AGENDA ITEM 3

C L E V E L A N D F I R E A U T H O R I T Y

MINUTES OF EXECUTIVE COMMITTEE MEETING

30 SEPTEMBER 2016

PRESENT: CHAIR Councillor Jan Brunton – Middlesbrough Council HARTLEPOOL BOROUGH COUNCIL Councillor Marjorie James MIDDLESBROUGH COUNCIL Councillor Tom Mawston REDCAR BOROUGH COUNCIL Councillor Mary Ovens STOCKTON ON TEES BOROUGH COUNCIL Councillors Jean O’Donnell, Mick Stoker, William Woodhead MBE

AUTHORISED OFFICERS Chief Fire Officer, Director of Corporate Services, Legal Adviser and Monitoring Officer, Treasurer

MAZARS Ross Woodley - Audit Manager Mark Kirkham - Audit Director

BRIGADE OFFICERS Marion Mayes - Procurement & Finance Officer

37. DECLARATION OF MEMBERS INTERESTS It was noted no Declarations of Interests were submitted to the meeting.

38. MINUTES RESOLVED - that the Minutes of the Executive Committee held on 13 May 2016 and the Executive Tender Committee on 2 September 2016 be confirmed.

39. REPORT OF THE TREASURER 39.1 The 2015/16 Financial Report (including the 2015/16 Statement of Accounts) and Audit Completion Report. The Treasurer reported that the Draft 2015/16 Financial Report (including the draft 2015/16 Statement of Accounts) had been scrutinised by the Audit & Governance Committee at its meeting on 26 August 2016 and recommended for approval by the Executive Committee.

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EXECUTIVE COMMITTEE 30 SEPTEMBER 2016

39.1 The 2015/16 Financial Report (including the 2015/16 Statement of Accounts) and Audit Completion Report continued The Audit Manager (AM) briefly outlined the outcomes of the Audit Completion Report and referred Members to Section 3 – Significant Findings. He confirmed that since writing the report there remained only one item outstanding, which related to information required from Teesside Pension Fund. He also confirmed that subject to the satisfactory conclusion of the remaining audit work, Mazars anticipated:

- Issuing an unqualified opinion, without modification, on the statement of Accounts; and

- Concluding that proper arrangements to secure economy, efficiency and effectiveness in use of resources have been made.

The Audit Manager confirmed that there had only been a few amendments to the disclosures within the financial statements to improve clarity and presentation and ensure better compliance with the Code of Practice.

The AM noted that the deadline for the 2016/17 audit will be moved forward from 30 September to 31 July 2017 and he did not anticipate any issues for the Authority achieving this new deadline. He thanked the Authority and Hartlepool Borough Council and Cleveland Fire Brigade for their assistance in enabling processes to be reviewed to ensure the earlier audit deadlines can be achieved in future years.

The AM confirmed that in his 25 year experience he could not record an Audit Completion Report with so few issues and congratulated the Authority for this achievement.

The Chair thanked the Treasurer and his team for their work and signed the Letter of Representation, detailed at Appendix B. She informed Members that the Audit Director was moving on and thanked him for working with the Authority over the past 4 years.

RESOLVED: (i) That the matters raised in Mazars’ Audit Completion Report detailed at Appendix A, including the adjustments to the financial statements set out in section 5, be noted. (ii) Members noted the signing of the Letter of Representation by the Chair (Appendix B). (iii) That the Final 2015/16 Financial Report, attached at Appendix C, incorporating the changes agreed with Mazars, be approved.

40. REPORT OF THE CHIEF FIRE OFFICER 40.1 Fire Commercial Reform Programme The Chief Fire Officer updated Members on the progress of the Authority’s work and activities in relation to procurement and the fire reform programme. He reported that all 45 Fire and Rescue Authorities (FRAs) had been asked to submit details on what they pay for each of the 25 common items listed by the Home Office.

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EXECUTIVE COMMITTEE 30 SEPTEMBER 2016 40.1 Fire Commercial Reform Programme continued The Director of Corporate Services (DoCS) referred Members to the list of 25 items and the amounts paid by the 45 FRSs detailed at Appendix A and highlighted limitations to the data collected in that it:

- is high level with no details - refers to the latest purchase - takes no account of the quality of the product or product specification - takes no account of the lifecycle of the product

The DoCS referred to the high level analysis on the Home Office Data carried out by the Brigade at Table 1 of the report and highlighted the following key findings:

- 64% of items were procured via a collaborative framework - 11 out of 25 items items were above average cost - 14 out of 25 items were below average cost - None of our products were most expensive nor cheapest

The DoCS outlined the Authority’s current involvement in relation to national, regional and local procurement and concluded that while the Brigade continuously procures goods and services in the most efficient and effective way, the Fire Commercial Reform Programme opens up further procurement opportunities and allows for benchmarking with others for better achievement of value for money purchases.

Councillor Ovens asked whether the replacement of items could be brought forward should a good deal be found earlier. The CFO confirmed that the Authority had a Replacement Programme which evaluates items to see if they need replacing and this is written into a rolling Capital Programme with all big spend items procured via a framework.

Councillor Stoker asked what level of replacement Personal Protective Equipment (PPE) the Authority carried. The CFO confirmed it carried minimum stock levels.

Councillor O’Donnell asked if the Authority worked with the North East Purchasing Organisation (NEPO) and whether there was any advantage to this. The CFO confirmed that the Authority worked with NEPO to procure a number of items and that discussion were currently underway with the Chief Executives of the district councils to explore further avenues for achieving efficiencies via bulk purchasing across the Teesside footprint.

Councillor James suggested the analysis lacked information relating to staff injuries and whether there was any correlation with FRSs using cheaper PPE and equipment. The CFO agreed that the exercise had been a very blunt tool to show differing levels of procurement and had not taken account of levels of protection provided to firefighters.

Councillor Stoker suggested it would also be useful to include the projected life- expectancy of each item and work out a cost based on this.

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EXECUTIVE COMMITTEE 40.1 Fire Commercial Reform Programme continued 30 SEPTEMBER 2016

RESOLVED:-

(i) That the publication of the Government’s overview of what each of the 45 fire and rescue authorities in England pays for 25 common items of uniform and equipment (Appendix A) be noted. (ii) That the analysis and findings of the Home office published data in relation to Cleveland Fire Authority as detailed in this report and at Appendix B be noted. (iii) That the provision of regular scrutiny and procurement updates to the Authority’s Audit and Governance Committee be noted.

41. JOINT REPORTS OF THE CHIEF FIRE OFFICER AND TREASURER 41.1 Self-Sufficient Local Government: 100% Business Rates Retention Consultation The Treasurer provided Members with an overview of the government’s consultation proposals regarding the 100% retention of Business Rates by local government and the potential implications for the Authority.

He referred to the Chair’s reponse on behalf of the Authority, detailed at Appendix 1, which addressed the 36 consultation questions and highlighted the specific risks of deprivation and high percentage of COMAH sites for the Cleveland area

The Treasurer outlined the timeline for the implementation of 100% business rates retention and reported that the Government would review the needs assessment formula to be adopted under the new system in which all local government funding would be funded from local resource and not government grant.

The Treasurer informed Members that there was potential for further funding cuts on top of the budget cuts anticipated over the next three years from 2017/18 – 2019/20 which would have a serious impact on the Authority. He reported that it may be appropriate to begin to earmark one-off resources from achieving a 2016/17 managed underspend to support the budget when these changes are implemented.

The CFO reported that the current Community Integrated Risk Management Plan (CIRMP) expires in April 2018 and outlined the key areas that would need to be considered over the 18 months leading up to this date.

Councillor Mawston asked whether the Authority was reaching the point where delivering the current services was becoming unsustainable and whether amalgamating with our neighbours was an option. The CFO reported that he was not convinced a merger would protect the Brigade’s front-line services.

Councillor Stoker referred to the calls currently being attended in relation to the Emergency Medical Response trial and asked what would happen to these calls if a major incident occurred.

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EXECUTIVE COMMITTEE 30 SEPTEMBER 2016

41.1 Self-Sufficient Local Government: 100% Business Rates Retention Consultation The CFO confirmed that these calls only made up 20 per cent of the Brigade’s entire calls and as a region these equated to less than 2 per cent of NEAS’s total calls. He confirmed that whilst these had a fairly low impact on NEAS’s calls, the impact on our communities was huge. He reported that Teesside University was currently working on the second draft of a report considering the implications of attending the EMR calls, which would be brought to a future meeting.

Councillor Ovens noted that the EMR trial was having a significant positive effect on East Cleveland and hoped the partnership work would continue.

Councillor Mawston commented that while the Authority had stepped up to take part in the trial he did not consider this a cost the Authority could bear in the future.

The Treasurer recommended that the issues relating to the 100% Business Rate Retention are reviewed as more information becomes available.

RESOLVED:-

(i) That the report and Chair’s approval of the Authority’s response to the consultation to meet the submission deadline of 26 September 2016 be noted. (ii) That the provision of further update reports to the Authority when more information becomes available, be noted. (iii) Members noted that in view of the financial uncertainty arising from the changes proposed by the government it may be appropriate to begin to earmark one-off resources from achieving a 2016/17 managed underspend to support the budget wehen these changes are implemented. This issue will need to be considered as part of the 2017/18 budget process.

41.2 Multi Year Government Funding 2016/17 to 2019/20 and Efficiency Plan The Treasurer provided an update to Members on the government’s offer to provide firm four-year funding allocations to 2019/20 for single purpose Fire and Rescue Authorities in return for robust and transparent efficiency plans.

He reported that the Medium Term Financial Strategy approved by the Authority on 12 February 2016 provided initial information in relation to the Government’s intention to offer Local Authorities a firm four-year funding allocation covering 2016/17 to 2019/20 and the Authority authorised the CFO and Treasurer, in consultation with the Chair, to determine whether the Authority should apply once further details became available.

The Treasurer referred Members to Section 4 of the report and noted that to access the multi year settlement the Authority was required to send an email to the Home Office by 14 October 2016 and include a link to the Authority’s published Efficiency

Plans on the website, as detailed in the Letter from the Minister for Policing at Appendix A.

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EXECUTIVE COMMITTEE 30 SEPTEMBER 2016

41.2 Multi Year Government Funding 2016/17 to 2019/20 and Efficiency Plan cont.

The Treasurer concluded that in the current financial climate the Government’s offer of a firm four-year funding allocation provided the best financial outcome and removes the risk of continuing to rely upon annual funding allocation, providing greater financial certainty.

RECOMMENDED:- (i) That the Authority approves the submission of an application for a four-year settlement to 2019/20 to the Home Office, based on the Efficiency Plan detailed at Appendix B which reflects the Medium Term Financial Strategy approved by the Authority on 12 February 2016. (ii) That Members noted the review of the Efficiency Plan on an annual basis as part of the process for updating the Medium Term Financial Strategy and that any proposed changes will be reported to the Authority for consideration and approval as part of the annual budget process. (iii) That Members noted the publication of the Efficiency Plan on the Authority’s website.

Councillor James left the meeting.

42. ANY OTHER BUSINESS 42.1 Chief Fire Officer’s Association (CFOA) Award The Chair congratulated the CFO for receiving an award at the CFOA Annual General Meeting in recognition of his contribution to Occupational Health on a National Level.

43. LOCAL GOVERNMENT (ACCESS TO INFORMATION) (VARIATION ORDER) 2006 RESOLVED “That under Section 100(A) (4) of the Local Government Act 1972, the press and public be excluded from the meeting for the following items of business, on the grounds that it involves the likely disclosure of exempt information as defined in the paragraphs 1, 3 and 4 of Part 1 Schedule 12A of the Local Government Act 1972 as amended by the Local Government (Access to Information) (Variation) Order 2006, namely information relating to any individual, namely the financial or business affairs of any particular person (including the authority holding that information) and namely information relating to any consultations or negotiations, or contemplated consultations or negotiations, in connection with any labour relations matter arising between the authority or a Minister of the Crown and employees of, or office holders under, the authority.

44. CONFIDENTIAL MINUTES RESOLVED - that the Confidential Minutes of the Executive Committee held on 19 August 2016 and Executive Tender Awarding Committee on 2 September 2016 be confirmed.

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EXECUTIVE COMMITTEE 30 SEPTEMBER 2016

45. TO RECEIVE THE CONFIDENTIAL REPORT OF THE TREASURER 45.1 Cleveland Fire Brigade Risk Management Services Community Interest Company (CFBRMS C.I.C.): Review of Working Capital Requirement The Treasurer updated Members on the working capital requirements of the CFBRMS C.I.C.

COUNCILLOR JAN BRUNTON CHAIR

AMENDED TO REFLECT CLLR JAMES LEFT THE MEETING AFTER MIN NO 42.1 (CFA MEETING 14 OCTOBER 2016 – MIN NO 48 REFERS)

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ANNUAL STATEMENT OF ASSURANCE 2015/16

REPORT OF THE CHIEF FIRE OFFICER

For Approval

1. PURPOSE OF REPORT

1.1 The purpose of this report is to enable Members to approve the 2015/2016 Annual Statement of Assurance.

2. RECOMMENDATIONS

2.1 That Members approve the Annual Statement of Assurance 2015/16 detailed within Appendix 1.

3. BACKGROUND

3.1 Members will be aware that the Fire and Rescue National Framework for England 2012 (the Framework) sets out the requirement for all fire and rescue authorities to provide annual assurance on financial, governance and operational matters and to show how they have due regard to the requirements included in the Framework and the expectations set out in authorities’ own integrated risk management plans.

3.2 To demonstrate this, the Framework requires that each authority must publish an Annual Statement of Assurance.

3.3 The Statement of Assurance is seen by Government as an important measure that will ensure that FRAs provide local scrutiny arrangements and access to a range of information to help communities influence, and be assured of the robustness of, local delivery arrangements.

3.4 The guidance also states that “the Statement of Assurance will be used as a source of information on which to base the Secretary of State’s biennial report under section 25 of the Fire and Rescue Act 2004”.

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EXECUTIVE COMMITTEE 25 NOVEMBER 2016

4 STATEMENT OF ASSURANCE

4.1 The Fire and Rescue National Framework for England (2012) introduced a requirement for all English Fire and Rescue Authorities to publish Statements of Assurance. It says:

‘Fire and rescue authorities must provide annual assurance on financial, governance and operational matters and show how they have had due regard to the expectations set out in their integrated risk management plan and the requirements included in the Framework. To provide assurance, fire and rescue authorities must publish an annual Statement of Assurance’.

4.2 One of the principal aims of the statement of assurance is to provide an accessible way in which communities, Government, local authorities and our partners may make a valid assessment of our performance. Where relevant information is already set out in a clear, accessible and user friendly way within existing documents, it is acceptable to include extracts or links to these documents within the Statement of Assurance. 4.3 The draft Statement of Assurance 2015/16, appended to this report has been produced in line with the official recommended ‘Light Touch’ guidance that was published in May 2013 by the Department Communities and Local Government.

4.4 As required in the official guidance, Members of the Audit and Governance Committee on 11 November conducted a robust scrutiny of the proposed Statement of Assurance. Members of this committee indicated that the Statement of Assurance shows a true reflection of the Brigades operational, financial and governance arrangements and that the statement complies with the requirements detailed in the National Framework 2012 and recommended that it be forwarded onto the Executive Committee for approval.

4.5 Pages four to seven of the attached document provide details of the Authority’s Operational Assurance. Pages eight to nine provide details of our financial assurance including the Authorities arrangements for securing Value for Money. Finally pages nine to eleven provide details of the effectiveness of the Corporate Governance arrangements of Cleveland Fire Authority.

IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES

OFFICIAL ANNUAL STATEMENT OF ASSURANCE 2015/16 Page 2

OFFICIAL APPENDIX 1

Annual Statement of Assurance 2015/16

November 2016

1 Introduction

The Fire and Rescue National Framework for England (2012) provides overall strategic direction to English Fire and Rescue Authorities (FRA). It sets out the Government’s priorities and objectives and places a requirement on all FRA’s to provide assurance to their communities and to Government on financial, governance and operational matters. The Fire and Rescue National Framework for England (2012) introduced a requirement for all English Fire and Rescue Authorities to publish Statements of Assurance. It says:

‘Fire and rescue authorities must provide annual assurance on financial, governance and operational matters and show how they have had due regard to the expectations set out in their integrated risk management plan and the requirements included in the Framework. To provide assurance, fire and rescue authorities must publish an annual Statement of Assurance’.

This is Cleveland Fire Authority’s Statement of Assurance which aims to provide the necessary accountability and transparency to the people of Teesside and evidence that it’s Fire and Rescue Service continues to deliver against the expectations detailed within both the National Framework and the Authority’s Community Integrated Risk Management Plan (CIRMP). This statement follows the guidance set out in the Department of Communities and Local Government’s ‘Guidance on Statements of Assurance for Fire and Rescue Authorities in England’. Much of the information in the statement is already contained in other documents, in such circumstances the Statement of Assurance contains hyperlinks to these documents.

Cleveland Fire Authority provides fire and rescue services to an area covering approximately 597 km2 and has a population of 560,870 in 248,705 dwellings. The population consists of 49% male and 51% female, with 5% of the population from black and ethnic minority communities.

The Authority’s vision for 2018 is that it builds a sustainable future and: • makes a positive difference to the safety and quality of life of every local citizen; and the places where they live and work • delivers services by people who are professional, proud and passionate • is nationally recognised as being high performing and innovative; and internationally renowned for being able to reduce risk in business, industry and the home

The Authority has published a number of key documents detailing its vision, strategic goals and aims and details on how these will be achieved, notably;

o Community Integrated Risk Management Plan 2014-2018 o Service Plan 2015/2016

An Annual Performance and Efficiency Report 2015/16 is published which details progression towards the achievement of the vision, the strategic goals and aims.

2 | P a g e OFFICIAL 2 Our Risk Profile

Cleveland Fire Authority’s area, centred on the mouth of the River Tees, is a major production centre for the chemical industry. It has 30 ‘top tier’ and 6 ‘lower tier’ COMAH sites located within the area which equates to 12% of all national COMAH sites. These sites represent a high hazard in the local area and should serious incidents occur in such sites it would take the deployment of significant fire service resources, in terms of both equipment and people with suitable skills and abilities, to bring them to a safe conclusion.

In addition, the area has a nuclear power station, with two nuclear reactors, and a gas power station, both producing electricity for the national grid. The Tees and Hartlepool ports handle over 50 million tonnes of cargo a year, making it one of the largest UK ports in terms of tonnage.

The decline of heavy industry in the area has led to high levels of unemployment (almost twice the national average). People living in Teesside suffer significantly higher levels of health problems and have higher rates of dependency on alcohol, drugs and tobacco. The area experiences high levels of deprivation with 33% (26) of its 79 wards falling within the worst 10% nationally. It is well recognised that, other than two Metropolitan urban areas, Cleveland has the highest levels of deprivation. As a consequence, the incidence of deliberate fires and anti-social behaviour in Cleveland is high; the area suffers from one of the highest arson rates in the country

Managing our Risks The Community Integrated Risk Management Plan (CIRMP) identifies and assesses all foreseeable fire and rescue related risks that might affect the Authority’s communities, including those of a cross-border, multi-authority and/or national nature. These are refreshed on an annual basis. The Plan takes into account the Community Risk Registers produced by Local Resilience Forums and any other local risk identified in the Corporate Risk Register.

In 2015/16 frontline services were co-ordinated and delivered from Community Safety District Hubs and 15 strategically placed Community Fire Stations. Delivery of services is through a balanced strategy of prevention, protection and emergency response.

 Prevention work takes many forms, from home fire safety visits, marketing, advice and education through to involving the community in helping to design and deliver our services.

 Protection activities involve advising individuals how to keep safe and businesses about their risk management responsibilities, so that buildings are safer. In addition fire safety regulations are enforced where necessary.

 Where and when emergency incidents still occur, they are responded to by professional staff using modern methods, appliances and equipment. The Brigade operates one of the most stringent emergency response standards nationally and the latest information indicates that the Brigade has the fastest average response times to primary fire incidents in the entire country.

The CIRMP is used to identify those geographic areas at a higher risk where a combination of prevention, protection and response services would have the greatest impact.

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The National Framework outlines the requirement placed upon Fire and Rescue Authorities to provide assurance on operational matters which are determined locally by them in partnership with their local communities, citizens, businesses and others.

Statutory Responsibilities

Cleveland Fire Authority has carried out its functions in accordance with the defined statutory and policy framework in which it is required to operate. The key legislative documents defining these responsibilities are:  The Fire and Rescue Services Act 2004  The Civil Contingencies Act 2004  The Regulatory Reform (Fire Safety) Order 2005  The Fire and Rescue Services (Emergencies) (England) Order 2007  The Localism Act 2011  The Fire and Rescue National Framework for England  The Health and Safety at Work Act 1974  The Licencing Act 2003  The Building Act 2004

Independent assessments conducted on the Brigade’s operational and national resilience arrangements provide the necessary assurance that our operational service delivery arrangements are efficient, effective and robust, at a national and local level.

National Resilience

National Resilience (NR) is defined as the capacity and capability of Fire and Rescue Authorities to work together and with other Category 1 and 2 responders to deliver a sustained, effective response to major incidents, emergencies and disruptive challenges, such as (but not limited to) those identified in the National Risk Register of Civil Emergencies. It refers to risks that need to be planned for on a strategic, national basis because their impacts and consequences would be of such scale and/or complexity that local resources would be insufficient, even when taking into account mutual aid arrangements, pooling and reconfiguration of resources and collective action.

The Brigade is subject to National Resilience audit processes which test the various aspects of NR capabilities. The National Resilience Assurance Team (NRAT) was set up by the Government to ensure national and local arrangements to support national resilience are effective, efficient and robust. The National Resilience Assurance Team last audited the Brigade in August 2014. The audit process assesses the Brigade covered seven Key Areas of Assessment (KAA):

4 | P a g e OFFICIAL  Prior to call preparation: Fire and Rescue Service ability to mobilise National Resilience assets to an incident.

 Mobilisation and support to the incident: FRS arrangements for managing the mobilisation of National Resilience assets and the provision of relevant iinformation and support to responding crews.

 Command & Control: responsibilities and actions of attending personnel and the integration of National Resilience capability into planned or existing Command and Control arrangements.

 Operational Response: structures, policies and arrangements in place to allow attending crews to achieve the objectives of the incident.

 Monitoring and Review: evaluation and recording of National Resilience incidents and exercises.

 Integration of National Resilience capability: integration of National Resilience capability into planning assumptions for identified or emerging local risks.

 Multi agency integrated response: how the Fire and Rescue Service engages with other organisations and agencies to meet effective resolution to National Resilience incidents.

Cleveland Fire Brigade received a positive conformity rating from the National Resilience Assurance Team on all 41 elements detailed in the KAAs.

‘It was evident that the areas the Assurance Team were tasked to review mean that statutory duties outlined in the Fire and Rescue Services Act 2004 and the Fire and Rescue Services (Emergencies) (England) Order 2007 in relation to NR capability can be satisfactorily discharged by CFB.’ National Resilience Assurance Team Report of the Outcomes for Cleveland Fire Brigade 2014/15 31st October 2014

In 2015/16 no further reviews have been completed however the internal self assessment process that the Brigade adopts and has proven to be robust and accurate indicates that there is no change to the assessment that was reported in October 2014.

Operational Assessment

Operational Assessment is a process which allows a ‘whole system’ look at how a Fire & Rescue Authority leads, prioritises and delivers the interrelated functions of prevention, protection and response. The assessment covers seven key areas within the Brigade.

 Community Risk Management  Prevention  Protection  Emergency Response  Health and Safety  Training and Development  Call Management and Incident Support

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In October 2014 an Operational Assessment review was completed. The outcome of which confirms the Brigade’s self-assessment for the areas detailed above.

‘It is clear that Cleveland Fire Brigade has a track record of making a positive impact on outcomes for local people and also has opportunities to make further progress. The peer team believe that by harnessing staff enthusiasm and commitment Cleveland can embrace the future, managing the risks and challenges along the way’ Operational Assessment Fire Peer Challenge Report October 2014

In 2015/16 no further reviews have been completed however the implementation of the improvement plan following the 2014 inspection and the internal self assessment process that has been proven to be robust and accurate indicates that there is no change to the assessment that was reported in October 2014.

Collaborative Working and Interoperability

The Brigade works with a wide variety of local partners to deliver its balanced strategy of Prevention, Protection and Emergency response.

The Prevention strategy is based around home safety, business, road safety, arson reduction and youth engagement. Programmes and activities within these themes are targeted at those most vulnerable and delivered in conjunction with key partners in areas where there will be maximum benefit to the recipients.

The Authority’s Protection strategy aims to educate and regulate the built environment to protect people, property and the environment from harm. To deliver this the Brigade has developed close working relationships with other public enforcement bodies.

The Authority’s Response strategy includes a number of activities that are delivered in partnership with other agencies such as Emergency Medical Response (Co Responder) with the North East Ambulance Service (NEAS) on an initial pilot basis. The Brigade has entered into a collaborative partnership tri partite arrangement with Hereford and Worcester and Shropshire Fire and Rescue Services to ensure emergency response duties using the Brigade’s mobilising system at times of high demand for emergency response call handling or when Business Continuity plans are activated.

Cleveland Fire Authority is supporting the work being undertaken as part of the Joint Emergency Services Interoperability Programme. This is a nationally recognised tri-service programme designed to ensure the blue light services are trained and exercised to work together as effectively as possible. Further details are available at www.JESIP.org.uk.

The Local Resilience Forum is a multi-agency partnership, established under the authority of the Civil Contingencies Act 2004, bringing together the emergency services and other key organisations and agencies in order to plan for and respond to emergencies which may have a significant impact on the community. The Brigade is a key partner within this forum.

6 | P a g e OFFICIAL Mutual Aid Agreements

The Fire and Rescue Services Act 2004 provides clear instructions and powers for fire and rescue services to make agreements (reinforcement schemes) with other Authorities to respond to incidents such as fires, road traffic collisions and emergencies within their area and in other areas. The Brigade is required to enter into such reinforcement schemes, as far as is practicable, for securing mutual assistance between authorities so statutory functions can be discharged at all times.

Cleveland Fire Authority holds formalised support arrangements with other fire and rescue authority areas to support its operational and call handling activities.

Business Continuity

Business Continuity Management is an integral part of the Authority’s corporate risk management process. Fire and rescue authorities have a duty to ensure plans are in place that will satisfy the requirements of both the Civil Contingencies Act 2004 and Fire & Rescue Services Act 2004. Having robust Business Continuity Plans is essential if the Service is to minimise the impact of any disruption on its ability to deliver an effective service to the community whether the disruptions result from staff shortage, loss of premises, technology failure, loss of information or loss of a key supplier or partner.

Business Continuity Plans have been developed over a number of years in conjunction with the Local Resilience Forum who assist in the training and testing of such plans. Through mechanisms of horizon scanning, structured meetings, generic and bespoke plans, training of staff, exercises and audit processes, the Authority strives to ensure it has appropriate arrangements in place to ensure an appropriate level of service is available to the communities of Teesside at all times.

Emergency Response Standards

The Brigade aims to get to any incident as quickly as possible and has some of the most stringent emergency response standards in the entire country. These standards are directly attributable to the level of risk in the communities which we review on a regular basis.

The Brigade operates one of the most stringent emergency response standards nationally and the latest information indicates that the Brigade has the fastest average response times to primary fire incidents in the entire country.

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Fire and rescue authorities are responsible for ensuring that their business is conducted in accordance with the law and proper standards. Cleveland Fire Authority conducts its duties, under section 3 of the Local Government Act 1999 in respect of ensuring that public money is properly accounted for and used economically, efficiently and effectively.

It is a statutory requirement for Authorities to publish the financial results of their activities for the year. This information is contained in The Financial Report.

As detailed in the Financial Report 2015/16 the Authority’s total net revenue budget for 2015/16 was £27.944m (which equates to £47.60 per person in the Teesside area) with a total spend of £27.940m, an underspend of £4,000.

The Authority’s financial statements and value for money conclusion are audited independently. The Authority’s external auditors, Mazars LLP have issued an unqualified opinion on the statement of accounts and states;

Opinion on financial statements

In our opinion the financial statements:  give a true and fair view of the financial position of Cleveland Fire Authority as at 31 March 2016 and of its expenditure and income for the year then ended;  have been prepared properly in accordance with the CIPFA/LASAAC Code of Practice on Local Authority Accounting in the United Kingdom 2015/16.

Audit and Governance committee 24th August 2016 ‘Mazars Audit Completion Report’.

Audit Judgement on Efficiency and Value For Money (VFM)

The External Auditor (Mazars LLP) are required to conclude whether the Authority has in place proper arrangements for securing economy, efficiency and effectiveness in the use of resources. Mazars achieve this by considering the arrangements in place against two criteria specified by the Audit Commission.

 Financial resilience, that considers evidence across three main areas:  financial governance;  financial planning;  financial control.

 Securing economy, efficiency and effectiveness, that have considers evidence across two main areas:  prioritising resources;  improving efficiency and productivity.

8 | P a g e OFFICIAL In the Audit Strategy Memorandum reported to Members in February 2016 Mazars did not identify any significant risks relevant to the value for money in their report “Review of Arrangements for Securing value for Money”. No recommendations were identified in this report as the Authority is already well aware of the challenges it faces and is taking action aimed at addressing them.

Following the work by Mazars in August 2016 they presented to Members of the Audit and Governance committee on the arrangements for achieving Efficiency and Value For Money

Mazars conclusion states; On the basis of our work, having regard to the guidance on the specified criterion published by the National Audit Office, we are satisfied that, in all significant respects, Cleveland Fire Authority put in place proper arrangements to secure economy, efficiency and effectiveness in its use of resources for the year ended 31 March 2016.

Audit and Governance committee 24th August 2016 ‘Mazars Audit Completion Report’.

Cleveland Fire Authority delivers value for money services. During 2015/16 the Council Tax for a Band D property was the equivalent of £70.36 per annum compared to a national average of £71.52. The equivalent comparator Council Tax rates of neighbouring Brigades are Tyne and Wear Fire Authority (£76.11), North Yorkshire Fire Authority (£64.59), and Durham and Darlington Fire Authority (£93.96) which represents the highest in the country for 2015/16.

Cleveland Fire Authority published the pay details of all senior officers with a salary of more than £50,000 in its Financial Statements. The pay policy statement brings the information on remuneration into a single document for public information and meets the obligations of the Localism Act 2011.

In 2010 the Government placed an obligation on public bodies to publish details of all expenditure over £500. Cleveland Fire Authority published such information on its website on a monthly basis.

In 2015/16 Cleveland Fire Authority is a statutory body made up of 23 local councillors from the 4 councils of Hartlepool, Middlesbrough, Redcar& Cleveland and Stockton. The primary responsibilities of the Authority are laid down in the legislation detailed in section 3 of this document.

The Authority is responsible for ensuring that its business is conducted in accordance with the law and proper standards, that public money is safeguarded and properly accounted for and used economically, efficiently and effectively. In order to support this the following committees and Forums are in place;

o Cleveland Fire Authority* o Executive Committee* 9 | P a g e OFFICIAL o Audit and Governance Committee* o Overview and Scrutiny Committee* o Joint Consultative Committee* o Tenders Committee** o Appeals Committee** o Independent Remunerations Panel**

* Meetings scheduled at regular intervals during the year **Meetings held on an as demand basis

Governance Framework

The Authority’s Governance Framework comprises of the systems, processes, culture and values, by which the Authority is directed and controlled as well as its activities through which it accounts to, engages with, and supports its community. It enables the Authority to monitor the achievement of its core purpose and strategic aims and to consider whether these aims have led to the delivery of appropriate, cost effective services.

Code of Corporate Governance

The Authority has approved and adopted a code of corporate governance, which is consistent with the principles of the CIPFA/SOLACE framework Delivering Good Governance in Local Government.

Annual Governance Statement

The preparation of the Annual Governance Statement to support the Financial Report is a statutory requirement for local authorities. Its purpose is to demonstrate and evidence that there is a continuous review of the effectiveness of the Authority’s internal controls, performance and risk management systems. This allows an assurance on their effectiveness to be provided so users of the accounts can be satisfied that proper arrangements are in place to govern spending, safeguard assets and maximise operational effectiveness. The process also enables the production of a corporate action plan to address any identified weaknesses. No issues were identified within our Annual Governance Statement by our Internal Auditors or External Auditors.

Systems of Internal Control

Systems of internal control are a significant part of the Governance Framework and are designed to manage risk to a reasonable level. They cannot eliminate all risk of failure to achieve policies, aims and objectives and can therefore only provide reasonable and not absolute assurance of effectiveness. The system of internal control is based on an ongoing process designed to identify and prioritise the risks to the achievement of the Authority’s

10 | P a g e OFFICIAL policies, aims and objectives, to evaluate the likelihood of those risks being realised and the impact should they be realised, and to manage them efficiently, effectively and economically.

An annual review, evaluation and judgement of systems and procedures of internal control is conducted. This review is undertaken by the Authority’s Internal Audit service provided by Hartlepool Council. The outcome of the latest review states

“From the work undertaken during the year 2015/16, Internal Audit has reached the opinion that key systems are operating soundly and that there is no fundamental breakdown in controls resulting in material discrepancy. Satisfactory arrangements were implemented to ensure the effective, efficient and economic operation of Cleveland Fire Authority’s financial affairs.” Audit and Governance Committee 20th May 2016 ‘Internal Audit Outturn Report’

Compliance with the National Framework Requirements: Annual Statement of Assurance

The Fire and Rescue services act requires the Home Secretary to report every two years on the Authority’s compliance with the National Framework. On 4th July 2016 the Home Secretary reported to this effect and stated;

The Home Secretary is satisfied that each fire and rescue authority in England has:  Complied with the publication of their annual statement of assurance for financial year 2014-15;  Complied with the publication of their updated Integrated Risk Management Plan element;  Complied with the national resilience assurance elements. Fire and Rescue National Framework: 2016 progress report

Risk Management Arrangements

The Authority’s risk management arrangements are embedded and designed to effectively support service delivery via a balanced strategy of protection, prevention and emergency response. In order to ensure these risk management arrangements remain effective and efficient, the Brigade benchmarks and assesses arrangements on a regular basis through ALARM (The Public Risk Management Association) and CIPFA (The Chartered Institute of Public Finance Accountancy). The latest self-assessment outcomes indicate that all areas of risk management, apart from one area, are assessed as being in the highest performing two categories.

6 Performance

Cleveland Fire Brigade has an integrated performance assessment framework which is reported to the Audit and Governance Committee on a quarterly and annual basis, for analysis, scrutiny, challenge and comment. The performance reports are made publically avaiable and are supplemented with summary performance leaflets for the Brigade and each district.The Brigade’s website contains a portal to provide users with upto date information on the performance at a Corporate, District and ward level.

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On an annual basis an Annual Performance and Efficiency Report produced and presented to Memners of the Audit and Governance Committee and the CFA. This report is publically available on the Brigades website.

7 Assurance Summary

In line with the requirements of the National Framework 2012, the Chair of Cleveland Fire Authority and Chief Fire Officer of Cleveland Fire Brigade can provide assurance to the people of Teesside on the Authority’s operational, financial and governance arrangements.

……………………………………… ……………………………………

Ian Hayton Cllr Jan Brunton Chief Fire Officer Chair of Cleveland Fire Authority

Date: 25 November 2016

12 | P a g e OFFICIAL Bibliography and Quick Links to Key Documents

This section provides the list of the key documents and associates links to the documents that have been used in the production of the Annual Statement of Assurance for 2015/16.

National Framework for Fire and Rescue Services for England.

Guidance on Annual Statement of Assurance

Fire and Rescue National Framework: 2016 progress report

Community Integrated Risk Management Plan 2014/18

Service Plan 2015/16

Annual Performance and Efficiency Report 2015/16

13 | P a g e OFFICIAL If you or anyone you know would like to see this document in another language, a different format or need assistance in reading or understanding it please contact the Risk and Performance Team at: Cleveland Fire Brigade Headquarters, Endeavour House, Stockton Road, Hartlepool TS25 5TB

Tel: 01429 872311

Web: www.clevelandfire.gov.uk

14 | P a g e OFFICIAL Cleveland Fire Brigade is committed to providing a professional and efficient service that is valued by the community it serves. We welcome comments on how we provide this service whether that involves congratulations, criticism or constructive suggestions. All comments received will be used in a positive way to contribute to the formulation of policy and service delivery. A printable form & policy have been produced to help you if you wish to complain or give a compliment about our service.

You can download a guide to Compliments and Complaints at: http://www.clevelandfire.gov.uk/contact-us/

http://www.Facebook.com/clevelandfb Cleveland Fire Brigade Training and Administration Hub http://www.twitter.com/clevelandfb Endeavour House Queen Meadows Business Park http://www.youtube.com/Clevelandfb Stockton Road https://plus.google.com/115271052074778515545 TS25 5TH Tel: 01429 872311 http://www.flickr.com/clevelandfb www.clevelandfire.gov.uk

http://www.clevelandfire.gov.uk/fee

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AGENDA ITEM 4.2 EXECUTIVE COMMITTEE 25 NOVEMBER 2016

COMMUNITY INTEGRATED RISK MANAGEMENT PLAN (CIRMP) 2016/17 – PROGRESS REPORT

REPORT OF THE CHIEF FIRE OFFICER For Information

1. PURPOSE OF REPORT

1.1 To update Elected Members on the progress of the implementation of the Community Integrated Risk Management Plan (CIRMP) 2014-18, and specifically the priorities detailed within the Fire Authority’s Service Plan 2016/17.

1.2 To advise Elected Members of any implications or matters arising from the implementation of the CIRMP.

2. RECOMMENDATIONS

2.1 Members are asked to:

 note the progress on the Authority’s Community Integrated Risk Management as detailed in Section 4 and Appendix 1 of this report; and

 consider and provide strategic guidance on any matters impinging on the implementation of the CIRMP

3. BACKGROUND

3.1 Cleveland Fire Authority has been using the process of integrated risk management planning for the last ten years and this has led to the current configuration of Cleveland Fire Brigade’s resources.

3.2 The requirement for an Integrated Risk Management Plan (IRMP) was introduced in 2003 and included in the Fire and Rescue Service National Framework, published by the Department for Communities and Local Government. This was given statutory effect by the Fire and Rescue Services Act 2004.

3.3 The Framework states that each Fire and Rescue Authority must produce an IRMP that: ‘identifies and assesses all foreseeable fire and rescue related risks that could affect its community, including those of a cross-border, multi-authority and/or national nature. The plan must have regard to the Community Risk Registers produced by Local Resilience Forums and any other local risk analyses as appropriate’

OFFICIAL EXECUTIVE COMMITTEE 25 NOVEMBER 2016

3.4 Integrated risk management planning is simply about using resources in the most effective way to save lives, improve public safety and reduce emergency incidents. It is an approach that:

• identifies who or what is most at risk of fire and other emergencies • determines where they are and how best to reach them • identifies the best way to reduce and manage the risk • ensures that resources are deployed in proportion to the size of the risk

3.5 On 7 March 2014 the Authority finalised and approved its Community Integrated Risk Management Plan (CIRMP) 2014 -18 which sets out the Authority’s:

 operating environment  vision, strategic goals, aims and associated outcomes;  medium term financial position  community risk assessment model  risk assessment outcomes; and  organisational, risk management, prevention, protection and emergency response proposals to 2018

3.6 In April 2014, the CIRMP 2014/18 was published.

3.7 Subsequently, on 12 February 2016 the Fire Authority finalised and approved its Service Plan 2016/17 (Minute 784 refers) to outline the priorities for the forthcoming year and reflect the third year of the CIRMP 2014/18.

3.8 The Priorities for 2016/17 stem from two main sources:

 Community Integrated Risk Management Plan (CIRMP) 2014 -18 Year 3 priorities which reflect the Authority’s current risk assessment outcomes, the outcomes from the CIRMP consultation exercise and the medium term financial position including the use of the Authority’s reserves.

and

 Corporate priorities identified by the Brigade’s Executive Leadership Team as a result of a strategic risk assessment (the opportunities that will support or the threats that will prevent the achievement of the Authority’s strategic outcomes).

3.9 In addition, the Fire Authority resolved to maintain an ongoing review of the CIRMP proposals, the Authority’s Strategic Objectives and the financial challenges to ensure that the Authority continues to meet the Community Risks and demands.

OFFICIAL Page 2 EXECUTIVE COMMITTEE 25 NOVEMBER 2016

4. SERVICE PLAN UPDATE

4.1 Attached at Appendix 1 is a summary progress report on the implementation of the priorities set out in the Service Plan 2016/17 to date.

IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES

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APPENDIX 1 CIRMP 2014 -18 Year 3 Priorities

OD12: Build a New Complex on Queens Meadow Business Park consisting of Administrative Headquarters, Fire Control, Learning and Development Centre and Asset Resource Centre Action Lead Director Date OD12.1 complete the build of the new Technical Hub Ray Khaliq May 2016 Build phase completed. Migration of Stores and Fleet/equipment workshops in progress and scheduled to complete on June 20th. Go Live operations from new Technical Hub – June 27th OD12.2 complete the build of the new Training and Ray Khaliq Jun 2016 Administration Hub building Build of new Training & Admin Hub complete. Handover of new building to CFA on 24th June for fit out works. Fire Control moved to new building on 12th June. All staff moved out of old HQ on 16th July 2016 and into new Hub building operational on 18th July. OD12.3 demolish the current Headquarters building Ray Khaliq Oct 2016 All staff moved out on 16th July 2016 and new Hub building operational on 18th July. Demolition work complete. OD12.4 commence construction of the external training facilities Ray Khaliq Nov 2016 Detailed plans produced and submitted to HBC for approvals. Outline planning permissions granted by HBC. Detailed specification of works completed and submitted to ISG for Phase 1 pricing to be produced. Phase 1 cost assessment forwarded to BGH for a vfm review and assurance exercise to be completed.

OD15,16: Revenue Budget 2016/17 Action Lead Director Date OD15,16.1 undertake budget adjustments to reflect savings Karen Winter April 2016 from audit fees; non-pay budgets; occupancy; closure of Marine fire station; de-staffing of the Hydraulic Platform; and use of transformation funding On 1st April 2016 the Brigade’s baseline budgets were reduced to reflect the above savings and the use of transformation funding. The DCS, as part of her directorate priorities relating to the Medium Term Financial Strategy (CS4.2), has a plan in place to ensure the monitoring of both the efficiency and occupancy levels. These will be reported to ELT on a quarterly basis for monitoring purposes. OD15,16.2 manage the transformational bid revenue monies to Karen Winter April 2016 support the transition of whole-time-staffed appliances to the retained (on-call) duty system The transformation bid revenue funding has been used on a phased basis to manage the transition from whole-time to RDS. In line with the Bid requirements progress reports have continually been submitted to DCLG and Home Office.

ER1: Industrial and Commercial Strategy Action Lead Director Date ER1.1 produce a project scope and plan that details timelines Phil Lancaster April 2016 and resources for the industrial fire-fighting review A project scoping document has been produced and is with the CFO for consideration. Work Complete ER1.2 undertake a baseline review of the Brigade’s industrial Phil Lancaster May 2016 and commercial risks and response arrangements; people, skills, technology and other resources Baseline work commenced with review of high hazard sites. An assessment of foam capability commenced and training provision has been explored. The aerial capability assessment commenced. ERP process development assessed in line with ops intel arrangements Contact established with other industrial service providers Assessed and developed crew task analysis on major incidents building on work done on 4/4 crewing Concept of Operations for High Hazard Industry reviewed and improvements identified. Sites, inventories and resources mapped. Mutual Aid Group re-established. ER1.3 provide future options for the Authority’s approach to Phil Lancaster Jul 2016 industrial fire-fighting that demonstrates improvements and associated cost benefits A presentation was given to ELT on 27th Sep 2016 which resulted in an agreement of principles for industrial firefighting. Presentation of findings made to ELT and comments received. Further discussion with CFO required on implications for current CIRMP and for next iteration of CIRMP particularly relating to configuration of response services. Following discussions with CFO way forward will be presented to ELT for recommendation to the CFA. ER1.4 preferred option report and concept of operations for Phil Lancaster Aug 2016 implementation To commence on completion of ER1.3.

ER3.3: Build a New Community Fire Station at Thornaby Action Lead Director Date ER3.3.1 public consultation on design of Thornaby fire station Ray Khaliq Apr 2016 Public consultation exercise completed, no significant issues arising. ER3.3.2 secure planning permission from the Local Council Ray Khaliq Jun 2016 Detailed plans produced and submitted to SBC for approvals. Planning permissions granted by SBC. ER3.3.3 commence build of new Thornaby fire station Ray Khaliq Dec 2016 ISG awarded contract by Tenders Committee. Schedule of works for Workshops to be modified to provide temporary accommodation for Thornaby Fire Station crews is being progressed. Expected date for ISG to start on site is December 2016. Commencement date changed from July 2016 due to delays in utility transfers.

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ER3.4: Build a New Community Fire Station at Grangetown Action Lead Director Date ER3.4.1 complete public consultation on the design of Ray Khaliq Apr 2016 Grangetown fire station Public consultation exercise completed, no significant issues arising. ER3.4.2 secure the necessary planning permission from the Ray Khaliq Jun 2016 Local Council Detailed plans produced and submitted to RCBC for approvals. Planning permissions granted by RCBC. ER3.4.3 commence build of new Grangetown fire station Ray Khaliq Oct 2016 ISG awarded contract by Tenders Committee. Preliminary utilities works commenced. ISG on site commencing construction works from October 2016. Commencement date slipped from July 2016 due to utility transfers.

ER3.5: Re-furbish Stranton Community Fire Station Action Lead Director Date ER3.5.1 develop works specification and undertake Ray Khaliq Apr 2016 procurement process Works specification developed in consultation with Operations Dept. Partnership opportunities considered with HSP. Detailed specification published in accordance with procurement process. Bids received from prospective contractors and being evaluated via CFB process.

ER3.5.2 appoint primary contractor to complete refurbishment Ray Khaliq Jun 2016 works Primary contractor appointment to follow bid evaluation and subsequent approvals by the Tenders Committee. ER3.5.3 plan and implement temporary accommodation Ray Khaliq Feb 2017 requirement on site Plans developed with Operations Department for temporary accommodation on current site. Gradual implementation being progressed. Delays due to alternative options being considered for Stranton refurbishment causing rescheduling of target date from June 2016 to February 2017. ER3.5.4 commence refurbishment works Ray Khaliq Jul 2016 Delays due to alternative options being considered for Stranton refurbishment causing rescheduling of target date from July 2016 to March 2017. ER3.5.5 complete refurbishment and re-occupy Stranton fire Ray Khaliq Nov 2016 station Delays due to alternative options being considered for Stranton refurbishment causing rescheduling of target date from Nov 2016 to September 2017.

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ER3.6: Re-furbish Guisborough Community Fire Station Action Lead Director Date ER3.6.1 develop works specification and undertake Ray Khaliq Nov 2016 procurement process Works behind schedule due to following factors: Staff shortage due to loss of lead project staff member from estates Dept. All other staff prioritised to other major build projects. This project to be re- scheduled towards end of 2016. ER3.6.2 appoint primary contractor to complete refurbishment Ray Khaliq Dec 2016 works

ER3.6.3 plan and implement temporary accommodation Ray Khaliq Jan 2017 requirement on site

ER3.6.4 commence refurbishment works Ray Khaliq Mar 2017

ER3.6.5 complete refurbishment and re-occupy Guisborough Ray Khaliq Apr 2017 fire station

ER3.7: Re-furbish Loftus Community Fire Station Action Lead Director Date ER3.7.1 develop works specification and undertake Ray Khaliq Nov 2016 procurement process Works behind schedule due to following factors: Staff shortage due to loss of lead project staff member from estates Dept. All other staff prioritised to other major build projects. This project to be re- scheduled towards end of 2016. ER3.7.2 appoint primary contractor to complete refurbishment Ray Khaliq Dec 2016 works

ER3.7.3 plan and implement temporary accommodation Ray Khaliq Jan 2017 requirement on site

ER3.7.4 commence refurbishment works Ray Khaliq Mar 2017

ER3.7.5 complete refurbishment and re-occupy Loftus fire Ray Khaliq Apr 2017 station

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ER6: Introduce Combined Aerial Rescue (CARPS) into the Brigade’s Fleet Action Lead Director Date ER6.1 commission Multistars to operational service at Saltburn Phil Lancaster Mar 2016 and Stockton staffed by on-call firefighters CARP in place in Saltburn; training completed and on the run. Second CARP delayed due to technical difficulties, however training complete for Stockton staff, refresher required due to length of delay. Contingency arrangement – maintain A6 on a dual staffed basis until technical solution is achieved. ER6.2 remove four whole-time crew manager and four whole- Karen Winter Apr 2016 time firefighter posts from the Brigade’s establishment (Middlesbrough) The Brigade’s establishments were revised to reflect the above changes. These were sent to Head of Finance and Head of HR via email on 6th March 2016 with an instruction to amend the budgets and HR records accordingly. ER6.3 transfer personnel from the above posts at Karen Winter Apr 2016 Middlesbrough to other Brigade whole-time firefighting posts Stn Manager McHugh has spoken to firefighters individually re changes and transfers and agreed transfer postings. On 3rd March 2016 the HR team sent letters to the individuals confirming their circumstances and transfer arrangements. ER6.4 remove Hydraulic Platforms from operational fleet and Ray Khaliq Mar 2017 prepare for disposal First CARP deployed into Saltburn fire station. Second CARP currently undergoing maintenance and refurbishment works. ER6.5 evaluate the change of use to Multistars Phil Lancaster Mar 2017

ER7: De-staff Marine Fire Station Action Lead Director Date ER7.1 remove four wholetime watch manager, four wholetime Karen Winter Apr 2016 crew manager and twelve wholetime firefighter posts from the Brigade’s establishment (Marine) The Brigade’s establishments were revised to reflect above changes. These were sent to Head of Finance and on 6th March 2016 with an instruction to amend the budgets and HR records accordingly. ER7.2 transfer personnel from the above posts at Marine to Karen Winter Apr 2016 other whole-time fire-fighting positions within the Brigade Stn Manager McHugh has spoken to firefighters individually re changes and transfers and agreed transfer postings. On 3rd March 2016 the HR team sent letters to the individuals confirming their circumstances and transfer arrangements. ER7.3 provide options for alternative use of Marine Fire Station Ray Khaliq Jun 2016 Alternative options considered for Marine fire station internally and with partners including MBC. No viable option emerging and therefore disposal is being progressed.

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ER7.4 de-commission Marine Fire Station in conjunction with Ray Khaliq Aug 2017 the Treasurer Fire station decommissioned in consultation with Treasurer. Estate agents appointed to assist with sale and disposal. Numerous viewings have been completed and possible interest from Ports Authority.

ER9: Prepare for the Introduction of On-Call Crewing Arrangements for the Second Fire Engine at Either Thornaby, Grangetown or Redcar Fire Stations Action Lead Director Date ER9.1 determine prioritisation of station transitions Phil Lancaster Apr 2016 Risk Assessments determined Redcar fire station would be the first to transition its second appliance to the RDS ER9.2 produce an operational implementation plan for second Phil Lancaster May 2016 appliance transition General transition plan agreed at ELT; implementation has commenced ER9.3 produce a workforce transition plan in line with above Karen Winter Jun 2016 The Brigade’s workforce planning arrangements, controlled by the DCS, are embedded into normal work activities and carried out on a monthly basis. The current workforce plans take cognisance of the need to reduce the Brigade’s operational wholetime establishment by 28 posts from 379 to 351 on 1st April 2017 in line with the CIRMP. Management of operational promotions and vacancies are key to this. On assessing the workforce vacancies at July 2016 it is anticipated that the workforce strength will be at establishment level and therefore no redundancies will be required. In the meantime i.e. over 2016/17 the operational resource requirements will be managed through temporary staff. ER9.4 recruit on-call fire-fighters Karen Winter Sep 2016 The Brigade has advertised for on-call firefighters to fill the 12 FTE vacant posts at Redcar Community Fire Station. To date, one crew manager has been appointed and four firefighters have successfully completed their initial training and are currently undertaking phase two training. We have a further two candidates who are currently undertaking their initial training which will be completed in December. Eight candidates are currently on hold having completed the full recruitment process and we have a further 4 candidates that have passed all recruitment stages. These 4 candidates plus 1 candidate who was on hold, are now under taking medicals and employment checks ready to commence training on the 3rd January 2017. We have begun receiving applications for our next recruitment intake in 2017 and currently hold 5 applications for Redcar Community Fire Station. ER9.5 introduce on-call arrangements Phil Lancaster Jan 2017

ER9.6 go ‘live’ on final on-call arrangements Phil Lancaster Mar 2017

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Corporate Priorities

C1: Collaboration with Cleveland Police Action Lead Director Date C1.1 evaluate the impact of the Government’s new legislation on Ian Hayton Jun 2016 the Authority’s governance arrangements and collaborative work A committee paper and discussion document was presented to the Executive Committee on 13 May 2016 and the CFA on 10 June 2016 to enable Elected Members to conduct meaningful discussions about the strategic direction of police and the fire and rescue service. The document took, as its starting point, the current local picture of collaboration and considered the implications of new statutory duty to collaborate.

Whilst the document described the various governance models referenced in the original government’s consultation paper, it did not debate the future governance arrangements of either service, however, it did introduce the principle of a “route map” designed to achieve an agreed framework to strengthen effective collaboration and integrated working between the emergency services on Teesside.

The Fire Authority resolved to:

 develop a Joint Statement of Intent to establish a clear set of principles to guide future collaboration and integration activity  develop a Joint Position Statement in regard to each of the potential governance models  establish and commission a joint transformational team to identify potential collaborative activities and assess the cost of jointly delivering those services to each partner  evaluate and assess the most appropriate structure to be employed in the development of the strategic partnership or business alliance i.e contractual; joint venture; limited liability partnership  for each partner organisation undertake a comparative baseline value for money assessment of those collaborative services  develop joint prevention and response strategies for common community risks and service demand  explore the opportunities for future integrated and streamlined delivery services (prevention and response)  develop existing relationship with the North East Ambulance Service to seek proactive engagement with the Police/Fire Collaboration in order to work cohesively as the emergency services on Teesside  recognise the wealth of collaboration ongoing with other organisations, not least local authorities and health, and actively encourage these partnerships to continue and flourish

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C1.2 identify the Home Office programme of police reform and Ian Hayton Aug 2016 assess the implications and opportunities arising for fire and rescue services CFOA are now working with the Home Office to develop an Inspection Regime for Fire and Rescue Services, The latest update on progress states that it is anticipated that this work will be complete by March 2017 with pilot inspections taking place throughout 2017/18. It is expected that the new inspection arrangements will commence in April 2018. The original work associated with this project has been superseded by the national arrangements and for the purpose of reporting are now no longer required in this form. A new piece of priority work to develop a new performance framework will commence in April and this will assist the Authority to measure its work/performance and identify any gaps. C1.3 develop collaborative working arrangements in service Ian Hayton Mar 2017 delivery, estates and assets, and support services with Cleveland Police as per our current Memorandum of Understanding

C2: North East Ambulance Services (NEAS) Partnership Action Lead Director Date C2.1 implement, on a trial basis, the joint emergency medical Phil Lancaster Feb 2017 response service across fire stations as commissioned by NEAS The NJC agreed in July 2015 to set up a number of emergency response co-responding trials (whereby appropriately trained and equipped Fire and Rescue Service staff are mobilised to medical emergencies as part of a joint FRS/NHS response) and/or to undertake wider work. Cleveland Fire Brigade registered their commitment to participate as an NJC trial. The trial period which originally was running to June 2016 has been extended until February 2017 to enable further evidence as to the efficacy of the trial to be collated.

Since the commencement of the trial period, CFA have steadily increased the provision of emergency medical response to 10 operational fire stations. RED 1 and RED 2 calls now undertaken by wholetime firefighters at Redcar, Stockton, Thornaby, Hartlepool and the retained firefighters at Saltburn, Skelton, Guisborough, Loftus and Yarm.

A further extension of the EMR service to the remaining operational locations is suspended pending the outcome of the NJC discussions. To date, CFA has attended 1900 immediate life threatening calls and has undoubtedly saved numerous lives.

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C2.2 evaluate the impact of the joint emergency response Karen Winter March services in terms of patient outcomes and service impact in the 2017 pathway of care The evaluation of the EMR consists of 4 elements

Internal Evaluation by CFB - draft report has been completed and is under review. This evaluation aims to be recompiled at the end of the pilot in February 2017.

Staff Evaluation - this is complete and outcomes provided to DCP 19th August and summary feedback to staff who participated in the survey has been provided. This survey aims to be recompiled at the end of the pilot in February 2017.

ILG Evaluations - The fieldwork for this has been completed and the initial draft report received for validation and comment on 31st August with further drafts received at regular intervals. The report has been provided to the CFO and DCP at CFB for comment and members of the Operational and Information and Data Group for comment. Where comments have been received they have been provided to the Authors who are to provide a 4th draft of the report for review (due w/c 17th October). Once we are satisfied with the contents of the reports they will then be shared with the Strategic Group for any final comments / sign off.

National Evaluation: Individual Fire and Rescue Services who registered an interest to participate as an NJC trial, also committed to providing the NJC with key information to allow it to monitor and report on the scope, scale and benefits of each of the trial areas.

The NJC has now commissioned Professor Julia Williams, Professor of Paramedic Science at the University of Hertfordshire to conduct an evaluation of the effect of broadening the responsibilities of the fire and rescue services in those trial areas where staff are undertaking new, additional types of functions and activities including co- responding.

The evaluation is in three parts: an interview with Julia Williams, Professor of Paramedic Science at the University of Hertfordshire, or one of her research team; a national survey to quantify the scope, scale and costs of co-responding and wider work in each FRS; and a request for incident level data.

Parts 1 and 3 of the evaluation process are now complete. C2.3 establish future strategy for collaborative work with NEAS Ian Hayton Mar 2017 depending on outcomes from above trial Discussions between the North East fire and rescue services and NEAS are ongoing to identify the scope and scale of additional collaborative opportunities.

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C3: Tees Valley Combined Authority Action Lead Director Date C3.1 engage with and support the development and work of the Ian Hayton Mar 2017 Tees Valley Combined Authority throughout 2016/17.

C4: Fire as a Health Asset Action Lead Director Date C4.1 develop partnerships with health agencies to ensure that Ian Hayton Sep 2016 we work together to use our collective capabilities and resources more effectively to enhance the lives of the local communities. The Chief Fire Officer presented to CFA on Fire as a Health Asset on 29th July 2016. In Oct 2016, the Brigade enhanced its traditional home safety checks to deliver Safe and Well Visits which, in addition to addressing fire risks, also consider a wider range of interventions relating to health and wellbeing. At the same time, the agreement between CFOA and the NHS Health and Social Care Information Centre to share Exeter GP registration data for over 65s living in England has, for the first time, enabled the Brigade to specifically target older people for Safe and Well visits. The Safe & Well Visits have been designed over a 12 month consultation process with our partners from the two Foundation Trusts, four Public Health departments from the four Local Authorities and Age UK. This partnership working has provided us with the assurance that we are using our expertise and unique ability to gain access to vulnerable households to tackle the key Health & Social Care issues that our partners face. The Health & Social Care issues we will be supporting our partners to address are slips, trips and falls, alcohol cessation, smoking cessation, COPD, flu vaccinations, Dementia and Winter Warmth. We are developing an evaluation framework to monitor the effectiveness of the Safe and Well interventions and this will examine metrics such as the hospital admissions (slips trips), ambulance attendances, referral interventions etc. We will also closely monitor the CFOA national working group currently developing a Standard Evaluation Framework for Safe and Well to ensure our indicators recognise the national essential identified indicators. Close partnership working continues and has helped us forge links to other agencies such as the Middlesbrough Headstart Plus Board (mental health improvement for young people), the Mental Health Crisis Concordat and the A & E Delivery Board. This close interaction will help us explore additional avenues to support the Health and Social Care agenda. The CFO sits on the Tees Wide Strategic Health Board and representatives from CFB also sit on the Tees Safeguarding Adult Board and the Redcar & Cleveland Health & Wellbeing Board, Stockton Adults Health & Wellbeing Partnerships and Middlesbrough Public Health Delivery Partnership. CFOA are currently progressing arrangements for an All Party Parliamentary Group meeting to raise awareness and gather political backing for the fire service to support health and the wider prevention agenda. It is anticipated that this APPG will take place early in 2017. The meeting will give MPs the opportunity to see the prevention

10 | P a g e OFFICIAL - CIRMP 2014/18 YEAR 3 PRIORITIES journey that fire services have undertaken including in their own constituencies and the potential impact of the fire service’s role in reducing demand on the health service, how this can improve outcomes for individuals and help reduce public spending, aiming to gain their support for wider local implementation.

C4.2 produce and publish a health strategy that aligns to our Sep 2016 Strategic Goal of ‘Safer Communities’ and its associated underpinning strategic outcomes A Health Strategy is currently being drafted which will complement the CFOA Health Strategy. Using the CFOA strategy as a template, the priorities are set out below with a brief summary of the work already underway which will feed into the strategy. 1. Building relationships with local health and social care partners and the third sector to encourage closer collaboration and data/info sharing between fire/health

Relationships have been built with health and local authority partners alongside voluntary organisations such as Age UK. Information Sharing agreements have been set up, sharing information on slips, trips and falls, Dementia, flu vaccinations, alcohol cessation, smoking cessation and COPD. This will develop to include the data required to support the evaluation of Stay Safe & Warm visits.

2. Developing design principles for and encouraging the uptake of “Safe and Well” visits and the effective use of all FRS resources, building on the Home Fire Safety Check and informed by existing good practice and on-going evaluation. Safe and Well visits have been designed in conjunction with partners utilising their clinical expertise to develop appropriate questions and interventions to reduce the risks within the home whilst building on our Home Fire Safety Visit programme and utilising the Exeter Data.

3. Exploring and developing other areas where we can improve health outcomes, by drawing on best practice, harnessing and spreading the use of new technology and diseminating existing guidance for the public, such as the Healthy Ageing Guide. We have access to a comprehensive portfolio of best practice from health partners and the voluntary sector and through specialist training to staff are practicing these skills. Through Commissioned Services, we run a Stay Safe & Warm campaign to help residents struggling to afford to heat their homes and we also promote the Health Agenda such as healthy eating on courses we run for young people. Communications also provide a key role with links to Public Health England, NHS England, Local Authorities and CCG’s whereby through Social Media we can re-post and re-tweet key Health Agenda messages e.g. NHS ‘Stay Warm & Well this Winter’ campaign. Technologies such as portable fire extinguishers are also being evaluated with a view to being used as part of our wider prevention strategy.

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4. Working with health partners to improve the fire safety of the health and care premises where vulnerable people are at risk, and reduce numbers of avoidable incidents that impact on the availability of our resources. Through the Brigade’s Risk Based Inspection Programme hospitals and other health care premises will receive an audit from appropriately skilled fire safety officers to ascertain that a suitable and sufficient fire risk assessment is in place. Where necessary, dialogue with the Responsible Person will take place in order to further reduce the risk. Following any fire in such premises a post-fire audit will be carried out to ensure that lessons are learnt from the event. Fire Safety Officers are available at any time for the giving of fire safety advice to health care premises operators.

5. Developing an evaluation framework to assess the impact of our involvement in: o reducing injuries from slips, trips and falls o reducing excess winter deaths o improving community response to cardiac arrest An evaluation framework is being developed looking at  The equipment and advice provided in each home, and the cost of the equipment provided  The number of referrals made to partner agencies (including Falls Assessment forms).  The number of hospital admissions from homes within the 4 Local Authority areas for slips, trips and falls across both PCTs  The number of Ambulance calls to homes within the 4 Local Authority areas for slips, trips and falls  The number of follow-up visits undertaken by the Falls Assessment Teams following referral  The number of Winter Warmth referrals received  The take up rate for flu vaccinations in the over 65 age group in the 4 Local Authority areas  The prevalence of smoking and smoking related mortality rates in the over 65 age group in the 4 Local Authority areas  COPD related mortality rates in the over 65 age group in the 4 Local Authority areas  Alcohol related mortality rates in the over 65 age group in the 4 Local Authority areas

In Sept 2016 we also received a CFOA Self-Assessment toolkit for Safe and Well visits. We have completed the self-assessment which reassures us that we will withstand scrutiny on the Local Indicators against which we are performing.

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C5: Leadership, Culture and Valuing our Workforce Action Lead Director Date C5.1 produce a high level scope detailing the associated Ian Hayton Jul 2016 actions, timelines and resources In delivering our vision and strategic priorities it is important that we have the knowledge, skills and motivation to do our job well. It is also vital that we consider how we present ourselves, treat each other, lead our teams and manage performance. Our behaviours and attitudes form a big part of how successful we are as an organisation.

The continuous financial pressures facing the Service are likely to lead to the need for significant change in the years ahead. It is, therefore, essential that we effectively engagement with staff to establish a future framework for organisational development to ensure that we continue to deliver excellent community safety services by a highly professional, highly valued and highly motivated workforce

The project is slightly behind schedule. The CFO has currently produced a high level draft project plan detailing the associated actions, timelines and resources. C5.2 Establish the Current Status March Specifically, 2017  Understand and benchmark the scale of staff concerns and reactions to the changes within the Fire and Rescue Service and specifically within the Brigade.  Understand and benchmark the scale of staff feelings towards whether they belong to an organisation they believe in; they are valued for what they do and feel that what they do is of value; and their working lives have a sense of importance and purpose.  Understand and benchmark the scale of staff feelings towards whether they feel that they are treated with fairness and consistency. C5.3 Improve Staff Engagement Ian Hayton Mar 2017 Specifically,  Close the knowledge gap by creating clarity for staff of what the future holds by raising levels of understanding of what the outcomes will be for them as individuals of the changes  To provide open, honest, genuine information to all staff on a regular basis through powerful, resonant messages delivered through accessible channels  Create early opportunities for staff to be involved and influence the key decisions regarding the future, utilise their ideas and provide feedback to ensure that staff are not simply being “told” what is going to happen to them. C5.4 develop, in consultation with staff and partners, the core Ian Hayton Mar 2017 values that support our core purpose of saving lives and protecting people from harm, our expected professional standards of performance and behaviour, and our leadership style that reflect a modern 21st century fire and rescue service. Identify, understand and overcome any logistical or physical challenges that are currently impeding stronger staff engagement and an organisational environment where positive teamwork,

13 | P a g e OFFICIAL - CIRMP 2014/18 YEAR 3 PRIORITIES contribution and behaviours are valued and negative culture and behaviour are challenged. Develop a clear understanding of what staff would like to change about their physical environment. C5.5 produce a draft Staff Engagement Strategy and a Ian Hayton Jul 2017 Workforce Strategy that aligns to the Authority’s organisational goals and actively promotes stronger staff engagement and an organisational environment where positive teamwork, contribution and behaviours are valued and negative culture and behaviour are challenged. C5.6 communicate our expectations and strategies regarding Ian Hayton Aug 2017 our culture and values, our standards of performance, behaviour, and our leadership style

C5.7 produce an organisational development framework to build Ian Hayton Mar 2018 leadership and management capacity; and embed our desired culture and values

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AGENDA ITEM 4.3 EXECUTIVE COMMITTEE 25 NOVEMBER 2016

COMMUNITY INTEGRATED RISK MANAGEMENT PLAN (CIRMP) 2018/19 – 2021/22

REPORT OF CHIEF FIRE OFFICER

For Noting

1. PURPOSE OF REPORT

1.1 To inform Elected Members of the proposed strategic planning process in relation to the development of the Authority’s Community Integrated Risk Management Plan (CIRMP) 2018/19 - 2021/22.

2. RECOMMENDATIONS

2.1 Members are asked to note the proposed strategic planning process in relation to the development of the Authority’s Community Integrated Risk Management Plan 2018/19 - 2021/22.

3. BACKGROUND

3.1 The requirement for an Integrated Risk Management Plan (IRMP) was introduced in 2003 and included in the Fire and Rescue Service National Framework, published by the Department for Communities and Local Government. This was given statutory effect by the Fire and Rescue Services Act 2004.

3.2 The Framework states that each Fire and Rescue Authority must produce an IRMP that: ‘identifies and assesses all foreseeable fire and rescue related risks that could affect its community, including those of a cross-border, multi-authority and/or national nature. The plan must have regard to the Community Risk Registers produced by Local Resilience Forums and any other local risk analyses as appropriate’

3.3 Integrated risk management planning is simply about using resources in the most effective way to save lives, improve public safety and reduce emergency incidents. It is an approach that:

• identifies who or what is most at risk of fire and other emergencies • determines where they are and how best to reach them • identifies the best way to reduce and manage the risk • ensures that resources are deployed in proportion to the size of the risk

EXECUTIVE COMMITTEE 25 NOVEMBER 2016

3.4 In December 2013 the Authority finalised its Community Integrated Risk Management Plan 2014 -18 which combined its previous Strategic and Integrated Risk Management Plans and associated planning processes.

4. STRATEGIC (INTEGRATED RISK MANAGEMENT) PLANNING PROCESS

4.1 In order to develop a new CIRMP for 2018 onwards the Authority must follow a robust strategic planning process. It is therefore proposed that the following process is adopted

Stage 1: Strategic Direction 4.2 A review and clarification on the core purpose, values and vision of the Authority.

Stage 2: Situational Analysis (Where are we Now?) 4.3 Analysing the internal and external operating environments of the Authority to determine its strategic challenges and/or opportunities. Key factors to be considered in each of these environments include:

External Environment

 Corporate Risk Factors . political: e.g. government policy, pensions, national insurance, trading . economical: e.g. interest rates, unemployment, inflation, spending patterns . social: e.g. demographic trends, education, migration . technological: e.g. automation, research and development . legislation: e.g. taxation, health and safety, industrial relations . environmental: e.g. recycling; carbon footprints; water usage

 Operational Risk Factors . Building Risks: residential and business . Transport Risks: rail, road, sea, air . Industrial Risks: High Hazards . Neighbourhood Risks: Heritage, Environment . National Resilience Risks: National Resilience . Social Care Risk Factors: Emergency Medical Response Incidents

Internal Environment  human resources: knowledge, capability, skills of the workforce  services: cost, quality and development  finance  assets  organisational structure/governance  internal performance/benchmarking

COMMUNITY INTEGRATED RISK MANAGEMENT PLAN 2018/19 – 2021/22 Page 2

EXECUTIVE COMMITTEE 25 NOVEMBER 2016

4.4 Stakeholders’ views are also important at this stage as it will assist in understanding their requirements as well as informing the Authority’s CIRMP Communication Strategy.

Stage 3: Strategy Formulation 4.5 Using the analysis described above, identifying those things that are critically important at a corporate and operational level and therefore are to be included within the CIRMP. It will determine the Authority’s corporate and operational resource configuration, consider its response standards; review its strategy requirements and available finances; and allocate resources accordingly. Full stakeholder consultation will complete this stage along with a final CIRMP for Members’ approval.

Stage 4: Strategy Implementation 4.6 Identifying roles and responsibilities; allocating appropriate human, financial and physical resources.

Strategy Evaluation and Control 4.7 Monitoring the implementation of the strategy and evaluating its success.

5. HIGH LEVEL TIMELINE

5.1 In order to ensure the appropriate engagement and development of the CIRMP an indicative high level timeline has been produced for the Authority’s strategic planning processes; this is attached at Appendix A.

IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES

COMMUNITY INTEGRATED RISK MANAGEMENT PLAN 2018/19 – 2021/22 Page 3

APPENDIX A

Development of Community Integrated Risk Management Plan 2018/19-2021/22: Indicative High Level Timeline

High Level Timeline

Stage 1: Strategic Direction

Date Work Area Activity Lead

 Review and engage stakeholders on vision – 31/01/17 Vision 16/01/17 Karen Winter  Establish Vision – 31/01/17

 Review and engage stakeholders on core 31/01/17 Core Purpose purpose – 16/01/17 Karen Winter  Establish Core Purpose – 31/01/17

 Review and engage stakeholders on core 31/01/17 Core Values values – 16/01/17 Karen Winter  Establish Core Values – 31/01/17

Stage 2: Situational Analysis (Where are we now?)

Analyse  Determine corporate risks (PESTLE) – 31/01/17 31/01/17 External Karen Winter Determine operational risks – 31/01/17 Environment 

 Determine internal strengths and weaknesses – 31/01/17 Karen Winter Analyse  Analyse performance – 31/01/17 (1 and 2) 31/01/17 Internal  Evaluate Prevention, Protection and Environment Phil Lancaster Response Activity – 31/01/07 (3) and (4)  Analyse response standards – 31/01/17

Analyse 31/01/17  Review Authority’s Stakeholders – 31/01/17 Karen Winter Stakeholders

 Communicate outcomes from Situational 28/02/17 Stakeholders Karen Winter Analysis to Stakeholders – 28/02/17

Stage 3: Strategy Formulation

 Determine Strategic Challenges and Strategic 31/03/17 Opportunities – 31/03/17 ELT Issues

 Dermine corporate and operational strategies 31/07/17 Strategies ELT – 30/06/17 Stage 3: Strategy Formulation

Response  Determine Service Response Standards – 30/06/17 ELT Standards 30/06/17

Operational  Determine operational resource 31/07/17 ELT Configuration reconfiguration – 31/07/17

Organisation  Determine organsiational configuration – 31/07/17 ELT Configuration 31/07/17

 Review Medium Term Financial Strategy – 31/08/17 Resources 31/08/17 ELT  Deploy Resources – 31/08/17

Draft CIRMP  Produce Draft CIRMP 2018/19 – 2021/22 – Karen 30/09/17 2018/19 – 30/09/17 winter 2021/22

 Produce Stakeholder Consultation Programme Stakeholder – 30/09/17 Phil 30/09/17 Consultation  Consult Stakeholders on Draft CIRMP 07/11/07 Lancaster – 27/01/18

Karen 31/03/18 Final CIRMP  Approved by CFA – 31/03/18 Winter

Stages 4 and 5 - dates to be determined

OFFICIAL AGENDA ITEM 4.4 EXECUTIVE COMMITTEE 25 NOVEMBER 2016

MENTAL HEALTH AND WELLBEING POLICY AND

PROCEDURE

REPORT OF CHIEF FIRE OFFICER For Approval

1.REPORT PURPOSE OF OFCHIEF REPORT FIRE OFFICER

To outline the details of the Mental Health and Wellbeing Policy & Procedure (Appendix 1) and seek Members approval in line with the Authority’s Scheme of Delegation

2. RECOMMENDATION

2.1 Members are asked to approve the Authority’s Mental Health and Wellbeing Policy & Procedure as detailed at Appendix 1.

3. BACKGROUND

3.1 Under UK law, employers have a ‘duty of care’ to protect the health, safety and welfare of all employees while at work. They also have to assess the risks arising from hazards at work including work-related stress.

Cleveland Fire Authority is committed to protecting, promoting and sustaining the health, safety and welfare of all its employees; this includes both physical and mental health.

The Authority will support good mental and emotional health for employees to deal well with the normal stresses of everyday life so that they work productively; interact well with colleagues and make a valuable contribution to their teams/workplaces.

The Authority will comply with its statutory duty under the Health and Safety at Work Act and The Equality Act 2010 to assess the risk of stress related ill health arising from work activities and to take measures to control that risk.

4. MENTAL HEALTH AND WELLBEING POLICY AND PROCEDURE

4.1 The Authority's new Mental Health and Wellbeing Policy and Procedure is attached at Appendix 1. The document has been sent to the Fire Brigades Union and Unison for comment.

IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES

OFFICIAL OFFICIAL APPENDIX 1

Mental Health and Wellbeing

Policy and Procedure

P2.3

November 2016

People Area Mental Health and Wellbeing Policy and Procedure

Policy Process Detail

Authored by: Nicola Moore, Head of Human Resources

ELT Approved: 17 October 2016

FBU Consultation: 17 October 2016

Unison Consultation: 17 October 2016

Executive Committee Approved: Scheduled for 25 November 2016

Policy Register Review Date: November 2019

Implementing Officers: Nicola Moore: Head of Human Resources

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1. Policy

1.1 Policy Statement

Under UK law, employers have a ‘duty of care’ to protect the health, safety and welfare of all employees while at work. They also have to assess the risks arising from hazards at work including work-related stress.

Cleveland Fire Authority is committed to protecting, promoting and sustaining the health, safety and welfare of all its employees; this includes both physical and mental health.

The Authority will support good mental and emotional health for employees to deal well with the normal stresses of everyday life so that they work productively; interact well with colleagues and make a valuable contribution to their teams/workplaces.

The Authority will comply with its statutory duty under the Health and Safety at Work Act and The Equality Act 2010 to assess the risk of stress related ill health arising from work activities and to take measures to control that risk.

1.2 Policy Objectives

 To improve awareness amongst employees about the causes and types of stress and the importance of identifying them through risk assessment.  To introduce measures which reduce workplace stressors whilst recognising that stress is an individual perception.  To appropriately support employees who are experiencing mental health issues.  To uphold non-discriminatory attitudes towards mental ill health  To refer an individual to occupational health or signpost to alternative mental wellbeing support

1.3 Scope This policy applies to all employees of Cleveland Fire Brigade

1.4 Policy Category This Policy is categorised as ‘Corporate Authority’ within the Key Document Framework.

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2. Organising

2.1 Cleveland Fire Authority (CFA) is responsible for :  ensuring the health, safety and welfare of its employees  approving the Authority’s Mental Health and Wellbeing Policy and Procedure

2.2 The Brigade’s Executive Leadership Team is responsible for:  recommending approval of the Authority’s Mental Health and Wellbeing Policy and Procedure  promoting a healthy working environment which eliminates the stigma and discrimination attached to mental health  help prevent stress by promoting an open and supportive environment that encourages staff to discuss problems  sponsor mental health and wellbeing interventions by ensuring the release of adequate resources to allow the support mechanisms to be realised

2.3 The Director of Corporate Services is responsible for:  being the strategic lead on employee health and wellbeing  maintaining and developing the Mental Health and Wellbeing Policy and Procedure

2.4 The Head of Human Resources is responsible for:  implementing the Mental Health and Wellbeing Policy and Procedure  ensuring provision of mental health and wellbeing support interventions  providing an occupational health service

2.5 Station Managers/Corporate Managers/ Watch Managers/Corporate Supervisors are responsible for:  encouraging, promoting and monitoring mental health and wellbeing in line with the Mental Health and Wellbeing Policy and Procedure  promoting a healthy working environment which eliminates the stigma and discrimination attached to mental health.  helping prevent stress by promoting an open and supportive environment that encourages staff to discuss problems  being vigilant for members of staff who may be experiencing stress and ensure early intervention occurs including occupational health referrals and signposting to alternative support available  monitoring the exposure of individuals to traumatic events

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2.6 All employees are responsible for:  taking reasonable care of their own health and wellbeing and that of others who may be affected by what they do, or fail to do, whilst at work  familiarising themselves with the general advice and procedures contained within this policy  being aware of the sources of potential stress including stress susceptibilities, personal traits and lifestyle choices on their own stress levels  being aware of symptoms of adverse stress and carry out a WRAP (wellness recovery plan) when workplace stress has been identified  raising issues of concern with their manager or through confidential reporting routes  accepting opportunities for counselling or other support mechanisms when recommended to minimise impact on health and wellbeing

2.7 The Occupational Health Advisor is responsible for:  providing a medical opinion and advice to management/employees on cases that are referred to the department  providing general advice, support and monitoring where appropriate and initiate early intervention  supporting individuals through counselling services who self-refer or who are referred by their manager  advising managers where appropriate on stressors requiring actioning and monitoring

2.8 Trade Unions are responsible for:  supporting the implementation of and adherence to this Policy and associated Procedure.  working with managers, Occupational Health and Human Resources in supporting individuals  promoting, supporting mental health and wellbeing in the workplace

3. Planning and Implementing

3.1 In terms of planning, this policy is supported by the Employee Health and Wellbeing Strategy which sets out the medium term ambitions and priorities relating to developing the Brigade’s employee health and wellbeing arrangements including those relating to mental health and wellbeing.

3.2 In terms of implementation, this policy is implemented via the Brigade’s Mental Health and Wellbeing Procedure attached as Appendix A. Financial resources associated with the implementation of the policy and procedures are included within current budgets.

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4. Equality Impact Assessment

4.1 In accordance with the requirements of the Equality Duties and Equality Act and other relevant legislation, this policy has been Equality Impact Assessed (EIA). See Appendix H

5. Monitoring

5.1 The Risk and Performance Team will ensure the central monitoring of this policy and associated procedure and ensure that it is added to the Brigade’s register of policies and strategies and reviewed in line with timelines specified.

6. Audit

6.1 This Policy will be audited in accordance with the procedure detailed within the Brigade’s policy framework.

7. Review

7.1 The Director of Corporate Services will undertake a review of this policy on a regular basis to ensure it is driving improvements and that it is taking account of any new or emerging economic, legal, technological or environmental factors. The next review is scheduled for November 2019.

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Appendix A

Mental Health and Wellbeing Procedure

1. Introduction

1.1 This procedure supports a positive culture towards mental health issues which recognises:

 the effects stress can have on commitment and performance of both the individual and the Brigade  the need to assess stress levels due to under or over pressure, and how this can be managed and implemented  the influence of individual’s stress susceptibilities’, personal traits and lifestyle choices on their stress levels  the long term benefits of reducing the extent to which employees are suffering from stress, anxiety and depression and other forms of mental illness  the benefits of raising awareness of mental health issues and promoting a healthy working environment  the workplace stressors and recommends risk assessments to identify stressors and implement controls  the benefits of reducing the period of untreated mental health issues through early detection  promotes and supports recovery for employees who have experienced mental health problems or illness

1.2 The World Health Organisation defines mental health as: “a state of well-being in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community. Health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity”

1.3 Everyone’s experience of mental health is different. Two people with the same condition may have entirely different symptoms and coping mechanisms. Personality, gender, previous mental health, current events in life and age can influence who might be impacted at any one time by stress, anxiety or depression.

1.4 Anyone can suffer the effects of stress, whatever job they do. Mental health issues should not be considered a reason to block employment but an indication of suitable control measures that should be introduced. Mental wellbeing is not simply a matter of personality, although personal traits can affect individuals’

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resilience. Some employees bring family problems to work; far more take work worries home with them, and for the majority of employees work worries are increasing. It is important therefore that we support both individuals’ work and lifestyle stressors.

2 What is Mental Health?

2.1 Everyone in the organisation has a responsibility for tackling stress. The Health and Safety Executive (HSE) defines stress as “the adverse reaction people have to excessive pressure or other types of demand placed upon them“. This makes an important distinction between pressure, which can be a positive state if managed correctly, and stress which can be detrimental to health.

2.2 Where the individual feels they can cope with pressure and the level still allows them to be decisive, effective, innovative, creative or alert with a positive state of mind, then it is not harmful to an individual. Where individuals are encouraged and challenged to test their comfort zone, they may be put under pressure but this should not cause stress with the appropriate support.

2.3 Irrespective of the source of stress, individuals should speak to their manager or someone else they feel comfortable talking to in the organisation. If it is work- related, the Brigade has a duty to take reasonable steps to try to resolve the problem. If it is not work-related, we may still be able in some way to support or help to take some pressure off at work whilst resolving the stress in the personal life.

2.4 The Mental Health Foundation estimates that one in four people will have problems with their mental health at some point, ranging from day-to-day worries to long-term serious conditions. The majority of people who experience mental health problems learn to live with them – just as with physical health problems. About one in a hundred people will experience severe mental illness.

2.5 The Royal College of Psychiatrists is the professional medical body responsible for psychiatrists setting standards of psychiatry in the UK. It identifies a number of mental health conditions as shown in table below:

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Common Mental Health Problems Anxiety Feeling tense, uncertain and fearful. Depression Intense feelings of persistent sadness, helplessness and hopelessness, alongside physical effects such as sleep disturbance, lack of energy or feeling general aches and pains. Post-natal depression A type of depression that many parents experience after having a baby. Obsessive Distressing and repetitive thoughts that come into the person’s compulsive disorder mind automatically. Phobias (and panic Disorders where anxiety is experienced in certain well-defined attacks) situations that are not dangerous.

Severe Mental Health Problems Psychosis When a person loses touch with reality, having changed perceptions about the world. This could include experiencing hallucinations, delusions or flights of ideas. Bipolar disorder Mood can swing between an extreme high (mania) and an extreme low (depression). Schizophrenia A mental illness that affects the way people think.

Other Types of Mental Health Problems Eating disorders Anorexia: a serious mental health illness where people keep their body weight low by dieting, using laxatives or excessively exercising. Bulimia is typified by a cycle of ‘bingeing’ (eating large quantities) and then ‘purging’ (either through vomiting or use of laxatives). Attention Deficit A group of behavioural symptoms that include inattentiveness, Hyperactivity Disorder hyperactivity and impulsiveness. (ADHD) Alcohol and Continued misuse of any mind-altering substance that severely substance affects a person’s physical and mental health, social situation and dependency responsibilities. Dementia A progressive and irreversible condition that involves memory, thinking, problem solving, concentration, perception and language.

3 Recognising the Symptoms of Poor Mental Health

3.1 Stress

3.1.1 Stress can damage physical health, social relationships and the means of functioning at work and home. It is important to remember that the following symptoms may have nothing to do with stress but they are often danger signals which should not be ignored:

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 physical signs like headaches, tiredness, general malaise, aches and pains indigestion, high blood pressure, increased perspiration, ulcers, blurred vision, dizziness, weight loss or gain, lowered response to infections

 behaviour aspects such as changes to work performance, accidents, poor relationships at home and work, dependence on tobacco, drugs and alcohol, changes in eating habits, inappropriate fears, insomnia, hostile language or aggression, overly compliant, delinquency or absenteeism

 emotional factors such as irritability, lack of concentration, anxiety, increased tension, loss of self-esteem, depression

3.1.2 Mental and physical ill health is a personal loss. Recognising and acknowledging that these are stress symptoms will help the management of them quickly by taking actions which will support this. A quick response can prevent the situation deteriorating further and may well lead to considerable improvements for you, your friends, family and colleagues.

3.1.3 Being “under stressed” can arise from having prolonged little stimulation within the workplace. This could be due to length of time in the job, the type of the job or lack of opportunities leading to negative feelings and thoughts including malaise, frustration, boredom and feeling under-involved. Behaviours may decline and this can have an impact on the number of accidents.

3.1.4 Being “over stressed” arises from having prolonged and/or excessive stimulation within the workplace. This could be due to workloads, deadlines or work patterns leading to negative feelings or thoughts of inability to cope, indecisiveness, confusion, exhaustion. Behaviours may also change and be out of line with normal character. If stress is excessive and goes on for some time it can lead to mental or physical ill health which require medical treatment e.g. depression, nervous breakdown or heart disease.

3.1.5 Although supervisors need to be able to recognise symptoms of stress as part of their role, all employees should be equipped with basic knowledge for identifying and procedures for action to be taken. Effects on poor mental health can impact on performance at work such as:

 difficulty concentrating  taking longer to do tasks  finding it more difficult to juggle a number of tasks  putting off challenging work  being less patient with colleagues or customers  difficulty making new decisions  finding it more likely to get into conflict with others

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 difficulty in learning new tasks  more likely to have accidents

3.1.6 Appendix B and C provide the recommended processes for managers and employees to follow when dealing with or supporting someone with poor mental health and wellbeing.

3.2 Workplace Stress

3.2.1 Stress is not a mental health diagnosis and is not a recognised mental health condition. Most people with work-related stress will have anxiety, depression or what is termed ‘generalised anxiety disorder’.

3.2.2 The HSE highlight six key causes of work-related stress:

 demands of the job - including issues like workload, work patterns and the work environment

 control over workloads - how much say the person has in the way they do their work

 support - including the encouragement, sponsorship and resources provided by the organisation, line management and colleagues

 relationships - including promoting positive working to avoid conflict and dealing with unacceptable behaviour of bullying, aggression or violence

 role - whether people understand their role within the organisation and whether the organisation ensures they do not have conflicting roles

 change - how organisational change is managed and communicated

3.3 Managing Workplace Stress - The Manager’s Role

3.3.1 When an individual or a manager recognises that adverse reactions to stress are occurring, then a Workplace Stress Risk Assessment should be completed (see Appendix D). This can be used to evaluate the impact and analyse the causes of stress. The key factor(s) scoring in the extreme ranges should be addressed first with an action plan focusing on reducing these stressors first. It may also be possible to bring some easy changes that do not score as high but will help to reduce the overall stress level.

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3.3.2 It is essential that any actions taken to tackle stress are reviewed by managers. It should be part of the routine risk assessment review procedures. It is also important to evaluate the effectiveness of the implemented solutions identified. Once an employee has recognised and highlighted stressors in the workplace, managers have a duty to reduce the risk.

3.3.3 Managers should be able to competently:

 manage and communicate existing and future work  manage emotions and have integrity  manage difficult situations  manage the individual within the team

3.3.4 Effects of exposure to the hazards could indicate to Managers the severity of risk for an individual or team which include:

 high levels of reported accidents, not following procedures may indicate anxiety or fatigue  high levels of sickness absence  high employee turnover

3.3.5 Developing solutions is often the most difficult part of tackling the possible cause of work related stress as each employee is different. In order to reduce the likelihood it is important that communication exists between the manager and the individual. Managers should create an environment where employees are encouraged to talk, both formally and informally. Where this is not possible another manager should be made available.

3.3.6 Managers should:

 remind employees that they can speak to occupational health, Human Resources or their trade union representatives

 encourage employees to talk to someone in the organisation or seek advice from their GP if there is a concern about health

 make early referrals to Occupational Health when fit notes indicate stress, anxiety or depression

 introduce mentoring and other forms of co-worker support

 keep employees updated as they go through any of the processes

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3.3.7 The solution that is developed for the majority of employees may not address individual problems. However, there is still a duty of care to take steps to protect the health and wellbeing of these employees too. It is essential that ways are developed for employees to raise their concerns.

3.3.8 Although managers need to be able to recognise symptoms of stress as part of their role, all employees should be equipped with basic knowledge for identifying and procedures for action to be taken.

3.4 Managing Workplace Stress – The Employee’s Role

3.4.1 A self-help questionnaire (Appendix E) can be used to help recognise an individual’s “character” proneness to stress. By being aware, an individual is in a better position to prevent stress.

3.4.2 The Wellness Recovery Action Plan (Appendix F) should also be used by the individual as a means for identifying the ways stress affects an individual, what actions are used to prevent it and therefore can be checked periodically that stress is not re-occurring.

3.5 Traumatic Events

3.5.1 Post-traumatic stress disorder (PTSD) involves developing strong feelings of anxiety after experiencing or witnessing something very traumatic. PTSD can cause flashbacks and nightmares where the person is reliving all the emotions experienced during the event(s).

3.5.2 PTSD is a potentially severe and long-term mental health problem. Common symptoms of PTSD include re-experiencing the event in nightmares or flashbacks, avoiding things or places associated with the event, panic attacks, sleep disturbance and poor concentration. Depression, emotional numbing, drug or alcohol misuse and anger are also common.

3.5.3 People with PTSD usually develop the symptoms immediately after the traumatic event but some people develop symptoms much later. People experiencing PTSD may not seek treatment for months or years after the onset of symptoms because they do not think they can be helped.

3.5.4 The impact of workplace traumatic events is supported by significant biological and psychological research. The effects of traumatic experiences on individuals are known to create unwanted and excessive stress reactions. Defining criteria for potential traumatic events include:

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 death or serious injury of colleagues  serious potential of death or major injury to self or colleagues  threats or potential threat of violence  exposure to deaths or corpses  multiple deaths including children  scenes of extreme violence or destruction  repeated exposure to combination of above within a short period of time

3.5.5 Post-traumatic stress can arise from direct or even indirect contact with an event that causes unusually strong emotional reactions that have the potential to interfere with the ability to function normally. The event is not common place and may be a natural or manmade disaster or tragedy. Whilst involved in this traumatic event there can be damaging emotional reactions, often feelings of intense fear, horror, helplessness or hopelessness.

3.5.6 Although the Mental Health Foundation says that debriefing someone who has experienced trauma immediately afterwards does not prevent PTSD it is important a support network is established so that any individual can approach or be referred to by their line manager or Human Resources. This support network can be through already established relationships or may be through the provision of a facilitator support group i.e. counselling, Employee Assistance Programme or qualified TRiMS Advisors. Duty Managers are informed of events and will consider any well-being issues. The support network is able to facilitate and monitor recovery aided by:

 restoring normal body and mind responses which may require medication from the individuals’ GP  acknowledging trauma by providing information on physical and mental symptoms  encouraging and promoting healthy lifestyles

3.5.7 Whilst experiencing a traumatic event the body uses all its senses and creates a range of emotions. The effects of the experience on the body are monitored by sensory nerves within the stomach and chest, sending messages to the short term memory of the brain to say how the body is coping.

3.5.8 In any situation, it is often difficult for individuals to recognise the symptoms of stress as just that. Immediately after a trauma an individual may have shock feelings including numbness, being stunned or detached from what is going on around, to denial and not accepting what has happened. These feelings fade gradually and lead to mild trauma reactions. Strong feelings affect your physical health. In the weeks after a trauma, individuals may notice: headaches; poor concentration; memory problems; rapid heartbeat; sleeplessness; tiredness; dreams and nightmares; difficulty thinking clearly and changes in appetite OFFICIAL - Mental Health & Wellbeing Policy and Procedure 14

3.6 Mild Trauma

3.6.1 Following a traumatic experience, individuals may feel unwell but not connect it as re-experiencing the symptoms of trauma. Mild trauma should be processed with a few days when the individual is ‘healthy’.

3.6.2 It is important therefore that supervisors are aware of symptoms of stress from exposure to traumatic incidents and can recognise them. These symptoms include feeling:

 frightened that the same thing will happen again, or that you might lose control of your feelings and break down  helpless that something really bad happened and you could do nothing about it. You feel helpless, vulnerable and overwhelmed.  angry about what has happened and with whoever was responsible  guilty that you have survived when others have suffered or died. You may feel that you could have done something to prevent it.  sad particularly if people were injured or killed, especially someone you knew  ashamed or embarrassed that you have these strong feelings you can't control, especially if you need others to support you.

3.7 Severe Trauma

3.7.1 The brain relies on a ‘bridge’ to cross from the short term memory to the long term memory. When the body experiences trauma the bridge becomes damaged and therefore cannot transfer as effectively or as promptly. When we experience several traumatic experiences within a short period of time, we therefore may begin to experience symptoms of trauma.

3.7.2 The brain has two parts for holding memories. The messages held in the short term memory of the brain need to be processed (normally whilst asleep) to the other part of the brain to a safe holding area which is the long term memory.

3.7.3 When Flashbacks occur the individual experiences the same sensory reactions plus the emotional response i.e. fear. This creates further anxiety due to the lack of control of physical and emotional responses. Severe trauma should be processed within a few weeks.

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3.8 Managing Traumatic Stress – The Manager’s Role

Timescale Monitoring Informal debrief with individual As soon as or team. possible after

event Signpost to EAP Traumatic Event Can request for attendance of TRIMS Advisor due to Within 24 hours extraordinary trauma potential to team Symptoms of Mild trauma Referral for individual if recognised or Severe After 3 days required to Occupational Trauma Potential Health Symptoms of Severe Referral to Occupational trauma recognised or After 4 weeks Health by line manager further mild trauma

3.8.1 Line managers and supervisors have a direct responsibility for caring for individuals. Informal debriefing is the first stage of the procedure for monitoring. It is specifically important therefore, that there is a support structure around lone workers who are not supported by the team.

3.8.2 Where the individual does not appear to have recovered from a mild trauma within a few days i.e. may still be talking of the event or inconsistent behaviour, then further help may be offered through Occupational Health or the individual’s GP. It may take several weeks for an individual to recover from a severe trauma. Symptoms may include flashbacks, phobias or panic attacks.

3.9 Managing Traumatic Stress – The Employee’s Role

3.9.1 It helps with preventing traumas building up if we are able to talk about events. This also raises awareness of traumatic events and prevents them becoming stacked.

3.9.2 Individuals deal with the effects of trauma on their body differently. Age, experience, skills and training will affect the amount of trauma an individual can ‘cope’ with. The emotions that each individual experiences, even to the same event, will greatly differ. Their emotion is all about what the event has meant to them, i.e. their anxieties, frustrations, loss of control, expectations or achievements.

3.9.3 The informal debriefing allows open discussion and offloading of immediate issues and may allow the supervisor to become aware of any unusual behaviour being shown by individuals.

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3.9.4 To aid the recovery process it is important for the individual to nourish the body with a balanced diet and carry out physical exercise.

 give yourself time. It can take weeks or months to come to terms with an incidence and move forward. You may need to grieve for what (or who) you have lost  find out what happened. It is better to face the reality of what happened rather than wondering about what might have happened  be involved with other survivors. Spending time with other individuals how have shared to experience can be helpful.  ask for support. Use the support that’s available to you from family, friends; your colleagues or manager can also be of help. You can seek assistance through the Occupational Health  take some time for yourself. At times you may want to be alone or just with those close to you.  get into a routine. Try to ensure you have regular meals and to eat a balanced diet. Taking some exercise can help.  do "normal" things. Sometimes you will want to be with other people, but not to talk about what has happened. This can also be part of the healing process.  don't bottle up your emotions. Strong feelings are natural; don't feel embarrassed about them. Bottling them up can make you feel worse and can damage your health. Let yourself talk about what has happened and how you feel, and don't worry if you cry.  don't take on too much. Being active can take your mind off what has happened, but you need time to think to go over what happened so you can come to terms with it. Take some time to get back to your old routine.  do talk. Talk to family friends and colleagues or anyone that you can trust  don't drink or use drugs. Alcohol or drugs can blot out painful memories for a while, but they will stop you from coming to terms with what has happened. They can also cause depression and other health problems  don't make any major life changes. Try to put off any big decisions, you may not be thinking clearly at this time and may make a choice you later regret.

3.9.5 Family and friends will probably be able to see you through this difficult time. However, you may need to see a professional if your feelings are too much for you, or go on for too long. You can seek assistance from Occupational Health unit or ask your GP for help.

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3.10 Personal Stress

3.10.1 A person can experience excessive pressure and demands outside work just as much as they can at work. Stress tends to build up over time because of a combination of factors that may not all be work related.

3.10.2 Conflicting demands of work and home can cause excessive stress. Problems outside work can affect a person's ability to perform effectively at work. Stressors at home can affect those at work and vice versa. For example, working long hours, or away from home, taking work home and having higher responsibility can all have a negative effect on a person’s home life, something which is supposed to be a 'buffer' against the stressful events of work.

3.10.3 In the same way, domestic problems such as childcare, financial or relationship problems can negatively affect a person’s work. The person loses out as do their family and their employer. It becomes a vicious circle.

3.10.4 Many things in people's lives outside work can cause them stress, for example:

Family  death (of a loved one)  divorce or separation from a partner  marriage  pregnancy  holidays  changes in health of a family member or close friend  trouble with in-laws  family arguments  children leaving home  childcare  remarriage of a family member  caring for other dependents, such as elderly relatives  family reunion  relationship breakdown or having a long-distance relationships

Personal or social issues  change in financial state, or debt or money worries  changes in personal habits such as giving up smoking, going on a diet.  problems with weight  experiencing prejudice or discrimination  lack of friends or support  personal injury or illness

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Daily hassles  traffic jams  public transport  time pressures  car troubles

Other  moving house, including taking out a mortgage  difficulties with neighbours  living with someone with an alcohol, drug problem or other addiction.  (If studying) a deadline for coursework, exam results or trying to balance work and study  unemployment  poor living environment

3.11 Managing Personal Stress – The Manager’s Role

3.11.1 It is difficult to control outside stressors, but you need to take a holistic approach to employee well-being. To manage work related stress effectively, you need to recognise the importance and interaction of work and home problems.

3.11.2 Managers should take time out generally to get to know their employees personally along with aspects of their home life that may be affecting their work. If you think about people's personal lives and outside stressors, you will be able to anticipate stressful times.

3.11.3 Your employee is not obliged to tell you their personal problems, but there are some practical things you could do to support them:

 be sympathetic and proactive. Arrange a confidential meeting with the person, allowing them the opportunity to discuss any problems they wish and allowing you time to voice your own concerns. It may help to clarify whether the person’s problems are work related or personal.  be flexible. Consider offering the person more flexible working hours, or even offer them some paid time off to deal with their problems.  offer outside support. If appropriate, you could suggest they visit their doctor and allow them time off to do so. You could also suggest support groups.  outline the support and services offered

3.12 Managing Personal Stress – The Employee’s Role

3.12.1 Appendix G can be used from time to time to assess the additional stressors occurring outside the workplace which may affect an individual’s ability to cope in the workplace.

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3.13 Suicide

3.13.1 The Office for National Statistics (ONS) defines suicide as “deaths given an underlying cause of intentional self-harm or injury/poisoning of undetermined intent”.

3.13.2 Suicide is the leading cause of death among young people aged 20-34 years in the UK and is considerably higher in men, with nearly four times as many men dying as a result of suicide compared to women. Those at highest risk are men aged between 45 and 59 years, followed by men aged between 30 and 44 years.

3.13.3 One reason that men are more likely to complete suicide is because they are less likely than women to ask for help or talk about depressive or suicidal feelings. Recent statistics show that 72% of people who died by suicide over the last decade or so had not been in contact with their GP or a health professional about these feelings in the year before their suicide. The statistics highlight that talking about suicide is still highly stigmatised.

3.13.4 Talking about suicide and understanding it better is necessary to help prevent further suicides.

4 Gender and Mental Health

4.1 Mental health problems affect women and men equally, but some are more common among women. The same numbers of women and men experience mental health problems overall, but some problems are more common in women than men, and vice versa.

4.2 The Mental Health Foundation says that various social factors put women at greater risk of poor mental health than men. Abuse is often a factor in women’s mental health problems. However, women’s readiness to talk about their feelings and their strong social networks can help protect their mental health.

Women’s Mental Health 4.3 Women are more likely to have been treated for a mental health problem than men. This reflects women’s greater willingness to acknowledge that they are troubled and get support. It may also reflect doctors’ expectations of the kinds of health problem that women and men are likely to encounter.

4.4 Around a quarter of people who die by suicide are women. But women’s greater emotional literacy and readiness to talk to others about their feelings and seek help may protect them from suicidal feelings.

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4.5 Women are particularly exposed to some of the factors that increase the risk of poor mental health because of the role and status that they typically have in society. The traditional roles for women from some ethnic groups living in the UK can increase their exposure to these risks.

4.6 The social factors particularly affecting women’s mental health include:

 more women than men are the main carer for their children and they may care for other dependent relatives too. Intensive caring can affect emotional health, physical health, social activities and finances.  women often juggle multiple roles. They may be mothers, partners and carers as well as doing paid work and running a household.  physical and sexual abuse of girls and women can have a long-term impact on their mental health, especially if no support has been received around past abuses.

Mental health problems affecting more women than men 4.7 Some women find it hard to talk about difficult feelings and ‘internalise’ them, which can lead to problems such as depression and eating disorders. They may express their emotional pain through self-harm, whereas men are more likely to ‘act out’ repressed feelings, and to use violence against others.

Anxiety 4.7.1 Women are twice as likely to experience anxiety disorders as men. About 60% of the people with phobias or obsessive compulsive disorder are women.

Depression 4.7.2 More women than men experience depression. One in four women will require treatment for depression at some time, compared with one in 10 men. The reasons for this are unclear, but are thought to include social factors such as poverty and isolation and biological factors such as the hormonal changes experienced by women.

4.7.3 Post-natal depression is believed to affect between 8-15% of women after they have given birth.

Post-traumatic stress disorder (PTSD) 4.7.4 Worldwide, more women are affected by PTSD than men, largely because women are exposed to more sexual violence. The risk of developing PTSD after any traumatic event is 20% for women and 8% for men.

Eating disorders 4.7.5 Eating disorders are more common in women than men, with young women most likely to develop one. Some 1.9% of women and 0.2% of men experience

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anorexia in any year. Between 0.5% and 1% of young women experience bulimia at any one time.

Self-harm 4.7.6 Many more girls than boys self-harm. Research suggests that between one in 12 and one in 15 young people self-harm in the UK.

Mental health of women in mid-life 4.7.7 Women in ‘mid-life’, aged 45-60 years, may be juggling caring commitments for children and older relatives as well as doing paid work and facing physical health problems. They will also face the menopause and its effects. At the same time, mid-life women may find themselves in financial difficulty as a result of lifelong lower pay, part-time working, family caring, widowhood or divorce. This combination can increase their risk of experiencing mental distress.

Dementia 4.7.8 Two thirds of people with dementia are women. Risk of dementia increases with age, and women have a higher life expectancy than men.

Women as carers 4.7.9 Most carers are women, whether they care for their children, partner, parents, other relatives or friends. Women carers are more likely to suffer from anxiety or depression than women in the general population. Three quarters of people who care for a person with a mental health problem are women and the average age of carers is 62 years.

5 Ethnicity and Mental Health

5.1 Black and minority ethnic (BME) communities have different rates and experiences of mental health problems, reflecting their different cultural and socio-economic contexts and access to culturally appropriate treatments. 5.2 In general, people from black and minority ethnic groups living in the UK are:

 more likely to be diagnosed with mental health problems  more likely to be diagnosed and admitted to hospital  more likely to experience a poor outcome from treatment  more likely to disengage from mainstream mental health services, leading to social exclusion and a deterioration in their mental health.

5.3 These differences may be explained by a number of factors, including poverty and racism. They may also be because mainstream mental health services often fail to understand or provide services that are acceptable and accessible to non-white British communities and meet their particular cultural and other needs.

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5.4 It is likely that mental health problems go unreported and untreated because people in some ethnic minority groups are reluctant to engage with mainstream health services.

African-Caribbean people 5.5 African-Caribbean people living in the UK have lower rates of common mental disorders than other ethnic groups but are more likely to be diagnosed with severe mental illness. African-Caribbean people are three to five times more likely than any other group to be diagnosed and admitted to hospital for schizophrenia.

5.6 However, most of the research in this area has been based on service use statistics. Some research suggests that the actual numbers of African- Caribbean people with schizophrenia is much lower than originally thought.

5.7 African Caribbean people are also more likely to enter the mental health services via the courts or the police, rather than from primary care, which is the main route to treatment for most people. They are also more likely to be treated under a section of the Mental Health Act, are more likely to receive medication, rather than be offered talking treatments such as psychotherapy, and are over- represented in high and medium secure units and prisons.

5.8 This may be because they are reluctant to engage with services, and so are much more ill when they do. It may also be that services use more coercive approaches to treatment.

Asian people 5.9 The statistics on the numbers of Asian people in the United Kingdom with mental health problems are inconsistent, although it has been suggested that mental health problems are often unrecognised or not diagnosed in this ethnic group.

5.10 Asian people have better rates of recovery from schizophrenia, which may be linked to the level of family support. Suicide is low among Asian men and older people, but high in young Asian women compared with other ethnic groups. Indian men have a high rate of alcohol-related problems.

5.11 Some research has suggested that Western approaches to mental health treatment are often unsuitable and culturally inappropriate to the needs of Asian communities.

Chinese people 5.12 There is very little knowledge of the extent of mental health problems in the Chinese community. It has been suggested that the close-knit family structure of the Chinese community provides strong support for its members. While this may

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be beneficial, it may generate feelings of guilt and shame, resulting in people feeling stigmatised and unable to seek help.

6 Sexuality and Mental Health

6.1 Lesbian, gay, bisexual and transgender (LGBT) people are at higher risk of some mental health problems and alcohol and substance misuse. This can be related to the discrimination and lack of understanding they face in society.

6.2 Coming to terms with an identity that is different to most of your peers, or coping with ignorance, prejudice and discrimination, can be confusing and distressing. People who are lesbian, gay, bisexual or transgender are at greater risk of some mental health problems and alcohol/drug misuse.

7 Support

Occupational Health 7.1 The Brigade offers an occupational health services which is a specialist support for employees that considers very specifically the effects of work on health. The service considers an individual's health, ability and fitness to perform a particular job. Its purpose is to protect each employee to ensure that the proposed work does not in any way damage or compromise their health.

7.2 In line with Health & Safety obligations the Brigade has a duty to consider any health issues that might affect an employee's ability to safely fulfil their job. This is to ensure that consideration can be given to any adjustments or adaptations that might be required in respect of working activities, hours, shifts, absence, etc. The Brigade is required by law (Health & Safety legislation and the Equality Act) to consider this information as a duty of care to its employees.

7.3 The doctor and nurse are medically qualified and specialise in occupational health and associated specialties to ensure employees are assessed and advised appropriately. Employees may be asked to give consent to allow occupational health to approach your GP or specialist for medical information. The information gathered remains confidential and only information that is relevant to your job and/or attendance at work will be shared with the Brigade.

Counselling 7.4 Workplace counselling is a support intervention provided by the Brigade that is usually short term in nature and provides an independent and specialist resource giving all employees access to a free, confidential, counselling service.

7.5 The counselling process is about providing employees with a sounding board, giving them a safe place to talk about issues that trouble them, and allowing

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counsellors to help them find their own solutions to problems or develop better ways to manage issues. It is not about giving advice, but about providing a non- judgmental, empathic and accessible means to allow an employee to find a way forward.

7.6 The Brigade counselling service is mindful of the context in which employees work and has a crucial understanding of the environment to which employees will be returning.

7.7 Counselling is available on the NHS but often there are long waiting times and lack of specialist insight and inflexibility of appointment times and locations which makes workplace counselling a very beneficial means of support to employees.

Employee Assistance Programme (EAP) 7.8 The Brigade has linked-up with PAM Wellbeing to provide an Employee Assistance Programme (EAP) for everyone. The EAP Service is called PAM Assist and provides everything from a 24-hour telephone helpline to an interactive website and counselling sessions. There is also general advice available on topics ranging from bereavement and bullying to stress and suicide as well as on-line support.

7.9 The telephone advice line is available 24 hours per day 365 days a year. The advice line is resourced by counselling and support colleagues who provide advice, triage and counselling services. Key Features include: confidential access via free-phone number; all calls answered directly by a professional counsellor; access for staff; 24 hours per day, every day of the year; incident support line; and no reception service, switchboard or electronic answering service

7.10 If specific information is required by the caller then PAM Assist will respond to the caller’s needs either directly if they can or they will call back with a response. The advice service can also provide specific download CD podcasts and appropriate literature to ensure the caller’s needs are met. Some of the subjects that are covered include:

 Bereavement  Stress at Work  Workplace Critical Incidents  Divorce  Legal Advice  Stress Management  Suicide  Family Problems

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 Food & Nutrition  Anxiety  Harassment at Work  Gambling  Post -Traumatic Stress Disorder  Managing Money  Relationships  Depression  Coping with Change  Debt Advice  Bullying at Work  Domestic Abuse  Health Information  Drug & Alcohol Abuse  Budgeting  Bullying

7.11 PAM Assist also offers an online portal providing a wide range of lifestyle and health information including: stress management tool; downloadable health and information leaflets; fitness portal and emotional support and wellbeing video. It’s website is available for support 24 hours a day and is accessed via the following user name and password:

USERNAME: clevelandfire PASSWORD: clevelandfire1

Trauma Risk Management (TRiMS) 7.12 The Brigade has a system in place called Trauma Risk Management (TRiM.) It is not a medical process, or therapy but is designed to identify employees at risk after traumatic incidents.

7.13 Employees are often reluctant to talk to strangers when they are in difficulty, and often it is their colleagues whom they turn to for help. For this reason, TRiM is delivered by trained people already employed by the Brigade.

7.14 TRiM-trained colleagues undergo specific training in the management of people after traumatic incidents. Those who are identified as being at risk after an event are invited to take part in an informal interview which establishes how they are coping.

7.15 The process is repeated after a month and a comparison of the outcomes is made, allowing early identification of those who may be having problems so that help can be given early.

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7.16 Most people will feel much better after 4-6 weeks, but the small minority who are not doing well should have been identified by the TRiM process and directed to help.

Firefighters Charity - Jubilee House

7.17 Jubilee House is a facility operated by the Firefighters Charity and is run by a team of dedicated professionals. Having worked with the fire and rescue community for many years, its staff hase built up an unrivalled knowledge of the treatments the charity’s beneficiaries require.

7.18 Jubilee House's professional nursing team is able to cater for a diverse range of needs including post -surgery and those with neurological, musculo-skeletal and degenerative conditions. Rehabilitation programmes are adapted accordingly. They also offer neurological physiotherapy as part of our programme for those who require it.

7.19 On admission, each individual is thoroughly assessed so that a tailored one or two week residential programme can be developed to best aid personal recovery.

7.20 Find out more about the rehabilitation and recuperation programmes you can email [email protected].

8 Further Information Age Concern. For older people, their families and people working with them. 0800 00 99 66

Alzheimers Society The Alzheimers Society is the UK's leading dementia support and research charity. http://www.alzheimers.org.uk

BEAT Beat is the UK’s eating disorder charity. http://www.b-eat.co.uk

Careline. National charity providing a confidential telephone counselling service. 0845 122 8622

Citizens Advice Bureaux. Free, confidential advice on a host of topics www.adviceguide.org.uk (external link)

Cruse Bereavement Line. Helpline for bereaved people and those caring for bereaved people. 0844 477 9400 OFFICIAL - Mental Health & Wellbeing Policy and Procedure 27

Depression Alliance The Depression Alliance campaigns to end the stigma of depression. http://www.depressionalliance.org/about-us/

Drinkline Advice, information and support to anyone concerned about their own or someone else's drinking. 0800 917 8292

Mental Health Foundation A charity that engages in research, campaigning and training programmes on mental health and learning disabilities. http://www.mentalhealth.org.uk

Mind The charity Mind provides advice and support on mental health issues. It campaigns to improve services, raise awareness and promote understanding about mental health. http://www.mind.org.uk

National debtline. Help for anyone in debt or concerned they may fall into debt. 0808 808 4000

National Drugs Helpline. For drug users, their families, friends and carers. 0800 77 66 00

NHS Choices The NHS website has a wide range of advice and practical tools for raising awareness of mental health issues, self-management of symptoms and sources of further specialist help. http://www.nhs.uk/livewell/mentalhealth

OCD-UK OCD-UK is the charity dedicated to improving the mental health and well-being of people in the UK affected by Obsessive-Compulsive Disorder. http://www.ocduk.org/

Parentline. Helpline for the parents and carers of children. 0808 800 2222

Samaritans The Samaritans offers emotional support 24 hours a day, 365 days a year. Tel: 08457 909090

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Seniorline. Information service for senior citizens, their relatives, carers and friends. 0808 808 7575

Shelter. Helpline for anyone facing a housing emergency. 0808 800 4444

Time to Change An anti-stigma campaign run by mental health charities Mind and Rethink Mental Illness. http://www.time-to-change.org.uk

Women's Aid and REFUGE Offer a joint helpline providing practical advice and support for those experiencing domestic violence. 01302 310 123

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APPENDIX B Managing Mental Health and Wellbeing - The Manager’s Role

Workplace Stress Traumatic Incident Personal Stress

Mild Trauma Severe Trauma

Complete a Arrange a Workplace Stress Immediately conduct Immediately conduct confidential meeting Risk Assessment an informal briefing an informal briefing and encourage the (either with individual (either with individual individual to discuss or team) or team) their issues openly

Refer to Be flexible – consider Occupational Health Signpost individual to Signpost individual to working patterns if diagnosed with the Employee the Employee stress, anxiety or Assistance Assistance depression Programme Programme

Identify the stressors Offer outside support Within 24 hours Within 24 hours – Employee request TRiMS if request TRiMS if Assistance required required Programme, encourage individual to seek support from own GP or support group

Produce an action Offer a referral to plan If symptoms are mild If symptoms are Occupational Health refer to Occupational severe refer to Health if symptoms Occupational Health persist beyond 4 within 3 days weeks

Regularly review progress against the action plan

Introduce mentoring or some other form of support

Always keep the employee updated

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APPENDIX C Managing Mental Health and Wellbeing - The Employee’s Role

Workplace Stress Traumatic Incident Personal Stress

Mild Trauma Severe Trauma

Complete the Self Complete the Stress Help Questionnaire Susceptibility to recognise Participate in the informal briefing meetings Questionnaire “character” set up by managers to prevent trauma proneness to stress building up

Complete the Seek assistance Wellness Recovery Give yourself time – it can take weeks or through your GP or Action Plan to months to come to terms with an incident Employee identify the ways and move forward Assistance stress affects an Programme individual and the actions that can be taken to prevent it.

Ask for support that’s available from family, friends, colleagues or manager

Check Wellness Recovery Action Plan periodically to prevent stress re- occurring Seek assistance through Occupational Health, your GP or Employee Assistance Programme

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APPENDIX D Cleveland Fire Brigade

STRESS RISK ASSESSMENT FORM (based upon the HSE Management Standards)

Subject of risk assessment: (Role / Team / Individual / Location / Job Type)

No of employees

Reason or Trigger for Risk Assessment

Name of person Completing Risk Assessment: Date of Risk Assessment: Stressor to consider A. DEMANDS Problems Identified Possible Priority Action taken/ By whom / Date solutions (H,M,L)  Work overload  Long hours  Proper rest and holidays  Inadequate staffing  OTHER  Inappropriately qualified for the job  Over promotion  Skills not recognised – promotion prospects not fulfilled  OTHER

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 Boring or repetitive work  Too little to do  OTHER  Inadequate resources for task  OTHER  Employees experiencing excessive workloads  Employees working under excessive pressure The physical working environment  poor temperature control  noise  lack of facilities for rest/breaks  poor lighting  poor ventilation  badly designed workstations  OTHER The psychological working environment  threat of aggression or violence  verbal abuse  poor management practices  OTHER  Not being able to balance the demands of work and life outside work  OTHER  Rigid work patterns and breaks  Fixed deadlines occurring in different parts of the year  Lack of control over work  OTHER

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 Conflicting work demands  OTHER  Return to work system  Sickness and absence management  Managerial support through emotionally demanding work  OTHER  Inductions  OTHER  Post disciplinary, grievance or suspension  OTHER  Poor relationships with others  Staff complaints or rising absence trends  OTHER  Bullying or confrontational communications styles  OTHER  Bullying, racial or sexual harassment  OTHER  Lack of support or fear culture within from management and co-workers  OTHER  Clear lines of accountability and responsibility  OTHER

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 Lack of communication and consultation  OTHER  A culture of blame when things go wrong, denial of potential problems  Failure to recognise success  OTHER  A culture that considers stress a sign of weakness  OTHER  An expectation that people will regularly work excessively long hours or take work home with them  OTHER  Fears about job security / grading  Poor communication – uncertainty about what is happening  Not enough time allowed to implement change  Inexperience/fear of new technology  Lack of skills re new tasks  Not enough resource allocated for change process  Other personal fears, relocation  OTHER

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APPENDIX E

Stress Susceptibility – Personality type Questionnaire

Personality tendencies can either cause stress or prevent it. By knowing which personality type you are, you can help to identify where your stress comes from and manage it using the Wellness Recovery action plan (Appendix F)

Complete both of the question sets using the appropriate scoring ratings.

Rate yourself against the following statements, where:

5 = Agree strongly, this is very characteristic of me, I almost always do this 4 = Agree, this is usually characteristics of me, I usually do this 3 = Agree slightly, this is somewhat characteristic of me, I do this sometimes 2 = Disagree, this is not very characteristic of me, I usually do not do this 1 = Disagree strongly, this is not at all characteristics of me, I almost never do this.

1 I need others’ approval of the work I do 5 4 3 2 1 2 I play to win 5 4 3 2 1 3 I feel busy and rushed 5 4 3 2 1 4 I strive to achieve goals and targets I have set 5 4 3 2 1 myself for the future 5 My body language is quick and energetic 5 4 3 2 1 6 Work is the main focus of my life 5 4 3 2 1 7 I speak quickly and with emphasis 5 4 3 2 1 8 If I am annoyed I seethe inside and cannot express 5 4 3 2 1 myself appropriately 9 I have a tendency to fidget 5 4 3 2 1 10 I juggle lots of things 5 4 3 2 1 11 I hurry from one task to another 5 4 3 2 1 12 I am never late for appointments 5 4 3 2 1 13 I need to make things happen 5 4 3 2 1 14 I tend to talk over other people 5 4 3 2 1 15 Quantity is more important to me than quality 5 4 3 2 1 Total score

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Now rate yourself against the following statements, using a different scoring system where:

1 = Agree strongly, this is very characteristic of me, I almost always do this 2 = Agree, this is usually characteristics of me, I usually do this 3 = Agree slightly, this is somewhat characteristic of me, I do this sometimes 4 = Disagree, this is not very characteristic of me, I usually do not do this 5 = Disagree strongly, this is not at all characteristics of me, I almost never do this.

1 I take things one at a time 1 2 3 4 5 2 I am a listener rather than a talker 1 2 3 4 5 3 If I’m late for an appointment, it’s not the end of the 1 2 3 4 5 world 4 I feel relaxed and in control 1 2 3 4 5 5 I have a ‘laid back’ approach to getting things done 1 2 3 4 5 6 I can wait without getting impatient 1 2 3 4 5 7 I have a wide variety of interest outside work 1 2 3 4 5 8 I speak slowly and moderately 1 2 3 4 5 9 I judge my work by my own standards, not those of 1 2 3 4 5 others 10 I am not competitive 1 2 3 4 5 11 My body language is considered and relaxed 1 2 3 4 5 12 I live in the here and now 1 2 3 4 5 13 My friends see my as aggressive 1 2 3 4 5 14 When I am angry I express my feelings 1 2 3 4 5 appropriately 15 Quality is more important to me than quantity 1 2 3 4 5 Total score

Total score – question set one Total score – question set two Total Score

What the scores mean The score relates to three types: Relaxed, happy go lucky approach, live in the 30 - 60 Type B here and now. Least likely to be affected by stress A combination of both – they can drive hard themselves at times, but can also relax and take 61 - 119 Type AB things easy. Susceptible to stress when their A tendencies overcome their Bs. Always on the go, set themselves high targets 120 - 150 Type A and drive them hard.

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APPENDIX F

Wellness Recovery Action Plan (WRAP)

To support ourselves in maintaining good mental health and our ability to bounce back after a period full of stress or anxiety, we need to look at our lifestyle and how this can work positively towards this aim. What we eat, how much we exercise and socialise can affect our mood and our perceptions. This exercise helps us to recognise and record the good and the bad things we do! Complete this exercise initially when you are relaxed, feel good and are comfortable. This may be after your final review. Take your time and be truthful.

Keep this for checking periodically when you feel over stressed.

1. What makes you feel good? List all the things that make you do and make you feel well. This is your ‘wellness toolbox’.

2. How I feel when I use my wellness toolbox and feel well?

3. How I think when I use my wellness toolbox and feel well?

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4. How I behave when I use my wellness toolbox and feel well?

5. My early warning signs of feeling unwell or distressed are?

Feelings?

Thoughts?

Behaviours?

6. What can and should I do when I get these early warning signs?

Because when we are stressed we find it difficult to recognise this in ourselves, we can check our wellness toolbox - are we still doing the good things or have they dropped off.

Are we showing signs of distress? If so, start work on implementing your warning signs plan.

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APPENDIX G Stress Susceptibility – Current Events Questionnaire

The average person handles around 100 stress points without much difficulty at any one time – any more and you could be a candidate for problems. Think about what is going on in your life at the moment and causing you pressures. Circle the points if they apply and add your score up. Think about what you can do and take action to help yourself. What you can do to help Event Points yourself? Death of a spouse 100 Divorce 73 Partner Separation 65 Death of someone close 63 Personal injury/illness 53 Marriage 50 Partner Reconciliation 45 Retirement Pending 45 Change of family health 44 Pregnancy 40 Sexual difficulties 39 New family member 39 Work/Job changes 39 Financial changes 38 Arguments with Partner 35 Large mortgage 31 Work responsibilities 29 Child living at home 29 Trouble with Partners relations 29 Personal achievements 28 Partner start/end work 26 Living conditions 25 Trouble with manager 22 Work issues 20 Church/Belief activities 19 Social Activities 18 Small mortgage or loan 17 Sleeping habits 16 Family get together 15 Eating habits 15 Holiday 13 Christmas 12 Violations of the law/work 12 Total Score

When the pressures build and the stressors exceed your capacity to handle them, get away from them in your mind. Daydream, relax, exercise and eat wisely to refresh yourself. 5 minutes out can overcome hours of pressure. The pressure is about your thoughts on the matter.

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APPENDIX H

Record of Equality Impact Analysis

This form should be completed prior to undertaking action and in accordance with guidance notes 27 - Equality Impact Analysis (EIA).

Directorate Department/Section EIA Author Contact details Corporate HR Nicola Moore x4018 Services

Name of ‘activity’ being assessed? Implementation of new Mental Health and Wellbeing policy and procedure

Is this proposed, new, existing or changing? New

Brief overview of aim/objectives of the activity To improve awareness amongst employees about the causes and types of stress and the importance of identifying them through risk assessment and to introduce measures which reduce workplace stressors and appropriately support employees who are experiencing mental health issues.

Details of consultation/Involvement during development of this activity Examples: Authority, employees, partners, community. ELT consultation 17/10/16 Union consultation 18/10/16 – 31/10/16 CFA consultation on

What evidence is your EIA based on? Examples: community & employee profiles, data sources, research & consultation, minutes. Employment law and best practice

What are the potential positive and negative impacts on these characteristics? What evidence have you based this judgement on? What new actions will you introduce to remove or reduce the negative impact(s)? Please include timescales and responsibility information. Age;

The Mental Health and Wellbeing policy and procedure recognises the impact on mental health for those employees with caring responsibilities which more frequently falls to older employees who have elderly parents with failing health.

The Brigade offers mental wellbeing support through the provision of EAP and counselling. It also offers a Flexible Working Policy which may be attractive for those with caring responsibilities.

Gender (including gender identity);

The Mental Health and Wellbeing policy and procedure recognises that mental health problems affect women and men equally. The same numbers of women and men experience mental health problems overall, but some problems are more common in women than men, and vice versa.

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Sexual orientation;

The Mental Health and Wellbeing policy and procedure recognises lesbian, gay, bisexual and transgender (LGBT) people are at higher risk of some mental health problems relating to the discrimination and lack of understanding they face in society.

The Brigade offers mental wellbeing support through the provision of EAP and counselling.

The Authority is a member of ‘Stonewall’ and is therefore recognised as being positive about employing and supporting the LGBT employees.

Disability (including non-visible);

Although the Mental Health and Wellbeing policy and procedure does not specifically identify any specific mental health issues associated with disabled employees, the Authority is recognised as being a ‘Two Ticks’ disability symbol employer. This means it is positive about employing and supporting disabled people.

In addition to offering EAP and counselling the Brigade provides specialised support via Occupational Health to ensure regular reviews of the needs of disabled employees take place.

Race (including ethnicity);

The Mental Health and Wellbeing policy and procedure recognises that black and minority ethnic (BME) communities have different rates and experiences of mental health problems, reflecting their different cultural and socio-economic contexts and access to culturally appropriate treatments.

It also recognises people from black and minority ethnic groups are more likely to be diagnosed with mental health problems which could lead to social exclusion and a deterioration in their mental health.

The Brigade offers EAP and counselling to support BME employees.

Religion or belief;

Transgender;

The Mental Health and Wellbeing policy and procedure recognises lesbian, gay, bisexual and transgender (LGBT) people are at higher risk of some mental health problems relating to the discrimination and lack of understanding they face in society.

The Brigade offers mental wellbeing support through the provision of EAP and counselling.

The Authority is a member of ‘Stonewall’ and is therefore recognised as being positive about employing and supporting the LGBT employees.

Marriage & Civil partnership;

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Pregnancy & Maternity;

The Mental Health and Wellbeing policy and procedure recognises that post-natal depression is believed to affect between 8-15% of women after they have given birth.

The Brigade offers mental wellbeing support through the provision of EAP and counselling to pregnant employees and remains available to those on maternity leave.

Any other diversity related matter;

Does this activity have any effect on good relations between CFB and the community?

Is there any potential for adverse or positive public or media attention?

Are there any Key Performance Indicators relevant to the activity? Examples: Local/National strategies, frameworks, benchmarking, KLOE, CAA, legislation etc.

Given all of the information does this activity require a FULL EIA? This may be required if the impact is discriminating under legislation, individuals, groups or communities will be negatively disadvantaged or impacted, the policy is of high significance and has widespread consequences. Example; new fire stations. No

How will the activity be communicated to those involved? Internally on intranet.

How and when will the activity be evaluated and reviewed?

Action Taken & Future Plans – including review date(s) Actions Timescales

Review Date

Statement of Completion

I am satisfied that this activity* has been successfully analysed

I understand the equality impact analysis and this activity* is a statutory obligation and that as owners of the activity* we take responsibility for the completion, quality and outcomes of this process.

Signed by person completing the form ______Date______Signed by Head of Department ______Date______

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This document along side a copy of the relevant paperwork associated with this activity* should now be sent to the HR department at Cleveland Fire Brigade Headquarters for information, advice and counter signature.

To be completed by the HR Advisor Received Date

Advice to Head of Department

Returned Date

Countersigned & Date

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Cleveland Fire Brigade Page 49 of 49 AGENDA ITEM 4.5 EXECUTIVE COMMITTEE 25 NOVEMBER 2016

ADRIAN THOMAS REVIEW

REPORT OF THE CHIEF FIRE OFFICER

For

Information

1. PURPOSE OF REPORT

1.1 To inform members of the independent review into firefighters terms and conditions that has been published by the Government.

2. RECOMMENDATIONS

2.1 Members are requested to: (i) note the content of the report and the independent review on the terms and conditions of operational staff; (ii) consider the 45 recommendations produced in the Review and their relevance to the Fire Authority; (iii) receive further reports.

3. BACKGROUND

3.1 On the 7 August 2014, the then Fire Minister Penny Mordaunt launched an independent review into whether the current conditions of service (the “Grey Book”) for firefighters continue to support their frontline work of preventing fire and protecting the public. The review was led by Adrian Thomas, an expert in the field of personnel management and staff resourcing. 3.2 The Government was clear that they and the public rightly expects fire and rescue authorities to continue to strive for excellence and to demonstrate the best possible value for money without compromising the quality of frontline services. 3.3 A report by former Fire Chief Sir Ken Knight ‘Facing the Future’, published last year, outlined how improvements could be made to frontline services if firefighters’ conditions of service, often barrier to changes, were reviewed. 3.4 The Adrian Thomas review considered whether the current terms and conditions are conducive to building the fire and rescue service of the future. It focused on looking at national arrangements for agreeing conditions:

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 management practices and crewing arrangements  collaboration and integration with other emergency services  the use of on call firefighters  clarity of process in the fair recruitment and remuneration of chief fire officers and fire officers 3.5 Official national statistics show that fire deaths in England have continued to fall, with 5% fewer deaths than last year, continuing a trend that has seen nearly a 40% drop since 2004. The figures also show that last year, fire and rescue services attended 170,000 fires, the second lowest number of fire incidents ever recorded. 3.6 Ms Mordaunt stated at the time that: “Firefighters put their lives on the line every day and deserve a workplace fully focused on fire prevention and protection. So we have a responsibility to each and every firefighter to make sure their conditions of service, some of which are decades old, fully support the challenges modern firefighters face every day. This review will involve a massive piece of evidence gathering, in particular from firefighters themselves as they have expertise and ideas, to take the service forward. I hope as many firefighters as possible will contribute. It will give fire chiefs an up to date assessment of the work place to implement lasting improvements so firefighters can continue to serve the needs of their communities to the best of their abilities for years to come.”

4. INTRODUCTION

4.1 On the 3 November 2016, the Home Office published the independent review of the terms of conditions of service for fire and rescue service staff in England (the “Thomas Review”). The full document can be viewed at:

https://www.gov.uk/government/publications/conditions-of-service-for-fire-and- rescue-staff-independent-review

4.2 From a Home Officer perspective, the reform of the workforce at all levels is a key pillar of the fire reform agenda. The Thomas Review is central to this agenda providing hard evidence, gathered from and verified by people from within the fire and rescue service, of where change is needed. Indeed, the wider reform agenda already underpins many of the changes highlighted in the review, for example, the planned introduction of a fire inspectorate, professional standards and the ability of Police and Crime Commissioners to take responsibility for fire will all have implications for workforce reform.

4.3 As previously reported, the review was commissioned to consider whether conditions of service are a barrier to change that would otherwise deliver a more effective and efficient service to the public. Some recommendations will have far reaching implications and the government is not going to be formally responding to the review at this stage. The Home Office have said that they wish to engage extensively with stakeholders and make good progress on many of the issues

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raised over the coming months with a view to issuing a formal government response at the appropriate time.

4.4 The report makes a total of 45 recommendations, the vast majority of which are not directed at Government but at the Local Government Association, the National Joint Council and fire and rescue authorities themselves.

The recommendations are broken down into five main themes:

- The working environment - Documented Conditions of Service - Industrial relations - Retained Duty System - Management of fire and rescue services

4.5 One issue which will be of particular interest is the recommendation that government remove the right to strike where this impedes the service from making an emergency response. The Home Office believe that the Review is an important call to action, both for Government and for everyone involved in the delivery of fire and rescue services. Whilst there are big challenges ahead, there are no real surprises and indeed many services and the sector more generally, challenged and supported by government, have not waited for publication and are taking action to reform.

4.6 The Home Secretary has stated that the momentum which has been established behind the fire reform agenda must be maintained. They are not willing to see things drift and expect all fire and rescue authorities to focus on considering and delivering on the recommendations.

5. THE THOMAS REVIEW

5.1 Executive Summary

5.1.1 Focus should fall on the effectiveness of the workforce in delivering the strategic intent of the five main themes: the working environment; documented conditions of service; industrial relations; duty systems; and management of the fire and rescue service.

5.1.2 There is much re-building to be done around culture and trust, including addressing the concerns around bullying and harassment.

5.1.3 A service wide engagement survey focused on culture, equality and trust should be conducted on an annual basis.

5.1.4 There is very little value in capturing conditions of service in the Gold and Grey Books.

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5.1.5 Consideration should be given by the employers in consultation with representative bodies, as to replacing the Grey Book with a contract of employment at the local level, supported by an employee handbook.

5.1.6 Both the list of role maps and the pre-determined duty systems should be removed from the Grey Book by the employers, in consultation with representative bodies.

5.2 Key Findings

5.2.1 The 93 page document contains 45 recommendations around the five areas outlined at paragraph of 4.4. The key findings and recommendations are detailed below:

The Working Environment

1. Culture and trust are at the centre of many of the changes required to create a high performing service aligned to the needs of the people it serves. A consistent employee engagement survey should be developed and deployed across the service (allowing inter authority comparisons) and hard wired into management objectives.

2. Early engagement with employee representatives at the earliest opportunity should be a feature of all change programmes.

3. Fire and rescue services should deploy training in effective change management, leadership and employee engagement in addition to Industrial Relations.

4. Increased importance should be placed by fire and rescue services on employee communication – appropriate management training and processes (direct to employee) should be implemented.

5. Fire and rescue services should instigate audits of the flow of management information reaching the workforce with the aim of improving the flow of information to the frontline firefighter.

6. Management performance objectives should be hard wired to the results of an annual employee engagement and communication survey.

7. Unconscious bias training should be rolled out across the fire and rescue service.

8. The leadership of the Fire and Rescue Service (represented by the Local Government Association and Chief Fire Officers Association) and the employee representatives together with special interest groups representing woman and black and minority ethnic firefighters should publish a memorandum of understanding as to how people will be treated.

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9. Research should be directed at how the cadet scheme could be utilised to widen the diversity of the service and how the interest in supporting the fire service can be maintained when the cadets leave the scheme (impacting both equality and potentially the retained duty system).

10. Each fire and rescue service should maintain an active register of firefighters with second jobs. A refusal or failure to declare a second job should be treated as a serious disciplinary matter.

11. Implement a single technological/equipment evaluation facility.

Documented Conditions of Service

12. The fire and rescue services in conjunction with the Government should create a national communication programme highlighting the range of activities and skills beyond fighting fires currently undertaken by firefighters. The aim of this would be to raise public awareness that creating a flexible fire and rescue service aligned to prevention is key to increasing a safety in the local community.

13. Slim down and modernise the Grey Book, removing duty systems and reference to role maps and national occupational standards and replace with contracts of employment.

14. Minimum night time shift hours should be removed from the Grey Book.

15. Disagreements regarding additional payments, collaborations or implementation of new technologies and working practices should be resolved locally without resort to the national advisory panels.

16. The national employers, government and employee representatives should, in support of establishing a changed culture (as detailed earlier), meet and agree a re- defined national joint protocol on industrial relations.

17. The ability to compulsorily move an individual from the flexible duty system should be introduced.

Industrial Relations

18. The National Joint Council should be retained for the purposes of national pay bargaining for basic pay whilst reforming itself to represent employers and employees on a more local basis for all other conditions of service including incremental pay for acquiring competences beyond ‘safe to ride’.

19. The National Joint Council should consider operating regionally to reflect the requirements of the different fire authorities whilst retaining a national umbrella with respect to pay.

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20. Remove Technical Advisory Panels and Resolution Advisory Panel and replace with a direct to ACAS approach. Fire and Rescue Authorities are undertaking a significant amount of local negotiation as they agree positions out with the Grey book locally and this will not significantly increase workload or cost – in fact the Knight review suggested that local negotiations save money.

21. The Government should recognise the increasing view that the current right to withdraw labour (take strike action) is incompatible with the expectations that the public has of the emergency service. As such Government should bring forward appropriate legislation to remove the protection afforded under the Act to unions when their collective strike action, or action short of strike, impedes the fire and rescue service from making an emergency response. The right to strike being retained for non-emergency activities.

22. If the Government determines not to bring forward legislation to restrict the right to strike then the Government should instigate consultation with a view to agreeing with employees impacted a no strike agreement in emergency situations. The right to strike being retained for non-emergency.

23. The chair of National Joint Council should instigate an independent review of the structure and representative make-up of the National Joint Council to enable it to perform effectively at both a local and national level – noting that a number of contributors, from both the employers and the representatives, felt that they were excluded from the council.

Retained Duty System

24. Fire and Rescue Authorities should adopt duty systems and staffing which align firefighter availability to the planned work load (e.g. community safety) whilst providing response cover appropriate to the Integrated Risk Management Plan should be encouraged.

25. Fire and Rescue Authorities should be required to provide an annual statement on the use of retained firefighters. Any decision not to use or to cease to use retained firefighters should be communicated in this statement and underpinned with operational evidence provided by the fire and rescue service.

26. As part of the annual statement fire and rescue services should be required to provide an annual commentary on the number and use of retained firefighters. And in particular to report on the level of mixed crewing or co-working with wholetime personnel.

27. Legislation should be brought forward to provide employment protection to fire fighters employed on the Retained Duty System. This legislation is already in place for other groups (military reservists, magistrates and so on).

28. A national awareness programme retained duty system personnel should be produced.

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29. Trail and evaluate, in a limited number of fire and rescue services, the use of an annual bounty payment for employers of retained firefighters.

Management of the Fire and Rescue Service

30. Fire authorities should keep the number and level of commitment of fire authority elected members under review. The right number may differ by authority but should be large enough to allow scrutiny without becoming burdensome on operational delivery.

31. Recruitment and selection academic standards should be immediately raised.

32. Fire and rescue services should create critical mass by collaborating in recruitment including lateral recruitment into ‘fast track’ management programmes.

33. Fire and rescue services should explore a collaborative approach to the creation of succession plans and senior leader programmes with more cross authority development moves.

34. Where collaboration could lead to more formal mergers, government should find transformational funding to support the creation of larger fire and rescue services that offer critical mass in areas of technology introduction, recruitment, succession and development.

35. Fire and rescue services should maintain an up-to-date strategic workforce plan.

36. Fire and rescue services that cannot offer promotional opportunities away from the original place of work/watch then preparatory management training should be available as part of a strategic workforce development plan.

37. The expectation that all firefighters attain the same, maximum, level of competency should be removed. The wide and increasing range of roles and activities undertaken by firefighters calls for more sophisticated alignment of capability with the activity required in support of the local Integrated Risk Management Plan than can be provided by the view that ‘a firefighter is a firefighter’.

38. Training and pay should reflect a ‘safe to ride’ measure – basic core skills and core pay followed competency based increments as required (which in the event of losing that competency means that the firefighter retains their job albeit without that competency).

39. To create and maintain (in the face of decreasing numbers) a cadre of managers capable of becoming future fire and rescue service leaders, a standardised industry-wide approach to leadership development should be adopted.

40. Fire and rescue services not using the Executive Leadership Programme should reconsider doing so.

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41. A lateral, industry wide, recruitment scheme should be created. This will fast track managers through the experiential requirements and into senior roles.

42. The Gold Book (conditions of service for principal officers) should be removed along with that for Brigade Managers. With pay and conditions of service agreed locally subject to the introduction of a more sophisticated job evaluation programme that better reflects job size, role complexity and other duties in a way which allows inter authority comparison.

43. All fire and rescue services and fire authorities should review the accessibility of their pay policy statements.

44. The Chief Fire Officers Association should consider increasing the term of office for the role of president from 1 year to 2 or 3 years – to provide increased stability of leadership.

45. Finally all participants in the fire industry should adopt the principle of:-

“where change is common sense it should become common practice”

6 CONCLUSION

6.1 Cleveland Fire Authority (CFA) has welcomed the publication of the Adrian Thomas ‘Independent Review of conditions of service for fire and rescue staff in England’ and sees this as an opportunity to incorporate the review’s recommendations into the overall fire reform programme.

6.2 However, since the report was commissioned a number of changes have taken place, including fire and rescue services in England moving to the Home Office, the introduction of the Government-led fire reform programme earlier this year and the progress of the Policing and Crime Bill through Parliament.

6.3 The Authority is working with fire and rescue services and other organisations to make changes at a national level. For example, CFA is participating in a single research evaluation facility to remove duplication and is developing arrangements for joint procurement of goods and services to drive down costs.

6.4 CFA is also shaping a national workforce strategy. This in turn will help services to develop a more inclusive workforce, enhance change management skills and sector leadership. As well as promoting more flexible contract offers in the future to attract staff and look at the potential of the Retained Duty System.

6.5 Significant progress has already been made on some of the areas highlighted for improvement and collaboration with other emergency services is actively being developed.

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6.6 The CFA and the fire and rescue service is well managed, effective and a good place to work. We have led the way with prevention measures, leading to the reduction of incidents, injuries and deaths. We accept that fire and rescue services need to continue to adapt to meet the needs of the communities they serve and be open and accountable. The CFA is recommended to take account of the review’s recommendations and will continue to provide excellent services to the local communities.

IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES

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