirmed that this was a national issue, but that other FRSs did not have the comprehensive data that CFRS had – the move to the rostering system gave 100% accuracy on availability. Industrial dispute contingency arrangements – this had been the subject of a review by the Overview & Scrutiny Committee, and it was suggested that this should be a continuing area for review. The Committee noted that Peter Holland (Chief Fire and Rescue Adviser) had praised CFRS for having excellent contingency arrangements. Integrated Risk Management Plan (IRMP) statement – it was suggested that more information should be provided on the IRMP on a more regular basis. Reputation/selling the good story to government – it was noted that CFRS had recently been awarded £1.5M of transformation funding, and government was

3

taking a light touch approach with reviews only planned at 6 and 12 months. It was suggested that the Overview & Scrutiny Committee could usefully provide some scrutiny to the process in house. It was confirmed that this was up-front funding. Improving business consultation – the usual methods of consultation had not produced responses historically, so a more targeted, consultative response may be required.

61. DRAFT EXTERNAL AUDIT PLAN 2014/15 The Committee considered the External Audit Plan for 2014/15, prepared by PwC, the Fire Authority’s external auditors. The plan set out the external auditor’s responsibilities and how they proposed to discharge them, including an analysis of key risks, the auditor’s audit strategy. Karen McIntosh of PwC was in attendance to present the report. Noting the statement “This is the final year of the Audit Commission framework contract, and therefore our final year as your auditor”, it was noted that the Audit Commission had appointed a new auditor nationally for the Fire Authority, and this would be BDO. Karen reassured Members that arrangements were in place for a smooth handover. Members noted:

The areas of significant and elevated risk identified in the year 2014/15;

How the “clearly trivial reporting de minimis” limit of £40,000 worked in practice. Members noted that this related to recording items in the wrong place in the accounts. Karen confirmed that any items below £40,000 would still be highlighted with the Director of the Resources, and also to the Overview & Scrutiny Committee if it was considered that it would materially affect the Fire Authority’s accounting position. Members confirmed that they were happy with the £40,000 limit;

Noted the comments under Value for Money Work relating to the financial resilience criterion: Karen explained that in common with many other authorities, the Fire Authority was experiencing increased pressure on many of its budgets, against a background of reducing grants;

With regard to fraud, it was confirmed that Members would be notified immediately of any evidence of fraud, regardless of how small the amounts involved;

Noted the audit fees, and the separate planned non-audit work relating to the preparation of a proforma set of accounts, which had been completed, at the cost of £8,750, by a separate team from PwC. The Director of Resources explained the nature and purpose of this work.

Members noted that PwC, as appointed auditor, were required to provide an audit opinion on the Authority’s accounts, and that it was members’ duty to raise any fraud (actual, suspected or alleged) of which they were aware. Members of the Committee confirmed that they were not aware of any fraud. It was resolved to note the External Audit Plan 2014/15.

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62. INTERNAL AUDIT STRATEGY AND AUDIT PLAN 2015/16 Suzanne Lane, Senior Manager, Baker Tilly Risk Advisory Services LLP, presented the Internal Audit Strategy and Audit Plan for 2015/16. Members noted information on how the Strategy had been developed, and the resources available. The contract was based on 68 days input (similar to the 2014/15 input) to deliver the 2015/16 Internal Audit Plan, and the services provided complied with the relevant professional standards. Members noted the areas proposed for audit in 2015/16, and that the programme was flexible to issues which may arise during the year. The Committee confirmed that they were satisfied that sufficient assurances were being received within the annual plan, and that in their view, the Strategy covered the organisation’s key risks. Members also confirmed that the areas selected for coverage in 2015/16 were appropriate, and that the standards appended to the report were appropriate to monitor the performance of internal audit. There was a discussion on succession planning, scheduled in the Audit Plan for review in 2017/18, and whether this should be brought forward. It was confirmed that succession planning proposals would be developed over the coming weeks, and there would be a report to the full Fire Authority meeting in May 2015. It was agreed that the most appropriate time to audit this would be in June 2015. It was resolved to adopt the Internal Audit Strategy 2015/16 and the Audit Plan.

63. ANNUAL GOVERNANCE STATEMENT 2014/15

The Committee considered the draft Annual Governance Statement (AGS) for 2014/15. Members were reminded that the Fire Authority had a responsibility to comply with the Accounts and Audit Regulations 2011, as well as having regard to the CIPFA/SOLACE framework: Delivering Good Governance in Local Government. The AGS set out the scope of responsibility, the purpose of the governance framework and the governance framework itself. It also highlighted significant governance issues which needed to be addressed in the coming financial year, specifically:

ensuring robust business continuity management arrangements were in place, in the event of further industrial action by firefighters;

ensuring continuing strong financial control and financial management in times of significant budget reductions;

ensuring the continuation of strong risk management in a time of significant organisational change;

clearly linking financial, strategic and corporate planning to the service improvement programme.

It was unanimously resolved to note the Annual Governance Statement.

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64. WORK PROGRAMME 2014/15 The Committee considered its Work Programme. It was agreed that performance reporting (against the Resources & Performance report) and IT performance reporting would be standing agenda items, reported to alternate meetings. The following changes were agreed:

to defer the Member Led Review of the Service Transformation & Efficiency Programme (STEP) to the October meeting;

to defer the Fleet Management Member Led Review from July. It was confirmed that the issues raised under Fleet Management MLR at the previous meeting had been resolved, in relation to a fuel card for a car which had been already sold: the card had already been cancelled. All fuel cards linked to cars were up to date, and a more proactive system was now in place.

With regard to the July 2015 agenda, Members agreed to consider the following items:

Operational Assurance Action Plan (R Hylton);

performance reporting (standing item);

Charging for animal rescue and other special services;

Transparency Code. There was a discussion on the Member Led Review of transparency, as more information was required on exactly what needed to be reviewed. The Fire Authority Chairman advised that this would become clearer during the coming months. Members noted that the new Transparency Code would form the foundation of the transparency review. Tracy Raby would facilitate this work, with Councillor Bywater as the Member lead. Referring to the points raised by the Chief Fire Officer and Fire Authority Chairman earlier in the meeting, it was agreed that the following items needed to be incorporated into the future Work Programme:

Comprehensive Spending Review progress and initial findings (October 2015);

Review of rescue capability;

Fire HQ/Huntingdon Fire Station relocation;

Huntingdon operational (call) levels independent review. It was agreed that Tracy Raby and the Chairman would further develop the 2015/16 Work Programme, based on the issues raised above. The Committee Chairman urged Members to raise with him any other areas they identified. It was resolved to note the work programme, with the updates given above.

6

65. DATE OF NEXT MEETING

14.00 on Thursday 9th July 2015, at Hinchingbrooke Cottage in Huntingdon.

CHAIRMAN