Report title LLLFBQ uarterlyPerformanceReport –––QQQuarter 222201 999///202020

Report to Date Commissioner’s Board 6 November 2019

Report by Report number Assistant Director, Strategy and Risk LFC -0262x

Protective marking: NOT PROTECTIVELY MARKED Publication status: Published in full

Summary This paper presents the Brigade’s performance against the London Safety Plan as at the end of quarter two 2019/20 (data to the end of 30 September 2019). This report covers performance against budgets, key indicators, risks and projects.

Recommendations That the London Fire Commissioner receives this report and Appendix 1 prior to publication.

Background 1. This is the quarter two 2019/20 performance report covering the Brigade’s activities in terms of key decisions, financial information, performance against key indicators across the Brigade’s three aims, workforce composition, risks and projects, set out in more detail at Appendix 1.

2. From 2019/20 it has been agreed with the Deputy Commissioner and Director for Safety and Assurance that this report should go to Commissioner’s Board first for Board sign off once it is complete (before the GLA 25 day deadline). It will then go to Directorate Boards so that Directors can hold Heads of Service to account for their performance.

PerformanceIndicators–keyhighlights 3. Performance as at the year ending quarter two 2019/20 shows that a majority of the indicators are meeting their target (19 out of 33). The full set of indicators and commentary can be found in Appendix 1 on pages 17 – 22 (Aim 1), pages 25 – 26 (Aim 2), and pages 30 – 36 (Aim 3). The positive performance highlights are:

a. All fire deaths (10 year average) is now reporting as on target (50), there were 36 fire deaths in the 12 months ending September, a reduction of seven compared with the same period last year (43). b. The number of Boroughs below the national average rate for primary fires has shown a marked improvement over the last year, with 30 of the 33 London Boroughs now being below the national average. c. The number of fires in the home (dwelling fires) continues to reduce over the longer term, having fallen by 12.6 per cent over the last five years. d. The number of fires in care homes/specialist housing for older people show a slight improvement over the last year, and is significantly lower than five years ago, having fallen by 30.1 per cent. e. The number of injuries from fires (five year average) continues to reduce over the longer term, having fallen by 15.9 per cent over the last five years. f. Home fire safety visits (HFSV) remain on target, total of 81,186 have been conducted in the 12 months ending September 2019. The majority of HFSVs (77.6 per cent) are targeted at ‘of high risk people and places’ (classified as` ‘P1’), and includes hot strikes, targeted visits to care homes and sheltered housing, and the structured programme to target high rise buildings post-Grenfell. g. The percentage of calls answered within 7 seconds has remained on target over the last two quarters for the first time since the introduction of the Vision mobilising system in October 2015. h. The speed of attendance to incidents by both first and second fire pumping appliances has continued to improve steadily. With first appliance average arrival times at 5 minutes 33 seconds and second appliance average arrival times at 6 minutes and 31 seconds. However there are areas for improvement:

i. The number of False alarms due to AFA non-domestic buildings is above target (20,000)and now reporting as red, with 22,088 incidents in the 12 months ending September 2019.

j. The Brigade is exceeding its sickness targets for all staff groups, with sickness above target levels for Operational staff (5.64 per cent), Fire and Rescue staff (3.51 per cent), and Control staff (8.22 per cent). However performance for all groups has improved over the last year (down from 3.98 per cent). k. The Brigade isn’t meeting its targets for both BAME and women trainee firefighter intake LSP(2017)Commitments–keyhighlights 4. Good progress is being made on the majority of the ongoing commitments and 35 are currently on target (92 per cent).

Three commitments are marked as off target (amber):

a. LSP20 Improving our Command Unit functionality.

b. LSP24 Improving the co-responding process for crews

c. LSP42 We will support the implementation of the Emergency Services Network project to realise the benefits of the new capability for the London Fire Brigade.

5. Three commitments were completed in 2018/19:

a. LSP1 - We want to make sure all our safety activities supported and undertaken by our staff are driven by an integrated approach set out in a single Fire and Community Safety Strategy.

b. LSP28 - We will refresh the Assessment of Local Risks on an annual basis, and where opportunities may exist to improve the level of local controls, we will make the relevant policy lead aware of the information, helping as necessary to develop improvement proposals.

c. LSP36 - We will review our dynamic and intelligent operational training process to confirm, clarify and improve current arrangements.

6. One commitment was completed in quarter one 2019/20:

a. LSP19 - Review of the aerial fleet. The review was completed earlier in 2018/19 and has now been approved by the LFC and the decision published.

RiskManagementchanges 7. The Brigade’s Risk Register now contains 22 agreed strategic risks.

8. There are five ‘red’ risks, the highest of which relates to the Grenfell Tower Fire Inquiry and public confidence. There have been no significant changes to the register since the last report, however officers are mindful of ongoing developments with regards to the Brexit risk with particular focus on control measures to ensure the maintenance of key services and supply chains.

9. Financecomments

10. Financial commentary is contained within the performance report.

Workforcecomments 11. Workforce data is contained within the performance report.

Legalcomments 12. In London, the Mayor appoints a London Fire Commissioner (LFC) under s327A of the Greater London Authority Act 1999 (GLAA), as corporation sole, who in additional to being the fire and rescue authority may have an operational role.

13. Section 327A(5) of the GLAA requires the LFC to secure that the London Fire Brigade is efficient and effective. The Mayor must hold the LFC to account for the exercise of the LFC’s functions in accordance with Section 327A(8) of the GLAA.

14. The report presents the London Fire Brigade’s (LFB) Quarterly Performance Report (Q2 of 2019/2020) which sets out in more detail how LFB delivers its services against the commitments made in the LFB’s London Safety Plan.

Sustainabilityimplications 15. The suite of performance indicators and service measures in appendix 1 of this report, show how the Brigade is achieving its sustainable development objectives.

Equalitiesimplications 16. A key aspect of the London Safety Plan and the supporting suite of performance indicators and service measures is the integration of equality objectives into mainstream activity. The commitments demonstrate the range of projects and programmes being progressed that meet the requirement of the public sector equality duty. There is a strong correlation between those communities most at risk and those with some protected characteristics.

17. Equality and diversity form part of the assurance gathering processes which support the production of the statement.

18. The Public Sector Equality Duty applies to the London Fire Brigade when it makes decisions. The duty requires us to have regard to the need to:

a. Eliminate unlawful discrimination, harassment and victimisation and other behaviour prohibited by the Equality Act 2010. In summary, the Act makes discrimination etc. on the grounds of a protected characteristic unlawful.

b. Advance equality of opportunity between people who share a protected characteristic and those who do not.

c. Foster good relations between people who share a protected characteristic and those who do not including tackling prejudice and promoting understanding.

19. The protected characteristics are age, disability, gender reassignment, pregnancy and maternity, marriage and civil partnership, race, religion or belief, sex, and sexual orientation. The Act states that ‘marriage and civil partnership’ is not a relevant protected characteristic for (b) or (c) although it is relevant for (a).

ListofAppendicestothisreport: a) LFB Quarterly Performance Report – Quarter 2 2019/20

Consultation Name/role Methodconsulted Heads of Service, CMB and advisers, selected support Draft performance information for Q2 staff – 04/10/2019 by email

LFB Quarterly Performance report Quarter 2 2019/20

Contents

Contents page 1 Key points 23

Key to abbreviations and symbols used 2 London Resilience 24

Performance at a glance 3 Performance indicators 25

Introduction 4 Operation in numbers 27

Summary of performance 4 People and Resources – delivering a positive and healthy culture 28

Publicity and campaign news 5 Key points 28

Useful links 5 Staff Survey 28

London Fire Commissioner’s Decisions 7 Inclusion Strategy 28

Financial Performance 10 Sustainable Development Strategy 29

Performance 10 Internal Audit plan 29

Financial Trends 11 Performance indicators 30

Capital, Borrowing and Reserves 12 Key people and resources information – workforce composition 37

Prevention and Protection – where fires are happening and who we're targeting 13 Delivering the London Safety Plan 38

Key points 13 Our Risk Perspective 39

Fire Safety 13 Risk management 39

Fire Safety prosecutions 14 Securing business continuity 40

Notice of deficiencies 14 Delivering on change – Corporate Portfolio 42

Grenfell Tower fire update 15

Youth work 15

Performance indicators 17

Response and Resilience – providing a high quality, effective response 23

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Key to abbreviations and symbols used RAG Status Indicators Projects Risks LSP Commitments Performance indicator data

limited impact, or long term time/cost targets will be risk – addressing the risk activity is on target to meet Performance indicators, unless otherwise performance on target achieved and all quality now will stop other its deadline stated, are displayed using rolling 12 month criteria satisfied problems occurring later data. This is to avoid any significant more substantial impact, fluctuations caused by factors such as currently off-plan but impact performance within 10% of preventing the delivery of a activity is unlikely to meet its seasonality, and to highlight the actual will be minor and/or target key priority in the near deadline underlying performance trend. remedial actions are in place future impact affects whole currently off-plan and will performance more than 10% Brigade, and is imminent activity will not meet its not meet time, cost and/or from target with major or catastrophic deadline quality expected results

N/A project closed or closing N/A activity has been completed

Past performance HX : A Performance Indicator without RAG colour

Current performance with RAG colour

Target line

Sep-15 Sep-16 Sep-17 Sep-18 Sep-19

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Performance at a glance

To be a world class fire and rescue service for London, Londoners and visitors

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Introduction Performance highlights – indicators Summary of performance Performance as at the year ending quarter two 2019/20 shows that a majority of the Welcome to the London Fire Brigade’s performance report for quarter two 2019/20 indicators are meeting their target (19 out of 33). The positive performance (the information contained in this report covers the 12 months up to the end of 30 highlights are: September 2019). This report provides an overview of Brigade activities across • All fire deaths (10 year average) is now reporting as on target (50), there prevention and protection, response and resilience, people and resources (Aims 1, were 36 fire deaths in the 12 months ending September, a reduction of seven 2 and 3), as well as updates on related key performance areas including, indicators, compared with the same period last year (43). plans, risks and projects. This report also contains a high level financial summary and information on topical issues such as publicity and campaigns and the Grenfell • The number of Boroughs below the national average rate for primary Tower fire. fires has shown a marked improvement over the last year, with 30 of the 33 London Boroughs now being below the national average. This report is supported by a corporate performance data digest showing headline and corporate indicator performance against agreed targets in the London Safety • The number of fires in the home (dwelling fires) continues to reduce over Plan, as well as the Brigade’s improve and context measures. the longer term, having fallen by 12.6 per cent over the last five years. Performance at a glance • The number of fires in care homes/specialist housing for older people The Brigade is delivering well against its performance portfolio. Commitments and show a slight improvement over the last year, and is significantly lower than five actions arising from strategic plans such as the London Safety Plan are progressing. years ago, having fallen by 30.1 per cent. In terms of performance across the aims, the summary position is good and is • The number of injuries from fires (five year average) continues to reduce improving. The Brigade is doing well in terms of delivering against Aim 1 – over the longer term, having fallen by 15.9 per cent over the last five years. Prevention and Protection, with 10 out of 12 indicators reporting as green, including fire fatalities, And against Aim 2 – Response and Resilience, with all six indicators • Home fire safety visits (HFSV) remain on target, total of 81,186 have been now reporting as green. However, Aim 3 – People and Resources continues to be conducted in the 12 months ending September 2019. The majority of HFSVs affected by long term sickness levels and the challenge to meet higher diversity (77.6 per cent) are targeted at ‘of high risk people and places’ (classified as` targets. ‘P1’), and includes hot strikes, targeted visits to care homes and sheltered housing, and the structured programme to target high rise buildings post- The Brigade’s corporate risk register was updated for 2018/19 in conjunction with a Grenfell. new risk management strategy. There are currently five risks which reflect priority areas to manage. Eight key projects are progressing to schedule, however four are • The percentage of calls answered within 7 seconds has remained on target also amber. More information on all these areas including exceptions is given later in over the last two quarters for the first time since the introduction of the Vision this report. mobilising system in October 2015. • The speed of attendance to incidents by both first and second fire pumping appliances has continued to improve steadily. With first appliance average

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arrival times at 5 minutes 33 seconds and second appliance average arrival times sprinklers in new residential high rise buildings at 18 metres and above. The at 6 minutes and 31 seconds. consultation follows a ten year sprinkler campaign the Brigade has been running. However there are areas for improvement: Sharing important news relating to the Grenfell Tower fire In September the Brigade shared an important update about its assistance in the • The number of False alarms due to AFA non-domestic buildings is above Metropolitan Police Service investigation into the Grenfell Tower fire. Staff and target (20,000) and now reporting as red, with 22,088 incidents in the 12 stakeholder communications, alongside a media release were issued, stating months ending September 2019. publicly and transparently that the Brigade has given an interview under caution in • The Brigade is exceeding its sickness targets for all staff groups, with sickness relation to sections 2 and 3 of the Health and Safety at Work Act. This information above target levels for Operational staff (5.64 per cent), Fire and Rescue staff was widely shared and reported accurately, including full use of a quote provided (3.51 per cent), and Control staff (8.22 per cent). However performance for all by the Commissioner in a large number of national media articles. groups has improved over the last year, with Control showing the largest fall. Preparing for HMICFRS • The Brigade isn’t meeting its targets for both BAME and women trainee Over the last three months a range of staff communications were launched to firefighter intake ensure everyone working at the Brigade was aware of its first inspection by Her Majesty's Inspectorate of Constabulary and Fire & Rescue Services. This included Corporate Digest promoting a survey for all staff to complete and producing information leading up to The full suite of indicators can be found in the Corporate Digest, this includes and during the period of onsite inspection. improve and context indicators (which are not included in this report). A copy of the latest version of the Corporate Digest can be found here when published: Celebrating a million Home Fire Safety Visits https://data.london.gov.uk/dataset/lfb-financial-and-performance-reporting-2019- In August the Brigade’s millionth Home Fire Safety Visit, which included the 20 Commissioner attending a visit to a south London resident, was used to generate publicity about the Brigades community safety activity since Home Fire Safety Visits Publicity and campaign news were first introduced, assisting firefighters in reaching over two million Londoners to provide essential fire safety intervention and advice. Lobbying for fire safety A number of opportunities during this period have been taken to generate greater Proud to support Pride public understanding and conversation about the Brigade’s call for urgent changes For the first year ever senior officers at London Fire Brigade wore special LGBT+ to fire safety, in particular the improvements needed to building regulations. rainbow epaulettes, alongside Fire and Rescue Service staff wearing lanyards leading up to Pride 2019. This was to demonstrate the Brigade’s commitment to This work has included a media release and public affairs activity following a letter supporting the LGBT+ community, both as an employer of choice and public sent to Government, jointly by the Commissioner and Chair of the NFCC, which service. The Brigade also held a Pride open day for the public in Soho and took part listed the issues actions Government need to take. The letter and media release also in the annual parade. expressed concern that interim measures introduced in buildings identified as having a fire risk, are being seen as permanent solutions. Communications activity also included the Brigade welcoming news that the Government has listened to its concerns and intends to consult on the inclusion of

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Useful links Our London Safety Plan, setting out our priorities and how we’ll help make London the safest global city can be found here: https://www.london-fire.gov.uk/news/2017-news/london-safety-plan/ Further information about LFB and what we do can be found on our website here: https://www.london-fire.gov.uk/about-us/ Our publication scheme in terms of routine information we publish can be found here: https://www.london-fire.gov.uk/about-us/transparency/ We also publish a number of data sets on the London Data Store here : http://data.london.gov.uk/dataset?organization=lfepa

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London Fire Commissioner’s Decisions The London Fire Commissioner is a corporation sole and the fire and rescue within the London Fire Brigade as at the end of June 2079. Detailed status reports authority for London. It is a functional body of the Greater London Authority. All which show the position of each 'A' governance project are included within the formal decisions about London Fire Brigade are approved by London Fire report. Commissioner, though some decisions may need to be consulted on with the London Fire Commissioner – Internal Audit – Review of 2018/19 – This Deputy Mayor for Fire and Resilience or the Mayor of London. report provides the London Fire Commissioner with the Head of Internal Audit's The following decisions have been taken by the London Fire Commissioner (LFC) annual opinion on the effectiveness of the London Fire Brigade's internal control between 1 July and 30 September 2019. framework and details of progress on work undertaken during the year 2018/19. These decisions are published on the London Fire website at: London Fire Commissioner – Internal Audit – Draft Audit Plan 2019/20 and https://www.london-fire.gov.uk/about-us/our-decisions/ . Audit Charter– Financial Regulation 13(m) (Internal Audit) requires the draft annual plan to be approved by the Commissioner. This report contains the draft London Fire Commissioner – Local Pension Board – Terms of Reference Internal Audit annual plan for 2019/20 and is submitted in in compliance the and Membership– Following a review and recent resignations from the Local Financial Regulation 13(m) for approval. Pension Board (LPB) this report sets out the proposed revised membership of the LPB within an amended Terms of Reference. London Fire Commissioner – Aerial Appliance Review 2018 – As part of the London Safety Plan, the Brigade made a commitment to undertake a review of aerial London Fire Commissioner – Collaboration with the Greater London appliances. This included looking at the optimum location for aerial appliances, and Authority Group – The Mayor of London has established a Collaborative whether or not aerials should be included within the Brigade's initial response (i.e. Procurement Board as an important feature of his collaboration agenda for the that an attendance standard should be set for these vehicles). This report provides Greater London Authority Group, delivering high-quality and cost· effective services the outcome of that review. for London. The Board's membership are strategic decision-makers from across the GLA Group, with each required to have the appropriate delegations to facilitate the London Fire Commissioner – Security for London Fire Brigade Premises – A Board's mission. Further, each member of the GLA Group must establish the new version of Policy Note PN011 has been written, this note is a combination of appropriate authorities for the Collaborative Procurement Team to act on their the previous version PN011 Security measures at Stations and now encompasses behalf. PN599 Security arrangement at Brigade Headquarters, This delivers a single policy regarding security at all LFB premises. London Fire Commissioner – Training Update – Quarter 1, 2019/20 – This report is the quarterly training update report, which is produced for the London Fire London Fire Commissioner – Quarterly monitoring of Commitments in the Commissioner to provide an update on the workings of the Training and London Safety Plan for 2019/20 – Quarter 1 (end June 2019) – The current Professional Development department. These activities demonstrate our London Safety Plan (2017) was approved by the London Fire and Emergency commitment to deliver the training and development activities laid out in the Planning Authority on 30 March 2017 (FEP2723). The Plan details how the Brigade London Safety Plan (2017). will help make London the safest global city and is supported by a set of commitments to realise that ambition. Progress against the commitments, as at the London Fire Commissioner – Key Projects for 2019/20 – Quarter 1 – This end of June 2019, is provided within this report. report updates the London Fire Commissioner on key projects being undertaken

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London Fire Commissioner – Annual Report of Fatal Fires and Accidental London Fire Commissioner – LFB Quarterly Performance Report - Quarter 1 Dwelling Fires 2017/18 – This report provides an overview and analysis of 2019-20 – This report presents the Brigade's performance as at the end of Quarter accidental dwellings fires in 2017 /18 (1 April 2017- 31 March 2018), including the 1 2019/20 (data to the end of 30 June 2019). This report covers performance fatalities and injuries that occurred. It brings together the outcomes of Fatal Fire against budgets, key indicators, risks and projects.. Reviews and Accidental Dwelling Fire (ADF) Reviews with statistical data. It London Fire Commissioner – Treasury Management Annual Report 2018- highlights focus areas for community safety work and initiatives whilst also 19 – This report is submitted under the London Fire Commissioner's Scheme of acknowledging work underway. and is intended to support continued work at all Governance (April 2018), Part 6 (Financial Regulations) paragraph 20(a), which levels to reduce fire risk to Londoners. delegates responsibility to the Director of Corporate Services to act in accordance London Fire Commissioner – West Hampstead Cottages Refurbishment– with the Commissioner's Policy Statement on Treasury Management Practices and This report presents the outcome of the tender process to identify a preferred CIPFA's Standard of Professional Practice on Treasury Management, the latter of contractor to complete the refurbishment works to West Hampstead Cottages. which recommends submitting regular reports on treasury management activity. London Fire Commissioner – Financial Position as at the end of June 2019 – London Fire Commissioner – London Fire Brigade Values – Fairness, This report presents the London Fire Commissioner's financial position as at the end Integrity, Respect, Service and Trust (FIRST) – The existing London Fire of June 2019 and provides information on financial performance against revenue Brigade (LFB) values of Fairness, Integrity. Respect, Service and Trust (FIRST) have and capital budgets. not in recent years been as widely promoted as they once were and are arguably less visible to LFB staff. This report provides the board with further background and London Fire Commissioner – Single Environment Plan – This report sets out seeks agreement that the values remain appropriate for current use, including the proposed Single Environment Plan for the London Fire Commissioner (LFC), planned leadership work during 2019/20. providing one plan to cover all relevant areas of environmental risk, impact and targets. It also addresses the policy areas that the Greater London Authority (GLA) London Fire Commissioner – Statement of Accounts 2018/19 and Audit Group are expected to deliver on as set out in the Mayor's London Environment Results Report – This report presents the London Fire Commissioner's external Strategy. It replaces all previous environmental plans, including the Travel Plan, auditors, Ernst and Young's (EY), draft Audit Results Report (Appendix A), the Biodiversity Action Plan and Waste Management Plan. London Fire Commissioner Statement of Accounts including the Annual Governance Statement (Appendix B) and a draft Letter of Representation London Fire Commissioner – Sustainable Development Report 2018-19 – (Appendix C) for formal approval and adoption by the LFC. This report presents the Sustainable Development Annual Report for publication. It summarises the performance of the Brigade on sustainable development for London Fire Commissioner – Annual Monitoring of Health and Safety 2018/19; outlines progress against year 3 of the Authority's Sustainable Performance 2018-19 – This report is the Health and Safety update and Development Strategy 2016- 2020; and proposes the timeframe for the next monitoring report for the year 207 8/19, which also includes Q3 and Q4 specific Sustainable Development (SD) strategy. commentary. The report covers performance against a number of key health and safety indicators and measures. London Fire Commissioner – FRS on-call (standby) allowance and on-call (standby) roster groups policy – ln 2018, the Brigade's auditors undertook a London Fire Commissioner – Award Report for the Contract to Supply, review of the FRS on-call roster system. Arising from this was a recommendation for Deliver and Collect Depolluted Vehicles – This report seeks approval to award the Brigade to develop a policy governing FRS on-call rosters. That policy is now the contract for the Depolluted Vehicles and associated services to the Supplier proposed in this report. named in Appendix 1 – Confidential Tender Evaluation.

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London Fire Commissioner – Establishment of the Fire Central Programme London Fire Commissioner Payment of the ULEZ Charge for Personnel Office – This report seeks authority to establish a Fire Central Programme Office Based in Charging Zone – The recommendations within this report, address (CPO) within London Fire Brigade that will deliver programmes of work on behalf of temporary arrangements for the Ultra-Low Emission Zone charge for relevant The Chief Fire Officers' Association (CFOA). The outputs of these programmes will operational staff for charge reimbursements and provision of loans and advances as include national standards, guidance, doctrine and tools for use by all fire and set out in the report. rescue services in the UK.

London Fire Commissioner – Key Projects for 2018/19 - Quarter 4

Reporting – This report updates the London Fire Commissioner on key projects being undertaken within the London Fire Brigade as at the end of March 2019. Detailed status reports which show the position of each 'A' governance project are included within this report.

London Fire Commissioner – End of Year Monitoring of Commitments in the London Safety Plan for 2018/19 (end-March 2019)– The current London Safety Plan (2017) was approved by the London Fire and Emergency Planning Authority on 30 March 2017 (FEP2723). The Plan details how the Brigade will help make London the safest global city and is supported by a set of commitments to realise that ambition. Progress against the commitments, as at the end of March 2019, is provided within this report. London Fire Commissioner – London Fire Brigade Sponsorship Policy – This report updates the London Fire Commissioner sponsorship policy, combining it for the first time with a revised version of the organisations code of practice on sponsorship and including a new checklist for London Fire Brigade staff to use when considering sponsorship opportunities. London Fire Commissioner – Procurement of Replacement Fireboats – The Brigade's two fireboats have come to the end of their serviceable life and require replacing. This report details the broad requirements, the procurement process and makes recommendations as to the replacement fireboats being procured.

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Financial Performance Revenue Position

Performance The forecast outturn position for 2019/20 on the revenue budget is an underspend LFC Revenue (£000s) Budget Outturn Variance of £1,040k (0.3%). The forecast overspend at Quarter 1 of £1,325k has decreased Operational staff 270,140 268,964 (1,175) by £2,365k since last reported in July 2019 (LFC-0204). The key areas where there Other staff 59,762 58,909 (854) are reductions in the forecast expenditure are: Employee related 22,068 22,852 784 Pensions 20,769 20,969 200 • An increase in the forecast operational staff leavers (£2,215k), Premises 39,641 40,691 1,051 • Continuing vacancies on FRS Staff (£876k) Transport 18,041 17,768 (273) Supplies 29,682 31,402 1,720 • Additional MFB Act Income (£453k) and interest receipts (£400k). Third party 2,055 2,161 106 Capital financing 9,775 9,375 (400) These additional underspends are offset by: Contingency 104 (19) (122) • Additional spend on firefighter development training (651k) to support Income (40,446) (42,448) (2,002) Net revenue expenditure 431,591 430,625 (966) reaching full establishment, Use of reserves (3,923) (3,923) (0) • Additional expenditure on building maintenance (£622k) as a result of progress Financing Requirement 427,668 426,702 (966) in delivering reactive work across the estate Financed by:

Specific grants (35,363) (35,438) (75) • And an increase in the cost of telecommunications (£371k) due to increased GLA funding (392,305) (392,305) 0 capacity on the core network and internet connectivity. Net Financial Position 0 (1,040) (1,040) Capital Position LFC Capital (£000s) Q3 Forecast Outturn Movement The current capital forecast for 2019/20 is £33,231k which is £5,757k less than the ICT Projects 2,911 2,569 (342) original budget of £38,988k (LFC-0179) and £1,034k less than the position reported Estate Projects 10,995 10,570 (425) at Quarter one £34,265k (LFC-0204). The main changes are due to budget slippage Fleet and Equipment Projects 20,359 20,092 (267) to 2019/20 (£976k), largely on heating replacement at stations and the replacement Total capital expenditure 34,265 33,231 (1,034) of the fire boats, the performance and admin management solution (PAMS) budget Financed by: now being funded from revenue (£215k) and budget savings (£127k). This is offset Capital Receipts 34,060 33,026 (1,034) by budgets being brought forward from 2020/21 (£284k) for roofing replacements Grants 205 205 0 at Clapham Fire Station. Borrowing 0 0 0 Total 34,265 33,231 (1,034)

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Financial trends

Total Funding for LFC (£m) Indicative Directorate Spend by Year (£k) Past Funding Future Funding 600.0 600.0 2019/20 500.0 500.0

400.0 400.0

300.0 300.0 2018/19

200.0 200.0

100.0 100.0 2017/18

0.0 0.0 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2016/17 Council Tax Funding in next four years: increase of 9.4% Rates Retention Mayoral funding increasing by £37m to 2022/23 Specific Grants from 2019/20 0 50,000 100,000 150,000 200,000 250,000 300,000 MFB (Note. Split between CT and Rates for 23/24 TBC) Other Corporate Services Operations Safety and Assurance

Total Costs (£k) Spend on Pensions (£k) Past Outturn 14,000 500,000 Spend by quarter 50,000 175,000 12,000 450,000 400,000 150,000 40,000 10,000 350,000 125,000 8,000 300,000 100,000 30,000 250,000 6,000 200,000 75,000 20,000 150,000 50,000 4,000 100,000 25,000 10,000 2,000 50,000 0 0 0 0 2016/17 2017/18 2018/19 2019/20 Q3 Q4 Q1 Q2 2016/17 2017/18 2018/19 2019/20 Q3 Q4 Q1 Q2 18/19 18/19 19/20 19/20 Firefighter Pension Contributions 18/19 18/19 19/20 19/20 Ops Staff The spend by quarter figures include orders Injury Pensions Spend on Firefighter contibutions have Other Staff raised, which is usually done at the start of the year LGPS Past Service Costs increased by 93% following the scheme Non Staff for contract spend. LGPS Pension Contributions revaluations. Ill Health Pensions Page 11

Capital, borrowing and reserves Capital Spend (£k) Reserve Balance in Future Years (£k) Flexibiility Reserve 60,000 Fleet and Equipment 80,000 Estate projects Other Earmarked 70,000 Reserves 50,000 ICT projects General Reserve 60,000 40,000 Estate capital 50,000 The budget forecasts show flexibilty reserve 30,000 higher levels of 40,000 was funded from expenditure in budget surpluses 30,000 20,000 2020/21 and in previous years 2021/22 largely for 20,000 to fund budget the new Training shortfalls in the 10,000 Centre. 10,000 future.

0 0 2019/20 2020/21 2021/22 2022/23 2023/24 2019/20 2020/21 2021/22 2022/23 2023/24 Reserves Borrowing Levels (£k) The value of the general reserve is to be maintained at a minimum of 3.5% of net 300,000 Finance Lease revenue expenditure. The earmarked reserves are maintained for specific External Borrowing purposes, to smooth the impact of demand led expenditure or to meet the cost Approved Limit of significant one off expenditure. Balances excludes Budget Flexibility and will 250,000 be reviewed as part of the 2020/21 budget process and any surplus returned to Operational Limit the general reserve. 200,000 Borrowing is Earmarked Reserves (£k) 19/20 20/21 21/22 22/23 23/24 Additional Resilience Reserve 622 413 413 413 413 forecast to return Capital Expenditure Reserve 11,745 11,745 11,745 11,745 11,745 to normal levels 150,000 Central Programme Office 746 373 0 0 0 following the use of Compensation 750 500 250 0 0 capital receipts to ESMCP 2,174 1,846 1,261 0 0 100,000 fund the capital Fire Safety and Youth 1,031 356 163 80 5 programme in Hydrants 367 247 127 0 0 ICT Development Reserve 1,893 641 100 0 0 prevous years. LFC Control Reserve 729 729 729 729 0 50,000 London Resilience 865 0 0 0 0 London Safety Plan Initiatives 3,699 2,859 2,373 2,373 2,373 Organisational Reviews 327 89 0 0 0 0 Vehicle & Equipment Reserve 1,506 431 210 29 0 2019/20 2020/21 2021/22 2022/23 2023/24 Other Earmarked Reserves 899 69 0 0 0 Total 27,353 20,298 17,371 15,369 14,536 Page 12

Prevention and Protection – where fires are happening and who we're targeting that any new regime improves the current system whilst ensuring that it is suitable Key points and practical. Officers have been involved in further guidance being issued around Aim 1 – Prevention and Protection. Our aim is to stop fires and other balconies and buildings shorter than 18 meters. emergencies happening. When they do occur we want to make sure that people are Our Fire Engineering Group engages with various technical committees and steering equipped to deal with them. We also want to work with industry to support the groups as well as providing support on a national level to NFCC. Within this quarter development and building of safer homes, workplaces and places of entertainment. they have produced the response on behalf of LFB to the MHCLG consultation We’ll deliver this aim by: 'Building a safe future: proposals for the reform of the building safety regulatory system’. This response sought to promote and advocate robust consideration for • Engaging with London’s communities to inform and educate people in how vulnerable people as part of the process, that the ‘in-scope’ buildings did not go far to reduce the risk of fires and other emergencies. enough, that the proposed thresholds are reviewed and that tougher enforcement • Influencing and regulating the built environment to protect people, and sanctions were needed. The fire engineering group have also offered technical property and the environment from harm. support on a number of fire incidents where unusual fire spread has been identified. Our work under this aim focus on activities that reduce fires and the impact they The High Rise Task Force (HRTF) which was established in the week after Grenfell have, and by targeting people most at risk. Indicators under prevention and Tower fire has carried out over 1,200 visits since its inception. protection focus on the numbers of fires in the home, fires in non-domestic At present we have 245 buildings where a temporary change to simultaneous buildings (such as offices, leisure centres, care homes, hostels and hospitals), the evacuation is in place (as a result of ACM and/or general fire precaution issues). The numbers of fire fatalities and injuries from fire, prevention work around home fire High Rise Task Force shares information with Central Operations and the Pre- safety visits, education, community safety work, fire safety audits and inspections, Determined Attendance section to enable Fire Stations to develop their on arrival and false alarms. tactics and update the Operational Risk Database (and Mobile Data Terminal) as Annual indicators necessary. The following indicators for Prevention and Protection are annual indicators so will We continue to work closely with London Councils to provide technical fire safety be reported at the end of year only. (policy) advice, liaise with on major consultations such as ADB and to share our H1 : Boroughs below the national average rate for primary fires experience, key concerns and identify areas of common interest. We also remain a standing member of the London Housing Directors' Fire Safety Group and Fire H9 : Educating young people on fire and other emergencies Safety Steering Group as these forums provide opportunities to influence and share information as well as providing updates as to the current status of the HRTF. We Fire Safety are exploring ways to provide relevant inputs from our prevention/community The Ministry of Housing, Communities and Local Government (MHCLG) safety work. For example, information about our schools visits and how such work consultation on the new regulatory framework and the Home Office call for improves fire safety messaging in the community. evidence on the fire safety order have been released. LFB officers seconded to NFCC are leading the national response to these important consultations to ensure

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Contribution to prosecution costs of £15,000 and the usual “victim surcharge” of Fire Safety prosecutions £170. The total to pay is £57,170 During quarter two, the sentencing hearing for the successful prosecution case We have a further pending case, where warrants have been issued as the defendant relating to a fatal fire in March 2016 was concluded. The responsible person has now failed to attend court on two separate occasions. The summons for this pleaded guilty to 4 offences under the Regulatory Reform (Fire Safety) Order 2005: case relates to 8 separate offences under the Order. The responsible person has • Article 9(1) – Failure to make a suitable and sufficient fire risk assessment pleaded guilty to the first 7 and not guilty to number 8 but failed to show for sentencing on 2/7/19 at the Old Bailey and a warrant was issued • Article 9(3) – Failure to update the fire risk assessment they had made when Mr Robert’s circumstances and smoking habits changed At the moment we have 37 cases we are investigating and a further 20 cases are with Legal Department. • Article 11 – Failure to make effective arrangements for the planning, organisation, control, monitoring and review of the fire safety arrangements Notice of deficiencies • Article 15 – Failure to give effect to appropriate procedures to be followed The following data refers specifically to Enforcement Notices (EN) or Notification of in the event of serious and imminent danger. Deficiencies (NOD) for quarter two 2019/20. The company was sentenced at Westminster Magistrates Court on 10th July 2019. Total No. of % of LFB submitted that the case was one to be categorised as “High” culpability given No. of ENs % of ENs Quarter 2 Audits NODs NODs the seriousness of the breaches and that the risk of harm occurring was also in the 2019/20 “High” category. The company contended that both ought to be considered only 1987 465 24% 82 4.32% “Medium”. The sentencing judge accepted LFB’s submissions on both points. The Judge then identified that this would lead to a starting point for sentence of a fine of Quarter two has seen a slight drop in both Notifications of Deficiencies and £180,000 for the first offence alone (subject to going higher or lower once the Enforcement Notices. The table below provides an overview for the last four various aggravating and mitigating factors were then factored in). However, he then quarters for comparison. identified the much improved position at the premises since the March 2016 fire and that there remains 7 vulnerable residents there who would be seriously Total No. of % of Period No. of ENs % of ENs impacted if the company were to be put out of business. The company had a Audits NODs NODs modest annual profit in the years since the fire of £40,000 to £90,000 and was entirely dependent on income from its local authority financed residents. He sought Q1 19/20 2117 549 26.3% 128 6.1% to ensure a penalty that would be felt by the company but that would not put it out of business. As a result the judge took a much lower starting point of £64,000 then Q4 18/19 2174 402 18.5% 90 4.1% gave credit for the early guilty plea and other mitigation. Ultimately the sentence Q3 18/19 2343 464 19.8% 79 3.4% was: • Art 9(1) – £32,000 Q2 18/19 2850 571 20.1% 95 3.4% • Art 9(3) and Art 11 – no separate fine • Art 15 – £12,000

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school age children and young people but some also cover ages up to five years old Grenfell Tower fire update including visits to nurseries and children’s centres. All of the youth programmes Please note that this report was prepared before the publication of the Phase 1 delivered by the Brigade are attended by a wide range of participants and also report. The Brigade is committed to addressing the recommendations that arise provide the opportunity to increase awareness of the Brigade amongst diverse from Phase 1. communities. At the beginning of October it was announced that the Grenfell Tower Inquiry’s Youth engagement and intervention is an integral part of the delivery of London Phase 1 findings were due to be published on Wednesday, 30 October. Safety Plan 2017 including a target to reach 100,000 children and young people annually to deliver fire prevention and safety messages. The Brigade’s children and Phase 1 of the Grenfell Tower Inquiry, which focused on what happened on the youth programmes include a central core offer of the Education Team, Fire Cadets, night of the fire, ended in December 2018. During the Phase One hearings, 83 Crossfire, Local Intervention Fire Education (LIFE) and Juvenile Fire setters Brigade staff gave oral evidence with a further 262 statements read into the record. Intervention Scheme (JFIS). There are also a range of wider youth engagement On 16 October 2019, a progress report prepared by GTIRT on the actions taken by schemes delivered at borough level including Junior Citizens, Prison-Me-No-Way, the Brigade since the fire, including changes to policy, training and equipment, was Safe Drive, Stay Alive (SDSA) and The Prince’s Trust and we estimate that overall provided to the London Assembly Fire, Resilience and Emergency Planning (FREP) we engage with a minimum of over 220,000 children and young people annually. scrutiny committee. Local Intervention Fire Education (LIFE) Phase 2 of the Inquiry will begin in January 2020 and will be divided into eight LIFE continues to deliver an intervention across London which addresses fire risks modules. The first module will examine matters to do with the refurbishment of but also wider issues such as water, road, health, knife crime, anti-social behaviour Grenfell Tower and cladding. Module 5 is entitled ‘firefighting’ and will consider and radicalisation. The flexibility of LIFE delivery means that it is able to address matters such as evacuation and stay put, training and communications. Module 5 is borough specific issues. expected to begin in November 2020. Module 8 will consider evidence about each In quarter two, 13 LIFE courses (14-17) and one Early Intervention course was of the deceased, in order to establish facts necessary for the purposes of the delivered across London. LIFE have also received funding from Phoenix Housing & Inquests. It is not yet known when Module 8 will be heard. The Brigade’s Grenfell Charlton Housing to deliver a 2 bespoke courses for young people living in the Tower Investigation and Review Team (GTIRT) and General Counsel’s Department Bromley area. (GCD) continue to support the work of the Inquiry, police investigation and the Brigade’s own learning and safety investigation into the fire. The Metropolitan Juvenile Firesetters Intervention Scheme (JFIS) Police and Inquiry are continuing to request information and take statements from JFIS works in all 33 London boroughs with children up to the age of 18 years (25 LFB staff and GTIRT and GCD are continuing to co-ordinate this work and provide years where there are learning disabilities) who have demonstrated any type of fire information, support and guidance to staff. play or fire setting behaviour; from curiosity fire play in younger children to deliberate fire setting and arson in older children. Youth work In quarter two, JFIS received 29 referrals and are currently working with 81 young The Brigade has a long-standing history of delivering a number of children and people including those in Feltham Young Offenders Institute as part of the pilot youth engagement, intervention and education schemes in order to: reduce fire project. 189 visits were completed by caseworkers and 26 cases were closed during risk; raise awareness of fire danger; safety and prevention; detection and escape this quarter. At the end of September 2019, JFIS had 25 young people on the from fire in the home. These schemes are aimed mainly at primary and secondary waiting list. 13 HFSVs were completed as high priority upon referral to the scheme.

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JFIS are currently looking to pilot options to reduce the current waiting list for those South Africa with the other 10 finalists to learn about conservation and community referred to the service. projects Education Team Crossfire The Education Team is the longest running and most well-known youth Crossfire is a long-standing community engagement project currently working engagement service provided by the Brigade and is well regarded by pupils, parents within the Boroughs of Croydon, Bromley, Lewisham, Lambeth, Kensington and and teachers. Chelsea, Haringey, Newham, Southwark, Tower Hamlets, Sutton and Bexley. It is designed to meet local partner objectives regarding anti-social behaviour (ASB), In quarter two, the team visited 102 primary schools seeing 9,792 children and crime, fire-setting and hoax-calling. A key benefit of Crossfire’s Impact Factor, Junior seven secondary schools seeing a total of 1,260 children. Wider visits to SEN Impact Factor and All Ages Family Safety Challenge projects is that they all run in schools and taking part in Prison Me No Way covered 900 children, making a total conjunction with partner agencies. These range from the likes of the MET Police to of 11,952 overall. Rape Crisis and Drugs and Alcohol teams. In quarter two, Crossfire worked with Fire Cadets 4,697 children and young people and 325 adults as follows: Quarter two has seen a lot of change in the Fire Cadet (FC) Team, with five new Impact Factor: 730 FCC’s starting, the creation of our new Volunteer co-ordinator role and the • Junior Impact Factor: 1,890 consolidation of our new management structure. • All Ages Family Safety Challenge (children): 1,565 and, 11 standard cadet units passed out in July and August and we had a successful visit from the Mayor of London. All continuation units have recommenced, the units that • All Ages Family Safety Challenge (adults): 325 passed out are recruited and in the process of re-opening. The preparation work for • Young People’s Board: 22 the new units which are funded by the Mayor is well under way. In addition Crossfire provided Water Safety workshops for 490 young people Summer schools were run for all units to ensure that the opportunity to complete their BTEC was available to all cadets. A promotion Assessment Centre was delivered in September and there is now 80 young people in our Officer Cadet programme alongside approx. 260 standard cadets, more than 20 Junior cadets and up to 13 Ambassadors (interviews pending). The volunteer base is over 100 with more expressing interest on a daily basis and interviews taking place at a rate of four or five a week. Over the summer cadets supported crews across London with more Open Days, Car Washes, community events and fundraisers than ever before. One of our Ambassador Cadets Alfie Green came second in a prestigious national cadet competition and was awarded the Lord Lingfield Medal as well as travelling to

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Prevention and Protection – where fires are happening and who we're targeting

H1 Boroughs below the national average rate for primary fires H2– Fires in the home This indicator was introduced as part of the current London Safety Plan as our Dwelling fires continue to show steady improvement. They have fallen by 7.5% over fairness measure under the GLA’s Equality Framework. Our long term goal is to the last year and are over 700 below target (6,000). The Brigade continue to work achieve fairness and equality of outcome for all Londoners by bringing all boroughs with partners to reduce dwelling fires through targeted HFSVs and visual auditing. below the national average. Borough based staff continue to engage with partners to identify vulnerable residents, this includes identifying hoarders through local housing teams and other The national rate for primary fires for 2018/19 has been published by the Home service providers that work with members of the community such as gas and Office, the rate is 13.1 primary fires per 10K population, this represents a reduction electrical authority staff. on the 2017/18 national average (13.3 fires per 10K population). Despite this reduced rate 30 London Boroughs are below the national average for 2018/19, this represents a marked improvement on 2017/18 performance (24).

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Prevention and Protection – where fires are happening and who we're targeting

H3, H4 – Fires in non-domestic buildings, care homes and specialist housing Both indicators are reporting as green and continue to show steady improvement. The Brigade continues its work in targeting vulnerable residents including those in care homes and specialised housing and this prevention work is helping to drive down the number of fires in these types of premises. Fire Safety Regulation has started a programme of training workshops for CQC Inspectors, Local Authority Contract Managers and Care Home Operators to improve monitoring and raise the standards of Fire Safety management in Care Homes and Specialised Housing properties. This will reduce the risk of fire still further, and support care staff to evacuate vulnerable residents safely if a fire does occur. Community Safety are also delivering training seminars to Domiciliary Care Provider companies to raise their understanding of fire hazards and encourage their care staff to carry out person centred fire risk assessments that will identify vulnerable clients that are at risk.

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Prevention and Protection – where fires are happening and who we're targeting

H5, H6, H7 – All fire deaths, Accidental fire deaths in the home ,Injuries Injuries from fire (5 year average) continues to report as green and has shown good from fire improvement over the last five years, having fallen by 16%. All fire deaths (10 year average) is now reporting as on target. There were 36 fire The Brigade is actively looking at ways it can target the most vulnerable for Home fatalities in the rolling 12 months at the end of quarter two (30 September 2019). Of Fire Safety Visits and Borough Commanders are enacting individual borough plans the six fire fatalities in total in quarter two, five were accidental fire deaths in the and working with local authorities to drive down risk in their areas. home. The Brigade introduced the accidental fire deaths target as the Brigade believes it can do more here to drive numbers down and although it isn’t currently meeting its target accidental fire deaths in the home continue to fall over the past three years.

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Prevention and Protection – where fires are happening and who we're targeting

H8 – Home Fire Safety Visits by the Brigade. Reliable data for all seven activities is only available from 2019/20, Home Fire Safety Visits (HFSV) are now well established, and continue to exceed and showing the data from 2019/20 promotes transparency to underline the their target of 75,000 by over 8 per cent. The annual volume of HFSVs has remained change. This table shows the breakdown of the different youth schemes, with consistently over 80,000 for the last five year. The majority of HFSVs (77.6 per cent) annual figures for 2017/18 and 2019/20 for information. The data will continue to are targeted at of high risk people and places (classified as ‘P1’), and includes hot be reported quarterly. strikes – where localised HFSVs were completed in a building or street following a 2017/18 2018/19 2019/20 2019/20 fire, targeted visits to care homes and sheltered housing, and the structured Q1* Q2* programme to target high rise buildings post-Grenfell. Most Boroughs increased their targeted HFSV, working with partners to identify hoarders and physically LIFE 635 646 597 573 vulnerable residents. Haringey Borough continues to work with Homes For Fire Cadets 252 320 320 320 Haringey and Social Services to identify bedbound residents and deliver bespoke JFIS 167 119 119 119 HFSV. They continue to work with carers to encourage better identification of Schools visits 88,640 83,931 69,621 64,051 vulnerable adults specifically those using emollient creams and airflow mattresses. Sub total 89,694 85,016 70,657 65,063 H9 – Educating young people on fire and other emergencies This indicator captures the number of young people reached by the Brigade's youth Crossfire 20,750 14,125 17,120 19,390 activity work focussed on behaviour change. The target was to drive work to reach Safe Drive, Stay Alive 22,785 21,068 20,613 20,613 more young people over the four-year life of the LSP capturing. As originally Junior Citizens 6,480 51,278 59,507 58,451 reported for 2017/18 and 2018/19, the data counted four activities: young people Total 139,709 171,487 167,897 163,517 reached by Schools visits, Local Intervention Fire Education (LiFE), Junior Firesetters * Rolling 12 month data Intervention Scheme (JFIS) and Fire Cadets. From 2019/20, the numbers of young people reached by three further activities (Crossfire, Safe Drive Stay Alive, and Junior Citizens) is now included to better show the totality of young people reached

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Prevention and Protection – where fires are happening and who we're targeting

CO1 – Time spent by station staff on community safety H10 : All fire safety audits / inspections This indicator measures the percentage of available time spent on community safety Underlying issues of difficulties in recruitment and retaining staff against external activity by fire station staff. Performance progress against this indicator has been market demand for FS qualified individuals continues to impact establishment consistently over 12% for the last five years and is exceeding the target. A more levels. We are continuing to take the approach outlined in previous reports, structured brigade wide program of work alongside the Fire Fighters Charity has focusing on higher risk premises and a more robust inspection process which once ensured a broader variety of CFS activities. This has included a charity car wash in again has resulted in a higher percentage of ‘Notifications of Deficiencies, every borough, at least one open day in every borough alongside various other Enforcement and Prohibition notices being issued. This includes more intrusive and events. Station staff continue to visit local schools and deliver a fire safety package detailed inspections of higher risk premises such as care homes. We introduced specifically for schools identified as medium risk. Packages for high risk schools are sixteen new Fire Safety Advisors over quarters 3 and 4 (2018/19), these new delivered by the schools team. members of staff are nearing the end of their training and will soon be contributing to our inspection programme. We are further looking to recruit another twelve Fire Safety Advisors and ten Sub Officers in the coming quarter.

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Prevention and Protection – where fires are happening and who we're targeting

CO2 – Alleged Fire Risks H11 – False alarms due to Automatic Fire Alarms (AFA) non-domestic An Alleged Fire Risk (AFR) is a notification from an individual to the Brigade buildings reporting their concerns about the fire safety arrangements at a particular premises. We continue to proactively work to reduce the burden of Unwanted Fire Signals It may be received in a number of ways, either through Brigade Control, Brigade (UWFS) in premises where the Regulatory Reform Order (RRO) applies, including: Headquarters (BHQ), Fire Safety Teams or local fire stations. The investigation of an • Fire Safety Inspecting Officers address false alarms as part of their audit AFR should be treated as urgent. Where this initial investigation indicates that there process and are alerted to frequent producers by administration staff. are persons at risk, then an inspection of the premises should be undertaken as soon • Borough Commanders, in liaison with local Fire Safety Teams, developing local as practical and within a maximum of three hours. We will continue to attend and projects where crews identify and target those with repeating AFA calls. address these issues raised as a priority to reduce risk and reassure relevant persons • Control – filter out calls in accordance with PN539. We are looking to extend using the property, where appropriate, through education of the responsible person this with an increase to the filtering question so that any ongoing investigation and, where necessary, through enforcement action. (not prompted by us ) is allowed to complete before we attend. (RRO applies and avoiding sleeping hours) • Operational crews interact with relevant persons when attending an AFA to prevent recurrence. • HQ FSR Policy send out a regular quarterly briefing with supporting data, analysis and targeting guidance to relevant staff. • New Connection Agreement arrangements (Feb 2018 - PN932) to ensure monitoring organisations comply with industry standards. A new team has now been established to support AFA reduction and the re- introduction of AFA cost recovery. Training is ongoing. Changes are being drafted to relevant policy related documents with a focus on cost recovery. Premises are being identified and targeted action has commenced.

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Response and Resilience – providing a high quality, effective response Number of incidents responded to in each reporting quarter for last 12 Key points months . Aim 2 – Response and Resilience. Our strategic approach to response is set out in the London Safety Plan and what we’ll do to continue to improve our operations. We also need to have resilience – to ensure we have the appropriate arrangements in place to respond to emergencies, whilst maintaining our core service provision. We’ll deliver this aim by: • Planning and preparing for emergencies that may happen and making a high quality, effective and resilient response to them. 27 • To use our resources in a flexible and efficient way arriving at incidents as quickly as we can. 12 Our work under this aim focus on activities that help deliver a world class 10 11 operational response service, and by working with our partners to address identified risks, at a local and national level to ensure continuity of service. Indicators under response and resilience focus on the emergency call handling and attendance times Dec-18 Mar-19 Jun-19 Sept-19 to incidents. London Resilience The London Resilience Group (LRG) responds to incidents when alerted by partners that either are, or have the potential to become major incidents. Typically a response will be to an incident that: • Declared Major Incidents. • Incidents that significantly impact one or more of London’s Local Authorities. • Incidents that impact the Partnership or generate interest from media or stakeholders. • Incidents where a need for centralised coordination or information sharing is identified

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Number of incidents responded to in 19/20 Q2, by month potential EU Exit dates the activity was not recorded as the response to a single incident as the event never materialised. Incidents Responded to by type (note incident type data has only been recorded since November so the data relates to incidents in the period Nov 18 – September 19).

Bridge Collapse Burst Water Main 12 Event 10 Fires

5 Flood Warning 3 1 1 1 4 1 1 Flooding 1 2 Gas Leak Jul-19 Aug-19 Sep-19 2 Human Diseases

On average LRG responds to over one incident each week (five incidents per 13 Oil Spill month). The graph above shows that in 19/20 Q2 LRG responded to 27 incidents, Other average of nine per month. Incident responses can vary from a week long response 8 supporting partnership teleconferences and providing communications to the Possible Flooding partnership and key stakeholders (such as the response to Extinction Rebellion), to a Protest couple of hours long response to determine that no further action is required and to 1 1 1 Severe Weather - Heat assure key stakeholders that an adequate response is already in place (such as the 3 response to a leaking water main in LB Greenwich in July). 9 2 1 Severe Weather - Rain The incident type responded to over the last 11 months varies and demonstrates the Severe Weather - Snow variety of incidents dealt with requiring a flexible approach to response and wide State Visit ranging preparedness required. The high proportion of fires responded to is in part due to the complexity and potential for spread or increased impact of that type of Suspect Device/Package incident and also due to the good working relationship between LFB and LRG Transport Disruption providing early notification of incidents. UXO

It should be noted that during this period the response to Brexit is not recorded as responding to an incident . Whilst there were 14 SCG meetings in the lead up to .

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Response and Resilience – providing a high quality, effective response

CO3 and H12 – Call handling H13 and H14 – Attendance times Over the last two quarters we are now seeing above target performance for call These indicators measure the Brigade’s London-wide performance for the time it handling for the first time since the introduction of the Vision mobilising system in takes for a first fire engine to arrive at an emergency incident, within an average of October 2015. This is a testament to the hard work of Control officers, working in six minutes, and a second fire engine, within an average of eight minutes. First and partnership with the Brigade’s IT engineers and Capita to ensure the control and second appliance arrival times have continued to improve steadily. First appliance mobilising system delivers the best possible service to the people of London. This average arrival times have improved by 16 seconds since June 2015 and second trend needs to continue, and will be supported by the introduction of new appliance average arrival times have improved by 21 seconds over the same period. performance management processes in the Control room, programmed for the New This is likely to be due to a combination of factors including the capability of the Year. The relationship between 999 calls being answered, time taken to mobilise an Vision system which provides geographical mobilising (despatching the nearest fire appliance and appliance attendance times is clear. This is why maintaining our engine). Turnout times are also a key focus for station management teams and the improvement across these performance measures remains a key priority as we personal announcement (PA) countdown system helps crews to focus on their continue to ensure the Brigade is able to mobilise and deploy resources in the most timings when leaving the station. efficient and effective way. Page 25

Response and Resilience – providing a high quality, effective response

H15 and H16 – Attendance times The Brigade has a performance standard that a first fire engine should arrive at an emergency incident within 10 minutes on at least 90 per cent of occasions (H15) and within 12 minutes on at least 95 per cent of occasions (H16). Both the 10 minute standard and 12 minute standard are being met and shown steady improvement over the last five years, having increased by 1.5% and 0.7% respectively since September 2015.

Page 26 Emergency (999) calls Fires in care homes / specialist housing for older Fires in people Operation in Numbers the home 341 5,224 Non-domestic 1,787 buildings fires Road 173,141 Primary fires 1,962 vehicles 9,799

Effecting Arson 3,107 incidents entry/exit Fires 6,877 Flooding Shut in lift 6,697 18,492 releases Secondary 5,576 fires 8,693 Grass Special services fires Road traffic 3,440 32,554 Outdoor collisions 4,530 fires

8,659 All emergency Rubbish 802 Spills and leaks incidentstemplate attended fires 989 103,915 4,966 Making safe

Outside London 633 Emergency calls and incidents The bubble chart below shows total emergency

(999) calls received for the 12 months (to the end False alarms Automatic fire alarms of the September 2019), together with the total 52,869 (AFAs) number of emergency incidents attended by the 40,485 brigade, and how the different incident based AFAs performance indicators relate to each other. The 1,164 incident types with a darker colour are amongst key Malicious (hoax) calls in non-domestic buildings

performance indicators included in this report. 22,088 Good intent 11,268

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People and Resources – delivering a positive and healthy culture Key points Staff Survey Aim 3 – People and Resources. We intend to develop and train our staff to their As part of our Inclusion Strategy and in line with the GLA Diversity and Inclusion full potential, whilst at the same time transforming the Brigade so that it is a place Action Standard within the Mayor’s priorities, the London Fire Commissioner has where people want to work, and have the opportunity to influence how we work. agreed to run a programme of staff surveys on a regular basis. The main objectives We will also maximise how we spend our money. of the surveys are: We’ll deliver this aim by: • To promote engagement among staff • Developing and training our staff to their full potential, at the same time • Develop an in-depth knowledge of the needs of our staff transforming the Brigade so that it is a place where people want to work, and have the opportunity to influence how we work. • Build trust and develop better relationships with staff and top management • Maximising how we spend our money, ensuring that the Brigade is Departmental action plans are regularly updated and are available for staff to view supported through intelligent systems and data, property investment, on Hotwire and the corporate plan will soon be published. The project team have procurement, vehicles and equipment. recently met to agree objectives, question set and timescales for next survey and a report will be submitted to the Commissioner’s Board for approval. Our work under this aim focuses on activities that develop a positive and healthy culture ensuring that our staff have the right knowledge and skills to do their jobs, and by minimising our costs and providing value for money for Londoners. Inclusion Strategy Indicators under people and resources focus on sickness levels, improving diversity, The Brigade has a 10 year inclusion strategy which sets out to create an pay ratios, health and safety, spend with small to medium sized enterprises (SMEs), environment in which every member of staff is able to give their best and to deliver CO 2 emissions, and information requests. a diverse workforce at all levels, and in all occupational groups, through recruitment, This aim also encompasses the management of our estate, fleet, equipment and development and progression and to work with all our staff to create safer and more major contracts. Updates will be provided during the year on decisions taken in effective teams. Heads of Service have been implementing the actions contained respect of these important areas of work. within the strategy and end of year reporting on the progress of the actions within the strategy was presented to the Commissioner’s Board on the 3rd July. The Annual indicators following recommendation was also agreed “That the Commissioner’s Board notes The following indicators for People and Resources are annual indicators so will be the transfer of the Equality Manager post to the People Services Department, the reported at the end of year only. action updates at appendix 1 and that the Inclusion Strategy, including governance, CO10A : Pay ratio between highest & median salary reporting and assurance arrangements should be reviewed.” CO10B : Gender pay gap - all staff (median) The Inclusion Board, originally established as a governance function for the Strategy, has been on hold since the Commissioner’s Board report on 3rd July, CO14 : Spend with SMEs pending the review of the Strategy.

CO15 : CO 2 reduction from 1990 levels (%) Page 28

In June 2019 two Equality Managers were recruited to join the existing Inclusion Team, and a process of review of the Strategy commenced in October 2019. This Internal audit plan will involve consultation on revised strategic objectives and a new plan of The Mayor’s Office for Policing and Crime (MOPAC) provide the Internal Audit implementation. The Inclusion Board will also be reviewed and re-established as service to the Brigade under a shared service arrangement. All of the reviews part of this process. agreed under the 2018/19 audit plan have been completed resulting in an overall adequate assurance rating in our annual report, which was presented to the Sustainable Development Strategy Commissioner’s Board in June 2019. The Brigade has a four year Sustainable Development Strategy that brings together Work has commenced against the 2019/20 audit plan with one risk and assurance the identification of emerging issues with existing strategies and activities across the review and five follow up reviews completed to final report stage and a further four Brigade that support the wider sustainability agenda, under one strategic approach. risk and assurance reviews at fieldwork stage. This includes a number of challenges identified leading up to 2020 such as the implementation of the Ultra-Low Emission Zone. The strategy has 47 actions: 38 actions have been completed, eight actions are on target and one remains off target, with work in progress to complete these. Completed actions for this quarter include: • The approval of the Single Environment Plan, bringing together all relevant areas of environmental risk, impact and targets in one plan. It aligns to the Mayor’s London Environment Strategy, addressing policy areas the LFC is expected to deliver as well as identifying further actions considered necessary to manage our risks. • The Fire, Safe & Well pilot, which aimed to use our influence for positive benefit to the community by incorporating broader support and advice around falls prevention, smoking cessation, social isolation and fuel poverty concluded. Evaluation of the pilot is to follow. • The Environment Matters online guidance tool developed in collaboration with Avon & Somerset FRS was released in September and is available to all staff. Uptake of the module has been widespread (some 400 staff started) since launch, and will continue to be monitored. The one action which remains off target is to undertake an environment induction with new recruits and non-operational staff. This action is complete for non- operational staff, but is yet to be actioned for new recruits and we are in conversation with Training and development to determine how to address this.

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CO6A, CO6B, CO6C – Sickness average days lost sickness absence cases associated with the Grenfell Tower response have recently Sickness over the last 12 months for all staff groups has decreased. Sickness for been concluded but there remains a number of live cases which the Brigade operational employees has decreased marginally from 5.66% to 5.64%. FRS sickness continues to manage. stands at 3.51% compared to 3.77% twelve months ago and control staff sickness To address the increasing sickness absence caused by poor psychological absence has decreased more significantly from 9.13% to 8.22% as at end September wellbeing, the Brigade is pursuing the following initiatives: 2019. All staff groups remain above target. • LFBs new Mental Health Awareness package is being piloted ready for a launch Representative bodies are being consulted on the draft version of the new to the workforce in November 2019. Managing Attendance Policy. The policy is due to be launched towards the end of the first quarter of 2020, which is when the Brigade’s Staff Attendance Recording • LFB launched its Mental Health First Aid initiative to the workforce on 8 October System (StARS), can be launched. 2019 with the intention that training courses begin in January 2020 . Stress, anxiety and depression (SAD) remains the main reason for sickness amongst • LFBs staff mental health support group – United MINDs ran a successful mental all three staff groups in the twelve months to September 2019. A number of health conference on 8 October 2019 with over 130 staff attending and listening Page 30

to both internal and external speakers, participating in workshops and • Invitations to attend fitness testing sessions for all operational staff will start to networking be sent out at the end of November/beginning December 2019 so that the programme of testing can commence in January 2020. • The integration of a training input by Counselling and Trauma Services Team into LFBs Firefighter Development Programme remains on target to be CO7A, CO7B – Improve diversity of firefighter intake implemented in the of summer 2020, subject to the Firefighter Development The April firefighter recruitment process continues to retain and support (FFD) Review Board agreeing appropriate timelines for this change to be made. underrepresented groups, maintaining the percentage of applications from these groups, BAME at 40%, women at 29% and LGBT at 7.4% of the total applications. • Work to explore the feasibility of introducing a dedicated Peer Trauma Support Some of this intake have now commenced training and work has commenced to Group to support the work of Counselling and Trauma Services continues. It is support new firefighters in the workplace to retain our best talent and improve envisaged that a new post will be established in early 2020 to co-ordinate this diversity. However it will take longer for this improvement to be reflected in the work. LFB, via its engagement with the Royal Foundation Stakeholders Group, annual figures. supported and participated in the launch of the Crisis Messenger service for all blue light service workers on 9 September 2019 . A continuous equality impact assessment at every stage of the assessment process is being conducted to identify and mitigate any adverse effect on any group and an • LFB’s continued work with the Firefighters Charity will see a pilot of a blue light evaluation process is being built in for continuous improvement. service resilience programme being made available to staff in early 2020. We continue to build on the recommendations made following the research • Work continues to facilitate and lead the Welfare Coordination Group that conducted into women and BAME communities to overcome the barriers and brings together all departments within LFB and external to LFB (Firefighters encourage applications for the firefighter role. The Outreach team have focussed Charity, Chaplaincy, Welfare Fund) to focus resources and efforts on staff their strategy on building links with employment agencies in high BAME areas and wellbeing initiatives. centrally the LFB Talent & Recruitment team is developing initiatives with the Care • The London School of Economics research project and survey related to the Leavers Covenant and the Fire Cadets. effects of trauma on a watch based culture will now be released to staff in

Firefighter, Crew Manager and Watch Manager roles at the of November 2019 following feedback on the survey’s content. • To promote the effects of the menopause and provide a better understanding to managers about the issues faced by women, an event is to take place on 18 October 2019 to coincide with World Menopause Day • LFBs FF nutritionist is running “mess” workshops for mess managers at fire stations during October 2019. It is envisaged that at least 30 mess managers will attend these initial sessions with more to be programmed throughout 2020. The workshops will encourage mess managers to prepare suitably portioned and healthier meals.

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CO8, CO9 – Gender and ethnic diversity CO10A – Pay ratio Progress in these areas (gender diversity in Control, and diversity (BAME) of FRS The pay ratio between the highest and median salary has been published for staff top earners) is affected significantly by individual joiners and leavers, given the 2018/19. This indicator continues to report as on target and at 5.39 the ratio shows low numbers involved, and the low turnover rates of staff at senior levels in the FRS a slight improvement on 2017/18. staff group. LFB published its ethnicity pay gap report in March 2019 which demonstrated a pay gap across full and part time roles in favour of white staff at FRS (despite a 0% gap overall), and specific work is being undertaken by the Inclusion Team to address this including consulting with staff support groups and representative bodies, and the development of a working group to address the lack of assessor training for FRS roles.

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People and Resources – delivering a positive and healthy culture

CO10B – Gender pay gap CO11 – RTCs involving Brigade vehicles LFB published its gender pay gap in line with GLA timescales on 1 October 2019, for The target for Road Traffic Collisions (RTCs) involving Brigade vehicles (441 versus year ending March 2019. The median pay gap has narrowed from -4.62% in a target of 437) is not being achieved. Road traffic collisions have however reduced 2017/18 to -2.84% in 2018/19. by 14% when compared to the same period last year.

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People and Resources – delivering a positive and healthy culture

CO12 – Injuries from operational incidents CO13 – RIDDOR The target for injuries from operational incidents is not being met (146 versus a The target for injuries reportable to the Health and Safety Executive (HSE) under target of 122). This target was set against the lowest recorded figure for operational Reporting of Injuries, Diseases and Dangerous Occurrences Regulations injuries from 2016/17 and is an ambitious target. Officers are working to identify (RIDDOR) is being met (56 versus a target of 94); long term performance has seen how we can further target reductions in operational injuries. A new accident significant improvements with a 48 per cent reduction when compared with the database went live on 1 October 2018 and in the medium to long term it will allow rolling 12 month figure for September 2015 (107). us to better analyse how, why, when and what sort of incident injuries are occurring, which will then allow us to better target proactive interventions.

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People and Resources – delivering a positive and healthy culture

CO14: Spend with SMEs CO15: CO 2 reduction from 1990 levels SME spend has increased significantly from 12.4% to 32.7%. The change is a result Having achieved the interim target of 45% reduction by 2020, performance is now of one key contract that was split from two lots into three, being awarded to two measured against the follow on target of 60% reduction by 2025. This is a significant new SME’s, one of which corresponded with a budget increase to complete a increase in the target, so a carbon strategy is in development to identify further backlog of building maintenance; recent work to identify the supplier size from measures required to achieve 60% reduction. those contractors that had not submitted diversity questionnaires; and a further A further reduction of some 4.9% was achieved on the previous year for CO2 increase in tier 2 SME spend reported. emissions, which are made up of the combined buildings, fleet and air travel emissions, with 50.3% reduction from 1990 levels putting us on track with achieving the first carbon budget (which ends in 2023). The carbon budgets provide the trajectory to achieve 60% reduction as set by the London Environment Strategy. This improvement is largely due to the energy reduction measures from buildings, with the improvement in buildings diminished by the increased emissions of fleet with the replacement of the series 3 pumping appliance with Euro 6 engines leading to increased fuel use.

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People and Resources – delivering a positive and healthy culture

CO16: Statutory information requests handled on time This indicator measures how well the Brigade is meeting the statutory deadlines for responding to information requests under the Freedom of Information Act (20 working days) and the GDPR/Data Protection Act (one calendar month). Performance remains just below the target for the year. Performance at end Q2 is impacted by (a) a number of complex cases involving large numbers of documents, particularly data protection subject access requests most often linked to staff grievance/discipline cases; and (b) 44 data protection subject access requests received on the same day in September 2019 where the data subjects share the same common interest.

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Key People and Resources Information – workforce composition

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Delivering on the London Safety Plan LSP (2017) Commitments – key highlights LSP42 We will support the implementation of the Emergency Services Network The London Safety Plan (2017) was approved by the London Fire and Emergency project to realise the benefits of the new capability for the London Fire Brigade. Planning Authority on March 2017. The Plan details how the Brigade will help make Please refer to the Emergency Services Network (ESN) project update on page 42. London the safest global city. The Plan is structured into three aims (prevention and protection, response and resilience, people and resources) as well as five overarching principles in terms of how we’ll deliver our services. Our principles include a renewed focus on collaboration and inclusion. The Plan is also supported by a series of commitments across the aims and principles to ensure plan delivery. As at the end of quarter one 2019/20 there are 38 ongoing commitments. There commitments have been closed in 2018/19 and one in quarter one 2019/20. Three commitments are currently off track (amber) as follows: LSP20 Improving our Command Unit functionality. Please refer to the Command Unit Replacement (CUR) project update on page 42. LSP24 Improving the co-responding process for crews Co-responding post pilot review submitted to SADB and ODB. Co-responding - next steps report awaiting consultation/review. Draft proposals on pay and broadening the role of fire fighters rejected by representative bodies. Awaiting national or local agreements to progress co-responding.

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Our Risk Perspective Risk management Code Risk Description Score The Brigade’s Adult Safeguarding Framework does not support effective and efficient Strategic risk management enables the Brigade to plan for, anticipate, manage, and CRR21 referrals to appropriate agencies to adequately support the needs of vulnerable 6 people mitigate risks which have the potential to seriously impact upon the services CRR22 Brigade ICT services are affected by a cyber attack 9 provided by the organisation. Risk management is a process which seeks to identify, Staff do not get support for their mental health problems which negatively affects CRR23 6 evaluate and manage these risks in a structured way. A robust strategic risk individual wellbeing and organisational effectiveness management framework enables the LFC to take sufficient action, which could Our capacity to deliver change is exceeded meaning that benefits are not fully CRR24 8 involve prevention of significant risks and/or reduction of the impact of those that delivered do occur by putting adequate risk mitigation controls in place. CRR25 Brigade services are vulnerable to a pandemic outbreak 2 HM Inspection results in areas of the service receiving a poor or inadequate rating CRR26 4 Since the current risk strategy was approved (on 12 March 2018) and the strategic which reduces public confidence in LFB risks reviewed, Heads of Service have been consulted to identify and developed risk The resilience of the Brigade is impacted by a series of large scale major incidents, CRR27 6 controls and mitigations and regular quarterly reviews take place at Directorate potentially terror related. The Grenfell Tower Fire Public Inquiry results in conclusions about Brigade policies or Boards to monitor controls and assess risk ratings. This allows us to dynamically CRR29 12 monitor the risks as controls develop and the risk landscape changes. The following actions which reduce staff/public confidence and / or public safety. (strategic) risks are those which officers have identified could have a serious impact CRR30 High sickness levels result in a reduction in operational resilience 6 on how the Brigade operates. CRR31 Operational vacancies at the Firefighter grade impacts on operational resilience 6 Newly commissioned training requirements are not accurately planned, specified, or CRR32 6 Code Risk Description Score evaluated Death or serious injury occurs as a result of our staff not operating a safe system of The training provider is unable to provide effective and efficient training to deliver the CRR1 6 CRR33 9 work Brigade’s needs Non contracted training provision does not effectively and efficiently secure CRR7 Failure of a significant contractual relationship impacts on the delivery of services 6 CRR34 9 maintenance of skills CRR8 The actions arising from the inclusion strategy fail to deliver a more diverse workplace 6 The United Kingdom leaves the European Union causing disruptions to communities, The current environment doesn’t support effective planning to meet the budget gap CRR10 6 CRR35 infrastructure or costs sufficient to challenge LFB service delivery through disruptions 3 forecast in 2022/23 to services, suppliers, or by demand increases CRR13 A breakdown in industrial relations affects our ability to deliver the service 8 The ongoing asymmetric threat to London and the UK potentially exposes a level of CRR18 9 There are currently 22 risks on the Brigade’s strategic risk register. There are five vulnerability which could result in increased levels of risk ‘red’ risks, the highest of which relates to the Grenfell Tower Fire Inquiry and public CRR19 Complete failure of the mobilising system for periods over 24hrs in duration. 6 confidence. There have been no significant changes to the register since the last The Grenfell inquiry process impacts on staff/officer wellbeing resulting in an increase CRR20 8 in officers unavailable for key roles and reducing the resilience of the service report, however officers are mindful of ongoing developments with regards to the Brexit risk with particular focus on control measures to ensure the maintenance of key services and supply chains.

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Led by the Metropolitan Police Service (MPS), the exercise was designed to be as Securing business continuity realistic as possible, with multiple scenes of operations involving several hundred Business Continuity Management (BCM) is a holistic management system that relies firefighters and officers working alongside partners from the MPS and London on both the information captured through the departmental Business Impact Ambulance Service (LAS). Analysis (BIA) programme to identify potential threats to business operations, and The scenario provided valuable learning both in terms of the nature of the incident the development of a single framework through which organisational resilience and and the challenges brought about by a multiple location attack. Exercises like this response arrangements can be built. The BCM programme has enabled us to help make sure that the Brigade continues to improve its collective ability to respond successfully identify critical organisational activities and develop business continuity safely and effectively to any challenge, reducing the risks to the people of London plans. and ensuring a speedy recovery following a major incident. Underpinning the BCM work that is undertaken across the Brigade are the Role to rank implementation International Standard for Business Continuity Management (ISO 22301) and the The Brigade is in the final stages of moving from a role structure to a rank structure statutory requirements imposed on us as a Category 1 responder by the Civil with the go-live date scheduled for 15 October 2019. The change is a move forward Contingencies Act 2004, which requires all Cat1responders to put BCM to a better structure which will ensure more officer availability, better stability of arrangements in place and to test those arrangements through staged exercises. officers on watches and increased appliance availability at key times of each shift. Business continuity planning Due to the large amount of changes required to most of the Brigade IT systems, the The departmental Business Continuity Plans (BCP) outline the responsibilities and changes will be phased in. However, the main changes to the Vision and StARS critical activities owned by each department. We continue to work with systems will be made in the early hours of 16th October, prior to change of shift. departments to ensure plans are up to date and review information such as fall back Owing to the scale of the changes, the Brigade’s business continuity arrangements locations and evacuation plans with Department heads and business continuity will be placed on standby to monitor the transition. deputies. Business disruptions The Strategic Response Arrangements (SRA) (Brigade Policy PN699) outline the The Brigade, along with its partners agencies and London Resilience Group (LRG), is core structures and key processes that the Brigade can activate during a major reviewing its position with respect to a variety of possible outcomes to Britain exiting incident or business disruption. A review of the SRA is underway; this will provide a the European Union. Potential issues identified involved supply chain disruptions, framework to update the policy and incorporate the learning gained from exercising the workforce and civil unrest. the arrangements and live activation of the policy. With 31 October 2019 as the current Brexit deadline at the time of writing, the Business continuity exercise and testing – ‘Autumn falls’ exercise – 26 Brigade has re-instigated a regular reporting tempo of daily situation reports September 2019 (SitReps) and weekly internal Brexit Coordination meetings. This not only ensures The Brigade took part in the ‘Autumn falls’ exercise on 26 September 2019. This the Brigade meets reporting schedules set by the Home Office and Ministry of was a no notice live exercise to test the response of the emergency services to three Housing, Communities and Local Government (MHCLG)., but also ensures the simultaneous Chemical, Biological, Radioactive, Nuclear (CBRN) attacks at London Brigade identifies any emerging Brexit-related issues in a timely manner. Daily locations with very high public attendances at Westfield in Stratford, King’s Cross reporting also provides an opportunity for the Brigade to test our reporting and Rail Station and Twickenham Stadium. SitRep systems, which play an important role in the management and coordination of our Strategic Response Arrangements (SRA).

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We continue to work with partners to strengthen our resilience and to review our planning assumptions to ensure we are able to carry out our responsibilities as a . Category 1 responders under the Civil Contingency Act (2004)

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Delivering on Change – Corporate Portfolio Project Management is one of the key methods of delivering complex change in the Centre (OSC), Business Intelligence Solution (BIS), LFB Training Centre Croydon, Brigade in a planned and organised manner. At the end of September 2019, there Role to Rank and DaMOP (Development and Maintenance of Operational were 13 ‘A’ governance projects (those which affect multiple directorates; have a Professionalism) Review. One project is reporting as closing (blue), which is, Mobile significant business impact and/or are of particular risk to the Brigade). Data Terminal (MDT) Replacement. Four projects are currently reporting as amber. Original End Forecast End Project/Programme Name Q1 Q2 Stage Aim Date Date Command Unit Replacement (CUR) – Incident Command Operating Software Strategic Strategic Estimated Estimated Spend (£m) Spend Governance Budget (£m) (ICOS) procurement documentation is complete and the project team were awaiting Active Projects/Programmes the legal clarification from Blue Light Portal on directions for publishing and the Mobile Data Terminal (MDT) A 2 G B £2.1m £2.1m Deliver 31/01/2016 31/01/2020 Replacement process of transfer post Brexit. This has now been clarified and the tender will be Emergency Services Network published later in November. A 2 AA £3.3m £3.3m Plan 30/03/2019 31/12/2022 (ESN) Command Unit Replacement The vehicle and hardware technical specification has been created and has now A 1 AA £3.24m £3.24m Plan 31/03/2019 31/10/2021 (CURP) been agreed by LFB. It now needs to be agreed by Babcock Critical Services (BCS). Integration of National Operational A 2 AA £900k £900k Plan 31/12/2018 31/01/2020 Once this has been confirmed it is expected to go out for tender in January Guidance into LFB 2020.The revised modelling from the Command Unit Station Integration Structure A 1 HMICFRS Inspection G G £150k £150k Deliver 30/04/2019 20/12/2019 Project will confirm locations of the Command Units to allow for feasibility studies to Respiratory Protective Equipment A 2 GA £10.1m £10.1m Define 31/12/2021 31/12/2021 be completed to ascertain the costs of the electrical upgrade for the charging of a (RPE) fully electrical solution. Zero Emission Pumping Appliance A 3 GG £2.1m £2.1m Plan 31/08/2022 04/09/2023 1 (ZEPA1) This project is reporting amber due to delays with the publication of the ICOS A 3 Apprenticeships G G Nil Nil Deliver 29/11/2019 29/11/2019 procurement documentation and confirmation of the vehicle and hardware specification. A 3 Operations Support Centre (OSC) G G £7.5m £4,3m Deliver 31/01/2020 28/02/2020 Emergency Services Network (ESN) – The Home Office programme are working A 3 Business Intelligence Solution G G £1.8m £1.8m Deliver 31/03/2020 31/03/2020 on a revised Full Business Case (FBC) and plan that reflects the original date of

A 3 LFB Training Centre Croydon G G £15.5m £15.5m Plan 28/02/2019 03/09/2021 transition has slipped. The project RAG is amber to reflect uncertainty and will be reviewed when the Home Office programme communicates its revised plan to A 3 Role to Rank (R2R) G G £500k £520k Deliver 31/03/2019 31/03/2020 deliver ESN. The Airwave [Fireink] service has been extended to the end of 2022

A 3 DaMOP Review G G Nil Nil Deliver 31/05/2020 30/06/2020 with extensions possible beyond this. It is anticipated that the revised FBC and plan will be shared by the programme later this year (2019) and the LFB ESN team are Eight of the projects are currently reporting as green, these are, Her Majesty’s engaged in working with the programme on the re-planning work and on the inspectorate of Constabulary and Fire and Rescue Services (HMICFRS), Zero Airwave extension work. Based on information supplied by the programme, the LFB Emission Pumping Appliance 1(ZEPA 1), Apprenticeships, Operations Support transition to ESN can commence no earlier than February 2022.

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LFB continues to supply requested information to the programme and participates in Respiratory Protective Equipment (RPE) – Three key areas are being worked national ESMCP events organised by the programme, NFCC Business Change Lead on, which have impacted on the predicted timelines. The project initiation and suppliers with particular focus on Coverage Assurance and Service document (PID) and timescales need to be reviewed with a view to re-baseline the Management. LFB are also involved in the ESN vehicle device evaluation during project. August. The three areas of work are:- The NFCC and equivalent Police representatives are involved in discussions with • BA Radios and the potential amalgamation of the BA and Fire Ground Radio the Home Office to ensure their delays do not cause new financial burdens for projects. Officers were considering whether or not these projects should emergency services. be merged. It has now been agreed that they will be merged as there will Integration of National Operational Guidance (NOG) – Work on the Standard be substantial improvements in fire fighter safety and there should be Operating Procedures within the new framework is progressing well in parallel to significant financial savings by adopting this approach. the work on Risk Assessments. The Service Integration Tool is currently being • The testing of an interim BA communications solution has concluded and developed, but has been subject to delays and is now estimated to be in test by the the results have now been evaluated. It has been decided at end of January 2020. Commissioner’s Board that this is not a suitable way forward mainly due to LFB is one of three trial services so will be one of the first to be using the system. It is the implementation costs matched against the relatively short period that likely that the cost of the new tool will mean that contributions from FRSs will be this solution could be in service. expected, although it is still not possible to know the potential annual cost to the LFB • A review of LFB BA cylinder capacity is underway to determine and until procurement of the support contract is completed. mitigate the risk that remaining with our current cylinders may narrow the It is very likely that LFB will need to customise the tool to meet its needs, now that field when procuring new RPE. The project team is currently evaluating the way in which NOG will be implemented has been determined. Sight of the whether this is the case and it is expected that a decision on the best way current tool will help determine what those changes might be, and a specification forward will be made early next year. This project is now reporting amber for the changes can be prepared. This project is reporting amber due to the delay in formalising the new NFCC Central Programme Office arrangements (run by LFB) that have impacted on the target end date for the ICT work package.

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