QUARTERLY PERFORMANCE REPORT (2015/16) QUARTER 1 … and... · item 18 quarterly performance report (2015/16) quarter 1 (april – june 2015) presented to: audit & governance commitee

Item 18

QUARTERLY PERFORMANCE REPORT (2015/16)

QUARTER 1 (APRIL – JUNE 2015)

PRESENTED TO:

AUDIT & GOVERNANCE COMMITEE

DATE OF MEETING:

17TH

SEPTEMBER 2015

OFFICER PRESENTING REPORT: BUSINESS TRANSFORMATION MANAGER;

NIKKI RICHARDS

1. PURPOSE AND SUMMARY OF REPORT

1.1. To provide Audit & Governance Committee with an overview of Royal Berkshire Fire and Rescue Service’s (RBFRS) first quarter (April - June) performance for the 2015-16 financial year.

2. RECOMMENDATIONS

That the Audit & Governance Committee:

2.1. NOTE the performance against Service Provision and Corporate Health measures compared with the same period in 2014/15.

2.2. NOTE the progress made on the two new priority programmes

2.3. NOTE the position of corporate risk (specifically progress of Accident Investigations, the Corporate Risk Register and progress against internal audits).

3. BACKGROUND AND SUPPORTING INFORMATION

3.1. The attached Appendix 1 provides an overview of performance for the first quarter (April-June) of the 2015-16 financial year. This is the first quarterly performance report to present information according to the revised performance management framework. It reports performance against RBFRS ‘service provision’, ‘corporate health’, ‘priority programmes’ and ‘risk’.

3.2. Because the new performance management framework was still under development at the time of writing this report, measures and targets for 2015/16 had not been rolled out. Appendix 1 therefore presents performance against measures contained within the 2014/15 Corporate Plan and compares quarter one performance for 2015/16 with the same period in 2014/15 to facilitate judgements on performance.

3.3. An additional report is provided to Audit and Governance Committee as a separate item on the agenda (Item 8) to propose measures and targets for the new Corporate Plan, covering the period 2015-19. Following Fire Authority

Item 18

approval, these measures will be used to report performance in quarter two of 2015/16.

Q1 Data issues

3.4. Much of the data required for performance reporting under ‘service provision’ comes from incident data which is captured via the Thames Valley Fire Control Service (TVFCS) ‘Vision’ system. Due to the go-live of TVFCS a number of issues related to both the Vision system itself and the system users, performance related to incidents is not in-line with what we would expect to see because the records are incomplete; these issues have been identified and are being tackled through an internal task group.

3.3 The attached report has been reviewed by the Strategic Performance Board (SPB), chaired by DCFO Trevor Ferguson to ensure issues and corrective actions are discussed and managed by Heads of Service. A summary of the corrective actions are listed at the front of the report. This report has also been reviewed and discussed at Corporate Management Team (CMT) to ensure any strategic issues are addressed.

3.4 The commentary for each measure and project is supplied by the responsible Officer. All members of Audit and Governance are asked to review the report in advance of the meeting to determine if they would like more detail on any particular aspect of the report. If this is the case please contact the author or sponsor of this paper who will arrange for the relevant Officer to attend the meeting.

4. FINANCIAL, LEGAL, RISK MANAGEMENT, ENVIRONMENTAL AND

EQUALITY IMPLICATIONS

4.1. The attached report offers information on RBFRS financial, risk management and equality performance.

4.2. There are no legal implications arising from this report.

5. COMPLIANCE WITH STANDING ORDERS / FINANCIAL REGULATIONS

5.1. There are no issues with compliance with standing orders or financial regulation.

6. CONTRIBUTION TO STRATEGIC COMMITMENTS

6.1. Commitment 1 – We will educate people on how to prevent fires and other emergencies, and what to do when they happen.

6.2. Commitment 2 – We will ensure a swift and effective response when called to emergencies.

6.3. Commitment 3 – We will ensure appropriate fire safety standards in buildings.

6.4. Commitment 4 – we will seek opportunities to contribute to a broader safety, health and wellbeing agenda.

6.5. Commitment 5 – We will ensure that Royal Berkshire Fire and Rescue Service provide good value for money.

6.6. Commitment 6 – We will work with Central Government to ensure a fair deal for Royal Berkshire.

Item 18

7. ASSESSMENT AGAINST THE PARTNERSHIP FOR COMMON SENSE

7.1. There are no direct impacts from this report on the partnership for common sense.

8. BACKGROUND PAPERS

8.1. Corporate Plan (2011-2015) and RBFRS Performance Management Framework (not included with document)

9. CONSULTATION WITH STATUTORY OFFICERS

9.1. Chief Fire Officer

The Chief Fire Officer was consulted during preparation of this report.

9.2. Head of Finance

The Head of Finance was consulted on the content of this report.

9.3. Monitoring Officer

The Monitoring Officer was consulted on the content of this report.

Author: Sam Shepherd Head of Strategic Planning and Programme Management 0118 9384810

Sponsored by: Trevor Ferguson Deputy Chief Fire Officer 0118 938 4616

Date of report: 3rd

September 2015

1

Quarter 1 Performance Report

April – June 2015

Item 18 Appendix 1

2

Contents

Introduction .............................................................................................. 3

Actions from the Strategic Performance Board .................................... 3

Quadrant One: Service Provision ........................................................... 5

Service provision progress ............................................................................................................... 5

Information Management ............................................................................................................... 10

Quadrant Two: Corporate Health .......................................................... 11

Corporate Health progress ............................................................................................................. 11

Quadrant Three: Priority Programmes ................................................. 14

Integrated Risk Management Plan (IRMP)..................................................................................... 14

Organisational Development Programme ...................................................................................... 15

Quadrant Four: Risk ............................................................................... 19

Accident Investigations .................................................................................................................. 19

Audit Recommendations ................................................................................................................ 19

Corporate Risk Register ................................................................................................................. 19

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Introduction

This is the first quarterly performance report to present information according to the revised

performance management framework. It reports performance against RBFRS „service provision‟,

„corporate health‟, „priority programmes‟ and „risk‟. Because the new performance management

framework was still under development at the time of writing this report, measures and targets for

2015/16 had not been rolled out. The following report therefore presents performance against

measures contained within the 2014/15 Corporate Plan and compares quarter one performance

for 2015/16 with the same period in 2014/15 to facilitate judgements on performance.

Measures agreed for 2014/15 and targets for these will be negotiated by the end of quarter two

through a separate report, provided to Audit and Governance Committee (at their meeting of the

17th of September 2015).

Much of the data required for performance reporting under „service provision‟ comes from incident

data which is captured via the Thames Valley Fire Control Service (TVFCS) „Vision‟ system. Due

to the go-live of TVFCS and a number of issues related to both the Vision system itself and the

system users, performance related to incidents is not in-line with what we would expect to see.

The reasons for this lie with the compatibility between the old and new mobilising systems and

means data captured from incidents does not align with the new system and so incident records

are incomplete. We anticipated some issues of compatibility between the systems and have been

working to address them but they were not resolved in time for the end of quarter 1 reporting.

We are working to resolve the concerns over data accuracy for this report through an internal data

and information group. We are also working to ensure more incidents records are fully complete

and reduce the need for manual checking and adding of information later. There is currently a

backlog of incidents that need manual checking. This backlog is approximately five times greater

than usually expected at this point in the performance cycle. The information presented below is

therefore incomplete because it does not include outstanding incidents.

The issues associated with data collection and reporting have been added to the TVFCS work programme. We are currently awaiting a definitive timeline for the remedial work needed for Capita and the programme team to ensure our performance data is accurate and robust.

Actions from the Strategic Performance Board

The SPB met on the 22nd of July 2015 to review the content of this report. It was not possible to

fully understand nor commission corrective actions around incident-related measures due to the

lack of confidence in data accuracy. As previously identified, these data issues are connected to

the go-live of TVFCS and an action has now been commissioned from SPB to resolve these

issues as a matter of urgency.

Of notable success was the 93% PDI completion levels in the first quarter. PDI‟s were previously

completed throughout the whole year so to achieve this level of completion has required huge

efforts for all involved. The outstanding 7% of PDI‟s yet to be completed have been identified as

Item 18 Appendix 1

4

those within TVFCS and is being addressed with the Director of People and Organisational

Development and the Senior Responsible Owner for TVFCS.

There was unacceptable performance on the delivery of audit recommendations in relation to the

IT Resilience and Management of Road Risk audits. As both these areas of responsibility have sat

with the departing Director of Resources the new Directors now responsible have been instructed

to progress this with the relevant Heads of Service.

Alongside report formatting, presentation and performance narrative improvements, the following

actions were commissioned by SPB:

Action Lead Date for completion

Establish the issues and devise solutions for the flow of data and information around the TVFCS Vision mobilising systems.

Area Manager: TVFCS and Interim Head of IT

31 October 2015

All Heads of Service and their departments to ask whether they REALLY need a document when it comes up for review- where there are options to reduce the amount of documentation in the organisation this should be taken

All Heads of Service Ongoing

RBFRS response standards are overly complicated and quite confusing. This issue was highlighted by Op A Peer Review Team. Work has been initiated with the IRMP working party to simplify the standards and clarify reporting. This will be a key element of the 2016-17 IRMP. Until agreement can be reached on a new simplified set of measures we will continue to report on existing standards.

DCFO/ACFO/ Head of Response and Head of Risk Management

30th October 2015

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Quadrant One: Service Provision

Service provision progress

ID Measure Q1

Actual Q1 2014/15

Trend when compared to previous year

Commentary/Corrective action

1. Number of Primary Fires 213 219

The prevention and protection figures (measures 1-10) are not updating in a

timely fashion which provides some difficulty in managing and reporting

performance.

The number of primary fires that have occurred in the first quarter of 2015/16 is

less than the number that occurred in the same period in the previous year.

Activities contributing to the prevention of primary fires include seasonal

campaigns, schools education, media messaging both proactive and reactive is

being maintained. There is a slight increase in primary fires in Slough which is

believed to be due in part to a local neighbourhood dispute involving deliberate

fire setting.

2. Number of Primary Fires – Deliberate

37 27 The number of deliberate primary fires that have occurred in the first quarter of

2015/16 is more than the number that occurred in the same period in the previous

year. A neighbourhood dispute in Slough and a neighbourhood dispute in the

Wokingham area involving car fires have contributed to a slight increase.

Prevention activity is taking place in both neighbourhood areas.

Key:

Improving performance =

Declining performance =

Consistent performance =

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6

ID Measure Q1 Actual

Q1 2014/15



3. Number of Secondary Fires – deliberate

106 80 The number of deliberate secondary fires that have occurred in the first quarter of

2015 / 16 is more than the number that occurred during the same period in the

previous year. The main types of fires include refuse and grassland /scrub which

coincided with a particularly warm dry period. Hot spot areas have been identified

and further preventative work is taking place which includes raising concerns

about hay/straw and countryside safety / wildfire prevention activities have been

taking place

4. Number of Primary Dwelling Fires – Accidental

77 101 There is a significant reduction in the number of accidental dwelling fires that occurred during the first quarter of 2015/16 compared to the number that occurred in same period in the previous year. Partners are being made more aware of risk factors associated with dwelling fires with the aim of improving the targeting of home fire safety checks and prevention campaigns for the most vulnerable. There is more work still needed in this area.

5. Fire Victims - Deaths - Dwelling Fire Accidental

0 1 An incident that occurred in June is still being investigated to determine cause and ascertain if it needs to be categorised under this performance measure. The incident is also being investigated in order to prevent further incidents of this nature.

6. Fire Victims - Casualties - Dwelling Fire Accidental

5 6 The number of casualties as a result of accidental dwelling fires that occurred in the first quarter of 2015/16 is less than the number that occurred in the same period in the previous year. The work with partners to improve the targeting of home fire safety checks and prevention campaigns aims to improve performance further

7. Malicious False Alarms 35 25 The number of malicious calls that occurred in the first quarter of 2015 / 16 is more than the number that occurred during the same period in the previous year. There is a continuing liaison with the control manager to ensure effective call challenge takes place to ascertain if it is a malicious call before appliances are sent. However it is not possible to track the number of call challenges at the moment. Areas identified where more than one malicious call • Wensley Road, Reading – ongoing issue, work underway to address alarm activation (2 calls) • Cumberland Road, Reading – young child made 2 calls

Item 18 Appendix 1

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Q1 2014/15



• Edinburgh Road, Furze Platt, Maidenhead – calls also made to TVP and SCAS (South Central Ambulance Service) • Point Royal, Bracknell – 2 calls, ongoing issue • Slough – 2 calls to different schools – monitoring closely Community days are planned for areas where there are a number of hoax calls occurring The number of hoax calls attended accounts for approximately 1.5% of all calls attended, and 1% of all emergency calls received.

8. % of dwelling fires where no smoke alarm

Error 20.7 N/A Work is continuing to investigate the data as it is currently showing an error.

Where RBFRS attends a dwelling fire where there are no smoke alarms present,

then the household is offered a home fire safety check (where appropriate)

which involves the fitting of smoke alarms. As of October 2015, and subject to parliamentary process, all private sector landlords will need to ensure that their tenants are protected by having a smoke alarm fitted on every floor of their property. The private rented housing sector has the lowest percentage of smoke alarm ownership (approx 83% of properties have smoke alarms compared to the national average of over 90%. RBFRS is contributing to the drive to encourage private sector landlords fit smoke alarms by supporting a national campaign distributing alarms, provided by DCLG, across Berkshire prior to October 2015, after which time it will be the landlord responsibility to provide alarms.

9. Home Fire Risk Assessments completed

1835 1422 The number of home fire safety check visits that occurred in the first quarter of

2015/16 is more than the number that occurred in the same period in the previous

year. Work is on going to ensure that the home fire safety checks are targeted at

households where there is greater risk of fire and injury occurring.

10. Number of Commercial AFAs

NA N/A N/A The performance for unwanted fire signals cannot be analysed at this point as the data is unavailable.

11. Number of Primary Fires at

property under Regulatory Reform Order

37 26 The number of primary fires occurring in properties that fall under the Regulatory Reform Order is more than the number that occurred in the same period in the previous year. However the number of fires that occurred in the same period in the previous year was very low compared to previous years, and the current performance is showing a downward trend when compared to the last two and

Item 18 Appendix 1

8


Q1 2014/15



three years. Projecting the current performance forward indicates that the number of fires would be a similar number to the previous year as there were spikes in the number of fires during later months last year. The fires are small fires (electrical or waste) occurring in low risk premises. These premises do have a post fire inspection where a fire safety officer audits the premises and gives advice. Due to the very large number of premises in Berkshire RBFRS fire safety officers concentrate their audit activity on the high risk premises with sleeping accommodation. Plans are in place to train more staff on fire safety skills to provide more advice and guidance to lower risk premises. The number of premises falling under the regulatory reform where a fire occurs represents a very low percentage of the total number of premises in this category in Berkshire.

12. Number of risk based inspection by Fire Safety Officers

690 695 During 2015 / 16 the audits are being targeted at the larger more complex

premises which means that it can take a longer period of time to complete an

inspection compared to less complex premises. However the number of

inspections that occurred in the first quarter of 2015/16 is similar to the number of

inspections that took place during the same period in the previous year.

13. % 1st pump attendances in 10 minutes at dwelling fires - checked failures

95.7% 98.0% Performance has dropped slightly for April and June but improved on last year for May though out of the 93 incidents attended, only 4 were a checked failure and these were through excessive distances. These figures are based on the available data which is not verified as accurate at this stage. Where we are reporting on distance failures, due to the Vision system not always sending the nearest appliance, this again is giving inaccurate data.

14. % 1st pump attendances in 10 minutes and 2nd pump in 12 minutes at dwelling fires - checked failures

88.2% 95% Performance dropped slightly in April and May but improved in June from last year. Of the 93 attendances,10 were checked failures and this is again generally on the distance travelled. These figures are based on the available data which is not verified as accurate at this stage. Where we are reporting on distance failures, due to the vision system not always sending the nearest appliance, this again is giving inaccurate data.

15. % 1st pump attendances in 11 minutes at RTCs - checked failures

88% 100% A drop in performance in April and May against a 100% last year though this was achieved in June. For the 25 incidents attended there were only 3 failures. These failures are again on excessive distance and the traffic encountered.

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Q1 2014/15



These figures are based on the available data which is not verified as accurate at this stage. Where we are reporting on distance failures, due to the vision system not always sending the nearest appliance, this again is giving inaccurate data.

16. % of Fires in Dwellings confined to Room of Origin

77.3% 84.8% In April out of 23 incidents, 5 were not confined to room of origin. For May and June, there are no incidents recorded. These figures are based on the available data which is not verified as accurate at this stage. There appear to be issues with the data including the number of incidents that are in IBIS and that haven‟t been entered into scorecard. I am informed that the data is also not accurate from the vision system which again means we don‟t have all the incident information required. This will not be a target moving forwards.

17. Carbon Footprint CO2 from FRS Operations

125 124 Reports for vehicles only.

18. Carbon Footprint CO2 from

Buildings

NA NA N/A Invoice entries still outstanding

19. % of domestic respondents

satisfied with the overall service

99% 100% It is difficult to identify a cause for the 1% reduction in satisfaction levels. There

were however fewer respondents who reported that we exceeded their

expectations in the time we attended their incident when compared with the

previous year.

20. Complaints received from the public

10 5 2014/15 Q1 complaints were attributed to. Driving =1, Noise/nuisance = 0,

Professionalism/conduct = 3, Other = 0.

2015/16 Q1 complaints were attributed to: Driving = 1, Noise/nuisance = 1,

Professionalism/conduct = 6, Other = 2.

The figure in 2015/16 has doubled for professionalism/ conduct compared to the

same period last year. We have been unable to identify if one of these complaints

was attributable to RBFRS, two were misunderstandings that were identified as

such by the complainants after investigations had taken place and one has been

filed (potentially malicious) pending investigation of the complainant by the police.

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Information Management

The Information Management Team (IMT) is responsible for the day to day provision, maintenance and delivery of the following functions:

Information Requests (under Freedom of Information Act (FOIA) & Environmental Information Regulations (EIR))

Document Management

Incident Reports (Chargeable Services)

Information Requests

A summary of the activities and comparison with previous months is in the following table:

April

2015

May

2015

June

2015

TOTAL

Information Requests…

New Information Requests

Received

18 15 17 50

Total Information Requests

Actioned

31 24 27 82

IMT - Hours Spent on


45

(£630.00)

63

(£882.00)

52

(£735.000)

160

(£2247.00)

Others - Hours Spent on


23.50 8.75 14 46.25

Timeframes not met

(figures relate to request due date)

1 0 0 1

Internal Reviews

(figures relate to request due date)

1 0 1 2

Complaints made to the

Information Commissioner‟s

Office (ICO)

0 0 0 0

The responses made to the information requests are logged in the Authority‟s disclosure log and can be viewed through the following link disclosure log, which is also available to members of the public through the RBFRS web site www.rbfrs.co.uk

Item 18 Appendix 1

http://library.rbfrs.co.uk/Public_Requests/trove.asp?FI=Requests+Received&DI=2013+-+Information+Requests+Received+-+January+to+June&HU=EmptyURL

http://www.rbfrs.co.uk/

11

Quadrant Two: Corporate Health

Corporate Health progress


Q1 2014/15

Commentary/ Corrective action

1. Number of accidents to staff 19 22 Compared with 22 during the same period last year. A fractured wrist playing sports was reported. Although a fracture constitutes a specified injury, there was 1 major accident and no accidents resulting in more than 7 days sickness absence. The major accident may be recategorised following the outcome of the accident

investigation, the HSE do not count sports injuries as reportable unless an injury

arose due to defective equipment or failings in the organisation and management of

an event. We await the outcomes of the accident investigation. The other accidents

include 8 moderate category accidents. There have been 2 accidents reported as a

result of dog bites. These are being investigated with information from the RSPCA.

2. Number of RIDDOR accidents

1 4 9/7/15 - At the end of quarter 1

3. Number of working days lost to short term sickness per employee (excluding RDS)

1.1 1.5 600 days were lost to short term sickness absence this period. This in an

improvement on the same period last year where 832 days were lost to short term

sickness equating to 1.5 days per employee. A number of initiatives aimed at

reducing sickness have been rolled out. These include improving the return to work

interviews process, creating more awareness of the days lost to sickness and

associated cost and updates to the sickness policy.

4. Number of ill health retirements

1 = 0.16%

0 One member of staff retired on ill health grounds this period as a result of a long term and ongoing illness.

5. % of eligible staff with 93.28% n/a It is not possible to compare performance to the same period in 2014/15 as a result

Key:

Improving performance =

Declining performance =

Consistent performance =

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Q1 2014/15


Personal Development Interviews completed

of changes to the process and timescales in which PDIs should be completed.

All PDIs were due to be completed by the end of Q1 2015/16. 43 were recorded

as not completed in Q1, including:

- 38 Control

- 2 S&P (IT and Corporate Comms)

- 1 SD (at time of report had not been logged )

- 1 SD ( was L&D for majority of the time)

- 1 Finance

A further review of the PDI process is scheduled.

6. % of staff from ethnic minorities

5.25%

5.49%

Q1. There has been an increase in performance in this area on the previous quarter and in relation to the same period last year.. The percentage of staff from ethnic minorities stands at 5.25%. This increase is as a result of an overall reduction in staff numbers. Wholetime recruitment activity this year may contribute to improving performance.

7. % of staff recruited from ethnic minorities

0%

9%

There have been no appointments for individuals from ethnic minority‟s within the

last 3 months (Apr – June)

NB This excludes any agency staff recruitment.

8. % of female firefighters

2.7%

3.1%

There has been a decrease in our performance in this area on the same quarter last year. One female firefighter left during the period and therefore the number of female fighters currently employed equates to 2.7%. Wholetime recruitment is currently underway and may see performance in this area improve.

9. % of female firefighters recruited

0% 3% There have been no female firefighters recruited in the last 3 months (Apr to June).

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Q1 2014/15


10. % of staff making a complaint

0.16% 0.16% One member of staff made a complaint in this quarter, and this related to an internal promotion process.

11. % of Leavers recommending RBFRS

100% 66% Commentary – Of the 22 leavers during quarter 1 - 8 individuals completed the exit

survey (6 uniformed and 3 Non-uniformed). All 8 recommended RBFRS.

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Quadrant Three: Priority Programmes

Integrated Risk Management Plan (IRMP)

What is the strategic outcome the programme?

To deliver a range of projects that will effectively manage community risk in Berkshire

Current Status: Green

Progress to date:

Programme board was established in Q3 of 14/15 but this is the first time progress has been reported on at

corporate level. The terms of reference have been agreed by all board members.

Progress to date has been focussed in three areas:

i. Developing an in house baseline model to allow us to get a community risk picture for Berkshire that brings together Prevention, Protection and Response.

ii. Developing our Property Asset Management Plan (PAMP) including establishing our operational schedule of accommodation.

iii. Evaluating procurement options for future construction projects.

Items i. and iii. are progressing well but we need to improve progress with item ii, however slower

progress in this areas if not impacting on the overall project status which is green, on target.

There are now 4 new projects coming on line, from Q2 which are summarised below:

Project 1: Response (Standards, Locations and Crewing)

Review, clarify and revise our current attendance standards and their underpinning

principles

Review optimum station locations and their suitability for purpose considering planned

changes to the infrastructure across Royal Berkshire

Review all current shift patterns and appliance crewing arrangements

Explore the possibility of sharing locations and resources with bordering FRS or other

emergency services

Project 2: Response (Technology & Appliances)

Review our current specialist appliances and their suitability for purpose in the light of

rapidly developing technology.

Explore the possibilities of sharing resources with neighbours

Explore emerging technology and its impact upon operational systems of work and

crewing arrangements

Project 3: Prevention

Review our current Prevention initiatives delivered with partner agencies and better

integrate them with Protection and Response initiatives.

Carry out risk mapping to deal with the risks associated with:

Item 18 Appendix 1

15

o the vulnerable (elderly, deprived, hard to reach)

o schools and education (young, unemployed, particular risk)

o health (drink/smoking related, heart/lung disease, obesity)

o crime and disorder (arson, driving related, drug risks etc)

Project 4: Protection

Review our risk based audit programme and utilise collected data to allow us to continually review

„risk‟ premises and enable a more focused and targeted approach.

This review will allow us to utilise information from a number of other intelligence gathering

sites and data sets.

And further detail will be provided at the end of Q2

Issue / Areas of Concern

None at this time

Organisational Development Programme

Reporting Period: Quarter 1 (April to June 2015)

Programme title: Organisational Development Programme

Programme Senior Responsible Officer: Anne-Marie Scott

Programme update reported by: Nikki Richards


To deliver a range of cross-cutting organisational development projects that supports the achievement of

RBFRS key themes:

o Service delivery – fire stations at the heart of their communities o Service support – capability, capacity and resilience o Culture – one team working collaboratively for the people we serve


Progress to date:

Programme board was established on the 17th June and the terms of reference was agreed

The Organisational Development Programme is organised into 4 projects:

1. Employer excellence

2. Leadership and Learning

3. New ways of working

4. Engagement

Each of the four areas will have a detailed project plan and project team, reporting into the overall

programme board. There are significant overlaps and inter-dependencies between the projects and some

Item 18 Appendix 1

16

early work on key, cross-cutting elements are already underway either because there is an urgent need or

because we can achieve some „quick wins‟.

The projects and work packages will provide development opportunities for staff and will also be used to

encourage and improve cross-organisational working. There will also be a need to bring in some specialist

expertise to move forward elements of the programme but we will use, and develop, internal resource as

far as possible to facilitate sustainability going forward.

As one element of the early work on the Organisational Development Programme we will undertake a full

staff satisfaction survey to further inform our planning and also provide a benchmark which will allow us to

undertake some quantitative evaluation of the success of the programme.

To support delivery the engagement programme we have now appointed a new staff engagement lead.

More detailed feedback on each of the 4 projects will be provided at the end of Q2.

Thames Valley Fire Control Service (TVFCS)


To deliver a joint Control Service across Oxfordshire, Buckinghamshire and Berkshire.


Progress to date:

This project has completed and gone love

Oxfordshire and Royal Berkshire Fire and Rescue Authorities operated their own control rooms

and call handling and mobilising systems. Each had a secondary off-site control facility and a

manually operated fallback arrangement with each other. Buckinghamshire and Milton Keynes

Fire Authority operated its own control room and call handling and mobilising system, a secondary

off-site control facility, and an overflow call handling arrangement with Bedfordshire Fire and

Rescue Authority.

The three Fire and Rescue Authorities worked together to implement a single joint control room

function based in Calcot, Berkshire, with a secondary Control function in Kidlington, Oxfordshire, a

new fallback arrangement with North Yorkshire Fire and Rescue Service, and with capacity for

other fire and rescue authorities, clients or partners to join.

The plan was implemented in phases, and final cutover to the Thames Valley Fire Control Service

from the three separate services took place 21-23 April 2015, delivering common mobilising

procedures and alignment of operational policies and procedures.

Thames Valley Fire Control Service staff were selected from the pool of staff available from the

three Fire and Rescue Services. Where it was identified that there would be insufficient staff at a

level within the Thames Valley Fire Control Service, external recruitment took place with new

recruits receiving induction in the Thames Valley Fire Control Service and training on the

appropriate systems. To ensure the recruits had as much experience as possible at the time the

Thames Valley Fire Control Service went live, they were allocated onto the watch system of one of

the partner fire and rescue services.

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As part of the delivery, the contract for the new mobilising system for the Thames Valley Fire

Control Service was awarded to Capita Secure Information Solutions Ltd after a robust tendering

process.

Network infrastructure has been installed to enable the three Thames Valley Fire Control Service

partners to connect to and access systems. This includes primary and secondary routings for

resilience purposes. Part of this network installation, and the work on existing and new

installations, was to ensure Public Services Network compliancy for the Thames Valley Fire

Control Service systems at the point of go-live.

A five-fire service partnership agreement has been entered into between Oxfordshire, Royal

Berkshire, Buckinghamshire and Milton Keynes (the Thames Valley Fire Control Service

partners), Northamptonshire, and Warwickshire, for the provision of a 20-port SANH and a

fallback Control Link solution. The SANH is located at the Thames Valley Fire Control Service at

Calcot, near Reading. It was commissioned in September 2014 and is available for use by all

partners. All TVFCS partners are now using the SANH for radio traffic. The Control Link is located

within the Warwickshire Fire and Rescue Control at Leamington Spa. It was commissioned in

November 2014 and is available for use by all partners. TVFCS are now using the Control Link

connection for automatic vehicle location system and status messaging.

The three Fire and Rescue Authorities adopted existing operational policies and procedures, and

these are currently being developed by a wider consortium of fire and rescue authorities, thereby

providing for improved cross-border incident management, interoperability and intra-operability.

The new mobilising system provides a full voice and data communications capability using the

Airwave network, an enhanced information service and an automatic location service for

emergency calls, which will reduce emergency call handling times. The introduction of an

automatic vehicle location system also ensures the nearest appropriate resource is mobilised to

an incident.

Projected savings

With go-live taking place in April 2015, we are on track to deliver the projected savings.

Oxfordshire, Royal Berkshire and Buckinghamshire and Milton Keynes Fire Authorities project

savings totaling £15,871,672 by the end of 2024/25. However, the extension of the delivery date

means that the savings to the Fire Authorities will not take effect until financial year 2015/16, and

each of the 10 years' savings will be for the full year.

Project completion date

30th April 2015. Further work has continued beyond this to resolve specific issues identified

following go-live.

The cutover by the three fire and rescue services took place 21-23 April 2015 (from previous

projection of 31 December 2014, and original projection of 31 March 2014), and the Thames

Valley Fire Control Service is now live..

Item 18 Appendix 1

18

The revised completion date was a result of third party telephony and infrastructure providers

failing to deliver their elements to target dates. This was a pre-requisite to the ability to complete

the required network across the Thames Valley Fire Control Service, and the completion of the

implementation of supporting systems.

Additional benefits

The technical solution that is being implemented to enable the remote buddy (North Yorkshire Fire

and Rescue Service) to call handle and mobilise on behalf of the Thames Valley Fire Control

Service has introduced a further level of technical resilience into the architecture. A replicating

server for the mobilising system has been installed at North Yorkshire with the effect that, should

the servers at the primary and secondary sites experience issues, then the Thames Valley Fire

Control staff will be able to access the server located at North Yorkshire and be able to maintain

operations.

Item 18 Appendix 1

19

Quadrant Four: Risk

Accident Investigations

Total number of moderate or major accidents requiring investigation during Q1 was 12, compared

with 21 in Q1 2014/15.

Total number of accident investigation reports completed in Q1 as of 24/7/15 – 4*

The following table is a list of accident investigations waiting a response from the appropriate

Manager/Head of Service as of 24/7/15.

Directorate

Date of Accident

Manager report was sent to for a response to the recommendations

Transport and Engineering

15/9605 – during testing, hose reel branch separated from the hose.

14/03/15 Head of Transport and Engineering (18/6/15). Discussed at SPB 22.7.15. HTE to update Health and Safety Department w/c 27/7/15.

People and Organisational Development

15/4355 – IP** fell from top step of appliance after operating a switch in the cab.

02/06/15 Station Manager (BA/Core Training ) (15/7/15).

* Accident investigation policy allows Accident Investigation Officers two months in which to carry

out their investigation, complete and submit their report.

** IP - injured party

Corporate Risk Register

See Appendix A

Audit Recommendations

The audits shown in Appendix B have been undertaken and recommendations agreed. The

information below provides a progress on those recommendations. Recommendations are

reported against the timeframes originally contracted and are only CLOSED once evidence has

been provided to satisfy the recommendation.

Key to audit progress

For the reasons stated the action will not be completed within the agreed timeframe.

For the reason stated it is possible that the action will not be completed within the agreed timeframe.

Action will be or has been completed within the agreed timeframe.

Item 18 Appendix 1

20

Title of Audit: Fire-fighter Pension Administration

Responsible Manager: Senior Accountant

Category Number of recommendations

High (action within 3 months) 0

Medium (action within 6 months) 0

Low (action within 12 months) 1

Outstanding recommendations

Audit Action Implement

Date

Priority Action Plan Progress Status

The Fire Authority should endeavour to ensure that all reconciliations between the Pension Control and Payroll accounts to the General Ledger are performed and reviewed in a timely manner following each quarter end, to enable timely identification of discrepancies.

On-going Low The Finance team is very small and

reconciliations have to be fitted in with

other time critical tasks so unless extra

resource is put into the team it is unlikely

that the timeliness can be improved. It

should be noted that the year-end

reconciliation was completed on time

AMBER

IT Resilience

Responsible Manager: Head Information Systems







Date

Priority Action Plan Progress Status

Business impact assessments should be conducted on a regular basis and the impacts over time that would result from system loss or disruption should be documented.

End Dec

2014

Low IT are not responsible for business

impact assessments, however as per

DR point a review of Business needs

was completed in Dec 14 considerably

reducing the risk appetite and the need

for BC. It was split into 24hrs, 48 hours

and one week

RED

Now

complete

(end of

July 2015)

Item 18 Appendix 1

21

Obtain final approval for the IT & Comms 2013/14 Service Plan and ensure IT department restructure is progressed in a timely manner.

End Dec

2014

Low Initial staff consultation commenced and

planning commenced. Draft Service plan

submitted.

All actions in 2015/16 service plan and

submitted on time

RED

Now

complete

(end of

June 2015)

A programme of robust and realistic exercises, to evaluate the quality of planning, competence of individuals and effectiveness of the capability, for the DR plan should be established. The type of exercise/test, e.g. desktop, walkthrough, simulation, activity and full testing, should be documented based on the risks specific to RBFRS. The test strategy should identify requirements for recording results of tests and a review process to ensure plans are updated based upon lessons learned.

End Dec

2014

High IT BC / DR reviewed, report and

recommendations made and budget bid

for BC of critical systems complete and

approved. Work planned for 2015/16

business year. The key outcomes are

that the risk has significantly reduced

with the new server room at Newsham

Court, thus minimal BC will be required.

This will include a DR test.

RED

In

progress

(end of

July 2015)

Update the backup procedure document to include:

The current backup arrangements in place;

The types of information to be backed up;

Acceptable warnings and errors; and

Actions to be taken upon backup failure.

Ensure the backup procedure document meets the BIA requirements and is subject to regular review.

End Dec

2014

Med Current backups in place and

documented.

Backups checked Daily.

A complete review of the backup

strategy as well as capability is planned

for 2015/16 in conjunction with BC and

has an approved capital bid to fund it.

RED

In

progress

(end of

July 2015)

Management should consider relocating disk backup servers.

End Dec

2014

Low Current backups in place and

documented.






RED

In

progress

(end of

July 2015)

Item 18 Appendix 1

22

Formal backup restore tests should be undertaken for all backup routines to confirm the completeness and integrity of the backup process.

End Dec

2014

Low Current backups in place and

documented.






RED

In

progress

(end of

July 2015)

Develop a business case for alternative recovery facilities.

End Dec

2014

Med A complete review of the backup




RED

In

progress

(end of

July 2015)

Title of Audit: Management of Occupational Road Risk (MORR)

Responsible Manager: Director of Service Delivery





Director commentary (10/8/15):

Having recently taken over responsibility for the Management of Road Risk, the following information is offered as an update but I believe clarification is needed in a number of areas (including the agreed timescales, priorities, status of the items within the action plan and ownership of the recommendations). I will therefore be undertaking a full review of the audit, recommendations and associated progress to date. I am convening a meeting of the Management of Road Risk Group (MRRG) on the 9th of September to validate and confirm the recommendations and gather evidence on the progress of those recommendations



Date

Priorit

y

Action Plan Progress Status

Implement RoSPA recommendation that: “Driver training covers wider arrangements such as route planning, breakdown situations, driving/working hours and personal safety” as appropriate due to role.

Mar 2016 Low Included in Driver Training.

In H&S Induction Pack.

Onus also on all drivers/Line Managers

to ensure policy and procedures are

understood and complied with.

GREEN

COMPLETE

Gene Ashe

(HL&D)

Issue an organisational briefing note bringing the policy to all personnel‟s attention.

End Mar

2015

High Completed - sent as an all staff H&S

Bulletin and on Trove 01/2015 Driving

Risks / how to report them – Jan 2015

GREEN

COMPLETE

Tracey

Item 18 Appendix 1

23

Mitchell

(HH&S)

Design and produce a driver‟s handbook which should be issued to all drivers through driving school.

End Sep

2015

High Draft document from Hants FRS being

reviewed by AH

GREEN

Andrew Haste

(HTE)

Formalise data capture and

reporting streams which result

in the identification of trends,

solutions and organisational

improvements.

End May

2015

High This item is RED due to the limited

progress to formalise the data capture

against the time required, however the

data capture will be consolidated.

Reports will be produced for the MRRG

as ref later in Action Plan, the first being

at the Sept 2015 meeting. The MRRG

will assess trends, solutions and

improvements.

RED

Andrew Haste

(HTE)

Events captured via the FB131 process should also be reported as a Near Miss so that it is captured in H&S reporting and trend identification systems.

End Mar

2016

Low Covered in the H&S Bulletin.

Will be included in the review of the

MORR Policy September 2015.

Vehicle accidents included in the

Accident Investigation Procedure 3.02

Health and Safety Manual

GREEN

Andrew Haste

(HTE)

A review of all the RA‟s be carried out and moderated thus ensuring a consistent outcome to the identified risk across the organisation.

End Sept

2015

Med AH to review all RA‟s.

HHS has identified all Driver related

incidents on Trove. Allocation of

ownership of RA‟s has been identified.

HHS – recommend these are reviewed

with owners, as part of the review of risk

assessments in H&S Service Plan item

63 – to be completed by 31/3/16

GREEN

Andrew Haste

(HTE)/Tracey

Mitchell (HHS)

A stand alone RA for driving appliances on blues lights should be carried out and promulgated.

End Sept

2015

Med HHS - System already has

Blue Light Appliance Driver Training –

RA No. WP/TRNG/01.003 (01/12/14)

Response Driving – See Trove –

Generic Operational Activities Section

GRA1.1

This will also be included in the review of

risk assessments, see previous

comment.

GREEN

Gene Ashe

(HL&D)

Item 18 Appendix 1

24

A review of all the RA‟s be carried out and moderated thus ensuring a consistent outcome to the identified risk across the organisation. This should start at RMG level and all subsequent RA‟s should follow on from this.

End June

2015

High Corporate Risk Register to be reviewed.

HHS – recommends these are reviewed

with owners as part of the review of risk

assessments in H&S Service Plan item

63 – to be completed by 31/3/16

This item is RED due to the time line,

however MRRG need to review and

agree the HHS recommendation,

accounting for the risk if agreed. Also

this item appears to be the same as the

item highlighted above, which has

different owners and also different

priorities. Clarity is needed from the

Auditor.

RED

Tracey

Mitchell

(HHS)/Andrew

Haste (HTE)

A replacement program for vehicles used in emergency response training should be adopted ensuring vehicles are comparable with vehicles actually used with regards to current technology.

End March

2016

Low This has been agreed by CMT as an

action for the L&D Service Plan

GREEN

Gene Ashe

(HL&D)

Develop a training, familiarisation and refresher programme for support staff.

Already in

place

Low Already in place GREEN

Gene Ashe

(HL&D)

Issue an organisational briefing

note bringing the revised RA‟s

to all personnel‟s attention.

End May

2015

Med HHS - A Bulletin was issued to address this in Jan 2015.

Suggest next driving related bulletin would

be useful following completed review of

MORR ie to include update on CCTV etc

GREEN

COMPLETE

Tracey

Mitchell (HHS)

The MRRG should own the MORR policy and lead and coordinate its application, monitoring, reporting streams and risk reduction activities.

End May

2015

High The MRRG accepted the ownership of

the policy and through the regular

meetings, will lead and monitor the

reporting streams and risk reduction

activities. The items will be part of the

agenda for the meetings.

GREEN

COMPLETE

Once the recommendations are completed Performance Review Department to undertake assurance mapping exercise to ensure that there is a comprehensive risk and assurance process with no duplicated effort or potential gaps.

End Mar

2016

Med The final report date was Sept 2014,

however there was a delay in finalising

the report, (some 6 months). The original

follow up audit was scheduled for 12

months after the report completion. As

such a revised review date of March

2016 is proposed by ACFO.

GREEN

Item 18 Appendix 1

Risk

ID

Risk Short

Name

Risk

Assesor

Function

Programm

e

Directorate Risk Description Risk Criteria Inherent

Score

Treatments Treatment

Owner

Treated Score Overall

Assurance

Risk Owner Review Date

Operation Exit

fallback

TVFCS Concept

of Ops

Response Policy

and Procedures

Review sickness

policy and

processes to

enable more

effective line

management of

sickness absence

Monitor sickness

trends and target

health promotion

activities

accordingly

Conduct a staff

survey to identify

any underlying

organisational

issues potentially

impacting on

absence

Ensure

appropriate OH

and EAP services

are available to

support

employees and

line managers

Develop a

sickness

management plan

as part of the

Health and

Wellbeing

Strategy

Develop and

implement

workforce

development

Implement

training including

MECC,

safeguarding

training, falls

prevention

training, working

in schools training

and firefit, fire Ed

and fire break

training

Dave Phillips

Failure to manage

organisational

resources

23 Dave Phillips 18 2 Dave Phillips111 objective 7.2 Dave

Phillips

P&P Service Delivery If staff do not have the appropriate skills,

knowledge and understanding which is

likely given that working towards health

and social care outcomes is relatively new

then we can expect that RBFRS will not be

able to deliver the appropriate

interventions which is significant in relation

to contributing to the improvement of

public health and social care outcomes for

the people of Berkshire

Becci Jefferies 2015-09-30

Becci Jefferies

Anne-Marie Scott

Becci Jefferies

Anne-Marie Scott

If high sickness absence continues which

may become more likely given the Service

is going through significant change then

we can expect to see reduced crewing and

increased overtime and costs which are

significant in respect of our commitment to

provide an effective response and good

value for money.

Failure to manage

organisational

resources

23 Becci Jefferies 17 3

Paul Maynard 2015-09-14Bryan Morgan

Bryan Morgan

Paul Maynard

68 Sickness Anne-Marie

Scott

HR

Failure in service delivery to provide

effective emergency call handling,

knowledgeable trained system operators,

delivering timely effective and targeted

operational asset dispatch is likely to

occur, the consequence being failure in

response measures and preventable loss

of life in the community we serve, this

would provide significant political impact,

failure in statutory obligation and

significant impact to organisational

reputation. We may expect any loss of life,

property or environmental impact due to

delay in dispatched resource for

intervention at emergencies to be a

significant failure in swift and effective

response.

Failure to comply with

statutory or regulatory

requirements

25 Bryan Morgan 18 2

Appendix A- Corporate Risk Register (3/9/15)

62 Call Handling Response Service Delivery

Item 18 Appendix A

Risk

ID

Risk Short

Name

Risk

Assesor

Function

Programm

e


Score


Owner


Assurance


Develop older

people strategy

Restructure the

Estates function

and appoint a

Capital Projects

Manager

Ensur a Property

Asset

Management Plan

(PAMP) is

developed

Ensure maximum

use of the

memorandum of

understanding

with Thames

Valley Police and

engage with local

authorities and

other FRSs

Appoint a

dedicated

Engagement

officer to mange

change

communications

Establish an OD

programme board

and ensure rep

bodies are

integral to

decision making

Implement the

OD programme

with a staged roll-

out ensuring staff

are involved in its

design and

delivery.

Appoint an OD

programme lead

Ensure the

project team is

properly

resourced

Establish a

process of

evidence

gathering to

enable frequent

monitoring of risk

Raise profile of

issue with FA

members to

ensure they lobby

government on

behalf of RBFRS

Understand

greater detail on

the current

situation and likely

future via a

presentation from

ACFO Furlong

from Oxon FRS

due to be

delivered to CMT

in early

September.

2015-09-30

Paul Southern

Paul Southern

Trevor Ferguson



requirements

25 Paul Southern 24 3 Paul Southern152 The

Emergency

Services

Mobile

Communicatio

ns Project

(ESMCP)

Strategic

Risks

CFO If the current approach to delivering The

Emergency Services Mobile

Communications Project (EMSCP) changes,

which may become increasingly likely as

the programme is developed, potential

costs rise and a possible change in

government policy, then we can expect to

have to take a different approach to

implementation and potentially have to

increase our financial contribution. This

could be very significant in respect to our

medium term financial planning and have

critical knock on affects to others

objectives

23 Anne-Marie Scott 18 3 Anne-Marie Scott 2015-09-30

Anne-Marie Scott

Anne-Marie Scott

Anne-Marie Scott

2015-09-15

Trevor Ferguson

Trevor Ferguson

151

Organisationa

l

Development

Programme

CMT Strategic

Risks

CFO If we fail to successfully implement the

organisational development programme

which may become increasingly likely due

to low levels of trust internally, challenging

industrial relations, limited experience of

change in many areas and the lack of

effective internal communication channels,

then we can expect to have less capacity

and greater financial constraints which are

significant to maintaining statutory

operational activity and taking advantage

of new opportunities.

Failure to manage

organisational

resources

Failure to manage

organisational

resources

23 Trevor Ferguson 21 3 Trevor Ferguson146 Property

Asset

Management

Strategic

Risks

CFO If we fail to effectively manage our

property assets to ensure they are in the

right locations and fit for purpose, which

may become increasing likely given the

level of skills and experience and capacity

within our estates team and the increasing

age of our fire stations, then we can

expect our expenditure to increase, our

services to be less effective and our

stations to further decline which would be

significant in respect to our objective to

ensure value for money and ensure fire

stations are at the heart of communities

Dave Phillips

Failure to manage

organisational

resources

23 18 2 Dave Phillips111 objective 7.2 Dave

Phillips

P&P Service Delivery If staff do not have the appropriate skills,

knowledge and understanding which is

likely given that working towards health

and social care outcomes is relatively new

then we can expect that RBFRS will not be

able to deliver the appropriate

interventions which is significant in relation

to contributing to the improvement of

public health and social care outcomes for

the people of Berkshire

Item 18 Appendix A

Risk

ID

Risk Short

Name

Risk

Assesor

Function

Programm

e


Score


Owner


Assurance


Instigate an

internal gateway

review with

support from a

critical friend.

The outcomes of

the gateway

review will be

used to formulate

a plan to enable

TVFCS to get to

steady state. The

plan must be

assessed for

resources and

associated time

frames.

Continue to

maintain

additional

business

continuity

measures to

support TVFCS

prior to moving to

steady state.

Provide additional

RBFRS resources

to identify and

help resolve

TVFCS issues

Maintain

consultant

expertise until

outcome of HoS

review known

Use of external

consultants were

required

Ensure all

propoerty related

Strategic/outline

and full business

cases consider

potential

opportunities with

partners

Ensure continuing

full engagement

at senior level

with other

potential partner

organisations

Further

development of

partnership

working with TVP,

in-line with the

MOU

Seek alternative

supplier e.g. West

Yorkshire

Anne-Marie Scott 2015-09-01If Liberata decline to tender for ongoing

administration of the pensions

administration contract, there is a risk that

an alternative provider may be difficult to

find. Other providers have begun to

withdraw from the market, leaving an

increasing number of services seeking a

provider.

Pensions administration is becoming

increasingly complicated and very few

people fully understand it



requirements

23 Anne-Marie Scott 17 3

2015-09-30

Andy Parsons

Andy Parsons

Andy Fry (CFO)

Trevor Ferguson

206 Pensions

Adinistration

HR People and

Organisational

Development

Failure to maintain

organisation’s positive

reputation

21 Andy Parsons 17 2 Trevor Ferguson

2015-09-30

Paul Southern

Paul Southern

CMT

194 Shared

Property

opportunities

CMT IRMP - Prog Resources Failure to identify and facilate shared

property opportunities with potential

partners, which is likely due to insufficent

internal capacity and expertise, then we

can expect to miss funding and cost

rationalisation opportunities, which are

significant in respect to our financial

security, operational and political

reputation objectives



requirements

23 Paul Southern 21 3 Paul Southern153 Thames

Valley Fire

Control

Service

(TVFCS)

Strategic

Risks

CFO If we fail to successfully deliver full

functionality for the TVFCS, which may

become increasingly likely as the delivery

programme is now closed and we move

into steady state; service delivery

emergency response standards across the

Thames Valley could reduce, the synergies

of operational alignment may not be

realised and we could be at increased risk

of critical system failures and staffing

issues. This could be very significant in

respect of our statutory responsibilities,

medium term financial position,

organisational reputation and our future

ability to deliver collaborative Thames

valley projects and affect the delivery of

our Strategic Objectives and

Commitments.

Item 18 Appendix A

Risk

ID

Risk Short

Name

Risk

Assesor

Function

Programm

e


Score


Owner


Assurance


Approach existing

groups of services

that have already

joined together to

share resource

e.g. East

Midlands

authorities

Lobby

Government to

set up national

administration of

the schemes

Implementation of

the Baker Tiley

audit

recommendations

Introduction of

gatekeeper post

in Procurement to

control spend

across RBFRS

Update Contract

Standing Orders

Greater use of

compliant

frameworks

Include buying

and procurement

training for all

Managers in Core

Skills

development

Existing policies

and procedures

on information

management

Conduct a gap

analysis on

information

assurance

Create a revised

structure for the

finance

department taking

into consideration

new work areas

Recruit

permanent or

fixed term staff to

fill revised

structure

Develop a training

programme to

developed multi-

skilled staff which

ensures

segmentation of

duties

23 Conor Byrne 17 3 Trevor Ferguson 2015-11-12

Conor Byrne

Conor Byrne

CMT 2015-08-31

Trevor Ferguson

215 Capacity and

Resilience of

Staffing

Conor

Byrne

Finance Resources If we do not have adequate trained,

permanent staff employed within the

finance team which maybe increasing

likely due to the number of temporary

staff then we can expect to be unable to

deliver a key support service to RBFRS

which will significantly impact on the

running of the organisation and therefore

affecting our ability to achieve our the

strategic commitments.

Failure to manage

organisational

resources

If we fail to have effective control on

information assurance, which is incresingly

likely given additional information and data

we are handling and changes to ICT and

TVFCS, then we can expect the mis-

handling of sensitive or personal

information which could lead to significant

financial and reputational penalties and

legal challenge which are significant in

respect to achieving all of our strategic

objectives



requirements

21 Gerry Barry 17 3

2015-09-15

Billy Allen

Billy Allen

Billy Allen

Anne-Marie Scott

212 Information

assurance

Trevor

Ferguson

Info Man Strategy and

Performance

Management



requirements

23 Trevor Ferguson 21 3 CMT

Anne-Marie Scott 2015-09-01

Anne-Marie Scott

Anne-Marie Scott

210 Robust

buying &

procurement

practice

CMT Procurement Strategy and

Performance

Management

If we fail to implement robust buying and

procurement practices which is likely given

historical approaches and the current skills

and knowledge base of Managers around

responsible buying, then we can expect

poor buying and procurement practice,

which may lead to breaches of RBFRS

contract standing orders, ineffective

financial management and control and the

use of Single Tender Actions (STA) which

are all significant in respect to managing

RBFRS in accordance with best practice

and appropriate legal and financial

standards.

If Liberata decline to tender for ongoing

administration of the pensions

administration contract, there is a risk that

an alternative provider may be difficult to

find. Other providers have begun to

withdraw from the market, leaving an

increasing number of services seeking a

provider.

Pensions administration is becoming

increasingly complicated and very few

people fully understand it



requirements

23 17 3206 Pensions

Adinistration

HR People and

Organisational

Development

Item 18 Appendix A

Risk

ID

Risk Short

Name

Risk

Assesor

Function

Programm

e


Score


Owner


Assurance


Use of temporary

staff to back fill

vacancies to

ensure capacity is

retained

Work with Bucks

FRS to ensure an

extension to this

current contract

for part-time

resource

Create p-to -date

specifications for

systems

Carry out a

procurement

exercise to find a

suitable supplier.

And appoint

supplier

Explore shared

service options as

longer term

solution

Review and

restructure E&F

function

(commission

expert review of

estates)

Ensure new

structure/resource

arranagements

are put in place

Maintain

temporary

agency/contract

cover until

restructure is

complete

Review the

facilities contract

status

Explore the use of

frameworks for a

speedy compliant-

route to market

Explore

opportunities to

work with partners

on services

required

Establishment of

a working group to

identify and

resolve data

issues

Create and

manage an Issues

log to resolve

data feed, quality

and accuracy

problems

TVFCS Issues log

to align with

RBFRS needs

23 Sam Shepherd 21 2 Trevor Ferguson 2015-09-30

Sam Shepherd

Bryan Morgan

2015-09-30

Anne-Marie Scott

Anne-Marie Scott

222 Data and

information

systems

CMT Strategic

Risks

Strategy and

Performance

Management

Should the new vision mobilising system

continue to fail to feed accurate data into

RBFRS information systems

(IBIS/IRS/Sorecard) which has been

occuring since go-live of TVFCS then we

can expect inaccurate recording and

reporting of performance data, poor

associated performance, inaccurate or

missing information for the development

of IRMP and strategic

targets/commitments to be missed which

is significant to corporate performance and

the development of IRMP

Failure to manage

organisational

resources

Failure to manage

organisational

resources

21 Anne-Marie Scott 18 2 Anne-Marie Scott

Anne-Marie Scott 2015-09-30

Anne-Marie Scott

Anne-Marie Scott

221 Facilities

contracts

CMT Estates People and

Organisational

Development

If we fail to ensure facilities contracts are

reviewed and replaced in a timely fashion

which is likely given the short timescales

available for review before contract expiry

dates then we can expect to encounter

procurement risk and potential to

disruption to service provision of key

services which is significant in relation to

contined service provision and value for

money

If we fail to properly plan and resource

facilities which is likely given historical

underinvestment in facilities management

then we can expect the level of service

delivery of estates and facilities to

decrease, leading to operational and H&S

failures relating to our premises which are

significant in respect to our operational

effectiveness and value for money

Failure to manage

organisational

resources

21 Anne-Marie Scott 18 2

2015-11-12

Conor Byrne

Conor Byrne

220 Effective

facilities

management

CMT Estates People and

Organisational

Development

Failure to manage

technology

23 Conor Byrne 17 2 Trevor Ferguson216 Systems Conor

Byrne

Finance Resources If we do not have supported systems in

place which may be become increasing

likely as the current contract is due for

renewal in March 2016 then we can expect

payroll and pensions administration to fall

over which would critically impact the

whole organisation

23 17 3 Trevor Ferguson 2015-11-12

Conor Byrne

Conor Byrne

215 Capacity and

Resilience of

Staffing

Conor

Byrne

Finance Resources If we do not have adequate trained,

permanent staff employed within the

finance team which maybe increasing

likely due to the number of temporary

staff then we can expect to be unable to

deliver a key support service to RBFRS

which will significantly impact on the

running of the organisation and therefore

affecting our ability to achieve our the

strategic commitments.

Failure to manage

organisational

resources

Item 18 Appendix A

Risk

ID

Risk Short

Name

Risk

Assesor

Function

Programm

e


Score


Owner


Assurance


Commission work

to scope longer-

term data

resolution and

development

Complete the

action plan

recommended by

Baker Tiley

Review the IT

strategy

Conduct a gap

analysis on IT

capital projects

and strategy

Engagement with

the SRB and LRF

to ensure National

and Regional

contingency and

resilience plans

are in place.

Ensure

engagement with

multi-agency

exercises,

simulations and

training with all

staff.

CMT to review

NRR on annual

basis and update

the Corporate

Risk register

Engagement with

the SRB and LRF

to ensure National

and Regional

contingency and

resilience plans

are in place.

Ensure

engagement with

multi-agency

exercises,

simulations and

training with all

staff.

CMT to review

NRR on annual

basis and update

the Corporate

Risk register

Engagement with

the SRB and LRF

to ensure National

and Regional

contingency and

resilience plans

are in place.

24 Paul Southern 21 2 CMT 2015-08-11

2015-08-11

Anne-Marie Scott

Andy Fry (CFO)

209 NRR

Electricity

failure

Simon

Jefferies

Strategic

Risks

Strategy and

Performance

Management

“If a widespread electricity failure

happens, which has been reassessed in

the light of an enhanced understanding of

the risks impacts, then we can expect

some casualties and fatalities; the loss of

essential goods and services and

disruption to transport and energy

networks, with the potential for civil unrest

which are significant in respect to our

ability to provide an emergency service”

Failure to manage

organisational

resources

Failure to manage

organisational

resources

24 Paul Southern 21 2 CMT208 NRR

Influenza

Pandemic

Simon

Jefferies

Strategic

Risks

Strategy and

Performance

Management

“If an influenza pandemic happens, which

the NRR believes to be a significant risk as

the H1N1 outbreak in 2009 is not

indicative and there is a consensus

amongst experts that there is a high

probability of another influenza pandemic

occurring, given that over the past 25

years 30 newly recognised infections have

occurred globally, then we can expect up

to half of the UK population to be affected

and between 20,000 and 750,000 deaths


ability to deliver an emergency response”

25 Paul Southern 21 2 CMT 2015-08-11

Gene Ashe

Andy Fry (CFO)

2015-09-30

Trevor Ferguson

Trevor Ferguson

207 NRR

Terrorism

Simon

Jefferies

Strategic

Risks

Strategy and

Performance

Management

“If a terrorist or other malicious attack

happens, which the NRR believes is a

serious and sustained threat reflecting the

national threat level of Severe (Severe

means an attack is highly likely) given

political destabilisation in the Middle-East

and Africa and the growth of terrorist

groups, then we can expect casualties and

fatalities, damage to property and

infrastructure and wider economic damage


ability to deliver an emergency service and

our reputation”

Failure to manage

organisational

resources

Failure to manage

technology

21 Trevor Ferguson 18 2 Trevor Ferguson223 Implementati

on of IT

resilience

audit

recommendat

ions

CMT Strategic

Risks

Strategy and

Performance

Management

If we fail to implement the

recommendations from the Baker Tiley

audit on IT Resilience which is likely given

the length of time the recommendations

remain extant then we can expect the

identified gaps and risks around IT

resilience to remain which may lead to a

disruption in IT service delivery, impacts

on organisational service delivery and

resulting damage to organisational

reputation which is significant to the

achievement of all strategic objectives

23 21 2 Trevor Ferguson 2015-09-30

Trevor Ferguson

222 Data and

information

systems

CMT Strategic

Risks

Strategy and

Performance

Management

Should the new vision mobilising system

continue to fail to feed accurate data into

RBFRS information systems

(IBIS/IRS/Sorecard) which has been

occuring since go-live of TVFCS then we

can expect inaccurate recording and

reporting of performance data, poor

associated performance, inaccurate or

missing information for the development

of IRMP and strategic

targets/commitments to be missed which

is significant to corporate performance and

the development of IRMP

Failure to manage

organisational

resources

Item 18 Appendix A

Risk

ID

Risk Short

Name

Risk

Assesor

Function

Programm

e


Score


Owner


Assurance


Ensure

engagement with

multi-agency

exercises,

simulations and

training with all

staff.

CMT to review

NRR on annual

basis and update

the Corporate

Risk register

Employ additional

specialist

temporary

resource to

support the

establishment of

the pensions

board

Ensure a training

is provided to

other RBFRS

Finance staff to

avoid single

points of failure.

Additional

resources for the

Finance

department to be

secured

Pensions Action

Plan to be created

Participate in

regional fire

pensions group to

keep abreast of

issues and

solutions

Utilise the LGA

resource for

advice and

guidance

Secure

knowledge/suppor

t through the

pensions

administrators

Explore options to

appoint a

dedicated (and

shared) resource

for advice and

support in relation

to pensions

24 21 2 CMT 2015-08-11

Anne-Marie Scott

Andy Fry (CFO)

209 NRR

Electricity

failure

Simon

Jefferies

Strategic

Risks

Strategy and

Performance

Management

“If a widespread electricity failure

happens, which has been reassessed in

the light of an enhanced understanding of

the risks impacts, then we can expect

some casualties and fatalities; the loss of

essential goods and services and

disruption to transport and energy

networks, with the potential for civil unrest


ability to provide an emergency service”

Failure to manage

organisational

resources

Conor Byrne

Conor Byrne

Becci Jefferies

Becci Jefferies

Trevor Ferguson 2015-11-12218 Pensions

Administratio

n

Conor

Byrne

Finance Resources if we do not have adequate skills and

resource to manage the complex pensions

requirements which maybe increasing like

with the loss of existing staff and frequent

changes to the guidance around pension in

fire sector the we can expect to be unable

to effectively manage the current 4

pension plans we have which would

significant impact on our ability to comply

with financial standards

Failure to manage

organisational

resources

23 17 3

Conor Byrne

Becci Jefferies

Becci Jefferies

Becci Jefferies

Item 18 Appendix A

Audit title Audit Action Date by Priority StatusOpen /

ClosedDate of CMT

Date of

Audit & Gov

Brief

description of

Evidence

received from

Date of Audit

Date of

Closeing

Meeting

Allocated to

Car Pool

Usage

The Staff

department

should ensure

that booking

requests are

accurately

reflected in the

fleet vehicles log

and updated with

details from

completed FB161

forms which

should be

appropriately

retained.

End Aug

2014Med RED Open 19-Aug-14

Prevention

guidence

document and

awaiting policy

update

confirmation

16-May-14 30-Apr-14

Andy Haste,

Head of

Transport and

Engineering

Car Pool

Usage

Staff in Control

and Facilities

should be

instructed to

refuse permission

to utilise a car

pool vehicle:

Without a fully

completed. FB-

161 form; or

Where Fire

Watch does not

include sufficient

up to date details

on the users

driving licence.

End Jun

2014High RED Open 19-Aug-14

15/7/15

awaiting

confirmation of

policy update

16-May-14 30-Apr-14

Andy Haste,

Head of

Transport and

Engineering

Progress

Progress on Audit Recommendations (3/9/15)

Completed spreadsheet to be

maintained and hard copies

retained for three years As pool car

usage has changed hands to CT

they need to develop a policy to

ensure compliance with

requirements

Completed ownership and

management of cars transferred to

central team. As pool car usage

has changed hands to CT they

need to develop a policy to ensure

compliance with requirements. As

central team now have

responsibility for pool cars they are

required to check licsence before

letting cars go.

Item 18 Appendix B

../Baker Tilly/Car Pool Usage 5 13 14 FINAL RBFA/PREVENTION FLEET - GUIDANCE NOTE (v4).doc







ClosedDate of CMT

Date of

Audit & Gov

Brief

description of

Evidence

received from

Date of Audit

Date of

Closeing

Meeting

Allocated toProgress

IT Resilience

Formal backup

restore tests

should be

undertaken for all

backup routines

to confirm the

completeness

and integrity of

the backup

process.

End Dec

2014

New date

April 2016

Low RED open

Back up

scheduales

and server

identification,

To date the

back up plan

has been

sufficient to

address the

organisations

operational

needs.

17-Mar-14 21-Nov-13 HIS

IT Resilience

G

The key activities

required to

reinstate critical

ICT services

within the agreed

recovery

objectives.

Update the IS &

Comms BCP to

include the

following

information: Plan

owner and

maintainer; Roles

and

responsibilities for

staff with BC/DR

responsibility; DR

incident

management;

Plan invocation

instructions;

Reference to the

essential contact

details for all key

stakeholders, i.e.

internal staff with

BC/DR roles and

support partners;

and The key

End Dec

2014

New date

April 2016

High RED open

This

recommendati

on addresses

the following

other action

points: A,E,F

17-Mar-14 HIS

Current backups in place and

documented.



documented, back ups checked

daily. A complete review of the

backup strategy as well as

capability is planned for 2015/16 in

conjunction with BC and has an

approved capital bid to fund it.


documented. Backups checked.

BC site will include off site servers IT BC / DR reviewed, report and

recommendations made and

budget bid for BC of critical

systems complete and approved.

Work planned for 2015/16 business

year. The key outcomes are that

the risk has significantly reduced

with the new server room at

Newsham Court, thus minimal BC

will be required. This will include a

DR test. Plan will be updated once

new BC solution is in place.

Individual BC plans are being

progressed by application / system.

ie Wireless, network switches are

complete FireWatch is in progress

as is IBIS

Item 18 Appendix B

../Baker Tilly/IT Resilience Planning Follow Up 2 13 14 FINAL RBFA/evidence













ClosedDate of CMT

Date of

Audit & Gov

Brief

description of

Evidence

received from

Date of Audit

Date of

Closeing

Meeting


Recording of

training on

Firewatch

Review the

current

documents to

reflect current

practice when

second

assessment is

involved.

Reiterate the

need for all

assessments to

be second

assessed where

necessary and all

entries must be

approved by line

management.

End Jun

2015

revised

date March

16

Med RED Open

Following a

request for

evidence it

was identified

that the stated

actions had

not been

placed within

policy or

procedure,

further time

allocated to

put in place

Sep-14 04-Nov-14 GM L&D

Recording of

training on

Firewatch

Ensure that all

managers are

aware of the

process to be

followed when

committing

individuals to

external training

that is not already

on firewatch

End Jun

2015Med RED Open

Following a

request for

evidence it

was identified

that the stated

actions had

not been

placed within

policy or

procedure,

further time

allocated to

put in place

Sep-14 04-Nov-14

GM L&D POD

to evaluate the

process

Recording of

training on

Firewatch

Utilise a TRI

system for high

risk activities that

non operational

staff take part in

or are expected to

carry out

End Jun

2015 new

revised

date June

16

Med RED Open

Following a

request for

evidence it

was identified

that the stated

actions had

not been

placed within

policy or

procedure,

further time

allocated to

put in place

Sep-14 04-Nov-14 Lee Arslett

and AM L&D

to discuss

When in post

the POD

evaluate

process

This is being dealt with through the

L&D Response and LDWG 1/9/15

At the 28 April 2015 of the SPB

Heads of Service were tasked with

informing their managers of the

need to comply with the L&D

process for the recording of training

when this is not initiated via L&D.

Policies requiring amendment will

be published from 7 september

2015

This forms part of the RBUG

working which will enable NYC to

be entered on the system. 1/9/15

This action was on target however

post the last audit and governance

meeting Service representatives

attended a firewatch conference

and training event which

demonstrated the requested

changes in firewatch and also

highlighted the increased levels of

work to address this action. (for

each activity a seperate entry

would be required to be entered

This is being dealt with through the

L&D Response and LDWG 1/9/15

Following the last Audit and

Governance meeting L&D changed

the line managers at GM level. This

prevented planned activities from

progressing for three reasons. The

officer taking over had not

undertaken the GM role in L&D

previously and therefore undertook

a period of familairisation and hand

over which delayed the completion

of this action. Annual leave periods

have prevented the previous and

current post holder from completing

a full hand over. The Firewatch

team attended a training and

conference with the suppliers which

Item 18 Appendix B


ClosedDate of CMT

Date of

Audit & Gov

Brief

description of

Evidence

received from

Date of Audit

Date of

Closeing

Meeting


Recording of

training on

Firewatch

Provide an

additional option

of ‘no longer

competent’ to

address areas of

underperformanc

e where

development

plans may be

required. This will

provide an audit

trail of the

development

needs for

individuals.

End Jun

2015Med RED Open

Following a

request for

evidence it

was identified

that the stated

actions had

not been

placed within

policy or

procedure,

further time

allocated to

put in place


Recording of

training on

Firewatch

Expectations of

L&D are that

phase 2

firefighters are not

expected to be

included on the

TRI system,

therefore these

individuals should

be removed from

the system.

End Jun

2015Med RED Open

Following a

request for

evidence it

was identified

that the stated

actions had

not been

placed within

policy or

procedure,

further time

allocated to

put in place


Recording of

training on

Firewatch

Inform all budget

holders of the

purpose of the

departmental

training budget

and the process

to be followed

when booking

courses and the

recording of this

information.

End Jun

2015Med RED Open

Following a

request for

evidence it

was identified

that the stated

actions had

not been

placed within

policy or

procedure,

further time

allocated to

put in place

Sep-14 04-Nov-14

GM L&D POD

to evaluate the

process

the work has been completed on

firewatch but policy publishing

should occur on the 7 September

at which time the amendment will

go live

1/9/15 Post Audit and Governance

policies have been amended and

are currently progressing through

the internal system to be published.

The amendment within Firewatch is

awaiting the policy amendment

which should be completed by 7

September 2015

DPOD is issuing direction through

April CMT to advise all managers of

the required booking process. The

new procurement process will

address this issue - 1/9/15 Post

audit and Governance, policies

have been amended are

progressing through internal

systems. The emembndments for

publication will be available for

publication from 7 September 2015

Item 18 Appendix B


ClosedDate of CMT

Date of

Audit & Gov

Brief

description of

Evidence

received from

Date of Audit

Date of

Closeing

Meeting


Risk

Management

and

Governance

Recommend the

creation of a

dedicated Risk

Management

Road Map –

Separate to the

improvement plan

a road map will

set out what

needs to be done

over the next 18

months, when it

should be done

by, what specific

stages are directly

linked to other

key action areas.

End Sep

2015Med GREEN Open Mar-15 DCFO

MORR

Design and

produce a driver’s

handbook which

should be issued

to all drivers

through driving

school

End Sep

2015High RED Open 03-Mar-15 30/05/2015

updated

following Q1

report

Sep-14 06-Oct-14

Engineering

and support

manager

MORR

Formalise data

capture and

reporting streams

which result in the

identification of

trends, solutions

and

organisational

improvements.

End May

2015High RED Open 03-Mar-15 30/05/2015

updated

following Q1

report

Sep-14 06-Oct-14

Engineering

and support

manager

MORR

Events captured

via the FB131

process should

also be reported

as a Near Miss so

that it is captured

in H&S reporting

and trend

identification

systems.

End Mar

2016High GREEN Open 03-Mar-15 30/05/2015

updated

following Q1

report

Sep-14 06-Oct-14

This item is RED due to the limited

progress to formalise the data

capture against the time required,

however the data capture will be

consolidated. Reports will be

produced for the MRRG as ref later

in Action Plan, the first being at the

Sept 2015 meeting. The MRRG will

assess trends, solutions and

improvements.Covered in the H&S Bulletin.

Will be included in the review of the

MORR Policy September 2015.

Vehicle accidents included in the

Accident Investigation Procedure

3.02 Health and Safety Manual

No work has been done in this area

at the moment but it is scheduled to

be delivered ahead of the

September 2015 deadline

Draft document from Hants FRS

being reviewed by AH

Item 18 Appendix B


ClosedDate of CMT

Date of

Audit & Gov

Brief

description of

Evidence

received from

Date of Audit

Date of

Closeing

Meeting


MORR

A review of all the

RA’s be carried

out and

moderated thus

ensuring a

consistent

outcome to the

identified risk

across the

organisation.

End Sept

2015Med GREEN Open 03-Mar-15 30/05/2015

updated

following Q1

report

Sep-14 06-Oct-14

AM L&D/

Senior driving

instructor

MORR

A stand alone RA

for driving

appliances on

blues lights

should be carried

out and

promulgated.

End Sept


updated

following Q1

report

Sep-14 06-Oct-14

AM L&D/

Senior driving

instructor

MORR

A review of all the

RA’s be carried

out and

moderated thus

ensuring a

consistent

outcome to the

identified risk

across the

organisation. This

should start at

RMG level and all

subsequent RA’s

should follow on

from this.

End June

2015High RED Open 03-Mar-15 30/05/2015

updated

following Q1

report

Sep-14 06-Oct-14

Tracey

Mitchell

(HHS)/Andre

w Haste

(HTE)

MORR

Issue an

organisational

briefing note

bringing the

revised RA’s to all

personnel’s

attention.

End March


updated

following Q1

report

Sep-14 06-Oct-14 HH&S

AH to review all RA’s.

HHS has identified all Driver related

incidents on Trove. Allocation of

ownership of RA’s has been

identified.

HHS – recommend these are

reviewed with owners, as part of

the review of risk assessments in

H&S Service Plan item 63 – to be

completed by 31/3/16

HHS - System already has

Blue Light Appliance Driver

Training – RA No.

WP/TRNG/01.003 (01/12/14)

Response Driving – See Trove –

Generic Operational Activities

Section GRA1.1

This will also be included in the Corporate Risk Register to be

reviewed.

HHS – recommends these are

reviewed with owners as part of the

review of risk assessments in H&S

Service Plan item 63 – to be

completed by 31/3/16

This item is RED due to the time

line, however MRRG need to

review and agree the HHS

recommendation, accounting for

the risk if agreed. Also this item

appears to be the same as the item

highlighted above, which has

different owners and also different

priorities. Clarity is needed from the HHS - A Bulletin was issued to

address this in Jan 2015.

Suggest next driving related bulletin

would be useful following

completed review of MORR ie to

include update on CCTV etc

Item 18 Appendix B


ClosedDate of CMT

Date of

Audit & Gov

Brief

description of

Evidence

received from

Date of Audit

Date of

Closeing

Meeting


MORR

A replacement

program for

vehicles used in

emergency

response training

should be

adopted ensuring

vehicles are

comparable with

vehicles actually

used with regards

to current

technology.

End Mar

2016Low Amber Open 03-Mar-15 30/05/2015

updated

following Q1

report

Sep-14 06-Oct-14 HoL&D

MORR

Once the

recommendations

are completed

Performance

Review

Department to

undertake

assurance

mapping exercise

to ensure that

there is a

comprehensive

risk and

assurance

process with no

duplicated effort

or potential gaps.

End Mar


updated

following Q1

report

Sep-14 06-Oct-14 PR dept.

AI

Recommenda

tions

Ensue that a

robust reporting

system is in place

that reports to

those groups

identified in

policy. Identifying

those responsible

for the

recommendation

and progress

against

completion.

End of Feb

16Medium GREEN Open 29-Sep-15 Jul-15 30-Jul-15 Head of H & S

This has been agreed by CMT as

an action for the L&D Service Plan

The final report date was Sept

2014, however there was a delay in

finalising the report, (some 6

months). The original follow up

audit was scheduled for 12 months

after the report completion. As

such a revised review date of

March 2016 is proposed by ACFO.

Policy amendment required to

include performance reporting to

SPB around AI recommendation

progress, to also feed into CMT

and Fire authority

Item 18 Appendix B


ClosedDate of CMT

Date of

Audit & Gov

Brief

description of

Evidence

received from

Date of Audit

Date of

Closeing

Meeting


AI

Recommenda

tions

Ensure that a

robust system is

implemented that

clearly defines a

reporting,

monitoring and

completion

process/flowchart.

Implement a

prioritisation

process that

allocates an

agreed timescale

for completion

and closure of

recommendations

.

End of Nov

15High GREEN Open 29-Sep-15 Jul-15 30-Jul-15 Head of H & S

AI

Recommenda

tions

Ensue that a

robust reporting

system is in place

that reports to

those groups

identified in

policy. Identifying

those responsible

for the

recommendation

and progress

against

completion.

End of Nov


AI

Recommenda

tions

Standardise a risk

based time

allocation to all AI

recommendations

ranging from

immediate – 12

months

End of Nov


Policy amendment required to

include performance reporting to

SPB around AI recommendation

progress, to also feed into CMT

and Fire authority

Policy amendment: Time scales to

be agreed with AI investigator,

HoHS and recommendation owner

eg

High 0 - 3 months

medium 3 – 6 months

Low 6 – 12 months

Item 18 Appendix B

Documents

QUARTERLY PERFORMANCE REPORT (2015/16) QUARTER 1 … and... · item 18 quarterly performance report (2015/16) quarter 1 (april – june 2015) presented to: audit & governance commitee