CLEVELAND FIRE AUTHORITY
ANNUAL MEETING 4 JUNE 2010 - 2.00 P.M.
FIRE BRIGADE HEADQUARTERS, STOCKTON ROAD, HARTLEPOOL
MEMBERS OF CLEVELAND FIRE AUTHORITY -
HARTLEPOOL : Councillors To be advised MIDDLESBROUGH : Councillors To be advised REDCAR & CLEVELAND : Councillors To be advised STOCKTON ON TEES : Councillors Kirton,Lewis,O’Donnell,Patterson,Salt,Stoker,Woodhead
A G E N D A ITEM
1. APPOINTMENT OF CHAIR FOR THE ENSUING YEAR
2. APOLOGIES FOR ABSENCE
3. DECLARATIONS OF MEMBERS INTEREST
4. APPOINTMENT OF VICE CHAIR FOR THE ENSUING YEAR
5. TO CONFIRM THE MINUTES OF PROCEEDINGS OF THE CLEVELAND FIRE AUTHORITY MEETING HELD ON 26 MARCH 2010
6. TO CONFIRM THE MINUTES OF COMMITTEES:- Executive Committee 7 May 2010 (to follow) and Policy Committee 7 May 2010.
7. TO RECEIVE THE REPORT OF THE LEGAL ADVISER 7.1 Business Report 2010/11
8. TO RECEIVE THE REPORTS OF THE CHIEF FIRE OFFICER 8.1 PFI Update (Item Withdrawn) 8.2 Select Committee Fire Control Project 8.3 Chief Fire Officers Information Pack
9. TO RECEIVE THE REPORTS OF THE DIRECTOR OF CORPORATE SERVICES 9.1 Member Development Plan 2010/11 9.2 Attendance at Conferences 9.3 Corporate Governance Information Pack
CLEVELAND FIRE AUTHORITY
ANNUAL MEETING 4 JUNE 2010 - 2.00 PM
FIRE BRIGADE HEADQUARTERS, STOCKTON ROAD, HARTLEPOOL
- 2 -
A G E N D A ITEM
10. TO RECEIVE THE REPORT OF THE TREASURER 10.1 Members Allowance Scheme
11. TO RECEIVE A VERBAL BRIEFING ON THE NE FIRE CONTROL COMPANY BOARD
12. TO RECEIVE THE REPORT OF THE CHAIR OF AUDIT & GOVERNANCE COMMITTEE 12.1 Chairs Information Pack
13. ANY OTHER BUSINESS WHICH, IN THE OPINION OF THE CHAIR, SHOULD BE CONSIDERED AS A MATTER OF URGENCY
14. LOCAL GOVERNMENT (ACCESS TO INFORMATION) (VARIATION ORDER) 2006 Members are requested to pass the following resolution:- “That under Section 100(A) (4) of the Local Government Act 1972, the press and public be excluded from the meeting for the following items of business, on the grounds that it involves the likely disclosure of exempt information as defined in the paragraphs below of Part 1 Schedule 12A of the Local Government Act 1972 as amended by the Local Government (Access to Information) (Variation) Order 2006”. Agenda Item 15 Paragraphs 1 and 3 Agenda Item 16 Paragraph 1 Paragraph 1 – namely information relating to any individual Paragraph 3 – namely information relating to the financial or business affairs of any particular person (including the authority) holding that information
15. TO CONFIRM THE CONFIDENTIAL MINUTES OF THE CLEVELAND FIRE AUTHORITY MEETING HELD ON 26 MARCH 2010
16. TO CONFIRM THE CONFIDENTIAL MINUTES OF THE EXECUTIVE COMMITTEE MEETING HELD ON 7 MAY 2010 (to follow)
17. ANY OTHER CONFIDENTIAL BUSINESS WHICH, IN THE OPINION OF THE CHAIR, SHOULD BE CONSIDERED AS A MATTER OF URGENCY
CLEVELAND FIRE AUTHORITY
GUIDANCE NOTES FOR MEMBERS AND VISITORS USING THE EAST WING CONFERENCE FACILITIES AT CLEVELAND FIRE AUTHORITY HQ, HARTLEPOOL
Welcome to Cleveland Fire Authority
Please read these notes for your own safety.
Fire Instructions
In the event of the fire alarm sounding, vacate the building following the green Fire Exit signs and go straight to the assembly point outside main reception. If you are in the East Wing Conference Room, your nearest vacation point is through the East Wing Reception doors.
DO NOT USE THE LIFTS - DO NOT STOP TO COLLECT PERSONAL BELONGINGS - DO NOT RE-ENTER THE BUILDING UNTIL AUTHORISED TO DO SO.
Toilets
Toilets for people with disabilities are located next door but one to the Small East Wing Conference Room. Male toilets are located in the East Wing Reception area and the Ladies toilets are located next to the Small East Wing Conference Room.
Accessibility/Special Requirements
Every effort has been made to make the building as accessible as possible for people with disabilities. There are disabled parking spaces adjacent to the main reception, but when using the East Wing Conference Room, please contact the Democratic and Members Services office who will arrange for a parking space to be reserved opposite the East Wing Conference Room. There is a loop system within the Building, please inform the Member Support team if you require this switching on.
Smoking
Smoking is only permitted in the smoking shelter in the quadrangle which is situated behind the East Wing Conference Room. Smoking is not permitted anywhere else within the building.
Security
All new Members are requested to report to the main reception where they will be asked to sign in and handed a visitors badge.
Member Facilities
The Democratic and Member Services office is situated on the 1st floor next to the Directors Meeting Room. Library and IT facilities are also available for Members use within this office
Attendance Sheet
Please ensure you sign the attendance register at the Meeting.
Parking
Parking is available in the Visitors Car Park, but if you have any special requirements, please do not hesitate to contact us.
Refreshments
Tea and coffee are available in the small and main east wing conference rooms
Contacts
Please contact the Democratic and Member Services Office if you have any queries:- fax 01429 872619 or [email protected] or telephone 01429 874076
Bev Parker, Head of Corporate Support 01429 874073 [email protected]
Lynda Young, Democratic Services & Scrutiny Officer 01429 874075 [email protected]
Julie Bennison, Democratic & Member Services Officer 01429 874077 [email protected]
Louise Scrimshaw, Asst. Democratic & Member Services Officer 01429 874076 [email protected]
AGENDA ITEM 5
CLEVELAND FIRE AUTHORITY
MINUTES OF ORDINARY MEETING HELD ON
FRIDAY, 26 MARCH 2010
PRESENT: VICE CHAIR: Councillor O’Donnell – Middlesbrough Council HARTLEPOOL BOROUGH COUNCIL: Councillors Flintoff, Lilley MIDDLESBROUGH COUNCIL:- Councillors Clark, Rogers, Thompson REDCAR AND CLEVELAND BOROUGH COUNCIL:- Councillors Abbott, Briggs, Cooney, Dunning, Forster, Ovens STOCKTON ON TEES BOROUGH COUNCIL:- Councillors Beall, Cherrett, Patterson, Salt, Stoker, Woodhead PROPER OFFICERS:- Legal Adviser, Treasurer FIRE BRIGADE OFFICERS:- Chief Fire Officer, Director of Corporate Services, Director of Business Development, Head of Planning and Democratic Services
APOLOGIES FOR Councillor Brash (Hartlepool Borough Council) ABSENCE: Councillor Payne (Hartlepool Borough Council) Councillor Porley (Middlesbrough Council)
159. DECLARATIONS OF MEMBERS INTEREST None declared.
160. MINUTES RESOLVED - that the Minutes of the Cleveland Fire Authority Meetings held on the 29 January 2010 and 5 February 2010 be confirmed.
161. MINUTES OF COMMITTEES RESOLVED - that the Minutes of the Policy Committee held on 5 March 2010, the Standards Committee held on 2 March 2010 and Tender Committees held on 1 February and 19 February 2010 be confirmed.
162. TO RECEIVE COMMUNICATIONS RECEIVED BY THE CHAIRMAN The Vice Chair informed Members that since the last meeting the following correspondence had been received: - Gavin Barker, Audit Commission regarding Fire Authority Meeting on 27 November 2009 - Barbara Follett MP, Communities and Local Government regarding Council Tax Capping 2010-2011
RESOLVED – that the communications be noted. CLEVELAND FIRE AUTHORITY ORDINARY MEETING 29 MARCH 2010
163. REPORTS OF THE CHIEF FIRE OFFICER 163.1 Risk Management Policy The Director of Corporate Services informed Members that the Authority has built up a robust and renowned risk management framework. She reported that with the introduction of CAA, IRMP and the Governments efficiency agenda, a review has been undertaken to ensure our structures, systems, processes and measures are aligned to enable the Brigade to continue to deliver better outcomes for local people. This policy is a Statement of Intent and applies to all employees, managers and Elected Members covering both strategic and tactical levels of the organisation and covers the four stages of traditional risk management cycle: Assess; Evaluate; Manage; and Measure. Members responsibilities were detailed within Page 4 of the Policy. Councillor O’Donnell reported that as Member Champion for Improvement and Value for Money she fully supported this Policy and Strategy.
The Director of Corporate Services outlined the Risk Management Strategy 2010/14 which supported the delivery of the Risk Management Policy and included an action plan for risk management improvements.
RESOLVED – that the Risk Management Policy as attached at Appendix 1 of the Report be approved.
163.2 Draft Service Plan 2010/11 including integrated Risk Management Plan 2008/11 Year 2 Review The Chief Fire Officer advised Members that the Authority now has only 2 public facing documents; The Five Year Strategic Plan and the Annual Service Plan. The Service Plan sets out the Authority’s achievements and performance from the previous year, and details the priorities and actions to be undertaken for the forthcoming year. The Chief Fire Officer highlighted some of the key achievements in 2009/10: The introduction of the ‘Concept of Operations’ The Centre of Excellence at Redcar Fire Station The installation of Low Cost Suppression Systems in Social Housing The development and implementation of planning arrangements and familiarisation processes at Hazardous Installations The first phase of our Energy and Environment Strategy The submission of the PFI Outline Business Case
The Chief Fire Officer stated that this Authority has achieved real financial savings whilst continuing to improve the services that we deliver. He advised that not only are services being enhanced but performance is also improving with the emphasis on prevention and protection alleviating the pressure from emergency response. The Chief Fire Officer referred to the recent Budget announcements and informed Members that the only two indicators which were included in the national targets have now been removed, and that Officers were looking into this but there were no further details available at present.
The Chief Fire Officer informed Members that the Brigade had embarked on a Transformational Change Programme to re-evaluate our services which will bring forward service improvements, efficiencies and new ways of working. 2 CLEVELAND FIRE AUTHORITY ORDINARY MEETING 29 MARCH 2010
163.2 Draft Service Plan 2010/11 including integrated Risk Management Plan 2008/11 Year 2 Review cont Councillor Rogers referred to the ongoing investigation into the Warwickshire warehouse blaze in which 4 Firefighters were killed and asked for clarification regarding the areas of personal liability and indemnity. The Legal Adviser informed Members of the Corporate Manslaughter Act and outlined Members responsibilities. It was agreed that a presentation be arranged by Insurers to Members and Officers covering the areas of corporate and personal liability. The Chief Fire Officer informed Members that when the information regarding the Warwickshire incident was released he would bring this to Members.
Councillor Ovens requested clarification regarding partnership working highlighted within the Service Plan regarding Road Traffic Collisions. The Chief Fire Officer explained that this relates to work carried out by the Brigade with Cleveland Police and on a regional level with other Fire & Rescue Services, notably the Learn & Live Campaign.
Councillor Ovens further commented on the Energy Efficiency Strategy and asked if this will be reviewed to capture any further efficiencies. The Chief Fire Officer confirmed that the environmental impact of our services had been identified and recognised as a key priority for the Authority through the Strategic Plan 2009-2014, and an Action Plan is in place with the progress being monitored.
RESOLVED:-
(i) that the Draft Service Plan 2010/11 as attached Appendix 1 and Integrated Risk Management Plan 2008/11 Year 2 Review as attached at Appendix 2 be approved. (ii) that a presentation by Insurers to Members and Officers covering the areas of corporate and personal liability be arranged.
163.3 Regional Management Board – Fire Control Project NE Region – Project Update The Director of Business Development updated Members on the FireControl Project North East Region. He highlighted the Select Committee and National Audit Office Reviews and reported that the Select Committee’s Report was due to be released.
The Director of Business Development highlighted key headlines from the National Audit Office Report which was appended at Appendix B as being:
the department has yet to agree a revised delivery plan for the continued development of the mobilising system with its prime IT contractor, EADS the department believes it prime contractor is in breach of contract for failing to meet key contractual milestones the full and final version of Intergraph product to EADS is due October 2010, the report outlines the Departments contingency planning exercise confirming that a number of fallback options were presented to Ministers in November 2009. The exercise has confirmed that discontinuing the project would cost 3 CLEVELAND FIRE AUTHORITY ORDINARY MEETING 29 MARCH 2010
163.3 Regional Management Board – Fire Control Project NE Region – Project Update (cont) £8 million more than the cost of continuing with the project. To date the Department has not determined the trigger point for fallback options.
He added that CFB Fire Control is due to be transferred to Durham in September 2011 and that work is ongoing with the Unions and Control Room Staff to facilitate this transfer.
RESOLVED - that the RMB – FireControl Project North East Region – Project Update be noted.
163.4 FireControl : Agreement Between LACCS/LFEPA and Communities and Local Government – (Fire Circular 73/2009) The Director of Business Development updated Members with regard to formal consultation being carried out by CLG regarding the Fire Control Project who were seeking the views of the Authority with regard to the outcomes, approach and timings for an agreement between the LACC, London Fire and Emergency Planning Authority and CLG. He highlighted the response from the Chief Fire Officer to the consultation (Appendix 2) which had already been sent with the caveat that Members may supplement this response with their comments. Members noted the Fire Circular and agreed that no further comments be added to the Chief Fire Officer response at Appendix B of the report.
RESOLVED: –
(i) that the publication FSC 73/2009 be noted (ii) that no further comment be added to the Chief Fire Officer response at Appendix B
163.5 Staff Numbers in 2000 and 2009 The Chief Fire Officer reported that as requested by Councillor Payne at the Authority meeting on 27 November 2009, the report detailed the ratio of front line staff to corporate staff in 2000 and 2009. Councillor Thompson asked if it would be possible for a further breakdown of the type of work that has been transferred from uniform to corporate staff. The Chief Fire Officer explained that as the Brigade’s role has changed there was a need for recruiting additional and different skills to carry out the new roles. He also reported that there was an economic issue with a saving of £9,000 per post of someone not returning to operational duties. The Chief Fire Officer agreed to present further information analysing the change of the staff profile and this would be included in the End of Year Performance Report.
RESOLVED:- (i) that the ratio of front line staff to corporate staff in 2000 and 2009 be noted. (ii) that further information outlining the change of staff profile be included in the End of Year Performance Report.
4 CLEVELAND FIRE AUTHORITY ORDINARY MEETING 29 MARCH 2010
163.6 Firefighters Memorial Trust The Chief Fire Officer informed Members that the Firefighters Memorial Trust had invited Cleveland Fire Authority to become a subscribing member of the Firefighters Memorial Trust at a cost of £475.00 per annum. The Firefighters Memorial Trust was established to recognise and honour the dedication and sacrifice made by firefighters who died in the course of operational duties.
Following discussion regarding the legal position of an annual subscription being paid to the Firefighters Memorial Trust, Members approved a one off payment of £500.00 to support the Firefighters Memorial Trust and agreed that Ministerial approval be sought regarding the payment of subscriptions to the Trust and a report be brought back to the Authority.
RESOLVED:
(i) that a one off payment of £500.00 be made to the Firefighters Memorial Trust (ii) that Ministerial approval be sought regarding annual subscriptions to the Firefighters Memorial Trust and reported back to Members
163.7 Chief Fire Officer Information Pack 163.7.1 Fire and Rescue Service Circulars 163.7.2 NE Regional Management Board Meeting – 2 March 2010
The Chief Fire Officer informed Members of the tragic death of John Adamson, Director of Operations at County Durham & Darlington FRS. He confirmed that condolences had been sent from Authority and provided details of funeral arrangements should members wish to attend.
RESOLVED – that the report be noted.
164 TO RECEIVE THE REPORTS OF THE DIRECTOR OF CORPORATE SERVICES 164.1 Cleveland Fire Authority Meetings 2010/11 The Director of Corporate Services asked Members to consider the schedule of Cleveland Fire Authority Meetings 2010/11 as attached at Appendix 1. Members considered the implications and variations of the schedule as outlined within the report and agreed to the 2010/11 schedule.
RESOLVED - that the Cleveland Fire Authority meeting schedule for 2010/11 as attached at Appendix 1 of the report be approved.
164.2 Corporate Governance Information Pack 164.2.1 Standards Committee 164.2.2 Cleveland Fire Authority Strategies 164.2.3 Fire Conference – 9-10 March 2010 164.2.4 Fire Improvement Group 164.2.5 Boundary 500 164.2.6 Learn & Live
RESOLVED – that the report be noted.
5 CLEVELAND FIRE AUTHORITY ORDINARY MEETING 29 MARCH 2010
165 TO RECEIVE THE REPORT OF THE LEGAL ADVISER 165.1 Appointment of North East Fire Control Local Authority Controlled Company (LACC) Director The Legal Adviser informed Members that Councillor Payne is no longer one of the Cleveland Fire Authority representatives on the NE FireControl Local Authority Controlled Company and requested a nomination from Members for a replacement Director to represent the Authority on the Board. Members agreed that Councillor M Stoker be nominated as Director to the LACC Board and that Councillor P Porley be nominated as Alternative Director.
RESOLVED :
(i) that Councillor M Stoker be nominated as Director representing Cleveland Fire Authority on the NE FireControl Local Authority Controlled Company (ii) that Councillor P Porley be nominated as Alternative Director representing Cleveland Fire Authority on the NE FireControl Local Authority Controlled Company
165.2 Local Democracy, Economic Development and Construction Act, 2009 The Legal Adviser informed Members that Royal assent relating to this particular legislation was obtained on 12th November 2009 and that certain ‘duties’ to promote local democracy are placed upon a ‘principle local authority’ to ‘promote understanding’ amongst local people of: its functions as an authority; its democratic arrangements and how members of the public can take part in those democratic arrangements and what is involved in taking part. The Legal Adviser stated that of particular interest to the Cleveland Fire Authority, is that each ‘principle local authority’ is given a similar duty to promote such understanding of its ‘connected authorities’ and that this includes Fire Authorities.
The Legal Adviser also confirmed that from 12 January 2010, the threshold for defining politically restrictive posts as introduced under the Local Government and Housing Act, 1989 has been removed. He added that the Standards Committee has a statutory role in determining applications from Officers for exemption from such political restrictions.
Members agreed to amend the remit of the Standards Committee to include the power to grant and supervise applications for exemptions from political restrictions in respect of all relevant posts.
RESOLVED – that the remit of the Standards Committee be amended to include the power to grant and supervise applications from exemptions from political restrictions in respect of all relevant posts.
6 CLEVELAND FIRE AUTHORITY ORDINARY MEETING 29 MARCH 2010
166 JOINT REPORT OF THE CHIEF FIRE OFFICER AND TREASURER 166.1 Statement of Policy Regarding the Exercise of Discretion with regard to the Local Government Pension Scheme Regulations The Treasurer sought Members views regarding the statement of policy on the exercise of discretion to the application of the Local Government Pension Scheme Regulations. He advised that the employer must formulate, publish and keep under review a statement of their policy and if the employer decides to amend the policy, no change can come into effect until one month has passed since the date the amended policy statement was published.
In formulating and reviewing its policy an employer is required by the Regulations to: Have regard to the extent to which the exercise of their discretionary powers, unless properly limited, could lead to a serious loss of confidence in the public service, and Be satisfied that the policy is workable, affordable and reasonable having regard to the foreseeable costs
RESOLVED – that the Statement of Policy as outlined at Appendix 1 of the report be approved.
167 REPORT OF THE TREASURER 167.1 Proper Officer Arrangements The Treasurer asked Members to consider the appointment of a Deputy Treasurer on the retirement of the Chief Financial Officer of Hartlepool Borough Council who currently undertakes the role. Members agreed to approve the appointment of Mr Chris Little, the Chief Finance Officer of Hartlepool Borough Council, to the role of Deputy Treasurer to the Cleveland Fire Authority as this arrangement has worked well in the past and strengthens the link between statutory responsibility and the day to day oversight of financial arrangements.
RESOLVED – that Mr Chris Little, the Chief Finance Officer of Hartlepool Borough Council be appointed to the role of Deputy Treasurer to the Cleveland Fire Authority.
168 VERBAL BRIEFING ON THE NE FIRE CONTROL COMPANY BOARD Councillor Forster provided Members with an update regarding the NE Fire Control Company Limited. She advised that a written response has been sent to CLG on behalf of the LACC Board to FRS Circular 73/2009 which relates to the draft Agreement between CLG and LACCs. The response supports the broad principles of the Agreement and requests further clarification in a number of areas.
The LACC Governance and Resources Committee met on 11th March to consider revisions to the RCC Organisational Design to reflect requirements for back office support roles and proposals for staff recruitment and selection and pay protection. The NE Fire Control Company JCC Review meetings with the FBU have been scheduled and it is hoped that outstanding issues concerning shift patterns, start and finish times and rationalisation of annual leave can be resolved.
RESOLVED: that the report be noted. 7 CLEVELAND FIRE AUTHORITY ORDINARY MEETING 29 MARCH 2010
169 REPORT OF THE CHAIR OF AUDIT & GOVERNANCE COMMITTEE 169.1 Information Pack 169.1.1 Audit Progress Report 169.1.2 Organisational Performance Report 2009/2010 – April to December 2009 169.1.3 National Indicator Fire Related Target report April – December 2009/2010 169.1.4 Target Setting 2010/11 169.1.5 Improvement Action Plans – April – December 2009/10 169.1.6 Progress Against Revenue & Capital Budgets 2009/2010 169.1.7 Internal Audit Plan 2010/2011 169.1.8 Treasury Management Update 2010/2011 169.1.9 International Financial Reporting Standards (IFRS) – Priorities for Cleveland Fire Brigade
Councillor Briggs declared a personal non prejudicial interest and informed Members that with regard to the issue of sprinklers being fitted to social housing, his grandson is employed by Coast & Country Housing and is currently involved in a housing development in Redcar where sprinklers are being fitted. Councillor Briggs asked that the contact be made with his grandson to discuss the issue further. The Chief Officer confirmed that we are working with the National Sprinkler Association and are in discussion with Housing Hartlepool with regard to a pilot scheme. He stated that he would provide further information to the Authority regarding sprinklers which links in with “Safer Communities” which is one of our priorities.
RESOLVED:-
(i) that the report be noted (ii) that further information regarding sprinklers be submitted to the Cleveland Fire Authority
170 REPORT OF THE CHAIR OF OVERVIEW & SCRUTINY COMMITTEE 170.1 Scrutiny Review of the CFA Decision to Rebuild Skelton Fire Station on the Existing Site Councillor Cooney informed Members that the Scrutiny Review was carried out on 26 February 2010 and the Overview and Scrutiny Committee recommended that the Cleveland Fire Authority’s original decision to rebuild Skelton Fire Station on the existing site be re-affirmed. Councillor Cooney reported that the Overview and Scrutiny Committee had received information from Councillor B Briggs, Councillor H McLuckie, Mr P Lancaster, Director of Community Protection and Mr S Watson of the Fire Brigades Union. Members, with exception of Councillor Briggs, who abstained, approved the recommendations of the Overview and Scrutiny Meeting.
RESOLVED:–
(i) that the Cleveland Fire Authority’s original decision to rebuild Skelton Fire Station on the existing site be re-affirmed (ii) that the appropriate level of information is provided to Members to facilitate improved decision making
8 CLEVELAND FIRE AUTHORITY ORDINARY MEETING 29 MARCH 2010
171 LOCAL GOVERNMENT (ACCESS TO INFORMATION ACT) (VARIATION ORDER) 2006 RESOLVED - “That under Section 100(A) (4) of the Local Government Act 1972, the press and public be excluded from the meeting for the following items of business, on the grounds that it involves the likely disclosure of exempt information as defined in the paragraphs below of Part 1 Schedule 12A of the Local Government Act 1972 as amended by the Local Government (Access to Information) (Variation) Order 2006”. Minute Nos – 172, 173, 174.1 - paragraph 3 Minute Nos - 175.1,175.2 - paragraph 1
Paragraph 1– namely information relating to any individual Paragraph 3 – namely information relating to the financial or business affairs of any particular person (including the authority holding that information)
172 CONFIDENTIAL MINUTES RESOLVED - that the Confidential Minutes of the Cleveland Fire Authority meeting held on 29 January 2010 be confirmed.
173 CONFIDENTIAL MINUTES RESOLVED - that the Tender Committees on 1 and 19 February 2010 be confirmed.
174 JOINT REPORT OF THE CHIEF FIRE OFFICER AND TREASURER 174.1 Estates Management – PFI Update The Chief Fire Officer provided Members with an update of the PFI Project.
The Chief Fire Officer, Director of Corporate Services and the Director of Business Development left the meeting.
175 REPORT OF THE TREASURER 175.1 Brigade Managers Pay Settlement 2010 The Treasurer outlined the report to Members.
176.1 Performance Related Pay The Treasurer outlined the report to Members.
COUNCILLOR JEAN O’DONNELL VICE CHAIR
9 AGENDA ITEM 6
CLEVELAND FIRE AUTHORITY
MINUTES OF POLICY COMMITTEE FRIDAY, 7 MAY 2010
PRESENT: CHAIRMAN Councillor Porley – Middlesbrough Council STOCKTON ON TEES BOROUGH COUNCIL:- Councillors O’Donnell, Woodhead REDCAR & CLEVELAND BOROUGH COUNCIL Councillors Forster, Ovens BRIGADE OFFICERS:- Chief Fire Officer, Head of Corporate Support PROPER OFFICERS:- Deputy Legal Adviser, Treasurer APOLOGIES FOR ABSENCE: Councillor Patterson – Stockton on Tees Borough Council
177. DECLARATIONS OF MEMBERS INTEREST It was noted no declarations of interest were submitted to the meeting.
178. MINUTES OF THE MEETING HELD ON 5 MARCH 2010 RESOLVED - that the minutes of the Policy Meeting held on 5 March 2010 be confirmed.
179. REPORTS OF THE CHIEF FIRE OFFICER 179.1 CFA Terms of Reference 2010/11 The Head of Corporate Support highlighted the revised and updated draft Terms of Reference which were outlined at Appendix 1 of the report. She explained that the Terms of Reference have been updated and reviewed in line with the principles as outlined in CIFPA/SOLACE Good Governance in Local Government.
The Head of Corporate Support outlined the principles revisions as:
Executive Committee. The Executive and Policy Committees have been combined with clearly defined Terms of Reference for recommendations and delegated powers. Tenders Committee now includes the opening, registering and accepting of tenders received for the North East Fire and Rescue Authorities Collaborative PFI project. Standards Committee, ethical governance has been strengthened and the remit now includes the granting and supervision of exemptions from political restrictions in respect of all relevant authority posts. CFA POLICY COMMITTEE 07.05.2010
179.1 CFA Terms of Reference 2010/11 (cont)
Councillor Forster asked if the Executive Committee would still be able to make decisions under delegated powers. The Head of Corporate Support explained that the remit for the Executive Committee outlined which terms of reference they had delegated powers for and which were for recommendation only.
Councillor Forster requested clarification as to whether Members of the Standards Committee were provided with the opportunity of attending the Standards for England Annual Conference. The Head of Corporate Support confirmed that the offer had been made but that unfortunately Members were not available to attend.
RECOMMENDED: that the revised Terms of References be recommended for approval at the Annual General Meeting of the Fire Authority on 4 June 2010.
179.2 Review of Delegation Scheme The Deputy Legal Adviser stated that Cleveland Fire Authority is unable to make every decision itself and therefore has specific statutory powers, under the Local Government Act 1972, to delegate decisions to Committees and Officers. The existing Scheme was approved by the Fire Authority on 5 June 2009. CIPFA/SOLACE ‘Delivering Good Governance in Local Government (Guidance Note) states that the Authority’s local code should reflect the requirement for authorities to:
Set out a clear statement of the respective roles and responsibilities of other authority members, members generally and senior officers Determine a scheme of delegation and reserve powers within the constitution, including a form schedule of those matters specifically reserved for collective decision of the authority, taking account of relevant legislation and ensure that it is monitored and updated when required.
The Deputy Legal Adviser confirmed that a review is currently being undertaken on the existing Delegation Scheme by the Authority’s Legal Adviser. Initial meetings have taken place with the Treasurer, the Chief Fire Officer and the Director of Corporate Services to develop a set of principles on which the review should take place. These are:
that the Scheme will reflect the delegated powers of the Authority’s Committees and its Officers; that the Scheme will reflect any new roles and responsibilities of Officers agreed during the year 2009/10; that the Scheme will reflect any new legislation that has emerged during 2009/10; that the Scheme will reflect more general than specific details of powers; that, in the case of Officers’ delegations, the Scheme will outline a distinction between ‘delegated officer’ (i.e. responsible officer) and ‘nominated officer’ (i.e. person who is nominated by the delegated officer to use the power);
2 CFA POLICY COMMITTEE 07.05.2010
179.2 Review of Delegation Scheme (cont)
that Members of the Policy Committee will be consulted informally on the Scheme prior to the CFA Annual General Meeting on 4th June 2010; that the Scheme will be taken to the CFA Annual General Meeting on 4th June 2010 for approval.
RECOMMENDED: that an informal meeting of the Policy Committee be arranged to enable consultation for the Delegation Scheme to take place prior to the CFA Annual General Meeting on 4 June 2010.
COUNCILLOR PETER PORLEY CHAIRMAN
3
AGENDA ITEM 6
CLEVELAND FIRE AUTHORITY
MINUTES OF EXECUTIVE COMMITTEE MEETING FRIDAY 7 MAY 2010
PRESENT: CHAIRMAN Councillor Porley – MIDDLESBROUGH COUNCIL STOCKTON ON TEES BOROUGH COUNCIL: Councillors O’Donnell, Woodhead REDCAR AND CLEVELAND BOROUGH COUNCIL Councillors Forster, Ovens PROPER OFFICERS: Treasurer, Assistant Legal Adviser BRIGADE OFFICERS: Chief Fire Officer, Head of Corporate Support APOLOGIES FOR ABSENCE Councillor Patterson
180. DECLARATIONS OF MEMBERS INTEREST It was noted no declarations of interest were submitted to the meeting.
181. MINUTES OF THE MEETING HELD 13 NOVEMBER 2009 RESOLVED - that the Minutes of the Executive Committee held on 13 November 2009 be confirmed.
182. TO RECEIVE THE REPORT OF THE DIRECTOR OF CORPORATE SERVICES 182.1 Invitation from the ‘Baggers’ Group The Chief Fire Officer informed Members that he had been invited to join the International ‘Baggers’ group located in the United States of America.
The Chief Fire Officer stated he was keen to maintain strong relationships with all partners and would like to take this opportunity to initially assess the value for money and the long term benefits to Cleveland Fire Authority of continuing working with the ‘Baggers’. The Chief Fire Officer had discussed this invitation with the Chair and Vice Chair of the Authority, who had agreed that he should attend the next ’Baggers’ meeting in the United States towards the end of the year to evaluate the benefits, and report his findings to a future Executive Committee meeting.
Councillor Forster stated that some years ago some CFA Members had gone to America with Officers, and the ideas and invaluable information gleaned from this visit had been instrumental in Cleveland Fire Brigade moving forward and being one of the top Brigades in the country.
CFA EXECUTIVE COMMITTEE 7 MAY 2010
182.1 Invitation from the ‘Baggers’ Group contd The Chief Fire Officer referred to the Co-responder scheme and the sharing of his specialist knowledge and experience in heart engagement with the ‘Baggers’ group. The Chief Fire Officer advised he had recently had a meeting with Simon Featherstone of the North East Ambulance Service to discuss the paramedic model and the involvement of the Brigade. Councillor Forster commented the first LGA meeting in London had had this as an agenda item. Councillor Forster had updated them on the progress made by Cleveland and it had been acknowledged that we were ahead of everyone else. The decision had been made to keep this as a standing LGA agenda item. The Chief Fire Officer stated a survey in Hampshire showed 51% of their calls were medical emergencies, a picture which was starting to emerge in this country and which put the Brigade in good stead for the future. Councillor Ovens commented she had looked at the figures for Guisborough and had realised how many lives are saved by the Fire Service being the first to arrive at an incident.
RESOLVED: (i) that Members endorsed the Chair and Vice Chair’s agreement for the Chief Fire Officer to attend the next Baggers meeting to be held in the United States of America towards the end of 2010 (ii) that the Chief Fire Officer present the findings to a future Executive Committee
183. LOCAL GOVERNMENT (ACCESS TO INFORMATION) (VARIATION ORDER) 2006 RESOLVED - That under Section 100(A) (4) of the Local Government Act 1972, the press and public be excluded from the meeting for the following items of business, on the grounds that it involves the likely disclosure of exempt information as defined in the paragraphs below of Part 1 Schedule 12A of the Local Government Act 1972 as amended by the Local Government (Access to Information)(Variation) Order 2006.
Minute Nos 184 and 186 - Paragraph 1 namely information relating to any individual
184. CONFIDENTIAL MINUTES OF THE MEETING HELD 13 NOVEMBER 2009 RESOLVED – that the Confidential Minutes of the Executive Committee meeting held on 13 November 2009 be confirmed.
185. TO RECEIVE THE REPORT OF THE CHIEF FIRE OFFICER 185.1 Business Continuity Management Survey. This report was withdrawn.
186. TO RECEIVE THE REPORT OF THE TREASURER 186.1 Performance Schemes for the Chief Fire Officer and Brigade Directors The Treasurer outlined the report to Members.
COUNCILLOR P PORLEY CHAIRMAN
2 AGENDA ITEM 7.1 CLEVELAND FIRE AUTHORITY
Title BUSINESS REPORT 2010/11
Meeting Cleveland Fire Authority Date 4 June 2010
Report of the Legal Adviser Decision Req’d Yes Delegated Powers N/A
1. PURPOSE OF REPORT
1.1 To approve the Corporate Governance framework as outlined at Appendix A – E.
2. RECOMMENDATIONS
2.1 That the Corporate Governance Framework principles as outlined in paragraph 3 be approved.
2.2 That the Constitution and Governance arrangements outlined in paragraph 4 and Appendix A be approved. The Standing Orders at paragraph 4.5 are subject to the appropriate variation under Standing Order No. 27, any motion to add to, vary or revoke these standing orders other than for the purpose of compliance with any statutory requirement shall when proposed and seconded stand adjourned without discussion to the next ordinary meeting of the Authority.
2.3 That Members nominate and appoint the membership of the committees as outlined at paragraph 4 and Appendix A and B.
2.4 That Members nominate and appoint the membership to Outside Bodies as outlined at paragraph 5 and Appendix B and C.
2.5 That the Role of CFA Members as outlined at paragraph 6 and Appendix D be approved
2.6 That Members nominate and appoint the Member Champions and Community Leaders as outlined at paragraph 6 and Appendix B & D.
2.7 That Members endorse and comply with the Ethical Governance Framework of the Authority as outlined at paragraph 7 and Appendix E.
3. CORPORATE GOVERNANCE FRAMEWORK
The following principles have been applied to the corporate governance framework:-
3.1 At the CFA meeting on 18 March 2005, Members agreed in principle that the rotation of the Chair and Vice Chair should be every two years to ensure business continuity.
BUSINESS REPORT 2010/11 4 June 2010
The proposed rotation is as follows:
Chair Vice Chair 2010/11 & 2011/12 Stockton on Tees Hartlepool 2012/13 & 2013/14 Hartlepool Redcar and Cleveland 2014/15 & 2015/16 Redcar and Cleveland Middlesbrough 2016/17 & 2017/18 Middlesbrough Stockton on Tees
3. CORPORATE GOVERNANCE FRAMEWORK continued
3.2 Informal briefing Meetings to discuss current issues to be held with all Authority Members prior to full Cleveland Fire Authority Meetings.
3.3 Chair and Chief Fire Officer informal briefings to be held on a regular basis, the frequency of which is at the Chair’s discretion.
3.4 A Member of a Non Controlling Group to be nominated as Chair of the Overview and Scrutiny Committee or Audit and Governance Committee.
3.5 At the recommendation of the Policy Committee, the Executive and Policy Committees have been combined and will be known as the Executive Committee, with clearly defined remits. It is recommended good practice that Members of the Executive Committee should not form part of the Appeals, Audit and Governance or Overview and Scrutiny Committees membership.
3.6 Members of the Overview and Scrutiny Committee are also recommended to be independent of the Audit and Governance Committee (CIPFA/SOLACE Delivering Good Governance in Local Government).
3.7 The Authority is committed to having an effective ethical governance framework which details its responsibilities and governance arrangements. The Committee structures and remits have been updated and strengthened in line with the “Delivering Good Governance in Local Government” paper published by The Society of Local Authority Chief Executive’s (SOLACE) and the Chartered Institute of Public Finance and Accountancy (CIPFA). Following the introduction of the Comprehensive Area Assessments on 1 April 2009 a new Performance Framework was established to assist the Authority in measuring, monitoring and focusing on the right things to deliver improvements in service delivery.
4.0 CONSTITUTION AND GOVERNANCE
Members are requested to consider and approve the following arrangements detailed within the Constitution and Governance (Appendix A):-
4.1 CFA Membership 2010/11 – awaiting nominations from three of the constituent councils – to follow.
4.2 Calendar of Meetings 2010/11 – additional meetings of all Committees may be called in consultation with the Chair and/or Vice Chair of the Committee and the Director of Corporate Services/Clerk to the Authority. 2
BUSINESS REPORT 2010/11 4 June 2010
4.3 Terms of Reference – details the terms of reference, delegated powers and membership of the Authority and its committees. Members are requested to nominate and appoint the Membership to the Committees as outlined at Appendix B.
4.4 Committee Structure – details the process of the implementation of policies of the Authority.
4.5 Delegation Scheme – the Scheme has been reviewed and revised by the Authority’s Legal Adviser and Monitoring Officer in conjunction with the Chief Fire Officer, Treasurer and Director of Corporate Services against an agreed set of principles outlined in a paper to the Policy Committee on 7th May 2010. At this meeting it was also agreed that a further informal meeting of the Policy Committee be arranged to enable Members to be consulted on any proposed revisions to the Scheme prior to it being presented to the Fire Authority for final approval on 4th June 2010. As such, on 21st May 2010 Members of the Policy Committee were fully consulted on the revisions being proposed:
In general, the Scheme has been revised to reflect: best practice from research of other Fire and Rescue Services’ delegation schemes; ensure that it is future proofed in relation to new ways of working; the principles set out at the Policy Committee; the distinction between the responsibilities of the Authority and the Chief Fire Officer; any new roles and responsibilities of Officers agreed during the year 2009/10; any new legislation that has emerged during 2009/10; more general than specific details of powers.
In addition, in the case of Officers’ delegations, it outlines a distinction between ‘delegated officer’ (i.e. responsible officer) and ‘nominated officer’ (i.e. person who is nominated by the delegated officer to use the power).
More specific key revisions are outlined below: Page 2: Now reflects linkage to good practice; Page 3: Clarification has been given to the terms used for officers (authorised officers, statutory officers, proper officers); it is proposed that, for the purpose of the Scheme, the Chief Fire Officer; the Treasurer; the Legal Adviser and Monitoring Officer and the Director of Corporate Services be referred to as the Authority’s ‘authorised officers’; Page 3: Better clarifies the distinction between the responsibilities of the Authority and those of the Chief Fire Officer; Page 4: Better clarifies procedures and reporting lines. In Annex 1, apart from the more general amendments mentioned above, Members attention is drawn to the revised limits in power 3.4 (from £330K to £500K); and in power 5.4 (from £10,000K to £50,000K) and the new delegation proposed at 7.4.
Following detailed discussions, Members of the Policy Committee recommended the Delegation Scheme for approval.
3 BUSINESS REPORT 2010/11 4 June 2010
4.6 Financial Procedure Rules have been updated to reflect the recent organisational changes and the financial limits increased at paragraph 3.5 and 5.3.
4.7 Standing Orders of the Authority are divided into the following two areas:
1 - Standing Orders in Respect of Proceedings – these have been reviewed and updated.
2 Contract Procedure Rules are currently being reviewed to reflect the current best practice.
Under Standing Order No. 27, any motion to add to, vary or revoke these standing orders other than for the purpose of compliance with any statutory requirement shall when proposed and seconded stand adjourned without discussion to the next ordinary meeting of the Authority
5. NOMINATIONS 2010/11
Members are requested to nominate and appoint to the following roles as outlined at Appendix A, B, C and D:
5.1 Appointment of Chair and Vice Chair – detailed at Appendix B
5.2 Appointment to Committees – detailed at Appendix A and B.
5.3 Outside Bodies – detailed at Appendix B and C
5.4 Member Champions – detailed at Appendix B & D
5.5 Fire Improvement Group and associated meetings – In 2005, Members and Officers established an improvement partnership with Merseyside and Staffordshire Fire Authorities with the aim of:
Sharing information and best practice at elected member and officer level and to develop initiatives and resources that will assist each Authority in implementing its improvement programme Work with national bodies to share notable and best practice across the wider fire and rescue service and public service sector
As a result of the success of the Group, Kent and West Yorkshire Fire and Rescue Services joined the Fire Improvement Group in 2009. The 2009/10 Cleveland Fire Authority Membership was the Chair, Vice Chair, Councillor Forster and Councillor Cooney. Members are asked to nominate the membership of the Fire Improvement Group as outlined at Appendix B.
4
BUSINESS REPORT 2010/11 4 June 2010
6. THE ROLE OF MEMBERS
Members are requested to approve the Member role descriptors as outlined at Appendix D, and nominate and appoint Members to the roles as outlined at Appendix B.
6.1 The Role of a Fire Authority Member.
6.2 Member role descriptors for each of the Authority’s Committees
6.3 Specific Roles for those Members holding positions of responsibility
6.4 Member Champions roles are aligned to the following 8 Priorities of the Authority:
Safer Communities Children and Young People Healthier Communities Employer of Choice Neighbourhoods Community Engagement and Partnerships Diversity Improvement and Value for Money
Leadership Champions have also been established in each of the four districts. Members and Directors meet on a regular basis throughout the year. The process and guidance for Member Champions is detailed within Appendix D.
7. ETHICAL GOVERNANCE
Members are requested to endorse the Ethical Governance Framework attached at Appendix E which includes:-
7.1 The Anti Fraud and Anti Corruption Strategy 7.2 Standards and Partners 7.3 Member Code of Conduct. 7.4 Register of Members Interests 7.5 Declaration of Gifts and Hospitality 7.6 Hearing Procedures for Standards Committee 7.7 Complaints Procedure for dealing with allegations of breach of the Members Code of Conduct.
PETER DEVLIN LEGAL ADVISER
5
BUSINESS REPORT 2010/11 4 June 2010
------BACKGROUND INFORMATION
Equality and Fairness Implications The Equality and fairness implications on the scheduling of authority meetings and was considered by the Authority on 27 March 2010.
Health and Safety Implications There are no health and safety implications.
Financial Implications The financial implications are budgeted for within the Authority’s 2010/11 Member budgets.
Risk Management Implications There are no risk management implications in respect of this report.
6 The Business Report reflects the following Strategic Priorities & Principles
AUTHORITY’S STRATEGIC PRIORITIES
The Business Report contributes to the achievement of the following strategic priorities:
being high performing and delivering value for money services keeping our communities safe from injury or harm as a result of fire, road traffic accidents or other major emergencies supporting children and your people to make positive contributions to their communities and enjoy fulfilling and healthy lifestyles contributing to the health and well-being of our communities contributing to the regeneration of our neighbourhoods and making them cleaner, greener and more pleasant places to live ensuring that people want to work for us, stay with us and develop to their full potential engaging with our communities and working in partnership to deliver better outcomes for local people creating the opportunity for everyone in Teesside to have the same life chances, access to our services and employment opportunities
CORE PRINCIPLES Extract from CIPFA/SOLACE “Delivering Good Governance in Local Government” .
1. Focusing on the purpose of the authority and on outcomes for the community and creating and implementing a vision for the local area 2. Members and Officers working together to achieve a common purpose with clearly defined functions and roles 3. Promoting values for the authority and demonstrating the values of good governance through upholding high standards of conduct and behaviour 4. Taking informed and transparent decisions which are subject to effective scrutiny and managing risk 5. Developing the capacity and capability of members and officers to be effective 6. Engaging with local people and other stakeholders to ensure robust public accountability
SUPPORTING PRINCIPLES Extract from the CIPFA/SOLACE “Delivering Good Governance in Local Government
“The local code should reflect the requirement for authorities to”:
1. a) exercising strategic leadership by developing and clearly communicating the authority’s purpose and vision and its intended outcomes for citizens and service users b) ensuring that users receive a high quality of service whether directly, or in partnership, or by commissioning c) ensuring that the authority makes best use of resources and that tax payers and service users receive excellent value for money 2. a) ensuring effective leadership throughout the authority and being clear about executive and non-executive functions and of the roles and responsibilities of the scrutiny function b) ensuring that a constructive working relationship exists between authority members and officers and that the responsibilities of authority members and officers are carried out to a high standard c) ensuring relationships between the authority and the public are clear so that each knows what to expect of the other 3. a) ensuring authority members and officers exercise leadership by behaving in ways that exemplify high standards of conduct and effective governance b) ensuring that organisational values are put into practice and are effective 4. a) being rigorous and transparent about how decisions are taken and listening and acting on the outcome of constructive scrutiny b) having good-quality information, advice and support to ensure that services are delivered effectively and are what the community wants/needs c) ensuring that an effective risk management system is in place d) using their legal powers to the full benefit of the citizens and communities in their area 5. a) making sure that members and officers have the skills, knowledge, experience and resources they need to perform well in their roles b) developing the capability of people with governance responsibilities and evaluating their performance, as individuals and as a group c) encouraging new talent for membership of the authority so that best use can be made of individuals’ skills and resources in balancing continuity and renewal 6. a) exercising leadership through a robust scrutiny function which effectively engages local people and all local institutional stakeholders, including partnerships, and develops constructive accountability relationships b) taking an active and planned approach to dialogue with and accountability to the public to ensure effective and appropriate service delivery whether directly by the authority, in partnership or by commissioning c) making best use of human resources by taking an active and planned approach to meet responsibility to staff.
7 APPENDIX A
CONSTITUTION AND GOVERNANCE
2010/11
1 2 CONTENTS
4.1 CFA Membership
4.2 Calendar of Meetings
4.3 Terms of Reference of Cleveland Fire Authority and its meetings
4.4 Committee Structure
4.5 Governance Arrangements – Delegation Scheme
4.6 Financial Procedure Rules
4.7 Standing Orders
1 - For the Regulation of Proceedings and Business
2 - Contract Procedure Rules
3 4 ITEM 4.1
CFA Membership 2010/11
Awaiting confirmation from 3 Local Authorities, to be circulated at the meeting
5 6 CLEVELAND FIRE AUTHORITY MEETINGS - 2010/11
Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
Cleveland Fire Authority 4 30 24 26 28 4 25 10 AGM AGM Wed Executive Committee 25 2 3 5 7 4 20 29
Standards Committee 13 1
Audit and Governance Com 25 6 12 11 11 27 Wed 29
Overview & Scrutiny Committee 23 8 10 18 15
INFORMAL MEETINGS OF THE AUTHORITY
Joint Consultative Committee 9 29 21 29
Safer Partnership Briefings 13 22 14 8
Cleveland Fire Authority meetings commence at 2.00pm with the exception of Audit and Governance and Safer Partnerships which commence at 11.00am
Please contact the Democratic Services Department to confirm the times of the Committees meetings on 01429 874076 ITEM 4.2
24 May 2010 6
Updated May 2010 8 ITEM 4.3 TERMS OF REFERENCE AND DELEGATED POWERS
CLEVELAND FIRE AUTHORITY
23 Members : Cllrs
Quorum - 8 Members Meets – Bi Monthly Principle Remit: To set the Strategic Vision and Direction of the Authority
Strategic
1. To set the vision and strategic direction of the Authority through in depth consideration and approval of the Authority’s Strategic and Integrated Risk Management Plans.
2. To ensure the views of the community, partners and constituent councils are taken into account and that they are kept fully informed of the Authority’s plans.
3. To keep under review the corporate identity of the Authority, and its relations with the media
4. To take all necessary steps (including the adoption of policies, schemes or plans and the publication of documents and notices) to comply with the statutory duties of the Authority.
5. To support and promote the creation of appropriate partnership arrangements
6. To establish and maintain an effective role in the Regional Management Board and any other appropriate regional initiatives that confer benefit on the Cleveland community.
7. To consider matters related to the delivery of the North East Regional Control project.
8. To consider and approve the Fire and Rescue Service PFI programmes.
Financial
9. To consult on, and set the Authority’s revenue and capital budgets.
10. To comply with the International Financial Reporting Standards (IFRS).
11. To consider and approve the Treasury Management Policy and Strategy
12. To receive the Annual Governance Statement (delegated to Executive Committee).
13. To consider and keep under review the Authority’s discretions under the Local Government Pension Scheme (LGPS)
Updated May 2010 9
Risk and Performance
14. To consider and keep under review the Authority’s corporate risk management and register of corporate risks.
15. To establish efficient and effective corporate governance, risk and performance management frameworks for the Authority including audit and scrutiny arrangements.
Governance
16. To appoint statutory and other officers of the Authority (delegated to the Executive Committee).
17. To make arrangements for making urgent decisions where it is not practicable to hold a full meeting of the Authority.
18. To receive reports from the Executive Committee when powers of the Authority have been used in urgent matters where it was not practicable to call a meeting of the Authority.
19. To establish appropriate Member forums relating to the opening of tenders, Member Standards, Member Development and staff appeals.
20. To ensure effective liaison arrangements with trade unions are established and maintained.
21. To consider and make decisions on reports (including Forward Work Programmes) from the Overview and Scrutiny, Audit and Governance, Member Development and Standards Committees.
22. To receive minutes of Executive, Standards, Appeals and Tender Committees.
23. To promote Local Democracy arrangements and review the effectiveness, structure and remit of committees.
24. To receive reports from the Audit Commission.
25. To receive the reports of the Brigade Managers, Proper Officers and Chairs.
26. To take whenever possible, an active role in the pursuit of shared priorities in the planning of Local Area Agreements.
27. To receive consultation documents both nationally and regionally (delegated to the Executive Committee).
28. To receive information regarding the Firebuy tendering process.
29. To agree Member attendance at external events.
30. To be collectively responsible for:
a. ensuring that Authority has a Health and Safety Policy which requires that the staff employed there, meet all relevant statutory requirements.
Updated – 24 May 2010 10
b. Accepting responsibility for the provision of adequate funding to enable the Brigade to fulfill its statutory health and safety duties.
c. For delegating professional responsibility to its Brigade Managers who will ensure that assessments are made in pursuit of safe systems of work, complemented by the provision of safe places of work for all staff and others who may be affected by our actions. (from H & S policy)
Updated – 24 May 2010 11
EXECUTIVE COMMITTEE (4:1:1:1) To include the Chair and Vice Chair
7 Members : Cllrs Delegated Powers – See Quorum - 4 members Meets Bi-monthly below Principle Remit: To make recommendations to the Authority on major strategic issues, policy formulation and use the Delegated Powers as outlined below
1. To consider and make recommendations to the Authority on:
a) Priorities for action within the Strategic and Integrated Risk Management Plans consistent with the Authority’s Strategic priorities and objectives, national priorities and available resources. b) The annual revenue and capital budgets of the Authority c) The Authority’s register of corporate risks d) Proposals for major changes to service delivery e) Reviews of Brigade Core Policies and Plans f) Evaluation of proposals to increase service delivery at a regional level
2. To keep under review the Authority’s role in the Regional Management Board and NE Regional Control Centre (LACC).
3. To champion and evaluate the Business and Corporate Risk Register and Risk Management framework.
4. To receive and note Core Strategies in relation to the Authority’s Strategic direction.
5. The appointment of the Chief Fire Officer.
6. To periodically review its own effectiveness and report the findings to the Authority.
Delegated Powers
7. To appoint Brigade Directors.
8. To assess and determine the local pay and conditions and performance of Brigade Managers.
9. To consider any matters concerning an industrial dispute with Trades Unions.
10. To undertake any function of the Authority where an urgent decision is required and where it would not be practicable to call a meeting of the Authority, subject to
a. Agreement by the Director of Corporate Services that the matter is urgent (and) b. A report to the next scheduled Authority meeting setting out the reason for the urgency and the decision reached.
Updated – 24 May 2010 12
11. To appoint and approve the terms and conditions of employment of the Legal Adviser, Deputy Legal Adviser, Treasurer and Deputy Treasurer.
12. To approve the Statement of Accounts and Annual Governance Statement.
13. To appoint Independent persons serving on the CFA Standards Committee.
14. To consider disciplinary issues and grievances in respect of those Officers appointed by the Executive Committee.
15. To consider an appeal against cases of dismissal relating to all Brigade staff as outlined within the Grievance and Disciplinary Procedure.
16. To consider and approve all matters regarding the governance of the Fire and Rescue Service Private Finance Initiative Programme.
17. To receive and respond to consultation documents both nationally and regionally on behalf of the Authority.
18. To approve Overseas Travel.
Updated – 24 May 2010 13
AUDIT AND GOVERNANCE COMMITTEE (4:1:1:1) No Executive or Overview and Scrutiny Members to be included (Chair to be from a Member of a Non Controlling Group if O & S Committee Chair from a member of the controlling group)
7 Members : Cllrs Delegated Powers – None Quorum - 4 members Meets - Quarterly Principle Remit: Provide independent assurance of Performance and risk management framework and associated control environment. Scrutiny of financial and non financial performance issues
To consider and report as necessary to the Cleveland Fire Authority in relation to :-
Performance and Monitoring
1. The Authority’s performance year on year and again targets in relation to organisation and area performance and in relation to achievement of Authority Strategic priorities and objectives.
2. The scrutiny of financial, performance and risk monitoring against service objectives and targets, to link up physical performance and service costs to facilitate scrutiny of value for money and assist in the redirection of resources to improve performance, efficiency and effectiveness.
3. The development of a Scrutiny Process to accommodate LAA outcomes.
4. To monitor, challenge and review the effectiveness of the Authority’s policies, strategies, plans and performance, data quality; risk and corporate governance framework and risk register.
5. Driving improvement and scrutiny of Partnership arrangements and action plans.
6. Monitoring of data quality.
Governance
7. To scrutinise and recommend to the Cleveland Fire Authority the Annual Governance Statement. (delegated to Executive Committee)
8. To ensure that there are effective relationships between external and internal audit, inspection agencies and other relevant bodies and that the value of the audit process is actively promoted.
9. To receive the quarterly Audit Commission Audit Progress Report
10. The review of the Anti Fraud and Anti Corruption Strategy
11. To periodically review its own effectiveness and report the findings to the Authority
Updated – 24 May 2010 14
Financial
12. Review of efficiency savings and formulation of recommendations to the Authority on the redirection of resources.
13. Scrutiny of the Annual Audit letter and other Audit Commission and Internal Audit reports and monitoring of achievements against any action plans and recommendations.
14. Agree the Annual Internal Audit Plan and scrutiny of the Internal Audit Annual Report.
15. Monitoring implementation of Integrated Financial Reporting Standards (IFRS) arrangements to secure compliance.
16. Monitoring of Treasury Management and scrutinise the Treasury Management Strategy prior to CFA approval.
The Audit and Governance Committee have adopted the following CIPFA Statement of Purpose and the Core Functions as outlined in the CIPFA/SOLACE guidance which has been built into the remit of the Committee.
“The purpose of an audit committee is to provide independent assurance of the adequacy of the risk management framework and the associated control environment, independent scrutiny of the authority’s financial and non-financial performance to the extent that it affects the authority’s exposure to risk and weakens the control environment and to oversee the financial reporting process”
Updated – 24 May 2010 15
OVERVIEW & SCRUTINY COMMITTEE (4:1:1:1) No Policy or Audit and Governance Members to be included (Chair to be from a Member of a Non Controlling Group if A & G Committee Chair from a member of the controlling group)
7 Members : Cllrs, Brigade Professional Advisers Delegated Powers – None Quorum - 4 members Meets bi-monthly Principle Remit: Conduct scrutiny reviews in accordance with approved programme
1. To prepare and submit to the Authority for approval an annual programme of independent scrutiny reviews of service delivery
2. To conduct scrutiny reviews in accordance with the approved programme supplemented by additional projects that may arise.
3. To monitor, challenge and review the implementation and effectiveness of the policies and plans of the Brigade and their relationship with other Brigade Plans and policies and partnership arrangements including the implementation of the Integrated Risk Management Plan (IRMP), risk management framework, CPA Self Assessments and Best Value Assessments.
4. To call witnesses and receive evidence as appropriate for each review.
5. To prepare a report following each review, setting out conclusions and recommendations for submission to the Authority.
6. To review periodically the response of Brigade Managers to completed reviews.
7. To undertake investigations as a result of a Request for a Review.
8. To undertake external visits as part of the Scrutiny Review.
9. To periodically review its own effectiveness and report the findings to the Authority.
Updated – 24 May 2010 16
TENDERS COMMITTEE (2:1) To include the Chair and/or Vice Chair
3 Members : Cllrs Delegated Powers – See below Quorum - 2 members Meets Ad hoc
1. To have and to exercise the powers of the CFA to compile tender lists, to open tenders and to accept the most suitable.
2. To open and register Tender documents received for the North East Fire & Rescue Authorities Collaborative PFI Project.
3. To accept the most suitable tender for the North East Fire and Rescue Authorities collaborative PFI Project.
4. To periodically review its own effectiveness and report the findings to the Authority.
Updated – 24 May 2010 17
STANDARDS COMMITTEE (2:1:1) To be chaired by an Independent Person Members recommended to have Standards Committee experience
4 Members : Cllrs 3 Independent Persons Mr J B Gray, Mr R Dennis, Mr K Kelly Delegated Powers - None Quorum - 2 members Meets Bi-Annually 1 Ind Person
The remit and delegated powers of the Committee are as follows:-
1. To advise the Authority on a code of conduct and the Anti Fraud and Anti Corruption Strategy, monitoring its operation, effectiveness and any subsequent revisions.
2. To promote good ethical governance and maintain high standards of conduct for members and assist them in observing the Code.
3. To provide advice, guidance and training on ethical standards issues.
4. To consider matters referred to them by the Authority or the Standards for England (Strategic Regulator).
5. To prepare and submit to the CFA an Annual Standards report
6. Any other such functions incorporated within the Local Government Act 2000 and which the Authority consider appropriate.
7. Grant dispensation to the Elected Members from requirements relating to interests set out in the Members Code of Conduct.
8. Dealing with the grant and supervision of exemptions from political restrictions in respect of all relevant Authority posts. (Local Democracy, Economic Development and Construction Act 2009)
9. To recommend changes to the Authority in relation to the promotion and maintenance of high ethical standards within the Authority.
10. To monitor the operation of the Anti Fraud and Anti Corruption Policy.
11. To raise issues of governance at its discretion.
12. To periodically review its own effectiveness and report the findings to the Authority.
Updated – 24 May 2010 18
STANDARDS ASSESSMENT SUB COMMITTEE To be Members of the Standards Committee To be chaired by an Independent Person
2 Members : 1 Independent Person Delegated Powers - None Quorum - 3 members Meets Ad hoc
The remit and delegated powers of the Standards Assessment Sub Committee are as follows:
1. To hear initial assessment
STANDARDS REVIEW SUB COMMITTEE To be Members of the Standards Committee To be chaired by an Independent Person Not to include any Members or Independent Persons involved in Standards Assessment Sub Committee hearing.
2 Members : 1 Independent Person Delegated Powers - None Quorum - 3 members Meets Ad hoc
The remit and delegated powers of the Standards Review Sub Committee are as follows
1. To review the initial assessment decision.
Updated – 24 May 2010 19
APPEALS COMMITTEE (4:1:1:1) Not to include Executive Members
7 Members : Cllrs Delegated Powers – See below Quorum - 4 members Meets ad hoc Principle Remit: Hear Appeals concerning Executive Committee decisions
1. To have and to exercise the powers of the CFA in hearing Appeals from the following Officers:-
Brigade Managers Legal Adviser Deputy Legal Adviser Treasurer Deputy Treasurer
Concerning any decision by the Executive committee relating to
Pay Conditions of Service Grievance Disciplinary
Updated – 24 May 2010 20
JOINT CONSULTATIVE COMMITTEE (4:1:1:1) To include Chair and/or Vice Chair Additional meetings can be called with the approval of the Chair and Vice Chair of the JCC and the Director of Corporate Services.
7 Members : Cllrs 8 Trade Union Repns (3 FBU : 1 Unison : 1 FOA : 1 APFO : 1 RFU : 1 GMB) Consultation Forum Only Informal Meeting Meets quarterly Principle Remit: Consult on the formulation of Authority strategies and policies.
1. To consult Trade Unions on the formulation of Authority strategies and policies, before final decisions are reached.
2. To act as a forum for Authority members and Trades Union representatives to discuss matters of mutual interest insofar as they affect the business of the Cleveland Fire Brigade
3. To consider Trade Unions views on any significant amendments to existing policies.
4. The Chair alternates annually (CFA municipal years) between an Authority Member and a Trade Union Representative.
5. Where agreement cannot be reached in the JCC on any issue, alternative views be put forward to the appropriate Committee/Meeting as part of the decision making process.
6. Named staff representatives can call additional meetings with the approval of the Chair and Vice Chair and Director of Corporate Services.
7. To periodically review its own effectiveness and report the findings to the Authority.
Updated – 24 May 2010 21
MEMBER DEVELOPMENT GROUP (4:1:1:1)
7 Members : Cllrs Delegated Powers – No Quorum - 4 members Meets - ad hoc Principle Remit: Make recommendations to CFA regarding Members roles and responsibilities
1. To consider and make recommendations to the CFA on issues regarding Member Development.
2. To consider and make recommendations to the CFA on the review of members roles and responsibilities.
3. To regularly review how the Authority conducts its business in terms of when and where meetings are held based on a clear understanding of diversity, so that elected member or potential members are able to take part in the democratic process.
4. To regularly assess and ensure member development opportunities are available to all members including those with work and family commitments to enhance worklife balances and citizenship.
5. To ensure that member development training and development opportunities have well defined and focussed objectives and effectively evaluate and identify areas for improvement.
6. To consider and encourage joint development opportunities for elected member and external development and identify areas for improvement.
7. To consider the formulation, implementation and monitoring of Member Development strategies.
8. To consult and liaise with the Standards committee on training for members relating to the Code of Conduct, Ethical Standards and related issues.
9. To periodically review its own effectiveness and report the results to the Authority.
Updated – 24 May 2010 22
PARTNERSHIP BRIEFINGS The 4 Members who represent CFA on their constituent Council Safer Partnership forums
4 Members : Cllrs Brigade Officers and District Managers Consultation Forum Only Informal Meeting Meets quarterly
1. To share best practice with other Members and Officers attending Safer Partnership Forums.
2. To invite relevant members from district councils to discuss community safety issues.
3. To periodically review its own effectiveness and report the findings to the Authority.
Updated – 24 May 2010 23
INDEPENDENT REMUNERATION PANEL
4 Independent Persons (one person from the Independent Remuneration panels of Hartlepool, Middlesbrough, Redcar & Cleveland and Stockton – appointed by their constituent council) Treasurer and Head of Planning and Democratic Services Delegated Powers - No Quorum – 3 Ind Persons Meets ad hoc
To make recommendations to the Cleveland Fire Authority regarding:-
1. On the amount of basic allowance that should be payable to its elected members.
2. On the responsibilities or duties which should lead to the payment of a special responsibility allowance (SRA) and as to the amount of such an allowance.
3. The duties for which a travelling and subsistence allowance can be paid and as to the amount of this allowance.
4. Whether any allowance should be backdated to the beginning of a financial year in the event of the scheme being amended.
5. Whether annual adjustments of allowance levels may be referred to an index and if so, for how long such a measure should run.
6. Whether Members are to be entitled to pensions in accordance with a scheme made under section 7 of the Superannuation Act 1972.
7. Whether to treat basic allowance and special responsibility allowance as amounts in respect of which such pensions are payable.
Updated – 24 May 2010 24
ITEM 4.4
COMMITTEE STRUCTURE DECIDING AND IMPLEMENTING POLICY
External Influences
EXECUTIVE COMMITTEE
Draft Policy
Other Other Consultees Consultees
JCC
Comments
EXECUTIVE COMMITTEE
Recommended Policy
CFA
Implementation
MANAGEMENT TEAM
Partners Workforce Partners
Accepted Not Accepted Disputed (negotiable issues only)
Policy Delivered Policy Delivered Disputes Procedure (but potential reference to scrutiny)
Updated – 24 May 2010 25
COMMITTEE STRUCTURE
Cleveland Fire Authority 23 Members
Consultation Good Practice
Joint Consultative Member Committee Development 7 Members Group 7 members
Strategic Direction Challenge Governance & Monitoring
Executive Committee Overview & Scrutiny Standards 7 Members Committee Committee 7 Members 7 Members
Audit & Governance Appeals
Committee Committee
7 Members 3 Members
Tenders Committee 3 Members
Updated – 24 May 2010 26 ITEM 4.5
Corporate Governance Framework
Delegation Scheme
June 2010
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Cleveland Fire Authority’s Delegation Scheme reflects the following core principles, strategic priorities and guidance:
Authority’s Strategic Plan: This delegation scheme contributes to the achievement of all of the Authority’s strategic priorities and objectives.
Core Principle: ‘Members and Officers working together to achieve a common purpose with clearly defined functions and role’s’
Extract from the CIPFA/SOLACE “Delivering Good Governance in Local Government (Guidance note)” . Section 5 - Schedules to assist in putting principles into practice
CIPFA/SOLACE Guidance: ‘The local code should reflect the requirement for authorities to’:
Set out a clear statement of the respective roles and responsibilities of other authority members, members generally and senior officers.
Determine a scheme of delegation and reserve powers within the constitution, including a formal schedule of those matters specifically reserved for collective decision of the authority, taking account of relevant legislation and ensure that it is monitored and updated when required.
Extract from the CIPFA/SOLACE “Delivering Good Governance in Local Government (Guidance note)”
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1. Introduction
1.1 In practical terms Cleveland Fire Authority is unable to make every decision itself and therefore has specific statutory powers under the Local Government Act 1972 to delegate decisions to Committees and Officers.
1.2 This Scheme of Delegation sets out the terms and limitations upon which the Authority has empowered its authorised officers namely the Chief Fire Officer, the Treasurer, the Legal Adviser and Monitoring Officer and the Director of Corporate Services to act on behalf of the Authority and to exercise delegated powers on behalf of the Authority pursuant to the statutory scheme set out in the Local Government Act 1972 and to all other enabling legislation including statutory instruments, regulations and orders.
1.3 The Authority has also delegated powers to its Committees and these are specified in the roles and responsibilities of those committees.
1.4 Insofar as is lawful for it to do so, the Authority will indemnify Officers acting bona fide in the exercise of the functions of the Authority in any case where proceedings may be taken against them in respect of acts done by them in the discharge or purported discharge of the functions delegated to them.
1.5 The authorised officers shall exercise any delegated powers by making decisions that are in compliance with the relevant approved policies and procedures of the Authority; expenditure decisions shall be in line with the standing orders and financial regulations of the Authority and within approved financial budgets.
1.6 The authorised officers may empower any other officer of the Authority for whom they are managerial responsible to make decisions and to take action on their behalf in connection with matters of day to day management and administration of the Authority subject to the other limitations of this scheme.
1.7 The Chief Fire Officer, Treasurer, Legal Adviser and Monitoring Officer and Director of Corporate Services are authorised to negotiate, conclude and execute on behalf of the Authority any document or agreement required to give effect to any decision taken by the Authority, Committee or Officer whether or not that decision specifically records such an authorisation, provided that where expenditure is authorised under the Financial Regulations, any documentation giving effect to that expenditure may be entered into by the Officer incurring the expenditure.
2. Responsibilities of the Authority and the Chief Fire Officer
2.1 The statutory duty to make provision under Part 2 of the Fire and Rescue Services Act 2004 (“the Act”) for fire safety, fire fighting, action in respect of road accidents and other emergencies, together with other functions provided for in the Act is vested with the Cleveland Fire Authority. Thus, the Fire Authority has the overall control over the strategic direction, establishment, budget and functions of the Brigade as a body and over the acquisition, disposal and alteration of Brigade premises and appliances.
2.2 The Chief Fire Officer is the Chief Officer of the Brigade with direct responsibility to the Authority for the efficient operation of the Brigade. As such, it is essential that the Chief Fire Officer has all powers necessary for the discharge of that responsibility. The powers of the Chief Fire Officer should be such as to enable him to discharge his duties with certainty of his authority, whilst recognising and respecting the duty of the Fire Authority under the Act. The powers should, therefore, be such as to equip the Chief Fire Officer for:
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(i) the efficient operation of the Brigade in all its functions, both in respect of the statutory duties with regard to Fire Services and any other activities approved by the Fire Authority; and
(ii) all administrative and managerial activities incidental to the running of the Brigade, its equipment and premises.
2.3 Power (subject to the Financial Procedure Rules and the Contract Procedure Rules of the authority and the policies schemes and procedures of the Authority):
(i) to take any executive, administrative or operational action necessary for the efficient functioning of the Fire Brigade
(ii) to take any action necessary for the discharge by the Authority of their duties with regard to fire safety
(iii) to dispose of surplus, obsolete or otherwise unwanted equipment, vehicles, plant or materials of any description
(iv) to make awards to employees for long service
(v) to incur expenditure within the approved Revenue Budget provision
3. Procedure
3.1 The Authority discharges its statutory duties and responsibilities through its employees (the Brigade) and for this purpose delegates functions to the Chief Fire Officer and other Brigade Officers. In respect of all their duties, responsibilities and actions, the Chief Fire Officer, and Brigade Officers are accountable to the Authority who are entitled to require the Chief Fire Officer and any other Officer to report to, or consult, the Authority on any aspect of their duties, responsibilities and actions.
3.2 The Chief Fire Officer and the Chair of the Authority shall meet (together with such other members as the Chair shall from time to time direct) according to a programme agreed between them to enable the Chief Fire Officer to brief the Chair on issues touching upon the duties and functions of the Authority or otherwise of concern or interest to the Members of the Authority.
3.3 Except when urgent action is necessary, the Chief Fire Officer’s reports to the Authority will be submitted to a Chair/Chief Fire Officer meeting prior to referral to the Authority.
3.4 Where the Chief Fire Officer (and of any officer of the Authority) reports upon actions taken (or to be taken) under delegated powers (which for the purposes of this protocol includes specific authority of the Authority), the delegated power will be quoted.
3.5 Where the Chief Fire Officer proposes to exercise delegated powers other than in respect of the normal operations of the Brigade, he shall consult the Authority’s Legal Adviser and Monitoring Officer appointed under s.5 Local Government and Housing Act 1989 and Treasurer appointed under s151 of the Local Government Act 1972.
3.6 A meeting outside the agreed programme referred to in paragraph 2 above may be convened at any time at the request of the Chair, Chief Fire Officer, or any authorised officer of the Authority to discuss, clarify and, if possible, resolve any issues arising from the operation of this protocol.
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4. The Delegation Scheme
4.1 Cleveland Fire Authority’s Delegation Scheme is attached as Annex 1 to this document. It is structured into Sections of functional responsibility to allow individuals to easily reference the appropriate delegated powers. These Sections are:
Section 1: Operations and Fire Safety (Page 6) Section 2: Human Resources (Page 9) Section 3: Finance (Page 12) Section 4: Assets (Page13) Section 5: Legal (Page15) Section 6: Consultation (Page16) Section 7 Corporate Services (Page 17) Section 8: Partnerships (Page 17) Section 9: Other (Page 17)
4.2 The following abbreviations are used to represent the following officers CFO: Chief Fire Officer TRS: Treasurer LAMO: Legal Adviser and Monitoring Officer DCS: Director of Corporate Services DCP: Director of Community Protection DBWD: Director of Business and Workforce Development DTS: Director of Technical Services
4.3 A ‘nominated officer’ shall use the delegated power only in consultation with the relevant ‘delegated officer’
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1. Operations and Fire Safety Delegated Power Delegated Nominated Officer Officer 1.1 Public Safety CFO DCP To authorise firefighters and other employees or individuals as appropriate to exercise personally and directly any powers vested in the Authority under any legislation (including the Fire and Rescue Services Act 2004 and the Civil Contingencies Act 2004) and to authorise any such person to take any action authorised under legislative powers intended to secure the protection or rescue of human or animal life and/or to protect public safety generally and/or to protect property and/or the environment against threat or risk of harm in respect of which the Authority has a power or to prevent harm or mitigate loss and damage including action in connection with the prevention and suppression of fire, flood relief, other accidents and emergencies. 1.2 Fire Legislation CFO DCP To exercise the duties and powers of the Authority, including the powers of charging, entry, issue of licences, registrations, notices and certificates, maintenance of registers and the appointment of officers (including as inspectors), in respect of the following legislation and any Orders, Regulations or Statutory Instruments made under them as occasionally amended:
Fire And Rescue Services Act 2004; Civil Contingencies Act 2004 The Regulatory Reform (Fire Safety) Order 2005 (including appointment of inspectors under article 26 – Enforcement Order) Cleveland County Act Gambling Act 2005 Licensing Act 2003; Health and Safety at Work, etc., Act 1974; The Safety at Sports Grounds Act 1975; Local Government (Misc Provisions) Act 1982; The Fire Safety and Safety of Places of Sport Act 1987 Environment and Safety Information Act 1988; Dangerous Substances (Notification of Marking of Sites) Regulations 1990; Construction (Health, Safety and Welfare) Regulations 2007; Health and Safety (Safety, Signs and Signals) Regulations 1996; Management of Health and Safety Regulations 1999; The Regulation of Investigatory Procedures Act 2000; The Care Standards Act 2000; Fireworks Act 2003; Dangerous Substances and Explosive Atmospheres Regulations 2002
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1. Operations and Fire Safety Delegated Power Delegated Nominated Officer Officer 1.3 Fire Safety Legal Proceedings CFO DCP To institute any criminal or civil proceedings before a court of law or statutory tribunal as is considered appropriate for the purposes of implementing or enforcing any legislation which designates or empowers the Authority to take legal action as a relevant enforcement, licensing or regulatory control body. 1.4 Fire Safety Inspections CFO DCP To appoint inspectors for the purpose of discharging any functions relating to the investigation of offences and to the inspection of land premises and other sites and for the enforcement generally of any legislation which designates the Authority as the relevant enforcement, licensing or regulatory control body and to authorise and facilitate all such inspectors to exercise any powers granted by the by the legislation to the Authority and/or Inspectors appointed for such purposes 1.5 Fire Safety Enforcement CFO DCP To authorise the taking of any enforcement action (including the issue, amendment, cancellation or withdrawal of prohibition/improvement/stop/alteration notices etc) under any legislation which designates the Authority as the relevant enforcement, licensing or regulatory control body 1.6 Provision of Mutual Assistance and Reinforcement CFO in DCP (i) To enter into agreements with Durham and Darlington and North consultation Yorkshire Fire Authorities to provide mutual support and reinforcement with the under Section 13 and 16 of the Fire & Rescue Services Act 2004 (and LAMO and any amendment thereof) or other national agreement subject to the TRS requirements of the Cleveland Fire Brigade being given priority. (ii) To enter into agreement with any Fire and Rescue Authority in the United Kingdom to provide mutual support and reinforcement under Section 13 and 16 of the Fire & Rescue Services Act 2004 (and any amendment thereof) or other national agreement subject to the requirements of the Cleveland Fire Brigade being given priority. 1.7 Emergency Planning Functions CFO DTS Responsibility for the Authority’s Emergency Planning functions including all elements of Plan making and charging in relation to the manufacture and maintenance of Control of Major Accident Hazards (COMAH) Regulations 1999 and Pipelines Safety Regulations 1996 plans or other plans required by emergency planning legislation. 1.8 Collaboration with Ambulance Service CFO in DCP To enter into an agreement with the Ambulance Service NHS Trusts for consultation the siting of emergency paramedic vehicles at mutually agreed fire with LAMO stations within the Cleveland Fire Brigade Area and TRS 1.9 Working In, On or Near Water Policy CFO DCP To acquire such equipment as is necessary to safely implement the Policy
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2. Human Resources
Delegated Power Delegated Nominated Officer Officer 2.1 Appointment, Redeployment and Promotion of Employees CFO DBWD To appoint, redeploy and promote employees, with the exception of the Chief Fire Officer and the Brigade’s Directors (which is the responsibility of the CFA and Executive Committee respectively) and to issue contracts of employment. 2.2 Terms and Conditions of Service CFO DBWD (i) To agree on behalf of the Authority local conditions of service to supplement the National Joint Council for Local Authorities’ Fire Brigade Scheme of Conditions of Service (the “Grey Book”) and the National Joint Council for Local Government Services, Scheme of Conditions of Service (the “Green Book”). (ii)To make changes to conditions of service of the Authority’s employees, with the exception of the Chief Fire Officer and the Directors which is delegated to the Executive Committee, where these changes have been agreed either locally or nationally. Where there is no agreement, the matter will be forwarded to the Joint Consultative Committee or other appropriate body. (iii) To exercise on behalf of the Authority, any discretion afforded to the employer (but not exercised by the Authority) by the Grey Book and the Green Book. 2.3 Secondary Employment CFO DBWD To determine applications made by members of the Service to undertake secondary employment 2.4 Secondment of Staff CFO DBWD To agree fixed term secondments of staff to other organisations where no costs fall on the Authority. 2.5 Assimilation of Ranks to Roles – Integrated Personal CFO DBWD Development System To make determinations in respect of the assimilation of ranks to roles under the Integrated Personal Development System. 2.6 Job Evaluation Scheme CFO DBWD To administer the Job Evaluation Scheme for the Authority’s employees. 2.7 Contracted Hours and Working Patterns CFO DBWD To make adjustments to the number of contracted hours for specific employees and to vary working patterns, where this has been agreed with the employee and where financial implications are met within existing budgets 2.8 Career Breaks and Flexible Working CFO DBWD To make a determination in respect of requests for both career breaks and flexible working.
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2. Human Resources Delegated Power Delegated Nominated Officer Officer 2.9 Arrangements for Public and Concessionary Holidays CFO DBWD In consultation with the trade unions, to approve proposed arrangements for public and concessionary holidays 2.10 Students and Work Experience CFO DBWD To permit on a non remunerated basis students and others to undertake work experience activities within the Authority 2.11 Sick Leave and Pay CFO DBWD To determine or grant members of the service a further period of sick leave on full or half pay where appropriate on behalf of the Authority 2.12 Medical discharges CFO DBWD To authorise medical discharges as recommended by the Authority’s Medical Adviser 2.13 Voluntary Redundancy of Non-Uniformed Personnel CFO DBWD To make a determination in respect of approving requests for voluntary redundancy of non-uniformed personnel where their role or location of work, as specified in their contract of employment, has significantly changed. 2.14 Voluntary Early Retirement CFO DBWD To make compensatory awards in relation to the Local Government (Early Termination of Employment) (Discretionary Compensation) (England and Wales) Regulations 2000 2.15 The Occupational Pension Schemes (Internal Dispute CFO LAMO Resolution Procedures) Regs 1996 To hear stage one appeals. 2.16 Local Government and Firefighter Pension Schemes CFO in DBWD To exercise the Authority’s powers and duties under the LGPS and FPS consultation pensions legislation subject to policies approved by the Authority with TRS (except for Directors) 2.17 Local Government Pension Scheme CFO in DBWD (i) To make a determination where appropriate on gratuities for consultation employees covered by the Local Government Pension Scheme and to with the TRS release early payment of pension benefits in relation to redundancy, efficiency of the service or in accordance with Regulation 31 of the Local Government Pension Scheme. (ii) To exercise discretionary powers under Part V of the Local Government (Discretionary Payments) Regulations 1996 with regard to injury allowances.
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2. Human Resources Delegated Power Delegated Nominated Officer Officer 2.18 Firefighters’ Pension Scheme (i) To make a determination in respect of discretionary rules under the CFO DBWD Firefighters’ Pension Scheme 1992 Order; the Firefighters’ Pension Scheme (England) Order 2006 and the Firefighters’ Compensation
Scheme (England) Order 2006
(ii)To authorise the approval of members of the Firefighters’ Pension CFO in DBWD Scheme to count as pensionable service any absence as a result of consultation industrial action providing they pay the Authority the appropriate with TRS employer and employee pension contributions. 2.19 Ill-Health and Associated Matters CFO DBWD In efforts to reduce incidents of ill-health retirement to utilise any of the following: employ the services of an appropriate Medical and or Psychology consultants recommended by the Brigade Medical Adviser; the provision of medical treatment in cases where the Brigade Medical Adviser’s opinion is that it would increase the individual’s potential for continued employment; the provision of a physiotherapy service where such treatment would be delayed within the normal NHS channels; the provision of treatment to employees before they incur sickness absence. 2.20 Disciplinary Action CFO DBWD To discipline (including termination of employment of) all uniformed and non-uniformed personnel, other than those delegated to the Executive Committee, and to determine appeals against any decision in which he did not participate in accordance with the Authority’s agreed Discipline and Grievance procedures. N.B. Employers who have had disciplinary action taken against them will be given the opportunity to appeal. The final appeal stage against dismissal will not be subject to delegation and will be to the Executive Committee of the Fire Authority. 2.21 Industrial Action (i) To seek repudiation from the FBU of any industrial action that does CFO not comply with the legal process set out in the Trade Union and Labour Relations (Consolidation) Act 1992. (ii) To take any necessary measures to mitigate risk to the community CFO in in the event of a fire-fighters’ strike or any type of industrial action by consultation Authority employees and report such action and associated expenditure with LAMO to the Authority. and TRS CFO in (iii) To pursue the recovery of actual and necessary expenditure on consultation contingency arrangements with the Department of Communities and with LAMO Local Government and the Local Government Association. and TRS
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2. Human Resources Delegated Power Delegated Nominated Officer Officer 2.22 Legal Representation of Uniformed Staff in Relation to Road Traffic Act LAMO in DBWD consultation Offences with CFO
To administer the procedure for the legal representation of uniformed staff in relation to Road Traffic Act offences. 2.23 Local Government & Housing Act 1989 – Political Restrictions LAMO in DBWD To issue any certificate required under Section 3 of the Act and to consultation prepare and submit a list of politically restricted posts in respect of all with CFO employees and Joint Secretariat staff and to determine whether any and Chair posts should be added or deducted from the list of politically restricted posts. 2.24 Training, Conferences CFO DBWD To authorise the provision within the United Kingdom of training to employees, their attendance at conferences and seminars or at official meetings as representatives of the Authority (and/or of relevant related bodies) or the undertaking of special duties subject in the case of attendance at single conferences, seminars and meetings. 2.25 Employees Equipment and Resources CFO DBWD To authorise (where applicable subject to compliance with relevant conditions of service and/or approved schemes and procedures) the allocation of equipment and resources (including the provision of motor vehicles) to employees and the payment of or the reimbursement of fees and allowances to or on behalf of employees as appropriate for the effective/efficient discharge of their duties 2.26 Staff Suggestion Scheme CFO DBWD To make awards under the approved Staff Suggestion Scheme 2.27 Provision of Training to Other Organisations CFO DBWD In conjunction with the Treasurer, to set and review charges for the provision of all training to other organisations and to enter into specific training contracts where there is an identified benefit to the Authority
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3. Finance Delegated Power Delegated Nominated Officer Officer 3.1 Local Government Finance Act 1988 TRS DCS To exercise the CFA’s statutory powers and duties under the Local Government Finance Act 1988, in particular Section 114. 3.2 Accounts and Audit Regulations 1996 TRS DCS To exercise the CFA’s statutory powers and duties under the Accounts and Audit Regulations 1996 in relation to Internal Audit. 3.3 Insolvency Act 1986 TRS DCS To vote, under the Insolvency Act 1986, in any meeting of creditors in relation to either corporate liquidation, creditors voluntary arrangement, or personal bankruptcy matters. 3.4 Virement CFO in DCS To vire between detailed budgets within the detailed activities any consultation amount up to a max of £500k, provided that the original detailed budget with the TRS remains available to cover commitments attributable to that Budget Head. 3.5 Charging for Services CFO in DCS To determine charges for Special Services, Instructional Courses and consultation other services provided by the Fire Brigade or its Officers and to waive with the TRS such charges wholly or in part as appropriate 3.6 Insurance Claims CFO in DCS To negotiate appropriate insurances and to settle all claims on consultation insurance companies. with TRS 3.7 Debts TRS DCS (i) To refer to outstanding sundry debtor accounts to the Legal Adviser for recovery action. (ii) To write off debts which, in aggregate for any single debtor, doe not exceed £1,000, after all appropriate recovery procedures have been attempted including all outstanding debts subject to administrative bankruptcy or liquidation procedures where there is little or no prospect of payment. 3.8 Returned Cheques TRS DCS To determine the charge to the public for the Abstract of Accounts and where cheques have been returned to the CFA endorsed “refer to drawer”. 3.9 Prosecution and Fraud TRS and DCS To institute prosecution in detected fraud cases LAMO 3.10 Costs for Court Action TRS and DCS To levy reasonable costs for court action in relation to all debts due to LAMO the CFA and subject to legal recovery proceedings. 3.11 Leasing Agreements TRS DCS To negotiate and complete any necessary leasing agreements meeting the needs of the CFA.
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3. Finance Delegated Power Delegated Nominated Officer Officer 3.10 Loans and Investments TRS Deputy TRS (i) To make all arrangements for the proper administration of the CFA’s financial affairs including to negotiate and manage all loans to the CFA and to make any investments required for day to day cash management and borrowing, within limits set by CFA. (ii) To undertake borrowings and investments providing such are in accordance with the CFA Treasury Management Strategy and power to amend the strategy in emergency. 3.11 Statement of Accounts and Annual Governance Statement Treasurer Deputy To prepare the statement of accounts and annual governance Treasurer statement
4. Assets Delegated Power Delegated Nominated Officer Officer 4.1 Acquisition of Land and Buildings TRS in DTS To agree the terms and arrangements for the acquisition (whether by consultation purchase, lease or licence), of land and/or buildings required for with CFO Authority purposes. 4.2 Disposal of Land and Buildings TRS in DTS Where any land and/or buildings are no longer required for Authority consultation purposes then authority to agree terms and arrangements for the with CFO disposal of the property concerned. In all cases seeking appropriate professional valuation/estates and legal advice. 4.3 Estates Management CFO DTS To be responsible for the day to day management of the Authority’s estate including: 4.4 Letting of Authority Premises CFO in DTS (i)To determine requests received for the use of the Authority’s consultation premises by charitable organisations and to waive or vary charges in with the TRS appropriate circumstances or in circumstances where this is beneficial to the Authority; (ii) To automatically apply inflationary increases to the charges for the use of the Authority’s premises. 4.5 Protection and Sealing LAMO in DTS (i)To take any necessary action to protect the Authority’s interest in any consultation part of the Authority’s estate; with CFO
(ii) To sign or use the Authority’s seal on documents relating to dealings with the Authority’s Estate.
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4. Assets Delegated Power Delegated Nominated Officer Officer 4.6 Records LAMO in DTS Responsibility for the custody of all deeds and legal documents relating consultation to the Authority’s estate. with CFO 4. 7 Sale or Disposal of Obsolete Redundant Worn Out or Surplus CFO in DTS Equipment consultation To authorise the sale or disposal of obsolete, redundant or worn out or with the TRS surplus equipment subject to compliance with approved disposal procedures. 4.8 Estate Legal and Contractual Matters LAMO in CFO (i) To approve the service of Notices to Quit and such other notices and consultation formal demands which are deemed necessary to protect the interests of with CFO the Authority (ii) To agree the terms of letting of properties and facilities within the control of the Authority, with five year rent reviews, other than leases or agreements exceeding a term of ten years; (iii) To approve any revised rent fee, service charge or other sum payable under the terms of any lease, tenancy or licence agreement granted to the Authority; and Authority, with five year rent reviews, other than leases or agreements exceeding a term of ten years; (iv) To review and determine the rent fee, service charge or other sum payable under the terms of any lease, tenancy or licence granted by the Authority. (v) To determine applications for assignment, sub-letting or surrender of leases of land and premises managed by the Authority. (vi) To grant minor easements, wayleaves and rights of way. (vii) To agree the terms of any indemnity required in connection with the use of land or premises for Authority purposes; and (viii) To determine applications for variation or extension of business use contained in leases of land and premises managed by the Authority. (ix) To determine of applications for consent to alter or erect premises comprised in lease under the management of the Authority. (x) To grant annual licences to use rights of way over land managed by the Authority. (xi) To deal with routine matters with regard to the tenancies of residential dwellings to operational premises.
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4. Assets Delegated Power Delegated Nominated Officer Officer 4.9 Provision of Aid Outside the U.K. CFO in DTS To approve any requests for items of obsolete equipment and uniform consultation to be donated overseas if they are still useable and the initiative is with the considered appropriate and subject to the costs of transportation not LAMO being met by the Authority.
To sanction the use of Fire Service vehicles to transport aid to oversee countries where the cost of fuel for the vehicles will be borne by the aid organisers. Requests for the donation of fire appliance vehicles be considered only if: they are surplus to the Brigade’s requirements; the recipient country is widely accepted as being in need; the vehicle equipment would be used for Fire Service use only; the cost of shipment is not met by the Authority Subject to the above conditions being established, a maximum of two appliances be donated in any one year. In all cases where the value of the appliances/equipment is greater than the scrap value, authority be delegated to authorise their disposal
5. Legal Delegated Power Delegated Nominated Officer Officer 5.1 Conduct of Proceedings LAMO in CFO To institute, defend or participate in any legal proceedings in any case consultation where proceedings are necessary with regard to the Authority’s with CFO interests, statutory or common law functions in proceedings in Magistrates’ and Crown Courts or in any other judicial or quasi judicial proceedings including laying information, making complaints, signature of documents and otherwise representing the Authority. Where any document is to be signed by a Solicitor it shall be signed by the Authority’s Solicitor or such other Solicitor as may be instructed by the Treasurer to act for the Authority. 5.2 Representation in Legal Proceedings CFO CFO Exercising 5.1 above, authority may be by way of instructing the Authority’s Solicitor or his/her deputy (or such other Solicitor as instructed to act) or the Human Resources Director (only in the case of employment proceedings) to institute, defend, participate in or instruct Counsel in legal or employment proceedings in any court or tribunal as applicable. 5.3 Freedom of Information Act 2000 LAMO in DCS (i)To determine appropriate charges in respect of cases where the consultation costs incurred in providing information under the FOIA exceed £450. with CFO (ii) To take decisions about FOIA Appeals.
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5. Legal Delegated Power Delegated Nominated Officer Officer 5.4 Negotiation and Settlement of Claims LAMO in CFO (i) To negotiate and approve the settlement of claims by or against the consultation with CFO Authority up to a maximum of £50,000. Settlements above this limit are subject to the approval of the Authority.
LAMO in CFO (ii)To approve, in urgent circumstances, the settlement of any claim consultation exceeding £50,000. Details of the settlement to be reported to the next with CFO meeting of the Authority DCS LAMO
(iii) To seek Counsel’s opinion on any matters affecting the CFA’s affairs. (Cost to be notified to CFA in advance) LAMO in DCS consultation with CFO (iv) To institute proceedings for the recovery of property as a result of and Chair trespass or the breach of the terms of any lease or mortgage. LAMO DCS
(v)To take any legal action or steps necessary to give effect to action in respect of which any other Officer has resolved to exercise power delegated to him/her. LAMO DCS
(vii) To institute, withdraw, compromise or participate in any legal proceedings by or against the CFA or in which the CFA require to be represented and to instruct Counsel therein after consultation with the Chairman of the CFA where urgent action is necessary to protect or LAMO DCS represent the CFA’s interest or to discharge any statutory duty.
(viii) To register or record any contract easement right or privilege enjoyed by the CFA in respect of land. LAMO DCS
(ix) To vote in any meeting of creditors in relation to either corporate TRS in DCS liquidation, creditors’ voluntary arrangement or personal bankruptcy consultation matters under the Insolvency Act 1986. with LAMO
6. Consultation Delegated Power Delegated Nominated Officer Officer 6.1 Consultations CFO CFO (i) To respond to consultations on proposals affecting the Authority on operational matters. (ii) To respond to consultations on proposals affecting the Authority on CFO and/or CFO urgent matters LAMO and/or TRS 6.2 Code of Recommended Practice on Local Authority Publicity LAMO in To comply with the Code of Recommended Practice on Local Authority consultation Publicity. with CFO
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7. Corporate Services Delegated Power Delegated Nominated Officer Officer 7.1 Local Government (Access to Information) Act 1985 LAMO DCS To appoint as Proper Officer for the purpose of Local Government (Access to Information) Act 1985 ) 7.2 Local Government and Housing Act 1989 DCS To appoint as Proper Officer for the purpose of Section 15 of the Local Government Act 1989 (proportionality on Committees) 7.3 Code of Conduct LAMO DCS To implement and maintain a register of interests in accordance with the requirements of the Authority’s Code of Conduct 7.4 Attendance at Conferences DCS in To agree Member attendances at Conferences consultation with Chair and Vice Chair
8. Partnerships Delegated Power Delegated Nominated Officer Officer 8.1 Partnership arrangements CFO in DBWD (i) To enter, manage, terminate and invest in partnership arrangements consultation with such other bodies (both public and private) where they directly with the contribute to the aims, objectives and statutory functions of the LAMO and/or Authority. TRS (ii) To decline involvement, or withdraw from involvement, in partnerships that do not deliver benefits for the Authority or the community, or in cases where the costs of involvement outweigh the benefits.
9. Other Delegated Power Delegated Nominated Officer Officer 9.1 Actions of Matters of Urgency CFO, LAMO, Appropriate To act in matters of urgency, following consultation with Chair and Vice- TTRS Director Chair subject to: the action being in accordance with Authority policy; and details of the action being reported to the next available meeting of the Authority
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CFA Delegation Scheme: KW: Version 3: June 2010 44 ITEM 4.6
CLEVELAND FIRE AUTHORITY
FINANCIAL PROCEDURE RULES
Financial Procedure Rules are those rules that the Authority must have to govern all its financial affairs. These rules are required by law to ensure that large sums of public money are spent properly and wisely.
Financial Procedure Rules apply to all parts of the Authority, to Members and employees. Together with Standing Orders (Appointment, Terms of Reference and Delegated Powers of Committees and Scrutiny Groups) they form an integral part of the Authority’s Constitution.
The Treasurer is responsible for issuing and reviewing Financial Procedure Rules and advising upon their implementation and interpretation
June 2010 45
FINANCIAL PROCEDURE RULES
CONTENTS
INTRODUCTION AND GUIDANCE
1.1 Purpose 1.2 Format
SAFEGUARDING PUBLIC MONEY/ASSETS
2.1 Overview – Control Requirements – Statutory Basis 2.2 Internal Audit 2.3 External Audit 2.4 Banking Requirements 2.5 Cash Arrangements 2.6 Income and Recovery 2.7 Ordering and Paying for Goods and Services 2.8 Paying Staff and Members 2.9 Preventing Financial Irregularities 2.10 Assets, Stocks and Stores 2.11 Gifts and Hospitality 2.12 Partnership Arrangements
CORPORATE GOVERNANCE
3.1 Overview 3.2 Revenue Financial Plans 3.3 Monitoring of Revenue Income and Expenditure 3.4 Capital Financial Planning 3.5 Monitoring of Capital Income and Expenditure 3.6 Treasury Management 3.7 Risk Management and Insurance
FINANCIAL ADMINISTRATION
4.1 Overview 4.2 Financial Systems 4.3 Format of Accounts 4.4 Taxation 4.5 Budget Transfers & Contingencies
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FINANCIAL PROCEDURE RULES
1. INTRODUCTION AND GUIDANCE
1.1 Purpose
Cleveland Fire Authority by law is required to ensure that it has sound financial management policies, practices and controls in place which are strictly monitored. Financial Procedure Rules are an essential part of this control process.
The Financial Procedure Rules clarify responsibilities, accountabilities and powers of individuals, named officers and Members of the Authority in relation to financial administration. The Financial Procedure Rules are part of and inextricably linked with the Authority’s Constitution, e.g. Standing Orders, [Delegated Powers of Committees and Scrutiny Groups] and Member/Officer Codes of Conduct.
All Members and Officers have a general responsibility to protect the assets of the Authority under their control and ensure the proper use of those assets. The Treasurer is responsible for the financial administration arrangements within the Authority which includes a continuous review of Financial Procedure Rules and the issue of advice and guidelines to underpin those rules which Members, Officers and others acting on the Authority’s behalf are required to follow. The Chief Fire Officer, Director of Corporate Services and other Directors are responsible for ensuring that all staff are aware of their responsibilities under Financial Procedure Rules and other internal regulatory controls.
Failure to comply with Financial Procedure Rules could give rise to disciplinary action and employees have a duty to report apparent breaches of Financial Procedure Rules to an appropriate Senior Manager, the Director of Corporate Services, or alternatively, the Treasurer and the Authority’s Monitoring Officer.
In any case of doubt about the appropriate application of Financial Procedure Rules or any action required, Officers should consult with their Senior Manager in the first instance. Advice can also be obtained from Internal Audit particularly if you require information on financial administration which is not included within these rules.
1.2 Format
The rules are in three parts. They cover the safeguarding of public money/assets, the Corporate Governance of the Authority and the Financial Administration arrangements of the Authority.
Under each section the key controls are outlined which are then followed by the responsibilities of the Treasurer, Chief Fire Officer and Directors.
Whilst these rules apply to all officers and members of the Authority, the Chief Fire Officer and Directors have an overall responsibility to ensure that all staff are aware of and comply with their responsibilities under these rules.
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2. SAFEGUARDING PUBLIC MONEY/ASSETS
2.1 Overview - Control Requirements – Statutory Basis
2.1.1 The Authority is a complex organisation and requires internal controls to ensure that it manages and monitors its progress towards the strategic objectives it sets.
2.1.2 A range of internal control arrangements are established to provide assurance that:
a) operations are efficient and effective; b) financial information and reporting is reliable; c) there is compliance with laws and regulations.
2.1.3 Managerial control systems exist to define policies, set objectives and plans, monitor financial and other performance indicators and to take appropriate action.
2.1.4 Financial and operational control systems and procedures include physical safeguards for assets, segregation of duties, authorisation and approval arrangements.
2.1.5 Internal Audit is responsible for independently evaluating organisational systems of internal control and undertaking effective reviews of systems and procedures on a regular basis.
2.1.6 In addition to the methods of internal control the Authority is also subject to External Review in terms of its service delivery and also in its financial arrangements through its External Audits.
2.1.7 Treasurer’s responsibilities:
Proper administration of the Authority’s financial affairs. To set financial standards and monitor compliance. Prepare, review and amend Financial Procedure Rules and inform Members and staff of the content and implications.
2.1.8 Responsibilities of the Chief Fire Officer and Directors -;
Ensure new systems for maintaining financial records are agreed with the Treasurer. Ensure that the financial implications of new proposals are agreed with the Treasurer. Ensure that Financial Procedure Rules are known to all staff. Secure compliance with Financial Procedure Rules and promote financial management standards set by the Treasurer.
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2.2 Internal Audit
2.2.1 The Treasurer has a statutory responsibility for the overall financial administration of the Authority’s affairs and is responsible for maintaining an adequate and effective internal audit.
2.2.2 Internal Audit is an independent and objective appraisal function established by the Authority for reviewing the Authority’s system of internal control. It examines, evaluates and reports on the adequacy of internal control as a contribution to the proper, economic, efficient and effective use of resources.
2.2.3 In undertaking its work, Internal Audit is independent in planning and operation and carries out its activities in accordance with the CIPFA Code of Practice for Internal Audit and any other relevant guidance.
2.2.4 In carrying out the internal audit function the Treasurer, or his/her authorised representative, has authority, subject to any statutory limitations, to:
i) enter at all times any Authority land or premises ii) have access to all documents, correspondence and other records relating to the finances of the Authority and apply any test or check deemed necessary iii) require and receive from employees, Members or other persons, information and explanations concerning any matter under examination iv) require any employee of the Authority to produce any cash, stores or other property of the Authority under the employee's control.
2.2.5 Treasurer’s responsibilities:
Maintain Strategic and Annual audit plans taking account of relative risk and in consultation with the Chief Fire Officer and Directors. Ensure that Internal Audit have access at reasonable times to all Authority premises, records, documents and staff for information and explanations. Where appropriate report to Members on any audit recommendations not actioned within a reasonable period. Report annually to the relevant Scrutiny Forum on the main issues raised by Internal Audit during the year. Investigate promptly any fraud or irregularity brought to his/her attention and report to the Head of Paid Service.
2.2.6 Responsibilities of the Chief Fire Officer and Directors:
To ensure that Internal Auditors are given access at all reasonable times to premises, records, documents and staff for the purposes of their work and liaise and co-operate with Internal Auditors on service specific issues. To consider and respond promptly to audit recommendations and ensure that agreed actions are carried out in a timely manner.
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Notify the Treasurer immediately of any suspected fraud or irregularity. Take all necessary steps to prevent further loss and secure records for any investigation.
2.2.7 Further details on procedure and responsibilities in relation to fraud and irregularity are defined in a Strategy for Probity within the Cleveland Fire Authority/Guidance Notes for Dealing with Irregularities.
2.3 External Audit
2.3.1 Given the special accountabilities attached to public money and the conduct of public business, external audit in local government is characterised by three distinct features:
a) auditors are appointed independently from the bodies being audited (by the Audit Commission); b) external audit covers not only the audit and opinion on financial statements, but also the financial aspects of corporate governance and aspects of performance management; c) the external audit approach is defined in a statutory Code of External Audit Practice.
2.3.2 External auditors are responsible for following the Code of External Audit Practice which sets out the Audit Commission’s view of what constitutes best professional practice and covers the standards, procedures and techniques that auditors should adopt. Each year the Audit Commission undertakes quality reviews to ensure external audit meets or exceeds the standards set.
2.3.3 Treasurer’s responsibilities:
Liaise with the external auditor in relation to timetabling audits and working procedures. Ensure that external auditors have reasonable access to premises, records, documents and staff for the purposes of their work. Follow up on recommendations made by external audit to ensure their implementation and report to Authority on actions taken to address recommendations made in the Annual Audit Letter.
2.3.4 Responsibilities of the Chief Fire Officer and Directors:
To ensure that external auditors are given reasonable access to premises, records, documents and staff for the purposes of their work and liaise and co-operate with External Auditors on service specific issues. To ensure that all systems and records are up to date and available for inspection. Respond to recommendations and reports from external audit and take appropriate action.
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2.4 Banking Requirements
2.4.1 Being a complex organisation the Authority has varied banking requirements. This section sets out the procedures to be followed in the operation of those Bank Accounts.
2.4.2 Key Banking Controls are:
All Banking Arrangements in relation to the Authority’s business are made through the Treasurer. The Treasurer or his/her representative is authorised to pay or collect all monies due to or by the Authority by whatever means he/she deems appropriate. All Bank Accounts will have an official title and in no circumstances will accounts be opened in the name of an individual. All Bank Accounts must be reconciled regularly in accordance with any timescale and procedure note that the Treasurer may issue. All cheques should be held securely.
2.4.3 Treasurer’s responsibilities:-
To make all overall arrangements to secure the Authority’s Banking needs.
2.4.4 Responsibilities of the Chief Fire Officer and Directors:
To agree all arrangements for the opening, closing or operation of specific bank accounts relating to the business of the Authority with the Treasurer. Ensure as far as is practicable the separation of duties to ensure that a single member of staff does not complete all procedures in connection with transactions through bank accounts. Ensure that accounts are reconciled regularly and appropriate action taken in regard to any discrepancies identified. Ensure that cheques are securely stored.
2.5 Cash Arrangements
2.5.1 Effective cash collection and control arrangements are essential to ensure that all monies received by the Authority are receipted, effectively reconciled, securely controlled and banked properly.
2.5.2 The key controls within the Authority’s arrangements are:
a) the arrangements for the receipt and control of all monies received by the Authority will be subject to the control and approval of the Treasurer; b) all monies received must be acknowledged, recorded and either paid over to the Treasurer or banked in the Authority’s name without delay;
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c) All receipts forms will be ordered and controlled by the Treasurer and only official receipts will be issued for monies received on behalf of the Authority; d) Cash and receipt forms will at all times be kept in a safe place; e) Only official receipts will be issued for money received on behalf of the Authority; f) Personal cheques may not be cashed, nor payments made, out of money held on behalf of the Authority; g) Every transfer of official monies from one officer to another must be evidenced by the signature of the receiving officer; h) Sums may be advanced to employees receiving cash income for the purpose of giving change. The employee is personally responsible for such sum and must sign for its receipt.
2.5.3 Treasurer’s responsibilities:
Approve all arrangements, procedures and systems for the collection of income. Order and supply all forms of receipts, tickets etc. and be satisfied with the arrangements for their control.
2.5.4 Responsibilities of the Chief Fire Officer and Directors:
To ensure that all receipts, tickets etc. and other records of income are held securely and kept for the appropriate length of time. Ensure adequate security arrangements are in place to safeguard income against loss or misappropriation, and to ensure the security of cash handling. Ensure adequate separation of duties as far as practicable so that cash received is properly identified and recorded. Ensure that all income is promptly paid into an appropriate account of the Authority and is recorded to provide an audit trail. Ensure income is not used to cash personal cheques or make other payments. Maintain a record of all transfers of official money between employees.
2.6 Income and Recovery
2.6.1 The recovery of all sums due to the Authority is subject to the control of the Treasurer. Whenever practicable, departments are required to obtain payment in advance of supplying goods or services as this improves the Authority’s cash flow and also avoids the time and cost of administering debts and eliminates the risk of bad debts.
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2.6.2 The key controls within the Authority’s arrangements are: a) all monies billed and collected should be in accordance with the scales of rents, fees and charges approved by the Authority or delegated to specific officers; b) effective action must be taken to pursue non payment of debt within defined timescales; c) no debt once correctly established and due to the Authority can be written off except if approved under delegated powers or by the Authority. The Treasurer is responsible for suggesting and reviewing appropriate recovery strategies; d) appropriate accounting adjustments will be made following write off action within defined timescales; e) all appropriate income documents must be retained for the defined period in accordance with the guidance to be issued from time to time. f) appropriate credit checks should be carried out in accordance with guidance to be issued by the Treasurer.
2.6.3 Treasurer’s responsibilities -;
To approve all systems and arrangements for the raising, collection and recovery of all sums due to the Authority. To establish a recovery strategy and ensure appropriate action in consultation with the Chief Fire Officer/appropriate Director is taken to recover debts, which are not paid promptly. To agree the write-off of debts within the limits set out in delegated powers. To refer larger unpaid debts, in consultation with the Chief Fire Officer/Treasurer to the Authority for approval to write-off. Set a corporate framework for charging policies of the Authority. Ensure appropriate accounting adjustments are made in relation to write-off action. Ensure regular review and maintenance of adequate Bad Debt provisions by departments.
2.6.4 Responsibilities of the Chief Fire Officer and Directors
Review charging policy in line with corporate policies. Take appropriate action to minimise increasing and persistent debt. Ensure an adequate separation of duties as far as practicable for identifying and billing sums due and collection of monies. To maintain records on debts raised sufficient to enable recovery action to be taken for debts unpaid within a reasonable time. Notify the Treasurer of all outstanding income relating to the previous year as soon as possible after the 31 March in line with the timetable determined by the Treasurer. Review and maintain, in consultation with the Treasurer, an adequate departmental Bad Debt provision.
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2.7 Ordering and Paying for Goods and Services
2.7.1 The ordering and paying for goods and services is critical to the Authority’s ability to deliver services. It is essential that the Authority’s controls are adequate to demonstrate probity and good practice. Accordingly the following controls exist:-
Budget provision is required for all expenditure prior to ordering. Budget provision confers authority to spend within that budget. All payments other than from petty cash or specifically approved bank accounts must be made by the Treasurer from the Authority’s Bank Account in the manner deemed most appropriate by the Treasurer. All instructions for payment must be authorised by the appropriate budget holder or other person duly approved. This should only be done after acceptable receipt of the goods or services in accordance with the order. Expenditure must be allocated to the correct heading.
2.7.2 Responsibilities of the Treasurer:-
To make payments in accordance with the above Authority rules. To maintain and issue detailed payment instructions. To maintain a list of budget holders or their nominees authorised to incur expenditure. To store, or issue instructions in relation to the storage of source documents to support the accounts and taxation responsibilities.
2.7.3 Responsibilities of the Chief Fire Officer and Directors:
To ensure that rules and instructions in relation to the authorisation of orders and payments are followed within their service area. Ensure that the Treasurer is informed of all budget holders and their nominees entitled to authorise expenditure.
2.8 Paying Staff and Members
2.8.1 Staff costs form the largest single element of the Authority’s expenditure and appropriate controls are necessary to ensure that payments are only made in accordance with the appropriate terms and conditions. Accordingly the Authority has the following controls:-
The calculation of all payments to staff/members must be done by the Treasurer supported by appropriate Brigade Personnel/Legal advice. All appointments must be made in accordance with appropriate terms and conditions. All appointments must have adequate budget provision. All prime documents used to calculate pay must be signed by the individual and authorised by an appropriate budget holder or their nominee. Any payments to Members must be in accordance with the approved scheme of allowances.
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2.8.2 Responsibilities of the Treasurer:
To make payments in accordance with the above Authority rules. To maintain and issue detailed payment instructions.
To maintain a list of budget holders or their nominees authorised to incur expenditure. To store, or issue instructions in relation to the storage of source documents to support the accounts and taxation responsibilities.
2.8.3 Responsibilities of the Chief Fire Officer and Directors:
To ensure that rules and instructions with regard to appointments and authorisation of payments are followed within their service area. Ensure that the Treasurer is informed of all budget holders and their nominees entitled to authorise expenditure. To inform the Human Resources Manager promptly of any changes effecting payments to staff. Director of Human Resources to notify the Treasurer of any changes affecting the calculation of pay within a timescale to be agreed with the Treasurer.
2.9 Preventing Financial Irregularities
2.9.1 In administering its responsibilities, the Authority is committed to the prevention of financial irregularities and in its Strategy for Probity within the Cleveland Fire Authority/Guidance Notes for Dealing with Irregularities the Authority makes it clear that the Authority will not tolerate fraudulent or corrupt acts committed either by its Officers, Members, or those companies or organisations with which it does business.
2.9.2 The Authority’s expectation on propriety and accountability is that Members and staff at all levels will lead by example in ensuring adherence to rules, procedures and Codes of Conduct.
2.9.3 The Authority has in place a network of systems and procedures to cover its stewardship of public funds responsibilities and it maintains a continuous overview of the adequacy of its corporate governance arrangements through its Internal and External Auditors.
2.9.4 The Authority’s Guidance for Officers on the Procedure Relating to Confidential Reporting provide the opportunity for issues to be raised in a confidential manner. In addition, the Authority operates defined protocols setting out individual responsibilities for reporting and the subsequent investigation of irregularities.
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2.9.5 Treasurer’s responsibilities:-
Maintain adequate and effective audit arrangements. Periodically review the Authority’s policies on Fraud and Corruption. Ensure irregularities are appropriately investigated and are reported to the Head of Paid Service to determine what further action should be instigated.
2.9.6 Responsibilities of the Chief Fire Officer and Directors:
Ensure all staff are aware of the Authority’s Strategy for Probity within the Cleveland Fire Authority/Guidance Notes for Dealing with Irregularities.
Ensure that all suspected irregularities are reported in the first instance to the Director of Corporate Services, or alternatively the Treasurer and, if appropriate, the Authority’s Monitoring Officer.
2.10 Assets, Stocks and Stores
2.10.1 The Authority holds assets in the form of property, vehicles, equipment, furniture and other items of significant value. The Authority’s arrangements seek to ensure that such assets are safeguarded and used efficiently in the delivery of services.
2.10.2 Each Director is responsible for the security of assets under his/her control. Where practicable, each asset should be marked as the property of the Authority.
2.10.3 Inventories must be maintained by Departments of all assets, other than land, having a value of £500 or more covering plant, equipment, furnishings, fittings, machinery, vehicles and other non-consumable items. The inventory must record:
a) description of item incl. make, model, serial number; b) date of purchase and purchase price; c) whether asset is leased; d) security tag reference (where applicable); e) location of asset.
An annual physical asset inventory check should be undertaken and any discrepancies identified and reported to the relevant Section Head.
2.10.4 The disposal of surplus or obsolete items will be undertaken in accordance with the process for asset disposal. A register must be maintained of items issued to Officers and Members e.g. laptops, computers etc. The register must include the name, personnel number, description of item, date of issue and a signature obtained.
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2.10.5 The Director of Technical Services has corporate responsibility for maintaining an Asset Register of all land and buildings owned by the Authority and will ensure appropriate valuations and re-valuations are carried out. The Authority’s Legal Adviser is responsible for the safe custody of all deeds. The Authority’s assets must not, without the specific authorisation of the Chief Fire Officer, be used for any purpose other than the discharge of the Authority’s functions. Any unauthorised or misuse of Authority assets will result in appropriate disciplinary action.
2.10.6 All stock received, transferred, issued or returned must be recorded in a manner approved by the Treasurer. In stores, deliveries must be checked for quantity and quality and goods should only be issued from the stores on production of a valid requisition, properly certified.
2.10.7 Stores levels must be reviewed by Directors at regular intervals to ensure that stores are not held in excess of reasonable requirements and to prevent the holding of obsolete stores.
2.10.8 The responsible Department Head will ensure that arrangements are made for a system of continuous stock checking or an annual stock check is made. A certificate of stockholding at 31 March every year must be made available on demand to the Treasurer.
2.10.9 Adjustments of deficiencies or surpluses on stocks or disposal of surplus, obsolete or damaged stock should not be made without the agreement of the Treasurer with whom the method of disposal must also be agreed prior to disposal.
2.10.10 Treasurer’s responsibilities -:
Ensure inventories and asset registers are maintained in accordance with good practice and Financial Procedure Rules. Advise on best practice for the disposal of assets, stocks and stores.
2.10.11 Responsibilities of the Chief Fire Officer and Directors:
Ensure the maintenance of inventories in accordance with Financial Procedure Rules. Carry out annual checks on inventories and take appropriate action in regard to surpluses and deficiencies. Make suitable arrangements for the care and custody of assets stocks and stores. Agree disposal of assets with the Treasurer. Pass all title deeds to the Authority’s Legal Adviser. Carry out regular stock checks and supply stockholding certificates as required by the Treasurer.
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2.11 Gifts and Hospitality
2.11.1 The Authority’s policy for Gifts/ Hospitality is included in the Brigade Staff Handbook, which is provided to all current and new employees.
2.11.2 Officers must be careful not to accept any gift or hospitality, which might interfere with or be perceived as impacting on Authority business or services. This does not include gifts of minor value, which are used at work i.e. diaries, pens, calendars etc and genuine working lunches or functions attended in an official capacity. However, any other gifts or hospitality offered should be reported to the appropriate Director who, after consulting with the Director of Corporate Services, will then determine the action to be taken. In the case of gifts, these may be then returned, donated to the Fire Service Benevolent Fund, or when appropriate, donated to a Christmas or leaving party organised for employees. Where a gift is not returned the donor will be advised of the use to which it has been put.
2.11.3 Employees should not accept significant personal gifts from contractors and outside suppliers.
2.11.4 Employees should only accept offers of hospitality if there is a genuine need to impart information or represent the Authority in the community. Accepted offers of hospitality should be properly authorised and recorded by the Director of Corporate Services.
2.11.5 When hospitality has to be declined, those making the offer should be courteously but firmly informed of the procedures and standards operating within the Authority.
2.11.6 When receiving hospitality, employees should be particularly sensitive as to its timing in relation to decisions which the Authority may be taking affecting those providing the hospitality. When visits to inspect equipment etc are required, employees should ensure that the Authority meets the cost of such visits to avoid compromising the integrity of subsequent purchasing decisions.
2.11.7 Responsibilities of Chief Fire Officer and Directors:
To ensure compliance with the Authority’s policy and Codes of Conduct in respect of gifts, hospitality and personal interests.
To maintain a register of staff interests, gifts and hospitality.
2.12 Partnership Arrangements
2.12.1 The Authority’s policy on Partnership Arrangements is provided on the Brigade’s Intranet within a document entitled, ‘Partnership Policy Document’.
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2.12.2 Partnerships are playing an increasingly important role in the future of policy development and service delivery for the Public Sector.
2.12.3 Treasurer’s responsibilities:-
Ensure the partnership has clearly defined Financial Regulations in place.
2.12.4 The responsibilities of the Chief Fire Officer and Directors:-
Ensure risks are minimised and accountability maximised through addressing the following factors:- o Rationale for entering a partnership o Ensure added value and VFM o Financial, performance, risk and governance arrangements are in place o Termination arrangements o The Partnership is serving the Public
Relevant officers are made aware of the Brigade’s Partnership Policy Document.
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3. CORPORATE GOVERNANCE
3.1 Overview
3.1.1 This section sets out those arrangements that the Authority needs to make to ensure that it makes proper plans to achieve its objectives. It covers the setting of revenue and capital expenditure plans, the monitoring of those plans through to how the Authority plans to manage risks and its treasury functions. It is predominantly concerned with how the Authority works at a strategic level and from a financial perspective what it needs to consider and decide.
3.2 Revenue Financial Plans
3.2.1 Each year the Authority must set an annual budget for the coming year. This budget needs to be considered as part of a wider Medium Term Financial Strategy covering the following three to five years that considers the level of resources available to the Authority, and the expenditure needs of the Authority. The Authority’s corporate objectives and IRMP Plan need to be addressed in the consideration of the expenditure needs of the Authority in the Medium Term Financial Strategy.
3.2.2 Treasurer’s responsibilities:-
Preparation of multi-year forecasts of resources and expenditure for the consideration of the Authority. Identification of risks inherent in the forecasts. Development of a medium term financial strategy. The submission to the Authority of an appropriate annual budget within the Medium Term Strategy compliant with all relevant legislation.
3.2.3 Responsibilities of Chief Fire Officer and Directors:
Provision of information to the Treasurer in relation to expenditure changes outside of their control within their Directorates for the life of the forecast. Preparation of detailed budgets within the resources allocated by the Medium Term Financial Strategy to nominated budget holders. Responsibility for subsequent expenditure from those detailed budgets to meet the objectives of the service.
3.3 Monitoring of Revenue Income and Expenditure
3.3.1 Having determined budgets that set out how the Authority intends to achieve its objectives it is important to monitor the performance of actual income and expenditure against those budgets. This is a continuous process to ensure that resources are used to their best effect. In relation to income it is important to ensure that all income is accounted for and in relation to expenditure that differences are explained and understood. The analysis of differences should enable budget holders to ensure that appropriate action to bring budgets back on track is taken. Often at the detail level this may not be
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possible within the financial year and the relevant Director will need to consider transfers from other budgets within their control.
3.3.2 Responsibilities of the Treasurer:-
To ensure that monitoring reports are available to budget holders. To ensure that corporate level budgets are monitored. To determine the format of monitoring reports for the Scrutiny Forum and or the Authority. To report on major differences or trends that have a significant impact on the overall finances of the Authority. To operate and maintain an effective Financial Management system. To provide the Chief Fire Officer and Directors with appropriate advice and guidance.
3.3.3 Responsibilities of Chief Fire Officer and Directors:
To ensure that adequate budget provision exists for all expenditure prior to it being incurred. To ensure that each detailed budget has a nominated budget holder. To monitor budgets within their service areas. To inform the Treasurer of any major differences of actual from planned income or expenditure.
3.4 Capital Financial Planning
Capital Financial Planning involves the acquiring or enhancing of an asset with a long-term value to the Authority. The planning of capital expenditure is essential for a number of reasons:-
Being major items of expenditure they are a key means for the Authority to directly achieve its objectives in shaping service delivery. They create long term financial commitments in both financing and running costs. Varied funding sources are often available, each with differing requirements. Strict controls are imposed upon the Authority’s ability to incur capital expenditure. The Authority’s ability to attract external funding is often dependent upon its proven track record of delivering projects on time and budget.
3.4.2 Responsibilities of the Treasurer:
To prepare a detailed annual statement of likely commitments and resources within a multi-year medium term framework for consideration by the Authority.
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To prepare a Capital Strategy for consideration by the Authority that links the IRMP with the detailed statements of commitments and resources. To submit details of potential schemes to the Authority for inclusion in the Capital Programme for the year. To determine the format of project appraisals for inclusion within the Capital Programme in conjunction with Directors.
3.4.3 Responsibilities of Chief Fire Officer and Directors:
With the Director of Corporate Services, or his/her representative, to prepare and maintain an Asset Management Plan to assist in the planning of capital schemes. To consider proposals and with the appropriate officer/s prepare costings for future project appraisals for submission to the Authority for consideration. To ensure that no contracts are entered into for which budget provision within the Capital Programme has not been made. To prepare bid submissions to appropriate funding bodies
3.5 Monitoring of Capital Income and Expenditure
3.5.1 Having set a Capital Programme to achieve its Capital Strategy it is important to monitor the performance of actual physical progress, income and expenditure against the Programme. This is a continuous process to ensure that resources are used to their best effect and not lost, as some external funding is limited to specific financial years. In relation to Capital income, which can take the form of grants or credit approvals, it is important to ensure that all income is received and accounted for within the right financial year. Physical progress should be monitored, as this is a leading indicator of real expenditure on schemes. The analysis of differences between expected spends and actual should enable budget holders to ensure that appropriate action to bring budgets back on track is taken. If this is not possible then the relevant Director will need to consider transfers to or from other budgets within their control. If this is not possible then the Treasurer should be informed to enable the programme to be rebalanced.
3.5.2 Responsibilities of the Treasurer:
To ensure that monitoring reports are available to budget holders. To determine the format of monitoring reports for the Scrutiny Forum and or the Authority. To report on major differences or trends that have a significant impact on the overall finances of the Authority. To ensure so far as possible the overall Programme is balanced and that the Authority suffers no loss of resources. To provide the Chief Fire Officer and Directors with appropriate advice and guidance.
3.5.3 Responsibilities of Chief Fire Officer and Directors: 62
To ensure that adequate budget provision exists for all expenditure prior to it being incurred. To ensure that each detailed budget has a nominated budget holder. To monitor projects and their budgets within their service areas. To inform the Treasurer of any major differences of actual from planned income or expenditure.
3.5.4 Responsibilities of Director of Corporate Services -
To manage the contracting process for building works. To monitor projects physical and financial performance and take action as necessary. To manage the disposal of surplus land and buildings in accordance with the Authority’s approval.
3.6 Treasury Management
3.6.1 The Authority is responsible for very significant cash flows arising from its capital and revenue activity. The Authority must therefore adopt the highest standards in the management of these sums and flows. The Chartered Institute of Public Finance and Accountancy maintains a Code of Practice, which meets these requirements and is adopted by the Authority.
3.6.2 Responsibilities of the Treasurer:
To ensure that the CIPFA Code of Practice is adopted and maintained. To propose to the Authority a Treasury Management Strategy within the Code of Practice. To implement the Treasury Management Strategy. To make administrative decisions within the Treasury Strategy. To administer all leasing arrangements for goods
3.7 Risk Management and Insurance
3.7.1 All organisations face risk to people, property and continued service delivery, which can result in injury, damage and loss. Where the Authority is culpable this can result in a financial claim. The Authority also has Health and Safety duties, which need to be considered. This requires a Risk Management Strategy to be developed.
3.7.2 Insurance historically has been the main way of protecting against loss. With the advent of significant excesses the level of risk transferred is no longer as great and the Authority is faced with a greater certainty of loss. An effective insurance strategy is therefore required which protects the Authority.
3.7.3 Responsibilities of the Treasurer:- To develop and submit to the Authority a Risk Management Strategy for consideration. To implement the Risk Management Strategy. To develop and submit to the Authority an Insurance Strategy for consideration. 63
To implement the Insurance Strategy and make administrative decisions within the Strategy.
3.7.4 Responsibilities of Chief Fire Officer and Directors:
To identify and take action to minimise risks within their Directorates. To inform the Treasurer of new risks. To investigate incidents that arise. To deal with any claims that arise with the Treasurer speedily and effectively.
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FINANCIAL ADMINISTRATION
4.1 Overview
4.1.1 This section deals with the administrative issues of the Authority’s financial affairs.
4.2 Financial Systems
4.2.1 The Authority needs to have in place sound financial systems. The complexity of the Authority will often mean that specialist systems are required for specific service areas. Equally the Authority needs to prepare financial accounts based upon its detailed accounting information and records. This requires a corporate financial system to ensure that probity is achieved.
4.2.2 Responsibilities of the Treasurer:
To operate and maintain a corporate financial accounting system. To monitor and approve all subsidiary financial systems.
4.2.3 Responsibilities of Chief Fire Officer and Directors:
To operate those financial systems within their Directorate in accordance with the procedures agreed with and notified by the Treasurer. To maintain adequate supporting information where applicable within their Directorate.
4.3 Format of Accounts
4.3.1 The Authority is required by law to compile annual accounts complying with the relevant Accounting Code of Practice.
4.3.2 Responsibilities of the Treasurer:
To ensure that accounts are prepared on time and in accordance with the necessary legal and professional requirements. To ensure that suitable accounting policies are in place and applied consistently. To ensure that professional judgements are made in preparation of the accounts which are prudent and reasonable in light of the information available at the time of preparation. To ensure that all practicable steps have been taken to identify fraud. To submit and authorise grant claims subject to external audit. To issue detailed instructions on accounting records or procedures necessary to meet the Authority Statutory requirements.
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4.3.3 Responsibilities of Chief Fire Officer and Directors:
To provide the Treasurer with information sufficient to enable him to prepare the accounts and submit grant claims. Maintain appropriate records and ensure they are up to date.
4.4 Taxation
4.4.1 The Authority is subject to Tax and as such needs to ensure that its taxation affairs are efficient. Taxation of Local Authorities is complex and there is significant scope for penalties, which need to be minimised.
4.4.2 Responsibilities of the Treasurer:-
To ensure that the Authority’s taxation affairs are maintained on a timely basis, with due regard to the complex and changing legislation. To liaise with the relevant Government Departments and Agencies in relation to Taxation. To provide Directors with advice in relation to Taxation issues. To ensure that the corporate payroll and accounting systems deal correctly with taxation.
4.4.3 Responsibilities of Chief Fire Officer and Directors:
To ensure the Treasurer is informed of any changes, which can materially affect the Authority’s Taxation position.
4.5 Budget Transfers & Contingencies
4.5.1 The Authority sets budgets for both Revenue and Capital expenditure. Circumstances can and do change that result in those detail budgets becoming outdated. It is necessary, to ensure good financial management, that flexibility exists to allow transfers of resources. For revenue this needs to cover:
Detailed transfers between types of expenditure. Detailed transfers between Directorates within the Chief Fire Officer’s/Director’s control. Transfers from Revenue to Capital. Transfers of underspends to the following financial year. Transfers of resources into and from Specific Provisions.
Whilst for Capital this needs to cover:-
Transfers between projects. Transfers from Capital to Revenue.
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4.5.2 The following budget transfers are allowable as an integral aspect of the financial administration of the Authority’s service delivery without specific Authority decisions.
The Chief Fire Officer has primary responsibility for ensuring budgetary control. Each Budget should be the responsibility of a designated Budget Holder as agreed between the Treasurer and the Chief Fire Officer. The Budget Holder is responsible for managing expenditure and income in accordance with budgetary provision.
Each Budget Holder may vire between “non-pay” detailed budgets (i.e. premises, supplies and services, fees and charges) within an activity an amount up to £2,000 or 5% of a budget, whichever is the greater with the consent of the Chief Fire Officer. All such virement should be notified to the Treasurer. Any diversion in excess of the above amounts requires the approval of the Authority.
Virement involving “pay” budgets up to £2,000 or 5%, whichever is the greater and within an activity requires the approval of both the Chief Fire Officer and the Treasurer.
The Chief Fire Officer may vire between detailed budgets within the detailed activities any amount up to a maximum of £500,000 provided that the original detailed budget remains available to cover commitments attributable to that Budget Head, after consultation with the Treasurer. Amounts in excess of these limits require the approval of the Authority.
4.5.3 Transfers both ways between Revenue and Capital are allowed subject to continued service delivery.
4.5.4 In addition to the above the Chief Fire Officer in consultation with the Treasurer can transfer resources into and from Reserves and Provisions and make technical budget adjustments necessary to allocate grant resources and comply with grant conditions.
4.5.5 In relation to Capital the Chief Fire Officer in consultation with the Treasurer may transfer resources from one project to another subject to a maximum of £5,000 for projects up to £50,000 and up to £50,000 or 10% on projects over £50,000 whichever is the lower.
4.5.6 All transfers must be notified to the Treasurer for his agreement prior to his actioning those transfers in the Accounting System.
4.5.7 All transfers must leave the originating budget with sufficient funds to meet its commitments within that financial year.
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4.5.8 Responsibilities of the Treasurer:-
To maintain and administer the scheme of budget transfers and contingencies.
To issue guidance on the appropriateness of use of such reserves and provisions as may be requested.
4.5.9 Responsibilities of the Chief Fire Officer and Directors:
To ensure the Treasurer is informed of any changes, which require a budget transfer.
68 ITEM 4.7 - 1
CLEVELAND FIRE AUTHORITY
STANDING ORDERS
FOR THE
REGULATION OF
PROCEEDINGS AND BUSINESS
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LIST OF CONTENTS
STANDING ORDERS FOR THE REGULATION OF PROCEEDINGS AND BUSINESS
INTRODUCTION
Standing Order Subject No. 1 Meetings of the Authority 2 Chairing of meetings 3 Quorum 4 Order of Business 5 Notices of Motion 6 Motions and Amendments which may be moved without Notice 7 Questions 8 Minutes 9 Expressions of Dissent 10 Rules of Debate for Authority Meetings 11 Motions affecting Persons employed by the Authority 12 Disorderly Conduct 13 Disturbance by members of the Public 14 Rescission of Preceding Resolution 15 Voting 16 Recording of Votes 17 Record of Attendances 18 The Authority’s Code of Conduct 19 Personal and Prejudicial Interests 20 Interest of Officers in Contracts 21 Canvassing of, and Recommendations by Members 22 Relatives of Members or Employees 23 Custody of Seal 24 Sealing of Documents 25 Authentication of documents for Legal Proceedings 26 Inspection of Documents 27 Inspection of Lands, Premises etc. 28 Variation and Revocation of Standing Orders 29 Suspension of Standing Orders 30 Interpretation of Standing Orders
STANDING ORDERS RELATING TO COMMITTEES AND SUB-COMMITTEES 31 Standing orders to apply to Committees and Sub-Committees 32 Appointment of Committees 33 Election of Chairman of Committee 34 Appointment of Sub-Committee 35 Attendance of substitutes at Committees 36 Special Meetings of Committees and Sub-Committees 37 Quorum of Committees and Sub-Committees 38 Voting in Committees 39 Mover of Motion may attend Committee or Sub-Committee 40 Attendance of Members at Committee Meetings 41 Attendance of Members at Sub-Committee Meetings 42 Conduct of Business by Overview and Scrutiny and Audit & Governance Committees
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STANDING ORDERS OF THE CLEVELAND FIRE AUTHORITY FOR THE REGULATION OF THEIR PROCEEDINGS AND BUSINESS
INTRODUCTION
1. In these Standing Orders “the Authority” means the Cleveland Fire Authority established under The Cleveland Fire Services (Combination Scheme) Order 1995 for the combined area of the constituent authorities of Hartlepool, Middlesbrough, Redcar and Cleveland and Stockton-on Tees.
2. The Authority consists of 23 members with each member being appointed by a constituent authority from its own members.
3. A member of the Authority shall come into office on the date of his/her appointment and shall subject to paragraphs 4 and 5, hold office for such period or periods as shall be determined by the constituent authority which made the appointment.
4. A member of the Authority may resign his/her membership by giving notice in writing to that effect to the officer of the Authority whose function it is to receive such notice.
5. A member of the Authority who ceases to be a member of the Council which appointed him/her shall cease to be a member of the Authority.
6. A person is disqualified from being a member of the Authority if he holds any paid office or employment with the Authority.
7. Nothing in paragraph 6 shall apply to a member because of election as Chairman or Vice-Chairman of the Authority or any of its Committees.
Subject to paragraph (i) below, if a member of the Authority Resigns, becomes disqualified or otherwise ceases to be a member of the Authority before the expiry of his period of office, the Constituent Authority which appointed him shall appoint a representative to replace him who shall come into office on the date of his appointment and unless he resigns, becomes disqualified or otherwise ceases to be a member of the Authority shall hold office for the remainder of the period for which his predecessor would have held office had he/she not resigned, become disqualified or otherwise ceased to be a member of the Authority.
(i) If a member of the Authority resigns, becomes disqualified or otherwise ceases to be a member of the Authority within six months before the end of his/her period of office, the Constituent Authority which appointed him/her shall not be required to appoint a representative to replace him for the remainder of such period unless on the occurrence of such a vacancy (or in the case of a number of simultaneous vacancies, the occurrence of the vacancies) the total number of unfilled vacancies in the membership of the Authority exceeds one third of the number of members of the Authority referred to in paragraph 2.
8. These Standing Orders are the Authorities internal regulations for ensuring good practice and compliance with the law in the conduct of its business. They are to be observed at all meetings of the Authority and its committees.
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STANDING ORDER NO.1 MEETINGS OF THE AUTHORITY
(1) The Authority shall hold an annual meeting between the first day of May and the last day of June each year. The first item of business on the agenda for the annual meeting shall be the appointment of Chairman and Vice-Chairman for the ensuing year.
(2) In addition to the annual meeting of the Authority and any extraordinary meetings convened by the Chairman or by members of the Authority, meetings for the transaction of general business shall be held in each year at approximately such intervals and upon such days as the Authority may at its annual or other appropriate meeting determine, unless otherwise ordered by the Authority and subject to any lawful alteration which special circumstances may render desirable.
(3) The annual meeting, extraordinary meetings and other meetings of the Authority shall unless otherwise directed or determined by the Authority or the Chairman be held at Endeavour House, Stockton Road, Hartlepool, commencing at 2.00 p.m.
STANDING ORDER NO.2 CHAIRING OF MEETING
(1) The Chairman of the Authority shall preside at meetings of the Authority. The Chairman of each Committee shall preside at the meeting of that Committee.
(2) In the absence of the Chairman at any meeting, the Vice-Chairman shall preside at the meeting. In the absence of both, the members present shall, as their first item of business, appoint one of their number to be Chairman of the meeting.
STANDING ORDER NO.3 QUORUM
(1) The quorum for any meeting shall be one third of the membership (or to the nearest whole number above such number), including at least one member from each of two of the constituent authorities.
(2) If during any meeting of the Authority the Chairman or any member of the Authority states that there is not a quorum present the Director of Corporate Services shall call over and record the names of the members of the Authority who are present in the meeting and if it appears that there is not a quorum present the meeting shall stand adjourned to a time to be fixed by the Chairman or, if s/he does not fix a time, to the next ordinary meeting of the Authority.
STANDING ORDER NO 4 ORDER OF BUSINESS
(1) Except as otherwise provided by paragraph (2) of this standing order, the order of business at every meeting of the Authority shall be:-
(a) To choose a person to preside if the Chairman and Vice Chairman are absent or unable to attend.
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(b) To deal with any business required by statute to be done before any other business. (c) to approve as a correct record and sign the minutes of the last meeting of the Authority. (d) To deal with any business expressly required by statute to be done. (e) To receive communications sent to the Chairman or the Director of Corporate Services and to take such action thereon as may be deemed necessary. (f) To dispose of business (if any) remaining from the last meeting. (g) To answer questions asked under Standing Order 7. (h) To receive and consider reports, minutes and recommendations of committees and to pass such resolutions thereon as may be deemed necessary. (i) To receive and consider reports of the overview and scrutiny committee for debate and to receive questions and answers thereon (j) To consider motions in the order in which notice has been received. (k) To receive the reports of officers and to pass such resolutions thereon as may be deemed necessary
(l) To authorise the sealing of documents. (m) Other business, if any, specified in the summons. (n) Any other items which the Chairman decides are urgent.
Variation of Order of Business
(2) Business falling under items (a), (b), (c) or (d) of paragraph 1, shall not be displaced, but subject thereto the foregoing order of business may be varied.
(a) by the Chairman at his/her discretion. (b) by a resolution passed on a motion (which need not be in writing) duly moved and seconded, which shall be moved and put without discussion.
STANDING ORDER NO. 5 NOTICES OF MOTION
(1) Notice of every motion other than a motion which under Standing Order 6 may be moved without notice shall be given in writing, signed by not fewer than 5 members of the Authority giving the notice, and delivered, at least seven clear days before the next meeting of the Authority, during normal office hours to the Director of Corporate Services or a member of their staff by whom it shall be dated and numbered in the order in which it is received.
(2) The Director of Corporate Services shall set out in the summons for every meeting of the Authority all motions of which notice has been duly given in the order in which they have been received, unless the member giving such a notice intimated in writing, when giving it, that s/he proposed to move it at some later meeting, or has since withdrawn it in writing.
(3) If a motion thus set out in the summons be not moved either by a member who gave notice thereof or by some other member on his/her behalf it shall, unless postponed by consent of the Authority, be treated as withdrawn and shall not be moved without fresh notice.
(4) If the subject matter of any motion of which notice has been duly given comes within the province of any committee or committees it shall, upon being moved and
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seconded, stand referred without discussion to such committee or committees, or to such other committee or committees as the Council may determine, for consideration and report.
Provided that the Chairman may, if s/he considers it convenient and conducive to the despatch of business, allow the motion to be dealt with at a meeting of the Authority at which it is brought forward.
(5) Every motion shall be relevant to some matter in relation to which the Authority have powers or duties or which affects the Authority.
STANDING ORDER NO.6 MOTIONS AND AMENDMENTS WHICH MAY BE MOVED WITHOUT NOTICE
The following motions and amendments may be moved without notice:
(1) Appointment of a Chairman of the meeting at which the motion is made. (2) Motions relating to the accuracy of the minutes. (3) That an item of business specified in the summons have precedence. (4) Remission to a committee. (5) Appointment of a committee or members thereof, occasioned by an item mentioned in the summons to the meeting. (6) Adoption of reports and recommendations of committees or officers and any consequent resolutions. (7) That leave be given to withdraw a motion. (8) Extending the time limit for speeches. (9) Amendments to motions. (10) That the Authority proceed to the next business. (11) That the question be now put. (12) That the debate be now adjourned. (13) That the Authority do now adjourn. (14) Authorising the sealing of documents. (15) Suspending standing orders, in accordance with standing order 29. (16) Motion under Section 100A(4) of the Local Government Act 1972 as amended, to exclude the public. (17) That a member named under standing order 12 be not further heard or do leave the meeting. (18) Requesting a member to leave under standing order 19 (personal and prejudicial interests). (19) Giving consent of the Authority where the consent of the Authority is required by these standing orders.
STANDING ORDER NO. 7 QUESTIONS
(1) A member of the Authority may ask the Chairman of a committee any question upon an item of the report of a committee when that item is under consideration by the Authority.
(2) A member of the Authority may, if a notice in writing has been given to the Director of Corporate Services before mid-day on the day previous to the Authority meeting and such notice is signed by a member before the commencement of the Authority meeting, ask the Chairman of the Authority or the Chairman of any Committee any
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question on any matter in relation to which the Authority have powers or duties or which affects the Authority.
(3) Every question shall be put and answered without discussion, but the person to whom a question has been put may decline to answer.
(4) An answer may take the form of:
(a) a direct oral answer; or (b) where the desired information is contained in a publication of the Authority, a reference to that publication; or (c) where the reply to the question cannot conveniently be given orally, a written answer circulated as soon as may be to members of the Authority.
STANDING ORDER NO. 8 MINUTES
(1) The Minutes of a meeting of the Authority shall be submitted for approval of their accuracy at the next meeting of the Authority.
(2) At a meeting of the Authority at which minutes of a previous meeting are submitted for approval of their accuracy, the Chairman shall move that those minutes be so approved.
(3) No motion or discussion shall take place upon the minutes, except upon their accuracy, and any matter concerning their accuracy shall be raised by amendment.
(4) If no such matter is raised, or if it is raised then as soon as it has been disposed of, the Chairman shall sign the minutes.
STANDING ORDER NO. 9 EXPRESSIONS OF DISSENT
No protest or expression of dissent shall be entered upon the minutes of the Authority or its committees provided that if, in the opinion of a member, it is being proposed that the Authority or a committee shall make a decision which is ultra vires or otherwise illegal s/he may ask that s/he shall be dissociated from such a decision and a record of his/her request shall be made in the minutes of the Authority or the committee.
STANDING ORDER NO. 10 RULES OF DEBATE FOR AUTHORITY MEETINGS
(1) A motion or amendment shall not be discussed unless it has been proposed and seconded, and, unless notice has already been given in accordance with standing order 5, it shall, if required by the Chairman, be put into writing and handed to the Chairman before it is further discussed or put to the meeting.
(2) A member when seconding a motion or amendment may, if s/he then declare his/her intention to do so, reserve his/her speech until a later period of the debate.
(3) A member when speaking shall signify his/her desire to speak and when called upon to do so by the Chairman address the Chairman or in his/her absence the person presiding. If two or more members so signify, the Chairman shall call on one to
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speak; the other or others shall then remain silent. While a member is speaking the other members shall remain silent, unless raising a point of order or in personal explanation.
(4) A member shall direct his/her speech to the question under discussion or to a personal explanation or to a point of order. A member moving a resolution or amendment shall not speak for more than 10 minutes in support thereof and no other speech shall exceed 5 minutes, except by consent of the Authority.
(5) A member who has spoken on any motion shall not speak again whilst it is the subject of debate, except:
(a) to speak once on an amendment moved by another member. (b) if the motion has been amended since s/he last spoke, to move a further amendment (c) if his/her first speech was on an amendment moved by another member, to speak on the main issue, whether or not the amendment on which s/he spoke was carried. (d) in exercise of a right of reply given by paragraph (11) or (13) of this standing order. (e) on a point of order. (f) by way of personal explanation.
(6) An amendment shall be relevant to the motion and shall be:
(a) to refer a subject of debate to a committee for consideration or re- consideration; or (b) to leave out words; or (c) to leave out words and insert or add others; or (d) to insert or add words;
(7) Only one amendment may be moved and discussed at a time and no further amendment shall be moved until the amendment under discussion has been disposed of.
(PROVIDED that the Chairman may permit two or more amendments to be discussed (but not voted on) together if circumstances suggest that this course would facilitate the proper conduct of the Authority’s business).
(8) If an amendment be lost, other amendments may be moved on the original motion. If an amendment be carried, the motion as amended shall take the place of the original motion and shall become the motion upon which any further amendment may be moved.
(9) A member may with the consent of the Authority signified without discussion:
(a) alter a motion of which s/he has given notice, or (b) with the further consent of his/her seconder alter a motion which s/he has moved
if (in either case)the alteration is one which could be made as an amendment thereto.
(10) A motion or amendment may be withdrawn by the mover with the consent of his/her seconder and of the Authority, which shall be signified without discussion, and no member may speak upon it after the mover has asked permission for its withdrawal, unless such permission shall have been refused.
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(11) The mover of a motion has a right to reply at the close of the debate on the motion, immediately before it is put to the vote. If an amendment is moved, the mover of the original motion shall also have a right of reply at the close of the debate on the amendment, and shall not otherwise speak on the amendment. The mover of the amendment shall have no right of reply to the debate on his/her amendment provided that, if that amendment becomes the substantive motion, the mover shall have a right of reply to the debate on that motion.
(12) When a motion is under debate, no other motion shall be moved except the following:
(a) to amend the motion; (b) to adjourn the meeting; (c) to adjourn the debate; (d) to proceed to the next business; (e) that the question be now put; (f) that a member be not further heard (g) by the Chairman under standing order 12(2) that a member do leave the meeting; (h) a motion under Section 100A(4) of the Local Government Act 1972 as amended, to exclude the public.
(13) A member may move without comment at the conclusion of a speech of another member, “That the Authority proceed to the next business”, “That the question be now put”, “That the debate be now adjourned”, or “That the Authority do now adjourn”, on the seconding of which the Chairman shall proceed as follows:
(a) on a motion to proceed to next business: unless in his/her opinion the matter before the meeting has been insufficiently discussed, s/he shall first give the mover of the original motion a right of reply, and then put to the vote the motion to proceed to next business; (b) on a motion that the question be now put unless in his/her opinion the matter before the meeting has been insufficiently discussed, s/he shall first put to the vote the motion that the question be now put, and if it is passed then give the mover of the original motion his/her right of reply under paragraph 11 of this standing order before putting his/her motion to the vote: (c) on a motion to adjourn the debate or the meeting: if in his/her opinion the matter before the meeting has not been sufficiently discussed and cannot reasonably be sufficiently discussed on that occasion s/he shall put the adjournment motion to the vote without giving the mover of the original motion his/her right of reply on that occasion.
(14) A member may raise a point of order or in personal explanation, and shall be entitled to be heard forthwith. A point of order shall relate only to an alleged breach of a standing order or statutory provision and the member shall specify the standing order or statutory provision and the way in which s/he considers it has been broken. A personal explanation shall be confined to some material part of a former speech by him/her which may appear to have been misunderstood in the present debate.
(15) The ruling of the Chairman on a point of order or on the admissibility of a personal explanation shall not be open to discussion.
(16) Whenever the Chairman rises during a debate a member then standing shall resume his/her seat and the Authority shall be silent.
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(17) That the member of the Authority shall speak of each other in the Authority, during the transaction of business, by their respective titles of ‘Chairman’ or ‘Member’ as the case may be.
STANDING ORDER NO. 11 MOTIONS AFFECTING PERSONS EMPLOYED BY THE AUTHORITY
If any question arises at a meeting of the Authority as to the appointment, promotion, dismissal, salary, superannuation or conditions of service, or as to the conduct of any person employed by the Authority, such question shall not be the subject of discussion until The Authority or Committee, as the case may be, has decided whether or not the power of exclusion of the public under Section 100A(4) of the Local Government Act 1972 as amended shall be exercised.
STANDING ORDER NO. 12 DISORDERLY CONDUCT
(1) If at a meeting any member of the Authority, in the opinion of the Chairman notified to the Authority, misconduct himself by persistently disregarding the ruling of the chair, or by behaving irregularly, improperly, or offensively, or by wilfully obstructing the business of the Authority, the Chairman or any other member may move “That the member named be not further heard”, and the motion if seconded shall be put and determined without discussion.
(2) If the member named continue his/her misconduct after a motion under the foregoing paragraph has been carried the Chairman shall:
EITHER move “That the member named do leave the meeting” (in which case the motion shall be put and determined without seconding or discussion);
OR adjourn the meeting of the Authority for such period as s/he in his/her discretion shall consider expedient.
(3) In the event of general disturbance which in the opinion of the Chairman renders the due and orderly dispatch of business impossible, the Chairman in addition to any other power vested in him/her may, without question put, adjourn the meeting of the Authority for such period as s/he in his/her discretion shall consider expedient.
(4) A member or members of the Authority so named in a motion carried under this standing order shall comply with such motion.
STANDING ORDER NO. 13 DISTURBANCE BY MEMBERS OF THE PUBLIC
If a member of the public interrupts the proceedings at any meeting the Chairman shall warn him/her. If s/he continues the interruption the Chairman shall order his/her removal from the meeting room. In case of general disturbance in any part of the meeting room open to the public the Chairman shall order that part to be cleared.
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STANDING ORDER NO. 14 RESCISSION OF PRECEDING RESOLUTION
No motion to rescind any resolution passed within the preceding six months, and no motion or amendment to the same effect as one which has been rejected within the preceding six months, shall be proposed unless the notice thereof given in pursuance of standing order 6 bears the names of at least five members of the Authority. When any such motion or amendment has been disposed of by the Authority, it shall not be open to any member to propose a similar motion within a further period of six months.
PROVIDED that this standing order shall not apply to motions moved in pursuance of a recommendation of a committee.
STANDING ORDER NO. 15 VOTING
(1) Unless otherwise agreed by the Authority or a Committee in a particular instance, voting shall be by show of hands.
(2) The Chairman, or person presiding at a meeting, shall have, in the case of equality of votes, a second or casting vote.
STANDING ORDER NO. 16 RECORDING OF VOTES
(1) Where immediately after a vote is taken at a meeting any member so requires, there shall be recorded in the minutes of the proceedings of that meeting whether that person cast his/her vote for the question or against the question or whether s/he abstained from voting.
In this paragraph “a meeting” means that of the Authority, a committee or sub- committee of the Authority or a relevant joint committee or sub-committee of such a committee.
STANDING ORDER NO. 17 RECORD OF ATTENDANCES
(1) Every member of the Authority attending a meeting of the Authority or of any of its committees or sub-committees of which s/he is a member shall sign his/her name in the attendance book or sheet and, if s/he attends as substitute, indicating the member for whom s/he attends as substitute.
Attendance in the absence of a Quorum
(2) The Director of Corporate Services shall keep a record of the attendance of members of the Authority at Authority meetings and at meetings of each of the committees of the Authority or of the sub-committees or working parties thereof whether there be a quorum or not.
Records of other attendances and approved duties
(3) The officer of the Authority or other person, authorised for the time being to make any payments to members of the Authority under Section 18 Local Government and
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Housing Act 1989 or any regulations made thereunder (“such officer”) shall keep such records of the attendances, approved duties, conferences, meetings, visits and other occasions qualifying for such payments as such officer considers necessary or desirable and members of the Authority shall supply to such officer such details thereof as s/he reasonably prescribes.
STANDING ORDER NO. 18 THE AUTHORITY’S CODE OF CONDUCT
All members of the Authority must at all times observe the requirements of the Authority’s Code of Conduct, including general principles governing the Conduct of Members as specified by the Secretary of State together with any further regulations or guidance issued by the Secretary of State or Standards for England.
STANDING ORDER NO. 19 PERSONAL AND PREJUDICIAL INTERESTS
(1) A member with a personal interest in a matter as defined in paragraph 8 of the Authority’s Code of Conduct who attends a meeting of the Authority or its Committees at which the matter is considered must disclose to that meeting the existence and nature of that interest at the commencement of that meeting or when the interest becomes apparent.
(2) A member with a prejudicial interest in any matter
(a) shall withdraw from the room where the meeting is being held whenever it becomes apparent that the matter is being considered at that meeting, unless he has obtained a dispensation from the Standards committee of the Authority, and
(b) shall not seek improperly to influence a decision about the matter.
(3) A member must within 28 days of being appointed to the Authority register his or her financial and other interests with the Legal Adviser to the Authority in accordance with paragraphs 13 an d14 of the Authority’s Code of Conduct.
(4) A member must notify the Legal Adviser to the Authority of any change to those interests referred to in a paragraph 8.1 within 28 days.
(5) A member must provide written notice to the Legal Adviser to the Authority of any gift or hospitality over the value of £25 within 28 days of receipt of such gift or hospitality.
STANDING ORDER NO. 20 INTEREST OF OFFICERS IN CONTRACTS
The Director of Corporate Services shall record in a book to be kept for the purpose brief particulars of any notice given by an officer of the Authority under Section 117 of the Local Government Act, 1972 as amended of any pecuniary or other interest in a contract, and the book and such notices shall be open during office hours to the inspection of any member of the Authority.
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STANDING ORDER NO. 21 CANVASSING OF, AND RECOMMENDATIONS BY, MEMBERS
(1) Canvassing of members of the Authority directly or indirectly for any appointment under the Authority shall disqualify the candidate concerned for that appointment. The purport of this paragraph of this Standing Order shall be included in any form of application.
(2) A member of the Authority shall not solicit for any person any appointment under the Authority, but this shall not preclude a member from giving a written testimonial of a candidate’s ability, experience, or character for submission to the Authority with an application for appointment.
(3) A member of the Authority shall not solicit for any person any appointment under the Authority, but this shall not preclude a member from giving a written testimonial of a candidate’s ability, experience, or character for submission to the Authority with an application for appointment.
STANDING ORDER 22 RELATIVES OF MEMBERS OR EMPLOYEES
(1) A candidate for any appointment under the Authority who knows that he is related to any member or employee of the Authority shall disclose that relationship in his application. A candidate who fails to disclose such a relationship shall be liable to be disqualified for the appointment and if appointed shall be liable to dismissal without notice.
(2) Every member and senior officer of the Authority shall disclose to the Legal Adviser to the Authority any relationship known by the member or senior officer to exist between that member or senior officer and any person whom the member or senior officer knows is a candidate for any appointment under the Authority.
(3) Reference to this Standing Order shall be included in any form of application.
(4) For the purposes of this Standing Order, “senior officer” means any member of the Senior Management Board, Brigade Manager or any other statutory officer of the Authority.
(5) Persons shall be deemed to be related if they are husband and wife, partners, or close personal friends, or if either of them is the son, daughter, grandson, granddaughter, brother, sister, nephew or niece of the other, or of the spouse, partner or close personal friend of the other. For the purpose of this Standing Order “partners” include a relationship between two people of the same sex whether or not registered as a civil partnership under the Civil Partnership Act 2004 and a relationship of common law husband and wife, and “partner” shall be construed accordingly.
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STANDING ORDER NO. 23 CUSTODY OF SEAL
The common seal of the Authority shall be kept in a safe place in the custody of the Legal Advisor to the Authority.
STANDING ORDER NO. 24 SEALING OF DOCUMENTS
(1) The common seal of the Authority shall not be affixed to any document unless the sealing has been authorised by a resolution of the Authority or of a committee to which the Authority have delegated their powers in this behalf, but a resolution of the Authority (or of a committee where that committee has the power) authorising the acceptance of any tender, the purchase, sale, letting, or taking of any property, the issue of any stock, the presentation of any petition, memorial, or address, the making of any contract, or the doing of any other thing, shall be a sufficient authority for sealing any document necessary to give effect to the resolution.
(2) The seal shall be attested by the Legal Adviser to the Authority, Chief Fire Oficer, Treasurer or another person authorised in writing by the Legal Adviser and an entry of every sealing of a document shall be made and consecutively numbered in a book kept for the purpose and shall be authenticated by the person who attested the seal.
STANDING ORDER NO. 25 AUTHENTICATION OF DOCUMENTS FOR LEGAL PROCEEDINGS
Where any document will be a necessary step in legal proceedings on behalf of the Authority it shall be signed by the Legal Adviser of the Authority unless any enactment otherwise requires or authorises, or the Authority give the necessary authority to some other person for the purpose of such proceedings.
STANDING ORDER NO. 26 INSPECTION OF DOCUMENTS
(1) A member of the Authority may, for purposes of his/her duty as such a member but not otherwise, on application to the Director of Corporate Services inspect any document which has been considered by a committee or by the Authority and if copies are available shall on request be supplied for the like purposes with a copy of such a document.
PROVIDED that a member shall not knowingly inspect and shall not call for a copy of any document relating to a matter in which s/he has a personal and prejudicial, and that this standing order shall not preclude the Director of Corporate Services or the Legal Adviser of the Authority from declining to allow inspection of any document which is or in the event of legal proceedings would be protected by privilege arising from the relationship of solicitor and client.
(2) All reports made or minutes kept by any committee shall, as soon as the committee has concluded action on the matter to which such reports or minutes relate and after they have been approved by the Authority, be open for the inspection of any member of the Authority.
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STANDING ORDER NO. 27 INSPECTION OF LANDS, PREMISES ETC.
Unless specifically authorised to do so by the Authority or a committee, a member of the Authority shall not have any right to issue any order respecting any works which are being carried out by or on behalf of the Authority or claim by virtue of his/her membership of the Authority any right to inspect or to enter upon any lands or premises which the Authority have the power or duty to inspect or enter.
STANDING ORDER NO. 28 VARIATION AND REVOCATION OF STANDING ORDERS
Any motion to add to, vary or revoke these standing orders other than for the purpose of compliance with any statutory requirement shall when proposed and seconded stand adjourned without discussion to the next ordinary meeting of the Authority.
STANDING ORDER NO. 29 SUSPENSION OF STANDING ORDERS
The Authority may resolve to suspend any of the standing orders so far as regards any business at the meeting where its suspension is moved.
STANDING ORDER NO. 30 INTERPRETATION OF STANDING ORDERS
(1) The Interpretation Acts shall apply to these standing orders.
(2) The ruling of the Chairman as to the construction or application of any of these standing orders, or as to any proceedings of the Authority, shall be final.
(3) In these Standing Orders, any reference to a statutory provision, regulations or code of conduct shall be construed as a reference to the provision, regulations or code of conduct as amended, substituted or extended from time to time.
COMMITTEES AND SUB-COMMITTEES
STANDING ORDER NO. 31 STANDING ORDERS TO APPLY TO COMMITTEES AND SUB-COMMITTEES
The standing order of the Authority headed “Rules of Debate” (except those parts which relate to standing and to speaking more than once) and the standing order headed “Personal and Prejudicial Interests” shall, with any necessary modification, apply to committee and sub-committee meetings.
Except where statutory provisions or express provisions of these standing orders otherwise provide or the context otherwise requires the following standing orders of the Authority relating to the meetings, proceedings and regulations of the Authority shall apply mutatis mutandis to meetings of committees or sub-committees:
Standing Order Nos:
2, 3, 8, 9, 10 (except those parts which relate to speaking more than once), 11, 12, 13, 16, 17, 19 together with all standing orders under the general heading “Committees and Sub-Committees”.
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STANDING ORDER NO. 32 APPOINTMENT OF COMMITTEES
The Authority shall at the annual meeting or at a meeting to be held as soon as possible thereafter or at such other meeting as the Authority shall determine appoint such committees as they are required to appoint by or under statute or under the arrangements made from time to time by the Authority for the appointment, constitution and powers and duties of such standing and other committees, and scrutiny committees of the Authority as the Authority considers necessary or desirable to carry out the work of the Authority, but subject to any statutory provision in that behalf shall not appoint any member of a committee so as to hold office later than the next annual meeting of the Authority.
STANDING ORDER NO. 33 ELECTION OF CHAIRMAN OF COMMITTEE
At the first meeting of every committee, the first business shall be to choose a chairman, and if the committee think proper, a vice-chairman unless the Chairman and/or the Vice- chairman has previously been appointed by the Authority. For the purpose of the election of a chairman the Chairman or the Vice Chairman of the Authority, if present at the meeting, shall act as Chairman.
STANDING ORDER NO. 34 APPOINTMENT OF SUB-COMMITTEES
(1) Every committee of the Authority may appoint sub-committees for purposes to be specified by the committee.
(2) Except where powers or duties are delegated to a sub-committee by any committee or by the Authority, no act of a sub-committee shall have effect until approved by the committee. A sub-committee with such delegated powers shall not exercise such powers unless the majority of persons present at any meeting thereof are elected members of the Authority.
STANDING ORDER NO. 35 ATTENDANCE OF SUBSTITUTES AT COMMITEES AND SUB-COMMITTEES
(1) A member may nominate any member of the Authority to act as his/her substitute and, in the absence of the member from any meeting of the relevant body the nominee shall be entitled to attend, speak and vote at the meeting (but not, in the case of a nominating member being the Chairman or Vice-Chairman, to exercise the rights and functions of that office).
(2) The nomination or revocation of nomination of a substitute shall be in writing specifying the body to which it relates, signed by the nominating member, and shall be sent forthwith to the Director of Corporate Services (notification thereof being given verbally by or on behalf of the nominating member in a case of urgency). Upon the receipt of notification the Director of Corporate Services shall cause the register maintained for the purposes of s.100G Local Government Act 1972 to be amended accordingly.
(3) A member attending as substitute shall, at the commencement of the meeting, identify the member on whose behalf s/he attends who shall thereupon be excluded from participation in that meeting.
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(4) A nomination (other than a nomination for the purpose only of a specific meeting) shall have effect until revoked by the nominating member.
STANDING ORDER NO. 36 SPECIAL MEETINGS OF COMMITTEES AND SUB-COMMITTEES
The Chairman of a committee or sub-committee or the Chairman of the Authority may call a special meeting of that committee or sub-committee at any time. A special meeting shall also be called on the written requisition of a quarter of the whole number of the relevant committee or sub-committee delivered in writing to the Director of Corporate Services but in no case shall less than three members requisition a special meeting. The summons to the special meeting shall set out the business to be considered thereat, and no business other than that set out in the summons shall be considered at that meeting.
STANDING ORDER NO. 37 QUORUM OF COMMITTEES AND SUB-COMMITTEES
In all cases where it is not otherwise specially provided three members shall form a quorum in all committees and two members shall form a quorum in all sub-committees.
STANDING ORDER NO. 38 VOTING IN COMMITTEE
Except where otherwise provided or agreed, voting at a meeting of a committee or sub- committee shall be by show of hands.
The chairman of a meeting of a committee or sub-committee shall be entitled to vote and in addition thereto shall have a second or casting vote.
STANDING ORDER NO. 39 MOVER OF MOTION MAY ATTEND COMMITTEE OR SUB-COMMITTEE
A member of the Authority who has moved a motion which has been referred to any committee or sub-committee shall have notice of the meeting of the committee or sub- committee at which it is proposed to consider the motion. S/he shall (unless under a statutory disability in relation thereto) have the right to attend the meeting and to speak thereon but, unless s/he is a member of that committee or sub-committee, shall not be entitled to vote.
STANDING ORDER NO. 40 ATTENDANCE OF MEMBERS AT COMMITTEE MEETINGS
Any member of the Authority may attend meetings of any committee of which s/he is not a member, provided that s/he may not speak thereat without the permission of the committee or vote upon any decision and provided that Standing Order 19 shall apply to such member of the Authority as though s/he were a member of the committee.
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STANDING ORDER NO. 41 ATTENDANCE OF MEMBERS AT SUB-COMMITTEE MEETINGS
Members of the Authority shall not attend meetings of sub-committees unless duly appointed by the committee or as a substitute for a duly appointed member or otherwise expressly invited by a majority of the sub-committee.
STANDING ORDER NO. 42 CONDUCT OF BUSINESS BY THE OVERVIEW AND SCRUTINY AND AUDIT AND GOVERNANCE COMMITTEES
(a) Work Programme
The Overview and Scrutiny Committee and the Audit and Governance Committee will be responsible for setting the Overview and Scrutiny and Audit and Governance work programme for the committee for each year.
(b) Agenda Items
(i) Any member of a Scrutiny and/or Audit and Governance committee shall be entitled to give notice to the Director of Corporate Services that he/she wishes an item relevant to the functions of the Committee to be included on the agenda for a future meeting of the committee. The Chairman of the Committee will determine when such requests are considered by the Committee, taking into account the work programme of the Committee and the views of the member making the request.
(ii) Members of a Scrutiny or Audit and Governance committee making requests for items to be considered, must complete the relevant notice which is available from the Director of Corporate Services. The information required to be provided by the member making the request will include the reasons for referring the issue and the objectives of an inquiry.
(iii) The Authority and committees of the Authority may also refer items for consideration by an Overview and Scrutiny or Audit and Governance committee. When an item is referred to scrutiny or Audit and Governance, the referring body must provide the following information when agreeing to refer the item to scrutiny:
the reasons for referring the issue
the objectives of the scrutiny process
any statutory requirements that the referring body is working within/towards
timescales for reporting back to the referring body
(c) Reports of Overview and Scrutiny and Audit and Governance committees
(i) Once it has formulated recommendations at the conclusion of an inquiry, the Overview and Scrutiny Committee will agree a formal report which will be submitted to the Director of Corporate Services for consideration by the appropriate body. (ii) The body to which a report is referred shall consider it not later than 10 weeks after being agreed by the Overview and Scrutiny and/or Audit and Governance Committee.
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(d) Rights of Overview and Scrutiny and the Audit and Governance Members to documents
In addition to their rights as Members of the Authority, Members of Audit and Governance and Overview and Scrutiny Committees have the additional rights to documents and to notice of meetings, as set out in the Annex to these Standing Orders. Nothing in this paragraph prevents more detailed liaison between the Authority, or its committees and the Audit and Governance and Overview and Scrutiny Committees, as appropriate, depending on the particular matter under consideration.
(e) Public participation in scrutiny
An Overview and Scrutiny Committee and Audit and Governance Committee may invite people or organisations from outside the Authority to address it, discuss issues of local concern impacting upon the functions of Authority and/or answer questions. It may for example, wish to hear from residents, stakeholders and Members and officers in other parts of the public sector and shall invite such people to attend.
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ANNEX ADDITIONAL RIGHTS OF ACCESS OF MEMBERS OF OVERVIEW AND SCRUTINY AND AUDIT AND GOVERNANCE COMMITTEES
1. Scrutiny and Audit and Governance Committees access to documents
Subject to rule 3 below, an Overview and Scrutiny Committee and Audit and Governance committee will be entitled to copies of any document which is in the possession or control of the Authority or its committees and which contains material directly relating to:
i) any business transacted at a meeting of the Authority or its committees; or
ii) any decision that has been made by an officer
2 Limit on Overview and Scrutiny and Audit and Governance Committee’s rights of access to documents
An Overview and Scrutiny Committee and Audit and Governance committee will not be entitled to:
i) any document that is in draft form; or
ii) any part of a document that contains exempt or confidential information, unless that information is directly relevant to:
an action or decision they are reviewing; or any review contained in any programme of work of such a committee, or
iii) the advice of a political adviser.
3 Additional rights of access for Members - material relating to previous business
All Members will be entitled to inspect any document which is in the possession or under the control of the Authority or its committees and contains material relating to any business previously transacted at a meeting of the Authority unless either (i) or (ii) below applies.
i) it contains exempt information falling within paragraphs 1 to 6, 9, 11, 12 and 14 of the categories of exempt information; or
ii) it contains the advice of a political adviser.
4 Nature of right
These rights of a member are additional to any other right he/she may have.
5. Professional Adviser
Take advice from a Professional Adviser to the Brigade.
June 2010 88 ITEM 4.7 - 2
CLEVELAND FIRE AUTHORITY
CONTRACT PROCEDURE RULES
CONTENTS
Rule [Page] Part A – Scope of Contract Procedure Rules 1 1. Application of Contract Procedure Rules 1
Part B – Selected Tenderers Lists 2 2. Compilation of Selected Tenderers Lists 2
Part C – Informal Procedures 3 3. Contracts under £5000 3 4. Contracts £5000 - £30000 etc. 3
Part D – Best Price Procedures 3 5. Contracts over £30,000 etc. 3 6. Public Notice provisions 4 7. Selected tenderers provision 5 8. Acceptance of tender 5
Part E – Price/Performance Procedures 5 9. Price/performance Contracts Provisions 5
Part F – Partnering Contracts Procedures 6 10. Partnering Contracts Provisions 6
Part G – General Provisions 8 11. Partnerships 8 12. Opening of Tenders 9 13. Tenders to be returned in sealed envelopes 9 14. Agreed Marking Mechanism 10 15. Contracts to be in writing 10 16. Liquidated Damages and Performance Bonds 10 17. Other remedies for breach 10 18. British Standards 11 19. Prevention of Corruption 11 20 Signature of Contracts 12 21. Tenderers withdrawal 12 22. Post contract variations and negotiations 12 23. Nominated sub-contractors 13
Part H – Glossary 14 24. Interpretation 14
(revised 25th July 2008) 89
CONTRACT PROCEDURE RULES (made in pursuance of Section 135 of the Local Government Act 1972)
PART A SCOPE OF CONTRACT PROCEDURE RULES
1. Application of Contract Procedure Rules
(1) These rules apply to every contract for the supply of goods, materials or services or for the execution of works, so far as they are relevant to a contract of the type determined by the Authority, except as provided in (2) below.
(2) These rules do not apply to contracts with professional persons for the execution of works or the provision of services in which the professional knowledge and personal skill of these persons is of the primary importance.
(3) No exception from any of the rules shall be made otherwise than by direction of the Authority or in any case of urgency, the Chief Fire Officer after consultation with the Monitoring Officer. A record of any exception from any of the provisions of these procedure rules shall be reported to the Authority at the next meeting, and shall specify the case or urgency by which the exception shall have been justified.
(4) For the purposes of any financial limit referred to in the rules, if the application of the rules to a particular contract cannot be identified until after opening of any tender, the value of the contract shall be as estimated by the Chief Fire Officer.
(5) The letting of any contract shall also comply with any legislation or regulations relevant to the contract, Health and Safety Regulations, the European Directive on public procurement, the Authority’s Financial Procedure Rules and the Authority’s Procurement Policy.
(6) In respect of any contract to which, for whatever reason, the procedures set out in these rules do not apply, there shall be followed a procedure which
(i) has been determined and recorded prior to its commencement (ii) ensures a level of competition consistent with the nature and value of the contract (iii) is transparent and auditable (iv) provides value for money, and (v) records the reasons for choosing the successful contractor
(revised 25th July 2008) 90
PART B SELECTED TENDERERS LISTS
2. Compilation of Selected Tenderers Lists
(1) This rule applies where a decision has been made that a list shall be kept of persons to be invited to tender for contracts for the supply of goods, materials or services of specified categories, values or amounts, or for the execution of specified categories of work and such a list is not to be compiled in accordance with the Constructionline procedure formulated by or on behalf of the Department of Trade and Industry.
(2) The list shall include at least eight persons and shall
(a) be approved by the Authority and (subject to paragraph 4 below) be maintained on behalf of the Authority by the Chief Fire Officer;
(b) contain the names of all persons who wish to be included in it and are approved by the Authority or Chief Fire Officer, subject to no persons being included until the appropriate technical officer is satisfied that they have the capacity to undertake the contracts envisaged and the Treasurer is satisfied that they are financially sound; and
(c) indicate whether a person whose name is included in it is approved for contracts for all or only some of the specified values or amounts of categories.
(3) At least four weeks before the list is first compiled notices inviting applications for inclusion in it shall be published in one or more local newspapers circulating in the district and in one or more newspapers or journals circulating among such persons as undertake contracts of the specified values or amounts or categories.
(4) The list may be amended by the Chief Fire Officer as required from time to time and shall be reviewed by the Authority at intervals not exceeding five years. Any such amendment shall be reported to the Authority. At least four weeks before each review, each person whose name appears in the list shall be asked whether s/he wishes his/her name to remain therein and notices inviting applications for inclusion in the list shall be published in the manner provided by para. (3) of this standing order.
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PART C INFORMAL PROCEDURES
3. Contracts under £5000
For a contract for less than £5,000 reasonable enquiries shall be made to determine that the price is fair and reasonable. Where possible, a minimum of three written informal quotations are to be obtained.
4. Works Contracts £5000 - £30,000
Goods Materials or Services Contracts £5000 - £12,000
In respect of contracts: - for the execution of work up to £30,000, or - for the supply of goods materials or services up to £12,000
three written quotations shall wherever possible be obtained.
PART D BEST PRICE PROCEDURES
5. Works Contracts over £30,000 Goods Materials or Services Contracts over £12,000
(1) Except for contracts described in rule 5(2), no contracts which exceed £30,000 in value or amount for the execution of any work, or £12,000 in value or amount for the supply of goods, materials or services shall be made unless public notice has been given in accordance with the Public Notice provisions (see rule 6)
(2) Rule 5(1) does not apply to contracts which have been determined should be let under
the Selected Tenderer provisions (see rule 7) the Price/Performance contracts provisions (see rule 9) or the Partnering contracts provisions (see rule 10)
or which relate to the following matters:
(a) Purchase by auction;
(b) Work to be executed or goods, materials or services to be purchased which are a matter of urgency;
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(c) The work to be executed or the goods, materials or services to be supplied consist of repairs to or parts for existing machinery or plant;
(d) The goods, materials or services to be purchased are such that a substantial proportion of the price is likely to be attributable to haulage;
(e) The purchase of goods, materials or services which are obtainable only from a limited number of contractors, but in such case a reasonable number of contractors shall be invited to submit tenders.
(f) Purchase or repair of patented or proprietary article or articles sold only at fixed price;
(g) The goods, materials or services to be purchased are such that effective competition is prevented by government control;
(h) The prices of the goods, materials or services to be purchased are controlled by a trade organisation or for other reasons there would be no genuine competition.
(i) The goods, materials or services to be purchased have already been subjected to a competitive tendering exercise by Central Government, e.g. SCAT, GCAT, OGC, Home Office National Framework Agreement.
(j) The goods, materials or services to be purchased can be obtained by use of a neighbouring authority’s previously tendered contract, e.g. call off contract.
(k) The goods, materials or services are to be purchased by agreement with one or more neighbouring Brigades/Authorities. However, in this case, by prior agreement, the contract procedure rules of one of the participating Authorities are to be adopted, e.g. collaboration/partnering
6. Public Notice Provisions
(1) At least ten days public notice shall be given
(i) in one or more local newspapers circulating in the district,
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(ii) also, wherever the value or amount of the contract exceeds £100,000 in the case of execution of any works or exceeds £30,000 in the case of supply of goods, materials or services, in one or more newspapers or journals circulating among such persons as undertake such contracts,
expressing the nature and purpose of the contract, inviting tenders for its execution and stating the last date (not less than 10 days after appearance of the public notice) when tenders will be received.
(2) After the date specified in the public notice, invitations to tender for the contract shall be sent to not less than three of the persons who applied for permission to tender, selected by the Chief Fire Officer in the approved manner, either generally or in relation to a particular contract or category of contract or, if fewer than three persons have applied and are considered suitable, to all such persons.
7. Selected Tenderers Provisions
This rule applies where it has been determined that the invitation to tender for a contract is to be limited to persons whose names appear on a Selected Tenderers list compiled under rule 2. An invitation to tender for that contract shall be sent to at least three of those persons included in the list as being approved for a contract for that value or amount or of that category, or, if there are fewer than three such persons, to all such persons. If there are three or more such persons, the persons to whom invitations are sent shall be selected by the Chief Fire Officer in the manner approved, either generally or in relation to a particular contract or to a category of contracts.
8. Acceptance of tender
A tender –
other than the lowest tender if payment is to be made by the Authority or other than the highest tender if payment is to be received by the Authority,
shall not be accepted without the fact of and reason for the acceptance being recorded and notified to the Authority at the next meeting.
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PART E PRICE/PERFORMANCE CONTRACTS
9. Price/Performance Contracts Provisions
This rule applies when it has been determined that the contractor shall be chosen on the basis of a combination of price and performance and for which a price/performance ratio has been determined.
(1) (a) Where there is a relevant Select List of Contractors for the nature of work or service involved in the project, the Chief Fire Officer shall invite such number of contractors from the list as s/he considers appropriate to indicate whether they are interested in undertaking the proposed works and, if so, to provide a list of all clients for whom they have worked in the 2 years prior to the invitation.
(b) Where there is no Select List of Contractors the Chief Fire Officer shall compile for examination by the Authority’s Tender Committee a list of contractors to whom the invitation referred to in para (a) above will be submitted.
(2) The Chief Fire Officer shall select from the contractors who confirm their interest and provide relevant details those contractors who will be invited to submit tenders and shall compile a list of those contractors for examination by the Authority’s Tender Committee. (3) Contractors invited to submit tenders will be required to provide method statements relevant to the contact.
(4) Not fewer than 4 of the contractor’s former clients will be requested to complete a Referee’s Questionnaire (see rule 23) except in the case of a contractor for whom Referee’s Questionnaires have been obtained during the previous 6 months.
(5) An Agreed Marking Mechanism (see Rule 13) shall be applied to calculate the Price/performance Score of each contractor
(6) The contractor with the highest Price/performance Score will be awarded the contract.
(7) The Price/performance Score of each contractor shall be entered into a Price/performance Score Matrix (see rule 23) which shall be submitted to the Authority’s Tender Committee without any indication of the identity of the Contractor to which each Price/performance Score relates at their next meeting.
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PART F PARTNERING CONTRACTS
10. Partnering Contracts Provisions
This rule applies when it has been determined by or on behalf of the authority that there shall be a Partnering Contract, namely a contract which includes all of the following provisions:
the establishment of a partnering team the stipulation of a Pricing Policy, being a statement of the prices to be charged by the contractor for the purchase of the materials and items set out in the statement
a facility for the Authority to examine all aspects of the contractors accounts for the contract and
a Savings Sharing Formula being a formula for the sharing between the contractor and the Authority of savings achieved within a Partnering Contract
(1) (a) Where there is a relevant Select List of Contractors, the Chief Fire Officer shall invite such number of contractors from the list as s/he shall consider appropriate to indicate whether they are interested in undertaking the proposed works under a partnering contract and, if so, to provide a list of all clients for whom they have worked in the 2 years prior to the invitation.
(b) Where there is no Select List of Contractors the Chief Fire Officer shall compile for examination by the Authority’s Tender Committee a list of contractors to whom the invitation referred to in para (a) above will be submitted.
(2) The Chief Fire Officer shall select from the contractors who confirm their interest and provide relevant details those contractors who will be given further consideration and shall compile a list of those contractors for examination by the Authority’s Tender Committee.
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(3) In respect of each of the contractors so selected not less than 2 of the contractor’s former clients shall be requested to complete a Referee’s Questionnaire except in the case of a contractor in respect of whom Referee’s Questionnaires have been obtained during the previous 6 months.
(4) Responses to the Referee’s Questionnaires shall be evaluated according to an Agreed Marking Mechanism and each of the 4 highest scoring contractors (or such greater number as may be determined by the Chief Fire Officer) shall be invited to confirm their ability to complete the project for the project budget.
(5) Contractors who so confirm will be invited to-
(a) provide details of the contractor’s proposed overhead costs, profit element, contractors nett project cost, and preliminaries costs, and
(b) to attend interview by an Interview Panel who will allocate an interview score for each contractor.
(6) The Partnering Score of each Contractor will be calculated by reference to an Agreed Marking Mechanism and entered into a Partnering Score Matrix which shall be submitted to the Authority’s Tender Committee without any indication of the identity of the Contractor to which each Partnering Score relates.
(7) The proposal of the contractor with the highest Partnering Score will be accepted.
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PART G GENERAL PROVISIONS
11. Partnerships
A partnership is defined as “a relationship between two or more independent legal bodies, organisations or individuals working together to achieve a common vision with clear aims and objectives.”
All Members and Officers currently involved in or considering ‘partnership’ working should have regard to the Partnership Policy Document and ensure compliance with it.
It should be noted the selection of partners must be underpinned by a procurement process set out in the Contract Procedure Rules except for the following circumstances:
a) Where there is no exchange of funds (e.g. information sharing only); b) Where the Authority is providing grant (e.g. this would not apply where funding depends upon detailed specific requirements) c) Where it is permitted, required or encouraged by law, e.g. joint committees pooled budgets.
As this area can be complex and legal challenges can arise the view of the Chief Fire Officer should be sought before any discussions are held with potential partners.
Any financial relationship with a partner must be fully documented and legally binding.
Where entering into a partnership requires a financial commitment from the Authority, either immediate or potential, for which budget provision is not available, or where the acceptance of external funding would lead to a financial commitment beyond the current year, the Chief Fire Officer in conjunction with the Treasurer shall provide a written report to the Authority giving a full appraisal of the financial implications of the scheme both in the current year and beyond. In such circumstances the approval of the Authority must be
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secured before the Chief Fire officer commits the Authority to any partnership agreement.
The Chief Fire Officer shall be responsible and accountable for the performance and financial monitoring of each Partnership. A risk assessment should be maintained in relation to the Authority being a party to each Partnership.
Where receipt of funds from a partner or third party (i.e. matched funding) is part of any grant submission, the Chief fire Officer must adhere to the guidance which has been provided by the Treasurer.
Internal Audit Services rights of access to all officers, buildings, information, explanations and documentation required to discharge the audit role should be written into the appropriate agreements with partner organisations.
12. Opening of Tenders
(1) Tenders shall be opened at one time only.
(2) Tenders whose estimated value does not exceed £80,000 shall be opened by the Chief Fire Officer or a Brigade Officer delegated by the Chief Fire Officer for this purpose in the presence of the relevant cost centre.
(3) Tenders whose estimated value exceed £80,000 shall be opened by not less than 2 Members of the Authority, selected from a rota drawn from the Authority’s Tenders Committee, in the presence of the Director of Corporate Services or an official designated by him/her.
(4) A register of all Tenders received and contracts subsequently placed shall be kept by the Chief Fire Officer. The register shall be open to inspection by any Member of the Authority, the Director of Corporate Services and the Treasurer and shall be regularly inspected by the Brigade’s Auditors.
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(5) In respect of tenders which, by virtue of their value being in excess of £80,000 require acceptance by the Fire Authority or a Committee of the Authority, a schedule of all tenders received shall be placed before the meeting, together with details of any technical evaluation and recommendations. No information shall be included in the Schedule or given to the meeting by which any of the tenders might be related to particular tenders.
(6) A tender, other than the lowest tender if payment is to be made by the Authority, or the highest if payment is to be received by the Authority, shall not be accepted without a record of the fact being made in the minutes of the Authority or the meeting at which the tender has been considered.
13. Tenders to be returned in Sealed Envelopes
(1) Where, an invitation to tender is made, every invitation shall state that no tender will be received unless it is enclosed in a plain sealed envelope which shall bear the word “Tender” followed by the subject to which it relates but no other name or mark indicating the sender.
(2) The tenders shall be kept in custody of the Chief Fire Officer or such other Officer of the Brigade as may be duly authorised, until the time and date specified for their opening.
(3) No tender received after the time and date specified in the invitation shall be accepted or considered unless there is clear evidence either:
(a) of it having been posted by first class at least the day before tenders were due to be returned, or
(b) of it having been delivered at the address required by the tendering procedure by the time and date specified in the procedure.
14. Agreed Marking Mechanism
No Price/performance procedure or Partnering procedure shall be commenced unless there has been agreed between the Chief Fire Officer and the Authority’s Chief Internal Auditor, in respect of the particular contract, or in respect of contracts of the nature of the contract in general, an Agreed Marking Mechanism complying with Rule 23. The contractors shall be informed of the elements to be marked and of the comparative importance of each element as a percentage of the available marks.
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15. Contracts to be in writing
All contracts shall be the subject of an Authority order or other formal contract and shall specify (a) the work, materials, matters or things to be furnished, had or done; (b) the price to be paid, with statement of discounts or other deductions; and (c) the time or times within which the contract is to be performed.
16. Liquidated Damages and Performance Bonds
Every contract which exceeds £75,000 in value or amount and is either for the execution of works or for the supply of goods, materials or services, shall, unless the Chief Fire Officer otherwise decides after consultation with the Authority’s Legal Adviser, provide for liquidated damages to be paid by the contractor in case the terms of the contract are not duly performed, and the Authority shall also require and take sufficient security for the due performance of any such contract. In the case of any such contract for the execution of works such security shall be provided by requiring the retention of a proportion of the contract sums payable until the work has been satisfactorily completed and maintained and, unless the Chief Fire Officer, after consultation with the Authority’s Legal Adviser considers it unnecessary in any particular case, additional provision of a bond for due performance.
17. Other Remedies for Breach
In every written contract for the supply of goods, materials or services which exceeds £2,000 in value or amount a clause shall be inserted to secure that, should the contractor fail to deliver the goods, materials or services or any portion thereof within the time or times specified in the contract, the Authority, without prejudice to any other remedy for breach of contract, shall be at liberty to determine the contract either wholly or to the extent of such default and to purchase other goods, or materials, as the case may be, of the same or similar description to make good (a) such default or (b) in the event of the contract being wholly determined the goods, materials or services remaining to be delivered. The clause shall further secure that the amount by which the cost of so purchasing other goods, materials or services exceeds the amount which would have been payable to the contractor in respect of the goods, materials or services, as the case may be, replaced by such purchase if they had been delivered in accordance with the contract shall be recoverable from the contractor.
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18. British Standards
Where an appropriate British Standards Specification or British Standard Code of Practice, issued by the British Standards Institution or Euronorm Standard, is current at the date of the tender, every contract shall require that, as the case may be, all goods and materials used or supplied and all workmanship shall be in accordance with that Standard.
19. Prevention of Corruption
(1) There shall be inserted in every written contract a clause empowering the Authority to cancel the contract and to recover from the contractor the amount of any loss resulting from such cancellation, in any of the following circumstances:
(a) if the contractor shall have offered or given or agreed to give to any person any gift or consideration of any kind as an inducement or reward:
for doing or forbearing to do, or for having done or forborne to do, anything in relation to the obtaining or execution of the contract or any other contract with the Authority or
for showing or forbearing to show favour or disfavour to any person in relation to the contract or any other contract with the Authority; or
(b) if the like acts shall have been done by any person employed by him/her or acting on his/her behalf (whether with or without the knowledge of the contractor) or
(c) if in relation to any contract with the Authority the contractor or any person employed by him/her or acting on his/her behalf shall have committed any offence under the Prevention of Corruption Acts 1889 to 1916 or shall have given any fee or reward the receipt of which is an offence under Section 117 Local Government Act 1972.
(2) The form of invitation to tender shall include an assurance in writing from the tenderer that s/he will not follow, or has not followed, in relation to that tender, the undermentioned practices:
(i) communicating to a person other than the person calling for tenders for the execution of the work, the amount of any proposed tender in accordance with any agreement or arrangement so to communicate.
Revised 25th July 2008 102
(ii) adjusting the amount of any proposed tender for the execution of the work in accordance with any agreement or arrangement by the proposed tenderer, and any person other than the person calling for tenders for the execution of such work.
20. Signature of Contracts
Except for contracts entered into by an officer in exercise of delegated powers, the Authority’s Legal Adviser shall be the agent of the Authority to sign on behalf of the Authority all contracts agreed to be entered into by or on behalf of the Authority or the Authority.
(1) Contracts which are for a value of £80,000 or more shall be either:
executed by the Authority’s Legal Adviser, or,
executed under the Authority’s seal.
21. Tenderers Withdrawal
In the event of any person or firm withdrawing a tender, or declining to sign a form of contract upon being called on to do so after his/her or their tender has been accepted (whether accepted subject to the Authority's approval or not) no further tender from such a person or firm shall, unless the Authority otherwise resolve, be considered for a period of three years.
Revised 25th July 2008 103
22. Post contract variations and negotiations
(1) Except for a variation:
(a) which does not substantially affect the nature of the works services goods, materials or services to be supplied to the Authority and does not increase the payment to be made by the Authority, or
(b) is made in accordance with paragraph (2)
a contract shall not without the authority of the Authority depart from the description of the works services goods, materials or services for which the quotation or tender was received.
(2) This paragraph applies where all of the tenders received exceed the budget allocated for the project and the Chief Fire Officer and the Cost Centre relevant to the contract consider that amendments may be made to the specification which would result in a price in accordance with the budget. The lowest tenderer and the next 2 lowest tenderers (if any) whose prices are not more than 125% of the price of the lowest tenderer shall each be provided with a schedule of variations and invited to submit a statement of the reductions to their tender which would apply to the variations.
(3) Apart from discussions with contractors for the purpose of clarification of any element of a tender, or for the correction of arithmetic or other details, negotiations following receipt of tenders shall only take place in the following circumstances:
(i) where a single tender has been received and the Chief Fire Officer considers that negotiation may lead to more favourable terms to the Authority, or
(ii) when tenders cannot readily be evaluated and compared without discussion with the tenderers or
(iii) with the approval of the Treasurer and the Authority’s Legal Adviser.
and any negotiations shall be conducted in accordance with paragraph (4)
(4) Discussion with tenderers for the purpose of negotiations under paragraph (3) shall
(i) take place only on Authority premises (ii) take place only with the knowledge of all tenderers (iii) be attended by not less than 2 Brigade Officers
Revised 25th July 2008 104
(iv) be at a pre-determined time during normal office hours (v) be the subject of a comprehensive written record, signed by the Brigade Officers in attendance and submitted to the Treasurer or the Authority’s Legal Adviser for approval
23. Nominated sub-contractors
This rule applies where a sub-contractor or supplier is to be nominated to a main contractor and the selection of the sub-contractor has not been undertaken in accordance with the Price/Performance Contracts provisions (Rule 9) nor within the context of a project undertaken under the Partnering Contracts provisions (rule 10).
(a) Where the estimated amount of the sub-contract or the estimated value of goods to be supplied by the nominated supplier does not exceed £5,000 then unless the Chief Fire Officer is of the opinion in respect of any particular nomination that it is not reasonably practicable to obtain competitive tenders:
(i) The Chief Fire Officer shall invite not fewer than three tenders for the nomination. The terms of the invitation shall require an undertaking by the tenderer that if s/he is selected s/he will be willing to enter into a contract with the main contractor on terms which indemnify the main contractor against his/her own obligations under the main contract in relation to the work or goods included in the sub-contract;
(ii) The tenders shall be opened at one time and only in the presence of the Chief Fire Officer or an officer designated by him/her;
(iii) The Chief Fire Officer shall maintain a record of all such tenders received;
(iv) The Chief Fire Officer or an officer designated by him/her shall nominate to the main contractor the person whose tender is, in his/her opinion, the most satisfactory one; Provided that, where the tender is other than the lowest received, the circumstances shall be reported to the next meeting of the Authority’s Tender Committee.
b) Where the estimated amount of the sub-contract or the estimated value of goods to be supplied by a nominated supplier exceeds £5,000 then unless the Chief Fire Officer (for reasons to be reported to the Authority’s Tender Committee at their next meeting) determines in respect of any particular nomination that it is not reasonably practicable to obtain competitive tenders:
(i) Tenders for the nomination shall be invited in accordance with rules Standing Orders 4, 5, 6 or 7 as the case may be, and rule 12(a) shall apply as if the tender were for a contract with the
Revised 25th July 2008 105
Authority. The terms of the invitation shall require an undertaking by the tenderer that if s/he is selected s/he will be willing to enter into a contract with the main contractor on terms which indemnify the main contractor against his/her own obligations under the main contract in relation to the work or goods included in the sub-contract;
(ii) The tenders shall be opened at one time and only in the presence of the Chief Fire Officer or an officer designated by him/her.
(iii) The Chief Fire Officer or an officer designated by him/her shall maintain a record of all such tenders received.
(iv) The Chief Fire Officer or an officer designated by him/her shall nominate to the main contractor a person whose tender is in his/her opinion the most satisfactory. Provided that where the tender is other than the lowest received, the circumstances shall be reported to the next meeting of the Authority’s Tender Committee.
(c) It shall be a condition of the employment by the Authority of any person (not being an officer of the Brigade) to supervise a contract that in relation to such contract s/he shall comply with the requirements of paras. (a) and (b) of this rule 22 as if s/he were the Chief Fire Officer of the Brigade.
(d) Lists of tenders and quotations received in accordance with this rule 22 shall be retained by the Chief Fire Officer concerned and shall be available for inspection by the members of Authority’s Tender Committee and the Treasurer.
Revised 25th July 2008 106
PART H GLOSSARY
24. Interpretation
Unless the context otherwise indicates, the following terms used in these rules have the meanings stated:
“Agreed Marking Mechanism” is the mechanism which (before the issue of any invitation to tender or attend interview) has been agreed between the Chief Fire Officer and the Authority’s Chief Internal Auditor for the allocation of marks making up the Price/performance Score. The Agreed Marking Mechanism shall include the composition of an evaluation team being a panel of officers who shall allocate marks according to the Agreed Marking Mechanism. (see also Rule 13)
“Chief Fire Officer” is the Chief Fire Officer of the Brigade who is responsible for letting and supervising the completion of a contract or of contracts of a particular nature
“Contractor’s Nett Project Cost” is the balance of the budget price after
deduction of the aggregate of the contractors expected profit and overheads
or any other element of the contract which is identified by the Agreed
Marking Mechanism as being deductible for the purpose of assessment of the
Contractors Nett Project Cost
“Interview Panel” is a panel comprising
2 officers appointed by the Chief Fire Officer 2 officers appointed by the Client Department, and a representative(s) of any other relevant body or department
and who when meeting shall be accompanied by an observer appointed by the Chief Fire Officer
Revised 25th July 2008 107
“Partnering Contract” is a contract which includes all the following provisions:
the establishment of a partnering team the stipulation of a Pricing Policy, being a statement of the prices to be charged by the contractor for the purchase of the materials and items set out in the statement
a facility for the Authority to examine all aspects of the contractors accounts for the contract and
a Savings Sharing Formula being a formula for the sharing between the contractor and the Authority of savings achieved within a Partnering Contract
“Partnering Score Matrix” is a matrix showing in respect of all contractors each element of their Partnership Score and their total scores
“Price/performance Score Matrix” is a matrix showing in respect of all contractors each element of their Price/performance Score and their total scores.
“Price/performance Contract” is a contract for which the contractor is to be chosen on the basis of a combination of price and performance.
“Price/performance Ratio” is the comparative importance of price and performance of the product or service expressed as a percentage ratio
“Project information” comprises:
Drawings, if any, showing outline of the construction works required A cost plan, if available, indicating the total budget for the project A specification of materials from which the cost plan has been prepared The timescale for the construction works The substantial form of the contract Any other information necessary to enable the contractor to assess the nature and likely cost of the project
Revised 25th July 2008 108
“Referee’s Questionnaire” is a questionnaire addressing the following aspects of a contract, namely
performance quality adherence to timetable health and safety issues and any other matters considered by the Chief Fire Officer to be relevant to assessment of the service provided by the contract
Revised 25th July 2008 109 APPENDIX B
NOMINATIONS
2010/11
1
NOMINATIONS - 2010/11
1. APPOINTMENT OF CHAIR & VICE CHAIR
Chair 2010/11 Councillor Vice Chair 2010/11 Councillor
2. APPOINTMENT TO COMMITTEES
EXECUTIVE COMMITTEE (4:1:1:1) Chair and Vice Chair to be included
HARTLEPOOL BOROUGH COUNCIL:- Councillors MIDDLESBROUGH BOROUGH COUNCIL:- Councillors REDCAR & CLEVELAND BOROUGH COUNCIL:- Councillors STOCKTON ON TEES BOROUGH COUNCIL:- Councillors
TENDERS COMMITTEE (2:1) Chair and/or Vice Chair of the Authority to be included
Chair or Vice Chair - Councillor Vice Chair or 1 majority Member- Councillor Minority Member Councillor
STANDARDS COMMITTEE (2:1:1) plus 3 independent persons To be chaired by an independent person
Majority Member:- Councillors Majority Member:- Councillors Minority Member:- Councillors Minority Member Councillors
OVERVIEW & SCRUTINY COMMITTEE (4:1:1:1) (Chair to be a Member of a Non Controlling Group if A &G Chair a member of the controlling group) No Executive or Audit and Governance Member to be included
HARTLEPOOL BOROUGH COUNCIL:- Councillor MIDDLESBROUGH BOROUGH COUNCIL:- Councillor REDCAR & CLEVELAND BOROUGH COUNCIL:- Councillor STOCKTON ON TEES BOROUGH COUNCIL:- Councillor
AUDIT & GOVERNANCE COMMITTEE (4:1:1:1) (Chair to be a Member of a Non Controlling Group if O & S Chair a member of the controlling group) No Executive or Overview and Scrutiny Member to be included
HARTLEPOOL BOROUGH COUNCIL:- Councillor MIDDLESBROUGH BOROUGH COUNCIL:- Councillor REDCAR & CLEVELAND BOROUGH COUNCIL:- Councillor STOCKTON ON TEES BOROUGH COUNCIL:- Councillor
2
APPEALS COMMITTEE (4:1:1:1) No Executive Members to be included
HARTLEPOOL BOROUGH COUNCIL:- Councillor MIDDLESBROUGH BOROUGH COUNCIL:- Councillor REDCAR & CLEVELAND BOROUGH COUNCIL:- Councillor STOCKTON ON TEES BOROUGH COUNCIL:- Councillor
JOINT CONSULTATIVE COMMITTEE (4:1:1:1) Chair and/or Vice Chair of the Authority to be included
HARTLEPOOL BOROUGH COUNCIL:- Councillor MIDDLESBROUGH BOROUGH COUNCIL:- Councillor REDCAR & CLEVELAND BOROUGH COUNCIL:- Councillor STOCKTON ON TEES BOROUGH COUNCIL:- Councillor
MEMBER DEVELOPMENT GROUP (4:1:1:1) Chair and/or Vice Chair to be included
HARTLEPOOL BOROUGH COUNCIL:- Councillor MIDDLESBROUGH BOROUGH COUNCIL:- Councillor REDCAR & CLEVELAND BOROUGH COUNCIL:- Councillor STOCKTON ON TEES BOROUGH COUNCIL:- Councillor
3. OUTSIDE BODIES
Local Government Association Fire Forum Councillor
Regional Management Board
One Labour Member Councillor One Labour Member Councillor One Labour Member substitute Councillor One Labour Member substitute Councillor
One Conservative Member Councillor One Conservative Member substitute Councillor
One Liberal Democrat Member Councillor One Liberal Democrat Member substitute Councillor
Safer Partnership Forums (CDRP’s or equivalent)
Community Leader Hartlepool Councillor Safer Partnership/CDRP representative Councillor
Community Leader Middlesbrough Councillor Safer Partnership/CDRP representative Councillor
Community Leader Redcar & Cleveland Councillor Safer Partnership/CDRP representative Councillor
Community Leader Stockton Councillor Safer Partnership/CDRP representative Councillor
3
Local Strategic Partnerships Board (or equivalent)
Hartlepool – One Member representative required Councillor
I&DeA
NE Improvement and Efficiency Partnership ) Community Engagement and Empowerment) Councillor Programme Member Sounding Board )
4. MEMBER CHAMPIONS
Hartlepool Community Leadership Champion Councillor
Middlesbrough Community Leadership Champion Councillor
Redcar & Cleveland Com Leadership Champion Councillor
Stockton Community Leadership Champion Councillor
Safer Communities (includes Health and Safety) Councillor
Children and Young People Councillor
Healthier Communities Councillor
Neighbourhoods (Environment, Asset Management) Councillor
Employer of Choice (includes Standards and Ethics) Councillor
Partnership Councillor
Diversity (includes equality and diversity) Councillor
Improvement and Value for Money (Efficiency, Councillor Risk and Performance Management)
5. FIRE IMPROVEMENT GROUP MEMBERSHIP
Chair
Vice Chair
Councillor
Councillor
4 APPENDIX C
OUTSIDE BODIES
2010/11
MAY 10 1
MAY 10 2
OUTSIDE BODIES
The Authority appoints on an annual basis to the following Outside bodies:-
1. Regional Management Board (RMB)
Cleveland Fire Authority is represented on the NE Regional Management Board by 4 members (politically proportioned) and their substitutes.
The RMB Chair, Vice Chair and Proper Officers are appointed on a rotational basis by the RMB for a two year period. Cleveland Fire Authority have held the position of Chair and Treasurer to the RMB for the past 2 years
As Chairman of the RMB, Councillor Forster attends the quarterly National RMB Chairs meetings, the Regional Diversity Steering Group Meetings and the Treasurer, Mr Emmerson attends the Finance Fire Working Group (FFWG).
2. Nominated CFA Memberships
The following are outside organisations to which Members have allocated representation and are reviewed on an annual basis:
Local Government Association Fire Forum 1 Member Local Government Assoc. Management Com Cllr Forster
Hartlepool Safer Partnership 1 Member Middlesbrough Safer Partnership 1 Member Redcar and Cleveland Safer Partnership 1 Member Stockton Safer Partnership 1 Member
Hartlepool Local Strategic Partnership Board 1 Member
NE Improvement and Efficiency Partnership ) Community Engagement and Empowerment) 1 Member Programme Member Sounding Board )
3. Member Attendance at Outside Organisations/Events
North East Regional Employers Organisation - The Chairs of the Overview and Scrutiny and Audit and Governance Committees attend the Joint Member and Officer Scrutiny Group meetings which comprises of members and officers from the North East who meet locally on an ad hoc basis to share good practice.
National Equality and Diversity Member Champion Network Meetings – the Equality and Diversity Member Champion (or substitute) attends these network meetings to share good practice.
MAY 10 3
4. Nominations to Outside Bodies
Members nominations are sought for appointment to Outside Bodies as detailed at paragraphs 1 – 3.
5. For Information
5.1 NE Fire Control Company Limited
The Authority have appointed two Directors (Councillors Forster and Payne) and two substitute Directors (Councillors O’Donnell and Stoker) to the NE Fire Control Company Limited (also known as Local Authority Controlled Company - LACC). These Members will remain as Directors of this Company for their term of office on the Cleveland Fire Authority or until they resign from the Board.
Councillor Forster is the Chair of the NE Fire Control Company Limited and attends the National Fire Control Company Chairs meetings which are held in London after the LGA Fire Forum meetings approximately 5 times a year. When attending these meetings Councillor Forster also attends the LGA Fire Forum as a non voting member.
Councillor Forster as Chair also attends Chair and Principle Officer 1st Wave meetings which are currently held on an ad hoc basis.
5.2 Cleveland Fire Support Network
Councillor Forster is a Trustee of the Cleveland Fire Support Network, which is a registered charity established to introduce a Cleveland wide volunteer organisation to work with the Brigade and the community.
MAY 10 4 APPENDIX D
THE ROLES OF MEMBERS
2010/11
24 May 2010 1 CONTENTS
6.1 The Role of a Fire Authority Member
6.2 Role of Committee Members Executive Audit and Governance Overview and Scrutiny Standards
6.3 Special Responsibility Roles Chair Vice Chair Outside bodies
6.4 Member Champions Safer Communities Healthier Communities Neighbourhoods Diversity Children and Young People Employer of Choice Community Engagement and Partnerships Improvement and Value for Money
Hartlepool Community Leadership Champion Middlesbrough Community Leadership Champion Redcar and Cleveland Community Leadership Champion Stockton Community Leadership Champion
24 May 2010 2 INTRODUCTION
Members Roles
Following approval of the new Performance Framework, Members roles have been reviewed and strengthened in line with the new Corporate Objectives and Framework to ensure that the roles and responsibilities of all Cleveland Fire Authority Members are embedded within the Governance and Member Development framework. This will enable Members to contribute to the delivery of effective outcomes for the Authority and the community.
Full details of the skills and knowledge descriptors are detailed within the Member Development Plan. This will enable Members to identify which key skills are needed to carry out their roles and also enables them to review the detailed description of the role and assess their own capacity and capability to perform the role.
The Skills and knowledge descriptors also enable Members to identify whether they require support or have development needs in their current or future role.
24 May 2010 3
ROLE OF CLEVELAND FIRE AUTHORITY MEMBER
1. To fulfil the statutory and locally determined requirements of an elected member of a local Fire Authority and the authority itself, including compliance with all relevant codes of conduct, and participation in those decisions and activities reserved to the full Authority (e.g. setting budget, overall priorities and strategy).
2. To participate effectively as a member of any committee to which the Authority is appointed, including related responsibilities for the services falling within the committee’s terms of reference, and its liaison with other public bodies to promote better understanding and partnership working.
3. To participate in the activities of an outside body to which appointed, providing two-way communication between the organisations. Also, for this purpose, to develop and maintain a working knowledge of the authority’s policies and practices in relation to that body and of the community’s needs and aspirations in respect of that body’s role and functions.
4. To participate in the scrutiny or performance review of the services of the authority including, where the authority so decides, the scrutiny of policies and budget, and their effectiveness in achieving the strategic objectives of the authority.
5. To participate, as appointed, in consultative processes with the community and with other organisations.
6. To provide a link between the authority to the community, through the various forums available
7. To be accessible to people and groups living in the ward, to represent their interests, to respond to enquiries and complaints and to provide regular information on developments.
8. To develop and maintain a working knowledge of the authority’s services, management arrangements, powers/duties, and constraints, and to develop good working relationships with relevant officers of the authority
9. To develop and maintain a working knowledge of the other organisations and services which serve the Authority
10. To contribute constructively to open government and democratic renewal through active encouragement to the community to participate generally in the democratic process
11. To participate in the activities of any political group of which the Authority is a member
12. To conduct the business of the Authority within the Authority and not through the written or broadcast media
13. To maintain confidentiality in all relevant Authority business
14. Not individually to seek to instruct officers
15. To find a suitable substitute and to brief them on the meeting due to be attended, on occasions when personal attendance is not possible and where substitutes are permissible.
16. To be responsible for identifying self development so as to maximise effectiveness in performance
24 May 2010 4
ROLE OF EXECUTIVE MEMBER
1. Participate effectively as a Member of the Executive Committee – take joint responsibility with colleague Members for all actions and be accountable collectively.
2. Challenges issues prior to making decisions if felt appropriate to do so.
3. Shape and develop the Strategic Priorities and vision of the CFA, participating in debates and discussion about policy issues across the range of services provided by the Authority.
4. Ensure appropriate regard to the community’s and stakeholders interests and to any equalities and diversity issues.
5. Aim for the Authority to be at the forefront of service development and provision where possible; take an active interest in related performance indicators and rankings.
6. To exercise delegated powers as stated within the remit of the committee
7. Keep abreast of related developments and policies at national, regional and local level
8. Enhance the Authority’s reputation through taking the national stage where possible and participating in regional and national networks.
9. Build good relationships with appropriate senior officers. Be supportive in dealing with any problems at a strategic level.
10.Be responsible for continuous personal development. Take advantage of learning opportunities to build on understanding and knowledge, and to develop relevant skills.
11. To maintain confidentiality in all relevant Authority business
12. To facilitate a corporate leadership role where appropriate to do so and foster links through partnerships.
13. Along with the Strategic Management Team be available as appropriate for other Members to discuss any queries or matters of concern.
14. To find a suitable substitute and brief them on the meeting due to be attended, on occasions when personal attendance is not possible and where substitutes are permissible.
15. Encourage openness and honesty.
24 May 2010 5
ROLE OF AUDIT AND GOVERNANCE MEMBER
1. To provide leadership and direction for scrutiny.
2. To lead on the development and prioritisation of an effective work programme
3. To be responsible for identifying self development so as to maximise effectiveness in performance.
4. To develop a constructive relationship with the Brigade Managers in the areas that the Committee scrutinises.
5. To find a suitable substitute and brief them on the meeting due to be attended, on occasions when personal attendance is not possible and where substitutes are permissible.
6. To be responsible for outputs and outcomes of scrutiny.
7. To receive evidence in an impartial manner.
8. To analyse information presented to the committee.
9. The ability to challenge the Authority if required.
10. To make recommendations based on the committee’s deliberations.
24 May 2010 6
ROLE OF OVERVIEW AND SCRUTINY MEMBER
1. To provide leadership and direction for scrutiny
2. To lead on the development of an effective work programme
3. To obtain necessary skills and training to carry out the scrutiny role
4. To engage with all stages of the scrutiny process
5. To lead the Committee in prioritising its work so as to ensure effective scrutiny
6. To develop a constructive relationship with the Brigade Managers and Professional Adviser in the areas that the Committee scrutinises.
7. To find a suitable substitute and brief them on the meeting due to be attended, on occasions when personal attendance is not possible and where substitutes are permissible.
8. To be responsible for outputs and outcomes of scrutiny.
9. To receive evidence in an impartial manner.
10. To analyse information presented to the committee.
11. To make recommendations based on the committee’s deliberations
24 May 2010 7
ROLE OF STANDARDS COMMITTEE MEMBER
1. To engage fully in collective consideration of the issues, taking into account the full range of relevant factors including any guidance issued by the monitoring officer.
2. Give the Authority advice on adopting a local code of conduct.
3. Monitor the effectiveness of the code.
4. Train the members on the code or arrange for such training.
5. Promote and maintain high standards of conduct for members and help members to follow the code of conduct.
6. Ensure that the determination Procedure is fair and will allow any allegation brought to the committee to be dealt with effectively and efficiently as possible.
7. To be responsible for identifying self development so as to maximise effectiveness in performance.
8. To find a suitable substitute and brief them on the meeting due to be attended, on occasions when personal attendance is not possible and where substitutes are permissible
24 May 2010 8
ROLE OF CLEVELAND FIRE AUTHORITY CHAIR
1. To provide the political leadership to the Authority, including proposing the policy framework within which the Authority will operate and to take such executive action as may be delegated by the Authority.
2. To ensure effective Corporate Governance including working with opposition groups to seek to achieve where possible cross party cooperation.
3. As Chair of the Authority, to be the key contact for outside organisations, Local Authority Associations and Authority partners.
4. To lead the Authority and ensure that its work is conducted in accordance with the Authority’s Constitution and with due regard for any statutory provisions set out in legislation.
5. To ensure that the Authority achieves its terms of reference and ensure the effective integration of roles, responsibilities and functions of the Committee membership.
6. To ensure through working with the Brigade Managers and Proper Officers the long term financial, business and economic stability of the Authority.
7. To be the ambassador voice of the Authority, for example in its dealings with Local Authorities and their Associations and to positively promote the Authority as a whole in the media.
8. To act as the political spokesperson for the Authority.
9. To encourage the highest standards of probity and corporate governance for the well being of the Authority.
10. To appoint the Fire Brigade Chaplain during their tenure of Chair.
11. To consult with the Chief Fire Officer, Legal Adviser, Treasurer and Vice Chair regarding actions of matters of urgency.
24 May 2010 9
ROLE OF CLEVELAND FIRE AUTHORITY VICE CHAIR
1. To assist and work with the Chair in delivering their responsibilities to the Authority within their job profile.
2. To deputise for the Chair in their absence from Authority meetings.
3. In the absence of the Chair, carry out the requirements of their job profile so far as legally possible and permissible.
4. To carry out such duties and responsibilities as delegated by the Chair.
5. To consult with the Chief Fire Officer, Legal Adviser, Treasurer and Chair regarding actions of matters of urgency.
24 May 2010 10
ROLE OF OUTSIDE BODY MEMBER
1. To participate in the activities of an outside body to which the Councillor is appointed, providing two-way communication between the organisations. Also for this purpose, to develop and maintain a working knowledge of the authority’s policies and practices in relation to that body and of the community’s needs and aspirations in respect of that body’s role and functions.
2. Duty to act in the best interests of the body to which you are appointed, not making personal gain and to take care of assets.
3. To attend meetings and follow rules on declarations of interests.
4. Take responsibility for all main decisions in relation to the body to which you are appointed.
5. To explain the views and keep the Authority informed of the proceedings of that outside body.
24 May 2010 11
ROLE OF MEMBER CHAMPION
The role of Champion will enable Authority member to further develop their knowledge and understanding through the following key activities:
Assess the effectiveness of the current services. Consider and recommend strategy and resources for future delivery of fire and rescue services. Lead and support the delivery of effective and risk managed prevention and protection, emergency response and organisational support services.
Duties
1. Research the subject area through reading documents, website, internet, training sessions, visits etc, to develop knowledge and understanding of the services provided by Cleveland and other Fire and Rescue Services.
2. Hold and attend meetings and develop relationships with Brigade Managers/employees to further develop knowledge and understanding of the services provided by Cleveland Fire Brigade.
3. Share the knowledge and understanding gained with all Fire Authority Elected Members via (a) a briefing document and/or (b) a short presentation.
4. Coach/mentor individual Elected Member colleagues in the development of knowledge and understanding as requested.
5. Expectations for each individual Champion Partnership will be agreed in writing between Elected Member and Officer Champions supported by the Democratic and Member Services.
The Process and guidance for Elected Member Champion follows.
24 May 2010 12
PROCESS AND GUIDANCE FOR ELECTED MEMBER CHAMPIONS
24 May 2010 13 ELECTED MEMBER CHAMPIONS
Process and Guidance for Elected Member Champions
Introduction
1. The Accounts and Audit Regulations require all authorities to produce an Annual Governance Statement from 2007/08 and place great emphasis on the way in which officers and Members work together to achieve good governance. Having Member Champions is one means of demonstrating these good governance arrangements.
2. Although it is entirely appropriate that a Member should become involved in any area of interest, it is helpful to officers and ultimately to the achievement of the Authority’s vision, to have nominated Member Champions associated with certain areas of work and with whom Officers can build relationships and share knowledge.
3. A structured Member Champion process provides valuable evidence of improvement if the Authority wishes to apply for Exemplar status which is the next level up from the Member Development Charter. This structure will not restrict involvement in the business of the Service to Champions alone and it is expected that Members will continue to be involved in areas of interest when they wish to.
Elected Member Champion Roles and Process
4. The Elected Member Champion Roles are outlined below at Appendix A
5. Each Champion will be linked to a Director (sometimes this will be the same person) who will offer additional support and guidance to the Member Champion and deal with any issues that arise.
6. As soon as a Member becomes a Champion, the relevant Director/Officer should make contact with him/her to discuss their expectations of the Champion partnership.
7. Directors/Officers should ensure that they make contact with and brief their Member Champion on a regular basis. This will differ in the case of each Champion role but again, expectations around the individual Champion partnerships should be based on the attached general role map (Appendix A) and agreed in writing using the attached template (Appendix B) as soon as possible after the Member Champion is confirmed in that role.
The completed template should be returned to the Head of Corporate Services.
24 May 2010 14
ELECTED MEMBER CHAMPION
The role of Champion will enable Authority Members to further develop knowledge and understanding and fulfil the requirements of the Fire Authority Elected Members’ Role Map through the following key activities:
A Assess the effectiveness of current services for fire, rescue and emergency planning.
B Consider and recommend strategy and resources for future delivery of fire, rescue and services.
C Lead and support the delivery of effective and risk managed prevention and protection, emergency response and organisational support services.
DUTIES:
1. Research the subject area through reading documents, website, internet, training sessions, visits etc, to develop knowledge and understanding of the services provided by Cleveland and other Fire and Rescue Services.
2. Hold and attend meetings and develop relationships with Brigade Managers/employees to further develop knowledge and understanding of the services provided by Cleveland Fire Brigade.
3. Share the knowledge and understanding gained with all Fire Authority Elected Members via (a) a briefing document and/or (b) a short presentation.
4. Coach/mentor individual Elected Member colleagues in the development of knowledge and understanding as requested.
5. Expectations for each individual Champion Partnership will be agreed in writing between Elected Member and Officer Champions supported by Democratic and Member Services.
24 May 2010 15
MEMBER CHAMPIONS
Title Member Champion Officer Champions
Diversity Champion Carol McCletchie
Neighbourhoods Champion Gary Cawley (includes Waste Management, Asset Management, Environment
Improvement and Value for Money Karen Winter Champion (includes Performance Management, developing data quality; Efficiency, Business/Corporate Risk Management)
Safer Communities Champion Phil Lancaster (includes Health and Safety)
Children & Young People Champion Phil Lancaster
Healthier Communities Champion Phil Lancaster
Employer of Choice Champion Carol McCletchie (includes Member Development, Standards and Ethics)
Community Engagement & Carol McCletchie Partnership Champion
Hartlepool Community Leadership Dave Turton Champion
Middlesbrough Community Chris Chisholm Leadership Champion
Redcar & Cleveland Community Steve Walton Leadership Champion
Stockton Community Leadership Ian Harrington Champion
24 May 2010 16
Champion Partnership
Agreed Objectives
Champion Partnership Role
Member Champion name
Contact details:
Phone Mobile Email Address
Officer Champion name
Contact details:
Phone Mobile Email Address
Agreed Objectives 1.
2.
3.
4.
Process of reporting back to Authority Members
Regular Meetings to be attended
Date Agreed
Please send the completed form For DMS use only: to Beverley Parker, Head of Corporate Support Date Received: 01429 874073
24 May 2010 17 APPENDIX E
ETHICAL GOVERNANCE
2010/11
1 2 CONTENTS
7.1 Anti Fraud and Anti Corruption Strategy (which includes)
Our written rules How we expect our Members and employees to behave Preventing fraud and corruption Detecting and investigating fraud and corruption Training Fraud Response Plan General Principles of Public Life Whistleblowing Policy Prosecution Policy Gifts and Hospitality Anti Money Laundering Policy 7.2 Standards and Partners
7.3 Code of Conduct – adopted 27 July 2007
Code of Conduct Declaration - reviewed and signed annually
Further guidance from the Standards for England can be found at www.standardsforengland.gov.uk/guidance/thecodeofconduct/guidance 7.4 Register of Members’ Interests
Reviewed by Members on an annual basis. All CFA Members Register of Interests are displayed at www.clevelandfire.gov.uk/fire-authority/standards-and-probity 7.5 Gifts and Hospitality Form 7.6 Hearing Procedures for the Standards Committee
(The Standards Committee terms of reference are detailed within the Constitution of the Authority.) 7.7 Guidance on Procedure for dealing with allegations of breach of the Members Code of Conduct
A Complaint Form which details how you make a complaint and what information is required. Guidance Note on Local Assessment of Complaints Against Members
3 ITEM 7.1
CCLLEEVVEELLAANNDD FFIIRREE AAUUTTHHOORRIITTYY
AAANNNTTTIII---FFFRRRAAAUUUDDD &&& AAANNNTTTIII---CCCOOORRRRRRUUUPPPTTTIIIOOONNN SSSTTTRRRAAATTTEEEGGGYYY
Updated May 2010
CLEVELAND FIRE AUTHORITY ANTI-FRAUD & ANTI- CORRUPTION STRATEGY
CONTENTS
1. Introduction
2. Our written rules
3. How we expect our Members and employees to behave
4. Preventing fraud and corruption
5. Detecting and investigating fraud and corruption
6. Training
7. Conclusion
Appendix 1 - Fraud Response Plan
Appendix 2 - General Principles of Public Life
Appendix 3 - Whistleblowing Policy
Appendix 4 - Prosecution Policy
Appendix 5 - Gifts and Hospitality
Appendix 6 - Anti Money Laundering Policy
Updated May 2010
CLEVELAND FIRE AUTHORITY ANTI-FRAUD & ANTI- CORRUPTION STRATEGY
1. INTRODUCTION
1.1 We (Cleveland Fire Authority) employ approximately 800 staff and have a revenue and capital budget of over £32.9 million. As with other large organisations, the size and nature of our services puts us at risk of loss due to fraud and corruption both from within the Fire Authority and outside it.
1.2 The stewardship of public money is a fundamental responsibility for both elected Members and staff. We are committed to making sure that the opportunity for fraud and corruption is reduced to the lowest possible risk. Where there is the possibility that fraud, corruption or other irregularities have occurred, we will deal with the issue in a firm and controlled manner.
1.3 An important part of Cleveland Fire Authority’s approach is introducing an anti-fraud and anti-corruption strategy, which we will use to advise and guide Members and staff on our approach to the serious issues of fraud and corruption. This document provides an overview of our strategy in this matter and includes a 'fraud response plan' which provides more detailed guidance on how to deal with instances of potential fraud and corruption.
1.4 In administering its responsibilities the Fire Authority is committed to the prevention of fraud and corruption. This strategy statement emphasises to all employees the importance placed by the Fire Authority on probity, financial control and honest administration. The main message is that we expect all Members, employees, consultants, contractors, and others, to be fair and honest, and to give us any help, information and support we need to deal with fraud and corruption.
1.5 The strategy set out in this document covers the following areas: Our written rules; How we expect our Members and employees to behave; Preventing fraud and corruption; Detecting and investigating fraud and corruption; Training.
2. OUR WRITTEN RULES
2.1 We have a number of procedures and rules to make sure that our financial, working and organisational procedures are properly controlled. These are an important part of our internal control process, and it is important that all members and staff know about them.
2.2 The most important of these are as follows: Financial Procedure Rules; Standing Orders Contract Procedure Rules; Delegation Scheme; Officer Employment Procedure Rules Code of Conduct for Employees; Code of Conduct for Members; Disciplinary Procedures; Employees' Conditions of Service.
Updated - May 2010 6
2.3 The Fire Authority also recognises the high level of public scrutiny of its affairs by a variety of bodies including;
External Audit; Government Departments; Inland Revenue; HM Customs & Excise; General Public; Local and National Media.
The Fire Authority will positively respond to such scrutiny, demonstrating its commitment to this process, by effective liaison with the Audit Commission and other statutory agencies to ensure that it achieves the required standards of probity.
2.4 Individual departments have also introduced their own measures, which are designed to control their activities. Examples include accounting control procedures, working manuals and operating procedures.
2.5 Senior Officers and Management must make sure that all staff have access to these rules and regulations and that staff receive suitable training.
2.6 Members and employees must make sure that they read and understand the rules and regulations that apply to them, and act in line with them.
2.7 If anyone breaks these rules and regulations we may take formal action against them. This may include, in particular circumstances, ending their employment with the Fire Authority in respect of employees and referral to Standards Committee in respect of Members. It will be the responsibility of the Monitoring Officer to report matters amounting to any infringement of the code of conduct, to the Standards Committee.
3. HOW WE EXPECT AUTHORITY MEMBERS AND EMPLOYEES TO BEHAVE
3.1 We expect all people and organisations that are in any way associated with us to be honest and fair in their dealings with everyone. We expect our Members and employees to lead by example in these matters.
3.2 Our separate Codes of Conduct for Members, and employees, set out an approach to work that is both honest and fair. Members and employees must act in line with the codes at all times.
3.3 Cleveland Fire Authority Members and employees have an important part to play in our anti-fraud and corruption arrangements. We encourage our staff and Members to inform us if they suspect a case of fraud. We will endeavour not to reveal the names of the people who gave us the information. We will deal with all information fairly and confidentially. Our fraud response plan attached (Appendix 1) gives more advice on this issue for staff.
3.4 Members are required to record their financial and other interests and record any receipt and offering of hospitality or gifts. At formal meetings Members are required to declare any interests in the matters under discussion, where the interest is personal and prejudicial.
3.5 Separate guidance has been issued on gifts/hospitality and the Fire Authority’s framework is detailed at Appendix 5.
Updated - May 2010 7
3.6 The Relevant Authorities (General Principles) Order 2001 sets out the ten guiding principles that apply to people who serve the public. We will develop our working behaviour around these principles, which are attached as Appendix 2.
3.7 We expect our Senior Officers and Managers to deal firmly and quickly with anyone who is responsible for fraud or corruption. The Treasurer and Head of Internal Audit in consultation with the Monitoring Officer may refer matters to the police if they suspect any criminal activity has been carried out.
3.8 We must ensure that any investigative process is not misused and, therefore, any abuse, such as raising unfounded malicious allegations, may be dealt with as a disciplinary matter.
4. PREVENTING FRAUD AND CORRUPTION
4.1 To address the potential challenge of fraud and corruption, we must endeavour to prevent it from happening in the first place. It is essential that we have clear rules and procedures, to provide a framework within which Members, employees, consultants and contractors can work. These include the main corporate rules, which are set out in section 2.
4.2 We will regularly review and update our written rules.
4.3 Senior Officers and Managers must make sure that suitable levels of internal checks are included in working procedures, particularly financial procedures. It is important that duties are organised so that no one person can carry out a complete transaction without some form of checking process being built into the system.
4.4 To ensure the effective use of audit resources a 5-year Strategic Plan and Annual Internal Audit Activity Plans are in operation. These plans ensure that the challenge of potential fraud is appropriately addressed through;
regular reviews of controls within the main financial systems; protective audit visits to Fire Authority establishments to ensure appropriate standards of financial administration are in operation; detailed probity work using computer interrogation techniques.
By it's nature, corruption is difficult to identify and prosecute successfully. The Fire Authority's approach is to have in place a robust framework of procedures and subject them to regular review.
4.5 We must follow our procedures when employing new staff. If possible, we must check the previous employment records of anyone we are considering employing. This applies to both temporary and permanent staff. The role that staff are expected to play in ensuring effective internal control will be included within staff induction procedures when they begin their employment. This will be followed up with training as appropriate.
4.6 We are committed to working and co-operating with other organisations to prevent organised fraud and corruption. Wherever possible, we will be prepared to help and exchange information with other Fire Authorities and organisations to deal with fraud.
4.7 We will participate in computerised data matching initiatives, co-ordinated by the Audit Commission and we will abide by Codes of Practice covering such processes. This kind of work needs to be tightly controlled particularly in relation to data protection issues.
Updated - May 2010 8
4.8 We will make sure that full details of arrangements for reporting concerns are widely published to the public, Members and employees through: -
Cleveland Fire Authority Internet Site. CFA Intranet Site. Members Handbook. Staff Handbook.
All information received in this way will be acted on and investigated in all appropriate circumstances.
4.9 The Terrorism Act 2000, Proceeds of Crime Act, 2002, and the Money Laundering Regulations, 2007, have broadened the definition of money laundering, and increased the range of activities caught by the statutory framework. Accordingly, the Authority is required to implement working procedures designed to prevent the use of its services for money laundering. Reference is to be made to any policy of the Authority relating to anti-money laundering, and also to applicable guidance as issued by the Law Society and the Solicitors Regulatory Authority as a supervisory body. The policies and procedures of the Authority’s Legal Services is set out within this Anti-Money Laundering Policy document at Appendix 6 and within the existing SLA with Hartlepool Borough Council, and staff should therefore familiarise themselves with the requirements and procedures as set out herein.
5. DETECTING AND INVESTIGATING FRAUD AND CORRUPTION
5.1 The array of preventative systems, particularly internal control systems, within the Fire Authority has been designed to provide indicators of any fraudulent activity, although generally they should be sufficient in themselves to deter fraud. You should read this section with our fraud response plan (Appendix 1) and our Prosecution Policy (Appendix 4).
5.2 Under our Code of Conduct and Financial Procedure Rules, employees should report any suspected cases of fraud and corruption to the appropriate manager, or, if necessary, direct to the Head of Internal Audit. Reporting cases in this way is essential to the anti-fraud and corruption strategy and makes sure that:
suspected cases of fraud and corruption are investigated properly; the fraud response plan is properly carried out; there is a standard process for dealing with all suspected cases of fraud and corruption; and people and our interests are protected; People’s rights, and authority interests are properly protected.
5.3 The Fire Authority's Whistleblowing Policy (Appendix 3) is intended to encourage and enable staff and others to raise serious concerns of misconduct. Employees reporting concerns in this way are afforded certain protection against discrimination through legislation (Public Interest Disclosure Act 1998).
5.4 The Head of Internal Audit will work with the Monitoring Officer and Treasurer to the Authority and Senior Officers and Managers to determine the type and course of any investigation. This will include referring cases to the police where necessary. We will instigate prosecution of offenders and we will carry out our disciplinary procedures where appropriate. We will ensure that any internal proceedings do not prejudice any criminal case.
Updated - May 2010 9
6. TRAINING
6.1 Introducing and operating a successful anti-fraud and anti-corruption strategy requires that all staff possess levels of knowledge, skills and understanding that enable them to operate competently within the required parameters. Training will be programmed as necessary to meet individual development needs in this area.
6.2 Cleveland Fire Authority is committed to continuing personal development for all employees. Those who are involved in operating or managing, internal control systems must consider their responsibilities during periodic development reviews and ensure that identified development needs are addressed.
6.3 Development opportunities for employees, who may be involved in investigating fraud and corruption, will be provided to ensure that each individual possesses the right knowledge, skills and understanding to operate competently.
7. CONCLUSION
7.1 We are committed to tackling fraud and corruption whenever it happens. Our response will be effective and organised and will rely on the principles included in this document. The Fire Authority has in place a clear network of systems and procedures to assist it in the fight against fraud and corruption. It is determined that these arrangements will keep pace with any future developments in both preventative and detection techniques regarding fraudulent or corrupt activity that may affect its operation.
7.2 To this end, the Fire Authority maintains a continuous overview of such arrangements through, in particular, its Treasurer, and its Internal and External Auditors.
Updated - May 2010 10
APPENDIX 1
FRAUD RESPONSE PLAN
1. INTRODUCTION
1.1 Cleveland Fire Authority is committed to the highest possible standards of openness, probity and accountability in all its affairs. It is determined to develop a culture of honesty and opposition to fraud and corruption.
1.2 In line with that commitment, the Fire Authority’s Anti-Fraud and Anti-Corruption Policy outlines the principles we are committed to in relation to preventing, reporting and managing fraud and corruption.
1.3 This Fraud Response Plan reinforces the Fire Authority’s robust approach by setting out the ways in which employees or members of the public can voice their concerns about suspected fraud or corruption. It also outlines how the Fire Authority will deal with such complaints.
2. WHAT DO WE WANT TO KNOW ABOUT?
2.1 This Plan is intended to be implemented where suspicions of fraud or corruption have been raised.
Fraud is defined as:
"The intentional distortion of financial statements or other records by persons internal or external to the Authority which is carried out to conceal the misappropriation of assets or otherwise for gain".
Corruption is defined as:
"The offering, giving, soliciting or acceptance of an inducement or reward, which may influence the action of any person".
2.2 Concerns or allegations which fall within the scope of other, existing procedures eg discrimination issues will normally be referred for consideration under those procedures.
2.3 Fraudulent or corrupt acts may include:
Systems Issues i.e. where a process/system exists which is prone to abuse by either employees or the public; Financial Issues i.e. where individuals or companies have fraudulently obtained money from the Fire Authority e.g. invalid invoices/work not done; Equipment Issues i.e. where Fire Authority equipment is used for personal use e.g. unauthorised/inappropriate personal use of Fire Authority vehicles; Resource Issues i.e. where there is a misuse of resources e.g. theft of materials; Other Issues i.e. activities undertaken by employees of the Fire Authority which may be: unlawful; against the Fire Authority’s Rules of Procedure or policies, falls below established standards or practices; or amounts to improper conduct e.g. receiving inappropriate hospitality.
Updated - May 2010 11
2.4 This is not an exhaustive list. If you are in any doubt about the seriousness of your concern, advice and guidance can be obtained from the Head of Internal Audit on 01429 266522.
3. SAFEGUARDS
Harassment or Victimisation – The Fire Authority recognises that the decision to report a concern can be a difficult one to make, not least because of the possible fear of reprisal from those responsible for the malpractice. The Fire Authority will not tolerate harassment or victimisation and will take action to protect those who raise a concern in good faith.
Confidentiality – The Fire Authority will do its best to protect an individual’s identity when he or she raises a concern and does not want their name to be disclosed. It must be appreciated, however, that the investigation process may reveal the source of the information and a statement by the individual may be required as part of the evidence.
Anonymous Allegations – This policy encourages individuals to put their names to allegations. Concerns expressed anonymously are much less powerful, but they will be considered at the discretion of the Treasurer and Monitoring Officer to the Authority. In exercising this discretion, the factors to be taken into account would include:
the seriousness of the issues raised; the credibility of the concern; and the likelihood of confirming the allegation from attributable sources.
Untrue Allegations – If an allegation is made in good faith, but it is not confirmed by the investigation, no action will be taken against the originator. If, however, individuals make malicious or vexatious allegations, action may be considered against the individual making the allegation.
4 WHAT SHOULD AN EMPLOYEE DO IF THEY SUSPECT FRAUD OR CORRUPTION?
4.1 Employees may be the first to realise that there is something seriously wrong within the Fire Authority. However, they may not express their concerns because they feel that speaking up would be disloyal to their colleagues or to the Fire Authority. They may also fear harassment or victimisation. In these circumstances, it may be easier to ignore the concern rather than report what may just be a suspicion of malpractice.
4.2 The Fire Authority’s Whistleblowing Policy is intended to encourage and enable staff to raise legitimate concerns within the Authority rather than overlooking a problem or blowing the whistle to the media or other external bodies. This policy has been discussed with the relevant Trade Unions and professional organisations and has their support.
4.3 A full copy of the Whistleblowing Policy is provided in the staff handbook and can be obtained from your Human Resources Section or your Trade Union Representative.
Updated - May 2010 12
4.4 In essence, employees should approach the relevant line manager, who, if they find the claim to be substantiated, then in accordance with the Whistleblowing Procedure, the Head of Paid Service, Treasurer or alternatively the Head of Internal Audit should be informed. The nature of the complaint will determine the Fire Authority’s course of action.
4.5 Internal Audit can be contacted by phone on 01429 266522, or by writing to the Head of Internal Audit, Suite 9, Municipal Buildings, Church Square, Hartlepool.
5. WHAT SHOULD A MEMBER OF THE PUBLIC DO IF THEY SUSPECT FRAUD OR CORRUPTION?
5.1 The Fire Authority encourages members of the public who suspect fraud and corruption to contact the Monitoring Officer , Treasurer to the Fire Authority or the Head of Internal Audit in the first instance.
5.2 The Internal Audit Section is a unit, which operates independently of all other Fire Authority Services, whose work includes reviewing procedures with the following aims:
To develop an anti-fraud culture. To deter, prevent, detect and investigate fraud and corruption. To see appropriate action taken against those who commit or seek to commit some sort of fraud or corruption.
5.3 The possible courses of action taken by the Fire Authority are outlined below.
5.4 Internal Audit can be contacted by phone on 01429 266522, or by writing to the Head of Internal Audit, Suite 9, Municipal Buildings, Church Square, Hartlepool.
6. HOW WILL ALLEGATIONS OF FRAUD OR CORRUPTION BE DEALT WITH BY CLEVELAND FIRE AUTHORITY?
6.1 For issues raised by employees or members of the public, the action taken by the Fire Authority will depend on the nature of the concern. The matters raised may be investigated internally or referred to the Police
6.2 Within 10 working days of a concern being received, the Monitoring Officer or Treasurer to the Fire Authority or designated officer will write to the complainant:
acknowledging that the concern has been received; indicating how it is proposed the matter will be dealt with; giving an estimate of how long it will take to provide a final response; telling them whether any initial enquiries have been made; and telling them whether any further investigations will take place, and if not, why not.
6.3 The Fire Authority accepts that those people who reported the alleged fraud or corruption need to be assured that the matter has been properly addressed. Thus, subject to legal constraints, they will receive information about the outcomes of any investigation.
Updated - May 2010 13
7. ALTERNATIVE METHODS FOR TAKING A COMPLAINT FORWARD
7.1 If either a member of the public or an employee feels it is right to take the matter outside these processes, the following are possible ways forward:
Elected Members of the Cleveland Fire Authority. If you are unsure how to contact them, call the Fire Authority on 01429 872311 for advice. the External Auditors – who are the organisation, appointed to scrutinise the Fire Authority’s finances and performance. By law, they must be completely independent from the Authority. your Trade Union – employees may invite their Trade Union to raise a matter on their behalf. the Police – suspicions of fraud or corruption may be reported directly to the Police. the Local Government Ombudsman – this is an independent body set up by the Government to deal with complaints against Authority’s in the United Kingdom. Public Concern at Work – www.pcaw.co.uk the Chair of the Standards Committee where a breach of the Member’s Code of Conduct is involved (c/o Peter Devlin, Monitoring Officer, Hartlepool Borough Council, Civic Centre, Hartlepool, TS24 4AY – 01429 523003.
Updated - May 2010 14
APPENDIX 2 THE GENERAL PRINCIPLES
1. SELFLESSNESS Members should serve only the public interest and should never improperly confer an advantage or disadvantage on any person.
2. HONESTY & INTEGRITY Members should not place themselves in situations where their honesty and integrity may be questioned, should not behave improperly and should on all occasions avoid the appearance of such behaviour.
3. OBJECTIVITY Member should make decisions on merit, including when making appointments, awarding contracts, or recommending individuals for rewards or benefits.
4. ACCOUNTABILITY Members should be accountable to the public for their actions and the manner in which they carry out their responsibilities, and should co-operate fully and honestly with any scrutiny appropriate to their particular office.
5. OPENNESS Members should be as open as possible about their actions and those of their authority, and should be prepared to give reasons for those actions.
6. PERSONAL JUDGEMENT Members may take account of the views of others, including their political groups, but should reach their own conclusions on the issues before them and act in accordance with those conclusions.
7 RESPECT FOR OTHERS Members should promote equality by not discriminating unlawfully against any person, and by treating people with respect, regardless of their race, age, religion, gender, sexual orientation or disability. They should respect the impartiality and integrity of the authority’s statutory officers, and its other employees.
8. DUTY TO UPHOLD THE LAW Members should uphold the law and, on all occasions, act in accordance with the trust that the public is entitled to place in them.
9. STEWARDSHIP Members should do whatever they are able to do to ensure that their authorities use their resources prudently and in accordance with the law.
10. LEADERSHIP Members should promote and support these principles by leadership, and example, and should act in a way that secures or preserves public confidence.
Updated - May 2010 15
APPENDIX 3
PUBLIC INTEREST DISCLOSURE ACT 1998
GUIDANCE FOR OFFICERS ON THE PROCEDURE RELATING TO CONFIDENTIAL REPORTING
1. INTRODUCTION
1.1 Employees are often the first to realise that there may be something seriously wrong with the Fire Authority. However, they may not express their concerns because they feel that speaking up would be disloyal to their colleagues or to the Fire Authority. They may also fear harassment or victimisation. In these circumstances, it may be easier to ignore the concern rather than report what may just be a suspicion of malpractice.
1.2 The Fire Authority is committed to the highest possible standards of openness, probity and accountability. In line with that commitment, we expect employees, and others that we deal with, who have serious concerns about any aspect of the Fire Authority's work to come forward and voice those concerns. It is recognised that most cases will have to proceed on a confidential basis.
1.3 This procedure document makes it clear that you can do so without fear of victimisation, subsequent discrimination or disadvantage. This confidential reporting procedure is intended to encourage and enable employees to raise serious concerns within the Fire Authority rather than overlooking a problem or 'blowing the whistle' outside.
1.4 The procedure applies to all employees and those Contractors working for the Fire Authority on Fire Authority premises. For example, agency staff, builders, drivers.
1.5 These procedures are in addition to the Fire Authority's complaints procedures and other statutory reporting procedures. You are responsible for making service users aware of the existence of these procedures.
1.6 This procedure has been discussed with the relevant Representative Bodies and has their support.
2. AIMS AND SCOPE
2.1 This procedure aims to:-
encourage you to feel confident in raising serious concerns and to question and act upon concerns about practice. provide avenues for you to raise those concerns and receive feedback on any action taken. ensure that you receive a response to your concerns and that you are aware of how to pursue them if you are not satisfied. reassure you that you will be protected from possible reprisals or victimisation if you have a reasonable belief that you have made any disclosure in good faith.
Updated - May 2010 16
2.2 There are existing procedures in place to enable you to lodge a grievance relating to your own employment. The confidential reporting procedure is intended to cover major concerns that fall outside the scope of other procedures. These include:-
conduct which is an offence or a breach of law disclosures related to miscarriages of justice health and safety risks, including risks to the public as well as other employees damage to the environment the unauthorised use of public funds possible fraud and corruption sexual or physical abuse of clients, or other unethical conduct
2.3 Thus, any serious concerns that you have about any aspect of service provision or the conduct of Officers or Members of the Fire Authority or others acting on behalf of the Fire Authority can be reported under the confidential reporting procedure. This may be about something that:
makes you feel uncomfortable in terms of known standards, your experience or the standards you believe the Fire Authority subscribes to; or is against the Fire Authority's Procedural Rules and policies, or falls below established standards or practice, or amounts to improper conduct
2.4 This procedure does not replace the existing complaints procedure.
3. SAFEGUARDS
3.1 Harassment or Victimisation.
3.2 The Fire Authority is committed to good practice and high standards and wants to be supportive of employees.
3.3 The Fire Authority recognises that the decision to report a concern can be a difficult one to make. If what you are saying is true, you should have nothing to fear because you will be doing your duty to your employer and those for whom you are providing a service.
3.4 The Fire Authority will not tolerate any harassment or victimisation (including informal pressures) and will take appropriate action to protect you when you raise a concern in good faith.
3.5 Any investigation into allegations of potential malpractice will not influence or be influenced by any disciplinary or redundancy procedures that already affect you.
4. CONFIDENTIALITY
4.1 All concerns will be treated in confidence and every effort will be made not to reveal your identity if you so wish. At the appropriate time, however, you may need to come forward as a witness.
Updated - May 2010 17
5. ANONYMOUS ALLEGATIONS
5.1 This procedure encourages you to put your name to your allegation whenever possible.
5.2 Concerns expressed anonymously are much less powerful but will be considered at the discretion of the Fire Authority.
5.3 In exercising this discretion, the factors to be taken into account would include:-
the seriousness of the issues raised the credibility of the concern; and the likelihood of confirming the allegation from attributable sources
6. UNTRUE ALLEGATIONS
6.1 If you make an allegation in good faith, but it is not confirmed by the investigation, no action will be taken against you. If, however, you make an allegation frivolously, maliciously or for personal gain, disciplinary action may be taken against you.
7. HOW TO RAISE A CONCERN
7.1 As a first step, you should normally raise concerns with your immediate Line Manager or their superior. This depends, however, on the seriousness and sensitivity of the issues involved and who is suspected of the malpractice. For example, if you believe that Management is involved, you should approach the Monitoring Officer to the Fire Authority (Mr P Devlin, telephone 01429 523003), Chief Fire Officer (Mr I Hayton, 01429 872311), or the Director of Corporate Services (Mrs K Winter 01429 874008). In matters arising out of paragraphs 2.2.5 of the Fire Authority's Financial Procedure Rules, the Treasurer (telephone 01429 872311) or alternatively, the Head of Internal Audit (telephone 01429 266522) should be informed, namely: -
"The Treasurer is responsible for investigating promptly any fraud or irregularity brought to his/her attention and report to the Head of Paid Service.
7.2 Concerns may be raised verbally or in writing. Staff who wish to make a written report are invited to use the following format:-
the background and history of the concern (giving relevant dates) the reason why you are particularly concerned about the situation
7.3 The earlier you express the concern the easier it is to take action.
7.4 Although you are not expected to prove beyond doubt the truth of an allegation, you will need to demonstrate to the person contacted that there are reasonable grounds for your concern.
7.5 Obtain advice/guidance on how to pursue matters of concern from:-
Employer Internal Source (Head of Finance, Mr C Cordiner – 01429 872311) Prescribed Person External Source (External Auditors - 01429 266522)
Updated - May 2010 18
7.6 You may wish to consider discussing your concern with a colleague first and you may find it easier to raise the matter if there are two (or more) of you who have had the same experience or concerns.
7.7 You may invite your Trade Union, professional association representative or a friend to be present during any meetings or interviews in connection with the concerns you have raised.
7.8 Public Concern at Work is an independent authority on public interest whistle-blowing in collaboration with the British Standards Institute and have developed a Publicly Available Specification entitled “Whistleblowing Arrangements – Code of Practice” which is available at www.bsigroup.com or www.pcaw.co.uk
CONTACT NUMBERS
Mr P Devlin Monitoring Officer 01429 523003
Mr A Emmerson Treasurer to the Authority 01429 874073
Mr Ian Hayton Chief Fire Officer 01429 874004
Mrs K Winter Director of Corporate Services 01429 874008
Mr C Cordiner Head of Finance 01429 872311
Mr N Adamson Head of Internal Audit 01429 266522
Ms D Harold Audit Commission 01429 523797
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8. HOW THE FIRE AUTHORITY WILL RESPOND
8.1 The Fire Authority will respond to your concerns. Do not forget that testing out your concerns is not the same as either accepting or rejecting them.
8.2 Where appropriate, the matters raised may:-
be investigated by management, internal audit or through the disciplinary process be referred to the Police be referred to the External Auditor form the subject of an independent enquiry
8.3 In order to protect individuals and those accused of misdeeds or possible malpractice, initial enquiries will be made to decide whether an investigation is appropriate and, if so, what form it should take. The overriding principle which the Fire Authority will have in mind is the public interest. Concerns or allegations which fall within the scope of specific procedures (for example discrimination issues) will normally be referred for consideration under those procedures.
8.4 Some concerns may be resolved by agreed action without the need for investigation. If urgent action is required, this will be taken before any investigation is conducted.
8.5 Within ten working days of a concern being raised, the recipient of your written allegations will write to you.
acknowledging that the concern has been received indicating how we propose to deal with the matter giving an estimate of how long it will take to provide a final response telling you whether any initial enquiries have been made supplying you with information on staff support mechanisms telling you whether further investigations will take place and if not, why not, and will inform the Responsible Officer (paragraph 9) of the concern being raised and the action taken
8.6 The amount of contact between the officers considering the issues and you will depend on the nature of the matters raised, the potential difficulties involved and the clarity of the information provided. If necessary, the Fire Authority will seek further information from you.
8.7 Where any meeting is arranged, off-site if you so wish, you can be accompanied by a Union or a Professional Association Representative or a friend.
8.8 The Fire Authority will take steps to minimise any difficulties which you may experience as a result of raising a concern. For instance, if you are required to give evidence in criminal or disciplinary proceedings, the Fire Authority will arrange for you to receive advice about the procedure.
8.9 The Fire Authority accepts that you need to be assured that the matter has been properly addressed. Thus, subject to legal constraints, we will inform you of the outcome of any investigation.
Updated - May 2010 20
9. THE RESPONSIBLE OFFICER
9.1 The Director of Corporate Services (Mrs K Winter - 01429 874008) has overall responsibility for the maintenance and operation of this procedure. That Officer maintains a record of concerns raised and the outcomes (but in a form which does not endanger your confidentiality) and will report as necessary to the Fire Authority.
10. HOW THE MATTER CAN BE TAKEN FURTHER
10.1 This procedure is intended to provide you with an avenue within the Fire Authority to raise concerns. The Fire Authority hopes you will be satisfied with any action taken. If you are not, and if you feel it is right to take the matter outside the Fire Authority, the following are possible contact points:-
the designated independent person or organisation (External Auditor) your Trade Union your local Citizens Advice Bureau relevant professional bodies or regulatory organisations a relevant voluntary organisation the Police
10.2 If you do take the matter outside the Fire Authority, you should ensure that you do not disclose confidential information in breach of the Data Protection Act 1998. Check with the contact point about that.
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APPENDIX 4
PROSECUTION POLICY
Cleveland Fire Authority is committed to preventing fraud and corruption and has developed an ‘Anti-Fraud and Anti-Corruption Policy’ in order to minimise its occurrence.
The Fire Authority will constantly monitor its systems and amend procedures as required.
This procedure does not supersede other internal disciplinary codes implemented by the Fire Authority and internal offenders (e.g. Fire Authority employees or Members) will be liable to general disciplinary procedures as well as prosecution.
General
The Fire Authority’s policy on fraud is to:
deter it in the first instance; detect it quickly; investigate it efficiently; and prosecute offenders when appropriate.
In most cases, the Treasurer and Head of Internal Audit, in consultation with the Monitoring Officer will be involved in deciding if reporting the matter to the Police is appropriate. In exceptional circumstances the Monitoring Officer/Head of Internal Audit may refer matters to the Police direct without prior consultation.
In deciding whether a fraud should be reported to the police the following factors will be taken into account.
1. The extent of the fraud/corruption in financial terms 2. The sufficiency and appropriateness of evidence 3. Whether the public interest will be served
In general, all cases, where there is evidence of a criminal act, will be reported to the Police.
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APPENDIX 5
GUIDANCE FOR OFFICERS AND MEMBERS ON GIFTS AND HOSPITALITY
1. INTRODUCTION
1.1 The following guidelines supplement the Fire Authority's Finance and Contract Procedure Rules and the National and Voluntary Codes of Conduct for Members.
1.2 These guidelines are intended to assist officers and Members to exercise the correct judgement when faced with circumstances where gifts or hospitality are involved. However, if a Member or officer is in any doubt about the right course of action to take, appropriate advice should be sought from the Fire Authority's Legal Advisor or the Chief Fire Officer.
2. GIFTS
2.1 The acceptance of gifts by officers/Members from persons who have, or may seek to have, dealings with the Fire Authority can be viewed by the public with suspicion and can make the individual(s) vulnerable to criticism. A distinction exists between significant personal gifts from contractors and outside suppliers which would not be acceptable and where criticisms could potentially be justified, and those insignificant items of token value which Members and officers can accept:
small gifts of only token value, often given by way of trade advertisements e.g. calendars, diaries, tape measures, and similar office articles of non significant monetary value
small gifts of token value, given on the conclusion of a courtesy visit e.g. to a factory or other premises
2.2 With the exception of those items specifically referred to in section 2.1, officers or Members of the Fire Authority should tactfully refuse any personal gift which is offered to him/her or to a member of his/her family by, or indirectly attributable to, any person or body who has dealings of any kind with the Fire Authority.
2.3 Whether gifts are accepted or not, the matter should be recorded in the registers of gifts and hospitality in operation for Members and for officers.
2.4 In the event of a Member or officer receiving a gift without warning, which does not fall in any of the exemptions mentioned in 2.1 above, the matter should immediately be reported to the Chairman of the Fire Authority or Director of Corporate Services or Members/officers respectively. The Chairman or Director of Corporate Services will be responsible for deciding whether the gift should be returned, donated to the Brigade Benevolent Raffle or forwarded to a charitable deserving cause. In such cases, the donor must be informed about what has happened to the gift and why, and be asked if he will kindly not send gifts in the future.
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3. GIVING AND RECEIVING HOSPITALITY
3.1 Any hospitality given by officers/Members should be justified as in the Fire Authority's interest. The hospitality given should be on a scale appropriate to the occasion and extravagance should be avoided.
3.2 Concerning offers of hospitality there should be no cause for concern if the offer is made by another non-commercial public body, but in all other cases, offers of hospitality must be treated with caution.
3.3 Officers/Members must refuse offers of hospitality where any suggestion of improper influence is possible. Special caution is necessary where hospitality is offered by a person or body having or seeking business with, or a decision from, the Fire Authority, particularly where the offer is to an individual officer/Member.
3.4 Where hospitality is offered or accepted the matter must be recorded in the respective registers of gifts/hospitality maintained for Members and officers. If there are any suspicious circumstances, the matter should be notified to the Treasurer to the Fire Authority and the Chief Fire Officer.
3.5 All Gifts and hospitality to the value of £25 or more should be disclosed and registered in accordance with the Members Code of Conduct.
4. POLICY
4.1 Although it is not possible to define all circumstances in which gifts/hospitality may be involved, an Audit Commission schedule of some of the common types of gift and hospitality are set out in the following table together with an initial classification by the Fire Authority as acceptable or not:
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Gift/Hospitality Acceptable Unacceptable Low value of promotional work and related gifts preferably marked with the donors name such as:
* company diaries / * calendars / * pens / * blotters / * rulers / * other stationery / Working Breakfast / Chocolates / Promotional Offers * discounts for personal use / * promotional gifts / Low value gifts which are work related / Discount vouchers / Bottles of Spirit / Low value working lunches / Token Gifts given at the completion of an official / courtesy visit Low value working dinners / Formal dinners (where invited representative of / the Fire Authority) Gifts passed to spouse or friend / Holiday accommodation / Visits to view equipment paid for by outside companies (provided main accommodation and / travel are paid for by the Fire Authority) Theatre tickets / Drink following site visit / Cash /
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APPENDIX 6
ANTI-MONEY LAUNDERING POLICY
1. Introduction
The Terrorism Act 2000, Proceeds of Crime Act, 2002, and the Money Laundering Regulations, 2007, have broadened the definition of money laundering, and increased the range of activities caught by the statutory framework. Accordingly, the Authority is required to implement working procedures designed to prevent the use of its services for money laundering. Reference is to be made to any policy of the Authority relating to anti- money laundering, and also to applicable guidance as issued by the Law Society and the Solicitors Regulatory Authority as a supervisory body. The policies and procedures of the Authority’s Legal Services is set out within this Anti-Money Laundering Policy document, and staff should therefore familiarise themselves with the requirements and procedures as set out herein.
2. The Terrorism Act, 2000
. The definition of money laundering under this Act and the offence created is set out in Section 18(1). A person commits an offence if he enters into or becomes concerned in an arrangement which facilitates the retention or control by or on behalf of another person of terrorist property by concealment, by removal from the jurisdiction, by transfer to nominees or any other way. . It is a defence for a person charged with an offence under sub-section (1) to prove that he did not know and had no reasonable cause to suspect that the arrangement related to terrorist property. (S18(2)) . The failure to disclose an offence in S21A of the Act only applies in the regulated sector (see below). A person commits an offence under Section 21A if each of three conditions is satisfied. . The first condition is that he knows or suspects or has reasonable grounds for knowing or suspecting that another person has committed an offence under any of Sections 15 to 18 of the Terrorism Act, 2000. These sections cover fund raising (s.15), use and possession (s.16, funding arrangements (s.17) and money laundering (s.18). . The second condition is that the information or other matter on which knowledge or suspicion is based or which gives reasonable grounds for such knowledge or suspicion, came in the course of business in the regulated sector. . The third condition is that he does not disclose the information or other matter to a constable or a nominated officer as soon as is practicable after it comes to him.
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3. The Proceeds of Crime Act, 2002
3.1 What is money laundering?
Money laundering means;
. concealing, disguising, converting, transferring criminal property or removing it from the United Kingdom (section 327 of the Act); . entering into, or becoming concerned in an arrangement which you know or suspect facilitates the acquisition, retention, use or control of, criminal property by or on behalf of another person (section 328 of the Act); . acquiring, using or possessing criminal property (section 329 of the Act);
These are the primary money laundering offences and thus prohibited acts under the legislation.
The legislation is designed to shift the burden for identifying acts of money laundering away from government agencies and more towards public bodies and their employees. Further, the legislation prescribes potentially very high penalties, including imprisonment, for those who are convicted of breaking the law.
Potentially, any member of staff could be caught by the money laundering provisions if they suspect money laundering and either become involved with it in some way and/or do nothing about it. It is therefore important to be aware of the legislation and its provisions. If you feel you may commit one of these primary money laundering offences, by fulfilling a client’s instructions, then you will have a defence if you receive appropriate consent (official permission to continue with the transaction) from the Serious Organised Crime Agency (SOCA).
4. The Money Laundering Regulations, 2007
. The Regulations provide for various steps to be taken by the financial services sector and other persons to detect and prevent money laundering and terrorism financing. Obligations are imposed on “relevant persons” (defined in regulation 3 and subject to the exclusions in regulation 4), who are credit and financial institutions, auditors, accountants, tax advisers and insolvency practitioners, independent legal professionals, trust or company service providers, estate agents, high value dealers and casinos. Otherwise known as the “Regulated Sector. . Relevant persons are required, when undertaking certain activities in the course of business, to apply customer due diligence measures where they establish a business relationship, carry out an occasional transaction, suspect money laundering or terrorist finance or doubt the accuracy of customer identification information (regulation 7).
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4.1 What are the obligations on the Authority?
Organisations conducting “relevant business” must;
. Appoint a Money Laundering Reporting Officer (MLRO) to receive disclosures from employees of money laundering activity (their own or anyone else’s); . Implement a procedure to enable the reporting of suspicions of money laundering; . Maintain client identification procedures in certain circumstances; and . Maintain record keeping procedures
Not all of the Authority’s business is “relevant” for the purposes of the legislation. In the main, it will cover accountancy and audit services undertaken by the Authority and the various financial, company and property transactions undertaken by the Authority. However, the most prudent way to ensure compliance with the law is to apply the requirements of the legislation to all areas of work undertaken by the Authority’s financial and legal services.
4.2 Disclosure Procedure
Where you know or suspect that money laundering activity is taking place/has taken place, or become concerned that your involvement in a matter may amount to a prohibited act under sections 327-329 of the Act (see above), you must disclose this as soon as practicable to the MLRO. The Authority ’s nominated Officers for this purpose are to be arranged. It should be noted, that as well as the offences prescribed under sections 327-329 of the Proceeds of Crime Act 2002, this will also encompass any attempt, conspiracy or incitement to commit such an offence; or aiding, abetting, counselling or procuring such an offence. The term “criminal property” is also widely defined, encompassing property representing a person’s benefit from criminal conduct, where you know or suspect that that is the case. It includes all property (situated in the United Kingdom or abroad) real or personal, including money and also includes an interest in land or a right in relation to property other than land. It should be noted that disclosure to the MLRO should be made as soon as practicable when information comes to your attention and should not be subject to any delay or prevarication. Should a disclosure not be made, then you may be liable to prosecution.
4.3 Failure to Report Money Laundering Offences
A failure to report offences is committed, where in the regulated sector in the course of conducting relevant business, you know or suspect or have reasonable grounds to do so (even if you did not actually know or suspect) that another person is engaged in money laundering and you did not disclose this as soon as was reasonably practicable to the MLRO. However, an offence is NOT committed where you have a reasonable excuse for non-disclosure, nor where you are a professional legal advisor and the information came to you in privileged circumstances i.e.;
. By a client (or his/her representative) in connection with the giving of legal advice; . By a person (or his/her representative) seeking legal advice; . By a person in connection with legal proceedings (existing or contemplated);
But NOT where the information was given with the intention of furthering a criminal purpose. Consequently, if information comes to a professional legal advisor outside the privilege arena, then he/she may commit an offence by non-disclosure.
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NOTE: There are two ‘third party’ offences – failure to disclose one of the three principal offences as noted above and ‘tipping off’ which now has application to an offence committed in the regulated sector (SI3398/2007) (see below). Tipping off is where someone informs a person or people who are, or are suspected of being, involved in money laundering, in such a way as to reduce the likelihood of their being investigated, or prejudicing an investigation.
NOTE: Guidance in the form of an ‘Anti-money laundering practice note’ has been issued through the Law Society, incorporating the Money Laundering Regulations 2007 and details areas of good practice. A copy of this guidance is appended to this policy document, which also covers the Court of Appeal decision in Bowman –v- Fels, clarifying the duty to report money laundering.
No disclosures whatsoever should be made without the specific prior approval of the MLRO. Such disclosures to the MLRO will be protected in that they will not be taken to be in breach of a restriction on the disclosure of information.
4.4 Tipping Off Offences
Under section 333A of the Act, there is an offence of “tipping off” where a person, knowing or suspecting a disclosure has been made, makes a disclosure which is likely to prejudice any investigation which might be conducted and the information on which the disclosure is based came to the person in the course of business in the regulated sector. For example, an advisor in the “regulated” sector reports his/her suspicions of a money laundering offence by a client to the SOCA, may commit a tipping off offence if he/she then reports his/her disclosure to that client.
However, a tipping off offence is NOT committed where;
. The person did not know or suspect that the disclosure was likely to be prejudicial; . The disclosure is made in furtherance of his/her enforcement functions regarding the Act or similar criminal conduct legislation; . He/she is a professional legal advisor and the disclosure was: - to a client (or his/her representative) in connection with the giving of legal advice; or - is made for the purpose of dissuading the client from engaging in conduct amounting to an offence; or - to any person in connection with legal proceedings (existing or contemplated);
But NOT when the information was given with the intention of furthering a criminal purpose.
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4.5 Legal Professional Privilege
Privilege will attach to;
. advice given on how to stay within the law and avoid committing a crime; . warning a client that proposed actions may attract prosecution; . a pending criminal prosecution.
Privilege will not attach to;
. information coming to you in connection with affecting a transaction, e.g. a property matter; . a client account ledger; . an appointments diary or time record; . attendance notes; . notes of open court proceedings, conversations, correspondence of meetings with opposing lawyers; . any documents which themselves form part of a criminal or fraudulent act; . advice sought by a client who intends to carry out a criminal offence (even where the lawyer is unaware of this purpose).
NOTE: Communications cannot be subject to legal professional privilege if they are created with the intention of furthering a criminal purpose. It is irrelevant whether the intention is that of the client, the lawyer or any third party.
4.6 Procedural Requirements
As indicated, the legislation imposes specific obligations and those carrying out “relevant business” requiring them to;
. Obtain sufficient knowledge to ascertain the true identity of clients and maintaining “customer due diligence” measures and ongoing monitoring; . Ensure that “record keeping procedures” (e.g. evidence of identity obtained, details of transactions undertaken, etc) are maintained and adhered to; . Maintaining internal controls through ie, audits, risk assessment and overall management.
NOTE: Where the client is acting or appears to be acting for someone else, reasonable steps must also be taken to establish the identity of that other person (although this is unlikely to be relevant to the Authority).
The law states that particular care must be taken when the client is not physically present when being identified; this is always likely to be the case with the Authority, given that its relevant business can only be undertaken with other local authorities and designated public bodies (not individuals) and therefore instructions will usually be given in writing. However, there are a limited number of exceptions where identification evidence does not need to be obtained, these are unlikely to ever be relevant to the Authority, given that it can only act for other public authorities and designated public bodies.
Satisfactory evidence of identity is that which;
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. is capable of establishing, to the satisfaction of the person receiving it, that the client is who they claim to be; and . does in fact, do so.
It is suggested that fairly rigorous identification checks should be made, for example, in relation to an organisation, that evidence should be obtained as to the identity of key individuals within the organisation along with evidence of the identity of the business entity and its activity. The following factors suggest a minimum level of client identification procedure would be appropriate; namely –
(i) for internal clients – where a detailed awareness of individuals and their location has been established through previous dealings. (ii) for external clients – where the body, is heavily regulated by their very nature or there has been repeated dealings between the Authority and such bodies thereby establishing knowledge in terms of people and the business address.
4.7 Record Keeping Procedures
Signed, written instructions should enable us to have confidence in accepting instructions from a known client. If instructions are obtained from a new client, then you may also wish to seek additional evidence, for example;
. checking the organisation’s website to confirm their business address; . asking the key contact officer to provide evidence of their personal identity and position within the organisation, for example, written confirmation from the relevant head of service/chair of the relevant organisation.
4.8 The Penalties
Money laundering offences may be tried at a Magistrates’ Court or in the Crown Court, depending on the severity of the suspected offence. Trials at the former can attract fines of up to £5,000, imprisonment for up to six months, or both. In a Crown Court, fines are unlimited and sentences of imprisonment (depending on the particular offence) can range from two to fourteen years.
5. Summary
When considering an offence under the money laundering legislation, the Court will consider whether you have followed any relevant guidance. It should be noted that the Law Society urges firms to take a “cautious approach” in their interpretation of the regulations. General queries over the legislation can be discussed with the Chief Solicitor or the Legal Services Manager/Solicitor or with the Authority’s MLRO. In addition, the Law Society’s Professional Ethics Team (telephone: 0870 6062577) also offers a confidential help line or through e-mail; [email protected].
The Law Society’s “Golden Rules” regarding money laundering are; . know the legislation; . know the Law Society’s professional guidelines regarding money laundering; . know your clients; . know your business; . train your staff (if you feel you need specific training, please speak to your line manager); . monitor compliance with procedures by staff;
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. don’t cut corners; . don’t be afraid to ask questions (of a client or colleague); . approach the procedures with common sense.
6. Conclusion
Staff within the Authority must at all times be mindful of the legislative requirements as set out herein. As indicated, a failure to comply with such requirements may render an individual liable to prosecution. At all times, prompt, appropriate and proper action should be taken if you have any suspicions as to any money laundering activity, and please be aware that discussion upon this issue can be undertaken with either the Authorities Legal Officer or through the Authority’s MLRO at anytime should you have concerns regarding any matter.
In addition to these channels of communication, there is also, as mentioned, the Law Society’s Professional Ethics Team and the following websites, upon which more general information can be obtained in regard to this particular subject:
The Authority’s Money Laundering Reporting Officer is The Treasurer to the Authority who can be contacted by [email protected] or 01429 874073.
www.sra.org.uk www.soca.gov.uk www.hm-treasury.gov.uk www.fsa.gov.uk www.lawsociety.org.uk/productsandservices/practicenotes/aml.page
Further guidance notes on the Code of Conduct are available using the following links:
www.standardsforengland.gov.uk/Guidance/TheCodeofConduct/Guidance/Quickguides/ Bullying/
www.standardsforengland.gov.uk/Guidance/TheCodeofConduct/Guidance/Quickguides/ Lobbying/
www.standardsforengland.gov.uk/Guidance/TheCodeofConduct/Guidance/Onlineguides 2/Personalandprejudicialinterests/
www.standardsforengland.gov.uk/Guidance/TheCodeofConduct/Guidance/Quickguides/ DisclosingConfidentialInformation/
www.standardsforengland.gov.uk/Guidance/TheCodeofConduct/Guidance/Quickguides/ Giftsandhospitality/
www.standardsforengland.gov.uk/Guidance/TheCodeofConduct/Guidance/Topicguides/ PredispositionPredeterminationorBias/
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The Anti Fraud and Anti Corruption Strategy reflects the following strategic priorities and principles.
AUTHORITY’S STRATEGIC PRIORITIES
The Anti Fraud and Anti Corruption Strategy contributes to the achievement of the following strategic priorities:
ensuring that people want to work for us, stay with us and develop to their full potential engaging with our communities and working in partnership to deliver better outcomes for local people
CORE PRINCIPLES Extract from CIPFA/SOLACE “Delivering Good Governance in Local Government” .
1. Members and Officers working together to achieve a common purpose with clearly defined functions and roles 2. Promoting values for the authority and demonstrating the values of good governance through upholding high standards of conduct and behaviour 3. Taking informed and transparent decisions which are subject to effective scrutiny and managing risk 4. Engaging with local people and other stakeholders to ensure robust public accountability
SUPPORTING PRINCIPLES Extract from the CIPFA/SOLACE “Delivering Good Governance in Local Government
“The local code should reflect the requirement for authorities to”:
1. ensuring that a constructive working relationship exists between authority members and officers and that the responsibilities of authority members and officers are carried out to a high standard 2. ensuring authority members and officers exercise leadership by behaving in ways that exemplify high standards of conduct and effective governance 3. ensuring that organisational values are put into practice and are effective 4. being rigorous and transparent about how decisions are taken and listening and acting on the outcome of constructive scrutiny 5. exercising leadership through a robust scrutiny function which effectively engages local people and all local institutional stakeholders, including partnerships, and develops constructive accountability relationships 6. taking an active and planned approach to dialogue with and accountability to the public to ensure effective and appropriate service delivery whether directly by the authority, in partnership or by commissioning
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ITEM 7.2
STANDARDS AND PARTNERS
Updated - May 2010 34
STANDARDS AND PARTNERS
Cleveland Fire Authority aspires to the highest standards of conduct and governance in the discharge its roles. This affects the conduct of both members of the Authority, and its officers, in their dealings with the Authority, with the public and with others with whom they have contact in the discharge of the functions of the Authority. It also gives rise to an expectation that organisations and individuals upon whom the Authority relies for the provision of services, or in the discharge of contractual arrangements, will reflect relevant principles in their contact with the Authority, its members and officers and members of the general public with whom they come into contract.
This paper is intended, for the information of contractors, external partners and others who have dealings with the Authority, to summarise the principal elements contributing to the attainment of these objectives. Such parties are expected, so far as reasonably practicable and compatible with their own commercial interests and duties, e.g. to shareholders –
themselves to act in a manner consistent with the principles set out when undertaking activities on behalf of the Authority to bring to the attention of the Authority any failure by a member or officer of the Authority, in their dealings with the contractor, partner etc., to comply with the principles set out.
The General Principles
The general principles to which members of the Authority are subject under the Relevant Authorities (General Principles) Order 2001 are set out in the schedule. Of particular potential relevance to an external provider are the requirements
Selflessness
Members should serve only the public interest and should never improperly confer an advantage or disadvantage on any person.
Honesty and Integrity
Members should not place themselves in situations where their honesty and integrity may be questioned, should not behave improperly and should on all occasions avoid the appearance of such behaviour.
Respect for Others
Members should promote equality by not discriminating unlawfully against any person, and by treating people with respect, regardless of their race, age, religion, gender, sexual orientation or disability. They should respect the impartiality and integrity of the authority's statutory officers, and its other employees.
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Duty to Uphold the Law
Members should uphold the law and, on all occasions, act in accordance with the trust that the public is entitled to place in them.
These and the other general principles are then reinforced by the Code of Conduct for Councillors
The Code of Conduct for Councillors
Members of the Authority are bound by a Code of Conduct which requires them, amongst other things – to treat others with respect to promote equality and not to discriminate unlawfully not to use their position to their own advantage or that of their friends, families etc. not to use authority resources for their own benefit or that of their friends, families etc. not to conduct themselves in a manner which brings the authority or their office as a member of the authority into disrepute.
Financial Probity
The Authority, as a custodian of public funds, must adhere to the principles of financial probity at all times. To this end, it has adopted Financial Regulations which seek to ensure that financial transactions of the Authority are conducted in an acceptable manner and that the financial records of the Authority are maintained accurately and expediently and in accordance with current accountancy practices. Though contractors, partners, etc have no cause to be familiar with Financial Regulations, they should be alert to any actions on the part of representatives of the Authority which give rise to concerns regarding financial probity. Any concerns in this regard can be raised with the Treasurer of the Authority who will be able to consider the issue in the context of the Financial Regulations
Civil Liberties and other legislation
As a public authority, Cleveland Fire Authority is subject to legislation which is designed to protect others and prevent abuse of their rights and liberties. Examples relevant to the Authority’s relationship with contractors, partners etc. are –
Health & Safety at Work Act 1974 Race Relations Act 1976 Sex Discrimination Act 1975 Data Protection Act 1998 Human Rights Act 2000
These, and other relevant enactments cast upon the Authority an obligation not to infringe the rights and liberties of others. Certain aspects, such as health and safety, and data protection, may be dealt with specifically in contractual documentation between the Authority and the contractor, partner etc. In that case, the contractual provisions will prevail but in the absence of express provisions, it is the expectation of the Authority that those who discharge functions on behalf of the Authority will act only in a manner which assists the Authority in complying with relevant legislation and does not expose the Authority to criticism or sanction for breach.
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Protection against victimisation
A natural concern on the part of a contractor, partner etc, who might consider making a referral is the potential for their interests to be prejudiced by doing so. The Authority extends to such parties the same guarantee against victimisation as is offered to their employees making a referral under the Whistleblowing Policy – for employee purposes adopted under the Public Interest Disclosure Act 1998 – and for the purpose of the protections of the policy, extends the procedures incorporated in the policy to contractors, partners etc. as though they were employees of the Authority.
Notification of misconduct
If a contractor, partner etc. or any of their employees become aware of misconduct on the part of a representative of the Authority, they are urged to bring the matter to the attention of the Authority or other appropriate agency. A referral should be made as soon as evidence exists which raises a reasonable belief that misconduct has taken, or is taking, place.
The nature of the misconduct may determine whether the matter is brought to the attention of the Authority or another agency. The following guidelines are offered to assist a party considering making a referral.
Conduct Point of referral
Member misconduct, not amounting to a serious criminal Monitoring Officer or Treasurer offence Officer (Strategic Management) misconduct not Monitoring Officer amounting to serious criminal offence Officer misconduct, not amounting to a serious criminal Chief Fire Officer offence Member or officer conduct amounting to serious criminal Police offence Financial impropriety not amounting to fraud Treasurer or Monitoring Officer Audit Commission Fraud Police
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Relevant contacts for referrals
Mr P Devlin, Monitoring Officer Hartlepool Borough Council 01429 523003 Civic Centre, Hartlepool, TS24 8AY
Mr A Emmerson, Treasurer to the Authority Cleveland Fire Authority 01429 874073 Endeavour House Stockton Road, Hartlepool, TS25 5TB
Mr I A Hayton, Chief Fire Officer Cleveland Fire Brigade 01429 874004 Endeavour House Stockton Road, Hartlepool TS25 5TB
Mrs K Winter, Director of Corporate Services As above 01429 874008
Mr C Cordiner, Head of Finance As above 01429 872311
Mr N Adamson, Head of Internal Audit Hartlepool Borough Council 01429 266522 Hartlepool, TS24 4AY
Ms D Harold, Audit Manager, Audit Commission Archive Buildings, 3rd Floor 01429 523797 Upper Church Street, Hartlepool, TS24 7EQ
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Schedule
PRINCIPLES OF PUBLIC OFFICE 1. Selflessness Members should serve only the public interest and should never improperly confer an advantage or disadvantage on any person.
2. Honesty and Integrity Members should not place themselves in situations where their honesty and integrity may be questioned, should not behave improperly and should on all occasions avoid the appearance of such behaviour.
3. Objectivity Members should make decisions on merit, including when making appointments, awarding contracts, or recommending individuals for rewards or benefits.
4. Accountability Members should be accountable to the public for their actions and the manner in which they carry out their responsibilities, and should co-operate fully and honestly with any scrutiny appropriate to their particular office.
5. Openness Members should be as open as possible about their actions and those of their authority, and should be prepared to give reasons for those actions.
6. Personal Judgement Members may take account of the views of others, including their political groups, but should reach their own conclusions on the issues before them and act in accordance with those conclusions.
7. Respect for Others Members should promote equality by not discriminating unlawfully against any person, and by treating people with respect, regardless of their race, age, religion, gender, sexual orientation or disability. They should respect the impartiality and integrity of the authority's statutory officers, and its other employees.
8. Duty to Uphold the Law Members should uphold the law and, on all occasions, act in accordance with the trust that the public is entitled to place in them.
9. Stewardship Members should do whatever they are able to do to ensure that their authorities use their resources prudently and in accordance with the law.
10. Leadership Members should promote and support these principles by leadership, and by example, and should act in a way that secures or preserves public confidence.
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ITEM 7.3
CLEVELAND FIRE AUTHORITY
CODE OF CONDUCT
ADOPTED
27TH JULY 2007
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PREAMBLE
Cleveland Fire Authority recognise and subscribe to the ten general principles governing the conduct of members of local authorities as set out in the Relevant Authorities (General Principles) Order 2001. These principles define the standards that members of Cleveland Fire Authority should uphold, and serve as a reminder of the purpose of the Code of Conduct. Members recognise that a failure to act in accordance with these general principles may amount to a breach of the Code of Conduct CHAPTER 1
The Ten General Principles of Public Life
Selflessness – members should serve only the public interest and should never improperly confer an advantage or disadvantage on any person.
Honesty and integrity – members should not place themselves in situations where their honesty and integrity may be questioned, should not behave improperly, and should on all occasions avoid the appearance of such behaviour.
Objectivity – members should make decisions on merit, including when making appointments, awarding contracts, or recommending individuals for rewards or benefits.
Accountability – members should be accountable to the public for their actions and the manner in which they carry out their responsibilities, and should co-operate fully and honestly with any scrutiny appropriate to their particular office.
Openness – members should be as open as possible about their actions and those of their authority, and should be prepared to give reasons for those actions.
Personal judgement – members may take account of the views of others, including their political groups, but should reach their own conclusions on the issues before them and act in accordance with those conclusions.
Respect for others – members should promote equality by not discriminating unlawfully against any person, and by treating people with respect, regardless of their race, age, religion, gender, sexual orientation or disability. They should respect the impartiality and integrity of the authority’s statutory officers and its other employees.
Duty to uphold the law – members should uphold the law and, on all occasions, act in accordance with the trust that the public is entitled to place in them.
Stewardship – members should do whatever they are able to do to ensure that their authorities use their resources prudently, and in accordance with the law.
Leadership – members should promote and support these principles by leadership, and by example, and should act in a way that secures or preserves public confidence.
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CLEVELAND FIRE AUTHORITY
CODE OF CONDUCT
Part 1
General provisions
Introduction and interpretation 1. —(1) This Code applies to you as a member of an authority.
(2) You should read this Code together with the general principles prescribed by the Secretary of State.
(3) It is your responsibility to comply with the provisions of this Code.
(4) In this Code—
"meeting" means any meeting of— (a) the authority;
(b) the executive of the authority;
(c) any of the authority's or its executive's committees, sub-committees, joint committees, joint sub-committees, or area committees;
"member" includes a co-opted member and an appointed member.
(5) In relation to a parish council, references to an authority's monitoring officer and an authority's standards committee shall be read, respectively, as references to the monitoring officer and the standards committee of the district council or unitary county council which has functions in relation to the parish council for which it is responsible under section 55(12) of the Local Government Act 2000.
Scope 2. —(1) Subject to sub-paragraphs (2) to (5), you must comply with this Code whenever you—
(a) conduct the business of your authority (which, in this Code, includes the business of the office to which you are elected or appointed); or
(b) act, claim to act or give the impression you are acting as a representative of your authority, and references to your official capacity are construed accordingly.
(2) Subject to sub-paragraphs (3) and (4), this Code does not have effect in relation to your conduct other than where it is in your official capacity.
(3) In addition to having effect in relation to conduct in your official capacity, paragraphs 3(2)(c), 5 and 6(a) also have effect, at any other time, where that conduct constitutes a criminal offence for which you have been convicted.
(4) Conduct to which this Code applies (whether that is conduct in your official capacity or conduct mentioned in sub-paragraph (3)) includes a criminal offence for which you are
Updated - May 2010 42
convicted (including an offence you committed before the date you took office, but for which you are convicted after that date).
(5) Where you act as a representative of your authority—
(a) on another relevant authority, you must, when acting for that other authority, comply with that other authority's code of conduct; or
(b) on any other body, you must, when acting for that other body, comply with your authority's code of conduct, except and insofar as it conflicts with any other lawful obligations to which that other body may be subject.
General obligations 3. —(1) You must treat others with respect.
(2) You must not—
(a) do anything which may cause your authority to breach any of the equality enactments (as defined in section 33 of the Equality Act 2006);
(b) bully any person;
(c) intimidate or attempt to intimidate any person who is or is likely to be—
(i) a complainant,
(ii) a witness, or
(iii) involved in the administration of any investigation or proceedings, in relation to an allegation that a member (including yourself) has failed to comply with his or her authority's code of conduct; or
(d) do anything which compromises or is likely to compromise the impartiality of those who work for, or on behalf of, your authority.
(3) In relation to police authorities and the Metropolitan Police Authority, for the purposes of sub-paragraph (2)(d) those who work for, or on behalf of, an authority are deemed to include a police officer.
4. You must not—
(a) disclose information given to you in confidence by anyone, or information acquired by you which you believe, or ought reasonably to be aware, is of a confidential nature, except where—
(i) you have the consent of a person authorised to give it;
(ii) you are required by law to do so;
(iii) the disclosure is made to a third party for the purpose of obtaining professional advice provided that the third party agrees not to disclose the information to any other person; or
(iv) the disclosure is—
(aa) reasonable and in the public interest; and
Updated - May 2010 43
(bb) made in good faith and in compliance with the reasonable requirements of the authority; or
(b) prevent another person from gaining access to information to which that person is entitled by law.
5. You must not conduct yourself in a manner which could reasonably be regarded as bringing your office or authority into disrepute.
6. You—
(a) must not use or attempt to use your position as a member improperly to confer on or secure for yourself or any other person, an advantage or disadvantage; and
(b) must, when using or authorising the use by others of the resources of your authority—
(i) act in accordance with your authority's reasonable requirements;
(ii) ensure that such resources are not used improperly for political purposes (including party political purposes); and
(c) must have regard to any applicable Local Authority Code of Publicity made under the Local Government Act 1986.
7. —(1) When reaching decisions on any matter you must have regard to any relevant advice provided to you by—
(a) your authority's chief finance officer; or
(b) your authority's monitoring officer, where that officer is acting pursuant to his or her statutory duties.
(2) You must give reasons for all decisions in accordance with any statutory requirements and any reasonable additional requirements imposed by your authority.
Updated - May 2010 44
Part 2
Interests
Personal interests 8. —(1) You have a personal interest in any business of your authority where either—
(a) it relates to or is likely to affect—
(i) any body of which you are a member or in a position of general control or management and to which you are appointed or nominated by your authority;
(ii) any body—
(aa) exercising functions of a public nature;
(bb) directed to charitable purposes; or
(cc) one of whose principal purposes includes the influence of public opinion or policy (including any political party or trade union), of which you are a member or in a position of general control or management;
(iii) any employment or business carried on by you;
(iv) any person or body who employs or has appointed you;
(v) any person or body, other than a relevant authority, who has made a payment to you in respect of your election or any expenses incurred by you in carrying out your duties;
(vi) any person or body who has a place of business or land in your authority's area, and in whom you have a beneficial interest in a class of securities of that person or body that exceeds the nominal value of £25,000 or one hundredth of the total issued share capital (whichever is the lower);
(vii) any contract for goods, services or works made between your authority and you or a firm in which you are a partner, a company of which you are a remunerated director, or a person or body of the description specified in paragraph (vi);
(viii) the interests of any person from whom you have received a gift or hospitality with an estimated value of at least £25;
(ix) any land in your authority's area in which you have a beneficial interest;
(x) any land where the landlord is your authority and you are, or a firm in which you are a partner, a company of which you are a remunerated director, or a person or body of the description specified in paragraph (vi) is, the tenant;
(xi) any land in the authority's area for which you have a licence (alone or jointly with others) to occupy for 28 days or longer; or
(b) a decision in relation to that business might reasonably be regarded as affecting your well- being or financial position or the well-being or financial position of a relevant person to a greater extent than the majority of—
Updated - May 2010 45
(i) (in the case of authorities with electoral divisions or wards) other council tax payers, ratepayers or inhabitants of the electoral division or ward, as the case may be, affected by the decision;
(ii) (in the case of the Greater London Authority) other council tax payers, ratepayers or inhabitants of the Assembly constituency affected by the decision; or
(iii) (in all other cases) other council tax payers, ratepayers or inhabitants of your authority's area.
(2) In sub-paragraph (1)(b), a relevant person is—
(a) a member of your family or any person with whom you have a close association; or
(b) any person or body who employs or has appointed such persons, any firm in which they are a partner, or any company of which they are directors;
(c) any person or body in whom such persons have a beneficial interest in a class of securities exceeding the nominal value of £25,000; or
(d) any body of a type described in sub-paragraph (1)(a)(i) or (ii).
Disclosure of personal interests 9. —(1) Subject to sub-paragraphs (2) to (7), where you have a personal interest in any business of your authority and you attend a meeting of your authority at which the business is considered, you must disclose to that meeting the existence and nature of that interest at the commencement of that consideration, or when the interest becomes apparent.
(2) Where you have a personal interest in any business of your authority which relates to or is likely to affect a person described in paragraph 8(1)(a)(i) or 8(1)(a)(ii)(aa), you need only disclose to the meeting the existence and nature of that interest when you address the meeting on that business.
(3) Where you have a personal interest in any business of the authority of the type mentioned in paragraph 8(1)(a)(viii), you need not disclose the nature or existence of that interest to the meeting if the interest was registered more than three years before the date of the meeting.
(4) Sub-paragraph (1) only applies where you are aware or ought reasonably to be aware of the existence of the personal interest.
(5) Where you have a personal interest but, by virtue of paragraph 14, sensitive information relating to it is not registered in your authority's register of members' interests, you must indicate to the meeting that you have a personal interest, but need not disclose the sensitive information to the meeting.
(6) Subject to paragraph 12(1)(b), where you have a personal interest in any business of your authority and you have made an executive decision in relation to that business, you must ensure that any written statement of that decision records the existence and nature of that interest.
(7) In this paragraph, "executive decision" is to be construed in accordance with any regulations made by the Secretary of State under section 22 of the Local Government Act 2000.
Updated - May 2010 46
Prejudicial interest generally 10. —(1) Subject to sub-paragraph (2), where you have a personal interest in any business of your authority you also have a prejudicial interest in that business where the interest is one which a member of the public with knowledge of the relevant facts would reasonably regard as so significant that it is likely to prejudice your judgement of the public interest.
(2) You do not have a prejudicial interest in any business of the authority where that business—
(a) does not affect your financial position or the financial position of a person or body described in paragraph 8;
(b) does not relate to the determining of any approval, consent, licence, permission or registration in relation to you or any person or body described in paragraph 8; or
(c) relates to the functions of your authority in respect of—
(i) housing, where you are a tenant of your authority provided that those functions do not relate particularly to your tenancy or lease;
(ii) school meals or school transport and travelling expenses, where you are a parent or guardian of a child in full time education, or are a parent governor of a school, unless it relates particularly to the school which the child attends;
(iii) statutory sick pay under Part XI of the Social Security Contributions and Benefits Act 1992, where you are in receipt of, or are entitled to the receipt of, such pay;
(iv) an allowance, payment or indemnity given to members;
(v) any ceremonial honour given to members; and
(vi) setting council tax or a precept under the Local Government Finance Act 1992.
Prejudicial interests arising in relation to overview and scrutiny committees 11. You also have a prejudicial interest in any business before an overview and scrutiny committee of your authority (or of a sub-committee of such a committee) where—
(a) that business relates to a decision made (whether implemented or not) or action taken by your authority's executive or another of your authority's committees, sub-committees, joint committees or joint sub-committees; and
(b) at the time the decision was made or action was taken, you were a member of the executive, committee, sub-committee, joint committee or joint sub-committee mentioned in paragraph (a) and you were present when that decision was made or action was taken.
Effect of prejudicial interests on participation 12. —(1) Subject to sub-paragraph (2), where you have a prejudicial interest in any business of your authority—
(a) you must withdraw from the room or chamber where a meeting considering the business is being held—
(i) in a case where sub-paragraph (2) applies, immediately after making representations, answering questions or giving evidence;
Updated - May 2010 47
(ii) in any other case, whenever it becomes apparent that the business is being considered at that meeting; unless you have obtained a dispensation from your authority's standards committee;
(b) you must not exercise executive functions in relation to that business; and
(c) you must not seek improperly to influence a decision about that business.
“ (2) Where you have a prejudicial interest in any business of your authority, you may attend a meeting (including a meeting of the overview and scrutiny committee of your authority or of a sub-committee of such a committee) but only for the purpose of making representations, answering questions or giving evidence relating to the business, provided that the public are also allowed to attend the meeting for the same purpose, whether under a statutory right or otherwise.”
THIS PARAGRAPH HAS NOT BEEN ADOPTED BY THE CLEVELAND FIRE AUTHORITY AND IS FOR REFERENCE PURPOSES ONLY
Part 3
Registration of Members' Interests
Registration of members' interests 13. —(1) Subject to paragraph 14, you must, within 28 days of—
(a) this Code being adopted by or applied to your authority; or
(b) your election or appointment to office (where that is later), register in your authority's register of members' interests (maintained under section 81(1) of the Local Government Act 2000) details of your personal interests where they fall within a category mentioned in paragraph 8(1)(a), by providing written notification to your authority's monitoring officer.
(2) Subject to paragraph 14, you must, within 28 days of becoming aware of any new personal interest or change to any personal interest registered under paragraph (1), register details of that new personal interest or change by providing written notification to your authority's monitoring officer.
Sensitive information 14. —(1) Where you consider that the information relating to any of your personal interests is sensitive information, and your authority's monitoring officer agrees, you need not include that information when registering that interest, or, as the case may be, a change to that interest under paragraph 13.
(2) You must, within 28 days of becoming aware of any change of circumstances which means that information excluded under paragraph (1) is no longer sensitive information, notify your authority's monitoring officer asking that the information be included in your authority's register of members' interests.
(3) In this Code, "sensitive information" means information whose availability for inspection by the public creates, or is likely to create, a serious risk that you or a person who lives with you may be subjected to violence or intimidation.
Updated - May 2010 48
CLEVELAND FIRE AUTHORITY LOCAL GOVERNMENT ACT 2000
DECLARATION CONCERNING THE CODE OF CONDUCT
For the purpose of compliance with the requirements of s. 52 Local Government Act 2000, you are asked to read the revised Code of Conduct adopted by the Authority on 27 JULY 2007 carefully, and sign and date the following declaration.
I, ______,
confirm that I have read and understood the authority’s Code of Conduct and I undertake that in performing my functions I will observe the Code of Conduct.
Signed ______
Date ______
______Please return to
Beverley Parker Head of Corporate Support Cleveland Fire Brigade Endeavour House Stockton Road Hartlepool TS25 5TB ______
For office use
Received:
Date:
Updated - May 2010 49
ITEM 7.4
FORM OF GENERAL NOTICE
Register Of Members' Interests
General Notice of Registrable Interests
I, (FULL NAME), a member of the Cleveland Fire Authority, give notice that I have set out below under the appropriate headings my interests which I am required to declare under the Council’s code of Conduct adopted on 27th July 2007 and I have put "none" where I have no such interests under any heading.
(The notes to this form give general guidance, but are not necessarily comprehensive.)
PART I
FINANCIAL INTERESTS
1. EMPLOYMENT OR BUSINESS
(a) You should show every employment, office, trade, profession or vocation that you have to declare for income tax purposes
(b) Give a short description of the activity concerned: for example “Computer Operator” or “Accountant”
(c) Employees should give the name of their employer. If employed by a company, give the name of the company paying your wages or salary, not that of the ultimate holding company.
(d) Where you hold an office, give the name of the person or body which appointed you. In the case of a public office, this will be the authority which pays you. In the case of a teacher in a maintained school, the local education authority. In the case of a teacher in an aided school, the school governing body.
(e) If you are a partner in a firm, give the name of the firm.
(f) If you are a remunerated director, give the name of the organisation
Updated - May 2010 50
2. SPONSORSHIP
You should declare the name of any person or body (excluding a local authority) who has made any payments to you towards your election expenses or towards any expenses incurred by you in carrying out your duties. You do not need to declare the amounts of any payments: only the name of the person or body making them.
3. INTERESTS IN COMPANIES AND SECURITIES
(a) You should list the names of any companies, industrial and provident societies, co-operative societies, or other bodies corporate that (to your knowledge) have a place of business or land in the authority’s area and in which you have a declarable interest. You do not need to show the extent of your interest.
(b) You have a declarable interest in the company if you own shares or other securities of the same class that exceed the nominal value of £25,000 or 1/100th of the total issued share capital. These limits also apply to deposits with industrial and provident societies, and co-operative societies which entitle you to a share of the society’s assets.
(c) A company or body corporate is active in an authority’s area if it has land or a place of business in that area.
(d) The requirement also covers shares and securities held in the name of other people in which you have a beneficial interest.
Updated - May 2010 51
4. CONTRACTS WITH THE AUTHORITY
(a) You should describe all contracts, of which you are aware, which are not fully discharged, and which are:
(i) contracts for the supply of goods, services or works to the authority or on the authority’s behalf, and
(ii) between the authority of which you are a member, and either yourself a firm in which you are a partner a company of which you are a remunerated director or a company in which you have a declarable interest (see 3(b) above).
(b) You need not say what the financial arrangements are, but should say for how long the contract is.
5. LAND IN THE AREA OF THE AUTHORITY
(a) You should include any land in the area of the authority in which you have a beneficial interest (that is, in which you have some proprietary interest for your own benefit). You should give the address or a brief description to identify it. If you live in the authority’s area you should include your home under this heading as owner, lessee, or tenant.
(b) You should also include any property from which you receive rent, or of which you are the mortgagee.
(c) “Land” includes any buildings or parts of buildings.
Updated - May 2010 52
6. CORPORATE TENANCIES
You should list the addresses of any property of which you are aware where The landlord is the authority of which you are a member, and the tenant is
a firm in which you are a partner a company of which you are a remunerated director or a company in which you have a declarable interest (see 3(b) above).
7. LICENCES TO OCCUPY LAND
(a) You should include land in the area of the authority which you (whether alone or jointly with others) have a right to occupy, but neither own nor have a tenancy of. You should give the address or a brief description to identify it.
(b) “Land” includes any buildings or parts of buildings. There is no need to include a licence for less than 28 days
Updated - May 2010 53
PART II
OTHER INTERESTS
You should give the names of any bodies of which you are a member, or are in a position of general control or management and which are within the following categories:-
(a) a body to which you are appointed by the authority as its representative (b) a public authority or body exercising functions of a public nature (c) a company, industrial and provident society, charity, or body directed to charitable purposes (d) a body whose principal purposes include the influence of public opinion or policy, and a trade union or professional association
I recognise that it can be a breach of the Code of Conduct adopted by Cleveland Fire Authority on 27th July 2007 (or any replacement thereof) to:
(1) omit information that ought to be given in this notice; (2) provide information that is materially false or misleading; (3) fail to give further notices in order to - bring up to date information given in this notice - declare an interest that I acquire after the date of this notice and have to declare.
Signed:
Date:
Updated - May 2010 54
ITEM 7.5 GIFTS AND HOSPITALITY GUIDANCE
This guidance is for members of the Council and independent and co-opted members (voting and non-voting).
General Caution
Treat with extreme caution any offer or gift, favour or hospitality that is made to you personally. Your personal reputation and that of the Authority can be seriously jeopardised by the inappropriate acceptance by you of a gift or hospitality The acceptance of gifts and hospitality is not always unlawful or inappropriate. The decision for you in every case is whether or not it is appropriate to accept any gift or hospitality that might be offered to you, having regard to how it might be perceived. No hard and fast rules can be laid down to cover every circumstance as to what is appropriate or inappropriate. This guidance is intended to enable you to make your own decision.
Criminal Law
It is a criminal offence corruptly to solicit or receive any gift, reward or advantage as an inducement to doing or forbearing to do anything in respect of any transaction involving the Authority. The onus would be on you to disprove corruption in relation to a gift from a person holding or seeking to obtain a contract from the Authority.
Limits of Guidance
This guidance does not apply to:- Gifts and hospitality you may receive from family and friends (as birthday or other festival presents) that are not related to your position as a member. You should however question any such gift or hospitality offered from an unusual source. The acceptance of facilities or hospitality provided to you by the Authority. Gifts given to the Authority that you accept formally on the Authority’s behalf and are retained by the Authority and not by you personally.
Updated - May 2010 55
Meaning of Gifts and Hospitality
The expressions ‘gifts’ and ‘hospitality’ have wide meanings and no conclusive definition is possible. Gifts and hospitality include:-
o The free gift of any goods or services. o The opportunity to acquire goods or services at a discount or at terms not available to the general public. o The opportunity to obtain goods or services not available to the general public. o The offer of food, drink, accommodation or entertainment or the opportunity to attend any cultural or sporting event.
Common gifts includes pens, diaries, calendars and other business stationery, articles of clothing, books, flowers and bouquets. Members should however be cautious when purchasing anything, when additional services, privileges or advantages are offered, which might be related to their position as a member.
Appropriate Gifts and Hospitality
There are some circumstances where you may accept gifts and hospitality as being in the normal course of your duties as a member.
Civic hospitality provided by another public authority. Normal and modest refreshment in connection with any meeting in the course of your work as a member (e.g. tea, coffee and other normal beverages and refreshments). Tickets for sporting, cultural and entertainment events which are sponsored or promoted by the Authority or bodies to which you have been appointed by the Authority, and the tickets are offered in relation to that sponsorship or promotion. Small low value gifts (such as pens, calendars, diaries, flowers and other mementos and tokens). Drinks or other modest refreshment in the normal course of socialising arising consequentially from Authority business (e.g. inclusion in a round of drinks after a meeting). Modest meals provided as a matter of courtesy in the office or meeting place of a person with whom the Authority has a business connection. Souvenirs and gifts from other public bodies intended as personal gifts.
Updated - May 2010 56
Principles to apply in relation to Gifts and Hospitality
In deciding whether it is appropriate to accept any gifts or hospitality you must apply the following principles:-
Do not accept gifts or hospitality as an inducement or reward for anything you do as a member. If you have any suspicion that the motive behind the gift or hospitality is an inducement or reward you must decline it. ‘Reward’ includes remuneration, reimbursement or fee. Do not accept a gift or hospitality of significant value or whose value is excessive in the circumstances. Do not accept a gift or hospitality if acceptance might be open to misinterpretation. Such circumstances will include gifts and hospitality:- o From parties involved with the Authority in a competitive tendering or other procurement process. o From parties in legal proceedings with the Authority. o Do not accept a gift or hospitality if you believe it will put you under any obligation to the provider as a consequence o Do not solicit any gift or hospitality and avoid giving any perception of so doing
Registration of Gifts and Hospitality
The new revised Code of Conduct for Members provides that ‘you have a personal interest in any business of your authority where it relates to or is likely to affect the interests of any person for whom you have received a gift or hospitality with an estimated value of at least £25’ This interest must be registered in the register of members’ interests. You should register the interest as soon as possible after acceptance of the gift or hospitality and by no later than 28 days of acceptance. The registration should include the source and nature of the gift or hospitality. A form is available for this purpose and is available both hard copy and electronically from our internet site. You must disclose the existence and nature of the interest arising from a gift or hospitality at a meeting of the Authority at which business is considered to which the interest relates (i.e. business relating to the interests of the person or body giving the gift or hospitality). The disclosure requirement does not however apply to gift and hospitality interests registered more than 3 years ago. Whilst the registration requirement in the code is limited to gifts or hospitality over the value of £25, members are encouraged to register any significant gift or hospitality they receive below this value. There is however no obligation to make a disclosure in relation to gifts and hospitality on the register which are below £25 in value.
Updated - May 2010 57
Reporting of Inappropriate Gifts and Hospitality Offered
It is a criminal offence for a person corruptly to give or offer any gift, reward or advantage as an inducement or reward to you for doing or forbearing to do anything as a member of the Council. You must immediately report to the Monitoring Officer any circumstances where an inappropriate gift or hospitality has been offered to you. You may thereafter be required to assist the Police in providing evidence.
Enforcement
The Council’s Standards Committee has responsibility for overseeing compliance with this guidance. Allegations of any failure to meet the guidance must be made in writing to the Monitoring Officer.
Updated - May 2010 58
DECLARATION OF GIFTS AND HOSPITALITY
The following gift/hospitality was received and disposed of as follows:-
GIFT/HOSPITALITY RECEIVED FROM RETAINED BY
NAME: …………………………………………………………………..
SIGNATURE: …………………………………………….…………………….
DATE ……………………………….………….………………………
Updated - May 2010 59
ITEM 7.6 HEARING PROCEDURES FOR THE STANDARDS COMMITTEE:
CLEVELAND FIRE AUTHORITY
Definition and Interpretation
‘Member’ means the Member of the authority who is the subject of the allegation being considered by the Standards Committee, unless stated otherwise. It also includes the Member’s nominated representative.
‘Investigator’ means the Ethical Standards Officer (ESO) who referred the report to the authority, and includes his or her nominated representative. In the case of matters that have been referred for local investigation, references to the investigator means the Monitoring Officer or other Investigating Officer, and his or her nominated representative.
‘Committee’ also refers to ‘a sub-committee of the Council’s Standards Committee.
‘Legal Adviser’ means the officer responsible for providing legal advice to the Committee. This may be the Monitoring Officer or the Deputy Monitoring Officer, another legally qualified officer of the authority, or someone appointed for this purpose from outside the authority.
Representation
The member may be represented or accompanied during the meeting by a Solicitor, Counsel or, with the permission of the Committee, another person.
Legal Advice
The Committee may take legal advice from its legal adviser at any time during the hearing or while they are considering the outcome. The substance of any legal advice given to the Committee should be shared with the member and the investigator if they are present.
Setting the scene
After all the Members and everyone involved have been formally introduced, the Chair should explain how the Committee is going to proceed with the hearing.
Preliminary procedural issues
The Committee should seek to resolve any issues or disagreements about how the hearing should be conducted, prior to the formal hearing process.
Updated - May 2010 60
Making findings of fact
After dealing with any preliminary issues, the Committee should then consider whether or not there are any significant disagreements about the facts contained in the investigator’s report.
If there is no disagreement about the facts, the Committee can move on to the next stage of the hearing.
If there is a disagreement, the investigator, if present, should be invited to make any necessary representations to support the relevant findings of fact in the report. With the Committee’s permission, the investigator may call any necessary supporting witnesses to give evidence. The Committee may give the Member an opportunity to challenge any evidence put forward by any witness called by the investigator.
The Member should then have the opportunity to make representations to support his or her version of the facts and, with the Committee’s permission, to call any necessary witnesses to give evidence.
NOTE
At any time, the Committee may question any of the people involved or any of the witnesses, and may allow the investigator to challenge any evidence put forward by witnesses called by the Member.
If the Member disagrees with any relevant fact in the investigator’s report, without having given prior notice of the disagreement, he or she must give good reasons for not mentioning it before the hearing. If the investigator is not present, the Committee will consider whether or not it would be in the public interest to continue in his or her absence. After considering the Member’s explanation for not raising the issue at any earlier stage, the Committee may then:
(a) continue with the hearing, relying on the information in the investigator’s report;
(b) allow the member to make representations about the issue, and invite the investigator to respond and call any witnesses, as necessary; or
(c) postpone the hearing to arrange for appropriate witnesses to be present or for the investigator to be present if he or she is not already.
The Committee will usually move to another room to consider the representations and evidence in private.
On their return, the Chair will announce the Committee’s findings of fact.
Updated - May 2010 61
Did the Member fail to follow the Code?
The Committee needs to consider whether or not, based on the facts it has found, the Member has failed to follow the Code of Conduct.
The Member should be invited to give reasons why the Committee should not decide that he or she has failed to follow the Code.
The Committee should then consider any verbal or written representations from the investigator.
The Committee may, at any time, question anyone involved on any point they raise in their representations.
The Member should be invited to make any final relevant points.
The Committee will then move to another room to consider the representations.
On their return, the Chair will announce the Committee’s decision as to whether or not the Member has failed to follow the Code of Conduct.
If the Member has not failed to follow the Code of Conduct
If the Committee decides that the Member has not failed to follow the Code of Conduct, the Committee can move on to consider whether it should make any recommendations to the authority.
If the Member has failed to follow the Code
If the Committee decides that the Member has failed to follow the Code of Conduct, it will consider any verbal or written representations from the investigator and the Member as to:-
(a) whether or not the Committee should set a sanction; and
(b) what form any sanction should take.
The Committee will then move to another room to consider whether or not to impose a sanction on the Member and if so, what the sanction should be.
On their return, the Chair will announce the Committee’s decision.
Recommendations to the Authority
After considering any verbal or written representations from the investigator, the Committee will consider whether or not it should make any recommendations to the authority, with a view to promoting high standards of conduct among Members.
Updated - May 2010 62
The written decision
The Committee will announce its decision on the day and provide a short written decision on that day. It will also need to issue a full written decision shortly after the end of the hearing.
Updated - May 2010 63
ITEM 7.7
COMPLAINT FORM
Your details
1. Please provide us with your name and contact details
Title: First name: Last name: Address:
Daytime telephone: Evening telephone: Mobile telephone: Email address:
Your address and contact details will not usually be released unless necessary or to deal with your complaint.
However, we will tell the following people that you have made this complaint:
(Delete as appropriate)
The member (s) you are complaining about The monitoring officer of the authority
We will tell them your name and give them a summary of your complaint. We will give them full details of your complaint where necessary or appropriate to be able to deal with it. If you have serious concerns about your name and a summary, or details of your complaint being released, please complete section 6 of this form.
Updated - May 2010 64
2. Please tell us which complainant type best describes you:
Member of the public
An elected or co-opted member of an authority
An independent member of the standards committee
Member of Parliament
Local authority monitoring officer
Other council officer or authority employee
Other ( )
3. Equality Monitoring questions
Dealt with in another document.
Making your complaint
Anyone who considers that a Member of the Council may have breached the Code of Conduct may make a complaint through the Standards Committee. In turn, the Standards Committee are required to establish sub-committees to carry out the separate functions involved in the handling of such cases, as follows;
i) The initial assessment of the complaint
ii) Any request from a complainant to review a decision to take no action in relation to a complaint
iii) Any subsequent hearing of the Standards Committee to determine whether a member has breached the code and, where appropriate, to impose a sanction on that Member.
Consequently, a complaint is initially directed to the Assessments Sub-Committee who will determine whether or not to refer the matter for investigation or whether other action (for example, training, conciliation, instituting changes to procedures) should be taken or that no action should be taken. The aim is to complete the initial review within an average of 20 working days.
Where it is determined that no action should be taken, then a complainant has a right to request a review of that decision. It should be noted that the Standards Committee can only deal with complaints about the behaviour of a Member in relation to the Code of Conduct. A complainant has a right to request a review within 30 days from the date of the decision. As indicated above, a differently constituted sub-committee must carry out its review within a maximum of three months of receiving the request. It will then be for the Review sub-committee to determine whether the complaint should be referred to the Council’s Monitoring
Updated - May 2010 65
Officer for the purposes of investigation or should be referred to the Standards Board for England.
4. Please provide us with the name of the member (s) you believe have breached the Code of Conduct and the name of their authority:
Title First Name Last Name Council or authority name
5. Please explain in this section (or separate sheets) what the member has done that you believe breaches the Code of Conduct. If you are complaining about more than one member you should clearly explain what each individual person has done that you believe breaches the Code of Conduct.
It is important that you provide all the information you wish to have taken into account by the assessment sub-committee when it decides whether to take any action on your complaint. For example:
You should be specific, wherever possible, about exactly what you are alleging the member said or did. For instance, instead of writing that the member insulted you, you should state what it was they said. You should provide the dates of the alleged incidents wherever possible. If you cannot provide exact dates it is important to give a general timeframe. You should confirm whether there are any witnesses to the alleged conduct and provide their names and contact details if possible. You should provide any relevant background information.
Please provide us with the details of your complaint. Continue on a separate sheet if this is not enough space on this form.
Only complete this next section if you are requesting that your identity is kept confidential
6. In the interests of fairness and natural justice, we believe members who are complained about have a right to know who has made the complaint. We also believe they have a right to be provided with a summary of the complaint. We
Updated - May 2010 66
are unlikely to withhold your identity or the details of your complaint unless you have good reason to believe that: Disclosure may lead to intimidation either of yourself as a complainant or a witness Disclosure could prejudice an investigation Lead to evidence being compromised or destroyed.
Please note that requests for confidentiality or requests for suppression of complaint details will not automatically be granted. The assessment sub- committee will consider the request alongside the substance of your complaint. We will then contact you with the decision. If your request for confidentiality is not granted, we will usually allow you the option of withdrawing your complaint.
However, it is important to understand that in certain exceptional circumstances where the matter complained about is very serious, we can proceed with an investigation or other action and disclose your name even if you have expressly asked us not to.
Please provide us with details of why you believe we should withhold your name and/or the details of your complaint:
Updated - May 2010 67
Additional Help
7. Complaints must be submitted in writing. This includes fax and electronic submissions. However, in line with the requirements of the Disability Discrimination Act 2000, we can make reasonable adjustments to assist you if you have a disability that prevents you from making your complaint in writing.
If you would like information in another language or format, please ask us. Tel No: 01429- 523003
(Arabic)
(Bengali)
(Kurdish)
(Urdu)
(Hindi)
(Polish)
(Cantonese)
If you need any support in completing this form, please let us know as soon as possible.
Peter Devlin Chief Solicitor / Monitoring Officer Hartlepool Borough Council Level 3 Civic Centre Victoria Road Hartlepool TS24 8AY
Tel: 01429 523003
Updated - May 2010 68
CLEVELAND FIRE AUTHORITY
Standards Committee Guidance Note Local Assessment of Complaints against Members
Introduction
These procedures explain the first stages of how a complaint that a Member of the Cleveland Fire Authority has breached the Members’ Code of Conduct will be assessed and determined. They include the factors that will be taken into account when deciding whether to investigate a complaint. They do not cover the investigation itself or the Standards Committee hearing which will decide whether or not there has been a breach of the Code.
Making a Compliant
Complaints must be made in writing either by letter or by using the Authority’s ‘Complaint Form’. If the complainant is unable to provide written details as a result of disability, assistance will be provided by officers of the Authority.
The Legal Adviser and Monitoring Officer of the Authority will refer the matter to the Assessment Sub-Committee if he is satisfied that it is potentially about Member conduct. The Assessment Sub-Committee has been established for the purpose of making an initial assessment of complaints about Members breaching the Code of Conduct.
The Legal Adviser in the capacity of Monitoring Officer will prepare a short summary of the complaint for consideration by the Sub-Committee to include the following information:
(a) Whether the complaint is within the jurisdiction of the Committee (b) The paragraphs of the Code of Conduct that might apply (c) Any other factual information that is reasonably available and that might assist the Sub-Committee (d) If the Councillor serves on two or more authorities whether a similar complaint has been made to that other authority
Where a number of similar complaints are made at or about the same time, the report will summarise these collectively.
However, at this stage further enquiries may only be made for the purpose of clarification of the complaint.
The Sub-Committee will try to meet and consider all written complaints referred to it within 20 working days of receipt by the Legal Adviser.
Updated - May 2010 69
Assessment Criteria
Initial Test
The Sub-Committee will carry out an initial test to establish whether it has jurisdiction over the complaint by determining whether;
It is a complaint against one or more named members of the Cleveland Fire Authority The named Member(s) was in office at the time of the alleged misconduct and the Code of Conduct was in force at that time and The complainant, if proven, would be a breach of the Code of Conduct.
If any of the above elements of the test are failed the Sub-Committee cannot authorise investigation and the complainant will be notified that no further action will be taken.
The Committee has developed ‘Assessment Criteria’ in dealing with the consideration of complaints alleging Member misconduct. The points below are material in the application of such criteria, to which additional reference is advised.
(i) Public Interest
Once the Sub-Committee has established that it has the power to consider the complaint it will consider the matters set out below. Underpinning its consideration will be an assessment of the public interest in investigating a complaint taking into account the cost and time involved.
(ii) Adequacy of Information
The Sub-Committee will then consider the adequacy of the information provided by the complainant. If the complaint does not contain sufficient detail to determine whether the matter should be referred for investigation the complainant will be advised that no further action will be taken unless and until such additional information as the Sub- Committee considers necessary is provided.
(iii) Former Councillors
If the complaint is about someone who is no longer a Member of an authority within its jurisdiction, but is a Member of another authority the Sub-Committee will consider whether to refer the matter to the Monitoring Officer of that other authority.
Updated - May 2010 70
(iv) Previous Action under the Code of Conduct or by other regulatory authorities
If the complaint has already been the subject of a previous investigation or some other action relating to the Code of Conduct, or a related regulatory process, the matter will not usually be referred for further action.
(v) Repeated Complaints
The Legal Adviser will not refer to the Sub-Committee a complaint that is the same or substantially the same as one previously made by the complainant.
(vi) Timing of the Alleged Conduct
The Sub-Committee will consider the timing of the alleged misconduct when deciding whether to refer the matter for investigation or further action. If there are significant delays between the incident(s) complained of and the complaint the matter will not ordinarily be considered further unless there are strong and compelling reasons for the delay.
(vii) Trivial Matters
No further action will be taken if the Sub-Committee consider that the matter is not sufficiently serious to warrant further action.
(viii) Ulterior Motive
No further action will be taken if the Sub-Committee considers that the complaint is, by way of example, motivated by malice or political motivation.
(ix) Complaints Previously Assessed by the Standards Board for England
No action will be taken in respect of complaints that are the same or substantially the same as complaints previously assessed by the Standards Board for England as not warranting investigation.
(x) Members of Two or More Authorities
Where a complaint is made about a Member who is also a member of another authority, the Legal Adviser, having consulted with the Monitoring Officer of the other authority, shall advise the Sub-Committee on which authority should assume responsibility for the complaint.
Initial Assessment Decision
The Sub-Committee shall make one of the following decisions:
(1) Referral of the complaint to the Legal Adviser acting as Monitoring Officer or another authority where appropriate;
(2) Referral of the complaint to the Standards Board for England in accordance with the criteria set out below;
Updated - May 2010 71
(3) No further action.
Referral to the Standards Board for England
The Sub-Committee shall use its discretion in determining whether to refer a complaint to the Standards Board for England but in any event shall not refer a complaint unless it considers that one of the following criterion apply:
(a) Where the status of the Member complained about would make it difficult for the committee to deal with the complaint. (b) Where the status of the complainant would make it difficult for the committee to deal wit the complaint. (c) Where a number of committee Members have a conflict of interest that would prevent it from properly discharging its duties or reasonably give the appearance that it could not do so. (d) Where there is a potential conflict of interest of the Legal Adviser or other officers and suitable alternative arrangements cannot reasonably be put in place. (e) Where the complaint is so serious that if proven, the powers of the Standards Committee would not be adequate to deal with it. (f) Where the complaint is so complex or involves so many members that it cannot be handled locally within the Authority’s available resources. (g) Where the complaint relates to systemic or long term governance issues requiring an independent investigation. (h) Where the complaint raises an unresolved legal issue that is a point of public interest and on which a national ruling would be helpful. (i) Where the Authority could reasonably be perceived as having an interest in the case sufficient to indicate actual or apparent bias. (j) Where there are exceptional circumstances that would prevent a competent, fair and timely investigation and determination being undertaken locally.
The Standards Board for England has a discretion to decline to investigate the complaint and to refer it back to the Standards Committee. Where it does so, the Assessment Sub-Committee will reconsider the complaint again within 20 working days taking into account any direction given by the Standards Board.
Referral to the Legal Adviser
The Sub-Committee may refer a matter to the Legal Adviser for investigation or for some other action to be taken. The Sub-Committee will consider the appropriateness of other actions based on the facts of the case but it is more likely to be appropriate where there is a pattern of poor relationships or failings in governance.
‘Other Action’ is an alternative to investigation and will only be pursued following consultation with the Legal Adviser on its suitability in the circumstances.
Updated - May 2010 72
Although the Sub-Committee shall retain the discretion to determine what form the other action shall take, ordinarily it will be confined to either:
(1) Training for the Member(s) (2) Mediation between the complainant and the Member (3) Advice on changes to procedures of the Authority if they are relevant to the complaint.
(1) Mediation
Where mediation is proposed, the Sub-Committee shall first seek the written consent of the complainant, the Member concerned and any third party that would need to participate.
In any case where a complaint is referred for other action the complainant and the Member shall be advised that the matter shall not be reconsidered again for investigation except;
(1) Where the Member complained or refuses to cooperate with mediation, the Sub-Committee shall reconsider whether to investigate and the failure to cooperate shall be viewed as an aggravating factor. (2) Where a complainant refuses to cooperate in mediation, the Sub-Committee shall reconsider whether to investigate and the failure to cooperate shall be viewed as a mitigating factor in favour of the Member. (3) Where both parties refuse to cooperate, the Sub-Committee shall reconsider whether to investigate and in doing so shall discount the refusals of the parties.
In the above cases the Sub-Committee will try to reconsider the complaint within 20 working days of the deadline given to the parties to state whether they will cooperate with mediation.
(2) Decision Notices
The decision notice must set out the reasons for that decision and be provided to the complainant and the Member concerned. The Legal Adviser will usually send this letter within 5 working days of the decision of the Sub-Committee.
The complainant should be advised of their right to request a review of the decision by setting out in writing the grounds upon which a review is sought within 30 working days of receipt of the initial assessment decision.
If the decision is to refer the complaint to the Legal Adviser or the Standards Board for England the decision notice must summarise the complaint, the type of referral made and the reason for it.
The Sub-Committee may decide not to provide a summary of the complaint to the Member complained about (ie the decision notice) but only where it decides that to do so would be against the public interest or may prejudice any future investigation. The advice of the Legal Adviser must first be obtained and the Sub-Committee must satisfy itself that sufficient evidence exists to justify the application of one of the above
Updated - May 2010 73
grounds. The Sub-Committee must also consider whether more limited information can be provided to the Member, and any restriction on the provision of information to the councillor must be kept under review by the Legal Adviser. Where the Legal Adviser considers that the reasons for withholding the information no longer apply the Assessment Sub-Committee shall reconsider the decision.
Where a decision is taken to withhold the decision notice from the Members subject to the complaint, the notice will not be published for public inspection until the information is provided to the Member.
Review of No Further Action Decisions
The Review Sub-Committee shall meet within 3 months of receiving a request to review the decision of the Assessment Sub-Committee not to investigate a case. (The Review Sub-Committee has been established for the sole purpose of reviewing on request decisions of the Assessment Sub-Committee).
The Review Sub-Committee shall apply the same criteria used for initial assessment and provide the same information to the parties.
When a request for a review is received, the Legal Adviser shall write to the complainant acknowledging the request and explaining the process for determination. The Member subject to the complaint will be similarly advised.
(i) Initial Test
The Review Sub-Committee will initially determine whether the request is appropriate for the purpose of considering a review. A review will be undertaken where the grounds are:
(a) That insufficient emphasis has been given to a particular aspect of the complaint; (b) There has been a failure to follow published criteria; (c) The Assessment Sub-Committee based its decision on a misunderstanding of the complaint.
However, if further information is provided with the complaint that was not available to the Assessment Sub-Committee, the Review Sub-Committee shall decline to review the original decision if the effect of the new information is to substantially change the nature of the complaint. In these cases the complaint will be referred back to the Assessment Sub-Committee for consideration as a new complaint.
The Review Sub-Committee has the same powers as are available to the Assessment Sub-Committee.
A decision shall be sent to the parties within 5 working days of the meeting wherever possible.
Updated - May 2010 74
Access to Documents and Meetings of the Assessment and Review Sub- Committees
Meetings of the Assessment and Review sub-Committee shall be held in private and the committee papers will not be published. However, a written summary of complaints considered by the Sub-Committee will be published and which will include:
(1) The main points considered (2) The conclusions on the complaint (3) The reasons for the conclusion
The summary will not name the Member subject to the complaint only where to do so would in the view of the Assessment Sub-Committee prejudice any subsequent investigation or otherwise would not be in the public interest. The summary shall be available for inspection for 6 years following the decision.
Withdrawing Complaints
Where a complainant decides to withdraw a complaint, the matter will be referred to the Assessment Sub-Committee, which will ordinarily formally close the matter by deciding that no further action be taken. However, the Sub-Committee may continue to assess a complaint or else continue with an investigation or monitor other action already sanctioned where:
(a) there are other complainants in respect of the same matter, and/or; (b) sufficient evidence in relation to the complaint is capable of being gathered without the participation of the complainant who has withdrawn the complaint, and; (c) the public interest still warrants assessment or investigation or other action in respect of the complaint.
Confidentiality
Except in exceptional circumstances, the identity of complainants will be disclosed to the Member subject to the complaint. A request from a complainant to preserve anonymity shall be considered by the Assessment Sub-Committee when it assesses the complaint. The Sub-Committee shall only consider granting anonymity to the complainant where one of the following grounds applies:
(a) The complainant has reasonable grounds for believing that they will be at risk of physical harm if their identity is disclosed. (b) The complainant I an officer who has reasonable grounds for believing that they will be subject to intimidation, bullying or threats in connection with their employment. (c) The complainant suffers from a serious medical condition and there are medical risks associated with the disclosure of their identity. Medical evidence will be required in respect of this ground.
In each of the above cases the Sub-Committee may only grant a request if they consider that a fair investigation can still be conducted.
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If the Sub-Committee decline a request for anonymity the complainant shall be given the option of withdrawing the complaint as an alternative to the disclosure of information.
Anonymous Complaints
Anonymous complaints will not be considered further unless the complainant provides independent evidence, capable of verification and which discloses potentially serious wrongdoing.
Updated - May 2010 76 AGENDA ITEM 8.2 CLEVELAND FIRE AUTHORITY
Title SELECT COMMITTEE REPORT - FIRECONTROL PROJECT
Meeting Cleveland Fire Authority Date 4th June 2010
Report of the Chief Fire Officer
Decision Req’d No Delegated Powers N/A
1. PURPOSE OF REPORT
1.1 The purpose of the report is to:
. advise Members that on the 1st April 2010 CLG published a 52 page Select Committee report on the national FiReControl Project (Appendix 1).
. advise Members of the key findings of the CLG Select Committee; and
. advise Members of the conclusions and recommendations of the Select Committee report.
2. RECOMMENDATION
2.1 Members note the CLG Select Committee report conclusions and recommendation on the national FiReControl Project.
3. BACKGROUND
3.1 The primary purpose of the Fire and Rescue Service is the prompt and efficient mobilisation of firefighters in response to a fire or other related incident, in order to save lives and protect property. The aim of the FiReControl Project is to enable this critical function to be carried out with greater speed, responsiveness and efficiency.
3.2 The initial concept of FiReControl arose from a report commissioned by the Government from the management, engineering and development consultancy Mott MacDonald - The Future of Fire and Rescue Service Control Rooms in England and Wales - which was published in April 2000. The report concluded that maximum efficiency could be achieved by reducing the number of control rooms from 49 (the number in existence at that time) to nine regional control rooms.
SELECT COMMITTEE REPORT - FIRECONTROL 4th June 2010 PROJECT
3.3 FiReControl is part of the ambitious Fire and Resilience Programme, along with two other linked projects: Firelink, a £350 million project to upgrade each FRS’s current main radio-communication system so that the FRS workforce can talk to each other and to ambulance and police services on the same secure network; and New Dimensions, a £330 million project, providing the fire and rescue service with equipment, procedures and training to respond to a range of threats, such as terrorist attacks and flooding.
3.4 The FiReControl Project has been beset by problems since its inception, CLG Select Committees have regularly monitored the progress of the FiReControl Project throughout its duration, and on a number of occasions raised concern, and expressed some scepticism, about the basic premise of the FiReControl Project, as well as its implementation and management.
4. Current Views of FireControl
The terms of reference of this inquiry did not ask about the advantages or disadvantages of the project, as these issues had been covered in previous inquiries. However, the Select Committee wanted to know the general current views of FiReControl to understand the views of the interested parties.
4.1 The views of (LACCs) formed by the Fire and Rescue Authorities (FRAs) in the East Midlands to run the new East Midlands Regional Control Centre (RCC) see this project as
. delivering superior solutions to 999 emergency call handling and mobilisation of the FRAs’ resources. The standardisation approach to the operation of the RCC will enhance capability, not restrict it, through the use of technology that is currently widely used but not integrated, with all the functionality that FiReControl will deliver. The final and most important point is that of resilience offered by the FiReControl Project.
4.2 CLG summaries the benefits of implementing FiReControl as
. Increased resilience - A unified, resilient networked technology ensures that staff in any of the RCCs can answer calls from anywhere in the country and be able to mobilise the appropriate resources.
. Greater fire and rescue service capabilities - FiReControl will integrate services, by new risk management tools, with the ability to deploy specialist equipment or resources efficiently across boundaries and over large geographical areas. Common call handling, mobilisation processes, technology and training will ensure consistency across regions.
. Improved frontline firefighter safety - All FRSs will have Mobile Data Terminals (MDTs), providing information to firefighters, including building information, guidance on the safe handling of chemicals, and the location of the nearest hydrants and water supplies. A new communications system will be based on data rather than voice, accessible through the MDTs 2
SELECT COMMITTEE REPORT - FIRECONTROL 4th June 2010 PROJECT
4.3 Matt Wrack, General Secretary of the FBU, summarised his Union’s opposition to FiReControl, which has been consistently expressed throughout the seven years of the project:
. On behalf of the Fire Brigades Union we have opposed the FiReControl Project from the start on grounds of its operational usefulness to the Fire and Rescue Service, on the basis of its threat to the efficiency of the Fire and Rescue Service, on the basis of local accountability and on the basis of cost.
4.4 John Bonney, President of the CFOA, informed the Committee that his Association’s positive views of the benefits of FiReControl had not changed, but that alternatives need to be considered as a result of the Project’s mismanagement:
. The professional Association’s view very much remains as it did at the inception - that we are very committed to the principles and aspirations of the Project. We are concerned, as it has developed, at how badly parts of it have been managed and, in recent times, we have been clear that there needs to be an alternative plan worked up because of our concern about some of the risks with the Project at the moment, but in terms of aspirations and the objective of the FiReControl Project, we are still very much committed to that.
4.5 Only the LGA’s views have changed since FiReControl’s inception, from ambivalent support to ‘a position of hostility’, as Councillor Coleman explained to the Committee:
. The LGA’s position has, in fact, changed. Having been broadly supportive, although quite ambivalent, especially among member fire authorities, we have now moved to a position of hostility and against the Project in principle. We have asked officers of the LGA to work up alternatives, rather in line with CFOA, because member fire authorities have come to the view that the Project has just been delayed for far too long and they have serious doubts whether it is ever going to work.
5. PROJECT GOVERNANCE AND MANAGEMENT
5.1 In May 2004, CLG started the procurement of the IT contract for FiReControl. It took until March 2007 (just under three years) for CLG finally to award the IT contract, worth £200 million, for the design, development, deployment and maintenance of the core IT systems for FiReControl to EADS. Despite the time taken to reach this decision, there is a widespread view that CLG did not consider in sufficient detail the specifications of the system required, and that there was insufficient professional input into the process.
5.2 EADS is contracted to deliver the IT system for the FiReControl Project, which links the nine regional control centres to all fire stations across England and to their appliances and vehicles, and which enables the transfer of data between them. It is also contracted to maintain and enhance the system following development, until 2015. 3 SELECT COMMITTEE REPORT - FIRECONTROL 4th June 2010 PROJECT
5.3 There are still some serious concerns about the timetable for the work on the specific mobilisation IT systems that EADS has now sub-contracted to Intergraph.
5.4 The key findings of the Committee suggest the Project has been beset by a lack of openness and collaboration with the main stakeholders from the start. The Committee suggests if CLG had been more open from the start, many of the ensuing problems might not have occurred.
6. RELATIONSHIP WITH LOCAL AUTHORITY CONTROL COMPANIES
6.1 Fire and Rescue Authorities (FRAs) within the North East run the new Local Authority Controlled Company (LACC) which will operate the Regional Control Centre (RCC) in Durham. Two Company Directors are drawn from the four regional FRAs to run the RCC which is now substantially equipped with the IT infrastructure and on-site facilities and is one of the ‘first wave regions’ due to go live in May 2011.
6.2 The London Fire and Emergency Planning Authority (LFEPA) memorandum criticises the RCC building specifications. The buildings themselves appear to be over specified and are clearly too large just to house a regional control centre. The security arrangements incorporated into the premises appear to be in excess to the threats potentially posed to the buildings. These two things have led to significantly increased costs that will result in a long term revenue burden to fire authorities.
6.3 The North East Regional Management Board, in their report to the Committee stated that all the RCC buildings are the same size and, are far larger than FRAs in the North East would require. The Board goes on to say that it is currently discussing sub-letting parts of the building in order to offset some of the future costs to FRAs.
6.4 FRAs retain the statutory duty to make arrangements for dealing with calls for help and for summoning personnel for the purpose of extinguishing fires and protecting life and property in the event of fire, under Section 7 of the Fire and Rescue Services Act 2004. Written evidence from the North East Regional Management Board stresses the importance of FRAs making the final decision on whether to move their services to the new RCC.
7. COSTS
7.1 CLG’s written evidence notes that the FiReControl Project “represents £420 million of investment in the Fire and Rescue Service”. It goes on to describe the changing financial costs of the project.
7.2 The first indicative cost figure given to Parliament for project implementation was £120 million, which did not include costs of meeting local and regional implementation work, nor costs for installing equipments in all fire stations. At that stage, CLG thought that the IT system would be delivered by commercial off the- shelf solutions and the integration requirements had not been fully defined. 4
SELECT COMMITTEE REPORT - FIRECONTROL 4th June 2010 PROJECT
7.3 In 2007, the first comprehensive assessment of the total cost to deliver the Project was announced. The Project cost was estimated at £340 million, based on a schedule for the first RCC going live in October 2009. The business case forecast national level savings of 28 per cent compared with the costs of running the current control rooms.
7.4 In 2008, CLG announced that the total implementation cost would be £380 million. The increase in project costs “followed engagement with stakeholders to further develop understanding of the local and regional costs of implementation including the revision of estimates on training and redundancy costs”. The final version of the Full Business Case was published in May 2009, estimating the annual national savings once the network goes live to be £6 million (9 per cent).
8. CONCLUSIONS AND RECOMMENDATIONS OF THE COMMITTEE
8.1 The Select Committee concluded that should CLG abandon the FiReControl Project now, not only would all the claimed benefits of the Project in terms of greater speed, responsiveness and efficiency be lost, but it would cost an extra £8 million more than if it were left to proceed. CLG is not quite at the point of no return, but it very soon will be. The Select Committee Report recommends that CLG should continue with the Project, with renewed vigor, but this recommendation is conditional on CLG:
8.1.1 resolving its contractual dispute with EADS and implementing a viable project plan;
8.1.2 closely monitoring delivery of FiReControl against interim milestones, and examining alternative viable options for delivery to be implemented in case of any slippage;
8.1.3 addressing the shortcomings in its management of the Project
8.1.4 consulting fully with FRS staff and professionals in defining end-user requirements;
8.1.5 taking further steps to shift the negative perception of the Project and to influence fire and rescue authorities to make the positive decision to switch to the new system and
8.1.6 providing assurances that the safety and security of the Olympic Games will not be compromised
IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE GOVERNANCE
5
House of Commons Communities and Local Government Committee
FiReControl
Fifth Report of Session 2009–10
Report, together with formal minutes, oral and written evidence
Ordered by the House of Commons to be printed 16 March 2010
HC 352 Published on 1 April 2010 by authority of the House of Commons London: The Stationery Office Limited £0.00
Communities and Local Government Committee
The Communities and Local Government Committee is appointed by the House of Commons to examine the expenditure, administration, and policy of the Department for Communities and Local Government and its associated bodies.
Current membership
Dr Phyllis Starkey MP (Labour, Milton Keynes South West) (Chair) Sir Paul Beresford MP (Conservative, Mole Valley) Mr Clive Betts MP (Labour, Sheffield Attercliffe) John Cummings MP (Labour, Easington) Andrew George MP (Liberal Democrat, St Ives) Mr Greg Hands MP (Conservative, Hammersmith and Fulham) Anne Main MP (Conservative, St Albans) Dr John Pugh MP (Liberal Democrat, Southport) Alison Seabeck MP (Labour, Plymouth Davenport) Andy Slaughter MP (Labour, Islington South and Finsbury) Mr Neil Turner MP (Labour, Wigan)
Powers
The Committee is one of the departmental select committees, the powers of which are set out in House of Commons Standing Orders, principally in SO No 152. These are available on the Internet via www.parliament.uk.
Publications
The Reports and evidence of the Committee are published by The Stationery Office by Order of the House. All publications of the Committee (including press notices) are on the Internet at www.parliament.uk/clgcom.
Committee staff
The current staff of the Committee are Huw Yardley (Clerk of the Committee), Sarah Ioannou (Second Clerk), Josephine Willows (Inquiry Manager), Emma Gordon (Committee Specialist), Lorna Horton (Senior Committee Assistant), Nicola McCoy (Committee Assistant), Stewart McIlvenna (Committee Support Assistant), and Hannah Pearce (Select Committee Media Officer).
Contacts
All correspondence should be addressed to the Clerk of the Communities and Local Government Committee, House of Commons, 7 Millbank, London SW1P 3JA. The telephone number for general enquiries is 020 7219 1353; the Committee’s email address is [email protected]
FiReControl 1
Contents
Report Page
Acronyms/Glossary 3
Summary 5
1 Introduction 7 CLG’s disclosure of FiReControl reviews 8
2 An outline of current views of FiReControl 11
3 Delays and current timetable 13 Technical issues 16 2012 Olympic and Paralympic Games 17 Alternatives to FiReControl 18
4 Project governance and management 20 Procurement issues 20 Relationship between CLG and EADS 21 Co-ordination between Firelink and FiReControl 25 CLG’s project management team 26
5 Lack of consultation and collaboration in the FiReControl project 29 End-user requirement 30 Solution Establishment Workshops (SEWs) 31 Responsibility for the lack of consultation 32
6 Relationship between Local Authority Controlled Companies, Regional Control Centres and existing local control rooms 34 Regional Control Centres (RCCs) 34 Legal issues 36 Existing local control rooms 37
7 Costs 39
8 Conclusions and recommendations 41
Appendix 1: Correspondence between the Parliamentary Under Secretary of State, the Permanent Secretary and the Chair of the Committee 43
Formal Minutes 47
Witnesses 49
List of written evidence 49
2 Communities and Local Government Committee
List of Reports from the Committee during the current Parliament 51
FiReControl 3
Acronyms/Glossary
AVLS – Automatic Vehicle Location System, a Global Positioning System transmitter that shows the exact location of each fire appliance in England (to be supplied by EADS)
DCMT1 – initial data collection toolkit, which identifies what FRS address data is contained within NLPG (to be supplied by EADS)
DCMT2 – a more complicated data collection toolkit, which combines the FRS address data with the NLPG (to be supplied by EADS)
EADS – European Aeronautic Defence and Space Company; the main contractor for the IT component of FiReControl.
Fire and Resilience Programme – the CLG-led programme reforming the Fire and Rescue Service, overseeing New Dimension, Firelink and FiReControl.
Fire Control Sounding Board – employee representative body that considers all aspects of the FireControl project.
FiReControl – a CLG-led project to provide a resilient network of nine regional control centres in England, supporting the mobilisation of FRS equipment and personnel to incidents.
Firelink – a CLG-led project to upgrade each FRS’s current main radio-communication system so that they can talk to each other and to ambulance and police services on the same secure network.
FRA – Fire and Rescue Authority; the legislative public and administrative body made up of civilians and councillors.
FRS – Fire and Rescue Service; the operational fire fighting body.
FSMC – the Local Government Association’s Fire Services Management Committee.
ICCS – Integrated Communications Control System, telephony system, which is a component of the technical part of FiReControl (supplied by EADS).
IRMP – Integrated Risk Management Plan
LACCs – Local Authority Controlled Companies, made up of and owned by the former FRAs within the region. The LACC company directors are drawn from the FRAs. London does not have an LACC because the LFEPA (see below) will have responsibility for running the London RCC as a single authority. The FRAs retain the statutory duty to make arrangements for dealing with calls for help and for summoning personnel for the purpose of extinguishing fires and protecting life and property in the event of fire (under Section 7 of the Fire and Rescue Services Act 2004). The LACCs will be the service provider that will enable the FRAs to meet their legal duty. Three RCCs are already under lease to LACCs.
LFEPA – London Fire and Emergency Planning Authority (runs the London Fire Brigade and makes decisions on key matters, including strategy, policy and the Brigade’s budget).
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Mobile Data Terminals (MDTs) – terminals installed in individual fire appliances, allowing the transfer of simple messages and appliance status availability (supplied by EADS)
MRMS – Mobilisation and Resource Management System; a primary component of the technical part of FiReControl (supplied by EADS)
New Dimension – a CLG-led project to provide the fire and rescue service with equipment, procedures and training to respond to a range of threats¸ such as terrorist attacks and flooding.
NLPG – the National Land and Property Gazetteer; the first national address list database that provides the source of addresses and geographical location of properties across England and Wales, made up of the input of Local Land and Property Gazetteers (LLPGs), which are maintained by local authorities. FiReControl aims to utilise this database and many FRSs are switching to this database.
OMD – Officer mobile Devices (to be supplied by EADS)
Practitioners’ Forum – a body comprised of stakeholders within the fire industry that provides advice to Government and Ministers on policy development.
RCC – Regional Control Centres (nine, one for each region and one for London).
Regional Management Boards – there are nine, one for each region, specific to the FRS.
SEWs – Solution Establishment Workshops, created in the summer of 2009. Workshops comprising of representatives from EADS, the FRS and CLG to address the issue of direct collaboration and stakeholder involvement.
FiReControl 5
Summary
The primary purpose of the Fire and Rescue Service (FRS) is the prompt and efficient mobilisation of firefighters in response to a fire or other related incident, in order to save lives and protect property.
The aim of the FiReControl project is to enable this critical function to be carried out with greater speed, responsiveness and efficiency: it proposes to replace the existing 46 local FRS control rooms with nine purpose-built Regional Control Centres (RCCs). These centres will handle emergency 999 calls, mobilise resources and support the management of incidents, underpinned by a resilient network technology.
The FiReControl project is part of a key strategic objective of the Department for Communities and Local Government (CLG), but its current status is precarious. CLG and the main IT contractor, EADS, have had an adversarial relationship. They do not have a revised contract and there is no currently agreed project plan; until recently, there has been a lack of consultation and collaboration between CLG, EADS and those intimately involved in the Fire and Rescue Services (and some criticise the standard of the present consultation). Project management has been severely criticised, with a rapid turnover of crucial CLG and EADS senior staff. Since its inception, the costs of the project have escalated, and severe delays to the project mean that Fire and Rescue Authorities may now be expected to migrate to the new system at the very time that they should be concentrating on the high-profile safety concerns presented by the Olympic Games in 2012. The main representative bodies of the Fire and Rescue Service all have reservations about the project—many go further and have deep hostility—and fear that, as it is presently managed and designed, it will lead to a less efficient and less safe service.
The project has been beset by a lack of openness and collaboration with the main stakeholders from the start. If CLG had been more open from the start, many of the ensuing problems might not have occurred. This lack of openness has continued to the present, with CLG not allowing us to have sight of independent reviews of its management of the project—even in confidence—which implies a certain insecurity about its handling of the FiReControl project to date.
However, if CLG were to abandon the FiReControl project now, not only would all the claimed benefits of the project in terms of greater speed, responsiveness and efficiency be lost, but it would cost an extra £8 million more than if it were left to proceed. CLG is not quite at the point of no return, but it very soon will be. Our Report recommends that CLG should continue with the project, with renewed vigour, but this recommendation is conditional on CLG:
• resolving its contractual dispute with EADS and implementing a viable project plan;
• closely monitoring delivery of FiReControl against interim milestones, and examining alternative viable options for delivery to be implemented in case of any slippage;
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• addressing the shortcomings in its management of the project;
• consulting fully with FRS staff and professionals in defining end-user requirements;
• taking further steps to shift the negative perception of the project and to influence fire and rescue authorities to make the positive decision to switch to the new system; and
• providing assurances that the safety and security of the Olympic Games will not be compromised during the roll-out of the new Regional Control Centres.
FiReControl 7
1 Introduction
1. The primary purpose of the Fire and Rescue Service is the prompt and efficient mobilisation of firefighters in response to a fire or other related incident, in order to save lives and protect property.1 This is a key aspect of public safety. The aim of the FiReControl project is to enable this critical function to be carried out with greater speed, responsiveness and efficiency.
2. The initial concept of FiReControl arose from a report commissioned by the Government from the management, engineering and development consultancy Mott MacDonald—The Future of Fire and Rescue Service Control Rooms in England and Wales—which was published in April 2000. The report concluded that maximum efficiency could be achieved by reducing the number of control rooms from 49 (the number in existence at that time) to nine regional control rooms. FiReControl is part of the ambitious Fire and Resilience Programme, along with two other linked projects: Firelink, a £350 million project to upgrade each FRS’s current main radio-communication system so that the FRS workforce can talk to each other and to ambulance and police services on the same secure network; and New Dimensions, a £330 million project, providing the fire and rescue service with equipment, procedures and training to respond to a range of threats, such as terrorist attacks and flooding.
3. We have followed the FiReControl project throughout its duration, and commented on it in the following publications:
• The Fire and Rescue Service2
• CLG’s Departmental Annual Report of 20073
• CLG’s Departmental Annual Report of 20084
• CLG’s Departmental Annual Report of 20095
In all of these inquiries, we raised concern, and expressed some scepticism, about the basic premise of the FiReControl project, as well as its implementation and management. The project has been beset by problems since its inception. Our major Report, published in June 2006, The Fire and Rescue Service, studied the progress made in the FRS since the 2003 White Paper, Our Fire and Rescue Service, and the subsequent Fire and Rescue Services Act 2004. One chapter was devoted to the FiReControl programme, which was then still in its infancy, and raised concerns that are still in existence today, including
1 CLG’s strategic objective 6 is “to ensure safer communities by providing the framework for the Fire and Rescue Service and other agencies to prevent and respond to emergencies”. 2 Communities and Local Government Select Committee, Fourth Report of Session 2005–06, The Fire and Rescue Service, HC872. 3 Communities and Local Government Select Committee, Second Report of Session 2007–08, Departmental Annual Report 2007, HC 170. 4 Communities and Local Government Select Committee, Second Report of Session 2008–09, Communities and local Government’s Departmental Annual Report 2008, HC 238. 5 Communities and Local Government Committee, Third Report of Session 2009–10, Communities and Local Government’s Departmental Annual Report and the performance of the Department in 2008–09, HC 391.
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whether the project will enhance resilience, whether the technological infrastructure is adequate, and whether sufficient funding and governance arrangements are in place.6
4. Since we had already studied the FiReControl programme in detail, we did not want to revisit the advantages and disadvantages of the initiative. As a result, this short inquiry into the FiReControl project had narrow terms of reference. We considered: progress with the project so far; the reasons for the cost and time overruns that the project had experienced; and what, if any changes need to be made to the Government’s plans for proceeding with the project. We received 33 written submissions and held one oral evidence session, on 8 February 2010. At that session, our first panel consisted of the Fire Brigades Union, the Chief Fire Officers Association and the Local Government Association; we then heard from the Parliamentary Under Secretary of State, the Chief Fire and Rescue Adviser and the Director for Fire and Resilience from CLG. The European Aeronautic Defence and Space Company (EADS)—the company that was awarded the contract by CLG to develop, deploy and maintain the IT system for the FiReControl project—gave evidence alongside CLG.
CLG’s disclosure of FiReControl reviews
5. Our inquiry has been hampered by the Government's decision not to provide us with sight of various reviews of the FiReControl project carried out for CLG. The National Audit Office (NAO) cites four external reviews commissioned by CLG (all of which the NAO has seen in full):
• Two reviews of the Department’s project management by the OGC—in October 2008 and October 2009;
• A technical review of the development of the IT systems, from April to July 2009, by Professor Peter Brook of Qinetiq and Gordon Hextall, the former Chief Information Officer of the NHS Programme for IT;
• An external review of the technical feasibility of the project, the IT Contractor’s ability to deliver and contingency options in November 2009.7
6. CLG’s written evidence refers to these reviews, implying that their conclusions were positive:
We are regularly monitored through OGC Healthchecks of the project. This October they commented positively on many aspects [of] the project and we are continuing to work with them to ensure successful delivery. We have also sought independent advice on the way forward for the project, and we have been assured that through our strengthened relationship with EADS and their new sub- contractor, we are on track for the development and integration of the full FiReControl solution.8
6 CLG Committee, The Fire and Rescue Service, paras 18–50. 7 Ev 125 8 Ev 97
FiReControl 9
7. However, repeated references in the NAO’s memorandum to the same reviews suggested that may not be the full story:
Four external reviews of the Department’s project management have recommended strengthening the governance and management of the project which the Department has taken forward.
In 2008 an Office of Government Commerce Health Check concluded that management of the project appeared to have grown organically without any analysis of what was needed to manage the project.
The OGC review of October 2008 found that the project governance structure was cumbersome and the project board was not acting as an effective decision-making forum. Lines of responsibility and decision making were not clear and there was a lack of sufficient assurance and robust internal challenge.
While the OGC review of October 2009 reported that overall project management had improved, it also expressed concerns about the capability and capacity of both the Department and EADS to successfully complete the project. Similar concerns were expressed by the external review in November 2009.
The reliability and credibility of the Department’s current published project plan, cost estimates and risk assessments have already been questioned by both the OGC and the external review.9
8. In January 2010, we therefore asked CLG to provide these documents to us so that we could judge for ourselves. The Department declined to do so, on the basis that the documents form a body of advice on ongoing policy development and decisions that have not yet been taken; and that they contain information classed as commercially sensitive.10
9. We questioned the Minister on the reasons for the Department’s refusal to let us see those documents, and renewed our request to see them, in confidence if necessary. The Minister agreed to reconsider his decision, but his subsequent letter reiterated what was said previously, and upheld the decision not to make the documents available to the Committee, even in confidence:
It is imperative that when we commission independent analysis that assessment is able to give the department direct, honest feedback to inform our decision-making. It is equally important that it can consider live commercially or operationally sensitive issues. That is the value of this analysis. I would not want future advice to be constrained by an eye to wider immediate dissemination—this would risk changing the nature of these reports. These reports were commissioned without prejudice and to support policy advice to Ministers on decisions which are yet to be taken.11
9 Ev 126, 131–133. 10 Appendix 11 Ibid.
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10. We have therefore had to complete our inquiry without the benefit of considering directly what other independent reviews of the project have concluded about it. We regret this decision on the part of the Department. We therefore have only indirect reports of those reviews through the NAO references to them. Consequently, we have been unable to take the Department’s assurances about what those reviews said at face value. Indeed, given the weight of evidence we have received from other parties, we suspect that the Department’s references to their conclusions are at best disingenuous, and possibly downright misleading. In the report below, we come to our own conclusions about the Department’s management of this project, and about how the Government should best proceed from here.
11. We would like to thank Lee Summerfield and his colleagues from the National Audit Office for their considerable contribution to this inquiry, both in their written evidence and in their subsequent help and advice.
FiReControl 11
2 An outline of current views of FiReControl
12. The terms of reference of this inquiry did not ask about the advantages or disadvantages of the project, as these issues had been covered in previous inquiries. However, we wanted to know the general current views of FiReControl to understand the views of the interested parties. The potential benefits of the project are summarised in the memorandum from East Midlands Fire and Rescue Control Centre Ltd, one of the newly- formed Local Authority Controlled Companies (LACCs) formed by the Fire and Rescue Authorities (FRAs) in the East Midlands to run the new East Midlands Regional Control Centre (RCC):
We see this project as delivering superior solutions to 999 emergency call handling and mobilisation of the FRAs’ resources. The standardisation approach to the operation of the RCC will enhance capability, not restrict it, through the use of technology that is currently widely used but not integrated, with all the functionality that FiReControl will deliver […] The final and most important point is that of resilience offered by the FiReControl Project. No other emergency service will be able to offer such a capability. The networking and mutual back up offered by the FiReControl solution, coupled to the technology deployed in FRA vehicles, will establish a standard of capability that is better positioned to meet the challenges being seen and developing in the 21st century.12
13. The first 23 paragraphs of CLG’s written evidence also outline the benefits of FiReControl. CLG describes the Departmental Strategic Objective (DSO 6) that relates to the Fire and Rescue Service: “To ensure safer communities by providing the framework for the Fire and Rescue Service and other agencies to prevent and respond to emergencies” and maintains that the delivery of FiReControl is a core priority for the Department.13 CLG summaries the benefits of implementing FiReControl:
• increased resilience. A unified, resilient networked technology ensures that staff in any of the RCCs can answer calls from anywhere in the country and be able to mobilise the appropriate resources.
• greater fire and rescue service capabilities. FiReControl will integrate services, by new risk management tools, with the ability to deploy specialist equipment or resources efficiently across boundaries and over large geographical areas. Common call handling, mobilisation processes, technology and training will ensure consistency across regions.
• improved frontline firefighter safety. All FRSs will have Mobile Data Terminals (MDTs),14 providing information to firefighters, including building information, guidance on the safe handling of chemicals, and the location of the nearest hydrants and water supplies. A new communications system will be based on data rather than voice, accessible through the MDTs. Each MDT will have a Global
12 Ev 122 13 Ev 94 14 The Firelink project is installing the hardware for the MDTs and FiReControl is installing the software.
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Positioning System transmitter—an Automatic Vehicle Location System (AVLS)— which will show the exact location of each fire appliance and will enable staff working with the networked technology to find the nearest FRS resources.15
14. However, the preponderance of evidence had reservations about the project in general. Matt Wrack, General Secretary of the FBU, summarised his union’s opposition to FiReControl, which has been consistently expressed throughout the seven years of the project:
On behalf of the Fire Brigades Union we have opposed the FiReControl project from the start on grounds of its operational usefulness to the Fire and Rescue Service, on the basis of its threat to the efficiency of the Fire and Rescue Service, on the basis of local accountability and on the basis of cost. I have to say that the previous seven years have just confirmed our position more so than when we started out.16
15. John Bonney, President of the CFOA, told us that his association’s positive views of the benefits of FiReControl had not changed, but that alternatives need to be considered as a result of the project’s mismanagement:
The professional Association’s view very much remains as it did at the inception— that we are very committed to the principles and aspirations of the project. We are concerned, as it has developed, at how badly parts of it have been managed and in recent times we have been clear that there needs to be an alternative plan worked up because of our concern about some of the risks with the project at the moment, but in terms of aspirations and the objective of the FiReControl project, we are still very much committed to that.17
16. From our panel of first witnesses, only the LGA’s views have changed since FiReControl’s inception, from ambivalent support to ‘a position of hostility’, as Councillor Coleman explained to us:
The LGA’s position has in fact changed. Having been broadly supportive although quite ambivalent, especially among member fire authorities, we have now moved to a position of hostility and against the project in principle. We have asked officers of the LGA to work up alternatives, rather in line with CFOA, because member fire authorities have come to the view that the project has just been delayed for far too long and they have serious doubts whether it is ever going to work.18
17. These specific comments on the FiReControl project reflect the general tenor of the majority of the evidence submitted to the Committee.
15 Ev 94 and 95 16 Q 1 17 Q 1 18 Q 1
FiReControl 13
3 Delays and current timetable
18. The following table is an amended version of NAO’s in its written evidence and shows the timeline of key events in the FiReControl project, with significant dates where delays occurred:
2004
May 2004 CLG starts procurement of IT contract
November 2004 Strategic outline business case published by CLG
2007
March 2007 CLG contracts EADS for FiReControl IT systems
June 2007 Full business case published by CLG
2008
April 2008 EADS tells CLG that technology used to develop mobilisation system is not working
October 2008 OGC healthcheck
November 2008 EADS starts assessing mobilisation system fallback options. OGC healthcheck. Ministerial announcement: ‘go live’ date for first RCC extended by 9 months CLG and EADS agree changes to contract milestones. New milestones and new payment terms agreed.
December 2008 New milestone not met
2009
March 2009 New milestone not met
May 2009 EADS chooses fallback mobilisation system (Intergraph)
May 2009 New milestone not met
July 2009 CLG co-locates its technical and assurance team with EADS in Newport. Ministerial announcement: ‘go live’ date for first RCC extended by a further 10 months. CLG informed of increasing issues with the mobilisation system software.
August 2009 Hextall/Brook technical review presented to CLG
September 2009 FiReControl software requirements passed to Intergraph’s USA development team, for inclusion in contingency mobilisation system
October 2009 Key milestone not met. OGC healthcheck.
November 2009 External review of project presented to CLG. Extended deadline for new key milestone not fully met (revised to December)
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December 2009 EADS cancels contract with existing subcontractor and switches to Intergraph. Extended deadline for new key milestone not met.
2010
February 2010 Further extended deadline for new milestone
March 2010 Extant contractual date to deliver full IT systems.
July 2010 First interim release of Intergraph product for preliminary testing and integration into overall IT system by EADS
October 2010 Schedule delivery date of IT system from EADS
2011
May 2011 Current ‘go live’ date for first 3 RCCs
End of 2012 Current plan for all RCCs to be operational
Ev 128 and 129
19. The FiReControl project began in 2004 and was due for completion, with all RCCs being fully operational, in 2009. However, on 26 November 2008, CLG announced a delay to the programme, with the ‘go-live’ date for first RCCs extended by nine months. On 15 July 2009, CLG announced a further 10-month extension to this timetable, which means the first FRSs will now switch over to the RCCs in May 2011—three years later than the first switchover was originally planned and 19 months later than planned when the IT contract was awarded—and all regional control centres are scheduled to be switched over by the end of 2012.
20. Many of the written submissions demonstrate an appreciation of the arguments in favour of the FiReControl project. However, there is an overwhelming view that time is running out for it to remain a viable option. Kent FRA describes the need for urgency:
The Authority remains supportive of a better technological solution and accepts the operational logic of an interlinked, resilient national system. The repeated delays and confusion have not only led to a rapid decline in confidence but also the distinct risk of project failure. Such a failure will leave fire and rescue authorities faced with an expensive business-critical risk to be addressed at a time when they are being pressed for substantial efficiency savings. The situation is, we believe, urgent.19
21. CLG’s evidence places the blame for delay on EADS:
As the Committee is aware, the development of the FiReControl solution has been slower than expected. For their part, EADS has acknowledged that their quality assurance has not been as good as we and FRSs are entitled to expect.20
19 Ev 26 20 Ev 97
FiReControl 15
22. However, Yorkshire and Humberside Regional Management Board’s written submission exemplifies many views sent to us, in placing the blame on CLG:
The numerous delays in the delivery of this project have led to a lack of confidence in the ability of CLG to deliver a complex project of this nature. The problem stems again from a lack of user engagement at the early stages of the project. From the beginning CLG seems to have failed to grasp the complex nature of this project. If this project is to deliver its objectives there needs to be a new culture of working in partnership with the FRS, more realistic goals and timescales need to be set. This has not always been the case to date.21
23. There is general anxiety about when FRAs will be required to cross over to FiReControl, with the accompanying technical and staffing arrangements and procedures. Dorset Fire Authority outlines this concern:
There is still considerable ambiguity about certain areas of the project. This includes how the Regional Control Centre will operate and interact with the Service, the timescales for delivery of key enablers and the requirements that the Service is expected to meet during the transition period and after transfer of its operations. This hinders the Service’s ability to plan for the future and to know how the Service will ultimately be affected by the project.22
Derbyshire FRS’s written submission goes further:
The need for common procedures, practices, naming conventions and common key datasets is a high priority if the RCCs are to function properly across borders. However after more than five years since the inception of the FiReControl project, after numerous workshops and seminars at all levels there is perhaps only one firmly agreed common way of working which has been promulgated across FRSs and that consists of the establishment of a set of national call signs. Everything else is still being worked upon.23
24. Merseyside FRA highlight the need for contracts to be agreed by the main players, which have not yet been agreed:
Implementation of the project will entail a complicated suite of contractual documents being agreed by fire authorities, the regional control companies, CLG and the main contractors. The details of those contractual documents have yet to be finalised or agreed. The refusal of one or more of the relevant parties to those contracts to enter into them could adversely impact upon the progress or implementation of the project.24
25. In oral evidence, EADS were confident that their new, revised timetable would be met, with Robin Southwell asserting that “we are hitting our milestones”25 and “we are
21 Ev 51 22 Ev 38 23 Ev 32 24 Ev 29 25 Q 127
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committed to that [delivery] date”26 of mid-2011. The Minister gave a more reserved endorsement of the agreed timetable: “I cannot sit here and say to you 100 per cent. that it will happen on time, but all the information I have at hand tells me that it ought to happen”.27
Technical issues
26. There are serious concerns about the timetable for the work on the specific mobilisation IT system that EADS has now sub-contracted to Intergraph. NAO describes the proposed timetable in its written evidence.28 In May 2009, EADS engaged with Intergraph to develop a contingency option for the IT mobilisation system. Subsequently, EADS terminated its contract with its original sub-contractor and, in December 2009, agreed a contract with Intergraph.
27. Intergraph is to modify its core ‘off-the-shelf’ software product for the FiReControl project. As the NAO’s written evidence states, Intergraph will develop this IT product in its American and Swindon facilities. However, because of Intergraph’s fixed annual product development cycle, EADS had to confirm with Intergraph its specific mobilisation system requirements by 1 October 2009. This short timescale gave little time for consultation with the FRS on the end-user requirements.
28. Intergraph’s interim IT system product is due for release on 1 July 2010, for integration into the overall IT system by EADS. This product will need to be tested to ensure that it is fully operational and meets the needs of the project. The NAO memorandum states:
The Department advises that it is engaging collaboratively with Intergraph and Fire and Rescue Service end-users in order to mitigate the risk of escalating cost and delay due to incomplete or misunderstood requirements.29
The final version of the Intergraph product is due in October 2010.
29. It is unclear to what extent CLG is managing its risk with EADS and EADS’ subcontractor for this product, in relation to the current timetable. CLG’s caution in oral evidence about the extent to which the current timetable is achievable may be coupled with a statement in its written evidence when discussing this part of the project which falls some way short of total confidence in the ability of its contractors to deliver:
In contractual terms, we have demanded, and received, greater visibility of deliverables and more interim/shorter milestones from EADS. We will continue to take a close ‘hands on’ management and assurance role and be vigilant for signs of slippage of loss of quality in outputs.30
26 Q 126 27 Q 131 28 Ev 131 29 Ibid. 30 Ev 97
FiReControl 17
30. Councillor Pearson, from the LGA, voiced concerns over the timetabling of the roll-out of the IT system:
Sadly, there is no guarantee the technology will work and I think successive ministers have been less than straightforward with fire authorities. We had the Minister allegedly come clean in July on the timetable. Fire authorities are reaching a point where they have no confidence in CLG on this project, but basically if the technology does not work there is no choice but to scrap it and start again.31
31. The current FiReControl timetable also relies on FRSs having the required information and staffing levels to meet the timetable as well, as is explained by the Oxfordshire FRA written evidence:
[T]he failure to finalise the technical solution for the project has led to the national team being unable to provide sufficient detail to allow the FRS to work on its own actions to put the processes and data systems to support FiReControl in place. This is a major activity requiring considerable FRS specialist resource (a scarce commodity) and required sufficient lead-time. An inability to progress work poses an increasing risk that when the information finally becomes available FRSs will be unable to resource the necessary work to meet the project timescale.32
32. The NAO describes the proposed sequence of events for the transfer from local control rooms to the RCCs and states that CLG itself is concerned about the present timetable for the three RCCs to go live:
Local control rooms will be transferred to new Regional Control Centres in phases over a 20 month period. The Department expects this to enable any faults or deficiencies to be identified and remedied, thereby reducing the risk of operational failure. All nine Regional Control Centres are planned to be operational by the end of 2012. The Department originally set out in the project’s business case that all Regional Control Centres would be operational by the end of 2009. The Department is concerned that the first three Regional Control Centres may not become operational in May 2011 as planned.33
2012 Olympic and Paralympic Games
33. Both the Minister and Robin Southwell discussed the ‘go-live’ date of mid 2011.34 However, that date is misleading as it refers only to the current go-live date for the first three regional control centres. Much of the written evidence shows concern about the new timetable, whereby all regional control centres will become operational by the end of 2012, because that will mean that the changeover from local control rooms to some RCCs will coincide with the Olympic Games. Kent FRA’s written evidence highlights this point:
31 Q 50 32 Ev 53 33 Ev 128 34 Qq 60 and 66
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The proximity of the Olympic Games to the cutover of the RCC causes concern to many Authorities. The Olympics will be a national event, affecting not just London. This point does not seem to have been given insufficient consideration within the planning stages of the FiReControl project and the South East region is still destined to cutover at various points, both prior to and during the staging of this event in Summer 2012.35
34. Dorset is hosting all the sailing events for the 2012 Olympics and Dorset Fire Authority’s written memorandum describes similar concerns to those of Kent:
It is essential for the Service to have resilient call handling and mobilising facilities before and during the games in the event of a large multi-agency incident. If the project timescales were to change yet again, consideration would need to be given of the potential clash in the transfer to the RCC and the Service’s involvement in the 2012 games. In view of a potential multi-agency exercise 12 months before the games themselves, the Authority has determined that any cutover date between July 2011 and the end of the games in September 2012 would be unacceptable and this could affect Dorset’s place in the cutover order and potentially impact on the other fire and rescue authorities in the South West.36
35. Buckinghamshire and Milton Keynes Fire Authority’s submission highlights the fact that, according to the present timetable, its FRS will not be integrated into the FiReControl project until after the end of the Olympics, even though Dorney Lakes in South Buckinghamshire is one of the Olympic venues:
[Buckinghamshire Fire and Rescue Service] is now scheduled to cutover just after the Olympics in late 2012 creating a double negative: BFRS will not be part of the integrated FiReControl solution; we will also have to balance a significant amount of preparatory work required immediately prior to cutover whilst managing the risks associated with supporting an Olympics event.37
Alternatives to FiReControl
36. As is readily apparent from the above, the FiReControl project is reaching a critical point in its existence. CLG has been studying several alternatives to the project ranging from the re-procurement of FiReControl to investment in 46 local standalone centres, since early spring of 2009.38 The NAO explained that these options were presented to Ministers in November 2009, but noted that “The Department has not yet set out a trigger point for its fallback options.”39
37. The NAO states that, to date, CLG has spent £202 million on the project. If FiReControl were not to proceed, the £205 million of future lease payments on FiReControl buildings would transfer to the Department. The Department estimated that
35 Ev 25 36 Ev 38 37 Ev 40 38 Ev 134 39 Ibid.
FiReControl 19
a further £24 million would be spent on winding up the project. This would bring the total cost to the Department of discontinuing the project to £431 million, £8 million more than the cost of continuing with the project.
38. Questioned on contingency plans in oral evidence, the Minister was non-committal, preferring to concentrate on delivering the project as planned:
I know that [CLG] are looking at all different possible configurations, so in that sense for us our focus must remain on delivering FiReControl as it was envisaged in a much better environment than it has ever been in before, while at the same time, pretty obviously, being prudent and looking at contingencies.40
39. However, it is clear that a decision on contingency options needs to be made soon. As the CFOA’s John Bonney told us:
Fire and rescue authorities have not been investing in their fire controls in the expectation that the regional control centres would be brought in. We are now saying there is a point we have now reached with the confidence on the project, although we are still committed to the project, where we do believe there needs to be an alternative provided if, for whatever reason, the project is scrapped. We cannot leave fire and rescue services high and dry.41
40 Q 131 41 Q 35
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4 Project governance and management
Procurement issues
40. In May 2004, CLG started the procurement of the IT contract for FiReControl. It took until March 2007 (just under three years) for CLG finally to award the IT contract, worth £200 million, for the design, development, deployment and maintenance of the core IT systems for FiReControl to EADS.42 Despite the time taken to reach this decision, there is a widespread view that CLG did not consider in sufficient detail the specifications of the system required, and that there was insufficient professional input into the process.
41. John Bonney told us in oral evidence about this lack of detail:
[...] the rush to procurement meant the level of detail in the specification did not reflect what the professional people were saying. That has plagued the project ever since, both in terms of delays and being over-optimistic about how quickly it could be delivered, how much it was going to cost, and why certain things that were absolutely necessary were never specified and other things were put in that were not needed […] So in one sense a lot of the work subsequently has been around that failure to be very clear in both output and outcome terms about what was going to be delivered by the project. When we talk about CLG having a lot of resources still committed to this project that is because they are having to work so closely with the contractor to fill in those gaps that should have been filled before the procurement.43
42. Shahid Malik confirmed that this was the case:
The problem was that there was a concept and a vision but the detail was not there. In the spirit of continuing in candid mode, we had not engaged the Fire and Rescue Service in the development of the concept and that was one of the gaps.44
43. In May 2009, the Public Accounts Committee criticised CLG for poor performance in the management of the New Dimension project,45 leading to delays, avoidable costs and weaknesses in contracting. CLG accepted this criticism of the programme management of New Dimension, but asserted that this was not applicable to FiReControl:
The Department has done much to address this since 2005 and now has improved systems in place. For example: the lessons learnt on New Dimension were picked up by the Department’s then emerging FiReControl project which put in place specialist resources covering programme management, and commercial and quality assurance competencies. The Department’s finance and procurement functions are now closely involved in the running of the Fire and Resilience Programme Board (which considers not only New Dimension but the Firelink and FiReControl projects as well). There are regular meetings on budget issues between the policy and project
42 Ev 126 43 Qq 7–8 44 Q 58 45 See Acronyms/Glossary
FiReControl 21
functions. Additionally a new Head of Procurement has been appointed with an increased portfolio of practical experience, which he is bringing to the function. The Department is addressing the acknowledged areas of weakness working with business units including Fire and Resilience Directorate.46
However, the evidence which we have received for this inquiry calls into question the extent to which the lessons of New Dimension have, in practice, been applied to FiReControl.
Relationship between CLG and EADS
44. EADS is contracted to deliver the IT system for the FiReControl project, which links the nine regional control centres to all fire stations across England and to their appliances and vehicles, and which enables the transfer of data between them. It is also contracted to maintain and enhance the system following development, until 2015. There is an option to extend this until 2018.
45. The NAO describes the role of EADS:
As well as designing, developing and installing the core resilient IT systems, EADS is required to supply operational support services, including fault repair, maintenance and data back-ups until 2015, with an option for a further 3 year extension up to 2018. EADS has subcontracted the majority of the work to third parties and its main role is to bring these packages together to form the overall IT systems. The mobilisation system will require the integration and customisation of 50 pre-existing Commercial-Off-The-Shelf (COTS) software packages.47
46. In the NAO evidence, the following diagram illustrates what EADS is contracted to deliver:
9 Regional Control Centres Officers’ cars - Control system fit-out in - Mobilising buildings device software - IT and communication system Firelink - Radios (Firelink) for: radio - Emergency call handling Network 3,400 Fire engines and - Mobilisation & resource other equipment management - In-cab data displays - Incident support Network - Radios (Firelink) Systems Operations Centre - Help desk 1,400 Fire stations - System management & - Wireless data network support for whole of IT & - Printers communication system - Mobilisation i Training materials for 46 Fire and Rescue HQs whole system including - IT system for managing key deliverables to Fire and information Rescue Services
46 Treasury Minutes on the tenth report from the Committee of Public Accounts, Session 2008–09, paras 8 and 9. 47 Ev 130
22 Communities and Local Government Committee
Source: Communities and Local Government48
47. While representatives from the LGA, CFOA and LGA at our oral evidence session in February 2010 blamed CLG for rushing the procurement stage, Mr. Housden, Permanent Secretary at CLG, at our oral evidence session on the Departmental Annual Report on 19 October 2009, blamed the delay of the FiReControl project on the failures of EADS to deliver:
We much regret it because the quicker these control centres are up, running and established the more effective will be the protection that is offered to the public and the efficiency of the Fire Service. We certainly regret it on those grounds. It has been a source of great frustration to us that the technology solution, EADS that we are relying on here, has not worked…We procured in the open market a world class provider. EADS are a major defence and systems contractor in the UK and more broadly. They are a multinational, highly successful company. We are entitled to expect that they will deliver on this project and many of the things that they have promised they have done, but we were very disappointed indeed that their technology solution on this particular aspect is not yet working. In the circumstances that we faced, we felt and ministers felt that it was the right thing to do to consult with our stakeholders and to announce a revised timetable, taking into account all the issues. It is a source of great frustration and disappointment to me, as it is to you.49
48. Mr. Housden went on to explain that CLG has renegotiated the terms of the contract with EADS, so that CLG will gain from profits generated by EADS from selling the FiReControl software around the world. When questioned on whether this was letting EADS off lightly, Mr. Housden responded that “we were dealing with the terms of the contract as it was originally framed and the commercial judgment was this was the best way to proceed”.50
49. However, EADS’ written submission seems to place the blame for difficulties with the original contract problems with CLG, including CLG’s delay to let and start the contract with EADS:
The contract originally let to EADS was for the delivery of the IT elements of FiReControl. During the tender process, the delivery timescales that would be deemed acceptable for system build and go-live were tightly constrained. These timescales have since proved unachievable for many reasons rooted across the whole programme. A delayed announcement to let and start the contract compounded these pressures [...] A significant proportion of contract requirements have needed further work since contract award in order to define the details sufficiently for implementation.51
48 Ev 130 49 Qq 104–106, oral evidence session on 19 October, Departmental Annual Report 2009. 50 Ibid., Q108. 51 Ev 118
FiReControl 23
50. This adversarial relationship between CLG and EADS was raised in oral evidence by John Bonney, who said that CFOA found
[...] not only was there not the organised contact with EADS—we were kept at arm’s length, it was through CLG—but the relationship between CLG and EADS was adversarial because it was already in a contractual relationship rather than a partnership approach. That would have been all right if we had got a very clear detailed specification, but when you do not have that you end up, if you are not careful, only sorting the problems out by means of resorting to the legal arrangements. I think that is fundamentally where the difficulties existed.52
51. The South East FRS’s Regional Management Board’s written evidence similarly describes an adversarial relationship between CLG and EADS:
CLG set the contracts with EADS using an output specification, a technique encouraging innovation by not unduly constraining industry. However, it is a technique that assumes a partnering relationship with the provider. The lack of a partnering approach, involving FRSs working to support EADS, was evidenced by an adversarial relationship between CLG and EADS and, in turn, CLG and Regional Project Teams (RPT) representing FRS frustration.53
52. West Sussex County Council’s written evidence blames EADS for the lack of expert input at the beginning and maintains that, even after restructuring at EADS, there is now less day-to-day contact with EADS than there used to be:
Initial contact with EADS was positive, with them portraying the image of a ‘can do’ organisation that place premium on communication with partners. This has not however been the experience in reality with almost a year between formal contract signing and any direct contact with FRSs. The mitigation offered at the time suggested that EADS did not have sufficient personnel to resource the project and it took a considerable period of time to recruit and train staff to the required level. After this time the contact and level of commitment increased significantly and as a result the level of cooperation and understanding also improved. Following an EADS restructure in 2008 this level of commitment has reduced markedly, to the point where no day to day contact remains and only limited contact is made via regional coordinator meetings.54
53. The NAO memorandum explains that CLG believes the original contract conformed to the prevailing Office of Government Commerce (OGC) standards, but goes on:
However, both the external review and the Department concur that in other respects the contract was not well suited to the needs of the FiReControl project. As the contract contains few interim milestones, it does not give the Department an
52 Q 25 53 Ev 46 54 Ev 55
24 Communities and Local Government Committee
effective basis for holding EADS accountable for its on-going performance by obliging them to deliver components at planned and frequent intervals.55
54. The NAO states that EADS’ original contract is out of date and does not reflect CLG’s current project plan; the present contract states that EADS is contracted to provide the IT system by March 2010, against CLG’s current scheduled system delivery date of October 2010. EADS’ original contract runs out in March 2010 and to date, CLG has not yet agreed a new contract and they are currently negotiating to revise the contract to reflect CLG’s current project plan.56 When questioned on whether there is a contract binding EADS to a finish date of mid-2011, Shona Dunn, Director for Fire and Resilience at CLG, responded with the following:
There are a number of documents that were signed by EADS and by ourselves either in the run up to or just after the July 2009 rescheduling. There is a heads of term agreement setting out the revised expectations and there are two contract change notes which set out a number of additional milestones and revised expectations, both in terms of what is to be delivered and how the relationship between the two organisations will work. That has not been fully taken through to detailed changes in the underpinning contract as yet and that will happen once the ongoing process of reviewing the revised draft schedule that EADS have provided to us is complete.57
55. The NAO evidence states that CLG believes EADS is in breach of contract for failing to meet key contractual milestones, in particular for failing to deliver an acceptable, revised delivery plan. EADS does not accept that it is in breach of contract.58
56. CLG admits that the FiReControl project has not gone to plan:
Implementation of the FiReControl solution has been slower than we hoped, and initially planned. We have thoroughly reviewed our approach and progress, informed by independent advice, and taken tough decisions to ensure we are best placed to make progress.59
The North East Regional Management Board writes about the need for a project plan to enable
[...] FRSs to fully appreciate the scale of the project, estimate effort and resources required to deliver and budget plan accordingly and in sufficient time to deliver necessary outcomes to the appropriate standard.60
However, the NAO points out that, to date, there is no agreed project plan for FiReControl:
An initial project plan from EADS in November 2009 indicated a system delivery date later than required in the Department’s project plan. To date, a detailed and
55 Ev 133 56 Ev 126 57 Q 70 58 Ev 126 59 Ev 99 60 Ev 69
FiReControl 25
fully scoped project plan has yet to be agreed between the Department and EADS. This is contingent on EADS first fulfilling its obligation under a contract milestone to provide a detailed updated plan. The reliability and credibility of the Department’s current published project plan, cost estimates and risk assessments have already been questioned by both the OGC and the external reviews. [...] EADS and the Department are working to agree a new project plan up to project completion and put this on a contractual basis.61
57. The NAO’s timeline62 shows that on 21 December 2009 EADS’ project plan was not agreed. The date of 1 February 2010 was the further extended deadline for the new milestone of EADS supplying a detailed plan to CLG. When questioned about the new project plan, Robin Southwell, the Chief Executive Officer of EADS, said that EADS and CLG do have an agreed project plan, but did not say that it was completed and signed off, because “it is iterative because obviously we are reviewing it on a regular basis.”63
Co-ordination between Firelink and FiReControl
58. In questions to officials in the Departmental Annual Report oral evidence session on 19 October 2009, the Permanent Secretary of CLG, Mr. Peter Housden, had to concede that there were still “significant delivery challenges” with FiReControl. He said that, in response, “we have improved our capability across the board there.”64 He went on to explain:
The delays we have experienced on both Firelink and FiReControl have been about the technology platform. We have had world-class suppliers who won these jobs in competitive tender, who have been unable to deliver a satisfactory product on the timescale which they promised. In those circumstances we have been open, talked with our stakeholders about it and reformulated the timetable. That has been very frustrating and expensive for us. The main thing is that failure of technology and platforms, but I hope nobody would sit in front of you and say their side of the work could not have been improved, I know we could have done better on that.65
59. Firelink is a CLG-led project to upgrade each FRS’s current main radio- communication system so that staff can talk to each other and to ambulance and police services on the same secure network. This hardware is inextricably linked to the FiReControl software system, yet, according to CFOA’s written evidence, the two projects were not integrated:
At the time of inception of the FiReControl Project the Government was already running the Firelink Project to procure a new wide area radio communications system for the fire and rescue service in England, Scotland and Wales. Whilst recognising the synergies between the projects and the key contribution that the
61 Ev 133 and 134 62 Ev 128, paragraph 18 has an abridged version of the timeline. 63 Q 100 64 Q 2, oral evidence session on 19 October, Departmental Annual Report 2009. 65 Ibid., Q37
26 Communities and Local Government Committee
Firelink solution would make to the FiReControl Project, Government failed to integrate the two projects and realise the efficiencies, both in terms of staff and consultancy costs. There was also no alignment of requirements and this resulted in silo working, duplication and inefficiencies. These examples illustrate the chaotic, uncoordinated and poorly conceived development of Government policy in this area to the detriment of the FiReControl project.66
The FBU memorandum draws attention to the lack of a close link between Firelink and FiReControl:
Poor CLG Project Management was compounded by what should have been the close relationship between the FireControl and Firelink projects. Delays to the Firelink Project have had a knock-on effect on FireControl and vice-versa. It is clear from our discussion with a number of those involved in both projects that there was a lack of transparency, openness and communication between the two projects for prolonged and critical periods. The responsibility for that lies heavily at Departmental and ultimately ministerial level.67
The lack of a close link between the Firelink and FiReControl projects illustrates yet again the lack of foresight by CLG. This lack of close integration between the two projects is a further illustration of the inadequate project management by CLG.
CLG’s project management team
60. In our oral evidence session on last year’s Departmental Annual Report, Mr. Housden admitted that—five years into the FiReControl project—CLG did not have staff with the relevant specialist knowledge to ensure that EADS was up to speed:
If you take FiReControl, for example, in the last little while we have taken on some additional consultancy expertise to be absolutely sure we could understand properly and have a proper dialogue with the pretty rarefied issues that EADS, our principal contractor, said they were facing in developing the right interfaces to deliver this programme. You want to be confident that you understand and can participate properly in these conversations. In that sense we have taken on additional expertise and it has been a moving target. We did not have that as an issue six or nine months ago, we have now, so we have strengthened our team.68
61. The FBU is strongly critical of the management of the project:
Project Management was supplied by a series of Departments with little historical knowledge of the fire service, informed—if that is not putting it too strongly—by transient civil servants and consultants with no experience of delivering any fire service control system of any size, anywhere. It was overseen by a series of transient ministers.69
66 Ev 77 67 Ev 105 68 Q 39, oral evidence session on 19 October, Departmental Annual Report 2009. 69 Ev 105
FiReControl 27
62. The NAO memorandum notes the turnover of senior staff at CLG with responsibility for the delivery of FiReControl:
Over the last 13 months the project team has been restructured and new appointments to key positions have been made within the Department’s and EADS’s project team […] There is a team of over one hundred people working on the project. The team is a mixture of civil servants, seconded fire service staff, temporary contract staff and consultants.70
63. The NAO refers to four external reviews of the Department’s project management and states that all have recommended strengthening the governance and management of the project, which the Department has taken forward.71 The NAO also describes the high staff turnover and the reliance on consultants:
There has been a significant turnover of senior staff within the project. In the last five years there have been five different Senior Responsible Officers and four different Project Directors. In 2008 an Office of Government Commerce Health Check concluded that management of the project appeared to have grown organically without any analysis of what was needed to manage the project.72
Over the past 13 months, key senior postholders have changed: CLG’s project director (November 2008); CLG’s commercial director (January 2009); EADS’ project director (February 2009); and EADS’ project manager (September 2009).
64. The NAO also highlight the costs of CLG-employed staff who manage FiReControl. The table in paragraph 68, shows that £124 million will be spent on the project team, which is over a quarter of the total cost of the overall project.
65. The London Fire and Emergency Planning Authority (LFEPA) comments on the large size of the FiReControl project team, consisting of civil servants, seconded fire service staff and consultants and makes the following observation:
Where one would have expected the risks and the resources required to deliver the project to have sat with the supplier, in this case, CLG seem to be bearing much of the responsibility and resource burden of delivery.73
It goes on to comment that while it is to be welcomed that a large number of FRS staff have been seconded into the project team because of their technical expertise, they do not necessarily have “the authority or necessarily the strategic or political insight to speak on behalf of fire authorities.”74 Furthermore, the temporary removal of FRS technical experts
70 Ev 126 71 Ibid. 72 Ev 131 73 Ev 64 74 Ibid.
28 Communities and Local Government Committee
[...] has led to a significant risk emerging which is that the fire services themselves will no longer have the in house capability of capacity to deliver their transition activities that are required prior to being able to accept FiReControl into service.75
66. The NAO’s table below shows the number of full time equivalent (FTE) staff who are working on the FiReControl project:
Civil servants Consultants (including seconded and Temporary Year Total fire service staff) Contract FTE FTE
2006/07 44.8 32.0 76.8
2007/08 54.9 49.4 104.3
2008/09 57.4 56.9 114.3
2009/10 66.6 49.8 116.4 Source: Communities and Local Government (figures for 2004/05 and 2005/06 not available)76
67. Shona Dunn, Director for Fire and Resilience at CLG, commented on the NAO’s assessment of the cost of the national project team as part of the overall project implementation costs:
The national project team is of a very significant size, simply because of the complexity of the project and the numerous different work streams. It is not just a business change programme. It is not just a buildings programme. It is not just an IT programme. It is a very extensive and complex project which, as colleagues were mentioning earlier, necessitates deep involvement from a large number of FRS experts. Amongst that national project team, about a third of that national project team are fire and rescue service secondees, people who are expert in control rooms, the operation of control rooms and so on. It is an extensive team. I think it is important that we have those secondees in place and it is important also for example that we have those 30 people down in Newport co-located with our colleagues in EADS, making sure that the systems integration work is going exactly as it is intended to and that we are keeping on track.77
Ms Dunn went on to say that CLG had strengthened its senior project team within the last 12 to 18 months and there are a significant number of new individuals on the team.78 Although welcome as far as they go, these assurances do little to allay concerns about the significant level of staff turnover associated with the project.
75 Ev 64 76 Ev 131 77 Q 123 78 Q 124
FiReControl 29
5 Lack of consultation and collaboration in the FiReControl project
68. The CLG memorandum maintains that engagement with primary stakeholders has occurred during the six years that FiReControl has been in existence:
The FiReControl project has been running since 2004. Since that time, we have engaged very closely with the Fire and Rescue Service to understand their needs and to establish their requirements for the Regional Control Centre network.79
69. However, contrary to CLG’s views, the general lack of consultation by CLG is a major theme running through both the written and oral evidence. During most of the FiReControl project’s existence, up until about a year ago, there was a lack of consultation and collaboration between CLG, EADS, the FRAs and the LACCs, despite the legal responsibility of FRAs to prevent or deal with fires and the safety risks connected with this.80 Written evidence from the South East Region supports this view:
CLG owns the contract and commercial processes for FiReControl. FRAs are unsighted on the detailed obligations and outputs of the main contractor, EADS. The FRAs represent the main user and only customer for this contract yet have no contractual relationship with the supplier. Other Government Departments deliver large and complex projects by having a partnership between effectively 2 ‘customers’ as the interface with the provider of operational capability. This has not been the case for FiReControl (nor FireLink) leading to the perception of disenfranchisement of the regions and individual FRSs. Too often, FRS involvement has been too little, too late when early engagement would have offered better support to EADS and increased project ownership by the end user community.81
70. This point is reinforced by the London Fire and Emergency Planning Authority (LFEPA), whose written submission highlighted the feeling of disempowerment by FRSs:
The difficult challenges in the project such as defining all of the use requirements should have been addressed at an early stage; this may have led to much more clarity during the delivery phase. Again we would emphasise that early user engagement would have helped in this area but it is not only the engagement process but also listening to what the users have to say that is important. There needs to be a greater emphasis on partnership working between CLG and the FRS rather than the customer/client relationship which appears to exist at present.82
71. FRAs retain the statutory duty to make arrangements for dealing with calls for help and for summoning personnel for the purpose of extinguishing fires and protecting life and
79 Ev 96 80 FRAs retain the statutory duty to make arrangements for dealing with calls for help and for summoning personnel for the purpose of extinguishing fires and protecting life and property in the event of fire, under Section 7 of the Fire and Rescue Services Act 2004.See paragraph 88 for further information on this. 81 Ev 46, italics added. 82 Ev 65
30 Communities and Local Government Committee
property in the event of fire, under Section 7 of the Fire and Rescue Services Act 2004. This statutory duty will not change when the new Regional Control Centres become operational. Despite this fact, the CFOA highlights the lack of consultation with those involved in the front-line services of Fire Control:
Throughout the project the Government have failed to recognise and plan in accordance with the democratic and legal processes within which Fire and Rescue Authorities (FRAs), operate. This frequently results in inadequate time being allowed within the project plan for proper consultation and local decision making. Moreover it reinforces continually the perception within the service of being “railroaded” by central government at the same time that CLG publicly promotes the idea of partnership within the project. This has been a significant factor in eroding the confidence of key stakeholders and FRAs.
Notably, in the early stages there was a gross misunderstanding on the part of Government about the legal and democratic status of Regional Management Boards and their ability, or otherwise, to make collective decisions on behalf of Fire and Rescue Authorities. This resulted in unrealistic expectations about local decision making processes.83
The FBU goes further, stating that CLG actively dissuaded consultation and collaboration with the main players, up until the point when technical IT problems occurred in the summer of 2008:
Up to that point CLG [had] imposed itself as the go-between linking EADS to the FRS. We understand it made a point of ensuring there was little or no direct contact between the contractors and other stakeholders [...]84
End-user requirement
72. The NAO memorandum describes how progress was delayed in breaking down end- user requirements:
The Department set out approximately 2,000 requirements for the IT system in its contract with EADS. These needed to be broken down further into 8,000 more detailed sub-requirements in consultation with Fire and Rescue Services end users to ensure that the system’s design, development and testing activities are aligned to end-user requirements [...] Little real progress was achieved in breaking down the system’s requirements until summer 2009 when the Department agreed with EADS and the Fire and Rescue Services that joint workshops would be held to achieve this. Until this point there was uncertainty as to the design approach to be followed.85
The FBU goes on to describe complications with technical specifications of FiReControl:
83 Ev 77 84 Ev 103, italics added. 85 Ev 134
FiReControl 31
There were clearly major issues with the technical specifications the contractors were asked to deliver too. The Project scope has been changed before, after and since the IT contract was signed. There also appeared to be no ‘real world’ assessment of the true complexity of the project nor of realistic timescales to deliver what was being demanded.86
73. The exclusion of staff from any involvement with the specification and development of FiReControl led not only to delays, caused by a failure to appreciate the end-user needs of the system, but also to the demoralisation of staff and their sense of alienation from the project. The Fire Protection Association submitted written evidence that illustrates low staff morale in the fire community:
The transition to the new arrangements for FRS mobilising has clearly created anxiety for a number of stakeholders in the fire community, including it would appear, some of those who will ultimately be responsible for its governance. That degree of uncertainty, dissent and project delay has done little to instil confidence in the wider fire community, particularly those who fear that the new arrangements will ultimately lead to a ‘lowest common’ denominator of service provision.87
74. The Minister confirmed that it was the responsibility of CLG to involve the FRS from the start of the project, to ensure that detailed end-user requirements was captured and used to develop the system:
I think it was, absolutely. I take responsibility. We ought to have done that. We ought to have engaged key stakeholders in a way that was adequate. It was inadequate.88
75. Robin Southwell, CEO of EADS, also accepted responsibility for failures to involve the fire community from the start:
I have to agree with the Minister that in hindsight we should have done a little bit more work earlier and we should have done a little bit more work after we had been selected in terms of bringing in the various stakeholders, defining their requirements, understanding the behavioural issues as to how it actually works on the ground, to allow us to gain the traction and momentum which we all wanted.89
Solution Establishment Workshops (SEWs)
76. After admitting that EADS and CLG had not taken account of stakeholders’ views, Robin Southwell told us that they had learnt lessons and went on to describe the Solution Establishment Workshops (SEWs), which were created in the summer of 2009 and comprise of representatives from EADS, the FRS and CLG to address the issue of direct collaboration and stakeholder involvement:
86 Ev 105 87 Ev 36 88 Q 86 89 Q 90
32 Communities and Local Government Committee
[...] we are having end user workshops, solution workshops, on a regular basis. In fact, I believe a few of them are working today, involving the end user on an operational basis so that we are real time ensuring that we have that dialogue which was missing at the beginning and which is now taking place.90
However, earlier in the same oral evidence session, the previous witnesses criticised SEWS, with John Bonney describing them as “not particularly well organised”91 and explaining that not all representative bodies are invited to the meetings.92
77. When asked for supplementary evidence on the issue of satisfying end-user requirements, CFOA sent the following information about SEWs, describing what it considers to be a fundamental flaw in their approach:
The Solution Establishment Workshops (SEWs) are a welcome improvement in user engagement but remain fundamentally flawed in their approach to system design. Each SEW has been focussed on developing a single thread of functionality in isolation. Where demonstrations of functionality have been possible, they have been on the basis of unrepresentative data and, when requirements are not apparently met, assurances are given that the functionality will be provided from “a different module” or by “workarounds”. This gives rise to concerns that the system will be unnecessarily complex, unworkable and possibly fail to meet requirements when subjected to tests using real end-to-end scenarios and real fire service data.93
Responsibility for the lack of consultation
78. The issues of end-user requirement and stakeholder collaboration highlight the difference of opinion between CLG and EADS. Although in oral evidence the Minister and Mr Southwell appeared to share responsibility for the lack of stakeholder involvement, in its memorandum, EADS maintains that it is responsible for “deploying and transitioning the System to live operation, including loading the operational data”, while CLG is responsible “for managing the whole ‘business change’ journey for stakeholders.”94 EADS continues to describe the changes that CLG has made in ensuring closer collaboration with the users of FiReControl:
In order to ensure that the arrangements contracted with CLG satisfactorily represent the expectations of the FRS and RCC, these users must be involved at every step of the way. Close tripartite management is essential to enact this.
We applaud the significant changes that CLG and FRS have made to the governance of stakeholder engagement and introduction of collaborative working which is essential to deliver the overall solution into use.
90 Q 91 91 Q 26 92 Q 27 93 Ev 80 94 Ev 117
FiReControl 33
The new operational processes are still being evolved by CLG with the FRS and RCC. Developing the processes alongside the system (as now in the new joint “SEW” workshops) will give a better result, but it does take significantly longer. This collaborative development will improve the chances of success, however, in particular for the FRS and RCC who need to undertake their implementation.95
79. However, as has been discussed earlier, CLG blames the project’s delay—a delay that is largely due to an inability to address the end-user requirement—on EADS. 96
95 Ev 119 96 Ev 97
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6 Relationship between Local Authority Controlled Companies, Regional Control Centres and existing local control rooms
Regional Control Centres (RCCs)
80. The Fire and Rescue Authorities (FRAs) within a particular region will own the new Local Authority Controlled Companies (LACCs) that will operate the Regional Control Centres (RCCs). The LACC company directors are drawn from the FRAs.97 One such LACC, the East Midlands Fire and Rescue Control Centre Ltd., described its formation in its written evidence. Formed in November 2006, its senior management team has been in place for two years, with a small administrative support function, and, more recently two staff training positions readying the RCC for full system training. The RCC is now substantially equipped with the IT infrastructure, on site facilities and equipment as one of the ‘first wave regions’, due to go live in May 2011. 98
81. When asked in oral evidence how much the RCCs are currently costing, Shona Dunn commented:
At the moment there are eight regional control centre buildings that have reached practical completion. The ninth regional control centre, which is London’s, will achieve practical completion in the next few weeks. At the moment I think the monthly lease costs for all of the buildings is around £850,000 and that will rise to just over £1 million a month once the ninth regional control centre is completed.99
Shona Dunn described the various ways that staff employed at the RCCs spend their time:
There are a number of staff that are operating in the centres. There are regional project teams and regional control centre operations teams which are operating out of those buildings. There are a number of activities taking place in those regional control centres. Some of them are being fitted out with equipment. Some of them are being used for training purposes, familiarisation purposes and so on.100
82. In response to a written question in November 2008, CLG gave the monthly cost of maintaining the South West RCC in Taunton as £140,783, which equates to a running cost of £4,692 a day. Sadiq Khan, the then Under Secretary of State at CLG, wrote:
The building is used for a range of purposes including the testing and development of FiReControl IT systems and also technical workshops which bring together Fire and Rescue personnel. It is also used for meetings of Fire and Rescue Authority elected members who are responsible for setting up and running the new Regional
97 London does not have a LACC because the London Fire and Emergency Planning Authority (LFEPA) will have responsibility for running the London RCC as a single authority. 98 Ev 122 99 Q 112 100 Q 113
FiReControl 35
Control Centres. Additionally, the Regional Project Team also works out of the South West Regional Control Centre.101
83. The London Fire and Emergency Planning Authority (LFEPA) memorandum criticises the RCC building specifications:
The buildings themselves appear to be over specified and are clearly too large just to house a regional control centre. The security arrangements incorporated into the premises appear to be in excess to the threats potentially posed to the buildings. These two things have led to significantly increased costs that will result in a long term revenue burden to fire authorities. Although too late to change, we would like to challenge the design of the buildings and ask why they are so large as we are unaware of the user input into the design process. Had users been more fully engaged in the design process the buildings may have been more suitable for purpose and there may have been more than one design of building that could have catered for specific user requirements. Such an approach may well have led to reduced overall costs.102
Matt Wrack, General Secretary of the FBU, told us that
[...] we have a number of empty buildings which are of no current use to the Fire and Rescue Service costing the taxpayer £40,000 a day. That is more than it costs to employ a firefighter for a year and that is a gross waste of public money.103
84. John Bonney said that the level of over-specification in the centres was ‘staggering’.104 Councillor Pearson commented on a £25,000 coffee machine recently installed in the London centre105 and concluded:
There was a rush to procurement at the beginning of the project and that is why we have these over-specified buildings. When we tell you about over-specified buildings we are talking about security levels that just are not necessary for the Fire and Rescue Service […] I think there was a naivete in what the Fire and Rescue Service actually needed when the Government embarked on this project.106
It could be argued that an over-specified project is preferable to an under-specified project, especially where security is concerned. Nevertheless, it seems clear that the procurement process for the buildings was not properly informed by input from users. The lack of consultation and collaboration on the project has resulted in buildings that have been designed without adequate consultation on specifications needed by those that will work in the buildings and by those who have statutory duties under the 2004 Fire and Rescue Services Act.
101 Hansard, 12 January 2009, col 240w. 102 Ev 63 103 Q 3 104 Q 4 105 Q 3 106 Q 5
36 Communities and Local Government Committee
85. All the RCC buildings are the same size and, according to the North East Regional Management Board, are far larger than FRAs in the North East would require.107 The Board goes on to say that it is currently discussing sub-letting parts of the building in order to offset some of the future costs to FRAs.108
86. The London Fire and Emergency Planning Authority (LFEPA) memorandum cites failures in the procurement procedure as reasons for the lack of convergence of the buildings and the IT systems:
The concept of running two separate procurement processes, one for the buildings and one for the IT infrastructure, has led to significant cost overruns, as the buildings have or will be completed well in advance of the procurement of the IT infrastructure services. This results in leases, service costs and utility payments on underutilised buildings. In hindsight one must question if this was the correct process and if not, what can be learned for future procurements. We understand that IT and property procurements are very different but believe there should have been closer management at a programme level that could have taken early action to prevent such a divergence in delivery timescales.109
87. When the Minister was asked why the procurement of the building was separate from the procurement of the IT system, the Minister defended CLG’s position:
I think that it is quite unusual to get one company that can do both these very different jobs. One is a kind of technology-based business change project and the other one is a building project. Of course the objective was to try to ensure that they met at one point in time but, because of the delays that we have had on the technology side, clearly the buildings although being well utilised in all honesty will be better utilised once we get the go live dates in those regional control centres [...] I think once we get the go live dates, once they kick into action, that is when you will really see the fruits of the investment that has taken place and is taking place.110
Legal issues
88. As previously said, FRAs retain the statutory duty to make arrangements for dealing with calls for help and for summoning personnel for the purpose of extinguishing fires and protecting life and property in the event of fire, under Section 7 of the Fire and Rescue Services Act 2004. Written evidence from the North East Regional Management Board stresses the importance of FRAs making the final decision on whether to move their services to LACCs:
Senior stakeholders in the North East Fire and Rescue Authorities are concerned about CLG and EADS’ ability to deliver the project and to the requirements that will enable FRAs to meet their statutory responsibilities. The final decision on whether the system is acceptable to an FRA is vested with each Authority following the advice
107 Ev 71 108 Ibid. 109 Ev 63 110 Q 115
FiReControl 37
of their respective Chief Fire Officer/Chief Executive Officer […] CLG [does] not appear to have a robust stakeholder engagement plan to address FRAs’ concerns, especially those who are currently believed to be unwilling to transfer their control room service to the RCC. Indeed there also is a distinct lack of a contingency plan. As a first wave region this is a concern as if not resolved runs the risk of either preventing or delaying go-live in all first wave regions and subsequent follow on regions.111
Cornwall Council raises similar concerns:
There are still concerns that clarity on the financial detail and ongoing financial commitment post cut over is needed before the FRA can make any informed decision on whether the Service will migrate to FiReControl. The FRA will require assurance that Chief Fire Officers will still have direct control over the deployment of their resources.112
89. However, when asked in oral evidence whether CLG had concerns if a local fire authority unilaterally decided it wanted to opt for an entirely different system, Shahid Malik seemed unaware of any dissenting authorities:
Everybody is broadly on board. It would not make sense unless everybody was on board. That is the whole point of having this integrated system with the operability. You have to have buy-in […] At this point in time I think we are in a better position than we have ever been in.113
On the basis of the evidence given to us by representatives both of FRAs and of the professionals in the fire service, however, we are unconvinced that all FRAs will ultimately sign up to the new system. The Minister’s remarks need to be supported by CLG involving FRAs far more intimately in ensuring that FRAs and the Chief Fire Officers are persuaded of the merits of the FiReControl project.
90. We note that the position is that if FRAs do not sign up, they will need to pay the costs of upgrading their own existing control centres from their existing resources.114
Existing local control rooms
91. Many existing local control rooms are becoming insufficient for current needs because FRAs had not previously updated or replaced them, in anticipation of the FiReControl RCCs. Some FRAs are upgrading their existing systems. John Bonney told us that “Surrey upgraded about two and a half years ago on the basis that they could not wait for their regional control centre to be delivered so they were forced to do that at their own cost.”115 Councillor Pearson from the LGA commented on Cheshire FRA:
111 Ev 70 and 71 112 Ev 121 113 Q 107 114 Qq 51–2 115 Q 36
38 Communities and Local Government Committee
There are a number of fire and rescue authorities who expected this project to be in by now who have not invested in renewing their control systems, and their control systems have fallen over. There is an example in Cheshire where two years ago they had to renew at vast expense. CLG are picking up the tab for this [...]116
Our evidence session suggests that CLG has been inconsistent in its financial aid to FRAs. John Bonney told us:
Where there has been sufficient and very hard lobbying, CLG have relented and paid a degree of the project replacement costs. They have not paid for the hardware. They have usually paid for some of the project management costs, which was the case in Cheshire, but that was not the case in Surrey, so it has been a patchwork.117
92. In supplementary written evidence, the CFOA provided a table of a sample of 25 FRAs that had replaced or upgraded existing systems and that had received financial help from CLG. The cost of the works ranges from £30,000 to £479,000. Of that sample, CLG contributed £384,000 to the cost in three FRAs, out of a total cost of around £6,718,000.118 This supplementary evidence illustrates the piecemeal approach that CLG has taken towards contributing to FRAs’ costs.
93. A later letter to our Chair from the Minister attempts to clarify the Department’s position on this point:
Your Committee asked, at question 109, whether I was indicating a change in policy with regard to meeting costs associated with the Fire and Rescue Authorities maintaining their current control systems. For clarity, I was not announcing a new policy. I was confirming our long-held policy to support the genuine net additional costs for FRAs associated with delay in accordance with New Burdens principles. We have stated that where FRAs have to pay unavoidable additional costs to keep their systems operational for a longer period then we will meet the extra cost Beyond specific FiReControl funding there are well established funding streams for the Fire and Rescue Authorities which contribute towards costs of replacing assets and systems.119
The Minister adds
I should also clarify, to avoid any misperception, that our agreement to provide funding has been based on evidence and our objective assessment of the case made rather than as a result of external lobbying.120
116 Q 36 117 Q 39 118 Ev 84 119 Ev 99 120 Ibid.
FiReControl 39
7 Costs
94. The following table, taken from the NAO’s memorandum, shows how the delivery timetable and anticipated costs and benefits of FiReControl have changed since the project's inception:
Strategic Outline Full Full Business Revised Current
outline Business Business Case (Parts 1 Full forecast business Case Case and 2) Business Case version 1.0 Case version 1.1 Published July 2004 November June 2007 July 2008 May 2009 n/a 2004 Cost to the £120 £160 £340 £380 million £380 £423 Department million million million million million[2,4] Efficiency (£22 30% 28% 11% 9% 9% savings per million)[3] (£25 (£23 (£8 million) (£6 (£6 annum for Fire million) million) million) million) and Rescue Authorities Overall project £86 £42 million (£50 £(211 million) £(218 £(240 savings/(Cost) million million) million) million) in NPV[1] IT operational n/a n/a October July 2009 May 2010 May 2011 2009 Cut over to 2007– 2008–09 2010–2011 2010–2012 2010 2011 – Regional 2009 onwards 2012 control centres Source: NAO analysis of FiReControl business cases121
Note 1: Period under consideration for overall project savings / (cost) is 2004–05 to 2020–2021.
Note 2: In addition the Department has a contingency of £17 million.
Note 3: Efficiency saving not provided in percentage terms. Note 4: These figures exclude any potential royalty income from future sales of FiReControl technology.
95. CLG’s written evidence notes that the FiReControl project “represents £420 million of investment in the Fire and Rescue Service”.122 It goes on to describe the changing financial costs of the project:
• The first indicative cost figure given to Parliament for project implementation was £120 million, which did not include costs of meeting local and regional implementation work, nor costs for installing equipments in all fire stations. At that stage, CLG thought that the IT system would be delivered by commercial off- the-shelf solutions and the integration requirements had not been fully defined.123
• In 2007, the first comprehensive assessment of the total cost to deliver the project was announced. The project cost was estimated at £340 million, based on a
121 Ev 128 122 Ev 95 123 Ev 97
40 Communities and Local Government Committee
schedule for the first RCC going live in October 2009. The business case forecast national level savings of 28 per cent. compared with the costs of running the current control rooms.124
• In 2008, CLG announced that the total implementation cost would be £380 million. The increase in project costs “followed engagement with stakeholders to further develop understanding of the local and regional costs of implementation including the revision of estimates on training and redundancy costs in particular”.125
• CLG commissioned an independent review of the current local control room costs during 2007–08, which found that their running costs were lower than previously estimated. “As a result of that review the annual savings which were reported at 28 per cent. in 2007 were reduced to 11 per cent. in the 2008 Business Case”.126
• The final version of the Full Business Case, published in May 2009, estimates the annual national savings once the network goes live to be £6 million (9 per cent.).127
96. It is disappointing that the estimated efficiency savings achieved through FiReControl have been revised downwards significantly during the course of the project. It is particularly unhelpful that one such reduction was caused by CLG’s inaccurate data about current running costs of existing local control rooms.
97. The NAO states that the Department currently predicts that the FiReControl project will cost £423 million. Whilst the Department originally expected the project to realise efficiencies and save costs locally that would be in excess of the costs of the project, the Department now expects the overall project to cost £240 million128 more than the local savings forecast. Not every Fire and Rescue Authority will make net annual cost savings locally as a result of the project. The Department plans to make annual payments of £8.2 million to these Fire and Rescue Authorities.129
124 Ev 98 125 Ibid. 126 Ibid. 127 Ibid. 128 Net present value. 129 Ev 128
FiReControl 41
8 Conclusions and recommendations
98. In May 2009 the Public Accounts Committee criticised CLG for poor performance in contracting and managing the New Dimension project. CLG responded by asserting that it had learnt lessons and was improving its delivery, citing the FiReControl project. Our inquiry shows that this is not the case.
99. The FiReControl project has been inadequately planned, poorly executed, and badly managed. The original contract was ill-suited to the nature of the project. Relationships both with the major stakeholders and with contractual partners have been mishandled. High staff turnover in CLG, especially at a senior level, has compromised the Department’s ability to manage the project effectively. Costs have escalated and projected savings plummeted. The history of the project is a catalogue of poor judgement and mismanagement.
100. There are now considerable doubts about whether the project can be delivered. CLG needs to take this opportunity to consider carefully the points and concerns raised in this Report to review its options and make an informed, clear, open decision about the future of FiReControl.
101. On balance, given the investment of public funds already committed, and the benefits that will accrue, we conclude that CLG should press ahead with the FiReControl project. However, this recommendation is conditional on the assumption that CLG addresses the significant concerns and issues raised in this Report relating to its project management and the relationship with its main contractor and with its stakeholders. In particular, it is conditional on the urgent agreement of a viable project plan, in which the main stakeholders can have confidence, which will ensure that the target ‘go-live’ date of mid-2011 will be met. This project plan must include interim milestones which will allow progress to be assessed on a regular basis and decisions to be taken about whether alternatives need to be considered.
102. CLG should also put in place a communications plan that aims to shift the negative perception of the project and to influence FRSs to make the positive decision to switch to the system. Each FRA has the legal right to make the final decision on whether to accept FiReControl. CLG must respect that right and must work hard to unite all FRAs in supporting FiReControl. Any failure to ensure that all FRAs use the new system would be a significant blow to the ultimate aims of the project.
103. Meanwhile, CLG should urgently draw up and consult on contingency plans for any further failures. As a priority, those contingency plans should ensure ongoing safe and effective fire and rescue cover across the whole country whether or not FiReControl is implemented. They must also ensure that all regions involved will have adequate fire and safety measures in place during the 2012 Olympic and Paralympic Games. The plans should include provision for the maintenance and, where necessary, upgrading of existing control room technology, and CLG should meet the full costs of that to FRAs where it has become necessary as a result of delays in the FiReControl project.
42 Communities and Local Government Committee
104. We recommend that CLG inform our successors in the new Parliament in July 2010 that a viable project plan has been agreed with EADS, and report on progress against that plan, in particular the early version of the modified Intergraph product.
FiReControl 43
Appendix 1: Correspondence between the Parliamentary Under Secretary of State, the Permanent Secretary and the Chair of the Committee
Letter from Shahid Malik MP, Parliamentary Under Secretary of State for Communities and Local Government to Dr Phyllis Starkey, Chair of the Communities and Local Government Committee
I know you have concerns over the release of documents related to FiReControl to the Communities and Local Government Select Committee as part of its inquiry into the project.
I am keen to be as helpful and as open as possible, and in response to your request I have asked the Permanent Secretary for his advice.
He has advised that, as these documents form a body of advice in respect to ongoing policy development and decisions that have not yet been taken, and as they contain information classed as commercially confidential. I have accepted this advice. Furthermore, I am clear that we have shared this information with the NAO, and I am confident that this has been reflected in their report, which you have seen.
Given these reasons I have concluded that these documents should not be released at this time.
I have enclosed a copy of the letter setting out the Permanent Secretary’s advice, which I have accepted.
[…] Shahid Malik MP Parliamentary Under Secretary of State, Communities and Local Government 8 February 2010
44 Communities and Local Government Committee
Letter from Peter Housden, the Permanent Secretary, to Shahid Malik MP, Parliamentary Under Secretary of State for Communities and Local Government
You have sought my advice in relation to a request received from the CLG Select Committee to release a number of documents referred to in the report prepared by the NAO to inform the Committee’s enquiry into FiReControl. I know that you are keen to be as helpful and transparent as possible in respect of this request. Having considered the content of these documents my advice is that they should not be released at this time.
These documents form part of the body of advice which you have received from officials in respect of ongoing policy development and decisions in relation to this project which have not yet been taken.
In addition the documents contain information which would clearly be classed as commercially confidential. This information is relevant to our ongoing negotiations with EADS and its release could prejudice our ability to conclude those discussions successfully.
For these reasons, I do not believe that these documents should be released at this time and would offer the same advice in relation to a Freedom of Information request. I understand that all of these documents were disclosed to the NAO on a confidential basis during the course of their investigation. I believe therefore that I can be confident that all issues material to the Select Committee’s enquiry have been appropriately reflected in the NAO’s report.
[...]
Peter Housden, Permanent Secretary, Communities and Local Government 8 February 2010
FiReControl 45
Further letter from Shahid Malik MP, Parliamentary Under Secretary of State for Communities and Local Government to Dr Phyllis Starkey, Chair of the Communities and Local Government Committee
Thank you for the opportunity to discuss the FiReControl project at the oral hearing on Monday, 8 February. I agreed to consider again the position on whether to release the independent analysis requested by the Committee.
I want to make it clear, as I did at the hearing, that I welcome the Committee’s inquiry into the project and that I recognise the need for your Committee to have access to information to conduct an effective examination.
However, I believe that the advice which I received from the Permanent Secretary—and shared with the Committee in full—holds for the public or private sharing of this material at this time.
It is imperative that when we commission independent analysis that assessment is able to give the department direct, honest feedback to inform our decision-making. It is equally important that it can consider live commercially or operationally sensitive issues. That is the value of this analysis. I would not want future advice to be constrained by an eye to wider immediate dissemination—this would risk changing the nature of these reports. These reports were commissioned without prejudice and to support policy advice to Ministers on decisions which are yet to be taken.
I emphasise again that we shared this information in full with the National Audit Office whom you commissioned to write a report on the FiReControl project. I believe that this ensures that we have shared the substance of the analysis, without exposing commercially or operationally sensitive detail which could prejudice the department’s negotiation position in the future.
I am happy to consider this position again at a time when policy decisions have been made and I am satisfied that the release of this material would not prejudice the department’s position in commercial negotiations.
[…] Shahid Malik MP Parliamentary Under Secretary of State, Communities and Local Government 10 February 2010
46 Communities and Local Government Committee
Letter from Dr Phyllis Starkey, Chair of the Communities and Local Government Committee, to Shahid Malik MP, Parliamentary Under Secretary of State for Communities and Local Government
Thank you for your letter of 10 February regarding the release of the independent analysis commissioned by the Department of the FiReControl project.
I am disappointed that the Department is not prepared to let the Committee see these documents, even on a confidential basis. I see no reason why its provision confidentially to the Committee would prejudice the Department’s negotiation position.
As I said at the oral evidence session, it is impossible for the Committee to judge the appropriateness of your reliance, in your written memorandum to the Committee, on the advice in those documents if the Committee has not seen them itself. Although you rightly say that the National Audit Office had access to these documents, you will have noticed that the NAO’s report is deliberately factual and avoids making judgements of the sort which it will be necessary for the Committee to make in coming to a conclusion on the Department’s handling of the project.
I expect that the Committee will wish to make comment in its eventual Report on the fact that it has not been able to see these documents. I expect the Committee to consider a draft report around mid-March. If the Department is prepared to reconsider its refusal to let the Committee see the documents concerned before then we would be very pleased to receive them, on whatever basis you consider necessary to protect the Department’s negotiating position.
[…] Dr Phyllis Starkey MP Chair, Communities and Local Government Committee 15 February 2010
CLG’s response to Dr Starkey’s letter can be seen in its supplementary evidence, Ev 99.
FiReControl 47
Formal Minutes
Tuesday 16 March 2010
Members present:
Dr Phyllis Starkey, in the Chair
Mr Clive Betts Alison Seabeck Andrew George Andrew Slaughter
FiReControl
Draft Report (FiReControl), proposed by the Chair, brought up and read.
Ordered, That the Report be read a second time, paragraph by paragraph.
Paragraphs 1 to 89 read and agreed to.
A paragraph—(Mr Clive Betts)—brought up and read.
Question put, That the paragraph be read a second time.
The Committee divided.
Ayes, 3 Noes, 1
Clive Betts Andrew George Alison Seabeck Andrew Slaughter Paragraph inserted (now paragraph 90).
Paragraphs 90 to 101 (now paragraphs 91 to 102) read and agreed to.
Another paragraph—(Andrew George)—brought up and read, as follows:
Nevertheless FRAs should be permitted to disaggregate the question of adapting the technology from adapting the Regional Control Structure, in order to establish an emergency response system which they believe would be better and more resilient.
Question put, That the paragraph be read a second time.
The Committee divided.
Ayes, 1 Noes, 3
Andrew George Clive Betts Alison Seabeck Andrew Slaughter Paragraph disagreed to.
Paragraphs 102 and 103 (now paragraphs 103 and 104) read and agreed to.
Summary agreed to.
48 Communities and Local Government Committee
A paper was appended to the Report as Appendix 1.
Resolved, That the Report be the Fifth Report of the Committee to the House.
Ordered, That the Chair make the Report to the House.
Ordered, That embargoed copies of the Report be made available, in accordance with the provisions of Standing Order No. 134.
Written evidence reported and ordered to be published on 19 January, 25 January, 1 February, 8 February and 22 February was ordered to be reported to the House for printing with the Report.
[The Committee adjourned.
FiReControl 49
Witnesses
Monday 8 February 2010 Page
Mr Matt Wrack, Fire Brigades Union (FBU); Mr John Bonney, President, Chief Fire Officers Association (CFOA); Cllr Brian Coleman and Cllr James Pearson, Local Government Association Ev 1
Dr Roger Diggle, FiReControl Project Director, and Mr Robin Southwell, CEO, The European Aeronautic Defence and Space Company, (EADS); Mr Shahid Malik MP, Parliamentary Under Secretary of State, Sir Ken Knight, Chief Fire and Rescue Adviser, and Ms Shona Dunn, Director for Fire and Resilience, Department for Communities and Local Government Ev 10
List of written evidence
1 Jamie Hockley (FIRE 01) Ev 21 2 Kent Fire and Rescue Authority (FIRE 02) Ev 24 3 Stoke-on-Trent and Staffordshire Fire & Rescue Authority (FiRE 03) Ev 26 4 Merseyside Fire & Rescue Authority (FIRE 04) Ev 29 5 Derbyshire Fire & Rescue Services (FIRE 05) Ev 30 6 Lancashire Combined Fire Authority (FIRE 06) Ev 34 7 Fire Protection Association (FIRE 07) Ev 36 8 Dorset Fire Authority (FIRE 08) Ev 37 9 Buckinghamshire and Milton Keynes Fire Authority (FIRE 09) Ev 39 10 Local Government Association (FIRE 10) Ev 42 11 LGA (Supplementary) (FIRE 10A) Ev 136 12 South East Fire & Rescue Services’ Regional Management Board (FIRE 11) Ev 45 13 Yorkshire & Humberside Regional Management Board (FIRE 12) Ev 49 14 Oxfordshire Fire Authority (FIRE 13) Ev 51 15 West Sussex County Council (FIRE 14) Ev 53 16 Cllr. Jeremy Hilton (FIRE 15) Ev 57 17 Gloucestershire County Council Community Safety Overview and Scrutiny Committee (FIRE 16) Ev 58 18 Surrey Fire and Rescue Authority (FIRE 17) Ev 60 19 London Fire and Emergency Planning Authority (LFEPA) (FIRE 18) Ev 62 20 Gloucestershire County Council (FIRE 19) Ev 66 21 North East Fire and Rescue Regional Management Board (FIRE 20) Ev 68 22 Wiltshire and Swindon Fire Authority (FIRE 21) Ev 74 23 The Chief Fire Officers Association (CFOA) (FIRE 22) Ev 76 24 CFOA (Supplementary) (FIRE 22A) Ev 79 25 West Midlands Fire Service (FIRE 23) Ev 86 26 Fire Officers' Association (FIRE 24) Ev 87 27 Hereford and Worcester Fire and Rescue Service (FIRE 25) Ev 89
50 Communities and Local Government Committee
28 Department for Communities and Local Government (FIRE 26) Ev 93 29 CLG (Supplementary) (FIRE 26A) Ev 99 30 Fire Brigades Union (FBU) (FIRE 27) Ev 101 31 Fire Brigades Union (Supplementary) (FIRE 27A) Ev 110 32 EADS (FIRE 28) Ev 116 33 Cornwall Fire and Rescue Service (FIRE 29) Ev 120 34 East Midlands Fire and Rescue Control Centre Ltd (FIRE 30) Ev 122 35 National Audit Office (FIRE 31) Ev 125 36 Intergraph (UK) (FIRE 32) Ev 135 37 Cllr Andre Gonzalez de Savage, Portfolio Holder with responsibility for Northamptonshire Fire and Rescue Service (FIRE 33) Ev 135
FiReControl 51
List of Reports from the Committee during the current Parliament
The reference number of the Government’s response to each Report is printed in brackets after the HC printing number.
Session 2009–10 First Report The Work of the Committee in 2008–09 HC 179 Second Report Local authority investments: the role of the Financial HC 287 Services Authority Third Report Communities and Local Government’s Departmental HC 391 Annual Report 2009 and the performance of the Department in 2008–09 Fourth Report Beyond Decent Homes HC 60-I Fifth Report FiReControl HC 352 Sixth Report Preventing Violent Extremism HC 65
Session 2008–09 First Report Work of the Committee in 2007–08 HC 120 Second Report Communities and Local Government’s Departmental Annual HC 238 (Cm 7614) Report 2008 Third Report Housing and the Credit Crunch HC 101 (Cm 7619) Fourth Report Appointment of the Chair of the Infrastructure Planning HC 354 Commission Fifth Report New Towns Follow-Up—Government Response to the Ninth HC 253 Report of the Committee, Session 2007–08 Sixth Report Balance of Power: Central and Local Government HC 33-I (Cm 7712)
Seventh Report Local authority investments HC 164-I (HC 1013) Eighth Report Housing and the credit crunch: follow-up HC 568 (Cm 7695) Ninth Report Market Failure?: Can the traditional market survive? HC 308-I (Cm 7721) Tenth Report Need and impact: planning for town centres HC 517 (HC 1082) Eleventh Report Appointment of the Deputy Chairs of the Infrastructure HC 749 Planning Commission Twelfth Report Appointment of the Local Government Ombudsman and Vice- HC 1012 Chair of the Commission for Local Administration in England Thirteenth Report The Supporting People Programme HC 649-I(Cm 7790)
Session 2007–08 First Report Coastal Towns: the Government’s Second Response HC 69 Second Report DCLG Annual Report 2007 HC 170 (Cm 7335) Third Report Local Government Finance—Supplementary Business Rate: HC 210 (HC 1200) the Government’s Response Fourth Report Work of the Committee in 2007 HC 211
52 Communities and Local Government Committee
Fifth Report Ordnance Survey HC 268 (HC 516) Sixth Report Refuse Collection: Waste Reduction Pilots HC 195 (HC 541) Seventh Report Existing Housing and Climate Change HC 432 (Cm 7428) Eighth Report The Supply of Rented Housing HC 457-I & II (Cm 7326) Ninth Report New Towns Follow-Up HC 889 Tenth Report Community Cohesion and Migration HC 369-I & II (Cm 7489) Eleventh Report Planning Matters—labour shortages and skills gaps HC 517-I & II (Cm 7495) Twelfth Report The Provision of Public Toilets HC 636 (Cm 7530)
Session 2006–07 First Report The Work of the Committee in 2005–06 HC 198 Second Report Coastal Towns HC 351 (Cm 7126) Third Report DCLG Annual Report 2006 HC 106 (Cm 7125) Fourth Report Is there a Future for Regional Government? HC 352-I (Cm 7119) Fifth Report Refuse Collection HC 536-I (HC 1095) Sixth Report Equality HC 468 (Cm 7246) Seventh Report Local Government Finance—Supplementary Business Rate HC 719 Eighth Report Local Government Finance—Council Tax Benefit HC 718 (HC 1037)
Session 2005–06 First Report ODPM Annual Report and Accounts HC 559 (HC 1072) Second Report Re-licensing HC 606 (Cm 6788) Third Report Affordability and the Supply of Housing HC 703-I (Cm 6912) Fourth Report The Fire and Rescue Service HC 872-I (Cm 6919) Fifth Report Planning Gain Supplement HC 1024-I (Cm 7005) First Special Government Response to the Committee’s Fourth Report HC 407 Report of Session 2004–05, on the ODPM Annual Reports and Accounts 2004 Second Special Government Response to the Committee’s Eleventh HC 605 Report Report of Session 2004–05, on the Role and Effectiveness of The Local Government Ombudsmen for England Third Special Government Response to the Committee’s Seventh Report HC 988 Report of Session 2004–05, on the Role and Effectiveness of the Standards Board for England
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Communities and Local Government Committee: Evidence Ev 1 Oral evidence
Taken before the Communities and Local Government Committee on Monday 8 February 2010
Members present Dr Phyllis Starkey, in the Chair
Sir Paul Beresford Andrew George Mr Clive Betts Alison Seabeck John Cummings
Witnesses: Mr Matt Wrack, Fire Brigades Union (FBU); Mr John Bonney, President, Chief Fire OYcers Association (CFOA); Cllr Brian Coleman and Cllr James Pearson, Local Government Association (LGA), gave evidence.
Q1 Chair: Can I welcome the witnesses and Cllr Pearson: In 2005 when I became a fire authority particularly thank Councillor Pearson for stepping member in Greater Manchester we took the view, in in at short notice for your colleague who I think is line with the Liberal Democrats of our group, that snowed up somewhere. The Committee has of we would oppose the project in principle. We did not course previously done a report on FiReControl and have a majority at the time in Greater Manchester other aspects and therefore the stated positions of and since then developments have happened. I each of your organisations at that time in regard to became a member of the Fire Service Management FiReControl are on the record and I do not really Committee in the summer of last year and I fully want us to go over all that again since we are more support the current position of the LGA. concerned as to where we are now and where we go Chair: Can we move into slightly more detailed next. However, in the first question I would like each questions about project management. Clive? of you on behalf of your organisations to say briefly what your position was in relation to FiReControl at its inception, what your position is now, and, if there Q2 Mr Betts: When we had our previous inquiry I has been a change, why your position has changed. think there were two fundamental problems that we Mr Wrack: On behalf of the Fire Brigades Union we identified. One was whether the technical issues have opposed the FiReControl project from the start could be overcome satisfactorily. I suppose we have on grounds of its operational usefulness to the Fire had a number of fairly high-profile problems with and Rescue Service, on the basis of its threat to the technical systems in government computer systems eYciency of the Fire and Rescue Service, on the basis that have not worked or certainly have not worked of local accountability and on the basis of cost. I at first instance. Is your view that we were justified have to say that the previous seven years have just at that time in having concerns and is it possible to confirmed our position more so than when we remove those concerns going forward? Secondly, I started out. think we expressed our view that the business case simply was not robust at that time. Does it look any Mr Bonney: The professional Association’s view stronger today than it did then? very much remains as it did at the inception—that we are very committed to the principles and Mr Bonney: There are a couple of things there. In terms of the technical problems I think that some of aspirations of the project. We are concerned as it has those continue to exist. The Association is very developed at how badly parts of it have been much of the belief that the technical problems can be managed and in recent times we have been clear that overcome but the fundamental problem is the way there needs to be an alternative plan worked up the project has been managed and the involvement because of our concern about some of the risks with of professionals, those people who deliver on the the project at the moment, but in terms of ground, chief fire oYcers, and it is a lack of aspirations and the objective of the FiReControl understanding within the government department of project, we are still very much committed to that. that which causes a lot of the technical problems. Cllr Coleman: The LGA’s position has in fact That is where you end up having a problem. They changed. Having been broadly supportive although can be overcome. There has been an attempt in quite ambivalent, especially among member fire recent times for CLG and their contractor to apply authorities, we have now moved to a position of more attention to the users, but I think there is still hostility and against the project in principle. We a shortfall there. have asked oYcers of the LGA to work up alternatives, rather in line with CFOA, because member fire authorities have come to the view that Q3 Mr Betts: Could I pick up one point before I ask the project has just been delayed for far too long and other people to respond as well. If you had been told they have serious doubts whether it is ever going to back then when we did our previous inquiry that this work. scheme was going to cost £240 million more than it Processed: 26-03-2010 00:07:42 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG1
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8 February 2010 Mr Matt Wrack, Mr John Bonney, Cllr Brian Coleman and Cllr James Pearson was going to yield in benefits, would you still have Mr Bonney: In one sense you could look at a supported it then or would you have found a better conspiracy theory here but I think it is something use for the money within the Fire Service? slightly more prosaic than that. Those regional Mr Bonney: I would still support the investment in control centres were completely over-specified in the the Fire Service and I would still support the first instance and created a level of capacity that was principle. If you asked me five years ago if it should not necessary. That was simply because of the way have been run like this, I would have told you then the project was managed, there was not enough that it should not have been run like that. attention paid, as Matt has said, to what the Mr Wrack: I think in terms of the initiation of the professional users were saying to them about what project, one of the diYculties is that this idea did not they needed. If you look at those centres, the level of come from within the Fire and Rescue Service; it over-specification in them is quite staggering. came externally from government. That has been one of the fundamental problems of it from the start, Q5 Chair: Can you clarify, Mr Bonney,when you say in that the views of professionals within the service over-specification do you mean too much detail or to have not been taken into account when developing do things that were not necessary? the project from start to finish. I would echo Mr Mr Bonney: Too big. The level of resilience, i.e. the Bonney’s comments. The other professional users level of protection in terms of terrorist threat or are the control staV themselves who are experts in environmental threat, is much, much higher than delivering emergency fire and rescue control rooms ambulance and police controls, even though they are currently, whose views have largely been ignored so still part of the critical national infrastructure. It we have a project foisted on us from the outside, run really was as prosaic as that. I do not think there was by a department where we have very great scepticism any belief that they were going to be used for other about their understanding of the issues they are things. I think they will be ultimately because people dealing with, with teams who come and go and seem will want to use the space. to never take on board the criticisms which are Cllr Coleman: The London one for example has 72 levelled at them by the professionals, whether at CCTV cameras in it. chief oYcer level or at fire fighter and control level. Cllr Pearson: The point being raised by Mr Bonney On the point Mr Betts raised about the costs, in is absolutely right. At the time when the original terms of what this project has delivered, as far as we question was around the business case, this was sold can see, we have a number of empty buildings which to us as it would save us money and it would be a more eYcient way of delivering this particular thing are of no current use to the Fire and Rescue Service to us. Steadily as the project has moved on it has costing the taxpayer £40,000 a day. That is more become more and more expensive and, luckily for us than it costs to employ a fire fighter for a year and as individual fire and rescue authorities, we are not that is a gross waste of public money. being asked to pick up the tab; it is coming under Cllr Coleman: Indeed, probably for the first time in new burdens. Mr Bonney’s point is absolutely my life, I would not dissent from the Fire Brigades correct. There was a rush to procurement at the Union! Last week I went to visit the new suggested beginning of the project and that is why we have V London centre and saw the £25,000 co ee machine these over-specified buildings. When we tell you that has been installed. I have to say I think the about over-specified buildings we are talking about politicians on fire and rescue authorities have security levels that just are not necessary for the Fire become more and more sceptical as the contractors and Rescue Service. The CLG’s initial idea was to go have failed to deliver. The delays have now become and consult with the regional management boards. I unacceptable. There has been a change of sub- chair the regional management board in the North contractors, with very little information passed to West. It has no autonomy over the fire and rescue fire authorities and the end user. Also, let us be blunt, services that come underneath it. I think there was a part of the agenda for this was the Government’s naı¨vete´ in what the Fire and Rescue Service actually then agenda for regional government, clearly to needed when the Government embarked on this make fire authorities co-operate as regions in line at project. the time with the Government’s then thinking of regional assemblies, et cetera. Q6 Sir Paul Beresford: Who set the business case and who set the specifications, the Government? Mr Bonney: The CLG. Q4 John Cummings: Do you think perhaps that has Cllr Coleman: The CLG. gone a stage further? I had a look around the new Mr Wrack: If I might develop a point from Mr centre in Durham and, quite frankly, it put first of all Cummings’ question. First of all, on the buildings— into my mind the question of a regional seat of and this relates to project management—we have a government. I am wondering now whether number of buildings which for example, and somebody has the idea of incorporating all of the alarmingly, are now having to be retrofitted to take emergency services into one building and then to account of DDA (Disability Discrimination Act) move towards national forces—a national fire requirements, which is quite staggering. On the issue service, a national police service and a national of regional fire services and national fire services and ambulance service. Is this what is behind this so on, that does touch on the key contradiction immense amount of investment that is taking place between this project and Government policy on the at the present time? 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8 February 2010 Mr Matt Wrack, Mr John Bonney, Cllr Brian Coleman and Cllr James Pearson
Fire and Rescue Services Act and Government was going to be delivered by the project1. When we policy is all about the delivery of local, integrated talk about CLG having a lot of resources still risk-management plans by local fire and rescue committed to this project that is because they are services, and yet on top of that they have attempted having to work so closely with the contractor to fill to bolt a regional structure which bears no relation in those gaps that should have been filled before the to the policy setting and operational planning within procurement. fire and rescue services. That is the fundamental contradiction with FiReControl. Q9 Sir Paul Beresford: Six years later have conversations reached a conclusion? Q7 Mr Betts: All of you seem to be saying, correct Mr Bonney: In one sense I think they are still on- me if I have got it wrong, that one of the going. I think there is a reality now that this fundamental flaws has been that the system has been project— designed by people in the hierarchy of CLG and the contractors with very little attempt to make Q10 Sir Paul Beresford: Is dead? reference or seek the views of the people who Mr Bonney: —Hangs in the balance a bit and for actually do the job, whether it be chief fire oYcers or that reason there is a real focus, certainly from CLG the people in the control rooms who on a day-to-day and EADS, to up their game. basis deal with the calls coming in? Cllr Coleman: The CLG’s view is that an incoming Cllr Pearson: That is absolutely correct. I visited the Government of whichever party will have to look new control centre in Warrington and humming seriously at whether to pull the plug on this in June. away in the corner of the room is a power distribution unit that distributes power around the Q11 Chair: Can we reserve the question about building. There is no way in hell that anybody who pulling the plug until the end because we have some had any experience of contact centres would have other detailed questions. We will get to it but I would put that on the floor where you are supposed to be rather not do it now. receiving calls. You need that room to be as quiet as Mr Wrack: There has been an attempt by CLG over possible. There are things like that have gone in and the past year to improve communications. Where led into this being a great white elephant for us. stakeholders have an issue with CLG is that we are Mr Bonney: From a professional point of view, as told constantly that all the problems have been you said, we would argue that the rush to addressed, only to find out some months later that a procurement meant that less time was invested in new batch of problems have been identified. That is talking to those people on the ground who knew how where people are losing patience with the whole to deliver these systems. I would not necessarily thing. agree with Mr Wrack on the point that it was bolted on. One of the reasons why we were looking at this solution was because of new threats that we had not Q12 Mr Betts: Two additional points. Certainly seen in the UK before. There was a need to mobilise when we had the first inquiry it was not clear there resources from without fire and rescue services right was unanimous agreement and understanding about across regions. That still remains sound. When we how precisely the command and control issues would be dealt with under the new FiReControl see mass flooding, when we see some of the events centres given they were going to be providing that have happened around the world, you need services for a number of diVerent fire authorities and more than just the resources of that local fire and services each with their own command structure and rescue service, so in that sense, absolutely, the then you were going to lay on top this regional principle was sound but the rush to procurement control centre. Mr Bonney, has that been sorted meant the level of detail in the specification did not out yet? reflect what the professional people were saying. Mr Bonney: Has it been sorted out? It is still being That has plagued the project ever since, both in worked on. The thing that I would say, though, is terms of delays and being over-optimistic about how that the current fire control systems do not deliver quickly it could be delivered, how much it was going command and control. It is for the oYcers and to cost, and why certain things that were absolutely professional people who work with fire controls to necessary were never specified and other things were deliver command and control. We do have to be a put in that were not needed. little careful here. When we talk about the regional control not having command and control, ie decision-making around an incident, we do not have Q8 Chair: Are we talking about the initial that at the moment, and the diYculty is of course procurement in 2004? with a region you would expect that regional fire Mr Bonney: Yes, the period before the contract was control to interact with the oYcers and personnel let which then led to a situation where the who make decisions on the ground. That is discussions between the contractor and CLG ended complicated, but to say that the current fire controls up in some very long conversations about, “Now we have command and control facilities would not be have set the procurement what is it that you actually correct. want?” So in one sense a lot of the work subsequently has been around that failure to be very 1 CFOA have provided further information on end user clear in both output and outcome terms about what requirements (FIRE 22A) Processed: 26-03-2010 00:07:42 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG1
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8 February 2010 Mr Matt Wrack, Mr John Bonney, Cllr Brian Coleman and Cllr James Pearson
Q13 Mr Betts: This is even more complicated? Mr Bonney: No, to be honest. They would wave a Mr Bonney: It is more complicated because, for piece of paper, it is true to say,that has “decision log” instance, in my region Hampshire where I am chief, on the top of it, but if you look at the way the project there are nine fire and rescue services now working has developed over recent times, it does not with that single fire control and each one will have a catalogue those decisions in proper detail. command and control structure and of course each one will have to interface with the new regional Q16 Alison Seabeck: So it does not give you much control. confidence really, does it? Mr Wrack: If I may develop some of these points. Mr Bonney: It is immensely frustrating. That said, as One of the diYculties—and it goes back to the earlier professional people we continue to work in this point—is that the project did not start by finding out project. What I would say is that it is very easy to be in great detail what controls currently do. They completely dismissive of this whole project. This simply identified a solution to what they saw as the whole project is very, very important to the public in problem rather than speaking to the Fire and Rescue England. It is fire and rescue services being V Service and identifying what improvements and dispatched and mobilised in a di erent way, often developments there could be. Some of that might with technology that many of the fire controls do not have been about greater regional inter-operability have at the moment. I think my Association is very and so on. I do not think we accept John’s point that clear that we will continue to work with CLG to regional controls are necessary to deal with major deliver this project even though it remains incredibly floodings—far from it—but just to emphasise the frustrating on those sorts of occasions where we are importance of command and control; it is absolutely asking for something and it seems almost inconceivable that they cannot provide that to us. essential for the operational management of an Cllr Coleman: CFOA do not have a choice because emergency incident. One of the diYculties we have is it is the only game in town. The Government has people thinking that they are developing a project made it plain that it is the only game in town. which is something like running an automobile assistance service. I called the AA a week ago. An Q17 Alison Seabeck: On that issue you talked about AA mechanic turned out and he or she can do the job looking at alternatives in your first answer. Do the themselves. It is completely diVerent from running LGA and do local authorities have the capacity, an emergency incident where you have large given the history of this particular project, to oVer an numbers of members of staV, large numbers of alternative without it costing the taxpayer a decisions, risks to members of the public, to fire significant amount of money? fighters, to the environment, all of these decisions; Cllr Coleman: That is a key question. I would say as that is the importance of command and control. A Chairman of the London Authority, which has been key to regional control is the attendance of fire a regional authority for the last 40 years, that we do Y service o cers. The mobilisation of fire service have that capacity and we have worked as a region Y o cers is again an afterthought in the regional for 40 years successfully protecting Londoners. control project. It is staggering to people who work within the service that some of these issues have been Q18 Alison Seabeck: What is the option? neglected right at the start. Cllr Coleman: What it will force politicians on fire authorities to do is to come to some sensible decisions about joint working, whether that means Q14 Alison Seabeck: We have listened in your merging with neighbouring fire authorities, or they responses to a number of comments regarding your may take a decision such as Gloucestershire to work lack of involvement as stakeholders with CLG. Can much closer with the other emergency services, or each of you give me a specific example—I am sure they may take other decisions. I know I am not there is more than one—where you feel at diVerent supposed to discuss this at this stage but if the stages you have been completely missed out in the project falls in London we will procure our own process? Are there certain incidents that stick in your control system. We do not need to renew London minds where you think, “We found out about this until about 2015–16 anyway. after the fact.” Mr Wrack has given one. Has anybody else got any? Q19 Alison Seabeck: Would you not accept that Mr Bonney: CFOA has a team of oYcers that work London is a slightly diVerent case to, say, Devon and with CLG on the project. It can look like we are very Somerset? involved and, in truth, we do see very good work, but Cllr Coleman: I would entirely but I think it could be there are occasions where we seem to have very little the model. In London we could quite happily visibility on some of the things they are doing. For accommodate the Home Counties as well, the instance, we have been asking for some considerable building is so large, there are enough facilities and all time for a decision log, a very clear list of decisions the rest of it. that are the key decisions in this project. That has never been forthcoming. Q20 Alison Seabeck: I am not sure the FBU would want to see that. Mr Bonney: What Brian says about the “only game Q15 Alison Seabeck: Have they oVered any reason in town” is that what you have to realise is that fire why? and rescue authorities have committed to this Processed: 26-03-2010 00:07:42 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG1
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8 February 2010 Mr Matt Wrack, Mr John Bonney, Cllr Brian Coleman and Cllr James Pearson project. After a period of great caution at the The Committee suspended from 4.54 pm to 5.04 pm beginning, they have committed to it, and have for a division in the House invested energy and eVort on the ground to work on Chair: If we could restart. Just before we do, one of this project. To now say blithely, “Okay, we will the questions that we tried to get an answer to but scrap that and we will just commission it from did not, and which I would therefore like you give us somebody else,” is dangerous in the extreme. One of in writing afterwards, is specific examples of where the points that CFOA has been saying is that there you think the end user requirements have not been are now fire and rescue services that are bordering on met. If you could let us have that in writing having completely obsolete systems in the belief that subsequently that would be very helpful. Alison? they are waiting for FiReControl, and why should they not? They have seen government money Q22 Alison Seabeck: If I can follow on a little from invested in this. Why should they be developing the relationship between diVerent organisations. Mr alternatives. Wrack, in your statement you were quite critical of how the relationship between EADS and CLG has operated. Would you like to elaborate, please? Q21 Alison Seabeck: I think Devon and Somerset is Mr Wrack: I think the question needs to be put to one of those that is getting worried about the gap both EADS and CLG, but I think it touches on the between one ending and one starting? lack of information that comes back to other Mr Bonney: Exactly. So to blithely say “Scrap the stakeholders and the fact that there seem to be poor project” will leave a number of fire rescue services relationships. We have just recently had a change of high and dry, irrespective of the fact that a quick and sub-contractors and I have to say what surprised us easy solution might be oVered. There are no quick in a recent report from CLG is that this was and easy solutions to this. That is why the project is presented as a great step forward that CLG had to complex. change its sub-contractors, to which the obvious Cllr Pearson: I think the point is about confidence questions is: if that is the case why was it not done here. Collectively and as Chairman of Greater some considerable time before? There are diYculties Manchester I have a responsibility to satisfy in the relationships and it clearly touches on all the ourselves that we can mobilise. Bearing in mind the issues that we have been discussing earlier. length of time—and we had initial proposals of when this was going to be ready—the thing has been Q23 Alison Seabeck: In your evidence you also delayed and delayed and it has posed the question talked about the fact that CLG made a point of for us locally as to what we can do, what does our ensuring there was little contact between plan B look like. We work collaboratively with our stakeholders and EADS. Can you give me some neighbours, Cumbria, Lancashire, Merseyside, evidence for that because the way it is written it is Cheshire and Derbyshire. You asked a question very anecdotal? about specific examples where we have been left out Mr Wrack: In terms of stakeholder engagement of the loop. I do have some that I do not want to bore there has been very little direct opportunity for you with in detail but the bottom line is here the stakeholders to question and discuss with EADS the contract is between CLG and EADS. EADS have technical issues. For example, there are various other partners like Intergraph and all that sort of stakeholder meetings—and this does touch on the stuV. If Intergraph has a question they ask EADS; general communication issue—for example a EADS then asks DCLG; and DCLG then come and sounding board that we send people to where the ask the fire community through the representatives. briefings which we are given are very general As an individual authority that has volunteered on a briefings from CLG whereas we have people who are number occasions to assist and help with forms of very technically expert in this area and they want the data, the relationship has not been great, in fact I opportunity to put the detailed technical questions would describe it as very poor in that we have to the people who will be providing the technical volunteered to do things; we have waited six months solution and that opportunity does not arise. for a point or a particular thing and we get it on the Monday saying, “By the way,can you have this done Q24 Alison Seabeck: I understand that criticism but by Friday.” It does not bode well for a good working in your evidence you say that CLG made a point of relationship and this is the point about confidence in ensuring that stakeholders were not involved in the the project. For those authorities that have been EADS. What is the evidence for that, please? relying on this, who have not invested in their Mr Wrack: That is our experience. current systems and are really quite high and dry if Mr Bonney: I mentioned before the relationship this project does not go ahead, the whole thing between EADS and CLG. One of the problems altogether poses the question if we do not have a stems from this lack of clear specification at the regional control—which to be honest is an over- beginning. What happened subsequently was the ambitious step—do we have some degree of a contract was let and there was a lot of infilling national programme so those authorities can then required to be done. If a partnership-type link in. Those are the things that potentially would relationship had been developed, I think that would go to quell the issues that people do not have have been a lot easier. confidence in what is being proposed at the moment. Chair: We will adjourn for 10 minutes if it is one vote Q25 Alison Seabeck: And you could have drawn on and 20 if it is two. the expertise that was available? Processed: 26-03-2010 00:07:43 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG1
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Mr Bonney: Also, I think it would not have resorted point about the timetable of the programme and so quickly into what we saw, which was a contractual where we are up to today, unless we bottom out what relationship, which starts to make things much more some of the key fundamental requirements are in diYcult. What we found, certainly from the detail, we are going to end up delivering something professional Association’s point of view, was not that is not really fit for purpose. I think that is the only was there not the organised contact with issue at the moment. EADS, we were kept at arm’s length, it was through CLG, but the relationship between CLG and EADS Q29 Chair: Can I just make a point. There is a court was adversarial because it was already in a case going on and certain matters are sub judice. Any contractual relationship rather than a partnership sort of remarks about why EADS switched from one approach. That would have been all right if we had contractor to another are oV limits so could we not got a very clear detailed specification but when you go down that route. Councillor Coleman? do not have that you end up, if you are not careful, Cllr Coleman: I do worry that this was a new way of only sorting the problems out by means of resorting working for fire authorities and many fire authorities to the legal arrangements. I think that is simply did not get it. Many fire authorities diverged fundamentally where the diYculties existed. Things from the FBU’s view because the FBU are interested have improved slightly. in their members’ jobs, which is entirely reasonable, and there are considerable reductions in jobs because Q26 Alison Seabeck: In the last six months. of this regional control and indeed it is quite Mr Bonney: We have a number of solution probable that employees of these new controls will establishment workshops, as they are called, which not be members of the Fire Brigades Union, as in bring stakeholders together, but they are not London where the control room staV are not particularly well organised. members of the Fire Brigades Union at all. There has Mr Wrack: And they do not involve all always been that agenda and you can see why the stakeholders. DCLG wanted to keep the FBU, for example, well Mr Bonney: They do not involve all stakeholders, away from the process. that is true. Q30 Chair: Can we try also not to go down the line of Q27 Chair: Which stakeholders are not included? imputing what other people’s views are, particularly Mr Bonney: It tends to involve professional people when we have the various organisations here and we involved in the project at the moment from fire and can get their views straight from the horse’s mouth, rescue services. It does not necessarily involve, as otherwise it is going to degenerate between the Matt quite rightly says, all stakeholders. It does not various members of the panel. include the representative bodies. Mr Wrack: Just to take up that one point. In terms of the loss of jobs, of course as a trade union we are Q28 Chair: Which bodies, just to be clear? concerned about the loss of jobs. The real issue Mr Bonney: The FBU. however is the service that is provided to the public Cllr Coleman: Deliberately. because no matter how good your computer system Cllr Pearson: Just to pick up on the point about is you need somebody to be able to answer the phone SEWs (Solution Establishment Workshops). I went to an emergency call, so the loss of jobs impacts on down to Newport to visit EADS a week or two ago the service that is provided to the public. That is the and the question was in relation to CLG’s very real issue. relationship with EADS. The issue there came from Chair: The Committee is well able to make its own CLG not really understanding what it was that they mind up about people’s motivation. We do not need were going out to procure. The issue about the rush other people to do it for us. to procurement was that they did not know themselves so EADS signed a contract saying “We Q31 John Cummings: Would you like to tell the will deliver this for you,” and CLG were not explicit Committee what is happening to the existing control in what it was they were due to deliver. EADS then centres? Are they being adequately maintained and, procured Ericsson who said they could do it and it if so, at what cost? Are those costs coming from a turned out they could not. I believe Intergraph at the central budget? Are they coming from your ordinary time were considered and said, “No, we can’t do resources? this,” but obviously we are five years on and they Mr Bonney: The existing controls continue to be run turned round and said, “We have developed and we by local fire and rescue authorities. They are being can.” The point about SEWs is they are a bit like a funded, and any replacement or upgrading is being Chinese parliament. The point is there is nobody provided by local fire and rescue authorities. within there who can say, “No, this is what the definition is. This is what it is; go away and build it.” Q32 John Cummings: Are they being adequately That just does not exist. CLG have a lack of maintained? knowledge. The people who are in there from the Mr Bonney: I can speak for my professional professional side, yes, we do it diVerently in colleagues that we will adequately maintain them Manchester as they do it in the West Midlands as because that is the only way that we can continue to they do it in London but there has not been anything deliver our service and clearly we would take that from us as a community to say this is what it is going very seriously. The diYculty is that many of them, to be. That is endemic as to what the issue is. The although not all, are becoming increasingly obsolete, Processed: 26-03-2010 00:07:43 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG1
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8 February 2010 Mr Matt Wrack, Mr John Bonney, Cllr Brian Coleman and Cllr James Pearson and maintaining them and keeping them in a state Mr Bonney: Some of them have upgraded already. that is eVective becomes increasingly diYcult. There For instance, Surrey upgraded about two and a half comes a point where they cannot be maintained any years ago on the basis that they could not wait for longer and they have to be replaced. A number of fire their regional control centre to be delivered so they and rescue services have done that in recent years were forced to do that at their own cost. simply because they could not wait for the Cllr Pearson: There are two elements to your FiReControl project. That is why CFOA is very, question. One is the technical side and one is the very clear there needs to be a second option, because staYng side. On the technical element, it is right that if the project—and I know you want to come on to there are a number of fire and rescue authorities who that—becomes delayed or is scrapped we cannot expected this project to be in by now who have not leave fire and rescue services high and dry. invested in renewing their control systems, and their control systems have fallen over. There is an example Q33 Chair: The second question of who pays for it? in Cheshire where two years ago they had to renew Mr Bonney: The upgrade is fire and rescue at vast expense. CLG are picking up the tab for this authorities. They continue to pay themselves but this is unnecessary renewing of legacy systems to individually. keep them going until the magic day when we cross Y Cllr Coleman: We have a key deadline coming which over. The other part to this is a sta ng issue. Most is the Olympics and it is not just a London deadline, of us expected that we would not be running control it applies to other parts of the country as well. I do centres by now, so as part of the overall wider not think any fire authority, particularly those with modernisation agenda, we have taken beds out, we an Olympic commitment, want to be doing a new have looked at reducing crews, overtime, we have control room in the first six months of 2012. gone through wholesale reviews on how we provide fire safety, we have looked at our borough command structure and taken out 30 per cent of the oYcer Q34 John Cummings: Are you saying that various corps. These are all things that the current financial projects have been delayed because of the situation require us to do. What has not been done inadequacies of the new system? locally in Manchester for us is a full investigation Cllr Coleman: I understand that Kent have been into fire control and our control centre. It has been given permission, for example, not to sign up until sitting there not being reviewed. That has had an on- after the Olympics. Am I correct on that? running cost for us because we still pay the same Mr Bonney: Kent have, yes. prices and we have not had the opportunity to go Cllr Coleman: In London as well we have had special through it and make eYciencies because we were arrangements. We were originally guaranteed this expecting this project to take that away from us. would all be up and running long before the Olympics came along. Because the timescale is slipping, nobody wants to be putting in a new system Q37 Sir Paul Beresford: Mr Pearson, you have just on 1 January 2012. Even London’s last date is said that some of the organisations that have gone September 2011. If it is not in by then and running, ahead as Surrey had are being paid centrally and yet then we will wait until the Olympics are out of the Surrey and perhaps others have not. Why? way. I think that is the same for many other fire Cllr Pearson: Sorry, the question is? authorities. Q38 Sir Paul Beresford: You were talking about Q35 Sir Paul Beresford: A few minutes ago, Mr those who were feeling obsolete or were in a situation Bonney, you actually said that this was the only of becoming obsolete and had moved ahead. show in town. Now you are saying you are looking Cllr Pearson: As part of the overall project because for an alternative. the delivery of regional control centres has been Mr Bonney: No, what we have said is that fire and delayed, the legacy systems in some of the rescue authorities have not been investing in their authorities that have not been able to survive up to fire controls in the expectation that the regional the revised schedule date have had to be supported. control centres would be brought in. We are now Some have meant a complete renewal. saying there is a point we have now reached with the confidence on the project, although we are still committed to the project, where we do believe there Q39 Sir Paul Beresford: Who has funded it? needs to be an alternative provided if, for whatever Cllr Pearson: CLG to some part. reason, the project is scrapped. We cannot leave fire Mr Bonney: I think I can help there. Where there has and rescue services high and dry. been suYcient and very hard lobbying, CLG have relented and paid a degree of the project replacement Q36 Chair: Sorry, Mr Bonney, I do not want to costs. They have not paid for the hardware. They misinterpret what you were saying before but in have usually paid for some of the project answer to the previous question I think what you management costs, which was the case in Cheshire, were saying was that some fire and rescue authorities but that was not the case in Surrey, so it has been a are unable, with confidence, to continue to provide patchwork. the service they should be providing in the interim Chair: Afterwards could you give us the specific data before a new scheme comes in and that is why some on what proportion was paid for by CLG and what of them may be upgrading their existing schemes. was not? That would be very helpful. Processed: 26-03-2010 00:07:43 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG1
Ev 8 Communities and Local Government Committee: Evidence
8 February 2010 Mr Matt Wrack, Mr John Bonney, Cllr Brian Coleman and Cllr James Pearson
Q40 John Cummings: Do you think that the new Cllr Coleman: Let us not be under any pretence that FiReControl centres will provide better technology we have some Nirvana at the moment where for use by all existing fire control centres? everything is wonderful. In many small brigades Mr Wrack: One of the selling points from CLG has during the night you have two men sitting there been the point that Mr Bonney made earlier, that answering the telephone. If that goes down then that some local fire controls do not have the most brigade is in trouble and therefore the inter- advanced technology. I think part of the answer to operability, the fact that the North West is supposed that is that a number already do have extremely to be able to handle London’s calls if London went modern technology and others have, as has just been down or the South West could take the East of discussed, delayed the introduction of technology England’s, or whatever, is a key selling point, and if because of the promised introduction of regional the technology works it will be a vast improvement, controls which is now considerably delayed. In terms particularly on mobilising nationally if it is a of the technology itself, again this goes back to the flooding threat to the east coast, or whatever the whole design of the project. They did not sit down issue is. Let us not think that somehow we have a and discuss what current fire controls do and wonderful situation at the moment. therefore what any system of modernisation would be required to do. I will give another example of this. A large number of fire fighters in the UK, as you will Q43 Mr Betts: If the key issue is about being able to be aware, are retained fire fighters. Current controls mobilise other brigades’ fire engines and for various take account of the mobilisation of retained fire people to speak to each other, would it not have been fighters to their retained stations. That needs to take possible simply to have upgraded all the existing account of whether those retained fire fighters, for control centres with the same technology so they example, are available. Some of them are on and oV could all speak to each other and speak to each availability depending on their other commitments. other’s fire engines? Again, this is another issue that has been neglected Cllr Coleman: 46 control centres was never going to at the start of the project and is now being thought be viable. about years after the project has been initiated. This Cllr Pearson: The point is they are not interlinked is staggering to people who work within the Fire and this is the fundamental point. No control at the Service. I will give you just one example. The gaps in moment can mobilise other assets. this are so big. We have just received in the post today a number of adverts to fire and rescue services Q44 Mr Betts: But could you not have upgraded saying regional controls are coming. Here are the them all so that they were interlinked? issues that are not being addressed by regional Mr Wrack: Certainly— controls; we can help you fill the gap.
Q45 Chair: Wait a minute, Mr Wrack, we are Q41 Chair: Are these from commercial actually asking Councillor Pearson. I will come to organisations? you. Mr Wrack: Commercial organisations who are Cllr Pearson: Yes, you could put it on a national identifying the gap between fire controls and what scale and with the three data centres that are being fire services actually need and are thinking, “We can delivered on part of this it negates the need to have make some money out of filling this gap.” To me that these nine huge control centres delivered regionally demonstrates very clearly there is a huge gap at the which, let us be honest, have not really done us any heart of this project in how it was conceived in the favours at all. If CLG looked through this and you very first place. had a system where individual fire and rescue authorities could tap into a national network and see Q42 Chair: Can we try again with the question Mr what assets were available from other areas, that Cummings actually asked which was whether would actually solve the problem. The fact is here FiReControl provides better technology to all that we have built these regional control centres as existing FRS control centres? part of the Government’s regionalisation agenda Mr Bonney: Simply put, yes it does. There are some that has fallen by the wayside. You are absolutely fire rescues services which have extremely modern right; we could have done it locally. delivery systems in their controls. The diVerence Mr Wrack: First of all, in terms of your point about with FiReControl that is very clear is that any of the technology, I was making a point about those fire controls anywhere in the country could technology that the current controls do take mobilise any fire engine, which cannot happen at the account, for example, of a very key issue, the moment. If a fire and rescue service control is mobilisation of retained staV who cover the bulk knocked out, the only thing that usually happens is geographically of the United Kingdom, so that is an that the 999 calls can be passed to another control. important technical point which is not addressed They cannot mobilise those fire engines. With the within the FiReControl project. That is the first networked system that is the fundamental diVerence point I would like to make. In terms of the current and that is something that is actually worth having. system compared with what is on oVer, no-one has Whether it is worth all the pain we have had is for ever provided any case where current fire control others to judge, but that is a fundamental issue that systems have failed. We have asked parliamentary we do not have at the moment. questions and we have had recent examples of Processed: 26-03-2010 00:07:43 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG1
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8 February 2010 Mr Matt Wrack, Mr John Bonney, Cllr Brian Coleman and Cllr James Pearson mobilisation of resources in Greater Manchester by sure that every chief oYcer would advise the fire Lancashire Fire and Rescue Service, for example, so authority when their system was becoming unsafe co-operation between emergency fire controls and members of that authority would make already happens. In terms of the issue about major appropriate arrangements. I cannot imagine there is incidents and floods, I suspect that most fire and a fire authority that has not got a safe and eVective rescue services would not want a regional control control system at the moment or is likely to have. centre 200 miles away mobilising resources when they are already implementing special policies to Q48 Andrew George: I am sure they would not admit deal with the huge number of calls they have for to it. example in mass flooding incidents. Cllr Coleman: Sorry, you are not telling me that any Chair: We can make up our own minds when we get fire authority chairman or member, of any political contradictory evidence. Mr George, do you want to party, would sit at a meeting, would listen to do the safety questions. professional advice from their chief fire oYcer that the current control system was not adequate and Q46 Andrew George: Mr Bonney, earlier you said that people in Bristol or Exeter or wherever it might that it would be dangerous to drop the scheme but be were at risk and would not do something about it, are there not also public risks and dangers in because I am sure they would. carrying on with the existing project, particularly Andrew George: It would certainly raise the wider public risk during this period of uncertainty? question about the need for the FiReControl project Mr Bonney: There is always risk in these projects. I at all. will not be an apologist for the project. What I would Chair: We have just gone back to that point. say is that my professional concern would be that if people just blithely say, “Scrap the project and let’s Q49 Andrew George: I know but I would be begin again,” let us look at where we would be, not interested in Mr Wrack’s response. just in terms of public money and how much has Mr Wrack: I would not argue that there is an already been spent and how much would be spent in increased risk currently to members of the public as disentangling people from the project, but also what a result of what has happened so far. I think that we would then have left for fire and rescue services. there are risks in embarking further down the road of You would have a number of fire and rescue services regionalisation without addressing the fundamental with obsolete systems who would immediately have problems around which I think there is a fair amount to start replacing them. My own service, for of consensus. I think the risk that has emerged as a Y instance, Hampshire, would have begun to replace result of the delays relates to issues around sta ng. their system two years ago. On any scale it would Because of the uncertainty around what is going to V V take approximately two to three years to change happen to sta , there are large numbers of sta who your system, even if you are going to do that have, for example, retired and not been replaced and V collaboratively. My concern and the concern of the there are short-term contract sta and there is a huge V Association is if we just say, “Scrap the project, we amount of uncertainty among the sta . These are will just cut our losses,” the danger is that you have areas where there are problems, and in terms of how a number of fire and rescue services that are left the service delivers to the public, clearly at the heart V completely high and dry at a time when public of that is the sta . People have mentioned floods. What made the fire service work during the floods is finances are going to be desperately short. They will V be looking to central government and presumably to the sta working in those fire controls and when you local taxpayers to fund the replacement systems. constantly undermine their morale that does Certainly the Association’s view is not just to plough ultimately put the public at risk. on regardless, because that would be a wrong and very unprofessional thing to do, but be very careful Q50 Chair: Can we finally get to the question which about not accepting some of the implications of just you have all been attempting to answer up until now, walking away from this project at the moment. which is, fairly briefly since you have all gone over it tangentially already: should the Government now abandon the FiReControl programme? If so, what Q47 Andrew George: Even if we were persuaded that alternative should they consider? the new FiReControl project would provide a safer Mr Wrack: Yes, I think our position is fairly well- service in future? Is there not a question about the known. We are not into the Government making current situation? In other words, during this period some cavalier decision about scrapping of uncertainty, are the public more or less safe than, FiReControl and not addressing the issue it say, they were three or four years ago? attempted to discuss. I think the project itself needs Mr Bonney: I would be assured that they are as safe to be fundamentally reassessed. We think as they were two or three years ago. There is no regionalisation of fire controls is a mistake. We think question about that because fire and rescue that there are alternatives around the idea of authorities themselves are not willing to allow a core upgrading and networking existing fire and rescue piece of their activity to reduce, but that cannot go controls which would be a preferable solution to the on forever. regionalisation project. Cllr Coleman: Any chairman of any fire authority Mr Bonney: It is clear from our point of view that we who allowed his control system to become unsafe believe the principles and aspirations of the project should be absolutely ashamed of themselves. I am still remain sound. We have made it clear that it is the Processed: 26-03-2010 00:07:43 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG1
Ev 10 Communities and Local Government Committee: Evidence
8 February 2010 Mr Matt Wrack, Mr John Bonney, Cllr Brian Coleman and Cllr James Pearson way the project has been managed. As I said, the has been devised and the naivety as to the worst thing that could happen now for fire and requirements where CLG has not really understood rescue authorities, and therefore the public, would what the Fire and Rescue Service needed and what be to say scrap it and start again because we would would be of benefit to it will ultimately lead to the be five years behind and we think the investment and downfall of the project. enormous eVort, not just from central government but also from fire and rescue services to make this Q51 Mr Betts: Local government would be content, project work, would mean not only that money would it, if the project was scrapped and if we went would be lost but eVort would be lost and we would back to upgrading existing control centres, maybe be starting again from scratch which we think is the more eVectively linking them, but that would not be wrong thing. treated as a new burden, would it? Cllr Coleman: Sadly, there is no guarantee the Cllr Coleman: If you believe in localism, as I am sure technology will work and I think successive we all do, it is up to individual fire authorities to ministers have been less than straightforward with work out what are the best arrangements. fire authorities. We had the Minister allegedly come clean in July on the timetable. Fire authorities are Q52 Mr Betts: And to fund them? reaching a point where they have no confidence in Cllr Coleman: Indeed, possibly to fund them and to the CLG on this project but basically if the find the eYciencies to do that funding. It can be technology does not work there is no choice but to done. We have 46 fire authorities in England and scrap it and start again. Wales at the last count. They are not all viable. Cllr Pearson: I think it is the point Councillor Cllr Pearson: To have a one-size-fits-all solution that Coleman raised about confidence. At the moment is mandated on everybody is not the way forward. confidence in this project from the service is at rock To have something that would do what we were told bottom. If it is going to continue in the way that it is it would do at the beginning—ie, save us money, be being pushed at the moment to make live these nine more eYcient and be safer—then yes, by all means regional control centres, I think many, many more bring it on. We would be very happy to subscribe to millions are going to have to be spent on the project. a project that did that but at the moment this project Some elements of it can be rescued. Some elements does not do that for us. of it were a good idea. To have a National Resilience Chair: Thank you all very much indeed for your Network is a sensible plan. Unfortunately, the way it evidence.
Witnesses: Dr Roger Diggle, FiReControl Project Director, and Mr Robin Southwell, CEO, The European Aeronautic Defence and Space Company, (EADS); Mr Shahid Malik MP, Parliamentary Under Secretary of State, Sir Ken Knight, Chief Fire and Rescue Adviser, and Ms Shona Dunn, Director for Fire and Resilience, Department for Communities and Local Government, gave evidence.
Q53 Chair: Minister, you will know that the additional question is why you did not follow the Committee asked for access to documents from the example of the Defra ministers and give it to the OYce of Government Commerce health checks Committee Members confidentially. relating to FiReControl and the two independent Mr Malik: Each department makes its decisions reviews carried out in 2009 and that the Secretary of based on the individual cases that come before it. We State declined to give us those documents. We have made a judgment with respect to your request. It the letters here which we will be publishing, I think. might well be that it is a judgment that does not find Can I just ask how you expect us to verify your favour with you. I think that goes without saying written evidence and what you say about the reviews and is pretty obvious from what I am picking up. I when we as a Committee have not had sight of them, do not know if you have considered our reasons and and whether you considered following the precedent whether you think those reasons are inadequate in of the EFRA Committee and their ministers who any way. It is essential just to ensure, as is set out in allowed them to see OGC (OYce of Government the papers—there are commercially sensitive issues Commerce) documents on a confidential basis? Mr Malik: It is absolutely our intention to be as there—that issues about ensuring that people who helpful and as open as possible. Certainly we would give advice can do so in a candid manner. The NAO not be in the business of obstructing the very has obviously had access to the relevant important work that this select committee has to do. documentation. In a nutshell, that is where we are. We have been open with the NAO (National Audit OYce) who have seen all the advice. You have a copy of their Report. I hope that is testament to the fact Q55 Chair: We are probably not going to get that we are not secretive about this. There are some satisfaction but clearly we are not satisfied. Speaking reasons that you have seen. I am happy to just very as Chair, I think it unsatisfactory that we have not briefly repeat. One is that— been given the opportunity to see it on a confidential basis, since I would have thought that members of Q54 Chair: All the Committee Members have had this Committee could be trusted with commercial the letter, so they know the reasons given in the letter. information and it would have helped our I do not think you need to repeat them. I think the deliberations. I think we will probably leave it there. Processed: 26-03-2010 00:07:43 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG1
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8 February 2010 Dr Roger Diggle, Mr Robin Southwell, Mr Shahid Malik MP, Sir Ken Knight and Ms Shona Dunn
Mr Malik: I do not want us to end this session where indefensible, but which would not be accurate or you feel as if you have been denied access to true. The fact is it was a very inauspicious start but something which you think is valuable absolutely I think we are in a very healthy position now. outright. Would you allow me to go away and think about how we might be able to accommodate Q59 Mr Betts: We do not have anything working, something that would give you a bit more than you do we? currently have? I promise to do so before Mr Malik: That is not actually correct. There are a Wednesday, pretty obviously. lot of things working. All the technology is there. It Chair: That would be very helpful. is a question of bringing it together to make it work. This is tried and tested technology. The partners that Q56 Mr Betts: When you heard that the Committee EADS have—and they will speak for themselves was going to do this inquiry, did a smile come across shortly— your face or did you think: “Why the hell am I the one that is holding the parcel when the music stops?” Q60 Mr Betts: There is not a single fire engine out Mr Malik: As the eighth Minister in as many years, there linked up to it, is there, operating on a day-to- it is a very popular job. Of course a smile came to my day basis? face. I was not surprised that you wanted to have an Mr Malik: There is not. The go live dates are not inquiry on this issue. The truth is that it is until mid 2011. contentious for a whole host of reasons. Fundamentally, the Government is absolutely Q61 Mr Betts: What was the initial date when the committed to the concept behind FiReControl. We project started? can see the national resilience that it will bring and Mr Malik: We signed our contracts with EADS in deliver. We know that will benefit both fire fighters March 2007. Since then I think the Committee will and indeed the wider community as well. Yes, there be aware that there have been two delays. In was a little smile but I knew it was coming at some November 2008, there was a nine month delay and in time or other and we are here now. July 2009 there was a ten month delay that I myself announced. Q57 Mr Betts: The reasons you have just outlined for having the project are the same ones that we were Q62 Mr Betts: Is the 2011 date now guaranteed? given at our previous inquiry and the same ones the Mr Malik: For any minister, after two delays, to give Government started oV with. When the project a 100 per cent guarantee would be rather foolish. We started, do you think that people in CLG, ministers, are confident based on all the information that we oYcials and EADS, your contractual partner, have that mid-2011 still is the date. actually understood the degree of risk involved and the extent to which this could go so badly wrong? Q63 Mr Betts: Are the contractors absolutely Mr Malik: To be absolutely candid, I think it is really confident it is going to be up, running and working important that select committees and anyway as a without any more hitches? parliamentarian you are candid. The truth is that Mr Southwell: We are committed to delivering in this did not start oV too well. That is on the table. It accordance with what the Minister has just is a fact. mentioned. There is no reason, sitting here, that we do not believe we will meet that commitment. Q58 Sir Paul Beresford: It is not continuing very well either. Q64 John Cummings: Are you saying there have Mr Malik: I beg to diVer but I will await your been no commitments to that in the past? questions shortly, Sir Paul. There is no doubt that it Mr Southwell: No, I am not saying that. did not start oV too well. I would like to think that we, with our partners EADS, are in an infinitely Q65 John Cummings: What are you saying? better position than we were. When this journey set Mr Southwell: I am saying, in answer to the oV, it was not a back of a fag packet job. It was really question, my response which is we are committed to on the basis of a concept paper and some figures that delivering in accordance with what the Minister has went alongside of that, which were about £120 just said is the schedule. million at the time. The truth is that insuYcient work had been done, detailed work with the fire and rescue Q66 Mr Betts: What is the contractual commitment, community and with others to quite understand because I understand the current contract that you where we were going with this and indeed the have does not go beyond March 2010. Is that right? concept and the vision were all fine, but I do not Mr Southwell: No. Our contractual commitment is think the detail was there. Equally true—EADS can as the Minister has just mentioned, to be delivered in speak for themselves—I think they did not accordance with the schedule mid-2011. anticipate just how much work was involved in this as well. It was a very complex, problematic start but Q67 Mr Betts: Is it actually set down in a new we did eventually, in March 2007, sign a contract. contract that has been signed by both parties Since then, things have improved. Certainly in the though? last 12 months I think I can point realistically to Mr Malik: Let me just make the situation very clear. some significant improvements. I am not going to We have a draft schedule which indicates to us that come here and defend something which is not quite mid-2011 is the date by which FiReControl will go Processed: 26-03-2010 00:07:43 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG1
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8 February 2010 Dr Roger Diggle, Mr Robin Southwell, Mr Shahid Malik MP, Sir Ken Knight and Ms Shona Dunn live. We are currently looking at that schedule. We Ms Dunn: The negotiation that led up to the July are going to finalise it very shortly. All the 2009 delay was set down in the heads of terms indications are that 2011 will be achieved and there agreement and subsequently in the two contract are some very considerable reasons for having change notes. The reason that has then not flowed confidence in that because there have been some through to the contract is because of the uncertainty drastic changes within EADS and some significant that started to build post the July announcement changes within the CLG and CLG’s capacity which around whether EADS wished to stick with their give us much more confidence. I will probably allow original, main subcontractor or whether they Shona, with your permission Dr Starkey, to respond wanted to shift their main subcontractor. We are to that but we have had some significant changes now looking at a draft, revised schedule which takes with new project directors, new commercial account of the implications of the shift of main directors, new heads of communication etc. That subcontractor. Once we have completed that process gives us confidence on the capacity side of the CLG. with EADS, we will be able to flow those There have been significant changes on the side of expectations through to the contract. The decision EADS, including a new chief executive for the was taken there was no point in flowing them project in the UK which gives more confidence. through to the contract until that issue was resolved.
Q72 Sir Paul Beresford: Was there a contract first Q68 Chair: Were any of you in post at the start of this with the original subcontractor and, if so, what was debacle? No? the deadline on that? Mr Southwell: I probably was in the job at the start Ms Dunn: There is a contract that does exist. I would of this project. have to go back and check. I do not want to give you Andrew George: 2007? an inaccurate answer on that. Mr Malik: We can write to you on that2. Q69 Chair: No; 2004. Mr Southwell: I was probably just starting the job Q73 Mr Betts: If there is not a contract then and around then. EADS fail to hit this new target of mid-2011, are there any penalties that they have to pay? Mr Malik: One of the improvements that we have Q70 Mr Betts: Is there a contract in place at present made is on the commercial contracts side. We have which states that this project will finish by mid-2011? carrots and sticks built into that now in a way that Ms Dunn: There are a number of documents that patently did not exist in the past. We have key were signed by EADS and by ourselves either in the milestones and many more milestones that EADS run up to or just after the July 2009 rescheduling. have to meet. Payment is on the basis of meeting There is a heads of terms agreement setting out the milestones. Where key milestones are missed, there revised expectations and there are two contract are penalties by way of liquidated damages. We are change notes which set out a number of additional in a very diVerent position than we were in a year or milestones and revised expectations, both in terms of so ago or perhaps even less. what is to be delivered and how the relationship between the two organisations will work. That has Q74 Mr Betts: If you have not signed the contract, not been fully taken through to detailed changes in surely none of those penalty payments or rewards the underpinning contract as yet and that will is—? happen once the ongoing process of reviewing the Mr Malik: We have agreements. revised draft schedule that EADS have provided to us is complete. Mr Malik: In a nutshell, the answer is no, but we Q75 Mr Betts: Are they legally binding agreements have a draft schedule which we are looking at. It that actually mean something if they fail to hit the indicates a mid-2011 date which is the time period deadlines? that we have already announced. We are confident Mr Malik: That is my understanding. I am trying to that we are going to bottom that out and come to a paint a picture where— conclusion over the next few days and perhaps weeks. Q76 Mr Betts: What do EADS think about this? Do they agree that they are going to face penalties if they do not hit the targets? Q71 Mr Betts: Presumably oYcials have been Mr Southwell: If it helps, we are very comfortable negotiating this. If it was July when this revised with the situation, notwithstanding what you are schedule and other revised documents were put to hearing. We are comfortable because firstly we are in you and discussions began between the contractors the process of delivering against the schedule which and yourselves, why in February—I make that seven the Minister mentioned, notwithstanding that we months later—has no revised contract been signed? are in the final stages of securing the documentation. That is an awfully long time. We are talking about There is no delay and there is no confusion on our two years from July 2009 to mid-2011. More than a side as we move forward to seek to secure that quarter of that time has gone by and no contract has delivery. The second thing we mentioned, as the yet been signed. Is this another example of the Minister alluded to, is we have oVered and agreed to problems that have beset the contract from the beginning at oYcial level? 2 Additional information provided in FIRE 26A Processed: 26-03-2010 00:07:43 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG1
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8 February 2010 Dr Roger Diggle, Mr Robin Southwell, Mr Shahid Malik MP, Sir Ken Knight and Ms Shona Dunn put in place a regime whereby if we are delayed continuing in candid mode, we had not engaged the beyond that we will take a commercial hit to ensure Fire and Rescue Service in the development of the that everyone is aware that we are serious that this concept and that was one of the gaps. It is a gap that will happen. In the context of where we are now, we have since filled. We have a lot of stakeholders nothing that we are talking about is delaying us now engaged in the project moving forward in a way getting on with the job. We will deliver this. We are that was not true when this project was first initiated. committed to delivering this by mid-2011 and we will There was a gap between the vision and the reality subsequently be prepared to pay damages associated on the ground. The truth is that once we started to with any further delay. engage with fire and rescue services it then became apparent that their needs had not been catered for in Q77 Chair: If EADS are so terribly satisfied with a 100 per cent fashion. That means that there were a number of changes to the specifications that were this, where is the delay in signing the thing that was V first negotiated in July 2009? Is it with the required. At the o set, it was an unhealthy start, department? mainly because it was a concept and vision and Mr Malik: No. This is obviously quite a complex because people who were crucial to the success of the matter. Do you want me to deal with the schedule project, the Fire and Rescue Service, had not been issue or do you want me to just explain? included and incorporated in a way that perhaps would have been ideal. Q78 Chair: We need to know why, if everybody agrees with it, it was not signed. Q82 Sir Paul Beresford: Did these organisations Ms Dunn: There are a number of issues in relation to explain this to you at the very beginning? the shift to Intergraph. There are potential Mr Malik: We always had some element of implications for various aspects of the schedule. We stakeholder involvement. are working with EADS to really get into the nitty- gritty of what those implications are, to understand Q83 Sir Paul Beresford: It is just yes or no. Did they? where additional risks are arising and where those You said at the very beginning they were not spoken risks are falling. We are working together with to. They were not involved. EADS to get a lot of very detailed information. This Mr Malik: It could be a diYcult one to answer given is an incredibly complex schedule and complex plan. that I am the eighth Minister in eight years and There are over 200 individual lines within this and nobody else has been here at the beginning of the within each of those there are many, many more. We project either, but I am happy to write to you on need to understand in great detail the exact that3. implications before we can advise the Minister on whether or not he should sign oV on that. To answer the point about the penalties and liquidated Q84 Sir Paul Beresford: There is an Australian damages though, the penalties and liquidated phrase. You do not know whether you are Arthur or damages in the original contract and the penalties Martha, do you, Minister? and liquidated damages that we have agreed as part Mr Malik: It is well known in Lancashire and of the change control notes are absolutely still Yorkshire as well. extant. They are legally binding and we can call upon them. Q85 Chair: Do you accept it should have been CLG who should have done the detailed end user Q79 Mr Betts: Have there been any penalties and requirement analysis? liquidated damages so far on the original contract? Mr Malik: I am very clear that for this to succeed the Ms Dunn: Both around the November 2008 and July Fire and Rescue Service ought to have been much 2009 rescheduling there have been negotiated more involved at the beginning. agreements with EADS. Q86 Chair: That is not the question I asked. Was it Q80 Mr Betts: How much for? the responsibility of CLG to do that detailed end Ms Dunn: Some of that information I believe is user analysis requirement obviously in conjunction commercially sensitive. Some of that information is with the fire and rescue services? included within the NAO Report which you have Mr Malik: I think it was absolutely. I take received. There is a figure around the November responsibility.We ought to have done that. We ought 2008 date of a package worth around £10 million in to have engaged key stakeholders in a way that was extra services and reduced service charges. There adequate. It was inadequate. was another package put together around the July 2009 delay. Q87 Andrew George: You said you were being candid. I just want to be clearer on the point of fact Q81 Sir Paul Beresford: What in broad terms was that, when you said earlier that the project wrong with the original contract that you had to commenced in 2007, in fact of course the project redesign it and start again? commenced in January 2004. Certainly a letter from Mr Malik: I have alluded to it at the beginning. The the then Local Government Minister, the Rt Hon problem was that there was a concept and a vision but the detail was not there. 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Ev 14 Communities and Local Government Committee: Evidence
8 February 2010 Dr Roger Diggle, Mr Robin Southwell, Mr Shahid Malik MP, Sir Ken Knight and Ms Shona Dunn
Member for Greenwich, to me on 4 April 2005 says bit more work after we had been selected in terms of that the estimated total net cost of delivering the bringing in the various stakeholders, defining their regional control centre network is approximately 72 requirements, understanding the behavioural issues million. This covers the cost of setting up the new fire as to how it actually works on the ground, to allow control centres from the start of the project in us to gain the traction and momentum which we all January 2004 until the last regional control centre wanted. I agree fully with the Minister. goes live during 2008. It is very clear that that is when the project commenced. That cannot be air brushed Q91 Chair: What about the situation now? We were out of the history of this. hearing in earlier evidence from the first set of Mr Malik: It is not my desire or intention to air witnesses that they find it unhelpful that brush anything. In fact, quite the opposite. I think communication at the moment seems to go on what I said is actually that the contract was awarded through a train of yourself to CLG to the to EADS in March 2007. The concept and the stakeholder. Would it be better for you to outline business case, this vision thing that I have communicate directly with stakeholders? been speaking about, started in November 2004. At Mr Southwell: I am pleased to say that, having that time the estimate was £120 million. That is what learned the lessons reasonably quickly from where I have here. Because of our engagement with the Fire things were not going right—that is a healthy phase and Rescue Service and others, there were some in a project that you are not in denial; you are significant changes to the specification both on the picking up what is going wrong and reacting to it— IT side and on the needs of the Fire and Rescue we instigated a number of changes quite quickly. Service as well as to an extent on the buildings. Two of those which were quite fundamental and which are showing some very improvements are, Q88 Chair: Mr Southwell, we have been pressing the firstly, that we have co-location of ourselves as Minister about the details of the contract. To what EADS, the Fire and Rescue Service and of CLG at extent do you accept that your company and/or your one location in Newport, South Wales. That is various subcontractors are at fault in not complying proving to be really,really advantageous. The parties with the contract and not fully understanding the are working in a team, in a partnership arrangement. technical complexity of FiReControl? The second thing is we are having end user Mr Southwell: On reflection, I agree and understand workshops, solution workshops, on a regular basis. exactly where the Minister is coming from in terms In fact, I believe a few of them are working today, of when we initially established and started to gain involving the end user on an operational basis so some momentum in this. In hindsight it is easy but it that we are real time ensuring that we have that is not unusual for projects of this complexity that dialogue which was missing at the beginning and you learn some of the lessons and there is an iterative which is now taking place. The combination of those process going along. I do not know of many, if any, two factors as well as a very, very impressive projects where you have really locked in what the relationship and a very robust but healthy requirement is at day one, particularly a project relationship with us and CLG at a project where you are involving a number of stakeholders management level, the combination of those three across the whole of England and you are asking factors—and at all three levels it is working—gives people to put their minds to it, actually to think us increased assurance cautiously that we are now on about how behaviours need to change, how people track in that area. need to transform their processes and organisational structures. There are many factors. To expect at the very beginning every single one of those factors to be Q92 Chair: Two quick questions. Since when and readily understood completely and then put into an who exactly is involved in that, apart from CLG? end user requirement to be delivered without change Mr Southwell: Since when? over a period of time is a tall order and one that probably is nigh on impossible to undertake. Q93 Chair: Since when have you been doing this close working in Newport? Q89 John Cummings: That is a rather slack sort of Mr Southwell: We co-located last August in answer when you consider the hundreds of millions Newport, South Wales, and the workshops of pounds involved. Have you no regrets at all? commenced in August. Now they have ramped up. Mr Southwell: No. I am simply explaining that, if How many are taking place today? you have a project of this scale and complexity Dr Diggle: We have run workshops almost every day involving a number of parties who need to become since last August. involved and buy into it, there is an element of locking down the final requirement as you go through the early, iterative stage. That is the only Q94 Chair: Involving who apart from CLG? point I am making. Dr Diggle: Involving ourselves, CLG, the fire and rescue services and whichever supplier has been appropriate to that workshop. Q90 Chair: Do you think the early, iterative stage of this one went on for rather too long? Mr Southwell: Yes. I have to agree with the Minister Q95 Mr Betts: Sir Ken Knight has sat there as an that in hindsight we should have done a little bit interested observer so far. 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8 February 2010 Dr Roger Diggle, Mr Robin Southwell, Mr Shahid Malik MP, Sir Ken Knight and Ms Shona Dunn this project, he might think now he would have a brigades being brought into a regional control. I still happier story to tell about how it might have do not think it is beyond the wit of either fire developed? authorities or the service to be able to have this Sir Ken Knight: It would be arrogant of me to believe integrated approach. We know it works elsewhere. that the fact that the Government did not have a We know that the subcontractor that EADS has Chief Fire and Rescue Adviser in 2004 and indeed selected has very successful systems elsewhere in the until 2007 meant things might have been diVerent. world. There is no reason why this integration, This of course is a high profile and a complex project. which is the resilience that is going to be built into You know my background because I have been here this potentially— before. This is a real opportunity of step change for the Fire and Rescue Service. It is an opportunity as Q98 Mr Betts: There is no reason therefore why it disparate fire controls have appeared at diVerent V has not so far. What has gone wrong? rates with di erent technology since the Second Sir Ken Knight: I share, I suspect, both the first World War. It is part of a £1.1 billion programme session you had and I am sure my Minister’s that the Government is spending on the Fire and disappointment that it has not been delivered so far. Rescue Service. I recognise and welcome it alongside I suspect I share much of the fire service’s the New Dimension and Firelink projects. What it V disappointment. I cannot account for the beginning does for me, Mr Betts, is o er real opportunities at part of the project. I would like to see its successful two levels: opportunities for increased fire fighter conclusion, frankly, in the interests of fire fighter safety by information directly to the cab about safety and resilience. incidents that fire fighters need to go to and at an interoperable level allowing fire engines and fire fighters to cross boundaries seamlessly. These Q99 Mr Betts: Why has it gone wrong? matters have been very significant as we have seen Mr Malik: I think it is more straightforward than we over the last five or ten years. I have been in charge think in many ways. If anything starts oV really of three fire brigades, from one of the smallest to the badly planned in terms of the detail, you are storing very largest, and seen how fire controls are up trouble for the future. The important thing is that operating, this project is a prize that the public will today,sitting before you, we are in an infinitely better recognise is worth having. position than we have ever been before. The technology, as Sir Ken has said, is technology that the NYPD (New York Police Department) uses. It is Q96 Mr Betts: I know you probably will not want to technology that the fire service in New Zealand uses. get drawn there but when this project began you It is technology you use if you are RAC members. It were still in a position where you could see what was is tried and tested technology. Our commercial coming and how it was going to aVect you and the position is much better than it has ever been. The brigade which you were in charge of. Did you have tragedy really is that we are in a much better position reservations at that time about how the whole than we have ever been before, both from an EADS project was being developed and were you sat there perspective and from a CLG perspective. I hoped thinking: “It could be done better if only someone some of the stakeholders that spoke prior would bothered to ask”? have said things were not perfect but they are much Sir Ken Knight: It would be pretty complacent at better than they have ever been. We accept that it that time of course because I was in charge of the started oV in an inadequate manner but I think we London Fire Brigade which already had a Regional are in a much better position. It is a very complex fire control. 20 years ago it merged four separate fire business change project. They are always diYcult controls into a single region control. All of the and they are always complex, but we are just starting doubts about people not knowing the addresses, to get over the hill now and get to the downhill side people not knowing where they were coming from of it. We are quite confident and I hope that the and the technology were dispelled to what I think is Committee is more confident than it has ever been one of the most eVective FiReControls that is before—perhaps I am mistaken—in thinking that operating today with some 220,000 calls a year. I had we might deliver this by mid-2011. As I said, I cannot no doubt at all that the concept of interoperable sit here hand on heart and say 100 per cent but regional fire controls would work with the right everything I have seen so far tells me mid-2011 is the technology and the right eVort. point at which we will have some go lives and we will be in a diVerent world to the one we are currently in. Q97 Mr Betts: We are not in that concept, are we? We are talking about actual delivery and the design of a Q100 Alison Seabeck: This is directed really at the system that would work and deliver that concept. EADS to start with. Do you have an agreed project Surely from the beginning you would have been plan for FiReControl? talking to colleagues in other brigades at the time. Mr Southwell: Yes, we do. Did you not instinctively have a feeling that things potentially could go badly wrong with the way they had been constructed and developed? Q101 Alison Seabeck: That is good news. That is nice Sir Ken Knight: London was somewhat easier and positive. When was that project plan completed because it was a single fire brigade control mobilising and signed oV? a single fire and rescue service. The complexity was Mr Southwell: It is iterative because obviously we outside London where there were a number of fire are reviewing it on a regular basis. Processed: 26-03-2010 00:07:43 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG1
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8 February 2010 Dr Roger Diggle, Mr Robin Southwell, Mr Shahid Malik MP, Sir Ken Knight and Ms Shona Dunn
Dr Diggle: We have a project plan that we are contingencies. I think it might give it some operating to at the moment. I am glad to say that we reassurance in some ways, but it might give it a bit had a milestone last month, 22 January, and that of a negative mindset. At this moment in time we are milestone was hit. We have another milestone, 14 perhaps more positive about FiReControl than we February, and that is on target. have ever been. We are looking at it but if we got to the point where we had to do something we certainly Q102 Alison Seabeck: As you say, it is iterative so it would not do it in isolation. In many ways we have is changing and moving. learned from the past but we are very focused on Mr Southwell: The framework is there and we are delivering FiReControl mid-2011. very comfortable with that framework, which is why, as I said earlier in support of the Minister, we are Q107 Alison Seabeck: You would not have concerns committed to and confident that we are going to hit that you would have a local fire authority the go live date because it is against those milestones unilaterally decide it wanted to opt for an entirely which we are now hitting. diVerent system? Mr Malik: Everybody is broadly on board. It would Q103 Alison Seabeck: Mr Diggle, you have come not make sense unless everybody was on board. That from a background of working with people like BT, is the whole point of having this integrated system a very large company with lots of big projects. Have with the operability. You have to have buy-in. I have you ever come across a project that has been to say with CFOA—I know John Bonney who was managed in this way when you came into the job? here earlier—we have been very honest in our Dr Diggle: Yes, I have. relationship. They have been honest with us and we have been honest with them. I think they recognise Q104 Alison Seabeck: Can you give some examples? that a lot of good will come from this but of course Dr Diggle: I worked on the National Programme for they want to see it happen and we want to see it IT for the NHS. This is a complex initiative dealing happen. At this point in time I think we are in a with a federated user. better position than we have ever been before.
Q105 Alison Seabeck: Are you confident though that Q108 Chair: Do you recognise that local authorities we are now in a place, as others of your colleagues would have more confidence if they knew they were have suggested, where this is now moving forward? going to be fully reimbursed by CLG for any Dr Diggle: Yes, I am. One of the reasons I am additional costs in the meantime? As you know, for confident is that we have a very strong technology many of them, they are having to upgrade their platform in the Intergraph oVering. existing systems when they previously thought they did not have to. Q106 Alison Seabeck: If I can very briefly touch on Mr Malik: I have given a firm commitment on two the 2011 timetable, we heard from earlier witnesses fronts. Firstly, that if there are expenses and costs that if mid-2011 did not happen they would be which are incurred as a direct result of the delays on looking for a plan B and someone would look for a FiReControl, my department will seek to meet those plan B in any case. Could I ask the Minister whether costs. What I have also given a commitment to is, or not his local government colleagues in the once FiReControl goes live, if there are extra costs department have looked at potentially what a plan B incurred by fire and rescue authorities, then because might cost local government, because clearly it of FiReControl going live, we will meet those as well. would fall under a new burden if they opted to go to I have also given a commitment that where fire and an upgrade of the existing system? rescue makes savings because of FiReControl—and Mr Malik: If we are speaking about contingencies there are some 21 who will—that money will not and whether we have looked and are looking at come back into the central coVers. That money will contingencies, I think the truth is where you have a be reinvested locally by the fire and rescue business change project of this magnitude it would authorities on their own priorities. be extremely foolish not to be looking at contingencies. The answer is yes, we are looking and Q109 Chair: Is this a change in policy, because the have been looking for some time at contingencies, previous witnesses said that they had examples but we are very confident that we will not need any where fire and rescue services had only been partially contingencies. I think it is prudent for any funded and only then after, as they put it, extensive organisation that is dealing with a project on this lobbying? scale to try to develop contingency projects and Mr Malik: I just go back to the very specific point contingency measures. The important thing about that I was making. If it can be demonstrated that those—and I think it is really important that I say costs have to be incurred because of the delay,we will this here—is that if we ever did go down that route— meet those costs. I do not know about the specific and I hope to God we are not in a position where we examples that you have been given but I would be have to go down that route; the impression I have very happy to look at them and I would be delighted thus far tells me that we are not in that position—we to respond to you on each and every example that would only do so with the support of the Fire and has been given4. As the Fire Minister, I am Rescue Service. We would only do so after very absolutely categorical that if there is a cost that has serious consultation, not tokenistic consultation. I am not especially keen on opening up dialogue on 4 Additional information provided in FIRE 26A Processed: 26-03-2010 00:07:43 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG1
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8 February 2010 Dr Roger Diggle, Mr Robin Southwell, Mr Shahid Malik MP, Sir Ken Knight and Ms Shona Dunn been incurred because of delays then it is or that they met at one point in time but, because of the responsibility to meet that cost. I have said that to delays that we have had on the technology side, fire and rescue authorities, to CFOA and to others. clearly the buildings although being well utilised in all honesty will be better utilised once we get to the Q110 Chair: If FiReControl is fully implemented, is go live dates in those regional control centres. I the IT support and maintenance transferable or will visited one myself in the West Midlands. I met the it have to be EADS who does it? Is EADS the only chief executive and had a quick tour round. They are firm that can run and maintain the system? incredibly impressive buildings. For those who have Dr Diggle: No. In theory, it could be transferred to not been there—I suspect most of you have—they any maintainer. are definitely worth going to just view. Only if you go and view them do you actually get a real understanding of the potential that these regional Q111 Chair: What does the contract say? control centres have. I know there are lots of Dr Diggle: The contract says it is our maintenance criticisms about them. It is pretty obvious that you contract until 2015, I think. will get that. We are not in an ideal position. I think once we get the go live dates, once they kick into Q112 John Cummings: Could you tell the Committee action, that is when you will really see the fruits of how much the regional control centre buildings are the investment that has taken place and is taking currently costing to build and what would have been place. the previous costs? Ms Dunn: At the moment there are eight regional Q116 Andrew George: Minister, as you are in control centre buildings that have reached practical candid mode— completion. The ninth regional control centre, which Mr Malik: I am always in candid mode. is London’s, will achieve practical completion in the next few weeks. At the moment I think the monthly lease costs for all of the buildings is around 850,000 Q117 Andrew George: Of course you are. If you were and that will rise to just over £1 million a month once Minister seven years ago and you knew then what the ninth regional control centre is completed. you know now about how the project would develop over time, would you not have gone for an Q113 John Cummings: Can you tell the Committee improvement and modernisation of the existing are staV being at present employed in the centres structure rather than the project that the and, if so, what are they doing? Government has gone with? Ms Dunn: There are a number of staV that are Mr Malik: Absolutely not. Without a shadow of a operating in the centres. There are regional project doubt, I would have gone with this concept but the teams and regional control centre operations teams diVerence is obviously with hindsight all the errors which are operating out of those buildings. There are that we spoke about, the inadequate nature of the a number of activities taking place in those regional beginning of this project, would not have been control centres. Some of them are being fitted out repeated. We would have firstly got a really good feel with equipment. Some of them are being used for for what we wanted. We would have ensured that training purposes, familiarisation purposes and so there was adequate stakeholder involvement in on. shaping that concept. It would have been much more detailed and so on and so forth. Those are the changes that I would have made but in terms of the Q114 John Cummings: I would imagine that the concept, the vision and the national resilience that costs of these staV are paid for out of the £800,000 this project will bring, as Sir Ken said, it is one you are talking about? project of three projects which are part of a national Ms Dunn: No. The £850,000 is simply the lease cost resilience programme which will ensure that this of the building. The costs of the regional project country is at the cutting edge of fire and rescue team and the regional control centre teams are paid service provision anywhere in the world. I think it is for as part of the project implementation costs by CLG until the point of cut over, at which point they something that in years to come we will rightly be will become part of the steady state costs of the proud of. system. Q118 Andrew George: While there is the present Q115 Chair: Why was the procurement of the environment of tremendous uncertainty, in spite of buildings done separately from the delivery of the IT the positive way in which you have painted the system? If they had been together you would not project, how are you dealing with issues of public have been left with buildings that are costing £1 safety,because clearly the project is not in place? You million a month. have the interim, current situation. Are you satisfied Mr Malik: I will be corrected by somebody that risks to the public arising from this period are hopefully but I think that it is quite unusual to get being adequately catered for? one company that can do both these very diVerent Mr Malik: That is obviously a very reasonable jobs. One is a kind of technology based business question to ask and I am pleased that you have. change project and the other one is a building Every fire and rescue service has an individual project. 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8 February 2010 Dr Roger Diggle, Mr Robin Southwell, Mr Shahid Malik MP, Sir Ken Knight and Ms Shona Dunn adequate in terms of dealing with the safety and the detail on what that actually might mean5. Quite a lot risks that exist in its area. In that sense, I am of the costs that have been incurred have been spent confident that every fire and rescue authority is on things that will be useful moving forward. It is not taking its responsibility seriously. I think what I have the case that this would be a deadweight loss to the said is that we are going to have some legacy systems Exchequer, but clearly that is not where we currently for example which could potentially cause some are. That is not where we want to be. If the concerns in the very near future. My department is Committee wants to have a bit more of a spotlight working very closely with every fire and rescue on that, I am happy to write and give you some authority to understand if there are needs and to more detail. ensure that we are there to give adequate support. Of course it is not the case that we need regional control Q121 Andrew George: In the letter which I quoted centres (RCCs) there tomorrow to ensure safety in earlier from April 2005, the then Minister told me this country. The reality is that what we have is that we expect there will be net annual savings of 30 adequate for today. The whole point about regional per cent in the running costs of the control services control centres is that they deal with both today and from then, the financial year 2009–10. They were tomorrow. You probably will have heard about the anticipating then, after the project should have been threat of terrorism, the threat of climate change, the fully live by 2008, so within two years there would be threat of disease and critical infrastructure failures 30 per cent savings in the annual running costs. as well. That is why RCCs are not just about today; What is the current estimate of that? they are about the future as well. In that sense they Mr Malik: As far as I am concerned, this project was are future proof and that is why they are the kind of never about cost. It was always about the national buildings that they are. resilience that FiReControl would provide. On cost, the current situation is that we expect some £6 million—i.e., nine per cent—annual eYciency Q119 Andrew George: Surely there must be risks savings. The net present value of FiReControl is going on at the moment given the fact that you do £240 million. That is the diVerence between what the not have all the things you say must be in place such existing systems would cost and what this new as the interoperability. Some of the fire control system would cost. A quick bit of maths—I am centres you have said years ago are not really fit for happy to be corrected at this stage—tells me that this purpose in this modern day. They are not able to is one pence per person per week for the best fire and perform some of the functions which your new rescue service anywhere in the world. I think that is service will be able to perform. Are you not satisfied pretty good value. that the public are very much at risk while this period of uncertainty is going on? Q122 Andrew George: Could you write to us to give Mr Malik: I think any Fire Minister who was the figures for that because I would like to see what satisfied would not be doing his or her job properly. your baseline is against which you are saying that We are always looking to improve what we have. these savings are going to be achieved? Mr Malik: Of course. I would be delighted to do This will be a significant step change. It is one project 6 of three in a national fire and rescue resilience that . programme that will ensure that we are at the cutting Q123 Chair: Can I just probe about the senior edge and that we have the best service anywhere in management team on both sides of this project? the world. I am confident that what we currently Firstly, in relation to CLG, how do you justify have is adequate for where we are now, but if you are spending over a quarter of the total budget of asking me could it not be improved it could be FiReControl on project management staV? Why is substantially improved and that is exactly what this there such a horrendously fast turnover and why are £1.1 billion of investment seeks to do. you so reliant upon consultants? Ms Dunn: Presumably you are referring to the figure Q120 Mr Betts: In terms of costs, we are told that in the NAO Report in relation to the cost of the until the end of last year about £200 million had been national project team as part of the overall project spent and another £220 million is going to be spent implementation costs. The national project team is of a very significant size, simply because of the to complete the project up to 2017. If the plug was V pulled today or in the next couple of weeks as some complexity of the project and the numerous di erent people have advocated, how much money would work streams. It is not just a business change have been spent on it by the time that decision would programme. It is not just a buildings programme. It is not just an IT programme. It is a very extensive be made? I presume there are some costs which are and complex project which, as colleagues were contractually committed now, which would run on mentioning earlier, necessitates deep involvement even if the project was stopped. If you do not have from a large number of FRS (Fire and Rescue an answer now, it would be helpful if you could write Service) experts. Amongst that national project to us about it. team, about a third of that national project team are Mr Malik: Sure. It is an area that I am not fire and rescue service secondees, people who are particularly keen to speculate on. It is my belief from expert in control rooms, the operation of control everything I know that we are not going to be in that position but you are right to ask. I am very happy to 5 Additional information provided inFIRE 26A write in more reflective mood and give you some 6 Additional information provided in FIRE 26A Processed: 26-03-2010 00:07:43 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG1
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8 February 2010 Dr Roger Diggle, Mr Robin Southwell, Mr Shahid Malik MP, Sir Ken Knight and Ms Shona Dunn rooms and so on. It is an extensive team. I think it is whole year, so his feet are under the table and he is important that we have those secondees in place and making a measurable diVerence. He reports to this it is important also for example that we have those gentleman here, Paul Watson, who was appointed 30 people down in Newport co-located with our three months ago as the CEO of the business in colleagues in EADS, making sure that the systems Newport. He is a high calibre senior manager in the integration work is going exactly as it is intended to company. They have amongst them new teams and and that we are keeping on track. they are really focused. The quality of the relationship they have with Shona and her team is Q124 Chair: Do you believe now that the project proving excellent. team you have is doing its job eVectively? Ms Dunn: Over the last 12 to 18 months we have a Q128 Chair: I think the same question applies. Why very much strengthened senior project team and we was that not in place from the start? have a significant number of new individuals on the Mr Southwell: From the start we did not have those team. We have also been able to start making that people in place. As we have all said right from the shift that you rightly referred to away, where start here in terms of how we ramped this up, there possible, from the use of consultants and towards the were lessons that could have been learned. We have greater use of the Civil Service and secondees. There given you one. Another one is we wanted were quite a number of occasions over the last year experienced, dedicated people from industry where we have looked really closely at individual job brought in to work with our embedded teams. We specifications and determined that, with the right have learned that lesson as well. The third one is in sort of skills transfer, we can move that role to a civil terms of our strategic partner. We now have in servant or to a secondee and we have done that. Intergraph an immensely capable organisation that is already bearing fruit. In the spirit of candour and Q125 Chair: Why was that not done at the outset? to underpin my confidence as to why things are Ms Dunn: There are a lot of very specialist skills that diVerent and why I am not just brandishing the same are required in the running of a project like this. old statements, I have material evidence of actual Although PPM (Project and Programme things which have changed for the better which now Management) skills are becoming increasingly gives me the confidence which you ask me to express common in the Civil Service and increasingly CLG in that committed date. in particular is going well in terms of skilling its staV up in that respect, there is a level of specialism Q129 Chair: Do you not both think that the required in some of the project management taxpayer might have expected that this level of activities, some of the risk management activities expertise would have been there in both and particularly some of the systems integration, organisations at the start when this enormous public testing and assurance activities that we just could not project was begun? have found oV the shelf, at the beginning of the Mr Malik: I talked about £240 million net present project. The reason I imagine that took place right at value and described it as net present cost. It is the beginning of the project was we needed the actually net present cost. That is the cost. I think the project team there, up and running, operational and taxpayer would rightly have expected us to have had eVective from the start. The quickest way of doing a much better start than we did all those years ago. that was to bring people in with the requisite skills. I am happy to sit before you and apologise for the There is an opportunity now to shift which we are inadequate start that there was for this project. I am starting to take and there will be an opportunity over also here just to say that I think we are in an infinitely the coming years, as we get closer towards cut over better position than we have ever been. I am not here and completing the cut over cycle, for the numbers to blame EADS. I think they were at fault quite a lot. in the project team to come down as well. We did We have been at fault as well. They are very trusted provide numbers to the NAO for how we expect the in government circles, with the multimillion pound numbers in the project team to come down over the projects that they have with government etc. They coming years. There will be challenges in that but we have a very good pedigree but the truth is that this need to try and do that certainly. was not the perfect start. The taxpayer is right to expect better. All I can say to you is that we are in Q126 Chair: To turn to EADS, Mr Southwell, you a much better position. I just hope that lessons are have been very confident that you are happy with the learned here, not just in terms of CLG but right delivery date of mid-2011. You do not feel it is too across the board, across Whitehall. challenging to deliver by 2011? Mr Southwell: No. As I said before, we are Q130 Chair: The final question: all the witnesses we committed to that date. had in the first panel essentially said that they did not have confidence in the project being implemented on Q127 Chair: Why do you think everybody should be time as it was currently. They recognised you could as confident as you are that you will be able to deliver not just scrap it and go with what there is at present. now when you have not up until now? Essentially, if I am not putting words in their Mr Southwell: As we mentioned earlier, we are mouths, they were mostly saying that it needs to be hitting our milestones which is obviously a very modified and something diVerent thought of which good comment. Secondly, we have a great team in builds more on cooperation between existing place. We have Roger, who has been with us one regional centres and a national resilience network. 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8 February 2010 Dr Roger Diggle, Mr Robin Southwell, Mr Shahid Malik MP, Sir Ken Knight and Ms Shona Dunn the department considering that at all? If not, at you 100 per cent that it will happen on time, but all which point if you fail to deliver on the current the information I have at hand tells me that it ought timetable, will you decide to rethink the project? to happen. I have mentioned the contingency plans Mr Malik: You said the current regional centres? that we are looking at. I know that they are looking at all diVerent possible configurations, so in that sense for us our focus must remain on delivering Q131 Chair: I mean the existing ones, the ones that FiReControl as it was envisaged in a much better are working at the moment. environment than it has ever been in before, while at Mr Malik: Our position is that at this moment in the same time, pretty obviously, being prudent and time we are pushing ahead with what we have looking at contingencies which may well include the because we have more confidence in it than we have contingency that you have outlined. ever had before. Again, I cannot sit here and say to Chair: Thank you very much. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [SO] PPSysB Job: 002083 Unit: PAG2
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Memorandum from Jamie Hockley (FIRE 01) Summary — Proposed Governance arrangements set the FiReControl Project up for failure. This paper recommends an alternative direction for FiReControl to take to enable the project to be completed but in a diVerent way than originally envisaged. — CFOA, LGA, FBU, FRS Professionals are all calling for long term FRS involvement in the governance and Operations of the RCCs. This is not achieved by removing the very staV employed in RCC’s from the Fire and Rescue Service and replacing them with third party Company employees reflecting a client/contractor arrangement. — I seek to advise the inquiry of the vital importance and strength of feeling for any proposed solution is that Control Centres must be staVed and operated by directly employed and accountable Fire and Rescue Service personnel. — The recommendation of this document is for the Inquiry to advise Ministers to abandon the present FiReControl RCC proposal and to investigate ways of upgrading existing Fire Control Rooms with FiReControl and FiReLink solutions as recommended by the Local Government Association report to the Fire Services Management Committee 23 November 2009.
— Recognise that FiReControl is not about a regional solution. It is misunderstood. FiReControl is a national solution for England. The reduction in the staYng of the proposed centres ensure that at peak times incidents and life risk calls will be managed in any part of England’s network.
— Acknowledge that this arrangement is a fundamentally flawed method of resilience. True resilience is ensued by the sheer number of professional staV providing this service as at the present staYng level which has showed time and time again to have the capacity to respond to large scale incidents and flooding. A Computer reliant networked solution replacing the professional staYng of 46 FRS into nine centres is totally flawed when it comes to capacity.
What changes, if any need to be made to the Government plans for proceeding with the project? 1. Ministers, CLG, the Civil Service need to recognise that the FiReControl model is fundamentally flawed. In basic terms, it is trying to fit a “square peg into a round hole”.
The present 46 FRS Fire Controls are the central hub responsible for the total in service management of all emergency and incident operations for the Fire and Rescue Authority. They cannot be modelled on other emergency service or utility control centres. The only commonality of any control centre be it FRS, or other service, is the call handling and capacity levels. This is the basis upon which streamlining to an RCC network has evolved which has reflected the resultant staYng levels.
2. The failure to recognise the complexity of each FRS’s unique overarching and detailed requirements in not only the deployment of resources but the command, control and ongoing management aspects of operational incidents has resulted in the RCC and its IT solutions being years late with no concrete evidence of a successful solution.
3. In the past a lot has been made about the removal of local knowledge when handling emergency calls for help. I agree, that with new systems local knowledge in this specific area of control operations is no longer a necessity.
However what is dangerous and has been lost in this debate is the fact that Control Centre Operatives at an RCC will not be able to continue to have a working knowledge of local mobilising, command and incident management procedures. Quite simply because they will be managing and deploying FRS assets up and down the country. This has made the development of an IT solution which replaces all of this knowledge and skill almost impossible. The system must be so robust and comprehensive that it removes the need for any of this expertise. Locally Integrated Fire Control staV with detailed knowledge of their FRS policies and procedures on how to deploy and manage incidents provides successful resolutions. This cannot be achieved through a network of RCCs. These outcomes have a direct bearing on the reputation of the Fire Service which is held in very high regard by the public.
4. Regional Control Centres will only work eVectively and replace the present system if Fire and Rescue Services themselves are regionalised, or furthermore nationalised something that has little or no support from the public or fire service stakeholders. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Regional Control Centre Governance Arrangements 5. As a matter of urgency, the Government needs to review the Governance arrangements for eight of the Local Authority Controlled Company run RCC’s. The Governance arrangement for London RCC, involves total stakeholder buy in and allows direct management of the Service to remain within the Fire and Rescue Service, namely the London Fire Brigade. The LACC arrangement was designed to apportion equal control of the RCC between constituent FRAs. It has resulted in the creation of multifaceted & confusing costly governance arrangements totally diluting ownership and accountability away from front line staV, Chief Fire OYcers and the FRS in general. Indeed the layers of governance from LACCs to Group/National Services, National Coordination structures and the latest proposals on whether to establish a new Non-departmental Public Body (NDPB), or use an existing quango such as FiReBuy or even the National Police Improvement Agency dramatically removes the whole ethos of a local, accountable Fire and Rescue Service.
6. If alternative arrangements are adopted for the completion of FiReControl such as upgrading existing control rooms with the technology and equipment, many if not all of these costly layers of governance can be removed.
Chief Fire OYcer’s Association (CFOA), Local Authority Fire and Rescue Services (FRS) the Local Government Association (LGA) and the representative bodies the Fire Brigades Union and Unison have all raised concerns about the lack of Fire and Rescue Service involvement in the management and governance of the Regional Control Centres (RCCs) both in the short and long term.
7. Government has failed to place FRS professionals at the heart of its policy in operating eight out of the nine RCCs. They have alienated professional fire service employees by devaluing their commitment to the community and fire and rescue service.
8. Ministers intend to replace integrated, uniformed fire service professionals with a client/contractor relationship. The employees staYng the RCCs will be company staV with no association or belonging to the fire service. They will be providing a business service to the FRS. Employees will not be part of the fire and rescue service team. This is a step too far and is exposes the public and the FRA’s to increased risk that their core business is being handled by people outside the fire and rescue service. (Evidence attached—Shahid Malik MP 12 October 2009) Questions in the House. Shahid Malik 12 October 2009
StaV employed in the London RCC are eligible for the Fire Brigade Long Service and Good conduct medal as they continue to be employed by the LFEPA (London Fire and emergency Planning Authority)
StaV in other RCCs which are controlled by an LACC will not be in Fire Brigade Employment and will therefore NOT be eligible for the medal under the terms of the royal warrant.
Cornerstone and key to the success of operating any regional fire control centre is the fact that it is crewed by Fire and Rescue Service StaV.
Governance arrangements are in such a mess that London will be operated in this way, along with the status quo in Wales and Scotland.
Joining the Fire and Rescue Service is an aspiration of many people. Working in a Local Authority Company is certainly not. The anger felt by Fire Control Personnel at being removed from the service, their medal withdrawn and the unwillingness of Ministers to alter this situation has placed these employees on a war footing with the government.
9. The Government must ensure full stakeholder buy in immediately. It must alter governance arrangements to ensure all Fire Control Centres are operated and managed directly by Fire and Rescue Service employees. These are the people who want to remain in the Fire Service and professionals who are dedicated. They are the only group of people that will ensure delivery of FiReControl. Their professional approach and organising skills homed as part of the team within the structure of the uniformed section of the FRS has consistently exceeded expectations in situations such as the severe flooding at Tewkesbury, the tragic and major blaze at Buncefield and the London Terror Attacks. The public have the right to continue to be served at the front line by professional Fire and Rescue Service control staV.
10. The Inquiry and Ministers must recognise the anger and the utter strength of feeling on this issue and advise the Government to take immediate steps to ensure all control staV employed in any RCC remain as professional uniformed employees of the UK fire and rescue service with their continued entitlement to the Fire Brigades Long Service and Good Conduct Medal. This is cornerstone to valuing and recognising the role of the staV both now and in the future. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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11. If the inquiry decides the project should continue in its present form the following recommendations should be adopted: 11.1 The third party contractor arrangement (LACC) should be abolished immediately. 11.2 Any National and regional governance layers should involve FRAs CFOA, LGA and the representative bodies. Success of the FiReControl will only be accomplished if the Control Centres are under direct management and control of Chief Fire OYcers. Resilience can only be achieved if Governance arrangements are repealed and the Fire Service put back in the driving seat of the RCCs Recognise that FiReControl is not about a regional solution. It is misunderstood. FiReControl is a national solution for England. The reduction in the staYng of the proposed centres ensure that at peak times incidents and life risk calls will be managed in any part of Englands network. Acknowledge that this arrangement is a fundamentally flawed method of resilience. True resilience is ensued by the sheer number of professional staV providing this service at the present staYng level which has showed time and time again to have the capacity to respond to large scale incidents and flooding. A Computer reliant networked solution replacing the professional staYng of 46 FRS into nine centres is totally flawed when it comes to capacity. 12. Resilience Controls (Original Fire Brigades Union Proposal) The idea of the RCC buildings being used as resilience controls or fire service super centres is one that needs revisiting. Key to FiReControl, its viability,staYng model and costs is that during busy periods any RCC in England has the facility to take an overflow call from another region which is busy. If the call is involving immediate life risk, the remote RCC will mobilise resources (appliance/oYcers/attributes). 13. I ask the Inquiry to consider this basic scenario, and the risks involved Local Fire Controls support mobilisation of the local FRS Integrated Risk Management Plan (IRMP). Fire Authorities up and down the UK are quite rightly changing the crewing arrangements involving smarter ways of working. This can mean that firefighters (wholetime/retained or volunteers) may be operating a pumping appliance at a location and because of their skill set are required to be returned to a specific location to collect a specialist vehicle (example Special Rescue Unit) to deploy to a life risk incident. Many high rise appliances and specials are being crewed in this way. At present due to the professional knowledge, skills and training in local fire service procedures and policies, fire control staV ensure these intricate details are considered and ensure the correct mobilisation takes place when appliances are deployed elsewhere with crews ordered to return to collect special appliances for ongoing dynamic deployment to an incident. I want to use the scenario of a life risk fire or rescue incident at the House of Commons. London RCC are busy. The 999 call is answered by the RCC network, for example in the North East of England The technical solution must be so accurate, up to the minute with real time status that it advises the Operator in the (NE) that the required fire appliances in London to attend (possibly mobile in their area, or deployed already and need replacing) need to be returned to another location for the firefighters to crew specialist vehicles. There could be a risk that another centre in the UK may have already mobilised this resource. There can be no delay in life risk situations, otherwise the nearest fire appliance may not be mobilised. I am unconvinced that the system will provide this detail. 14. I call for the Commons Select Committee to recommend that FiReControl be halted in the face of mounting opposition to this project from within the service itself. 15. Acknowledge the technical solution has failed to deliver 16. That the inquiry recommends the changes proposed by the Local Government Association (November 2009) as a suitable way forward. 17. The Inquiry should weight this evidence heavily. This submission is presented from the view on the ground. Representation from the very heart of the FRS. The one fact in this inquiry that is inarguable. Fire Controls and their staV have never let our communities down. In fact they are the very people and services that recognise the requirements of our individual communities. . In complete contrast, unfortunately the same cannot be said about the FiReControl project. It has already let the FRS and its communities down. It has failed to deliver at all levels. The reputation of this scheme is now so damaged with both internal and external stakeholders/contractors that its viability and success is in some considerable doubt. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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References Mott MacDonald—The future of Fire and Rescue Service Control Rooms England and Wales 2000 Updated 2003 Out of Control—Fire Brigades Union 2003 OYce of Deputy Prime Minister (ODPM) Select Committee Report into Fire Service—January 2004 Select Committee Report into Fire Service—June 2006 Local Government Association Fire Service Management Committee—FiReControl Alternative Options—November 2009 November 2009
Memorandum from the Kent and Fire Rescue Authority (FIRE 02) Executive Summary — The Authority is profoundly disappointed at the progress of the FireControl Project and is now extremely concerned that the promised benefits may not materialise. — The Authority has consistently supported the implementation of the Project on the basis that it represents much-needed technological improvements to a mission-critical function. — Confidence in the Project, and the ability of the Department and its contractors to deliver the outcome successfully and in good time, has been severely dented. — Whilst the Project was promised as a cost-saving initiative, it will now cost this Authority considerably more to implement the regional solution than it spends on its current arrangements. Assurances as to future support payments cannot be guaranteed so the long term implications are that Kent and Medway’s council tax payers will be subsidising those elsewhere in the South East. — Repeated delays to implementation for this Authority have now placed us at risk of system failure as the current system nears the end of its natural life. As this cannot be allowed to happen the Authority is already incurring additional expenditure to develop contingency plans to address the possibility of further delay or cancellation. — If financial or other concerns drive one or more Authorities to withdraw from the Project then the cost increases for the rest may become prohibitive and the Project could collapse altogether. — The Authority has long been concerned that the lack of clarity about which functions will be included in the final solution will result in the Authority needing to retain functions in-house, increasing still further the additional cost burden. — The uncertainty for our staV currently working in mobilising control—who have maintained a very high level of performance—continues to grow. This is undesirable both for them and for the Authority as we expect recruitment and retention diYculties to increase.
Introduction 1. The Kent & Medway Fire & Rescue Authority has been supportive of the FiReControl Project based on the Government’s assertions that it provided significant technological advantages over the current system, would prove to be more resilient and interoperable, and would save money. The Project has been subject to repeated delay, a lack of clarity over the specification, project management changes, the abandonment of the savings argument (at least as far as this Authority is concerned) and often ineVective communications. We do, however, wish to acknowledge that there has been, more recently, a willingness on the part of senior CLG oYcials to be more open and honest about the Project and to get to grips with the contractors. Nevertheless, our confidence in the ability of the Project to deliver on its promises has been severely dented and we are now forced into the position where we need to actively plan for further delay or failure. 2. We have set out this brief submission under the following headings; timescales, the impact of the 2012 Olympic Games, costs, the impact on staV, technical issues and the growing risk to the Authority’s function.
Project Timescales—Delays and Slippages 3. The Authority was originally due to migrate to the new system in 2007. The most recent announcement has meant that Kent’s cutover to the regional control centre has now slipped to November 2012. Key decisions locally have had to be delayed repeatedly and our current mobilising system will be at least five years older than originally envisaged at the time of cutover. 4. Dedicated staV in Kent have assisted development of the FiReControl project since 2005 and external audits have highlighted the quality and timeliness of their work. However, some of the early work at national level, on attribute mobilising for example, is still no nearer completion some four years on. The news that Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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the prime contractor, EADS, has now appointed an alternative mobilising system supplier, years after contracts were signed, compounds the nervousness felt around project timescales and the possibility of further slippage or project de-scoping. 5. Project slippage has meant that two, possibly three, Authorities within the South East region will now migrate across to the RCC at the same time. The implications of this are still being discussed but inherently it would appear to increase the risk in this demanding final stage of the project that also coincides with the Olympic Games in 2012.
The Proximity to the Olympic Games in 2012 6. The proximity of the Olympic Games to the cutover of the RCC causes concern to many Authorities. The Olympics will be a national event, aVecting not just London. This point does not seem to have been given insuYcient consideration within the planning stages of the FiReControl project and the South East region is still destined to cutover at various points, both prior to and during the staging of this event in Summer 2012. 7. If, at a time of global interest, the fire & rescue authorities were experiencing problems with mobilising or call handing, the public risk as well as reputational damage would be unacceptable. The Authority has, on many occasions, requested a clear period around the Olympics to ensure that resilience plans can be prepared and exercised with the new or existing Controls in place. We still do not believe it would be advisable to increase risk through cutover of Controls to the RCC network in close proximity to the Olympics event.
Costs and Financial Considerations 8. The Business Case, finally released in May 2009, stated that costs had stabilised at £320 million. These increased to £420 million when the latest project slippage was announced. We believe that further delays are likely and that costs will rise still further. The time has long passed when Authorities believed that this would be an eYciency saving initiative. 9. The cost of the South East Fire and Rescue Control Centre (SEFRCC) is likely to rise due to a number of factors, not least the organisation design (OD) for the number of control room operators and management employed. The OD was presented as a “one size fits all” concept, which is unlikely to be the case when some RCCs will cover four FRAs and the SE region will cover nine. 10. CLG has issued assurances that any region or service facing costs over and above what they are already paying will be supported by a “resilience payment”. In the South East region, only Kent is forecast not to make a saving and at present the annual payment is set at £132,000. Given that, by a number of metrics, Kent’s Control is reckoned to be the most cost-eYcient, this is disappointing but not necessarily surprising. We are, however, concerned that these payments are based on outdated assumptions and it is not at all clear how we can challenge this. Moreover, these assurances cannot be given beyond the life of a spending review or a Parliament and, given the severity of the national economic picture, this Authority is likely to face still more increased cost in the future. In eVect, council tax payers in Kent and Medway will be subsidising their counterparts elsewhere in the South East. 11. The unresolved question of work that is in-scope or out-of-scope is a matter of considerable concern. Mobilising controls carry out a range of functions beyond simple call handling and any functions deemed out of scope but which are, nevertheless, important for the Authority’s operational eVectiveness will increase the overall cost to the Authority. Although the May 2009 Business Case allowed for an additional £1 million to pay for “out of scope” work, the payment would only be made until Authorities had subsumed this work within the organisation and in eVect allows for less than one Full Time Equivalent (FTE) per Authority.This demonstrates a lack of understanding of how fire and rescue authorities operate. Even with the possibility of some regional collaboration, there are numerous activities which require an Authority to “own” its data. One FTE is unlikely to be suYcient and an additional administrative and operational cost burden will fall on Authorities.
The Impact on Staff 12. The FiReControl project obviously has a direct impact on control staV. The continual realignment of project timescales has not only meant further uncertainty for them, but has also increased management time and costs dealing with resignations, recruitment, and selection. It does seem ironic that a consistently high-performing group of staV are placed in this position. 13. The location of the RCC eVectively limits the opportunities for Kent control staV to transfer. This has meant that management resources have also been spent on redeployment opportunities, retention schemes and other opportunities with other agencies. The project slippages also aVect internal project plans for dealing with staff’s aspirations, training and future development opportunities. 14. The aVected staV are the first point of contact with the communities we serve. They have been working through a period of increased uncertainty since the inception of the Project and the repeated delays and uncertainties have done nothing to allay their long term fears for their future. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Technological and Procedural Issues 15. In a brief submission it would be unhelpful to dwell in detail on the innumerable technical and procedural diYculties experienced by the Project so far. We would, however, point out that much of the promised new technology reflects what we have already invested in here in Kent. Many of the products being made available such as the national interpreting service, SMS emergency calls for the hard of hearing and pre-alerting were initiated within Kent. A major concern is that in the event of any future “de-scoping” to meet either budget or time pressures in the national Project, we may actually lose some of the technological advances we have already made. 16. One specific example may be helpful. For some time, Kent has been using OYcer Mobile Devices (OMD) to provide automatic vehicle location, mobilising via data messages and automatic status updates. The FireControl Concept of Operations states the project will provide these. However, recently there has been confusion as to whether this will indeed happen which has forced us to abandon important development work on the system and rely instead on FireLink radios. This is frustrating, time consuming and expensive in terms of training. In our view it is also symptomatic of the lack of clarity in relation to technological and procedural detail within FiReControl.
The Increasing Risk 17. Our Corporate Risk process has long identified the FireControl Project as the most significant we face. It relates to a core function vital to discharging the Authority’s statutory responsibilities. It is also the first contact for members of the public needing help. Its continuing eVectiveness is, therefore, always uppermost among our concerns. 18. The most recent delay announcement led to a decision by the Authority to commission an independent external audit to investigate the ability of the command and communications functions to remain fit for purpose until 2015, following previous risk assessment outcomes. The Authority is currently considering the full impact of this review which it has just received, but it is clear that detailed contingency plans will need to be developed now, and paid for, to address the possibility of further delay or project failure. In the event that FiReControl does finally deliver on its promises this will have been significant unnecessary expenditure at a time when we can least aVord it. Unfortunately, we now view this as inevitable. 19. However, the worst-case scenario is now a possibility. If the Project is eventually abandoned the Authority will need to procure a replacement system, a process that we currently estimate could take as long as three years. The assurances of commitment and delivery have meant that the Authority has not needed to make budgetary provision for replacement. So, at a time of what is likely to be unprecedented financial constraint over the next five years, we will need to make provisions for this as a matter of extreme urgency.
Conclusion 20. The Authority remains supportive of a better technological solution and accepts the operational logic of an interlinked, resilient national system. The repeated delays and confusion have not only led to a rapid decline in confidence but also the distinct risk of project failure. Such a failure will leave fire and rescue authorities faced with an expensive business-critical risk to be addressed at a time when they are being pressed for substantial eYciency savings. The situation is, we believe, urgent. December 2009
Memorandum from Stoke-on-Trent and StaVordshire Fire and Rescue Authority (FIRE 03) 1. Executive Summary 1.1 StaVordshire Fire and Rescue Service firmly believes that the FiReControl Project will deliver enhanced Fire Control capabilities that will not only be able to deal with normal levels of response activity but also the increased magnitude, complexity and frequency of demand associated with terrorism threats and the eVects of climate change. 1.2 The increased resilience of the nine networked Regional Fire Controls will ensure that the response from the Fire and Rescue Services will be optimised with the resulting improvement in protection of the population and responding emergency service staV. 1.3 The threat from terrorism remains and many inquiries have identified the need to have command and control facilities with the ability to provide support across the whole of the incident rather than by a number of disparate control facilities. Regional Control Centres will enable a co-ordinated response to ensure optimum deployment of resources in the right place at the right time. 1.4 The increasing changes in climate and extreme weather conditions are becoming more common and require resources from wide areas to deliver emergency and rescue services to large numbers of people, utilising a wide range of resources from many Fire and Rescue Services and other emergency response organisations. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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2. Introduction to Author 2.1 Peter Dartford is the Chief Fire OYcer/Chief Executive of StaVordshire Fire and Rescue Service. He is the Regional Project Director for the West Midlands and chairs the Regional FiReControl Project Board. He represents the Region at National Level on the Local and Regional Delivery Group and is a member of the Project Assurance Board.
3. Staffordshire Fire and Rescue Service Position 3.1 There are three fundamental areas that must remain at the forefront of any Inquiry or Review of FiReControl. They are three areas that underpin the concept of FiReControl and they are as valid today as ever before. These three areas are: — Improved resilience of control room operations — Coping with the eVects of climate change — The need to deal with acts of terrorism.
3.2 Improved Resilience 3.2.1. FiReControl will deliver a national network of nine, resilient, Regional Control Centres, which will receive calls, and mobilise and co-ordinate resources across the country, replacing 46 stand-alone centres. 3.2.2. Secondary mobilising systems will be provided across England to ensure resources can be mobilised when primary systems fail. This facility will be available to every Control Room Operator to mobilise a resource from any Fire Station on the country. Currently this cannot be achieved by any control room outside the particular Fire and Rescue Service whose area the fire station lies in. 3.2.3. At times of increased emergency call rates to control centres, the FiReControl network will automatically divert a call to another RCC should the local RCC be too busy. All such calls will remain in the network and be dealt with, monitored and recorded seamlessly, with no loss of data. Current facilities to deal with this rely on call re-routing via the BT network to a pre-determined fallback control, usually a neighbouring FRS. Should that FRS control room be busy also, the call reverts back to BT to locate an available control room, a process that can take several minutes. If the call is taken by the fallback control, then details of the call are relayed back to the parent FRS via fax, at which point it receives immediate attention. 3.2.4. Many existing Fire Control rooms are not purpose built and are unable to meet modern operational requirements especially when dealing with large scale incidents or spate conditions. 3.2.5. Technology across the existing Fire Control rooms is inconsistent and in some cases ageing, pending the transfer of operations to RCC’s. FiReControl will deliver modern technology and systems that will be consistent across England and are essential to maintain public safety. This will enable any Fire Control Operator in any control room to mobilise any appliance in England, including mobilising appliances across Service boundaries.
3.3 Coping with the EVects of Climate Change 3.3.1. The eVects of climate change are now becoming all too common with well documented examples of such events increasing year on year. Examples of extreme rainfall, devastating communities, causing loss of life and infrastructure present all emergency and response services with significant response, logistic and co-ordination problems. Particularly where such events span FRS borders, response arrangements need to be co-ordinated between one or more control rooms, operating with diVerent response, welfare and operational policies. Local control rooms are often over-run with emergency calls and command and control activities in order to cope with demands of the incident. There is no facility to formally transfer demand to another control room other than the existing fallback arrangements. Regional Control Rooms will share the same technology and will seamlessly be able to handle calls from anywhere in the country (see 3.2.3 above). 3.3.2. Two elements of the Fire Resilience Programme have delivered many of their stated outcomes. The Firelink Project has already delivered a single digital wide area communications system that forms an integral part of the FiReControl system and New Dimension has delivered a wide range of capabilities to deal with a variety of major incidents. The FiReControl element, to complete the overall delivery,is required to ensure an enhanced call handling and mobilisation capability. This includes the provision of RCC’s, fire station mobilising equipment and appliance mobile data terminals. 3.3.3. A review of the 2007 floods; “Facing the Challenge”1 by Sir Ken Knight studied the role of Fire Controls and concluded: “The review findings underpin the rationale for the FiReControl Project and concludes that a number of the diYculties experienced in the existing disparate fire control arrangements will be overcome through the proposed RCC network. ……… The findings also seek to add the experience of the significant events of 2007 to inform the operating protocols that will result from the introduction of RCC’s. I am satisfied that the introduction of the RCC’s will significantly enhance the service to the public and the response from the Fire and Rescue Service, particularly during periods of peak demand” Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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3.4 Dealing with Acts of Terrorism 3.4.1. Ever since the events of 11th September 2001 in New York, there has been a growing understanding of the need to manage the co-ordination of large scale incidents where multiple agencies have a role to perform. This has been highlighted in the McKenzie2 report into the events of 9/11 which states the need for a “well-defined, flexible, and complete command and control structure for major incidents, with clear and consistent responsibilities and roles. In addition, the FDNY should improve the support it provides incident commanders so that crucial functions can be eVectively performed, including command and control, planning, logistics and inter-agency coordination”.
The Mott MacDonald3 report expands this further with: “The scale and complexity of September 11th meant that vast resources were deployed throughout the city with little cohesion or co-ordination. Many resources failed to report to established ‘staging areas’ from which they would have been deployed in a systematic manner to appropriate locations. As a result FDNY control could not accurately track resources or personnel or deploy the appropriate information and command strategies. Dispatch operators were overwhelmed with emergency calls limiting their ability to respond eVectively and to concentrate on the dispatch and control of resources and personnel. Voluntary support from units not assigned to the incident and from oV- duty personnel complicated control functions. IneVective and infrequently used recall procedures further confused the situation and created a disorganised environment in which the maintenance of eVective control was diYcult”
With regard to the incident at the Pentagon in Washington DC at the same time, Mott MacDonald records: “The response to the Pentagon incident was similarly disturbed by the adverse eVects of self- dispatching resources. This proved to ‘complicate the exercise of command, increase the risks faced by bona- fide responders and exacerbate the challenge of accountability’. Although Incident Command procedures were implemented early on, the ad hoc nature in which resources were mobilised and dispatched undermined the ability of the Incident Commander to maintain control of the resources on-site and arriving and to manage a strategic response accordingly.”
3.4.2 Sadly, recent history has proven that the UK is not immune to acts of terrorism following the London Bombings in July 2005 and the attack at Glasgow Airport in June 2007. The FiReControl system will put into place a Control network that will ensure a fully co-ordinated response to such events that will greatly improve public protection and responder safety.
4. Recommendations 4.1 That the FiReControl Project is endorsed by the Parliamentary Committee and is given suYcient and appropriate resources and support to enable it to fully deliver improved capability and resilience in Fire Control operations across the country as soon as possible in order to save lives and raise the standards of public protection and responder safety.
4.2 That the Inquiry gives further support to the outcomes of the FiReControl Project delivering a national scale, fully resilient system that is able to deal with the exceptional demands that occur at times of national level emergency situations as a result of severe climate conditions and terrorist attack, the frequency of which are likely to increase in the future.
4.3 That the Inquiry recognises that to halt or amend the FiReControl Project would delay even further the provision of facilities required by Fire and Rescue Services to meet the challenges of today and the future. Also, that it recognises taking an alternative approach to the provision of these vital facilities is likely to cost more than progressing with FiReControl as planned.
5. References 1. Facing the Challenge—The Chief Fire and Rescue Adviser’s review of the operational response by the Fire and Rescue Service to the widespread flooding in England during 2007: Sir Ken Knight. CLG March 2008
2. FDNY McKenzie Report following the Attack on the World Trade Centre, New York, 11 September 2001.
3. The Future of Fire and Rescue Service Control Rooms In England and Wales—Update 2003: Mott MacDonald January 2010 Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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Memorandum from Merseyside Fire and Rescue Authority (FIRE 04) 1. Merseyside Fire & Rescue Authority (“the Authority”) is one of the fire and rescue authorities to which the Fire Control Programme applies. 2. The Authority firstly confirms that it will comply with its statutory obligations to make arrangements for dealing with calls for help and for summoning personnel, and to have regard to the Fire & Rescue National Framework including those provisions relating to the National Fire Control Project. 3. However, the Authority makes the following observations regarding the Fire Control Programme.
Progress with the Project so far 4. The Authority is fully cooperating with CLG and the recently established NW Fire Control Company, in progressing the National Project. However, the Authority is concerned that: 4.1. Whilst the Fire Control building is in place, and has been for some time, it is still not clear to the Authority that the information technology solution contracted for by CLG will be delivered, or be capable of being delivered in full or in part, or whether the current project timetable will be met in whole, or part, or at all. 4.2. There are many convergence issues outstanding, which have yet to be resolved. 4.3. Implementation of the project will entail a complicated suite of contractual documents being agreed by fire authorities, the regional control companies, CLG and the main contractors. The detail of those contractual documents have yet to be finalised or agreed. The refusal of one or more of the relevant parties to those contracts to enter into them could adversely impact upon the progress or implementation of the project. 4.4. The potential for further variations to the project leaves uncertainty for Control Room staV, who perform an important role for the Authority. 4.5. Whilst a national and regional business case has been produced, this indicates overall only a marginal saving of approximately £400,000 per year across the North West, notwithstanding assumptions entailing approximately a halving of staV. In addition, the assumptions (such as StaYng Models, staYng numbers and IT costs) may or may not be realised in practice, also leading to further uncertainty as to costs. Moreover, the business case was not completed until after the major contracts (IT and Property) were awarded, which results in a situation where it is extremely diYcult to make a decision not to proceed with a project if the business case does not support the implementation of the project. Fire & Rescue Authorities are used to completing a business case before contractually committing any significant sums, thereby giving the Authority maximum flexibility if the benefits sought are not justified by the anticipated costs. Whilst it is appreciated that realistic costs of ICT and premises are unlikely to be achieved until a procurement process is undertaken, such a process could be undertaken to the point of evaluation of bids, whereupon a business case could be compiled prior to award of contracts. Where substantial contracts have been awarded prior to conclusion of the business case, then it is likely that a business case would have to take account of the potentially substantial costs of cancellation of contracts, if the project did not proceed, which is tantamount to a business case to the eVect that it will be more cost eVective to proceed with a project rather than to cancel it because of termination costs. Whilst it is recognised that CLG has also indicated that additional costs would fall to be met by “New Burdens” grant funding, in the current financial climate it is not clear that any increase in costs will continue to be met by Government throughout the life of the Fire Control Project (for example, in relation to the additional costs relating to any subsequent re-procurement of IT when the current IT contract expires). 4.6. Indeed, because decisions still need to be made as to staYng arrangements, and apportionment of costs under the national IT contracts and the long term arrangements for New Burdens funding, the Authority is not certain as to the financial implications to the Authority of the proposed move to a regional control arrangement.
5. The Reasons for the Cost and Time Overruns which the Project has experienced 5.1. The Authority considers that one of the reasons for cost overruns is the procurement of the buildings for the project in a manner which has resulted in the buildings being constructed and available for use in advance of the Information Technology solution being available (and which currently still is not available). Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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This position could have been avoided by, for example: (a) Letting a combined contract for the provision of ICT and premises, and passing the risk of delays to the Contractor. Whilst the risk transfer will have entailed some cost, this could potentially be less cost than has been incurred because of the separation of the two issues, or (b) Letting contracts for the provision of premises only when it is certain that the Information Technology solution is capable of being provided, or linking the timing of provision of the premises to the availability of the IT (for example, by letting contracts for the accommodation on the basis of options exercisable by CLG when the IT arrangements have been suYciently progressed, or on a conditional basis). In addition, the Premises appear to be significantly oversized taking into account the position that it is likely that only approximately 20–30 people are likely to be working at the premises at any one time. 5.2. The Authority understands that there have been problems between CLG and the national IT contractor, in terms of the overall solution. Perhaps a more rigorous evaluation of the bids for the national IT contract would have identified any concerns regarding the ability to deliver the IT solution earlier in the process. It may have been more appropriate for CLG to appoint a suitable contractor to develop a functional design specification first in terms of designing a technological solution that could provide the functionality sought, and then contracting for the supply of that functional specification, if and when a suitable functional design specification had been produced.
6. What, If any Changes need to be made to the Government’s Plans for Proceeding with the Project? 6.1. In the context that it is not clear to the Authority that the Information Technology Solutions will be in place in suYcient time to enable the existing timetable to be met, it is suggested that the Government: (a) Reconsiders the overall timetable for the Programme, and/or (b) Reconsiders adjustments to the proposed dates on which specific FRA’s or regions are programmed to move to a regional control facility, and (c) Develops a fall back strategy for provision of Control Room functions, in consultation with FRA’s and the LGA in case the Information Technology Solution is not capable of being delivered on time or at all. 6.2. In the event that the IT contractor is unable to provide the required solution to the extent that it results in the IT contractor being in serious breach of its contractual obligations, then Government is requested to consider the option of termination of the national ICT contract and moving to an alternative arrangement. December 2009
Memorandum from Derbyshire Fire & Rescue Service (FIRE 05) Summary The perceived benefits of the Regional Control Centre programme were largely as follows: — To create Control Rooms capable of dealing with very large incidents, especially cross border. — To have Control Rooms with a great deal of technological resilience with commonality of controls to facilitate fall-back arrangements. — The accrual of cost savings in moving from 46 to nine Control Rooms. — Enhanced collaboration between the emergency services with such cross border and standardised entities. — Enhanced service delivery benefits with more regional working with common procedures, practices, naming conventions and common key datasets with eYciencies in information accessibility and resources. 1.0 For the above to be realised, however, it would appear essential in the first place, purely from an operational perspective, to sort out common procedures, practices, naming conventions and common key datasets, certainly across a region and probably nationally upon which the technological solution would be based given that the Control Room would no longer be based within a single FRS but would need to service a number of FRSs. 1.1 Secondly, it would also appear essential to sort out the political and legal relationships that would have to pertain between the RCCs and the individual FRSs and the Government so that everyone was fully aware of their rights and responsibilities under the law and within the wider political landscape. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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1.2 Thirdly, given the nature of the technological resilience envisaged for the RCCs with their specified need to be able to fallback to each other in the event of any serious failure and the data rich environment that would be needed to overcome issues of lack of local knowledge etc a tried and tested “end to end” technological solution needed to be specified which could support the procedures, practices, naming conventions and datasets detailed above.
1.3 The Mott Macdonald report of 2003, The Future of Fire and Rescue Service Control Rooms in England and Wales, puts forward what it sees as a good example of how a new integrated regionally based Control Room could realistically be achieved wherein it cites the example of The South Wales Fire and Rescue Service which was created from three existing Fire Services, Gwent, Mid Glamorgan and South Glamorgan.
1.4 The new regional service was created with all of the appropriate political backing and legal underpinning in place. Procedures and practices were then rationalised and common naming conventions and key datasets created for the new service. Obviously the relationship between the new Regional Control Centre and the South Wales Fire Service was made clear as the Control Room was firmly established as part of the new command structure with the appropriate technology specified to underpin all of this and put in place with a high level of positive user engagement.
1.5 It would appear that the FiReControl project has attempted to do items 1.1, 1.2 and 1.3 in parallel to each other in a rather jumbled fashion rather than in the logical order pursued in the South Wales Fire Service scenario with the establishment of a new political framework of responsibilities followed by a related legal framework, followed by new common procedures and practices and consequent common naming conventions and datasets, followed by the specification of appropriate, resilient technology to underpin all of this with the appropriate user involvement. Thus we still do not have clear common practices and procedures in place across the region or nationally and have not established common naming conventions to any great degree, apart from the single instance of national call signs. Nor have we identified key datasets which we all can utilise and appear to be some way in the distance.
1.6 Although LACCs have been formed to oversee the RCCs it is still not clear what the legal framework is and how individual FRSs will relate to the RCCs. What can FRSs legally expect from the RCCs and what can the RCCs legally expect from the FRSs. Are indeed the RCCs the agents of the FRSs who thus far have the legal responsibilities for Fire and Rescue activities or will there be some other arrangement.
1.7 There is also no clear political framework in place that encompasses the relationship between the Government, the LACCs, the RCCs and individual FRSs. However, with all of that up in the air, a contract has been signed between CLG and EADS to put in place a technological solution for a national network of nine RCCS. The FRSs have had no direct sight of this contract and so cannot comment upon its suitability directly, CLG being the customer and EADS the contractor with FRSs being some vague “end user”. However as the contract was signed in 2007 it has become apparent to FRSs that there would appear to be no tried and tested technological “end to end” resilient solution ready to be rolled out but merely a core system which is being constantly added to and refined.
1.8 The related Firelink project which supplies the radio communications is also a little semi-detached from the FiReControl project with often unforeseen anomalies when the two projects coincide. For FRSs it is often diYcult to know where responsibility lies between the two for any specific product or activity.
1.9 From the FiReControl project, software products already released have left a lot to be desired in terms of their quality and appear to be constantly being worked upon. To the FRSs, therefore, the perception has gained ground that CLG have signed up to a generalised functional specification which will be translated down the line into a more refined technical specification as needs must.
1.10 The cost savings promised also do not appear to be now realisable with deadlines being continuously abandoned and with all costs spiralling from their predicted base possibly as a result of the lack of legal, political, procedural and technological resolution alluded to above.
1.11 Thus the conclusion appears to be that major legal, procedural, political problems still exist and even the technological solution is not settled two years after contract signing. FRSs, therefore, have little confidence left that all of these issues can be resolved in a reasonable timeframe and are already having to look to other possible solutions to prop up their existing, ageing mobilising systems. This is all the more galling to FRSs as they perceive that if the one billion pounds plus, which it is considered will be the cost of the FiReControl project, had been divided amongst the individual FRSs, perhaps with some central guidance on levels of resilience and cross border collaboration, then there would have been more than enough money for technological resilience and enhanced functionality based upon existing control room structures. Needless to say staV morale would also have been rather more enhanced than it is at the present time. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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2.0 Issues 2.1 Political and legal framework for RCCs 2.1.1 As expressed above it is crucial for FRSs to know where they stand in relation to the RCCs. In the main it is understood that RCCs will carry out the wishes of the individual FRS when mobilising resources within the FRS’s boundaries, as expressed by the business rules etc formulated by the FRS and sent across to the RCC. However in exceptional circumstances the RCC reserves the right to mobilise resources as it sees fit especially regarding very large incidents, cross border etc by passing FRS rules in those instances. Thus the RCC by implication has legal responsibilities in its own right, separate from the FRSs. At present it is only FRSs which have statutory duties to undertake fire and rescue operations and to mobilise appropriate resources in a timely fashion. Statutory duties, it would appear would need to be extended to include the RCCs. Thus there would have to be a clear legal demarcation between the rights and responsibilities of the RCCs as opposed to those of the FRSs. 2.1.2 At present the political and legal governing bodies of the FRSs consist of Fire Authorities based upon local authority boundaries. The RCCs are going to be governed, politically and legally it would appear, by LACCs consisting of councillors from the region in which they operate. However if a FRS has a problem with the RCC which it cannot work out using the normal channels it would have to appeal to the Fire Authority to take that forward to the LACC for resolution. But as the same councillors sit on both bodies is there not something of a contradiction in their respective roles. 2.1.3 Undoubtedly at present there is an implied overlapping of responsibilities between FRSs and RCCs which could potentially be dangerous. If the RCCs were wholly subordinate to the FRSs in their legal obligations, operations etc then there obviously would be no such problem but with the RCC’s perceived responsibility to act regionally or even nationally if it needs to then there is a de facto authority embedded within the organisation which sooner rather than later needs to be translated into a legal reality.
3.0 Common Procedures,Practices and Datasets 3.1 The need for common procedures, practices, naming conventions and common key datasets is a high priority if the RCCs are to function properly across borders. However after more than five years since the inception of the FiReContol project, after numerous workshops and seminars at all levels there is perhaps only one firmly agreed common way of working which has been promulgated across FRSs and that consists of the establishment of a set of national call signs. Everything else is still being worked upon. 3.2 All of the above needs to be established so that FRSs can embed these new procedures, practices, naming conventions etc into their organisations and this is extremely time consuming. Once these have been embedded within the FRSs then mechanisms need to be formulated whereby key datasets related to these procedures and practices can be sent across to the RCCs. 3.3 Because of the detached nature of the RCCs (detached from individual FRSs) their ability to operate eVectively will depend to a very large extent on the quality of the data sent from the FRS so it is essential to ensure that information rich data is sent across in a timely fashion and that the integrity of that data is maintained. Similarly data needs to be received from the RCCs at the FRSs so that the FRSs can be in a position to know how their resources are being deployed and how their resources are performing over time (all of which FRSs are aware of now). 3.4 We appear to be a very long way oV from establishing these things and if the RCCs are not going to become very poor quality call centres then these things are essential. The richness and quality of the data used and outputted will to a large extent dictate the quality of the RCC operation.
4.0 The Technological Solution 4.1 At contract signing in 2007 the FRSs were under the impression that CLG had signed up to a tightly specified “end to end” nationwide mobilising system which just needed to be rolled out and installed at each station within each FRS. However as the months and years have rolled by it has become apparent that the specification has not been that tight. Initially no station end mobilising kit had been specified there was merely the core system at the individual RCC. 4.2 The provision of the station end kit was presumably to be the responsibility of the FRS plus the negotiated attempt to interface with the RCC’s core system. As the diYculties of that became apparent eventually the powers that be relented and station end kit was included in the scope of the project. But this still does not include one key system. FRSs at present, via a mobilising cabinet, send mobilising messages to stations which appear on printers and which set oV lights and alarms, alert oYcers using paging systems or similar and alert retained fire fighters using proprietary alerter systems consisting of small range vhf transmitters based at stations, connected to their control rooms. 4.3 The retained fire fighters have small pager-type receivers which receive the mobilising call notifying them to attend their stations. The retained alerter system is still not included under the FiReControl project, even though retained fire fighters comprise a substantial part of the FRS’s workforce. It is the FRSs responsibility to supply and maintain such a system and interface it to the RCC system via the RCC network. This will complicate the operation of the RCC, obscuring system responsibility when it should be centred Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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on a single entity (as it is in most FRSs now). Needless to say if FRSs were setting up a new mobilising system they would specify such a system end to end, including retained alerter systems and have maintenance responsibility operationally in one place.
4.4 Furthermore, this late in the project, a key functionality of the system has not yet been determined. There is still no technical definition which defines how oYcers will be alerted and mobilised. The recently suggested switch from the Ericsson core mobilising system to an alternative Intergraph product this late in the day further enforces the doubts as to the suitability of the technological solution. CLG and EADS have suggested that switching systems should not greatly alter the findings of functional workshops which have attempted to determine how the system will operate but FRSs experience of system architecture suggests that each system has its own methods of doing things embedded within it and it is not so easy to change things.
4.5 So far DFRS has received two major IT products from the project. These are MDT1a (Mobile Data Terminal software for holding risk-based data within the fire appliances) and DCMT1 (Data Collection and Management Toolkit software for collation of risk based data related to the existing mobilising gazetteer). Both of these products although based on commercial “oV-the-shelf” software have displayed numerous quality flaws which have had to be rectified in ongoing and often acrimonious discussions with EADS and CLG. Indeed a number of issues are still outstanding.
4.6 Major issues are also still outstanding regarding such matters as how we will connect to the RCC, how we will send data to them, how we will receive data from them, how we will maintain key datasets, how the station end kit which they are supplying will be installed and maintained etc.
4.7 Thus the conclusion that FRSs have come to is that there was never a tried and tested technological solution ready to be deployed which could meet the aspirations of the correct levels of resilience and functionality detailed within the FiReControl literature and we are still a long way from achieving those levels. There is a danger that aspirations will be watered down as problems with the technological solution multiply to the extent that the functionality of the RCCs will be worse than the existing functionality based upon Control Centres in FRSs.
5.0 Costs 5.1 One of the benefits of the RCC network was going to be the savings accruing from the reduction of 46 to nine controls for the country. However it has become apparent that these predicted cost savings have largely evaporated. Even the FiReControl literature is not now predicting any substantive savings. FRSs would point to the time overruns and the still unresolved issues surroundings all of the above.
5.2 There is still a massive discussion still to be had between the FRSs and the RCCs as to how much “back oYce” functionality will be undertaken in each organisation to replace what is undertaken now in FRS’s control rooms over and above the simple mobilising process, all of which is not costed. Although CLG recompense FRS for various so called “new burdens” costs arising out of the Firelink and FiReControl projects nevertheless there are still substantial costs which are not met. Large parts of the extra, unforeseen, expenses incurred for maintaining the present mobilising system which in DFRS is well over three years beyond its original end contract date have had to be met by the FRS.
5.3 A large part of the extra staYng costs are not met which includes the extra work other staV members have to undertake within DFRS beyond the core project team. Although some of these staYng and other costs can be seen to have brought some value to the FRSs in that they have allowed the FRSs to examine various procedures and processes, nevertheless it has to be admitted that much of this cost would be unjustifiable in the ordinary course of events. Thus there are substantial costs to the FiReControl project incurred by the FRSs which do not appear within the oYcial project figures which if they were to be properly costed would definitely wipe out any proposed savings and would probably show that the FiReControl project taken as a whole was more expensive than the status quo with as yet unproven and unrealised benefits.
6.0 Conclusion 6.1 Unless certain political, technological and legal barriers can be quickly overcome to expedite new ways of working and the appropriate use of common technology then the project as it now stands is probably not achievable to the quality standards envisaged in a reasonable timescale.
6.2 As a good number of FRSs have mobilising systems now well beyond their contracted life it could be a good time for a number of neighbouring Fire Services to come together to jointly procure a new locally based but resilient mobilising system. Thus an alternative model needs to be considered, perhaps based upon existing control rooms with proper technological and procedural resilience designed in, between immediately neighbouring Fire Services. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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6.3 FRSs could be legally tasked with planning for very large incidents which crossed borders as this is primarily a procedural issue rather than a technological one. Such a project would involve between two and five services which would form a manageable project team and have a good chance of reaching some sort of conclusion in a reasonable timeframe. December 2009
Memorandum from Lancashire Combined Fire Authority (FIRE 06) 1. Introduction In response to the call for evidence for the Select Committee on FiReControl, Lancashire Combined Fire Authority provide a submission under the following main headings: — Project Management. — Costs. — StaV issues. The Authority continues to actively engage with the CLG to discharge its responsibilities under the Fire and Rescue Services National Framework to deliver the best solution forward for the Regional Control Centre. However, it believes increasing costs, together with numerous slippages, threaten the viability and credibility of the project.
2. Project Management 2.1 Business Case Approval Ministerial leadership and key CLG staV has regularly changed throughout the project. This has resulted in a lack of continuity, particularly with verbal commitments. One example of this was the Senior Responsible OYcer (SRO) committing at a North West Seminar, that Authorities would be presented with the full business case to approve or otherwise. This was originally due in spring 2005 but delayed until October 2006. On her departure this commitment was remembered by elected members, but lost to the FiReControl Project. With the presentation of a full business case in 2009 and lease and infrastructure service contracts signed, the CLG has in essence delivered a fait accompli to Authority Members. This is reinforced by the £320 million committed to the project to date, over 75% of the expected cost.
2.2 Slippage The project has been blighted by slippage. It is understood that in a project of this type unforeseen events may cause some change in timescales. However, most recent issues revolve around the infrastructure services contract. Part of this procurement would have included agreeing specification and delivery to an agreed project plan, with financial remedies for non-compliance. It would be helpful for the contractual cause and consequences of any slippage to be explained to Authorities. Timing and communication of slippage has also been disappointing. Little regard has been given to the dedicated, professional staV working in Control Rooms across the country whose careers are deeply aVected by these changes. Announcements as Parliament recess with little notice to FRA has become a common approach.
2.3 Accommodation Although FRA’s have had some input on the accommodation workstream they were not provided with the proposed design until after construction contracts had been let. By any measure the accommodation is too big for solely a Regional Control Centre. For example in the North West the maximum number of staV handling calls will be less than 20, yet there are 47 potential oYce spaces, 80 parking spaces and a refectory for 30 (albeit any breaks would be staggered). The opportunity to provide a fit for purpose, more economic and eYcient Regional Control Centre has simply been missed by the CLG. It will be for FRAs to pick up these additional costs through the lease and facilities management contracts.
2.4 Central Project Delivery/Resources It is evident that the diVerent workstreams in the project have been delivered at very diVerent rates. Hence many of the RCC buildings were nearing completion before the infrastructure service contract was let and available nearly 4 years before the programmed cutover date. It is also worrying, given the project has been running since 2004, that the detailed requirements of the technical solution is still being developed. It is not clear what the Central Project Team with significant numbers of secondees have been progressing throughout the project to date. Slippage has meant that some FiReControl work has not been available to action. Within FRA, resources can be redirected onto other necessary work when not required to work on Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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FiReControl issues. However, this is not the case with the Central Project. It is only recently that FRS secondees have been released from their role within the Central team and returned back to FRS to reduce costs when workflow has been interrupted by blockages in the project
2.5 Sustainability It is understandable that following terrorist attacks in London and abroad there will be an increasing emphasis on resilience. However resilience must be coupled with sustainability. The building lease for the RCC is for 25 years (possible two years extension), the infrastructure services contract is for eight years (possible three years extension); the FM contract is for seven years (possible two years extension) and the Firelink Contract for 10 years. However all the emphasis is on initial delivery not how these contracts will be aligned, renewed or refreshed in the future. It remains unclear who will fund the next generation of the system and how replacement will be managed whilst maintaining resilience and interoperability.
3. Costs 3.1 Financial Assumptions A weakness of the FiReControl project is it is continually working against an uncertain financial backdrop. The business case is diYcult to follow as there is not clear trail about the project costs and benefits included since the inception of the project, without cross referencing to at least three other substantial documents dating back to 2004. Despite the presence of the Finance Working Group, financial assumptions are not agreed before publication. This results in a full business case being issued when assumptions made are still in dispute. For example, it is assumed in the business case that the current cost incurred in running existing controls will automatically be saved on transition to RCCs. This is simply not the case. With the eYciency agenda most FRS are seeking to downsize so extra oYce space is not required. Furthermore a commercial let of a control room which is normally integrated within a wider premise is not feasible.
3.2 Cost Apportionment Lancashire CFA would also contend that the CLG’s apportionment of infrastructure service and central support team costs is flawed. The CLG has stated their intention to apportion should have been: — Simple, transparent and easy to understand. — Relatively stable over time. — Reflects the region’s ability to pay. Their preferred method was apportionment based upon the relative share of tax base and they went out to consultation on that basis. This is the method for apportionment that was used in the Full Business Case. The Authority would argue, given that all RCCs will have identical IT specifications and requirements, that shared costs should have been split equally between regions. This would also have avoided the situation where local tax payers in one region subsidise tax payers in another. This approach fulfils the first two CLG criteria in the bullet points above. Also given the CLG has already agreed the concept that resilience payments will be made to regions incurring net additional costs, the regions ability to pay will be taken into account by this provision.
3.3 Critical National Infrastructure Requirements The requirement for RCC to be part of the Critical National Infrastructure is obviously a CLG requirement based on enhancing national resilience. It is well in excess of current standards. The business case does not highlight clearly what elements of the costs are attributable to national resilience and Critical National Infrastructure requirements. Lancashire Combined Fire Authority believes that in line with the New Burdens doctrine such costs should be clearly identified and centrally funded. One example of these costs is the 24/7 security required at the RCC. FRA will be liable for these costs through the facilities management contracts. Clarity regarding how these costs have been allocated is required.
4. HR Issues 4.1 Over prescription of Structure and StaYng It is recognised that HR solutions rests with the employer in this case the respective RCCs. It has taken time to resolve the governance issue to enable the employer to become a legal entity and all parties must accept some responsibility for any delays. However the FiReControl Project has generally adopted a utopian approach to HR issues. The papers provided are largely theoretical best practice, detached from the reality of existing terms and conditions and TUPE tensions. Much of the work that has driven eYciencies has been commissioned on a regional basis. It is unfortunate that the Project could not have been more proactive in this respect. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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The supervisory structure was devised when staV numbers were estimated to be 100–130 and has never been adjusted despite operator numbers being reduced. This provides a level of supervision particularly at a senior level unparalleled anywhere else in eYcient Fire and Rescue Authorities. This is just another example of lost opportunity to optimise the RCC.
4.2 Communications Over the duration of the project Communications has generally been poor. There have been some good examples such as the locations release but the FiReControl Communications leads have been many and short-lived. The problem is less to do with individuals and more to do with the priority Communications commands in the FiReControl Project. Most recently there have been some encouraging signs, with the appointment of a new Communications Lead with the recognition of who is responsible for which messages to which stakeholders. Part of the frustration is the consistency and credibility of the messages we give our staV. Fire and Rescue Authorities relate to their dedicated and professional staV whose careers will change dramatically as a result of these proposals. Within an ever changing environment they remain surprisingly patient with remarkable levels of morale considering the challenges they are facing. Only certainty with the project will provide the firm basis upon which local release of information can be planned. January 2010
Memorandum from the Fire Protection Association (FIRE 07) 1. Summary 1.1 The following list represents the key concerns of the FPA in relation to the FiReControl project: — Delay and a lack of information emanating from the project reduce the wider fire community’s confidence in the intended outcome. — That the “convergence” issues being addressed within the project scope will not address the broader issue of inter-operability. — The lack of opportunity taken by the project to address duplication and ineYciency caused by the retention of “local” support arrangements. — Whilst recognising that responsibility for identifying and reducing risk rests with the local fire and rescue authority, there is a growing concern that local resourcing (and reductions) will ultimately impact on the Critical National Infrastructure and the FRSs ability to support over-the-border or national incidents. The intended added resilience provided by FiReControl will be countered by the removal of resources.
2. Submission 2.1 The transition to the new arrangements for FRS mobilising has clearly created anxiety for a number of stakeholders in the fire community, including it would appear, some of those who will ultimately be responsible for its governance. That degree of uncertainty, dissent and project delay has done little to instil confidence in the wider fire community, particularly those who fear that the new arrangements will ultimately lead to a “lowest common” denominator of service provision. 2.2 It is suggested that the new control centres will despatch appliances based on local determination through individual Integrated Risk Management Plan determination. An underlying concern is therefore the ongoing divergence of mobilising standards and attendance criteria evident since the inception of IRMP. Facilitating such variance may on the one hand be classed as supporting local needs; on the other it could be argued that it supports a “postcode” lottery of fire cover for local communities. 2.3 Whilst the Government’s investment of money and resources in this project is recognised, there is a concern that this has not been matched by local support for implementation and the opportunity taken to secure further eYciencies through the regionalisation of support infrastructures for Controls and management information systems; items currently viewed as being “out of scope”. Such an arrangement cannot be viewed as being in the best long terms interests of eVective FRS management, particularly in an uncertain financial future for the public sector. 2.4 The convergence products listed on the CLG website as being supplied by CFOA for inclusion in the project are relatively low level issues and ones that ought to have been taken for granted in any project of this nature. Of greater concern is how the issue of service inter-operability is to be secured? Divergence in risk reduction and resourcing facilitated by IRMP has the potential to contribute to a situation in which it is likely to be increasingly more diYcult to secure safe systems of work where neighbouring fire and rescue services come together operationally.This is not a situation that appears to be being addressed by this project or by other means. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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2.5 If, as it appears to be the case, the new Control Centres will “play-back” mobilising arrangements for individual fire and rescue services they cover, and within IRMP frameworks fire and rescue authorities are free to remove resources based on risk assessment (with no national minimum provision as a baseline) at what point does this impact on the critical national infrastructure and the whole service’s ability to respond to major incidents, or at a more local level, mutual aid arrangements. We would urge the Committee to press for assurances that every eVort is being made to guarantee future interoperability and avoid carrying forward inconsistencies in service delivery and operational practices. Whilst the primary driver for the regional approach is naturally one of resilience, a secondary objective of driving up service delivery standards, consistency and performance should not be overlooked. January 2010
Memorandum from Dorset Fire Authority Summary (FIRE 08) 1.1 Dorset Fire Authority has significant concerns about the FiReControl project. In summary,these are: — The commitment by central government to a major investment before the Business Case had been fully developed. — “FiReControl resilience payments” which do not meet the Authority’s own estimates of projected costs. — Financial assumptions which have changed from a projected saving of 30% to a cost to the Authority. — Significant delays in the delivery of the project with consequential impact on Fire Control staV. — Concern that any further delay to the project could mean that Dorset’s cutover date will clash with the 2012 Olympics events in Dorset. — Loss of confidence in the ability of either CLG or EADS to deliver the project or provide the technological solutions to support the RCC or individual fire and rescue authorities.
2. FiReControl Business Case 2.1 The Fire Authority was disappointed that the Government chose to implement this project and commit the taxpayer to substantial investment before the Business Case had been fully developed. The Authority’s own experience in seeking financial support for a major Government supported PFI project was that the sponsoring government department required a fully costed final business case before approving the provision of finance. This does not appear to have been followed in the case of the FiReControl project. Members of the Authority felt that because the Regional Control Centre had been completed and the main system contract awarded before the Business Case had been finalised, they would have little choice but to accept what is in eVect a fait accompli. 2.2 The Authority wrote to the Minister at CLG responsible for the Fire and Rescue Service in October 2008 and reminded him that: — Final commitment to the project will not be made until the Full Business Case (FBC) is published and the legal obligations of best value have been satisfied. — The Authority reserves the right to withdraw from the local authority controlled company (LACC) at any time. — The Authority will not agree to long-term financial or contractual obligations entered into by the LACC, eg the lease of the RCC, until it is satisfied that the proposal to deliver a service through the LACC is justified. — The Authority will not agree to move its operations into the Regional Control Centre, either in principle or in practice, until it is satisfied that both operational and financial requirements have been met. — The Fire Authority’s primary concern is that the Regional Control Centre will cost more than the current Authority’s own Fire Control and this is detailed in section 3 below.
3. FiReControl Resilience Payments 3.1 The Fire Authority failed to understand why fire and rescue authorities should bear the cost of national resilience. If fire and rescue authorities were building or installing new Fire Controls they would not be installing the level of resilience that is specified for this project. That is a central government decision and it was the Authority’s view that central government should bear the cost of that national resilience. The Authority considered that the best way to do this would be for CLG to calculate the extra cost of the resilient aspects of the project, eg increased costs for the building, the FM contract and the infrastructure services contract, and to make those payments centrally. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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3.2 Previous versions of the Business Case proposed that any shortfall in costs between current Fire Control centres and the proposed Regional Control Centres would be met through a payment to regions rather than directly to individual fire authorities. Although this was changed in the last version of the Business Case so that the payment would be in the form of a “FiReControl Resilience payment” direct to fire authorities, this fire authority is not convinced that the proposed payment is correct. It believes CLG has overestimated the level of cashable savings authorities will actually achieve by closing their control rooms and has underestimated the true costs to the fire authorities after cutover. Some of these costs relate to activities which will be required after cutover, including operational liaison, performance and contract monitoring and data management. The Business Case makes only limited assumptions about the resources required to support these functions. 3.3 The Fire Authority’s other concern on costs is the duration of any resilience payment as it had been suggested this would only be for three years after cutover. The Government has stated “this should not be interpreted necessarily as a point of cessation as the principle remains that no FRA should be in a financially worse position that they were prior to their move to the RCC.” Whilst the Authority should be reassured by this statement, it will continue to press for these payments to remain for as long as there is a potential deficit. The Authority will also want to ensure that the payment is not absorbed into revenue support grant (RSG). As Dorset is at the “floor” for revenue grant settlements, any payment included within RSG will be lost in the revenue grant formula. 3.4 At the 2009 Fire Conference on 13 May 2009, the Fire Minister stated, “We can say with confidence that no FRA will be out of pocket because of the move to FiReControl.” The Authority remains to be convinced that this will be the case.
4. Financial Savings 4.1 Members of this Fire Authority were extremely disappointed that the 30% savings anticipated at the start of the FiReControl project have evaporated. In February 2007, during a visit to the South West, a senior civil servant stated that based on the likely cost apportionment model, the region would realise savings of 20%. 4.2 When Part 1 of the Full Business Case was published in July 2008, it became clear that based on its estimates of the steady state costs of operating the RCC and the cashable savings from closing its existing control room, the Authority would face increased annual costs. Although this been recognised to some extent by the “FiReControl Resilience payments” referred to above, the Authority is still disappointed that the anticipated savings have failed to materialise.
5. Delays to the Delivery of the Project 5.1 StaV in the Authority’s Fire Control were informed in 2003 that Dorset’s call handling and mobilising function would transfer to a regional control centre as early as 2005 and they would consequently face redundancy. Successive delays to the project have been particularly unsettling for staV who are expected to maintain their commitment to the Service whilst being unable to make plans for their future. This group of staV are extremely loyal and totally committed to the values of the Service yet they exist in an environment of uncertainty and doubt. 5.2 There is now significant delay in the delivery of key elements of the project. This has made forward planning by the Service diYcult due to the uncertainty of the scope and functionality of the solution that will be supplied. The Authority now has serious doubts that the current cutover timescale will be achieved. Any further delay will only increase the anxiety being felt by both current staV in Fire Control and those seconded to the Service’s own project team. 5.3 There is still considerable ambiguity about certain areas of the project. This includes how the Regional Control Centre will operate and interact with the Service, the timescales for delivery of key enablers and the requirements that the Service is expected to meet during the transition period and after transfer of its operations. This hinders the Service’s ability to plan for the future and to know how the Service will ultimately be aVected by the project.
6. 2012 Olympic Games 6.1 Dorset will host all the sailing events for the 2012 Olympic and Paralympic Games. It essential for the Service to have resilient call handling and mobilising facilities before and during the games in the event of a large multi-agency incident. 6.2 If the project timescales were to change yet again, consideration would need to be given of the potential clash in the transfer to the RCC and the Service’s involvement in the 2012 games. In view of a potential multi-agency exercise 12 months before the games themselves, the Authority has determined that any cutover date between July 2011 and the end of the games in September 2012 would be unacceptable and this could aVect Dorset’s place in the cutover order and potentially impact on the other fire and rescue authorities in the South West. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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7. Confidence in the Project 7.1 Dorset Fire Authority is becoming increasingly sceptical that the FiReControl project will actually be delivered, at least in the form which is currently proposed. It has asked oYcers to consider alternatives to the Regional Control Centre, including retaining the existing facilities, moving to a collaborative solution with a partner authority (including potentially another emergency service) or establishing a sub-regional solution. 7.2 The Authority’s scepticism has been prompted by the late delivery of key products and the regular changes to the cutover schedule. The Authority is losing confidence in the ability of EADS to deliver the technological solutions which are an inherent part of the Regional Control Centre’s concept of operations. The Authority has also lost confidence in CLG’s ability to support the project and has doubts of the soundness of CLG’s financial calculations.
8. Conclusion 8.1 The Fire Authority has no doubts that the FiReControl project has the potential to deliver benefits. The Mobile Data Terminals being provided as part of the Firelink project will enhance firefighter safety by providing key information about operational risks. The networking of the nine regional control centres will allow peaks in demand and large incidents to be managed more eVectively. 8.2 The Authority is not convinced, however, that these benefits should be delivered through a prescribed national solution that provides an unnecessary level of resilience at considerable cost to the taxpayer. Most of the key benefits could have been met through local or sub-regional solutions combined with the provision of the national Firelink infrastructure. January 2010
Memorandum from Buckinghamshire and Milton Keynes Fire Authority (FIRE 09) Executive Summary — Whilst Buckinghamshire and Milton Keynes Fire Authority (BMKFA) has expressed concerns on a number of occasions regarding the FiReControl Project (the Project) Members and OYcers of the Service have worked to support it throughout its life. — The deadlines required by the Project have been demanding at times but oYcers of the Service have consistently met these in order to avoid causing further delay often at the expense of local initatives. — The delays in providing a credible solution mean that Buckinghamshire Fire & Rescue Service (BFRS) OYcers struggle to “sell the concept” to staV groups. — Project credibility has been further aVected by regular slippage. — BMKFA has serious concerns regarding the manner in which costs will be met in the future and information oVered by CLG has provided little reassurance. — At this time BMKFA is predicting that an additional £350,000 per annum will be required to support the discharge of duties under Section 7 of the Fire and Rescue Services Act 2004 (FRS Act 2004) following cutover to the Regional Control Centre (RCC). — Continued uncertainty over the Project increase the risk to this Authority created by loss of Control room staV. — At present the costs associated with provision of national infrastructure will fall to local Fire and Rescue Authorities. — The initial project scope has now been altered resulting in the removal of some elements such as the optimal resource location software, the result being that the Project now oVers little that is not already available in many existing Fire and Rescue Service (FRS) Control rooms. — Provision of equipment such as Mobile Data Terminals (MDTs) is welcomed but the delays associated with the Project mean that the technology oVered is now considered out of date in many FRS.
Introduction 1. This report is submitted on behalf of Buckinghamshire and Milton Keynes Fire Authority and supports the South East Regional Management Board response. It is intended to oVer a more local perspective for the consideration of the Committee. 2. Within this submission reference is also made to the Firelink Project which, whilst not part of the direct Select Committee remit, is fundamentally linked to the Project and is quite obviously a key enabler. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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BFRS Project Involvement 3. BFRS has resourced the Project from its earliest stages and remains well placed to meet the deadlines and milestones set. This organisation believes that the concept itself is a valid one if somewhat utopian. However throughout the Project BMKFA has expressed concerns regarding the removal of local control rooms in favour of an untried and untested concept. Indeed throughout the Project slippage and technical diYculties have further reinforced this perspective. 4. At this stage, and with budgets likely to be adversely aVected by the current financial climate, this Authority is more concerned that ever regarding the lack of clarity on Project costs. At this time there are no clear costs for either the FiReControl or Firelink Projects upon which the Authority is able to base its future cost projections. 5. The limited functions that will be carried out by the RCC’s will almost certainly result in a large number of activities that are currently carried out by existing control room staV having to be undertaken elsewhere within FRS. This will undoubtedly dilute any possible cost savings and indeed many FRS, including BFRS, have real concerns that any savings will be realised. 6. At Project start BFRS had an old but reliable mobilising system. In the early stages of the Project it was felt inappropriate to begin a replacement project for that system given the impending RCC’s. However following a number of Project delays and the ageing system that we were using it became apparent that there was a need to consider a replacement. BFRS has had that replacement system in place since mid-2009 and has had to do so in order to ensure that it can continue to meet its statutory duties under the FRS Act 2004. 7. BFRS has chosen to upgrade some elements of its existing mobilising system, but has not carried out a total refresh as might have been undertaken had FiReControl not been underway. There will therefore be further work to be undertaken should the FiReControl Project not deliver a system in the near future. 8. Despite the slippage BFRS has, to date, managed to maintain a technically capable and appropriately staVed control room but the continued uncertainty will undoubtedly begin to take its toll in the near future as staV look for increased job security. 9. Dorney Lakes in South Bucks is within a mile of the border with Royal Berkshire and is one of the 2012 Olympics venues. Had the project delivered according to a number of the earlier deadlines then the upgrade would have been completed prior to the Olympics with the obvious advantages of integration that this would have provided should a response be required to the events. However BFRS is now scheduled to cutover just after the Olympics in late 2012 creating a double negative: BFRS will not be part of the integrated FiReControl solution; we will also have to balance a significant amount of preparatory work required immediately prior to cutover whilst managing the risks associated with supporting an Olympics event.
The Capabilities being Provided 10. The delays now mean that what may have been a viable advance in technical capability a number of years ago is now common place within many FRS. This means that a vast quantity of public money will now be spent with little hope of any real advances. Granted the ability to mobilise across borders will be an advantage but this assumes that there is cross-border mobilisation on a large scale, this is not the case and therefore the advantages that this oVers are limited. 11. The technology that is being oVered in terms of vehicle mounted MDTs to facilitate data transfer and improve availability of risk information to crews are now in wide use within many FRS including this Service. The proposed software provision is already in use by a number of FRS but in a far more integrated way than is currently available via this Project. It should also be noted that a number of Services already have a more advanced MDT solution in use meaning that at cutover to RCC’s they may have to accept a reduction in functionality. 12. The MDT hardware oVered under the Firelink Project is now also showing its age before it has even been fitted, a number of Services having now taken the decision to replace fixed MDT’s as provided under Firelink with demountable units which have many advantages in terms of functionality for the support of Fire Service operations. 13. The Firelink project has provided an improvement to inter-brigade and inter-service communications, however many FRS have seen their wide area radio costs multiply by a factor of 10. Whilst Firelink is a key enabler for the FiReControl Project there has been a lack of standardised provision with each FRS allowed to specify its own requirements. The FiReControl Project has also, to date, failed to clearly detail the methods that will be used to mobilise resources. This has resulted in no standardised provision for FRS and as such it is entirely possible that some FRS will have to incur further costs involved in the provision of further communications equipment in order to ensure that an RCC is able to mobilise their resources. 14. On a purely emotive issue one of the assumptions of the FiReControl Project is that technology is able to deal with any local issues and as such there is no need for local knowledge in local control rooms. This is a flawed concept since technology may be able to deal with locality issues but it will struggle to support people who are genuinely in distress and for that there is no substitute for the human factor. Concentrating on meeting caller demand based upon purely quantity factors completely misses the need to Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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appreciate that when people are under significant stress in an emergency quality of call management becomes a more important factor. The demand to handle calls quickly will place considerable pressure upon RCC Control Room Operators to concentrate on quantity not quality.
15. Project reviews have resulted in some elements being removed. For example the proposed resource optimisation system based upon the FSEC algorithms has been removed. This was designed to ensure that risk to the public was appropriately managed, but this has been removed to be replaced by a system whereby Brigades simply nominate key stations based upon a set of simple, but arbitrary rules. The ability for CRO’s and the RCC to balance risk at times of high demand is therefore removed in favour of a basic set of rules simply because it became apparent that this was too diYcult and/or too expensive to achieve.
16. There are also a number of performance issues relating to the prime contractor; to date the DCMT1 terminal has failed to deliver anything useful to BFRS. Both it and DCMT2 have experienced significant delays and MDT1.0a is now faced with a significant credibility issue due to the diYculty in transferring data to the terminals and no immediately available network capability.
17. At this time the main system known as the Mobilising and Resource Management System (MRMS) does not appear to exist and the schema required to allow FRS to develop interfaces to this and other critical systems is not yet available prompting further fears of impending delay.
Project Governance 18. The current RCC premises costs (£160,000 per month) are significant, the total project cost predictions, £43 million (as detailed in parliamentary questions), is a significant sum and one which many members of the public may feel is disproportionately high. With a general election due to take place in the next year, and with the suggestion that other parties may take a diVerent view to the existing Government, project credibility is further undermined.
19. The contracts themselves have remained an area of contention with many FRAs. Whilst BFRS would like to support the Project and in particular to ensure that the systems and services provided meet contractual obligations a lack of visibility has hampered this.
20. Members of this Authority and OYcers of the Service do not believe that either the contractor, nor CLG, have properly engaged with us as key stakeholders and perhaps more importantly it is felt that there is in many cases a lack of true understanding of the business needs associated with the receipt and handling of emergency calls.
21. The recent consultation on in-service contract management has further undermined the relationship between this Authority and CLG by not providing useful information or alternative options with the circular. Indeed it appears that prior to the consultation deadline work was already underway to recruit Board members for the Non-Departmental Public Body making the consultation process appear as a paper exercise.
22. The lack of stakeholder engagement at an early stage in respect of the RCC building, in the South East at least, has created concerns over the specification process used. It is felt by this Authority that the building is over-specified and will cost considerably more than needed. This cost will have to be borne, at least in part, by the residents of Buckinghamshire and Milton Keynes. There remains no route through which these costs can be challenged by this Authority.
Conclusion 23. Within BFRS there is a very real concern that staV have lost faith in the project and there is no doubt that after a further three years our project team will be suVering a considerable degree of scepticism over whether the project will ever reach fruition, whilst project credibility is probably now at its lowest ebb.
24. BFRS is confident that the quality of our data is high and that we will be in a position to provide what is required by an RCC. However the large scale automation required within the RCC environment is an area that historically FRS have not utilised simply because emergencies, by their very nature, are diYcult to predict accurately and whilst there may well be some similarities many require a more flexible approach that would be diYcult to achieve through automation, hence the need for experienced, well trained staV who have the time to make quality decisions not be forced to achieve a quantity target.
25. It is accepted the Project has demonstrated that in the event of large scale and/or widespread emergencies there is a need for a greater integration. As such a local control room in each FRS may not be the ideal approach but consideration to simply integrating existing facilities (where they remain suitably robust) must now be reconsidered. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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26. Whilst this Authority will continue to resource the Project to the best of its ability the pressures being placed upon the Service to deliver in so many other areas will undoubtedly begin to impact on FiReControl deliverables. Given the almost inevitable further delays and this Authorities stated position that it supports local control rooms staVed by local operators it is the recommendation of BMKFA that the continuation of this Project must be carefully considered. January 2010
Memorandum from the Local Government Association (FIRE 10) Introduction 1. The LGA Group is made up of six organisations—the Local Government Association, the Improvement and Development Agency, Local Government Employers, Local Authority Co-ordinators of Regulatory Services, Local Partnerships and the Leadership Centre for Local Government. Our shared ambition is to make an outstanding contribution to the success of local government. 2. The LGA is the single voice for local government. As a voluntary membership body, we are funded almost entirely by the subscriptions of over 400 member authorities in England and Wales, including all 46 fire and rescue authorities (FRAs) in England. We lobby and campaign for changes in policy and legislation on behalf of our member authorities and the people and communities they serve. The Fire Services Management Committee is the LGA’s policy making body for fire matters and Fire Control is one of its priorities for 2009–10. The LGA would be very keen to attend the Committee’s oral evidence session to provide further information on the challenges Fire Control is presenting the fire service. 3. Fire and rescue services are run by locally accountable FRAs comprising elected Members. These services range in size and configuration from the Isles of Scilly Fire and Rescue Service, serving just over two thousand people, to the London Fire Brigade, serving well over seven million people. Many services rely on on-call firefighters while others have all full time firefighters. Along with responding to incidents, all fire authorities have two main responsibilities—enforcing fire legislation and promoting fire safety. Much work is done in partnership with local authorities, the police service and other agencies and the main focus for FRAs is delivering a comprehensive and eVective fire and rescue service.
Summary of LGA Submission 4. Key points: — the project so far has been characterised by a lack of leadership, poor procurement and contract management in government which, coupled with contractor inertia, means Fire Control is at serious risk of becoming another failed Government IT project; — confidence and trust in the project is at rock bottom, most Fire and Rescue Authorities are beginning to consider what alternatives to Fire Control might be put in place, some have had enough and want the project cancelled; — any net additional costs falling on FRAs of the project proceeding, or failing, must be funded under New Burdens principles, this includes Firelink; — a realistic economic and operational assessment should be made of alternatives to Fire Control to inform thinking on the future of the project.
Progress with the Project so far 5. The introduction of the Fire Control project in 2004 was based on the premise that current control and mobilisation systems could be greatly improved in both resilience, networking and eYciency by merging the existing 46 control rooms into nine Regional Control Centres (RCCs) with a single up to date software system. Fire Control would oVer benefits in terms of public safety, fire fighter safety, national resilience, eYciency, interoperability and mobilisation of national fire assets (New Dimensions). 6. The RCCs will be networked to automatically back each other up in times of increased demand or individual RCC failure and able to deploy the nearest suitable appliances regardless of fire service boundaries and provide data direct to fire service vehicles. 7. Major national contracts for IT and facilities management are in place. Eight of the nine RCC buildings are built, with the London building due for completion in February 2010. Three RCCs are under lease to Local Authority Controlled Companies (LACCs); all eight LACCs have appointed Directors and other key staV to set up and run the RCCs. In their turn, FRAs are advanced in their preparations for transition to RCCs by putting in place staYng arrangements, preparation of data for the new IT systems and developing common ways of working. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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8. The current timetable is for the first RCCs (North East, East Midlands and South West) to go live in spring 2011, with the full system expected to be in place by the end of 2012. A key milestone is the 2012 Olympic and Paralympic Games. 9. The total implementation cost of Fire Control is about £380 million. The Government has committed to ensuring that any net additional costs falling on FRAs are funded under New Burdens principles, where those costs arise solely as a result of its policy decision to introduce Fire Control. To date a total of £43 million has been paid to FRAs with an additional £58 million indicated over the remaining two years of the CSR07 period (2009–10 and 2010–11). 10. A key associated project is Fire Link, which provides the digital radio and data network in fire service vehicles and the RCCs. On completion, FRAs in England, Scotland and Wales will use the same network which will allow some interoperability with other Fire and Rescue, Police and Ambulance services. 11. The rollout of the full voice and data Fire Link solution is linked to the implementation of Fire Control. The installation of the interim (voice only) solution for English FRAs (other than London which is getting the full solution now) is due to completed by spring 2010. The full Fire Link solution is also being installed in Wales and Scotland. In Scotland and Wales the project will deliver integration of Fire Link equipment with existing control room systems and Incident Command and Control Systems. 12. In terms of Fire Control project management, the LGA is represented on the Project Board and sub- groups, and also chairs the Fire Control Sounding Board which involves employee representative bodies. The Fire Control project team in CLG has recently improved their stakeholder engagement and quality of communications.
LGA View 13. Fire Control has been a high priority for the LGA and the fire community as a whole since the Government set out its policy direction in the June 2003 White Paper. Initially the LGA supported the implementation of the Fire Control project provided it: — was aVordable and provided better value for money for council tax payers; —oVered increased resilience and greater operational eVectiveness in terms of call handling and incident response; — enhanced inter-operability, and — allowed more eVective working with other emergency services. 14. However, the economic picture has changed and confidence of FRAs in the project has plummeted as ongoing delays have increased costs further and expected savings from Fire Control look unlikely to materialise. In September 2009, in response to concerns expressed by FRAs over delays and increased costs of this national project, the LGA’s Fire Services Management Committee adopted, by majority vote, the following resolution: “The FSMC is against the principle of the implementation of Regional Control Centres however will continue to engage with CLG to ensure FRAs are properly resourced, will aVord eVective oversight and review the programme regularly on behalf of the Fire and Rescue Authorities and will continue to promote good industrial relations where applicable and asks LGA oYcers to develop alternative options in the event of project failure, to be brought back to the FSMC at a future date.” 15. There are a number of reasons why the Fire Control project may fail: national or local political decisions, financial constraints or action following contract breaches. FRAs are already looking at risk mitigation should the project fail.
Reasons for the Cost and Time Overruns which the Project has experienced 16. Any hi-tech project carries some risks and this is an ambitious project involving bespoke IT and communications infrastructure, common ways of working, new buildings, new operating companies and staV transfers. The awarding of the contract for the Fire Control IT system to EADS Defence & Security Systems in April 2007 should have been a point for escalation in the pace of project delivery. However, the two 10-month delays in the project schedule, announced in October 2008 and July 2009, have arisen from EADS’ failure to deliver on key project milestones. Most recently EADS has replaced a key sub contractor (Ericsson) for the Fire Control mobilising system.
LGA view 17. Not only has EADS failed to deliver the product on schedule but CLG has failed in its strategic commissioning responsibilities with procurement capability lacking at the point of letting the contract; the National Audit OYce report of October 2008 confirms this. EVorts have been made by CLG more recently to improve contract management. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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18. By way of example, the replacement of Ericsson as a sub-contractor has been presented as a positive development but for FRAs it reinforces ongoing concerns around systemic failures in CLG’s management of the contract and the performance of EADS as the main contractor. There are implications for FRAs of the change which have yet to be addressed and which provide a snapshot of current FRA concerns: — FRAs will need to be reassured that the current schedule will not be aVected by the change of contractor, as changes to either final roll out or interim milestones will have implications for them; — The capacity of the system to deliver its intended purpose should not be compromised by the switch of contractors. Any reduction in functionality will not be acceptable and any “workarounds” must produce the same, if not improved, functionality when compared to present systems and be in place in time for the move to RCCs; — costs to FRAs must not increase and this must include any potential incidental costs that could be pushed onto FRAs for the complete or optional functionality. 19. Essentially FRAs are not convinced that EADS will improve their performance or that CLG can manage EADS to deliver that improvement. In fact customer confidence in the project is at an all time low. EADS’ performance to date has fallen well below what is acceptable and they do not seem to have an adequate explanation as to why this is the case, for example basic quality assurance seems to have been missing in early equipment provision. To reassure FRAs CLG must be scrupulously honest about what went wrong in the past and what they and EADS are going to do to put it right, structurally and strategically, in the future. This will require leadership, transparency and trust.
What, if any, changes need to be made to the Government’s plans for proceeding with the project? 20. It is the view of the majority of the LGA’s Fire Services Management Committee that the costs of this project now outweigh the benefits when set against the current economic climate, the quality of contract management and product delivery to date and the slim likelihood of radical improvement. Without some rigour in the project management and sharp sanctions for contractor failure it is hard to see how this project will deliver without further significant public investment. There will undoubtedly be a point at which it is better value for money to call a halt than continue to invest in a losing proposition. The LGA cannot be sure when that point will be reached but would be keen for early discussions with CLG on this. 21. Although FRAs have shown great forbearance in maintaining their input to the project, with one FRA recently describing the preparations for Fire Control as “onerous”, uncertainty over the future of the project has led some FRAs to call for the upgrading of existing control rooms instead. 22. Cancelling the project would have implications for FRAs and initial investigations with FRAs have found that business continuity plans are being developed which identify a number of risk scenarios that would require mitigation. For example, some of the first wave of FRAs due to move over to RCCs are particularly vulnerable as control room systems may be overdue for replacement, with other FRAs needing upgrading by 2012. A handful have commissioned new HQ buildings without control room facilities in anticipation of RCCs being delivered. Other risks identified include Olympics preparedness and staV turnover due to project uncertainty. 23. Some FRAs have, not unreasonably, put investment in control room equipment and accommodation on hold in anticipation of Fire Control and should not be penalised. One FRA has estimated that it would cost £2 million to upgrade its control room systems and control room accommodation if Fire Control fails. 24. The Fire Control Business Case (version 1.1, May 2009) puts the total implementation cost of Fire Control at approximately £380 million and also estimates that it would cost £320 million (at 2006–07 prices) to cancel existing national contracts and unwind the project. It is assumed that this cost includes the disposal of the RCC buildings, thought to be around £200 million, as well as the winding up costs for LACCs and project management staV directly employed by FRAs. This would mean zero benefit for a total expenditure approaching £500 million (when transitional costs are taken into account) and a waste of public funding of this magnitude would undoubtedly attract negative coverage and scrutiny. 25. There would be further financial eVects should the project be cancelled, this is because the business case includes assumed savings (called “cost avoidance elements”) in other areas and it would become necessary to make financial provision for those projects that need to continue. This would include Firelink as the Fire Control project would have installed the Firelink solution in nine control rooms, so avoiding the cost of integrating the system into 46 existing controls. It is diYcult to identify the cost of installing Firelink into all local control rooms as the cost information that is in the public domain is dependent on Fire Control proceeding, it is however believed to be considerable. 26. The LGA has started to look at what alternatives to Fire Control might look like but is constrained by the level of information in the public domain about the project. Early discussions have identified public safety, fire-fighter safety, national resilience and interoperability as key benefits of any replacement scheme. It is important that all possible options can be considered and the LGA is keen for Government and others to open up a public discussion so that the best solution can be found for FRAs and the communities they serve. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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27. Were the project to fail public safety would be maintained as FRAs would still have legal duties under the Fire and Rescue Services Act 2004 to make arrangements for dealing with calls for help, for summoning personnel and to develop mutual aid schemes with other FRAs. 28. Should the Government decide to continue with the project then the LGA would want to see the following put in place: — clear leadership at Ministerial and oYcial level with eVective oversight arrangements so that CLG and EADS can be held to account by the fire sector; — open and honest communications on problems and successes, responsibilities and liabilities; — proper engagement with elected members on FRAs and LACCs; and — full funding of costs to FRAs in line with new burdens principles for both implementation and also running costs in the future, at the moment these are only guaranteed by CLG for three years. January 2010
Memorandum from the South East Fire & Rescue Services’ Regional Management Board (FIRE 11) SOUTH EAST REGION SUBMISSION Executive Summary — The SE Region wants the benefit of the full operational capability promised by the introduction of the FiReControl programme. — Programme governance and management has alienated key stakeholders although it is recognised that there are current attempts to rectify this. — Problems with EADS deliverables have been exacerbated for a want of partnering and support from the client side. Whilst getting better this needs to be improved further. — Confidence in both EADS and CLG’s ability to deliver the capability remains low. — Fire Authorities remain sceptical of CLG delivering on financial guarantees, particularly in light of FireLink financial changes mid programme. — FRAs are increasingly concerned about the final actual costs associated with FiReControl (and FireLink), as the savings originally promised are eroded. — For some FRAs, further delays exponentially increase the risks associated with legacy controls and mobilising systems approaching obsolescence. — The establishment of the Regional Control Centre buildings, and the Local Authority Controlled Companies to run them, has been achieved. — Concerns remain over the costs of national requirements associated with the Regional Control Centre falling to local authorities.
Introduction 1. This report is submitted on behalf of the South East Regional Management Board (SE RMB) which represents nine authorities (Buckinghamshire, East Sussex, Hampshire, Isle of Wight, Kent, Oxfordshire, Royal Berkshire, Surrey and West Sussex). This is the largest region by population representing 8.2 million people, has the highest number of authorities and is the third largest by area. 2. The SE Region has consistently supported the CFOA stated position1 on FiReControl and remains committed to establishing a viable Regional Control Centre (RCC). This submission seeks to give a regional perspective and may not necessarily reflect individual submissions made by the regions’ Fire and Rescue Authorities (FRAs). We recognise that the inquiry is for FiReControl but reference will also be made to the FireLink project. 3. The Select Committee wishes to establish: (a) Progress with the project so far. (b) The reasons for the cost and time overrun which the project has experienced. (c) What, if any, changes need to be made to the Government’s plans for proceeding with the project.
1 The Association [CFOA] supports the project on the basis that it will bring to all FRSs a level of service currently enjoyed only by those who operate the best performing control centres and provided that ongoing funding for the solution is both adequate and fairly apportioned. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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This submission will address the Select Committee requirements by commenting on: — Project Governance and Organisation. — Timeframe and Confidence. — In-Service Contract Management. — Finance. — The SE RCC and associated costs. — How to proceed.
Project Governance and Organisation 4. The Department for Communities and Local Government (CLG) owns the contract and commercial processes for FiReControl. FRAs are unsighted on the detailed obligations and outputs of the main contractor, European Aeronautic Defence and Space Company (EADS). The FRAs represent the main user and only customer for this contract yet have no contractual relationship with the supplier. Other Government departments2 deliver large and complex projects by having a partnership between eVectively two “customers” as the interface with the provider of operational capability. This has not been the case for FiReControl (nor FireLink) leading to the perception of disenfranchisement of the regions and individual FRSs. Too often, FRS involvement has been too little, too late when early engagement would have oVered better support to EADS and increased project ownership by the end user community. 5. CLG set the contracts with EADS using an output specification, a technique encouraging innovation by not unduly constraining industry. However, it is a technique that assumes a partnering relationship with the provider. The lack of a partnering approach, involving FRSs working to support EADS, was evidenced by an adversarial relationship between CLG and EADS and, in turn, CLG and Regional Project Teams (RPT) representing FRS frustration. By necessity, FRSs have recently been asked to supply piecemeal expertise to support EADS which falls short of the kind of partnering relationship envisaged by Government. The OYce of Government Commerce (OGC) advice states: Partnering is a form of collaborative working between customers and suppliers…….In contrast with traditional “arms-length” procurement and contract management approaches, partnering is characterised by a greater degree of openness, communication, mutual trust and sharing information……Both parties work together to identify optimum solutions and to anticipate and resolve problems in a constructive, collaborative way. The arrangement needs to be based on mutual trust and openness, a recognition that the relationship itself is as important as the contract and a conviction that partnering makes good commercial sense for this particular programme. 6. The recent shift towards better engagement with suppliers represents an important step in achieving the kind of co-operation and collaboration needed to overcome significant technical challenges and deliver products that are fit for purpose. Due to uncertainty surrounding the technical solution to be delivered by EADS, FRSs have been unable to make advances in command, control and mobilising systems. The emerging project assurance systems and allied testing mechanisms, if eVective, should support EADS and increase end user confidence which has been low for some time. The changes in the contractual relationship between CLG and EADS witnessed in recent months is welcomed and is doing much to move towards the project approach advocated by the OGC.
Timeframe and Confidence 7. CLG and EADS have so far struggled to deliver any substantive output on time, and “shortcuts” have been sought which introduced concerns amongst the FRS about the quality of the solution. Where programme delays have become evident to all concerned, there has been firstly denial and then delay in the actual announcement of slippages. This has lead to a degree of distrust and cynicism on deadlines issued by CLG. This is unhealthy, leading to unwillingness for busy FRS staV to commit resources to support project outcomes. Unfortunately, delay has become an expectation. 8. In good faith, many FRSs accepted previously published dates for the FiReControl capability being delivered as their planning assumption when considering the procurement of replacement mobilising systems. Delays to date have left a number of FRSs carrying increasing and serious risk as current systems reach or pass obsolescence. FRSs continue to mitigate risk under existing contracts but this approach is finite. More worrying for some FRSs is a growing concern that FiReControl will not be delivered at all, leaving some FRSs to begin procurement against a deadline imposed by their failing mobilising systems. This will carry significant operational and commercial risks. These risks become even more serious in the context of the economic and financial constraints likely to be faced by the sector in the coming years. The intent of the Pre-Budget Report seems clear in terms of reducing public debt and spending and fire is not among the few services identified for specific spending protection commitments (education, health and
2 For example, the MOD has a Customer 1 and Customer 2 distinction between the deliverer of capability and the end user of that capability, which is a relationship that operates throughout the acquisition cycle. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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policing). Fire and Rescue Authorities face a potential “double whammy” of spending constraint and significant unplanned expenditure if FireControl fails to deliver on its promises and it will have an impact on front line services. 9. Within the SE, mobilising and control technology will become obsolete for four FRSs in 2010 and a further two in 2011. Mitigation is in place to extend the life of legacy systems but at varying degrees of additional cost and an increasing and changing risk profile. It is possible that even a short additional delay to the current SE cutover period of March—December 2012, may force 3 of SE FRSs into replacing their current systems and the others to re-appraise the resultant risk and consider a replacement programme. This unplanned expenditure will be significant and wasteful.
In-Service Contract Management 10. The manner in which FRSs and FRAs were “consulted” over the in-service management of both FiReControl and FireLink contracts was disappointing in that only a single option was presented with little information or evidence provided against which to make informed comment. The lack of clarity within the documentation raised concerns about the true intention of this consultation which eliminated all other options other than the proposed solution of incorporating Firebuy to manage the service contracts for FiReControl and FireLink. It would have been reasonable to expect more engagement before deciding on how the two key contracts underpinning FRS operational capability would be managed. Before the consultation process was complete, CLG had already advertised for Board members for the re-vamped Non- Departmental Public Body (NDPB) reinforcing the belief that this was a notional exercise, not consultation. All three emergency services will be using Airwave suggesting a potential requirement for a single organisation managing the contracts for all three. Without further consideration of this potential structure, it was diYcult to make a judgement between the potential benefits of aligning FireLink and FiReControl within the Fire sector as opposed to aligning the three emergency services’ use of the Airwave system.
Finance 11. There is a lack of clarity with the financial models for both FireLink and FiReControl projects. FRSs are finding it diYcult to commit to accurate forecasting to support budget submissions. The SE region held a finance briefing day on 19 November 2009 in order to close on issues first hand with CLG and FireLink finance staV. Nineteen points for further clarification were taken away for further work by the on-hand experts.
12. The update of the FiReControl business case published on 6 May 2009 showed the SE region with a forecast saving of £1.5 million, the largest of any of the regions. The Ministerial statement which accompanied it reiterated that this would be available for reinvestment in front-line services. This claim continues to be viewed with scepticism and, rather than expecting savings, many FRAs in the SE are fearful of an increase in cost damaging their medium term financial strategies. Although this is entirely a matter of opinion that scepticism is built on the following:
(a) Indications that the SE RCC will cost more to operate than assumed in the business case.
(b) Doubts that the cost of activities that will stay with FRAs after RCC “go-live” have been fully recognised in the assessment of future costs.
(c) Uncertainty about FiReControl payments as it is unclear how these will be recalculated prior to cutover to the RCC.
(d) CLG have yet to succeed in providing reassurance around these matters, fostering an air of deep concern and exacerbated by delays in the project.
(e) The staYng model for the RCC and assumptions made on FRSs staYng after “go-live” remain problematic.
13. It has been reported to the Fire Finance Working Group that the cost of the delay to the project has been £40 million, part of which may be recoverable in liquidated damages from EADS. Delays have produced knock-on implications for FRAs, particularly with respect to existing systems, some of which are now being used well beyond the end of their normal lifetime. CLG continue to insist that any expenditure on systems prior to cutover will fall to FRAs. For reasons outside FRA control, it is increasingly likely that cash will need to be spent in ways that do not represent value for money, for example on extending contracts on obsolete equipment. (Also see paragraphs 9, 15 and 16). Similarly, views of CLG are being damaged by a perception that hardball is being played over funding of implementation expenditure. While FRAs will accept that budgets impose constraints with current levels of New Burdens allocations, there is a risk that FRAs will be unable to resource all the activities that they need to complete in the timescales required. The only alternative to this would be for FRAs to subsidise costs, which is an unacceptable proposition in the current financial climate and contrary to Ministerial stated intent. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Regional Control Centres 14. The building, commissioning and establishment of the Regional Control Centre (RCC) in Fareham and the network of eight other RCCs nationwide have been a success. Most worthy of note include: (a) South East Fire and Rescue Control Centre Limited (SEFRCC) being incorporated in August 2007. It has had very stable participation by nine Directors and has met at least 20 times to conduct company business. (b) The Chief Executive, Senior Operations Manager and Service Support Manager are in post and are supported by an OYce Manager, Human Resources Advisor, Company Secretary, Finance Advisor and Legal Advisor. (c) Delivery of key elements of the Human Resources work stream is on track including the development of a credible staV transition plan which will enable the eYcient transfer of people and operations to the new RCC. (d) The establishment of a Company led consultation supporting engagement with representative bodies and staV. 15. It is a matter of record that the SEFRCC Board has concerns over the cost of the RCC building. The resilience features of the building are impressive and the rationale understood. However, the Board are aware that the lifetime cost of the lease (£43 million over 25 years) will be borne by the owning FRAs. Whilst all parties are aware that this is not a commercial rental, and is akin to a private financing initiative, this is under challenge because: (a) The Board and FRAs were not involved in the procurement process, so cannot provide required assurances that it is value for money. (b) The total amount payable is well in excess of the cost to build the facility. (c) There appears to be no opportunity to review or challenge these costs. (d) The cost forces a re-investment of a substantial proportion of eYciency savings expected to be realised by FRSs and FRAs and invested elsewhere. 16. The SEFRCC Board maintain the size of the facility exceeds what is needed by the region. The reasons for the design and scale of the SE RCC have been explained. However, they centre on the need for future proofing, national resilience and the fall back of operations from other regions. The future proofing is not against any regional measure in this regards and the other requirements represent national requirement not regional need. The cost cannot be justified by the Board to its owning authorities and FRS customers. Similar concerns apply to ICT investment and management of the future upgrade/replacement. The combined impact of these matters moves the balance of RCC running costs to elements over which the company has little or no control. This creates concern about the ability to manage overall costs and to make ongoing eYciency savings.
How to Proceed 17. The SE FRSs have done all they can to support and assist CLG to deliver the projects. We have robust governance in place; we are the only region to appoint, and pay for, a full time professional Project Director to deliver FiReControl; we are paying for an additional 3.5 Full Time Equivalents to strengthen our Regional Project Team in the run up to RCC “go-live” and we have actively sought to support and strengthen CLG national work streams to assist in successful delivery. 18. FRAs and their FRSs did not instigate this project; they were not party to drawing up the requirement that underpins the contract; do not have access to the detail of the contract with EADS; had little influence in the specification of the Regional Control Centres (RCCs). Additionally, they have an imposed Private Developer Scheme (PDS) and facilities management contract to run the buildings and now witness the handing over of the key in-service management of both FiReControl and FireLink contracts to a NDPB on which they will have representation but no control. It is somewhat ironic therefore, to be asked how we see the project best proceeding. However, if this is a continuation of the improving stakeholder management experienced in the last 12 months, we welcome this opportunity to contribute the following comment on the future but feel unable to advocate any alternative delivery strategy: (a) It is not possible to judge whether continuing the current strategy may be the best way forward as we know too little about the commercial risks and obligations to assess the implications of sticking with it or finding an alternative. Continuing as we are presupposes that the EADS solution is deliverable and CLG mitigate delay risk by funding replacement mobilising systems where a case can be made. (b) Most SE FRSs are now reliant on the outcomes of FiReControl being delivered or CLG funding an alternative. (c) Any alternative approach run by CLG would need to start with the FRS community being fully involved at inception and embraced as partners not just stakeholders. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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(d) Alternative regional collaborative ventures, perhaps working to deliver a national specification, may reduce FiReControl scope and risk but Government would also need to re-appraise the requirement for national resilience capabilities and how they are funded and delivered. (e) A National Network provides vital resilience and negates the need for local and costly fallback arrangements. Any alternative to FiReControl must have resilience as a core requirement which is fully funded.
Conclusions 19. Most FRSs are now reliant on receiving the capability promised by the FiReControl project. It is clear that the expected cash savings have been eroded and all SE authorities now have to consider the spectre of increased costs in the future. In hindsight, CLG should have partnered EADS in line with OGC guidance and more fully involved the FRS in requirement setting and contract drafting. Bold and welcome commitment on funding associated with both FireLink and FiReControl must be honoured. Additional costs resulting from delay cannot be borne by local authorities. The success of building, commissioning and establishing the RCCs is recognised. Similarly CLG must recognise and fund the high running costs associated with this PDS as local authorities had no option to market test other potential solutions. CLG must also fund the over specification of RCCs designed to meet national resilience requirements. 20. CLG has opted to manage this project from the outset and has sight of all the contractual and commercial information on which to assess technical and financial risk. The SE Region is prepared to continue with the current delivery method as long it now delivers the promised capability on time and without shifting additional cost and risk to local authorities. Any alternative strategy must begin by enfranchising and partnering the FRS community. Any option for local or regional collaborative ventures must be funded appropriately and national requirements additionally funded. Networked resilience remains a key outcome. January 2010
Memorandum from Yorkshire & Humberside Regional Management Board (FIRE 12) In response to the Communities and Local Government Committee’s decision to undertake a brief inquiry into the FiReControl programme, the Yorkshire and Humberside Regional Management Board wishes to oVer the following comment with respect to the terms of reference set: The Committee will consider the progress with the project so far; the reasons for the cost and time overruns which the project has experienced; and what, if any, changes need to be made to the Government’s plans for proceeding with the project. Written submissions to be received by Friday 8 January 2009. The Yorkshire and Humberside Regional Management Board is comprised of members from the region’s four fire authorities, West, South and North Yorkshire together with Humberside FRA and exists to deliver various important national goals that were defined in the 2004 White Paper “Our Fire and Rescue Service”.
FiReControl Project—Business Case The final Business Case, published in Spring 2009, brought together both the national and regional cases for the first time. Elected members up to that point had received information and made decisions at a local level against the original strategic case, which presented the rationale for the project across a range of policy areas. The strategic benefits that the project aims to achieve have been supported by fire authority councillors and oYcers across the region, however, the critical matter of the project’s final cost to individual fire authorities and therefore the communities they serve had not been presented until the regional case was published. The original concept predicted national savings on current control room costs of up to 30%, whereas it appears that nationally savings will only be achieved when the network is operating fully in, say 2015. CLG’s calculations suggest that 21 FRA’s will achieve savings, while 24 will face increases, which are to be covered by a new Resilience Grant. CLG, however, have made it clear that it will not commit the Government to maintaining the grant beyond three years; it will be reviewed in each Comprehensive Spending Review. That statement alone has created nervousness and confusion at a local level. Firstly, how has CLG been able to secure the millions required to cover the first three years of operation of each RCC when that will probably, if not, definitely fall within a subsequent CSR period. Secondly, it appears that when it is advantageous to do so CLG can organise longer term financial support as is the case with the New Dimension assets it wishes to transfer to local government and will financially assist the Service in maintaining national resilience for the duration of the asset’s operational life, the contract we believe is for a duration of 16 years. If indeed national resilience continues to be paramount and the RCC network forms part of the critical national infrastructure, surely long term financial assurance is not an unreasonable expectation or request of individual fire and rescue authorities? Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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FiReControl Project—General Each of the four constituent Fire Authorities that make up the Yorkshire & Humberside region have committed significant resource and time to both the planning and implementation phases of the project. Members of the Regional Management Board have received updates of national, regional and local progress on a quarterly basis. A range of issues, problems and concerns have remained fairly constant throughout, namely: Limited user engagement in the development of technical requirements; the diYculties associated with separate procurement processes for the building accommodation and the technical solution; security arrangements and the specification and size of the accommodation itself; limited consultation in the development of the project meant an opportunity was missed to learn from the service’s existing control rooms; lack of clarity with regard to new burdens settlements for the life of the project; lack of genuine partnership working between CLG and the FRS; and ongoing delays with the technical solution. From the early stages of this project there has been a lack of eVective user engagement and consultation. This has led to a lack of understanding within the central project team of the technical requirements needed to procure a system that would satisfy the operational requirements of individual fire services. The procurement process was undertaken despite the majority of user requirements lacking definition. These apparently were to be resolved post contract award. At the time, both the Chief Fire OYcers Association (CFOA) and fire service representatives voiced concerns that this would bring uncertainty and risk to the development of a state of art technical solution. It remains unclear why CLG were so confident that the successful bidder would be able to develop a system that would meet all of the yet undefined requirements. The ability of the mobilising system to be able to reflect FRS’s individual IRMPs remains a central requirement of the project and if not delivered it would leave FRS’s to further question CLG’s approach. Fire Authorities have a duty under section 7(1) Fire and Rescue Services Act 2004 to make provision for the purpose of extinguishing fires in its area and protecting life and property in the event of fires in its area. Also, under section 7 (2) (c) it must, in particular “make arrangements for dealing with calls for help and for summoning personnel”. Should confidence in the final system remain low it will be the local Chief Fire OYcer who is responsible for undertaking a risk based operational judgement whether to migrate from their current mobilising arrangements to the one oVered. Statutory responsibility will not change once the network of Regional Control Centres become operational even with the contractual arrangements and service level agreements between FRSs and the LACCs in place, it remains with individual FRAs. As already mentioned the decision to procure the accommodation and technical solution separately, rather than by way of an integrated approach, has been questioned at a local level. The buildings appear to be over specified and are too large. The security arrangements incorporated into the premises appear to be in excess to the threats potentially posed to the buildings, both of which have increased costs that will result in a long term revenue burden to fire authorities in Yorkshire & Humberside. Resilience and security requirements were designed to meet Government standards but once again consultation was not undertaken with Fire Authorities at a local or regional level. FiReControl and Firelink Projects have operated simultaneously but separate of each other with their own management structures despite many similarities and a requirement to bring about integrated solutions. This has not only led to delays to the overall programme and problems associated with technical aspects of the two projects but also once again excessive back-oYce costs to the programme itself and inevitably to FRA’s in the longer term. The project is being delivered by a team within CLG that consists of civil servants, seconded fire service staV and consultants. The team appears to be very large for a project of this nature. One would have expected the risks and the resources required to deliver the project to have sat with the supplier, however, in this case CLG seem to be bearing much of the responsibility and resource burden of delivery. The impact of this on the service in general is that it has drawn a lot of the technical expertise from fire services into the centre. From one perspective this is to be welcomed, as it is only by engaging with users that a viable product will be produced, but this has led to a significant risk emerging which is that the fire services themselves will no longer have the in house capability or capacity to deliver their transition activities that are required prior to being able to accept FiReControl into service. Supposedly there remains a commitment from Government that the FiReControl Project will not be a net new cost burden on fire authorities. The main concern for fire authorities is the ongoing revenue costs of the project post implementation. The most recent business case has set out the projected annual payments that are to be made to authorities incurring additional costs because of the project. Concern regarding the long term future of resilience payments has not diminished. CLG have only been able to give an undertaking to review these payments after three years, which is confusing as it has been able to direct funding to the New Dimension programme for long term maintenance and servicing contractual arrangements. While it is accepted that a review is required once steady state has been reached to ensure that payments remain accurate there is a fear that the review could lead to these payments being reduced or Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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discontinued. This would lead to an increased burden for local tax payers. In order to ensure that fire authorities are willing to commit to this project, a clear commitment is required that the principal of new burdens funding will apply for the full term of the project and not just the first three years. The numerous delays in the delivery of this project have led to a lack of confidence in the ability of CLG to deliver a complex project of this nature. The problem stems again from the lack of user engagement at early stages of the project. From the beginning CLG seem to have failed to grasp the complex nature of this project. If this project is to deliver its objectives there needs to be a new culture of working in partnership with the FRS, more realistic goals and timescales need to be set. This has not always been the case to date. The impact of delays to the project on the FRS is not insignificant. Dedicated project teams have to be kept in place with a lot of expertise either being seconded to the national project team or committed to the project internally. This takes away valuable expertise for delivering other projects and programmes that are essential to maintaining a first class service to the public.
Recommendations The final arbiter of whether the FiReControl system is acceptable to any individual FRS should remain with the respective Chief Fire OYcer, otherwise CLG may need to consider the use of directive powers. There needs to be more eVective user engagement if the project is to be delivered successfully with all user requirements captured and clearly defined. The FiReControl and Firelink projects should be consolidated with significant savings in consultants fees. Less reliance should be placed on the use of consultants for specification purposes when there are reliable sources of advice readily available within other government departments. More regular external project reviews should be undertaken and there should be a greater willingness to accept change within the project as circumstances change. There may need to be a clearer definition of responsibilities between the CLG and the supplier as it appears that there is a large central team having to support the supplier and so taking on a greater burden of the risks involved. Ongoing impact on the FRS should be closely examined by CLG and communicated in a transparent and informed manner. The defining of user requirements should be addressed immediately. The financial settlement to cover the net new burden to the FRS needs to be a transparent process that is based on the real impact to authorities and not on the cash available to the project. There needs to be a very clear message from the government to fire authorities that new burden payments will continue for the life of the project and not just the first three years. If the government should decide to change either the project in its entirety or any aspects of its delivery strategy the service itself should be oVered the opportunity to manage the implementation itself, either by refreshing existing systems or by collaboration with partners. The government should provide full funding for this to be implemented. An Options Review should be undertaken and communicated to all 46 FRAs as part of a formal consultation exercise. January 2010
Memorandum from Oxfordshire Fire Authority (FIRE 13) Executive Summary — Oxfordshire Fire and Rescue Authority continues to oppose the project unless all specified functionality and outstanding areas of concern are fully addressed. — Despite this, Oxfordshire Fire and Rescue Authority (OFRA) will fully engage in the project to ensure the most beneficial outcome to its local communities. — Whilst unsighted as to the reality of the contractual position, OFRA considers that continuation of the project is the most appropriate course of action, subject to enhanced leadership and support from Communities and Local Government, supplemented by active and robust contract management. — Whilst continuation is still favoured, OFRA will actively work with colleagues in the South East, and if appropriate nationally,to identify and if necessary implement alternative provision. This will only be feasible with the full financial and commercial support of Communities and Local Government. — OFRA fully endorses the South East Regional Management Board submission. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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General 1. The OFRA’s formal position on the FiReControl Programme is one of opposition unless areas of concern are fully addressed. Whilst this is the oYcial position, practically the Authority has undertaken to engage fully with the wider programme, investing considerable time, finances and managerial eVort to ensure that the issues can be identified and resolved as part of the programme management. The Authority has committed fully to active involvement with the Local Authority Controlled company and will do all it can to ensure the successful operation of the South East Regional Control Centre should it become operational. In eVect this translates into a position whereby the Authority will support the continuation of the FiReControl programme, subject to the delivery of the full operational capability as identified in the concept of operations and the resolution of all remaining areas of concern. 2. As an Authority which responded to exceptional levels of demand caused by the July 2007 flooding OFRA recognises the underpinning resilience issues which predicated the introduction of the project. Current mobilising arrangements, whilst managed eVectively, were not designed to meet the increased levels of resilience that are now deemed appropriate within the wider national context. As a direct result of several delays (original cut over in 2007 now intended July 2012) each of which, while increasing the risk, individually did not make the upgrading of the Authority’s mobilising system financially or practically viable. Subsequently this Authority now finds itself in a position whereby the risk to its legacy mobilising system is approaching an intolerable level. Therefore, the Authority seeks removal of uncertainty and the decisive action of CLG to either drive through the full implementation of the project on the current timetable or to announce alternatives, including if considered the only viable option, programme abandonment. 3. The present situation is not of the Authority’s making and the current FiReControl Programme would not have been the chosen option had it had the local autonomy to dictate its future mobilisation arrangements. However, OFRA having reviewed all factors it has awareness of or responsibility for, considers that the most appropriate way forward both for local and national purposes will be to continue with the current project. Whilst this is the case, continuation must be supported by genuine commitment, visible leadership and financial support from Communities and Local Government. 4. This Authority has been party to and endorses the South East Regional Management Board submission. Consequently the remaining submission focuses exclusively on what changes need to be made to the Government’s plans for proceeding with the project.
Changes to the Project 5. OFRA have actively tracked this project via its appropriate portfolio holder and Scrutiny Committee and have contributed fully to the South East Local Authority Controlled Company. All of these areas have registered increasing levels of concern over programme governance, financial consequences and central support and contract management and assurance. This is evidenced by continued slippage, refusal of business cases, failure to supply deliverables and failures of those products that have been delivered. The following actions are considered essential to ensure the continued ability of the Authority to actively engage with the ongoing and hopefully revitalised project. 6. Programme Governance—recent improvements in programme governance must be sustained and improved upon. Active partnership with individual Fire and Rescue Services (FRS) to address concerns must be enhanced. Action should be taken to streamline the governance structure to improve the speed of decision making and make ownership and responsibility clear. 7. As the contract was let, and is currently managed by Communities and Local Government, individual FRS’s have no ability to ensure active contract management. Whist more active management can be evidenced by the actions relating to the replacement of the Mobilising supplier, this must be sustained and improved upon. The continued failure of the main contractor to meet the deliverables timeline must be addressed and repetition prevented. 8. Where deliverables have been received the quality assurance process has repeatedly failed to ensure that these products are fit for purpose. It is essential that a more eVective and robust process is put in place to ensure improvement and where failures exist that abortive work from FRS’s is recompensed. 9. OFRA has ongoing concerns regarding the financial implications of the project both in the short and long term. It is essential that mechanisms are put in place whereby CLG can deliver, in perpetuity, the financial guarantees which underpin the project. The original business case and its subsequent iterations have continually eroded the theoretical savings that would have allowed OFRA to undertake “out of scope” activities within the overall current budget. Any potential removal of future “resilience” payments could have the eVect of increasing overall cost the OFRA. This is not acceptable. 10. This Authority remains deeply dissatisfied in the contractual arrangements let by CLG relating to the Buildings, Facilities Management and ICT. All these items appear to be either at considerable expense or include a degree of over specification that is inappropriate for FRA’s to fund in the longer term where national resilience is the root cause. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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11. One aspect of continued financial support is the constant refusal by CLG of legitimate business cases submitted by this Authority (both for Firelink and FiReControl items) for support to undertake actions that have been identified as being in scope for financial support. With the diYcult financial environment continued proactive actions by this Authority to take early and enabling actions for the project cannot be sustained unless the previously identified financial support is maintained. 12. OFRA has limited resources available to undertake the specialist work that is necessary to implement the project. These resources are fully committed in not only implementing FiReControl but also the Firelink project. However, the failure to finalise the technical solution for the project has led to the national team being unable provide suYcient detail to allow the FRS to work on its own actions to put the processes and data systems to support FiReControl in place. This is a major activity requiring considerable FRS specialist resource (a scarce commodity) and requires suYcient lead-time. An inability to progress work poses an increasing risk that when the information finally becomes available FRS’s will be unable to resource the necessary work to meet the project timescale. This creates considerable frustration in the FRS and the constant changes to the project delivery dates makes resource planning very diYcult. All this has reduced the FRA’s confidence in the ability of the project to deliver an acceptable solution within the current timescales. The action required is to resolve the technical issues quickly and authoritatively, communicate these to all stakeholders, including third party software suppliers, and fund actions under the New Burdens principles as originally intended (eg interfacing of supporting systems). 13. The OFRA mobilising system is dated and has previously not been replaced due to the impending mandatory movement to FiReControl. However, this coupled with ongoing delay and increasing concern over the current cut over timetable now results in increasing and potentially intolerable levels of risk. This Authority remains proactive and will continue to meet its Business Continuity responsibilities and where prudent either invest in limited interim upgrades or alternative collaborative actions. Financial support from CLG will be essential. However, this is clearly sub optimal and the most appropriate way forward is the delivery of the original project on the current timetable, avoiding any further cost escalation and with all intended functionality. 14. Whilst OFRA still consider project continuation the most appropriate option it will actively engage with partners to consider alternatives should the current project become clearly non viable. OFRA is aware that alternatives are being considered by CLG and consider that any alternative strategy must begin by enfranchising and partnering the FRS community. Any future alternative approach should not merely be handed down from CLG as a “fait accompli.” Any option for local or regional collaborative ventures must be funded appropriately and national requirements additionally funded. Networked resilience remains the underpinning requirement to meet current and potential future needs. January 2010
Memorandum from West Sussex County Council (FIRE 14) Summary — West Sussex County Council (WSCC) continues to support the FiReControl project and the operational capability, resilience and financial benefits identified by the project business case. — Delays in the delivery of FiReControl have necessitated the upgrading of the current mobilising system at an increased financial burden to WSCC. — A series of delays and the existing uncertainty as to the delivery of the project has resulted in a lack of confidence in CLG to deliver a product that will meet the user’s requirements. — The current financial climate and its impact on Fire and Rescue Services will put pressure on the internal capacity available. — Confidence in the ability of EADS to deliver a fit for purpose solution remains low. — Confidence in the ability of the project to deliver any financial eYciencies remains low. — The moral of current staV is diYcult to maintain due to the large number of uncertainties surrounding the project. — Any further delays will take the project into cutover close to the London 2012 Olympics, which may cause resilience and capacity issues.
Introduction 1. West Sussex Fire and Rescue Service (WSFRS), is one of nine Fire and Rescue Services (FRS) within the South East Region and is part of West Sussex County Council (WSCC). This report is submitted on behalf of WSCC and the areas identified within it relate to the impact delays have had on WSCC and WSFRS. The authors of this submission have been aVorded the opportunity to input the South East Regional Management Board (SE RMB) submission and are in agreement with the views expressed within it. In line with the guidance promulgated by Communities and Local Government (CLG), it is not the intention to utilise information submitted within the SE RMB report as the basis of this submission. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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2. WSCC maintains support for the Chief Fire OYcers Association (CFOA) stated position on FiReControl; it continues to support the project from a regional and internal perspective and remains committed to delivery within the current stated timeframes. 3. In order to provide information that will assist the committee in considering: — Progress with the project so far, — The reasons for the cost and time overruns which the project has experience; and — What, if any, changes need to be made to the Government’s plans for proceeding with the project. WSFRS has identified a number of key themes, which will provide the foundation for this submission. — Longevity of legacy systems and replacement costs. — Overall project delays and FRS confidence. — Capacity to deliver in current economic climate. — European Aeronautic Defence and Space. — Company (EADS) performance to date. — Premises costs and staYng models/costs. —EVect on staV morale. —EVect on control staV recruitment and retention. — Olympics impact. — Technical Issues.
Longevity of Legacy Systems and Replacement Costs 4. The cutover date for the SE region FiReControl has suVered a number of delays from October 2009 as stated in the Fire control full business case version 1.0 to the latest date of March 2012. These delays have put the Service in a position of having to decide whether to continue maintaining legacy systems and equipment or to replace them as part of the existing mobilising and communications programme. 5. Had the original cut over date been met the existing WSFRS mobilising system would have been fit for purpose up to this point and the additional financial burden placed upon the Service would have been limited to that required to facilitate data migration for the FiReControl project and related work. However due to the delays in cutover the WSFRS mobilising system has reached a point where either upgrade or replacement has become essential. 6. As a result of lack of confidence in the FiReControl project being delivered on time WSFRS commissioned a Mobilising and Communications Capital Project. The strategy of this project was to assess the risks associated with the FiReControl project and has resulted in a plan to replace the mobilising and communication system in a modular way. This forward thinking on behalf of the Service has now paid dividends and risk critical services can be maintained. 7. An IT upgrade of the existing mobilising system was favoured over replacement in order to lessen the financial burden placed on the Local Authority. It is fair to say that were it not for the RCC project the Service would have been likely to adopt a diVerent approach to the procurement of a future mobilising system by entering a competitive tendering process and establishing a long term mobilising solution covering all aspects of the system. 8. In the long term WSCC still feel in a position of vulnerability with regard to the upgraded mobilising system. This is due to the upgrade being a mid term solution in order to allow the County to maintain risk critical systems and allow for data migration to RCC. Current lack of confidence in the RCC going live within the existing projected time frames or either cancellation or change of direction would leave the Service requiring a replacement mobilising system in place within four to five years. The financial burden placed upon the County has been significant with a capital expenditure of circa £275,000, and revenue costs being met by utilising existing staV for project management and functions which have impacted upon the delivery of other work streams.
Overall Project Delays and FRS Confidence 9. The RCC project has experienced a series of delays from the signing of the initial contract through to the last oYcial delay announced during the summer of 2009. There is also a widely held belief that cut over will not take place within the current time frames. This has resulted in considerable amounts of additional time being required for managing the new time tables, re mapping resource plans to the transition plan, submitting reports to both local and national controlling bodies, re-allocating work activities, in addition to identifying how these changes aVect competing service resource requirements. The overall eVects of these delays has resulted in a lack of confidence for many of those working closely with the project and a diYculty keeping personnel focused on activities allocated to them. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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10. Many within the Fire and Rescue Service community feel that detail of what the FiReControl project will and will not actually deliver in operation has yet to be clearly presented. Progression beyond a “concept” has yet to be clearly articulated and FRSs have and are continually being required to develop solutions to problems that should have been considered at a much earlier stage in the project life cycle. The lack of clear direction from CLG and the inability to provide detail/clarification on request has naturally impacted on confidence of individuals striving to deliver project work streams.
Capacity to Deliver in Current Economic Climate 12. Although grants have been made available from the CLG throughout, not all FRS activity has been covered by a grant. To provide accurate evidence of this expenditure would prove particularly diYcult as to do so would require a complicated breakdown of the work undertaken by each individual involved in the project as well as any associated costs, travelling, accommodation, equipment etc. Nevertheless, in view of the outlook for local government finance beyond 2010–11, it is diYcult to say whether it will be possible to maintain this level of unfunded commitment and so an increase in specific grant may become necessary if FRA-dependent activity is to be completed to schedule.
13. WSFRS like many other FRSs across the country are facing an uncertain financial future. It is however fairly clear that public sector funding is coming under increased scrutiny and will be reduced. Internal capacity is coming sharply into focus and the requirement to deliver internal improvement and RCC work streams within the extant and projected future funding arrangements will become increasingly diYcult and impact on both quantity and quality of what is delivered.
European Aeronautic Defence and Space Company (EADS) Performance to Date 14. Initial contact with EADS was positive with them portraying the image of a “can do” organisation that place a premium on communication with partners. This has not however been the experience in reality with almost a year between formal contract signing and any direct contact with FRSs. The mitigation oVered at the time suggested that EADS did not have suYcient personnel to resource the project and it took a considerable period of time to recruit and train staV to the required level. After this time the contact and level of commitment increased significantly and as a result the level of cooperation and understanding also improved. Following an EADS restructure in 2008 this level of commitment has reduced markedly, to the point where no day to day contact remains and only limited contact is made via regional coordinator meetings.
15. The late replacement of Ericsson with Intergraph has again raised significant questions about their ability to deliver a suitable solution on time. The continuous delays in the project perpetuate dissatisfaction and a lack of confidence in both the project and EADS performance.
Premises Costs and Staffing Models/Costs 16. The cost of the premises for the 25 year lifetime is high, available figures vary between £43 million and £51 million, and will be borne by the regional FRAs. WSCC have concerns regarding the level of value for money provided and the overall cost in comparison to what could reasonably be expected in a commercial market. In addition the specification for the buildings is partly a reflection of national infrastructure requirements. WSCC’s view is that this element of cost should be funded by Government, especially when set in context of the concerns in paragraph 19 about the likelihood of the project delivering net savings.
17. Although SEFRCC are planning on staYng levels above that recommended in the national modelling there remains no guarantees that the proposed levels will be suYcient to deal with spate conditions or indeed steady state operations. This is however a matter of conjecture and will remain so until trialling has been carried out.
18. A number of risk critical functions currently delivered by existing control rooms/staV are deemed out of scope for FiReControl, these will still be required after cutover and FRSs will need to make local arrangements to facilitate this. To date the full extent of these requirements are unknown making it diYcult to attach a resource and financial cost to it.
19. In common with most of the SE region, West Sussex remains sceptical of the figures in the business case and continues to doubt whether net savings will arise once the full expenditure implications are taken into account. Consequently, even though the business case optimistically suggests that West Sussex will make the biggest saving of any FRA (£357,000 per year), the County Council’s Medium Term Financial Strategy will need to make allowance for potential additional on-costs associated with both FiReControl and FireLink. Should this additional funding be required it will obviously have an impact on the delivery of other services. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Effect on Staff Morale 20. At the initiation stage of the FiReControl project the eVects on staV morale were obvious and quantifiable. Due to the number of delays and uncertainty regarding the project’s future there has been a definite shift in how it is viewed by the existing control staV. There is now a general lack of belief that the project will ever be delivered, this view has been reinforced by the Conservative Party Green Paper and the recent change of position expressed by the LGA. This lack of belief has had an impact on the level of engagement in consultation by control staV. 21. Individuals remain unhappy about the prospect of moving to the RCC but this does not appear to be aVecting performance or commitment. Main concerns expressed by existing control staV: — Loss of identity due to no longer being part of an individual FRS. — Concerns over the ability to maintain the level of service delivery currently achieved. — Inconsistency with other arrangements, London RCC staV still belonging to the FRS but the other RCCs being LACC controlled. — Working along side colleagues under diVerent Terms and Conditions — Losing the right to the Long Service and Good Conduct Medal especially for those who will have served almost 20 years.
Effect on Control Staff Recruitment and Retention 22. Traditionally recruitment and retention has not been a diYculty and this is still the case. However the insecurity felt by new employees due to temporary contractual arrangements is a concern particularly with regard to retention. 23. WSFRS did lose control staV in the early stages of the project but retention has not been a significant issue more recently, again this may be attributed to the lack of faith in the project being delivered. 24. The loss of experienced control staV to the FiReControl project and to other areas of the Service in order to secure their long term future has been experienced and is likely to increase as cut over approaches.
Olympics Impact 25. WSCC remains committed to ensure all work is completed in order to meet the March 2012 cutover date. Should there be any further delays to cut over this would take the date dangerously close to the London 2012 Olympics. WSFRS will be integral to the emergency planning for the maintenance of Olympic infrastructure and any delays would have a serious impact on the Service’s ability to facilitate both of these projects simultaneously. 26. The close proximity of cutover to the commencement of the London Olympics raises issues over the operational reliability of the new system, and the new operating procedures and ways of working for the RCC in tandem with the training that will be required by all FRS operational staV on special operational procedures relating to 2012 security and emergency arrangements. 27. There remains a lack of clarity around how the National Coordinating Centre will interact with the RCC and also the requirement for one RCC to act as the controlling mind for UK fire resilience particularly during 2012.
Technical Issues 28. A wide range of technical issues have been identified by the Service Technical Support professionals. It is not the intention to identify them in this submission but this report needs to highlight underperformance in the management of the technical aspects of the project and concerns over the ability of the final solution to deliver an acceptable product to the end users.
Conclusion 29. As previously stated WSCC remains committed to the FiReControl project and support the original stated benefits to be realised. WSCC has been forced to meet significant costs for upgrading the legacy system due to project delays, and it is clear that the originally stated cost benefits will not be realised. WSCC is disappointed in the historic central management of the project and confidence in the ability of EADS to deliver remains low. January 2010 Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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Memorandum from Cllr. Jeremy Hilton (FIRE 15) 1. I was the Cabinet Member for Fire in Gloucestershire when we opened the TriService Centre in 2003. Prince Charles was the guest of honour at the oYcial opening. 2. I have consistently opposed the closing of our TriService Fire Control and moving it 70 miles away into the regional control centre at Taunton. The RCC takes away local knowledge, which in my view undermines resilience. 3. The TriService Centre has highlighted the benefits of inter-service co-operation in Gloucestershire and the minute-by-minute command of major incidents. Something that will be damaged by a move to the RCC. 4. Currently the chief fire oYce can talk to his control staV face to face. In future, he will have to pick up the phone to speak to his control staff—what nonsense. 5. The TriService Centre was a pioneering project supported by the government with a £2.6 million Invest to Save grant. 6. We opened the TriService on time and under budget, with a saving of £209,000 on its original budget of £6.4 million. 7. Inter-service co-operation and intelligence has improved since the TriService Centre opened as all three 999-control rooms sit side by side. Concurrent dispatch has improved. 8. The ability to deal with major emergencies has been enhanced as was shown by the superb way in which the emergency services worked together during the devastating floods that hit Gloucestershire in 2007. 9. Gloucestershire has been given a green flag for dealing with floods by the Audit Commission (9 December 2009) in its report on the Comprehensive Area Assessment for the county. 10. It only takes five minutes to set up set up silver command, which operates within the TriService Centre adjacent to the three 999-control rooms. 11. Gold command operates from the new police HQ just 100 meters away. 12. The moving of the 999 fire control to Taunton will undermine the close working relationship built up between the three blue light services in Gloucestershire since the TriService Centre opened in 2003. 13. Technical developments have been put on hold because of the Regional Control Centre project. The communications infrastructure (radio communications) is now extremely fragile due to the excessive delays incurred through this national project. 14. The RCC oVers no communication advantages that cannot be plugged and played from the TriService Centre. The TriService Centre can be fully compatible with data and voice communications over the new FireLink system. 15. At the LGA Fire Service Management Committee (November 2009) I asked Roger Hargreaves from CLG whether it was technically possible to link the TriService Centre and other fire controls for both data and voice communications with the new FireLink communications system—he said yes. 16. The reason why we have the RCC project is more about establishing regional fire authorities than improving resilience. Regional fire authorities have now been abandoned and so should the RCC project. 17. In my view, the government should have from the start, designed new fire control communications architecture (FireLink) and then asked all fire authorities to upgrade their fire controls rooms and link into FireLink so that all control rooms were modernised. 18. Financial inducement could have been given to encourage joint control rooms where fire authorities were willing to combine. Similar to the grant we got for the TriService Centre. 19. The RCC project has been a failure; it is late, over budget and full of technical problems. Only a fool would risk handing over 999 calls to the Taunton RCC and close down our excellent TriService fire control. 20. In Gloucestershire, we should stick with our TriService fire control, as we know we can trust it to serve the people of the county. 21. On 30 October 2003, Ian McCartney, then Minister without Portfolio wrote to Nick Raynsford the fire minister, following a visit to the TriService Centre, to ask, “whether there was scope in future plans to retain and develop the TriService Centre.” 22. On 13 November 2003, I wrote to Nick Raynsford the fire minister to invite him to visit the TriService Centre to see for himself how well it worked. He never came. 23. The Mott MacDonald report commissioned by the ODPM—“The Future of the Fire Service Control Rooms,” clearly states that the analysis of the TriService Project was too early in the project and should be allowed to proceed. The report recommends that “a medium to long term plan is derived that considers the integration of the of the three ISB projects (TriService Centres) into the regional arrangements at a future point.” Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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24. On 24 May 2004, I met Nick Raynsford in London to brief him on the TriService Centre and to ask him to consider plugging the TriService Centre into the new network of fire controls as Mott MacDonald had suggested—I remain disappointed that he failed to act on this request. 25. The Audit Commission in a 2005 report on the TriService Centre said that the TriService Centre had significantly exceeded expectations in improving public safety, improving safety of employees; and cost savings. 26. The Audit Commission warned that removal of the fire control would have a major negative impact on the project, both financially and operationally. 27. I sit on the LGA Fire Service Management Committee and at our meeting on September 2009; the committee decided that is was against the principle of the implementation of Regional Control Centres. 28. The FSMC also asked LGA oYcers to develop alternative options in the event of the RCC failure. It is now time that CLG did the same. I hope the select committee will call for the scrapping of the RCC project. January 2010
Memorandum from Gloucestershire County Council Community Safety Overview and Scrutiny Committee (FIRE 16) Gloucestershire County Council’s Community Safety Overview and Scrutiny Committee welcomes the opportunity to contribute to this inquiry. We do so on the basis of being elected members and not technical or subject matter experts. We would like to emphasise that this is a non-political response from the committee which includes members from the county council and district councils in Gloucestershire. As far as the members can ascertain the project will not be in the best interests of the residents of Gloucestershire for the reasons identified in the attached submission. In stating these reasons the committee would hope to address the three key areas the parliamentary committee are considering: — Progress with the project so far. — The reasons for the cost and time overruns which the project has experienced. — What if any changes need to be made to the government’s plans for proceeding with the project.
1. Introduction We would wish to emphasise the value of the current emergency fire control facility in place and urge the parliamentary committee to consider carefully the need to continue with the Regional Control Centre (RCC) project. Since the inception of the project the political, economic, climate change and terrorist environments have all significantly changed in a way which could not have been envisaged and catered for. Importantly this committee believe that the concept of having “all your eggs in one basket” needs to be reconsidered against this background of change. We need to have confidence in the project but as time has progressed along with the delays, the disappearance of eYciency savings and receding resilience arguments, our confidence has waned.
2. Summary The main concerns of the Community Safety Overview and Scrutiny Committee over the project are as follows: (a) There will be no cost savings for the authority once operating in normal state. The opposite may well be the case as, apart from the huge project development cost, the final outcome will cost more to operate. (b) We have serious concerns over the project delay on our existing fire control infrastructure. A new radio system was planned in 2001 as part of South West collaboration. Because this project was stopped by government at the time there are now serious resilience issues with existing ICT systems which are in need of a refresh. If the RCC project is not delivered, this issue still needs to be addressed by the Department of Communities and Local Government. (c) Out of scope activity and therefore residual costs have still not been fully identified. (d) The quality and level of service will not match that which is already available locally. (e) Ambiguity remains over governance and authority of the resources of the RCC and its eight partners when one or more fire and rescue agencies have unusual demands upon the resources in the centres and resolving these issues will inevitably lead to further delays and costs. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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(f) No consideration has been given to the long term management of nine RCCs in terms of maintaining national resilience. If we accept, and we do not, that RCC are about improving national resilience, the government need to implement some form of governance, assurance, long term management, asset refresh and operating procedures that will provide uniformity across all nine RCCs. Only recently has the government considered this through what it calls “in service management”. This is a very good example of the lack of long term thinking and project planning at project inception. This example is a demonstration of how we as stakeholders have little confidence in respect of project management, level of competence employed and more importantly the statutory outcomes these RCCs must deliver. (g) The technology to provide a solution on the scale required is not available nor will it be for sometime, leading to the inevitable reduction in functionality or further delays and increased resources. It is accepted that parts of the technology are available but it is marrying it all together on a national scale which is proving so diYcult. (h) Resilience is better served by more controls rather than fewer. (i) In 2007 Gloucestershire experienced catastrophic floods and our emergency services performed extremely well. We believe this was due to the simple fact that our senior fire oYcers have a clear picture and intelligence about the size and scope of the flood emergency at all times. We believe this was due to the locality of our Fire Control being at the heart of the operations. Maintaining this overall command and control for our senior fire oYcers is essential if they are going to be able to deploy resources appropriately and timely. We have serious doubts that this level of command and control will exist as easily as it does within the tri service centre due to the remoteness of the Taunton based RCC. We think this will be a serious test for any RCC and we would ask the committee to consider this and satisfy itself that the aspect of command and control for brigade commanders is not lost or diminished in anyway through the new arrangements.
3. Progress 3.1 If the original plan was being followed, Gloucestershire would have migrated to the new control in 2009. The proposed date is now September 2011. We question this, as there is still no real evidence to suggest that the technological solution has been developed and is in test phase. This view is supported by the recent publicity around EADs (the contractor) to the project and their software provider which they have recently changed, which does not promote confidence in elected members that the project is progressing well. 3.2 The project predicted 30% savings which were revised to 10%, which now sits at £60,000 across the entire South West region. Further work is ongoing but the emerging evidence is that the final cost will be greater than that currently spent on the existing regional arrangements. As the project has progressed it is evident that the original premise is proving incorrect and that increased cost will rest in someway with the tax payer. If this was guaranteed to deliver a higher quality level of service, this could be worth the investment. However, much of the tactical and operational detail around what is going to be delivered, how it is going to be delivered and by who, is still not clear. The committee can only surmise that further work and consequently further costs are yet to be identified and considered. 3.3 There remains a need to clearly set out to fire and rescue authorities the work which will still reside within their remit and therefore the residual costs. It is of concern that this real issue is not yet fully addressed at this late stage in the project, as it could cause further delay.
4. Reasons for Cost and Time Overruns 4.1 During the floods in Gloucestershire in 2007, the fire part of the tri-service control received 17,500 calls from BT exchanges. It is these types of situations that the RCC project as envisaged would address more eVectively. It is the view of this committee that in trying to find the solution to handling that kind of volume or a similar situation there has been diYculty. 4.2 Linking all nine controls and carrying suYcient data to ensure mobilising if one centre becomes overwhelmed or out of action is extremely complex and diYcult to resolve within the current parameters. This is why the delays and cost overruns are being incurred, and will continue as perhaps the wherewithal is simply just not available. What further delays and cost overruns are acceptable? And at what point does the project sponsor question if the specification can actually be delivered as opposed to being informed that it can be delivered given time and resources. 4.3 Our concern is that the final outcome will deliver a much slimmed down and less comprehensive service than that already available, as emergency mobilising is so much more than operating a call centre. 4.4 Sir Michael Pitt referred to the success of the tri-service control in Gloucestershire in his report on the lessons learned from the 2007 flooding. He indicated that the arrangements in Gloucestershire for co- ordinating the emergency services during the devastating flooding in the county in July 2007 were a model of best practice and should be adopted in other parts of the country. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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4.5 During the snow falls in early January 2010 the Highways Agency website “crashed” as demand outstripped capability. Running an emergency service calls for levels of resilience in excess of what is the norm. In trying to find a level of resilience which is currently available locally on a small scale is proving very diYcult on a larger scale and even if available would come at increased cost. We would site two examples here: (a) A local company switches from an analogue phone system to a digital one and suVers complete failure of the system during a power cut. The solution is to reinstall at cost a number of analogue phones to remedy the situation. (b) Currently in Gloucestershire we have five alternative methods to mobilise our resources. The RCC solution will have only two. To provide the same level of resilience across the country we believe would put an unreasonable burden on individual fire and rescue authorities.
5. Governance and Accountability These remain issues that need resolution. The statutory responsibility resides with the fire and rescue authority, but until some of the operational questions about how things will actually work are answered, the fire and rescue stakeholders will continue to ask questions and this will continue to delay progress.
6. Conclusion The inquiry asks “what if any changes need to be made to the government’s plans for proceeding with the project?” Subject to further evidence from other consultees supporting our concerns, we would ask that the Communities and Local Government Committee carefully consider recommending an option which leads to the termination of the project. January 2010
Memorandum from Surrey Fire and Rescue Authority (FIRE 17) 1. Executive Summary —AsuYcient level of resilience for the FiReControl project is yet to be demonstrated to the Surrey Fire and Rescue Authority (the Authority). — The Authority needs reassurance that the technology will have suYcient currency and provide at least the same comprehensive level of functionality that is currently in use within Surrey. — There is a lack of clarity and detail associated with the project, which is impeding local delivery of the transitional arrangements. — It does not appear that the FiReControl project will deliver the financial savings originally identified and it could impede the development of other eYciency savings for Surrey. The project should not create any additional financial pressure on the Authority. — It is essential that central government retains a significant stakeholder interest in the long term governance of the FiReControl project.
2. Introduction 2.1 The Authority has been making preparations to transfer its mobilising control arrangements to the Regional Control Centre (RCC) as required by the Fire and Rescue Service National Framework 2008–11. 2.2 This position is only tenable on the basis that the benefits of the FiReControl project are delivered and no additional financial burden is placed on the Authority. 2.3 It should be noted that Surrey Fire and Rescue Service (the Service) had suYcient concerns regarding the potential for delay in the project to warrant investment in a new mobilising system. The previous system was installed in 1994. This has been operational since 2 December 2008 and combined with advanced mobile data technology this means the Service already has access to all of the projected benefits of the FiReControl project and is working with another FRS on the same system to develop a reciprocal fallback solution.
3. Areas of Concern 3.1 The Authority requires total confidence that the FiReControl solution has end to end resilience prior to transfer of undertakings. This is currently diYcult to assess as there is insuYcient detail associated with the project implementation plan. For example, there is no clarity on the fallback arrangements (the third way) or the proposals to adopt the 46 disparate networks currently in use by the participating Fire and Rescue Services (FRS). Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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4. Technological 4.1 The delays to the project could result in the delivery of out of date technology against the initial specification. As previously mentioned, the Service believes that it already uses technology in advance of the specification being provided by the FiReControl project and the Authority would be reticent to relinquish these facilities. For example, demountable mobile data terminals are used for incident command support, data capture, community safety education and language translation within Surrey.
5. Project Detail 5.1 It is noted that the FiReControl project has already been subject to delays but it is has not been apparent what has caused them. In order to be reassured, the Authority requests transparency as to the reasons for these delays and other variations to the project plan. 5.2 There is also a lack of detail relating to the requirements being placed on FRSs. These include requirements for data provision schemas, ways of working action plans, minimum attribute levels, etc. 5.3 The lack of and delays to published guidance on proposed Service—RCC technical interfaces is delaying local development on the project. 5.4 Without a greater level of project detail, it is diYcult for the Service to undertake the work required to support the transition plan.
6. Transitional Arrangements 6.1 Although the Service has taken steps to ensure the resilience of existing mobilising control arrangements, delays in the project are increasing the risk associated with staV retention until cutover. Further slippage in delivery of the FiReControl project would exacerbate this risk and clarity regarding the central provision of funds to cover these costs is required. 6.2 The implementation of FireLink phase C ahead of the FiReControl project could lead to a loss of functionality to the Service of access to risk critical information and a dynamic mobilising capability, which is outlined in the Surrey Integrated Risk Management Plan. A contingency for this will need to be developed and is likely to create additional cost which, under the circumstances, the Service is naturally unwilling to bear.
7. Financial 7.1 The cost of the solution is also a key concern, initial indications from the Chief Executive of South East Fire Regional Control Centre Ltd (SEFRCC) are that the staYng numbers proposed centrally may not be adequate and a proposed enhanced staYng level has been circulated for consultation. It is diYcult to accurately ascertain appropriate staYng arrangements until the end to end solution is seen to operate and the detailed ways of working and contingency arrangements are finalised. 7.2 This is coupled with a concern that the cost of residual activities that will stay within individual Services has been under estimated. 7.3 The updated FiReControl business case published on 6th May 2009 indicated a forecast saving of £70,000 for the Authority, taking into account the above factors it is a real concern that the actual costs will wipe out this saving and potentially create an increased financial burden. 7.4 The project is currently a barrier to exploring other options that could derive greater savings from collaboration with another Fire and Rescue Authority (FRA). 7.5 The long term funding for this national resilience capability should be adequate and transparent and should not increase the financial burden on the Authority.
8. Governance 8.1 The contractual arrangements regarding premises and infrastructure are currently between the Communities and Local Government department and the providers, with FRAs as end users having limited visibility and understanding of the potential risks. The potential change to the contract management to be via a non-departmental public body increases concern as to where these risks may be borne. 8.2 The continuation of central government funding and involvement in the long term governance arrangements for RCCs is considered essential to maintain national resilience arrangements.
9. The Way Forward 9.1 With the information currently available to the Authority it is not possible to judge whether the current project is the best way forward as the financial implications of adoption or abandonment cannot be judged. Reassurance regarding the resilience of the technical solution is impossible to gain as the end to end solution is yet to be provided. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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9.2 The Authority is in the fortunate position of having identified the potential for delay and have refreshed the mobilising control technology. This leaves the Authority far less reliant on the delivery of this project than is the case elsewhere. January 2010
Memorandum from the London Fire and Emergency Planning Authority (LFEPA) (FIRE 18) Summary 1. While many of the comments in this submission appear negative they are made in the context that we would wish both central government departments and the fire service to learn lessons from the FiReControl Project. We acknowledge that the management of the project has changed during its life and that some of lessons appear to have been taken on board by the current management team within CLG. LFEPA continues to support the principle of the project, subject to certain caveats around operational eVectiveness and aVordability,and would wish to emphasise that any decision to change the scope of the project or indeed to cancel the project would have significant financial and operational risks for this authority. This submission to the Select Committee wishes to draw the attention of members to the following particular areas: (a) The lack of eVective user engagement in the development of user requirements for the FiReControl project. (b) The importance that the final decision on the acceptability of the project delivered remains with the Chief Fire OYcer/Commissioner. (c) The drawbacks of using separate procurement processes for the building and IT aspects of the project. (d) Over specification of parts of the project, including security arrangements. (e) A lack of consultation in the development of the project meant an opportunity was missed to learn from London’s existing regional control room. (f) The new burdens settlements have been fair so far but there has been a lack of clarity on whether this will continue for the life of the project. (g) For this project to deliver its objectives there needs to be a new culture of working in partnership with the FRS. (h) Delays to the project are utilising valuable fire service expertise that could be being utilised on other fire service projects.
The London Fire and Emergency Planning Authority (LFEPA) 2. The London Fire and Emergency Planning Authority (LFEPA) run the London Fire Brigade (LFB) and is a functional body of the Greater London Authority. 3. The LFB is the third largest firefighting organisation in the world; it employs approximately 7,600 staV and covers the 620 square miles of Greater London and is the UK’s largest fire service. The LFB operates on a regional basis across all aspects of service provision including its control room function.
FiReControl The development of user requirements 4. From the early stages of this project there has been a lack of eVective user engagement. This has led to a lack of understanding within the central project team of the technical requirements needed to procure a system that would satisfy the operational requirements of 46 individual fire services. 5. This lack of understanding, together with a rush to procure a system, meant that CLG went into the procurement process with a large number of user requirements lacking definition. These were to be resolved post contract award. At the time, both the Chief Fire OYcers Association (CFOA) and fire service representatives voiced concerns that this failing would bring uncertainty and risk to the system development. It was unclear how CLG could be confident that the successful bidder would be able to develop a system that would meet all of these yet undefined requirements. If the successful bidder were unable to meet all the user requirements the whole concept of the project would be undermined with it failing to match with FRS Integrated Risk Management Plans (IRMP’s). This was one of the main precepts on which the project was based, and the promise that IRMP’s would not be compromised was crucial in gaining the support and co- operation of FRSs. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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6. We understand that there are still a considerable number of these requirements that have not been addressed. CLG need to work closely with FRS representatives to ensure that there are suitable systems in place to facilitate the development of the outstanding requirements with user representatives and fund the facilitation of this engagement where required. Should this engagement not take place and provide satisfactory outcomes the project could lose further credibility with the service and may not be acceptable to them. It has always been stated that the final arbiter of whether the system is acceptable to an FRS will be the Chief Fire OYcer/Commissioner who must make a risk based operational judgement that the system will fully meet their requirements. This must remain the case whatever path the project may take into the future.
7. The Authority has a duty under section 7(1) Fire and Rescue Services Act 2004 to make provision for the purpose of extinguishing fires in its area and protecting life and property in the event of fires in its area. Also, under section 7 (2) (c) it must, in particular “make arrangements for dealing with calls for help and for summoning personnel”. This responsibility will not change once the network of Regional Control Centres become operational even with the appropriate Service Level Agreements between each FRS and the limited companies set up to run the RCCs (except in the case of London where LFEPA will retain responsibility).
The procurement process 8. The concept of running two separate procurement processes, one for the buildings and one for the IT infrastructure has led to significant cost overruns, as the buildings have or will be completed well in advance of the procurement of the IT infrastructure services. This results in leases, service costs and utility payments on underutilised buildings. In hindsight one must question if this was the correct process and if not, what can be learned for future procurements. We understand that IT and property procurements are very diVerent but believe there should have been closer management at a programme level that could have taken early action to prevent such a divergence in delivery timescales.
9. The buildings themselves appear to be over specified and are clearly too large just to house a regional control centre. The security arrangements incorporated into the premises appear to be in excess to the threats potentially posed to the buildings. These two things have led to significantly increased costs that will result in a long term revenue burden to fire authorities. Although too late to change, we would like to challenge the design of the buildings and ask why they are so large as we are unaware of the user input into the design process. Had users been more fully engaged in the design process the buildings may have been more suitable for purpose and there may have been more than one design of building that could have catered for specific user requirements. Such an approach may well have led to reduced overall costs.
10. We are fortunate in London that it will be possible to maximise the use of the premises by housing not only our Regional Control Centre, the London Local Authority Coordination Centre, the Brigade Resource Management Centre but also the Fire Service National Co-ordinating Centre within the premises. We are aware that there are others who are looking to sub let some of the excess accommodation in order to reduce the future financial burden to those authorities.
11. In terms of the security arrangements that are designed into the buildings we believe that they may have been over specified considering the current threat assessment for this type of premises. We understand that there needs to be an element of future proofing in order that significant expenditure is not incurred in the future, but do question why each individual building has been built with such a high level of redundancy. The resilience of FiReControl was to come from having a networked solution with capacity and staYng levels that would cope with any one of the buildings being taken out of commission. The capital cost of this perceived over specification is of concern, as is the long term revenues cost of maintaining it, and this will fall to the FRS.
12. We understand that the requirements for resilience and security were designed by consultants. Government organisations such as the Centre for Protection of National Infrastructure (CPNI), who could have oVered objective advice, were not consulted until the requirements were fixed. If government security advisers like the CPNI had been consulted at a much earlier stage it is possible that the building security specification and the subsequent costs would not be as great as they are.
13. For some years the user community has said that the FiReControl and Firelink Projects should be brought together within the same project management structure. There are many cross cutting issues between the two projects. The Firelink radio solution is the communications bearer for FiReControl as well as being the FRS main scheme radio system. Although CLG have attempted to bring the two projects closer together at a programme level, there are tensions in having two separate projects delivered by two separate firms of consultants. We understand that these started as two distinct and separate projects but it became clear some years ago that they were to become mutually dependant. We consider that it would have been much more eVective in terms of communication and the use of consultants’ time if they had been made a single project when this interdependency was first identified. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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User engagement 14. One thing that has been missing from this project is the ability to learn from users and their previous experiences. There is a perception that CLG are delivering a product to the FRS rather than working in partnership with them to deliver a successful outcome. The London Fire Brigade’s existing regional control centre could have been used as the model for other control centres within this scheme. Had the project chosen to do so it would have realised that it was not necessary to develop large buildings on huge sites with complex and expensive security arrangements to achieve a similar outcome. London’s Regional Control Centre is and will remain the busiest fire control room in Europe, handling 300,000 emergency calls and around 500,000 non emergency calls annually. The London control room, its systems and the staV who work there have served the capital well during all the events of recent years. 15. One weakness of London’s current system is the inability to oZoad calls when the number of incoming emergency calls exceeds the number of Control Room staV available. This is commonly known as “spike” and “spate”. Spike can be defined when a single incident simultaneously generates an excessive number of emergency calls, eg a vehicle alight on a motorway. Spate is where excessive numbers of emergency calls to multiple locations are received over a prolonged period of time, an example being electric storms associated with intense rainfall causing wide-scale flooding to premises and property. Under both these conditions, callers currently have to wait until a Control OYcer is available to take their call. Under FiReControl, the network has the ability to route the call (under these circumstances) to other Regional Control Centres. If the call is to a fire or a life-threatening special service call, i.e non-fire related, the call will be answered and responded to quickly. While a fully functioning fall back facility is in place which is skeleton staVed 24/7 there is a reliance on the Metropolitan Police Service to take calls that are queued with the BT or Cable & Wireless operators in excess of reasonable waiting times. This arrangement is unsustainable due to the volume of calls that are dealt with by the MPS. Prior to the introduction of the FiReControl Project the London Fire Brigade had been actively engaged in seeking reciprocal arrangements with another FRS but these discussions ceased with the advent of this project. 16. The project is being delivered by a team within CLG that consists of civil servants, seconded fire service staV and consultants. The team appears to be very large for a project of this nature. Where one would have expected the risks and the resources required to deliver the project to have sat with the supplier, in this case, CLG seem to be bearing much of the responsibility and resource burden of delivery. Despite having a large number of FRS staV seconded into the project team CLG need to ensure that they have eVective user engagement arrangements in place. While the seconded staV have technical expertise they do not have the authority or necessarily the strategic or political insight to speak on behalf of fire authorities. 17. The impact of this on the service in general is that it has drawn a lot of the technical expertise from fire services into the centre. From one perspective this is to be welcomed, as it is only by engaging with users that a viable product will be produced, but this has led to a significant risk emerging which is that the fire services themselves will no longer have the in house capability or capacity to deliver their transition activities that are required prior to being able to accept FiReControl into service.
Support for local Integrated Risk Management Plans (IRMPs) 18. One of the tenets of this project has been that it would support the IRMP within each fire service. While it is understood that such a commitment had to be made in order to secure even the most tentative of approval for the project among fire authorities, this may not have been the right approach. It means that for each type of call, there are up to 46 variations in how they may be handled and attended. For instance, depending on the FRS a call to a person shut in a lift could be attended as an emergency, attended as a non- emergency or not attended at all. 19. While some regions, noticeably the South East, have begun to work together to identify areas of common and best practice, there has been no central drive for this to happen nationally. There was a missed opportunity in the early stages of the project to encourage and support work both within regions and nationally to identify common and best practice. This could have greatly reduced the technical requirements of the project. There are workstreams within the project that are there to address the “New Ways of Working” but these are designed to identify how the FRS will operate within the structure of the new system rather than identifying common or best practice.
Financial impact on fire authorities 20. There is a commitment from Government that the FiReControl Project will not be a net new cost burden on fire authorities. To date the cost of implementation is being met through new burdens funding. We have found that in general the settlements for ourselves have been fair and we are pleased to see that there are mechanisms in place for fire authorities to bid for further funding if additional costs are identified. 21. A concern for both us and other fire authorities is the ongoing revenue costs of the project post implementation. The most recent business case has set out the projected annual payments that are to be made to authorities incurring additional costs because of the project. There are two concerns over these payments. The first is that they need to be agreed with fire authorities. In London we are still waiting for a response to our concern that these proposed payments do not accurately reflect the additional financial Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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burden. Delays to questions such as this make it diYcult for financial oYcers to plan future budgets accurately. They also give rise to fears that the money available for fire authorities may be based more on the availability of cash to the project than an accurate assessment of the new burden to fire authorities. 22. The second concern is the long term future of these payments. CLG have only been able to give an undertaking to review these payments after three years. While it is accepted that a review is required once steady state has been reached to ensure that payments remain accurate there is a fear that the review could lead to these payments being reduced or discontinued. This would lead to an increased burden for local tax payers. In order to ensure that fire authorities are willing to commit to this project, a clear commitment is required that the principal of new burdens funding will apply for the full term of the project and not just the first three years. We would ask the committee to demand an assurance from the government that that the project is fully funded in both the short and long term and that these assurances are provided explicitly to fire authorities.
Project timetable 23. The numerous delays in the delivery of this project have led to a lack of confidence in the ability of CLG to deliver a complex project of this nature. The problem stems again from the lack of user engagement at early stages of the project. From the beginning CLG seemed to have failed to grasp the complex nature of this project. If this project is to deliver its objectives there needs to be a new culture of working in partnership with the FRS, more realistic goals and timescales need to be set. This has not always been the case to date. 24. The impact of delays to the project on the FRS is not insignificant. Dedicated project teams have to be kept in place with a lot of expertise either being seconded onto the national project team or committed to the project internally. This takes away valuable expertise from delivering other projects and programmes that are also essential to delivering and maintaining service to the public. CLG and suppliers need to commit to the current timetable and if further delays become apparent these need to be shared at the earliest opportunity with the user community.
Conclusions 25. The conclusions that we would like to see included in any report from the committee include: (a) The final arbiter of whether the FiReControl system is acceptable to any individual FRS must remain with the respective Chief Fire OYcer or Commissioner. (b) There needs to be eVective user engagement from the earliest stages of a project to ensure that all user requirements are captured and defined. There would be benefit in fostering a greater partnership approach with the FRS. (c) There should be a clear audit trail of decision making that is transparent for all to see; this together with greater user engagement at all stages of development may have enabled the design of the buildings to be challenged at an early stage and more practical solutions delivered at less cost. (d) There should have been a greater strategic understanding of the change programme from the outset, this may have resulted in the FiReControl and Firelink projects being consolidated with significant savings in consultants fees. (e) Less reliance should be placed on the use of consultants for specification purposes when there are reliable sources of advice readily available within other government departments and of course within the FRS itself. (f) More regular external project reviews should be undertaken and there should be a greater willingness to accept change within the project as circumstances change. (g) There may need to be a clearer definition of responsibilities between the CLG and the supplier as it appears that there is a large central team having to support the supplier and so taking on a greater burden of the risks involved. There should be a recommendation to have a comprehensive review of the entire procurement process. (h) The impact to the FRS should have been more closely examined at the outset. As CLG became aware that this was not just another IT project to be delivered the draw on fire service resources to support the project delivery has increased significantly. (i) The diYcult challenges in the project such as defining all of the user requirements should have been addressed at an early stage; this may have led to much more clarity during the delivery phase. Again we would emphasise that early user engagement would have helped in this area but it is not only the engagement process but also listening to what the users have to say that is important. There needs to be a greater emphasis on partnership working between CLG and the FRS rather than the customer/client relationship which appears to exist at present. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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(j) The financial settlement to cover the net new burden to the FRS needs to be a transparent process that is based on the real impact to authorities and not on the cash available to the project. (k) There needs to be a very clear assurance from the government to fire authorities that new burden payments will continue for the life of the project and not just the first three years. (l) If the government should decide to change any aspects of its delivery strategy the service itself should be oVered the opportunity to manage the implementation itself, either by refreshing existing systems or by collaboration with partners. The government should provide full funding for this to be implemented. However it must be emphasised that any decision to change the scope of the project would have significant financial and operational risks for this authority. January 2010
Memorandum from Gloucestershire County Council Regional Control Centres (FIRE 19) — This submission has been written by Cllr Will Windsor-Clive, Cabinet Member for Community Safety, on behalf of Gloucestershire County Council. — This submission highlights concerns that Gloucestershire County Council has with reference the Regional Control Centre (RCC) project. In particular: — Poor project planning and implementation—continual delays leading to additional burdens on Fire and Rescue Services (FRS). — Inability to cope with changing need—for example changes to fire station provision. — Impact on staV. — Reduction in resilience—rather than increasing resilience, the RCC project is actually reducing resilience of some command and control functions. — It also includes a covering letter and attaches additional reports with further background information on the County Council’s opposition to RCCs. 1. Gloucestershire County Council has consistently opposed the move to a regional control centre (RCC) since the inception of the project. We continue to have deep seated concerns about the project, particularly with regards the damage it would do to Gloucestershire’s Tri-Service centre. This facility, established in 2003 as a Government Invest to Save project, cost £6.3 million. The Tri Service centre was developed on recommendation of a Government Report (Mott Mcdonald) which highlighted the benefits of horizontal integration with other emergency services. In doing so Gloucestershire brought together the control rooms of all three of the emergency services in the county under one roof. In July 2007 the Tri Service Centre proved its true value and eVectiveness from a command and control perspective when the county was hit with the worst peace time disaster in the last century caused by significant flooding and loss of water to 350,000 people. 2. We remain deeply concerned that a regional control centre would not have performed to the same standard and that this could have put lives at risk. We have already made substantial comment on this and, mindful of the requirement that submissions to the committee should not be already published, I have confined this representation to focusing on some of the failings of the implementation of the project itself. Nevertheless, I have attached our earlier submission to your committee (Housing, Planning, Local Government and the Regions Committee, The Fire and Rescue Service Session 2005–06 Volume II oral and written evidence Pages Ev 72 to EV 76) as well as the Audit Commissions post emergency assessment of our Tri-Service facility (Post Evaluation of Joint Emergency Communication Centre Project, Audit Commission January 2005–12–07). 3. Even looking solely at the projects failings, rather than structural concerns with the concept behind the project there are substantial and concerning issues. These are set out below. Of particular concern to me is the failings which mean that resilience will be reduced under the RCC project and the substantial impact of delay on the project so far. Already the project, intended to save money, is costing more than previous arrangements. It would be unacceptable if it were also to be the case that the intended increase in resilience had the eVect of reducing it. At the moment there is a real risk that the taxpayers who I represent will find themselves paying more, for a less safe service, which they do not want. That is clearly not an acceptable situation.
Operational Concerns with the Implementation of the Regional Control Centre Project Poor project planning and implementation 4. The project management of this project is not good. There have been regular delays to various aspects of this project. For example agreed dates regularly slip by and when this happens Fire and Rescue Services are simply expected to adjust their own work schedules to accommodate the delay. FRS staV are expected to change their work plans and schedules regularly to accommodate poor project planning from the RCC. Gloucestershire is not new to programme management and has a good deal of experience through Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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developing the Tri Service Centre, the Joint Training Centre and more recently a £40m community Safety project. A project managed locally in Gloucestershire in the same way as the RCC would simply just not be tolerated. 5. For a more detailed example let me highlight one relating to data capture. Data capture management is a key part of the migration to the RCC. It means providing the RCC with all the information it needs to operate. This includes information such as policy, procedures, types of risk, equipment carried on individual appliances, skills and competencies of individuals etc. GFRS is a pilot for this project. The first toolkit DCMT1 suVered from substantial software errors and incorrect documentation. GFRS have concerns about the suitability of this for fire control requirements. 6. DCMT2, which is intended to build upon and remedy the problems with DCMT1 was due to be delivered to FRSs by December 2009. As yet, there has been no date fixed for the delivery of this equipment. It is unclear exactly how any FRS can cut over to the RCC until such time as this sort of information has been properly captured.
Problems with new fire stations 7. Gloucestershire is in the process of carrying out a PFI procurement to build 4 new fire stations and a Countywide Life Skills Centre. As these are outside the initial scope of FireControl, we were keen to meet with EADS to progress issues relating to budget forecasting and building specification issues. As this was identified at an early stage, CLG has asked to oversee this part of the process. Currently GFRS are waiting for CLG to release a call oV catalogue with cost information. This was due to be released week commencing 30 November, but at time of writing has still not been received. This part of the PFI project cannot be progressed until this is received. In summary the RCC project appears to focus on a moment in time and does not have the flexibility to address simple changing needs like substituting or adding a new fire station. If level of flexibility is missing on this simple matter what will occur on more complex mobilising changes
Information unavailable 8. There is still substantial uncertainty about when aspects of this project will take place. 9. An example of this is the installation of Mobile Datae Terminals (MDTs). These terminals, installed in individual fire appliances will allow for the transfer of simple messages and update appliance staus and availability. Currently we have hard copy of plans and risk information MDT will be able to produce these electronically at scene. In addition they will have pre determined data buttons, so instead of sending a voice message they will be able to send a data message to update status, and to inform attendance, availability and resolution status of the incident. Installation into GFRES appliances is scheduled to take place from the 11 January to the 23 February 2010. 10. However, the MDTs, which were due for delivery on 4 December 2009, have already been delayed until the early January 2010. The process for updating the information stored on the MDTs still appears to involve sending individuals with laptops to each fire station to manually update the unit in each appliance when the information stored there needs updating. This could potentially be both quite time consuming and expensive. As yet it remains unclear when the MDTs will be available for installation.
Delays to upgrading equipment/obsolescence 11. The significant delays to this project are already reducing the eVectiveness of Gloucestershire Fire and Rescue Service and increasing its costs. In 2001 the South West Region were on the brink of procuring a new radio system for all FRS’s in the SW, this was halted by government because of the RCC project. Under normal circumstance we would have replaced much of our ageing command and control hardware with more modern equipment. This has now had to be put on hold pending the outcome of the RCC project. As equipment increasingly becomes obsolete it becomes extremely diYcult to maintain or find replacement parts whilst also lacking the features of more modern equipment. The RCC project has held us back from making improvements and weakened our infrastructure.
Impact on staV 12. Maintaining our high quality and experienced staV is of key importance in maintaining the operational eVectiveness of the current GFRS control room. This staYng issue is even more prominent in Gloucestershire as Fire and Rescue staV anxious about their future could simply look for job opportunities in the Police or Ambulance control rooms, located in the same building To overcome this position and reduce risk to the service we have put in place a very comprehensive retention strategy. This has been at great cost to the Authority and the risk has never been recognised by CLG. However despite our very best eVorts many of these staV have now been operating under an eVective threat of redundancy from the RCC programme since the inception of the project. There are fewer jobs at RCC than across the region and, given the location, it is too far for many to commute or relocate, even if the posts were available. 13. The continuing uncertainty which they suVer as a result of this project is forcing GFRS to work much harder to maintain key control room staV. This has already cost over £70,000 to date. A full copy of the retention strategy for GFRS control room staV is attached for information. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Reducing resilience 14. The whole argument surrounding RCC’s was to improve national resilience however that argument now appears silent. From our perspective the RCC project will reduce, rather than increase the resilience of GFRS, particularly with reference to the retained firefighters, who make up 60% of GFRS’ firefighting staV.
Contingency for mobilising outstation failure 15. There are two parts to the current mobilisation system, whereby a retained fire station is notified of an emergency. The mobilising outstation (MOS) receives the alert from the control centre and activates the alerter base station (ABS), which pages the retained firefighters. At present, in the event of a failure of the MOS, GFRS can activate individual ABS via telephone from any mobile or landline. Under the RCC plan, the mobilising outstation will be replaced with RCC equipment. However, there are no plans to replicate the capacity to activate individual ABS. This means in the event of an MOS failure, there will be no option but to mobilise an alternative fire station, with attendant delay.
Less resilient outstations 16. The likelihood of an MOS failure is also increased by the RCC’s use of less resilient equipment. With the current GFRS equipment, there are five potential communications channels between the fire control and each fire station. These are: — Primary computer network, as primary route (or bearer). — Bank of four modems as secondary bearer. — Five individual modems, each on separate lines. — Pager based system. — GSM modem (ie mobile phone modem) as backup. The GSM modems are installed but not currently in use. In addition, GFRS also maintains alternative procedures to mobilise individual fire stations via telephone and radio. 17. In contrast, the equipment that the RCC wishes to replace this with has only two bearers: — ADSL internet. — Vodafone Paknet (a packet radio technology). 18. If both systems fail, for whatever reason, there is no capacity to mobilise by telephone or radio. This system would not be safe enough for a GFRS in-house solution. In the opinion of professional oYcers it is too limited and not resililant. It is further exacerbated by the lack of capacity to directly activate ABS systems. In eVect, the proposed RCC system increases the risk that fire stations will not know there is an emergency to respond to. 19. We would ask the committee to consider the national resilience question in their deliberations. Is the same argument put forward at the time of inception still current or in fact have things now moved on. If so I would suggest that local resilience is not compromised by current arrangements and that the RCC appears to be adding little in terms of improvements
Mobilising senior oYcers 20. Senior oYcers above the rank of Watch Manager are often required to attend larger-scale emergencies or particularly sensitive incidents. There are 30 such oYcers in Gloucestershire, with six on duty at any time. Currently they can be mobilised by home phone, mobile, pager or radio. Worryingly, it remains unclear how these oYcers will be mobilised under the RCC project. It has been suggested that this will take place using a combination of home telephone and Airwave radios. However, as the contract for Airwave does not extend to using the radio out of its vehicle holster (doing so incurring substantial additional costs) and coverage cannot be guaranteed in buildings, this is obviously not a suitable solution. It seems likely that, at the least, an additional pager system would have to be procured, with attendant additional cost and delay. This does not appear to have been planned at the moment. January 2010
Memorandum from North East Fire and Rescue Regional Management Board (FIRE 20) 1. Executive Summary 1.1 The North East Region remains committed to the FiReControl project and throughout the last five years has demonstrated a strong resolution to provide all support necessary to ensure the successful implementation of the project. Further the region continues to demonstrate a firm desire to remain a first wave region, despite the challenges and risks this poses. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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1.2 The submission to the Select Committee may appear contentious but it is considered that this is viewed as constructive feedback and that lessons will be learnt and improvements made to ensure the successful implementation of the FiReControl project. This submission highlights, in particular the following areas: 1.2.1 The lack of eVective user engagement in the development of the requirements for the FiReControl project across all key areas. 1.2.2 The importance of the Chief Fire OYcer/Chief Executive and the Fire and Rescue Authorities (FRAs) in making the final decision to cutover control room services to the Local Authority Controlled Companies. 1.2.3 The challenges and costs of introducing a new governance structure—Local Authority Controlled Companies, who do not have accountability and responsibilities under the Fire and Rescue Services Act 2004 and Civil Contingencies Act for the provision of an emergency control room service to the public. 1.2.4 The need for an eVective stakeholder management plan that provides transparency in the decision making process and transparency on progress with key areas of the project especially the development of the main system by EADS Ltd. 1.2.5 Over specification and complexity of the design and development of the project, critically the building and security requirements. 1.2.6 The risks of using separate procurement processes for the RCC building and IT infrastructure service contract. 1.2.7 The on-going financial impact on FRA’s. 1.2.8 The implications on continued delays to the project including maintaining operational continuity for an emergency control room service and the impact on stakeholder and current FRS/prospective LACC control services employees’ confidence. 1.2.9 The lack of a clear business change strategy and end to end operational model for a resilient national network of Regional Control Centres (RCCs). 1.2.10 The need for a detailed project plan, enabling FRSs to fully appreciate the scale of the project, estimate eVort and resources required to deliver and budget plan accordingly and insuYcient time to deliver necessary outcomes to the appropriate standard. 1.2.11 The North East Regional Management Board has submitted a number of letters to CLG outlining a number of concerns about progress with the project from a national perspective.
2. Key Issues 2.1 Project Progress in the region: 2.1.1 The North East Region has remained committed to the FiReControl project throughout the last five years and continues to provide all support necessary to ensure the successful implementation of the project. Key areas where progress has been made in the region include: — Establishment of a dedicated regional project delivery team since 2004–05, utilising subject matter experts in the fields of project management, control room operations, FRS IT and Communications, FRS data management. — Agreement in 2005–06 by all four FRAs under the auspices of the Regional Management Board to combine New Burdens funding into a regional project budget with delegated authorities to the Regional Project Board to manage eVectively against the delivery of project priorities. — Establishment of a joint Regional Project Board between FiReControl and Firelink from 2004 with clear terms of reference and delegated authority from each FRA to deliver the FiReControl project successfully on behalf of the four constituent FRAs in the North East region. — In keeping with accepted project management practice independent project assurance systems were established in 2007 through the project board contracting with the Audit Commission to perform this role. The first project assurance report in December 2007 confirmed that the region had established robust processes to facilitate issue escalation, eVective communication and appropriate decision making. The report also confirmed that through the regional project board governance the appropriate and eVective project management arrangements are in place to support the implementation of the project. — Strong and continued commitment by all four FRAs to be a first wave region. — 100% track record in responding to documents either through formal consultations or simply in reviewing key project documents issued by CLG. — The North East region has contributed subject matter experts (SMEs) to the national project either directly through secondments of FRS staV from the NE or through contributions at national workshops and steering groups. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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— Established an LACC in January 2007, despite the regional preference for a lead authority. — Amongst the first to appoint a Regional Control Centre Director in August 2007 followed by the appointment of the LACC senior management team. — Commitment and agreement to take on the lease for the LACC in December 2007. — Agreement at the LACC board on 9th October 2009 to take on 3rd party rights in relating to facilities management. — The North East supports the CFOA senior user team in a drive to increase greater user engagement through the commitment of significant resources to the solution establishment workshops (SEWs). — Although the North East has advised that there are alternative ways to achieve a successful cutover to the RCC, we have supported the transition model proposed by CLG by over staYng existing controls rooms to create an initial staV pool. This required the agreement of all four FRAs before proceeding and has involved the appointment of 40 temporary control room operators.
2.2 The Development of User Requirements and User Engagement 2.2.1 The Region has expressed concern from the early days of the project on the lack of eVective user engagement. CLG did not fully appreciate the technical requirements of a system that would satisfy the operational requirements of 46 (now 45) locally governed fire and rescue services. 2.2.2 The North East believe that CLG have relied heavily on consultants and civil servants who do not have suYcient business knowledge of the fire and rescue service, particularly in the critical development phase. Of concern in the current delivery phase is the extent to which resources are being used by CLG to assist EADS in delivering. It would be expected that the majority of the resourcing and therefore risk would rest with the supplier at this stage of the project. 2.2.3 A lot of technical expertise has been drawn into the national team and away from FRSs who require the specialist skills to help deliver the project in the region. Whilst recognising the need for greater user engagement, this also creates a major risk that FRSs will have neither the capability of capacity to deliver the transition activities essential if the RCC is to be brought on-line. 2.2.4 In March 2006 a limited number of FRS users were invited by CLG to review the technical requirements through a month long review process in London. The North East was represented throughout this process. During this review a number of concerns were highlighted including: — the lack of clear definition of a significant number of the requirements; — FRA users not having access to the full information due to perceived commercial constraints; — suppliers did not have suYcient knowledge of the FRS business to fully develop the proposals or were enabled to have direct contact with FRAs to develop this understanding; and — requirements needed to be defined and reviewed in the context of the business processes for the RCC in order to provide an overview of the whole system, however at this time a number of business processes were yet to be developed. 2.2.5 CLG also gave a commitment from the launch of the FiReControl Project that the system would support the 46 (now 45) sets of individual local integrated risk management plans (IRMPs). In developing a national networked system this would always prove challenging and provide additional risks but was necessary to gain the support and approval of FRAs. This is one of the main foundations that the project is based on and the commitment that local IRMPs would not be compromised was critical in both gaining and maintaining FRA support. 2.2.6 To-date key stakeholders in the FRS user community along with key stakeholders in the LACC have not had suYcient visibility of progress with the main system build. Key stakeholders have not been provided with access to the project milestones and delivery dates that are a requirement on EADS; recently this information became available via internet publication of the EADS vs Ericsson court case. Equally FRSs have not been party to the change control process with no visibility of the changes requested by CLG/ EADS. Most critical is the lack of demonstrable progress with the main system build. EADS/CLG have not been able to show to end users that they have a working system that enables the core business to be delivered eg ability to answer emergency calls from the public, mobilise fire resources to emergency incidents and provide incident support to oYcers on the incident ground. In addition, EADS have not demonstrated to end users that the system proposed will support the key concepts of attribute based mobilising, mobilising the nearest appropriate resource and mobilising over data, the prime design on which the Firelink Airwaves contract is based for the new digital radio scheme, rolled out throughout England. 2.2.7 Coupled with the announcement in 2008 that there was to be a substantial change to the system architecture from the original proposal by EADS and more recently the announcement on 11 December that EADS have terminated their contract with Ericsson for the provision of a Mobilising And Resource Management System (MARMS), confirming that a contract has been awarded to another company entirely, namely Intergraph. Senior stakeholders in the North East Fire and Rescue Authorities are concerned about Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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CLG and EADS ability to deliver the project and to the requirements that will enable FRAs to meet their statutory responsibilities. The final decision on whether the system is acceptable to an FRA is vested with each Authority following the advice of their respective Chief Fire OYcer/Chief Executive OYcer. 2.2.8 Finally CLG do not appear to have a robust stakeholder engagement plan to address FRAs concerns especially those who are currently believed to be unwilling to transfer their control room service to the RCC. Indeed there also is a distinct lack of a contingency plan. As a first wave region this is a concern as if not resolved runs the risk of either preventing or delaying go-live in all first wave regions and subsequent follow on regions.
2.3 The Procurement Process 2.3.1 The two major procurement elements of the project have been conducted and implemented separately, one for the RCC buildings and one for the IT infrastructure. Given the delays to the project and the delivery of the main IT infrastructure, this has resulted in the RCC buildings being completed well in advance of the IT infrastructure being ready. The NE RCC achieved practical completion at the beginning of July 2007. Whilst the costs of the lease, facilities management costs and utilities payments are paid by central government up to the point of go-live costs are substantial and draw into question whether the two procurement exercises should have been better aligned. 2.3.2 The RCC buildings, which are the same size throughout the country, are far larger than FRAs in the NE (and possibly other regions) would require to operate a regional control centre. Further the security requirements built into the building design far exceed the requirements that any FRA in the North East currently needs and appears disproportionate to the level of the threat posed to the building and its infrastructure. Both these issues could leave FRAs with significantly increased costs and a long term revenue burden when compared to their current accommodation and overall existing control room costs. For the NE RCC pro-active discussions are taking place with a number of organisations on sub-letting parts of the building with a view to oV setting some of the costs and future financial burden to fire and rescue authorities. 2.3.3 A key benefit of the project and as stated in the FiReControl business case is to provide enhanced technology—best of breed—to deliver the control room service and in equipping fire crews with mobile data technology, bringing all FRAs to the same standard. Subsequent developments in fire service operational best practice with a greater focus on data being available to fire crews and enhanced technology becoming available in the market place, has resulted in fire services substantially investing in enhancing their existing systems over the last five years, particularly on mobile data technology. There is concern that CLG/EADS do not appear to have a technology refresh policy that provides the user community with assurance that the final solution will reflect the enhanced technology available. 2.3.4 Of major concern is the procurement of a mobilising and resource management system (MARMS) by EADS that is not currently operational in any English fire and rescue service, either in the previous Ericsson system or in the recently announced contract awarded to Intergraph. The development work required to make the system fit for operational fire use in England and to meet the requirements may lead to a further delay to the project. 2.3.5 The lack of a re-procurement strategy may cause future problems for FRS’s. The initial contract with EADS was awarded in 2007 on an eight year basis with the option to extend for a further three years. Given the delays to go-live this means that by the time the North East goes live currently scheduled for May 2011, four years of the contract life span will have expired. CLG appear to have no plans for re-procurement of the technology. 2.3.6 In addition, given the delays to the project there is concern that the technology to be delivered has not been refreshed to keep pace with technological developments in the open market or reflect the changes that have taken place in the fire and rescue service throughout the Country.
2.4 National Network of RCCs 2.4.1 A key benefit of the FireControl project will be the introduction of a network of nine resilient RCCs that at times of exceptional high call volumes (spate conditions) enabling calls to be re-routed to the non- home RCC for prompt answering. Enhanced technology will also enable RCCs to mobilise FRA resources from any one of the nine when there is a threat to life. 2.4.2 The lack of a detailed operational strategy and procedures to enable a national network to come to fruition is a concern. There appears to be an over reliance by CLG on what the system will do to enable the resilient network to operate, overlooking the business change impacts on the staV who will work from the RCC many of whom are existing control room staV. 2.4.3 It may be prudent for CLG to take a more balanced approach that takes the national business design model with supporting processes (WOW) and utilises good practice from around England. Equally greater emphasis should be placed on the skills of the professionally trained control room operators who will contribute to the successful operation of the RCCs. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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2.4.4 The amount of eVort and resources required to implement a consistent way of working has been significantly underestimated. This is the fundamental element of the business change process and has not been driven from a national perspective. Without a consistent common way of working this will render the national network inoperable. 2.4.5 Lessons must also be learnt from previous moves to a regional control centre as in the case of South Wales Fire and Rescue Service, London Fire Brigade and the Metropolitan Police. 2.4.6 The governance model of individual FRAs and the introduction of nine LACCs who operate as independent companies does not easily support an eVective national governance and decision making process necessary to support a national networked operation.
2.5 Financial Impact on FRAs 2.5.1 The North East has previously responded to all versions of the business case published during the course of the project. In the earlier versions of the business case we expressed reservation at CLG’s claim that the project would generate 30% eYciency savings. In July 2008 CLG published the business case in two parts with a Regional Annex showing that there would be net additional costs incurred in the North East along with a number of other regions. This was the first formal acknowledgment by CLG that some regions may not realise the 30% savings previously stated as a key benefit of the project. 2.5.2 The North East have previously commented that we do not believe that the business case has identified all of the costs associated with the operation of the Regional Control Centre. For example it does not include the full costs of running the Local Authority Controlled Companies. This gives rise to two major concerns. Firstly the on-going revenue costs and burden this may place on Fire and Rescue Authorities. The second concern relates to the long term future of New Burdens payments to cover net additional costs. Whilst acknowledging the commitment from government that the FiReControl project will not place a net new cost on fire authorities, CLG gave an undertaking to review these payments after three years, raising concerns that this could lead to payments being reduced or discontinued. Whilst it is accepted that government will want to undertake a review once steady state is reached, a clear commitment is necessary that the principal of New Burdens funding will apply for the full term of the project and not just the first three years. This clear commitment is essential in maintaining fire authority buy-in and in providing assurance that new net additional costs will not be a burden to local tax payers.
2.6 Governance arrangements 2.6.1 One of the main challenges with implementing the FiReControl project has been on introducing a regional way of working and a regional governance structure. Under the Fire and Rescue Services Act 2004 responsibility and accountability remains with fire authorities for the provision of a control room service to the public. This will not change under the FiReControl project. 2.6.2 In 2006 CLG conducted a second consultation exercise on the arrangements for the operation of the RCCs. The consultation paper stated CLG’s preference for an LACC for each region except London, but did not oVer further information or rationale behind this decision and no further evidence was provided as to why the Government believes that the LACCs are a more eVective model. The North East had previously stated it’s preference for a lead authority type arrangement. 2.6.3 The region has given support to the establishment of the LACC, being amongst the first to set up the company in January 2007 and in appointing a Regional Control Centre Director in August 2007. This has not been without challenges, most significant being the impact of local elections and local government re-organisation on the LACC board of directors. Since incorporation the make up of the LACC board has changed twice with the majority of directors being replaced on each occasion, and it is envisaged that there will continue to be “churn” in the future as the local electorate make their views known. This does not provide a stable environment for any company to operate under. 2.6.4 There are also a number of on-going financial and legal concerns. Under the Fire and Rescue Services Act 2004, section 7 states that a Fire Authority must “make arrangements for the dealing with calls for help and for summoning personnel”. This responsibility will not change once each LACC takes over the operational running of the control room service even though a contractual relationship will be established between each LACC and it constituent FRAs. Issues have been raised on whether FRAs will be exposed legally by transferring a core part of the business to an organisation that does not have any responsibilities under the Fire and Rescue Services Act 2004 or under the Civil Contingencies Act. This matter has been debated by the Fire Lawyers Network and seems unlikely to be resolved to FRAs’ satisfaction, without clarification or action on the part of the Secretary of State. Given there is no legal impediment, the management of the relationship between LACCs and constituent FRAs will be potentially complex with little clarity on how FRAs could remedy unsatisfactory performance. 2.6.5 Whilst acknowledging that Government would fund the set up costs associated with the LACC, these were minimal when compared to the on-going revenue costs. Of concern to FRAs are the long term revenue costs and on-going financial burden of running a separate organisation structure. FRAs still believe that there are more eVective and less costly governance structures. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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2.6.6 The final decision on the acceptability of the final solution rests with each Fire and Rescue Authority following the advice from their respective Chief Fire OYcer/Chief Executive. It is unclear whether CLG have fully appreciated the need for Chief Fire OYcer/Chief Executive to have complete confidence in the final solution or they will not agree to cutover.
2.8 Project Progress—Timetable for go-live 2.8.1 Since the launch of the FiReControl project in 2004 there have been numerous go-live dates announced by CLG. Originally scheduled to go-live in November 2006, the first major announcement of a delay came shortly after the contract was awarded to EADS in March 2007. At this time Government announced that go-live was re-scheduled to October 2009. We have subsequently had two further go-live dates July 2010 and the currently scheduled May 2011 for first wave regions. The continued delays to the project, combined with the lack of demonstrable progress by EADS on building the main system have all contributed to a decline in confidence of senior stakeholders in the North East FRAs on CLG and EADS ability to deliver a project of this scope, scale and complexity.This has been reinforced recently by all regional project managers in writing to CLG (via the Local and Regional Delivery Group). 2.8.2 Following each announcement of a delay FRAs and the region have conducted an impact assessment to identify the risks associated with the delay. We have previously highlighted to CLG the risk that in the North East all four FRS control room systems will need significant investment or replacement to be fully replaced in 2013 in order to maintain operational continuity. Furthermore three out of four FRSs in the North East will move to new Headquarters within the next three years. Two out of three are doing this as part of PFI developments whilst the third will do so in line with its long term estates strategy. All of these moves were influenced by the FiReControl project which removed the need for in house control room facilities to be maintained beyond 2010. In all three cases existing control rooms are currently located in HQ buildings and future plans do not include any control room facilities. 2.8.3 As FRAs are responsible for business continuity planning and in maintaining operational continuity for the provision of a control room service to the public, they must now seriously consider procurement of new control room systems should the FiReControl project be unable to deliver a satisfactory outcome. To allow suYcient time for this process will mean that implementation on this will need to start early in 2010. Of serious concern is the significant amounts of funding FRAs would need to invest to replace control room systems when they would reasonably have expected to cutover to the RCC by now. Because of the FiReControl project no financial provision has been made for the replacement of existing control room facilities and systems beyond 2010. FRS’s are only in this position due to the delays to the FiReControl project and rightly expect CLG to support New Burdens funding to maintain and upgrade existing control rooms facilities until the FiReControl project delivers a successful outcome. 2.8.4 The delay in rolling out the main IT infrastructure is also having a significant impact on the FRAs ability to fully implement and progress the project. A major area of work will be the conversion and migration of data, which FRAs have consistently maintained requires a minimum of 18 months to complete. This was initially integral to the original planning assumptions used by CLG however as a first wave region, we have repeatedly seen the delivery window shortened due to delays by EADS and CLG in delivering the key tools and information to FRSs. This substantially increases the risk that FRAs will not have suYcient time and capacity in resource terms to deliver due to the potential narrowing of the delivery window. 2.8.5 We have estimated that in the North East some two million data records will need to be converted and migrated to enable the RCC to operate fully. The first stage of the data conversion process is to create a FiReControl Gazetteer. A key tool (DCMT1) to enable FRSs to undertake this work was delivered 19 months behind schedule. Originally scheduled to be delivered at the end of October 2007 it was not rolled out until September 2009. When installed it quickly became evident that there were significant issues with the quality of the product provided. 2.8.6 The second stage of rolling out a toolkit (DCMT2) has been repeatedly delayed. DCMT2 has been designed to enable FRAs to convert all of the data sets that are critical to mobilise resources and provide incident support. Originally due for delivery in March 2008 this is currently scheduled for roll out during the summer of 2010. Delays experienced by FRAs in receiving the necessary tools and information from CLG also increases the risk that the quality of the data will be compromised if insuYcient time is allowed for the validation and testing process. This will have a direct impact on the decision by an FRA to cutover the control room operations to the RCC. 2.8.7 Finally, the North East has concerns about the quality of the project planning within the national team. An essential part of a projects successful implementation is in having a robust project plan. Each month CLG publish an updated transition plan, however, this plan lacks suYcient detail to enable an FRS to assess fully the scale of the work involved and lacks any reliable delivery dates. Many of the dates included in the Section A part of the transition plan are now in the past and are highlighted as at risk, indicating the diYculties EADS and CLG are experiencing in delivering against a plan. This absence of a robust and detailed plan has also been highlighted by CFOA as a significant risk. January 2010 Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Memorandum from Wiltshire and Swindon Fire Authority (FIRE 21) Executive Summary — The programme has extensively overrun its original timescale. — It is now some five years late. — This overrun is directly aVecting the existing control room staV morale and impacts on management of this FRS. — There is a loss of confidence amongst elected members, management and firefighters and a belief that it will not be successful. — The concept was part of a much bigger plan at a diVerent political timescale and agenda. — It was over ambitious in its concept. — There has been a lack of understanding of the technical hurdles needed to be overcome to ensure success. — This FRA has tried to help at all levels of the programme. — There is a reluctance by CLG to accept the impact of the Out of Scope work — The successful Wiltshire and Gloucestershire Tri-Service Control room models should be revisited. — There is a possible way forward in using the SW RCC for Devon and Somerset FRS with dated equipment and control rooms — This SW RCC could also provide resilient fall back to other FRSs in the SW region. — The improvements in the FireLink programme are welcomed. — Data handling technology such as Mobile data terminals and risk information transmission already exists.
Progress with the Project so far 1. The project was initiated by Central Government and, whilst this Fire Authority recognises the legitimate right of the (then) OYce of the Deputy Prime Minister and the Department for Communities and Local Government to reorganise control rooms, we judge it is not acceptable for individual fire authorities to share the burden of continuing extensive delays with considerable impact on staV morale, additional workloads and expense which all falls outside any “New Burdens” agreement. 2. The financial outlook for Fire Authorities in 2010–11 and 2011–12 cannot bear ongoing costs of this project which will, if carried through to completion, be handed over to FRAs at some future point in time to fund. 3. This FRA has not changed its position since the last Select Committee in that it has yet formally to agree to voluntarily move its mobilising operation into the now completed South West RCC building at Taunton. 4. The ongoing delays from an original completion date of 2007 have meant continuing uncertainty and a considerable loss of confidence, which has had a serious impact on: (a) staV confidence and morale, leading to staV leaving the FRS’s employment; (b) an impossibility to forward plan in terms of staV likely to apply to work at the new SW RCC; and, (c) a continuing loss of confidence by fire authority Elected Members, management and firefighters in the programme—the complete opposite eVect of what was publicly intended and stated at the programme’s onset.
The Reason for the Cost and Time Overruns which the Project has Experienced 5. The FireControl programme was intended to provide benefits in public safety, firefighter safety, national resilience, eYciency, interoperability and mobilisation of national fire assets (New Dimensions’ appliances and equipment). This Fire Authority accepted all these original promises as a means to further improve the safety of the community and its firefighters in Wiltshire and Swindon. 6. The project was conceived at a time when regional government, regional management boards, regional fire authorities and fire & rescue services were part of the current Government’s programme. The 2004–05 National Framework document stated in paragraph 2.3 that the Government was “committed to a regional approach where that is the most appropriate level”. Following the North East referendum decision in November 2004, the political direction has changed and the 2008–11 National Framework document stated at paragraph 4.3 “whilst closer joint working at a regional level has a role to play in improving eYciency; Government has no plans to introduce a regional fire service”. CLG has continued to try to deliver this unique project through a diVerent political, governance and financial model—itself creating many of the reasons for the cost and time overruns. 7. The original stated expectation was a significant financial saving in the order of 30%—a figure which is now recognised as unattainable. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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8. It was also originally stated that the FireControl programme would deliver a mobilising solution that was as good as or better than the equivalent FRAs’ control rooms—a point to which I shall return. 9. Finally, the FireControl programme was stated as delivering a high level of resilience—again a point which will be referred to later. 10. This project was embarked upon, for the best of reasons, placing complete reliance on new (albeit unproven) information technology. Regrettably, there is a long history of such projects both in Government, for example in Defence and the NHS, and in the private sector, for example in the aerospace sector with the current example being EADS’ A400M military aircraft project. Knowing that the required technology does not exist, it is so tempting for the politician leading to believe, with the time available due to other routine work, often likely to take a year or two, and that a solution will have been achieved, to overcome systems design and execution that are known to exist at the start of the project. Mr Micawber’s approach, “hoping that something would turn up”, was laughable in a novel but is devastating in modern industry but, because of it, the RCC project has failed to meet its deadlines and is now nearly half a decade behind schedule. The system still has not been fully designed, delivered and tested from end to end. 11. Criticism has been levelled at the project management and numerous changes of personnel involved— all of which have led to a continuing loss of confidence that this project will deliver any of the stated benefits to FRAs. 12. This criticism is not made lightly—of all English FRAs, Wiltshire and Swindon has contributed at SW regional and national levels to try and assist the project through professional advice from oYcers on many aspects, including the treasury functions of the SW project and political leadership at LGA level. 13. It has also become clear that the RCCs will not undertake all of the functions already carried out by existing FRS mobilising controls—leading to the “Out of Scope” project to assess what work would still be undertaken by individual FRSs under the new RCC arrangements. 14. It is quite clear that some means of data collection and monitoring of functions beyond 999 call handling will fall to individual FRSs and this will mean that staV will continue to be employed in some sort of “non-emergency” control room function, with the additional expense borne by individual FRAs.
What, if any, changes need to be made to the Government’s plans for proceeding with the project? 15. This Fire Authority would submit that the experience of Wiltshire FRA in operating the Tri-Service Control room since 24 March 2004 following considerable financial investment by this Government under its Invest to Save budget of £7.5 millions, now warrants revisiting as a possible model for future adoption. It is noted that, since the inception of the Wiltshire model and a very similar Tri-Service Control room in Gloucestershire, one Welsh fire and rescue authority has decided to copy some of these functions with a dual police/fire facility. 16. The Wiltshire Tri-Service facility has been independently audited by the Audit Commission and judged to be successful by its three constituent “blue light” services with resilience embedded until at least 2015 without further investment being required. This has always been seen as a long-term investment (circa 30 years’ contract) and illustrates the forward thinking and innovation of previous Chief OYcers and Elected Members at NHS Health; Police and Fire & Rescue Authority levels. 17. In particular, the expected advantages of placing all three “blue light” services under one roof have been realised, namely: — The ability to share information technology. — The close professional working relationship between all three services. — The “bespoke” construction of the building making it totally “fit for purpose”. — The very high level of resilience against business disruption incorporated in its construction. — Dedicated “Gold Command” and “Silver Command” multi-agency rooms within the same building, able to undertake the strategic management of emergencies, whilst being physically close enough to liaise with operational commanders through the mobilising control room on site. 18. It is noted that the “resilience aspect” of the FireControl project remains an argument for its continuation. It is fully accepted that any mobilising control must have suYcient resilience incorporated into its design. 19. The Wiltshire Tri-Service control room has proved, over its operation in almost six years, that satisfactory resilience has been incorporated, with fall-back arrangements in the event of “spate conditions” and overload of 999 calls to firstly Avon FRS and now Gloucestershire FRS control rooms, with reciprocal arrangements whereby Wiltshire FRS can take any overload of 999 calls from those FRSs. Similar arrangements exist for the other emergency services and, in respect of Wiltshire FRS, a fall-back facility to Service Headquarters exists should the Tri-Service Control room have to be evacuated—this is frequently exercised and rehearsed as part of our Business Continuity arrangements. 20. In the continuing uncertainty of global terrorism atrocities, the need for even greater levels of resilience may be required. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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21. Given the completion of the nine Regional Control buildings and using the South West as an example, these could be utilised to provide an even greater degree of resilience and fall-back than currently exists. 22. It is already accepted that some FRS have dated equipment and control rooms requiring extensive upgrades at considerable expense. Again, using the Taunton RCC building as an example, this could be utilised to provide dedicated command and control mobilising for Devon and Somerset FRS, whose own two control rooms are overdue for replacement, whilst also accommodating a “super resilient” fall-back arrangements for modern Tri-Service control rooms such as Wiltshire FRS and it is suggested that this model be explored as a similar arrangement for Gloucestershire and other FRS. 23. This situation, whilst improving still further the resilience arrangements, continues with the considerable advantages of a locally based mobilising control room, totally under the control of the FRA with its legal responsibility for receiving 999 calls under the Fire and Rescue Services Act 2004 to make arrangements for dealing with calls for help, for summoning personnel and to develop mutual aid schemes with other FRAs. This approach would also maximise the advantage of locally based control room operators utilising their local knowledge for call handling. 24. Significant benefit is claimed for the improved data handling to be provided to fire appliances and oYcers through the FireControl and FireLink programmes. It is important not to blur the distinction in that the improved radio scheme has been required urgently for many years and is most welcome. However, other FRSs already provide mobile data terminals (MDTs) as a stand-alone system and, therefore, it is apparent that existing information technology, delivered through the existing control rooms, would still deliver an improved system of information to the incident ground, without reliance on totally unproven technology. 25. In summary, technology already exists to provide much of the claimed data improvements such as automatic vehicle location systems, MDTs. etc. Indeed, if the project continues to be delayed, individual FRAs will have to consider purchasing such equipment to ensure it fulfils its legal obligations in terms of firefighter safety—a subject attaining even more importance nationally with recent increases in firefighter fatalities and other events leading to inspections of FRAs by the Health and Safety Executive. 26. In conclusion, what is urgently required now is a proper, open and transparent review of the complete programme. This needs to include a frank reappraisal of the political, financial and governance arrangements now in place in which this regional programme was intended to operate. 27. Notwithstanding the ongoing escalation of terrorist activity and the need to maintain resilience in operating an emergency response, it can be argued that in almost six years of operation, the Wiltshire Tri- Service Control has not failed at any time, its resilience arrangements have worked and this legacy needs to be properly considered as a viable alternative which provides local control to protect its citizens and firefighters. January 2010
Memorandum from The Chief Fire OYcers’ Association (CFOA) (FIRE 22) 1. The Chief Fire OYcers’ Association (CFOA) is the professional membership association of the strategic managers of the UK Fire and Rescue Service and as such is an organisation well-placed from which to present an informed view on the FiReControl programme. CFOA is both a company limited by guarantee and a registered charity with the charitable objects of reducing the loss of life, personal injury and damage to property and the environment by improving the quality of fire fighting, rescue, fire protection and fire prevention in the United Kingdom. These aims are pursued through the provision of advice, information, leadership, research, informed comment and other services to relevant bodies and to the Association’s own members. 2. The Association has been in existence since 1941 and is governed by a Board of Directors who are all trustees of the charity which is led by a Presidential Team encompassing the roles of President, Vice President and Vice President Elect. CFOA is funded by a combination of government grant, subscriptions from UK Fire and Rescue Services and individual membership subscriptions. 3. The Association has had a close relationship with the FiReControl programme since its inception and provides a number of advisory personnel on the project. It is our belief therefore that we have the required professional experience and authority to provide substantive evidence to this inquiry. — We are supportive of the principles of the project which is to deliver a network of nine regional control centres. — The project has been beset by poor project governance and management. The diYcult relationship between CLG and the primary contractor EADS has exacerbated the delays and momentum of the project. — The project rapidly evolved from the conceptual stage to a full Government procurement project in the absence of proper consultation with the fire and rescue service this has been the root cause of many of the problems which now exist. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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— Government failed to integrate the FiReControl and Firelink projects and thus realise eYciencies, both in terms of staV and consultancy costs and the alignment of requirements. — Confidence in the project has been eroded by a lack of appreciation by CLG of the democratic and legal processes by which FRAs operate. — Cost and Time overruns have been caused by the initial urgency to enter the procurement phase of the project which resulted in an extensive set of high level requirements that, in almost all areas, lacked adequate detail, leaving the detail to be elaborated post contract award. — It remains imperative that if the project is to succeed that all future costs incurred by fire and rescue authorities in delivering this project continue to be met by Central Government. — It is now necessary to have a “Plan B” contingency option, with guaranteed Government funding on which fire and rescue authorities can rely in the event of project failure for whatever reason be it political, economic or technical.
Introduction 4. Whilst many of the issues raised within this submission are critical of the project approach, management by CLG and the primary contractor EADS, we do recognise the extent and complexity of this endeavour and the value of the FiReControl project both at a local, regional and national level if the stated project outcomes are achieved. The Association also recognises that in recent months there has been improvements in the governance and management of the project. Had the current arrangements been in place at the start of the project it is most probable that the project would not have been beset by some of the diYculties that are referred to in this submission.
The FiReControl Project 5. CFOA has and continues to support the concepts of resilience and eYciency that lie behind the FiReControl Project As such we have and continue to provide tangible support to the project through the Senior Professional User and a team of professional advisors who are embedded within the Government project. 6. CFOA have always held and stated publically the view that the Government were and remain unrealistically optimistic in relation to the timeframe for the delivery of the project, its costs and the financial benefits that might be realised from it. This we have formally stated to key oYcials on numerous occasions. 7. It is apparent that the project was devised in haste, based upon, amongst other things two reports by consultants Mott MacDonald. The project rapidly evolved from the conceptual stage to a full Government procurement project in the absence of proper consultation with the fire and rescue service. This led to a lack of understanding of operational requirements and ill informed claims of the range of perceived benefits from the outset. It appears that this project was driven by political ambition rather than the delivery of an eVective operational service. 8. From the outset, there was a clear commitment from Government that the FiReControl Project would fully support the Integrated Risk Management Plans (IRMPs) (recently introduced by the same Government) of all fire and rescue services (FRS) without any apparent recognition of the additional technical and procedural complexities that this would bring to the project and its technical solution. Seeking to service the individual needs of the 46 English FRS exponentially increased the complexity of the project. 9. At the time of inception of the FiReControl Project the Government was already running the Firelink Project to procure a new wide area radio communications system for the fire and rescue service in England, Scotland and Wales. Whilst recognising the synergies between the projects and the key contribution that the Firelink solution would make to the FiReControl Project, Government failed to integrate the two projects and realise the eYciencies, both in terms of staV and consultancy costs. There was also no alignment of requirements and this resulted in silo working, duplication and ineYciencies. These examples illustrate the chaotic, uncoordinated and poorly conceived development of Government policy in this area to the detriment of the FiReControl project.
Working with Stakeholders 10. Throughout the project the Government have failed to recognise and plan in accordance with the democratic and legal processes within which Fire and Rescue Authorities (FRAs), operate. This frequently results in inadequate time being allowed within the project plan for proper consultation and local decision making. Moreover it reinforces continually the perception within the service of being “railroaded” by central government at the same time that CLG publically promotes the idea of partnership within the project. This has been a significant factor in eroding the confidence of key stakeholders and FRAs. 11. Notably, in the early stages there was a gross misunderstanding on the part of Government about the legal and democratic status of Regional Management Boards and their ability, or otherwise, to make collective decisions on behalf of Fire and Rescue Authorities. This resulted in unrealistic expectations about local decision making processes. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Clarity and Transparency within the Project 12. Over the last seven years that the project has been running there have been a series of decisions, some involving procurement considerations which appear to have been made on an arbitrary basis without any formal governance or approvals process. The absence of any decisions log means that there is no audit trail or accountability for many of the decisions that have shaped the development of the project and it is now diYcult to understand how the project has evolved into what it is today and what will be delivered at the end of the project. CFOA has formally requested the establishment of a decision recording mechanism on numerous occasions. 13. CFOA have been concerned that the work of the Project Board and the agenda for its meetings has not been based around a project plan and a “critical path”. Indeed, whilst repeated requests have been made, there has been a total lack of visibility of these crucial documents and it is felt that this has hampered the ability of the Project Board to play an eVective part in the governance of the project in the way that would normally be expected.
Specification of Requirements 14. During the requirements capture phase of the project, prior to procurement, it was clear that the Government had developed a high level model of what the project would deliver based on political ambition rather that a clear understanding of the operational user requirements. This resulted in areas of the project being over specified whilst in many cases the practical detail required was missing. In some cases attempts by CFOA to introduce the reality of what was required resulted in unwarranted accusations of “gilding the lily”. 15. There remains a significant discrepancy between the approach that the Government has taken to national resilience in the fire and rescue service in relation to the technological and security related aspects of the FiReControl Project and that taken in relation to both Police and Ambulance control rooms. All these control rooms are categorised as part of the national infrastructure yet only the fire service Regional Control Centres are being required to meet the high standards of specification being rolled out by FiReControl. It appears on this basis that the FiReControl Project has suVered from a degree of unwarranted over specification and therefore cost in these areas. 16. The unrealistically ambitious timeframes allocated to the project by Government led to an inadequate period being allowed to develop a proper understanding of what the project should deliver and the requirements that should form the basis of any procurement. There was a widely held perception that there was pressure to rush to procurement in order to achieve clearly unrealistic timescales for project completion 17. The urgency to enter the procurement phase of the project resulted in an extensive set of high level requirements for the “Infrastructure Services” which, in almost all areas, lacked adequate detail, leaving the detail to be elaborated post contract award. Whilst fully recognising that in such projects it is frequently not possible to develop all the detailed requirements until the high level architecture of the solution is known, CFOA registered its concerns at the time that, with so many detailed requirements being deferred to post contract award, it was not possible to derive any assurance that the contracted solution would eventually meet user requirements. In addition, with the elaboration of so many detailed requirements being deferred until post contract award, this would inevitably lead to both cost and time overruns and there would be a need for extensive user engagement post contract award to ensure that the detailed requirements being elaborated would meet the operational expectations and requirements. Furthermore, there could be no confidence that the supplier would be able to provide a solution that would satisfy the detailed requirements.
Project Arrangements and Funding 18. The Government’s project team is, by any standards, extensive; incorporating Civil Servants, consultants and seconded staV from the fire and rescue service. Any arguments to justify a team of this size prior to procurement in order to expedite the procurement process expired some years ago once the procurements had been tendered. Maintaining a team of this size is inevitably costly and questionable. In order to manage such a team the work is sub divided into work streams, It has been evident that there is a lack of co-ordination between the work streams and that elements of the project have developed in “silos” unsighted on related work or decisions made within other work streams. As a result of the need to elaborate so many detailed requirements post contract these teams continue to provide the powerhouse of the project at a time when the bulk of the eVort and the attendant risk should be carried by the contractor. 19. The commitment from Government that the FiReControl Project will not impose a net new burden on fire and rescue authorities is welcomed. It is recognised that, to this point in the project, the costs to the fire and rescue service in delivering this project have been met through “New Burdens” funding. It remains imperative that if the project is to succeed that all future costs incurred by fire and rescue authorities in delivering this project continue to be met by Central Government. This must include the costs necessary to integrate legacy back oYce systems with the FiReControl solution where necessary. 20. We have real concerns over the ongoing revenue costs of the FiReControl service in steady state. The current proposals for Government to make “Resilience payments” direct to fire authorities incurring additional costs from taking the FiReControl service are welcomed. However, at present Government has Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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been unable to commit to these payments in the long term, undertaking only to review the payments in three years. The concern here is that these payments may be reduced or withdrawn in future years leaving fire authorities with a significant and unaVordable new burden without suYcient or any compensating grant.
Contingency Arrangements 21. The catalogue of delays that have beset the project and the way in which these have been managed has resulted in a total lack of confidence in the ability of Government and its supplier to deliver the project. Most fire and rescue authorities have fully aligned their plans with the delivery of FiReControl leaving them in a very vulnerable position in relation to the discharge of their statutory functions if FiReControl project should fail. It is now necessary to have a “Plan B” contingency option, with guaranteed Government funding on which fire and rescue authorities can rely in the event of project failure for whatever reason be it political, economic or technical. We have been urging the Minister and senior oYcials to commit resources and attention to developing a viable worked through contingency arrangement. We have oVered our support to work with them on this. 22. Delays, uncertainty and a lack of substantive information being made available by CLG and its supplier with regard to the technology solution has resulted in corresponding delays in the fire and rescue service preparedness to migrate to FiReControl. There continues to be a lack of confidence that the project can be delivered by CLG and their suppliers within the currently published timeframe. Not withstanding, there are some signs that the supplier at least, is enhancing their capacity and capability in order to deliver the project without further delay.However, it is highly unlikely that the fire and rescue service has the capacity to correspondingly increase its transition activities, even if additional funding should be made available. It should be absolutely clear that any such delays from FRAs will be as a direct consequence of the lack of information being made available on which their services can progress transition plans rather than additional delays originating within the service itself. 23. A national, networked FiReControl solution, albeit delivered locally through Local Authority Controlled Companies (LACCs) inevitably requires a degree of central co-ordination and management (including contract management) in order to ensure the ongoing resilient and collaborative nature of the solution. Regrettably, there remains considerable uncertainty about what is to be managed centrally, how it will be managed and the cost overhead that will be incurred, development of this aspect of the project seems to be given a lesser priority than the delivery of the Regional Control Centres despite the critical nature of the centralised work. More recently there has been progress in the creation of a Non Departmental Public Body (NDPB) that is intended to take on responsibility for the centralised functions. As all fire and rescue services and LACCs will be dependent upon the eYcient and eVective discharge of central functions, the absence of answers to key questions about the governance and delivery of these functions is a considerable concern. This work should be significantly more advanced at this stage of the project.
Conclusion 24. CFOA has and still remains supportive of the principle of the FiReControl project. As such we have been an active, if independent contributor to the programme. The Association’s support is dependent on the basis that it will bring to all FRSs a level of service currently enjoyed only by those who operate the best performing control centres and provided that ongoing funding for the solution is both adequate and fairly apportioned. 25. We have watched confidence steadily decline in the project as poor project management, inadequate communications and deteriorating stakeholder relationships have eroded patience, goodwill and faith amongst the FRAs. This situation is not irreconcilable but requires a renewed eVort by CLG and EADS to listen, to work more professionally and pragmatically in order to deliver a project that many FRAs are relying upon for their own resilience. January 2010
Supplementary memorandum from the Chief Fire OYcers’ Association (FIRE 22A) The FiReControl Project This evidence is being submitted by the Chief Fire OYcers’ Association (CFOA) in response to requests for further written evidence from the Select Committee during its hearing of Oral evidence on Monday 8 February 2010. The Select Committee asked for specific examples of where end user requirements have not been met. In order to put the following response in context it is necessary to understand that the FiReControl project is still some way from delivering fully functioning Regional Control Centres. As such, the final technical solution remains unclear and the end user has not had an opportunity to evaluate the full technical solution. Our comments that follow therefore only relate to our current understanding of the proposals. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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At the point that the initial, outline proposals were evaluated by the user community on behalf of CFOA there were a total of 573 questions or comments on the outline proposal that could not be answered by CLG at that time. Since that time most items have been marked as closed, but it is frequently not possible to understand exactly what was done in order to achieve a closed status. The user community has not received feedback on the original comments/questions. As a consequence there is a feeling of uncertainty as to whether or not user requirements will be met. The Solution Establishment Workshops (SEWs) are a welcome improvement in user engagement but remain fundamentally flawed in their approach to system design. Each SEW has been focussed on developing a single thread of functionality in isolation. Where demonstrations of functionality have been possible, they have been on the basis of unrepresentative data and, when requirements are not apparently met, assurances are given that the functionality will be provided from “a diVerent module” or by “workarounds”. This gives rise to concerns that the system will be unnecessarily complex, unworkable and possibly fail to meet requirements when subjected to tests using real end-to-end scenarios and real fire service data. Whilst developing the FiReControl solution with EADS, CLG have failed to respond to extensive user experience in deploying control room and mobile data technologies. This failure to recognise and learn from existing best practice has undoubtedly contributed to many of the problems that the project has encountered thus far. Specific examples relate to the deployment of mobile data terminals, station end equipment and operational procedures for managing incidents at special risks such as airports. Table 1 below sets out some of the more detailed requirements where current understanding of the final solution that does not, at present, meet user requirements. The Select Committee also asked for details of instances when fire and rescue authorities have found it necessary to upgrade or replace existing control room equipment arising from delays in the delivery of the FiReControl Project. In order to provide an up to date picture, information was sought from the fire and rescue service during week commencing Monday 8 February. The table that follows only includes information from those services that were able to respond by Friday 12 February and is therefore not a complete picture but it would be reasonable to consider it to be a representative picture. Only costs already incurred, or already committed to, have been included in Table 2 below. There will continue to be a need to replace and upgrade existing control rooms over the next few years until FiReControl is delivered in order to be able to continue to deliver statutory functions. In some cases these replacements and upgrades are already planned but have not yet commenced. The Chief Fire OYcers’ Association 16 February 2010 Processed: 26-03-2010 00:59:54 Page Layout: CWMEM1 [O] PPSysB Job: 002083 Unit: PAG2
Communities and Local Government Committee: Evidence Ev 81 Since then they have failedstrategy to within provide the a FiReControl coherent Project method of delivering that approved There is a potentially largeinformation workload and associated data. with For capturing exampleand FRS FRS action rules, business plans rule amongst scripts, others.& PDA Ongoing Migration, information delays PDA in builder providing andand the data Rescue Data validation Services Capture tools (FRSs) is needingthat likely to will to complete be result a beyond in significant theirLate Fire amount capacity availability of to of work complete the in dataunable a validation to short tool QA time has the the fullsystem potential range before to of the leave data start FRSs each ofnegative needs operational impact to assurance on provide testing, an for with FRS’s the a ability mobilising consequent to make the decision to go-live function, but this appears to be a cumbersome and not a user friendly process it will be potentially di Y cultschedule. to This make is changes currently without thecomponents, an position as impact for well on workflows as the within workflowsthe individual that high system run risk across position system whereproperly components, it evaluated leaving is before likely final that testing end-to-end workflows will not be Current Position Table 1 V ective system usability for end-to end workflows without lengthy or numerous Usability is not being demonstrated until late in the development process, when o Y ces to emergency incidents system must be tested/validated before the start of OAT determined Attendance rules needs to be configurable infive relation mile to radius local in geography thenumber (eg centre of fire of resources, station a but density—a dense theany) urban same area radius preconfigured should in radius identify a of a remote the suitable rural standby area location may not find for an incident to betransmitted set automatically when the mobilisation message is (manual) work arounds User Requirement Description 1 A satisfactory and resilient end-to-end method of alerting and mobilising FS At a vey late stage, during 2009, CLG published an O Y ce Mobilising Strategy. 2 Data validation toolkit. FRS data that is to be captured for use in the live This is the subject of an outstanding Change Control Note that has yet to be 3 Provision of the “NOT” Boolean function to support development of Pre- It is proposed that appropriate rules can still be constructed without the ‘NOT’ 4 The radius from which resources proposed for a standby move are identified5 Default filter will be Dynamic to talk limit group resources allocation. to Users those require within6E that a the (system allocated wide) radio talk group There is no plan to provide this functionality Processed: 26-03-2010 00:59:54 Page Layout: CWMEM1 [E] PPSysB Job: 002083 Unit: PAG2
Ev 82 Communities and Local Government Committee: Evidence and back on In a number of circumstances, it is unclear howThe this challenge can of be trying achieved tosystems without accommodate of the all individual FRSs business withinmanagement needs a system and single is national making mobilising thecompromises and development the resource of e Y ciency the of system the very FiReControl complex system and advanced FRSs (eg Norfolk) arebeyond already that operating currently at proposed a withinby level the the of FiReControl time sophistication solution. of It goto is live end likely more up that FRSs with will reduced be functionality in compared a to similar their position, existing with systems the potential but no certainty of the longer term position leave their adoption, or otherwise,thereby to compromising the national decision resilience of each individual FRS associated with this functions eg wider use asnon-emergency an duties integral is part currently of notrequirements FRS being wide provided due area networks to relating rigorous to security Current Position from incident and make nomethods provision of for applying the appropriate automatic business or rules e V ective manual di V erentiation specified in FRA Integrated Risk Management Plans (IRMPs) introducing significant complexity that will impact on usability (or more) functionality than their current mobilising system more than the cost of its current provision to ensure end-to-end resilience Room Operators (CROs) working within di V erent time information at the same point to the system. A rigorous process must be developed to manage the risks and New Dimension functions thatat needs national to level. be This completed wouldupdates, to ideally system a be updates unified the and standard case ultimate for replacement service management, data will needthe to FiReControl fully network understand at this the position same before point Authority signing in Controlled contracts time Companies with to (LACCs) Local remove the risk of Control operator terminals refreshed)requirements after in the addition terminal to has those been of logged FiReControl o V (including MDTs) to their ownsecurity networks limitations. and This applications is without toerrors, excessive minimise maximise the return need on for existing double investment keying, and reduce promote e Y ciency made strict on security the limitations basis of business rules as well as radius from incident User Requirement Description 8 The FiReControl solution must provide each FRS with at least the same level of It is currently unclear whether this requirement can be met. The more technically 7 The system must be su Y ciently configurable at FRS to facilitate the 9 The FiReControl solution must not cost any Fire and Rescue Authority (FRA) There is currently a three year commitment by CLG to cover additional costs, 10 CLG should give direction to ensure the FRSs adopt all components necessary CLG currently identify the appropriate solution components but in some cases 11 Post go-live Users require a single point of contact for FiReControl,12 Firelink System updates It (including is data currently updates) unclear must how, be if applied or to where these all functions positions13 will across be centralised. FRSs Current understanding is Fully that enabled some Mobile updates Data will Terminal (MDT) only to be facilitate applied integration to of the FRS system (ie MDT essentially limited to incident notification, communication and associated 14 FRSs should be able to fully integrate the ‘back o Y ce’ elements15 of FiReControl Integration is only The being presentation of catered for appropriate resources in for limited relief circumstances duties and must subject be to able to be The presentation of relief appliances is proposed to be on the basis of radius Processed: 26-03-2010 00:59:54 Page Layout: CWMEM1 [O] PPSysB Job: 002083 Unit: PAG2
Communities and Local Government Committee: Evidence Ev 83 The complexity of matching addressesmay is ultimately a lead major to concern non-acceptancein to of the the the SEWs end solution. where users, Examples unexpectedThis which have or gives been unacceptable rise seen matches to have aunder been risk FiReControl proposed. that will the not address meet matching the functionality basic being needs o V ered of the current FRS controls recommended Pre Determined Attendance (PDA),there merely is to a warn deficiency the CRO that intervention by the operator. Thisairports has as a well significant as impact many on other mobilising special to risks Current Position attributes Geographic Information System (GIS), asaddress well within as the the incident textual frame recording of the the incident location incident address User Requirement Description 18 Ability to identify any shortfalls from the proposed attendance based on It has been stated that they are unable to provide the details of the shortfall in a 16 The immediate visual presentation of the17 caller location to the operator on the E V ective address matching It is necessary for an operator to validate the caller’s location before identifying 19 Ability to mobilise to deployment and access points as well as or instead of the This functionality is currently extremely limited and relies on extensive manual Processed: 26-03-2010 00:59:54 Page Layout: CWMEM1 [E] PPSysB Job: 002083 Unit: PAG2
Ev 84 Communities and Local Government Committee: Evidence CLG Contribution 0% 0% building move but nothing towards the interim mobilising system orrevenue the costs of the move £245,000 0% 0% 0% £89,000 0% 0% 0% 0% 0% 0% 0% 0% Not disclosed Up to £50,000 of capital costs for the £330,000 £30,000 £166,000 £173,000 £479,000 £70,000 £200,000 £93,000 £90,000 Not disclosed£385,000 £169,000 0% Not disclosed 0% Cost Not disclosed£130,000 0% £26,000 Table 2 Install an interim mobilising system and relocation of Control Replaced the station end equipmentRecording at equipment all 39 stations andReplaced the station Voice end equipment, relocationICCS of touch fallback screen control replacement, room, telephonysystems, replacement, mobilising mobile computer data hardware Refreshed Not hardware, disclosed software upgrade Around £2.5 millionServer hardware replacement ICCS upgrade 0% Mobilising system upgrade 0% Replacement mobilising system System health check and replacement equipment System upgrades Hardware replacement Mobilising system upgrades Upgrades of servers and ancillary items Mobilising system and ICCS upgrade ICCS upgrade Replacement mobilising, ICCS and voice recoding hardware, interfaces £230,000 Upgrade mobilising system Upgrade/Replacement Works Replaced station end equipment, upgraded mobilisingReplacement system Integrated Communication Command Systemreplacement (ICCS), mobilising system £400,000 and enabling works Hardware replacements Kent Devon & Somerset Shropshire Lancashire Cornwall Avon Surrey Cheshire Derbyshire East Sussex North Yorkshire Gloucestershire Oxfordshire West Sussex Cumbria Sta V ordshire Humberside Service Isle of Wight Bedfordshire & Luton ICCS replacement Dorset Warwickshire Processed: 26-03-2010 00:59:54 Page Layout: CWMEM1 [O] PPSysB Job: 002083 Unit: PAG2
Communities and Local Government Committee: Evidence Ev 85 CLG Contribution Cost of MDTs not includedlisted in the cost 0% 0% 0% Cost £427,000 £447,000 Upgrade/Replacement Works ICCS replacement, mobilising system hardware, MDTReplacement replacement mobilising system ICCS upgrade, mobilising system hardware, secondary Control hardware £180,000 £193,000 ICCS replacement, status messaging upgrades, MDT upgrades Nottinghamshire West Midlands Royal Berkshire Service West Yorkshire Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Memorandum from West Midlands Fire Service (FIRE 23) The West Midlands Fire Service (WMFS) is aware of and confirms that it will comply with its statutory obligations to make arrangements for dealing with calls for help and for summoning personnel, and to have regard to the Fire & Rescue National Framework including those provisions relating to the National Fire Control Project Notwithstanding this position WMFS would wish to make the following observations regarding the Fire Control Project.
1. Progress with the Project So Far WMFS is fully co-operating with Communities and Local Government (CLG) and the Local Authority Fire Control Company (LACC) which for the West Midlands Region was established in February 2007, in progressing the National Project. However, WMFS is concerned that: 1.1 Whilst the Fire Control building is in place, it is not clear to WMFS that outcome the recent change of sub contractor from Ericsson to Intergraph (December 2009) in relation to the mobilising system and associated information technology systems will still be able to be delivered within the recently revised timetable, which is May 2011. 1.2 WMFS recognises that there is still a considerable amount of work to be completed in relation to the convergence issues, which have yet to be concluded. The impact of this work will influence the final deliverables in terms of how the RCC and the Fire Service will function. 1.3 Whilst WMFS welcomes the recent FRS Circular 73/2009 which seeks an input from interested parties into the high level contractual proposals; it is clear that the implementation of the project will require a wide and complex suite of legal documents to be agreed by and between CLG, EADS, Fire and Rescue Authorities (FRAs), the Local Authority Controlled Companies (LACCs), and the other main contractors. 1.4 These contractual documents have yet to be finalised and agreed. Therefore, refusal by one or more of the relevant parties to those contracts to enter into them could adversely impact upon the progress or implementation of the project. The recent transfer of New Dimension Assets provides a recent example of the challenges incumbent in reaching such agreements. 1.5 The potential for further variations to the project; particularly extending existing time lines leaves uncertainty for our Control Room staV, who perform an important role for WMFS. This has the potential to become a significant risk to the Service in relation to staV retention and the ability of WMFS to be able to continue to provide an eVective and competent Control Room.
1.6 Whilst a national and regional business case has been produced, this indicates an overall additional cost to the West Midlands Region of circa £710,000 (based on 2006–07 prices), which the Government intend to meet in the form of a resilience payment (Section 31 Grant). In addition, the assumptions (such as StaYng Models, StaYng numbers and IT costs) may not be realised; which would lead to further uncertainty as to future funding requirements.
1.7 The business case was not completed until after the major contracts (IT and Property) were awarded, which has given rise to a situation where it is extremely diYcult to make a decision not to proceed with the project even if the business case does not support the continued implementation of the same. 1.8 Whilst it is appreciated that CLG has also indicated that additional costs would currently be met by “New Burdens” Section 31 grant funding; WMFS is aware that CLG has stated that it will look to channel future funding (Section 31 Grant) through a diVerent mechanism and that the concerns of Fire and Rescue Authorities (FRAs) and other interested parties would be considered before implementing any change. 1.9 Therefore, in the current financial climate it is not clear as to if and how any increase in costs will continue to be met by Government throughout the life of the Fire Control Project; or indeed beyond the current CSR07 period (for example equipment and IT systems refresh). 1.10 Indeed, because decisions still need to be made as to the apportionment of costs under the national IT contracts and the long term arrangements for New Burdens funding, WMFS is not certain as to the financial implications to WMFS of the proposed move to the Regional Control Centre. Any increase in costs for a system which does not have the current full range of functionality that the newly installed system within WMFS Fire Control (2008) has, will lead to an increased burden of the communities of the West Midlands as that additional capacity will need to be provided by WMFS. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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2. The Reasons For The Cost And Time Overruns Which The Project Has Experienced 2.1 WMFS considers that one of the reasons for cost overruns is the procurement of the buildings for the project in a manner which has resulted in the buildings being constructed and available for use in advance of the Information Technology solution being available (and which currently is still not available). This position may have been avoided by, for example: (a) Letting contract/s for constructing the buildings only when it was certain that the Information Technology solution was capable of being provided, or linking the timing of provision of the premises to the availability of the IT (for example, by letting contracts for the accommodation on the basis of options exercisable by CLG when the IT arrangements had been suYciently progressed, or on a conditional basis). In addition, the RCC building/s appear to be quite spacious when considering that under the current arrangements only approximately 25/35 staV will be working at the RCC at any one time. 2.2 WMFS is aware that there have been issues between CLG and the national IT contractor, resulting in a change of the sub contractor for the mobilising elements of the overall solution. A more inclusive evaluation of the bids for the national IT contract may have identified any concerns regarding their ability to deliver the IT solution to the required functional specification earlier in the process.
3. What, if any changes need to be made to the government’s plans for proceeding with the project 3.1 In the context that WMFS remains uncertain that the Information Technology Solutions will be in place in suYcient time to enable the existing timetable to be met, it is suggested that the Government: (a) Revisits and validates the timetable for the Project and (b) Develop a fall back strategy for provision of Control Room functions, in consultation with FRA’s and the LGA in case the Information Technology Solution or other key elements of the project are not capable of being delivered on time or at all, and (c) If option (b) is subsequently implemented; that all of the current Fire Control Project work (including convergence and standard operating protocols) be used to underpin any alternative solution. (d) That consideration should be given to a wider set of performance standards which include a 100% commitment to allocate the right resource to the right incident rather than just about call handling times. (e) That consideration be given to a system that is wider than just a mobilising centre but considers the wider resource management issues that a modern fire service requires to fully discharge all of its wider functionality. January 2010
Memorandum from Fire OYcers’ Association (FIRE 24) 1.0 Summary 1.1 The FOA is not opposed to the principle of control room combination as we consider that some action would be required for national resilience purposes. 1.2 In the face of strong political pressure for change we have accepted the reality of Regional Control Centres and attempted to focus on protecting our members’ interests. 1.3 The FOA is concerned about the impacts of long-standing and continuing uncertainly about future employment status and failure to fully capitalise on opportunities for re-training and re-deployment during very long lead-in periods. 1.4 Each Region currently appears to be working on individually on the production of policies for areas such as maternity, equality, health and safety, etc. It is considered that there is scope for much greater collaboration and agreement of good practice that could minimise duplication of eVort and reduce overall preparation costs. 1.5 The FOA is concerned about delayed delivery of project objectives in respect of technological solutions and we find it necessary to question whether ICT systems will be robust and have fully tested for reliability before the first control centres become operational. 1.6 The FOA would not wish to see the impending general election leading to elements of the FiReControl project being implemented before they are properly developed and tested for reliability. Similarly, any transfer of staV to LACCs should not occur until matters such as pay and conditions have been adequately addressed. 1.7 We will expect to see public reporting against such indicators to allow stakeholders to assess whether regional control rooms bring about improved service delivery and eYciency gains. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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1.8 The FOA would prefer to see a national approach towards the pay and conditions of RCC staV but, being realistic, we have indicated our willingness to engage with individual LACCs with regard to pay and conditions and would expect the FOA to be recognised where our members are employed
2.0 Background 2.1 The Fire OYcers Association is one of the few organisations not opposed to the principle of control room amalgamation in that we realised that there may have been some diYculties, in terms of national resilience, if all fire and rescue services were to continue operating local, often small, control rooms. Our position has been that we could be persuaded by convincing evidence produced in support of proposals for change. 2.1 We have also attempted to adopt a realistic attitude in the face of the political will to introduce Regional Control Rooms and the likelihood that control room amalgamations would occur irrespective of stakeholder opinion. 2.3 We are conscious that a general election will be held during 2010 and that a new government with diVerent views on Regional Control Rooms, may be formed. On no account would we wish to see any attempt to tie the next government’s hands by bringing forward elements of the FiReControl project before they are properly developed and tested for reliability. 2.4 Similarly, any transfer of staV to LACCs should not occur until matters such as pay and conditions have been addressed.
3.0 Staff Issues 3.1 As a representative body, our priority has been to protect the interests of FOA members currently employed in control rooms by encouraging existing employers to engage with staV and their representative bodies at the earliest possible stage and to maximise opportunities for re-training and redeploying supernumerary staV during the long lead-in periods. We remain concerned about the degree of uncertainty amongst control room staV about future employment prospects and hope that current and future employers can work together to deal with outstanding matters and reduce the risk of future staV problems. 3.2 We are sure that LACCs would wish to have a well motivated workforce which might not be the case if staYng issues, such as conditions and transfer arrangements leave some staV with feelings of bitterness or resentment over the way that they or their colleagues been treated. 3.3 In regions where consultative arrangements were established at an early stage, our experience has been that there is a will to engage with and listen to staV representatives. However, this positive view only applies to those regions whose new control centres are due to come into operation in the first tranche of changeovers. 3.4 We appreciate the recent invitation to attend the December 2009 meeting of LACCs chairs and the opportunity to put forward opinions about the way ahead. Members of this group appeared to welcome cooperation with trade unions and we look forward to ongoing dialogue with individual companies during the transition period and beyond. 3.5 Whilst we would prefer to see a national approach towards the pay and conditions of RCC staV,we again are realistic and see that there is little chance of such an approach being applied by LACCs. We have therefore indicated our willingness to engage with individual LACCs with regard to pay and conditions and would expect the FOA to be recognised where we have members employed by a LACC. 3.6 We are concerned that HR issues do not always attract the required level of priority since agenda time can be devoted to technical matters during joint consultative meetings with representative bodies.
4.0 Policies and Procedures 4.1 Regional management boards are sending in excess of 15 policy documents per region to each trade union and this creates an enormous workload for the representative bodies which, we feel, is unnecessary. Such policies cover matters such as maternity, equality and diversity, health and safety, etc. 4.2 We recognise that LACCs are independent bodies who will seek to govern and manage according to local preferences and priorities but we feel that this type of policy document should be fairly standard across organisations and we see no good reason why policies cannot be agreed nationally in line with good practice and adopted universally by RMB’s. 4.3 Furthermore, the production of individual policy documents is wasteful of resources and such duplication of eVort is not eYcient, especially during a time when public sector finances are under severe pressure. It seems strange that the opportunity for national collaboration has not been grasped when, for several years, the service has been subjected to criticism for failing to engage in eVective inter—service collaboration. 4.4 If universal adoption of policy is not possible we would like to see at least some collaboration to, so far as is possible, standardise policy whilst leaving room for local flexibility and variation. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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5.0 Timescales 5.1 We are concerned over the considerable period of delay in delivering against project objectives, even with extra time having been available, the number of software updates and technical issues to be dealt with causes this Association to question whether IT support systems will be in place and operating reliably by the time control rooms are scheduled to go live.
6.0 Performance Monitoring and Reporting 6.1 We remain open to persuasion about the business case for change and this can only be tested once new control rooms become operational. We believe that the case still needs to be proven and that it will be necessary to develop a set of performance indicators to measure the extent to which anticipated benefits are delivered. 6.2 We will expect to see public reporting against such indicators to allow stakeholders to assess whether regional control rooms bring about improved service delivery and eYciency gains. January 2010
Memorandum from Hereford and Worcester Fire and Rescue Authority (FIRE 25) Executive Summary Hereford and Worcester Fire and Rescue Service has contributed a great deal of time, energy and resource to the FiReControl Project. However, tangible outcomes and benefits to the Service to date have been limited and delays to the project mean that we must seek an interim solution whilst continuing to work toward the projects aims. The Service recognises the benefits which the concept of the FireControl Project will bring. However, we are concerned that the business case continues to confuse the benefits delivered through the technological improvements, with the creation of single service control centres in English regions. Put simply, the majority of operational and tangible benefits claimed for the project are delivered through the proposed improvements in technology to deliver interoperability and resilience. These benefits do not rely on the creation of regional control companies and regional control rooms. However, the business case continues to point to the benefits delivered by new technology to justify the cost of RCC. Equally, many of the claimed benefits of the project relate to enhanced resilience to respond to major and wide area events. Our experience suggests that RCC will pose as many new challenges as it resolves in this regard, and that far greater resilience would be created through multi-agency control rooms operating within Local Resilience Forum areas, themselves generally based on Police Force areas. Our neighbouring Police and Fire and Rescue Service (FRS) colleagues in Wales have established a very successful and cost eVective model of joint, coterminous, control rooms. Investment in existing controls has been limited due to the impending cutover to RCCs. As a result, many of the technological advances RCC will ultimately deliver would otherwise have been in place many years earlier. It is equally apparent that technology has moved forward considerably since the technical specification for the project was set in 2004. Recent investigations into interim solutions have identified that advanced, cost eVective software systems are now available for installation “oV the shelf”. These systems may not have existed when the FiReControl Project commenced, but now make the bespoke systems being developed to meet our 2004 technical specification look both expensive and inflexible. In addition to the publicised IT issues, time and cost overruns have been caused by the lack of impact analysis or consideration of assessments and advice already completed. At the time the project was envisaged, it was assumed that it would result in considerable savings. When this proved not to be the case, the business case changed to suggest a vast improvement in capability for no additional cost. However, we remain concerned that the full cost for individual Fire and Rescue Authorities has been hidden. In 2004, public sector finances may have enabled individual Authorities to make up the funding gap through additional Council taxation or general eYciencies. Given the changed economic circumstances we now face, this is unlikely to be the case in the future. Given the above, we would suggest that there needs to be an urgent review of the Business Case to ensure that the fundamental premise that it is based upon is still sound and that the solution is aVordable for individual Fire and Rescue Authorities.
1.0 Introduction 1.1 Submission by Hereford and Worcester Fire and Rescue Authority to the Select Committee is done in accordance with the published terms of reference. — Progress within the Project. — The Reason for Time and Cost Overruns. — Changes that Need to be Made. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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1.2 The Authority continues to actively engage within the project to discharge its responsibilities under the Fire and Rescue Services National Framework. However, we are becoming increasingly concerned that increased costs, together with numerous delays, threaten the viability and credibility of the project.
2.0 Progress Within the Project. 2.1 Hereford and Worcester Fire and Rescue Service (HWFRS) has made significant local and regional progress within the project. However, very few tangible outcomes have been delivered at this point in time. 2.2 The Service has made a significant contribution to the project both regionally and nationally. We provided five station managers to assist with the creation of the Convergence (now Ways of Working) documents which have still to be issued, were instrumental in the creation of the Co-ordinator role, developing the job description which has now been adopted nationally, and provided personnel to sit on various groups, such as the Finance Working Group. 2.3 HWFRS has and continues to contribute fully to regional and national work to meet the Transition Plan but has recently raised a risk on the regional risk register of “Confidence in the Project.” This concern has arisen for a number of reasons: — Issues and concerns raised early in the project have now begun to be realised eg timescales of data capture and migration, the use of NLPG and costs of station end equipment installations. — The mixed messages that are now being received about the future of the project, the departure and turnover of key staV, the reorganisation of the management structure and the diVering views of the political parties. — Repeated delays now moving cutover past key milestone dates. — The changing financial reality for fire and rescue services impacting the future aVordability of the solution. 2.4 Tangibles delivered in HWFRS include:
2.4.1 DCMT1 — DCMT1 was delivered late (January 2009) due to technical problems.
2.4.2 Station End Equipment — Station end Equipment Surveys were completed in August 2009. The cost estimates submitted have since been rejected (November 2009).
2.4.3 Transition Plan — The Delivery Assurance Reporting Tool (DART) has been in use since 2007 and checkpoint 1 & 2 are complete. Each delay to the project requires a review of the plan and this takes in the region of two months to complete. Delays are not spread equally amongst the checkpoints but are “frontloaded.” This has given Hereford & Worcester a further 10 months to complete the Gateway 1 activities but has added no additional time between the gateways. It is clear that a “lessons learnt” exercise has not been carried out and linked to an impact analysis to ensure that realistic timescales are identified for future activities.
2.4.4 Code of Connection — Impact assessment completed October 2009.
2.4.5 Workpackages — Numerous work packages as required.
2.4.6 Regional and National Contributions. — LACC established. — Members agreement completed. — Practical completion of the RCC building. — Initial StaV Pool. — Job matching. — HR, Finance and Legal working groups. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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2.5 Existing Fire Controls 2.5.1 It is important to note that as a result of the FiReControl Project, there has been very little investment in existing controls. 2.5.2 It is clear that the benefits described in the FiReControl Regional Business Case (eg Caller Line Identification, Sat Nav etc) will oVer significant added value to FRSs and should improve the service to the public. 2.5.3 It should also be noted that if the project had not dissuaded FRSs from making routine investment in existing controls, the majority of these features would already have been delivered and operational as technological advances have made the necessary software systems available and aVordable. 2.5.4 HWFRS has recently carried out a review of the Service Strategic Risk register to assess the impact of the latest delays. This and the ongoing uncertainty surrounding the project has resulted in the need to progress “interim” solutions for the existing control ahead of cutover to RCC. 2.5.5 The predicted major benefit of RCCs is that they deliver resilience by providing “fallback” to each other whereas the majority of existing controls only have limited fall back options. 2.5.6 Investigations into interim solutions have identified that full fallback is possible between FRS using similar systems with minimal investment.
3.0 The Reasons for Time and Cost Overruns 3.1 Time Overruns 3.1.1 It is clear that current time overruns have been brought about as a result of technology issues. This is evidenced by the significant delay in the rollout of DCMT 1 and the recent replacement of Erricsson with Intergraph as the primary supplier of the mobilising solution. 3.1.2 This is of major concern as we had been led to believe that the technology is “oV the shelf” and is “proven” and already in operation in FRSs within the U.K. 3.1.3 Had the technology not created delays, it is likely that other aspects of this complex project would have. HR issues surrounding the transfer of staV have not yet been agreed within the region and despite the eVorts of all concerned, it is clear that the complexity of staYng issues have not been fully recognised. This has led to an inconsistent understanding around TUPE and an inconsistent approach to the relationship between the transfer of all staV to the Fire Control Company, and the transfer of the Fire Control undertaking itself. It appears that where guidance may not have supported the projects progress, it is left open for local interpretation. 3.1.4 Significant progress has been made within the region to devise plans for staYng the RCC both initially and at steady state, and for providing retention and redeployment options. However these are yet to be agreed by CLG and will require funding. If funding is not forthcoming these plans will have to be revisited immediately as the staV for the ISP are required to be in place a significant time before cutover of the first FRS (May 2011). 3.1.5 Legal Issues. The LACC Members’ agreement is now signed and the LACC is functioning. However, this was not without diYculties and Hereford & Worcester has needed to seek independent legal advice to ensure that all legal matters are in the best interests of the service and the public. 3.1.6 Specialist groups have been established by the project to give definitive professional opinion (eg Finance Working Group). It is apparent that time delays have been created by not heeding the advice of these groups at the outset and having to return to it once other options have been exhausted.
3.2 Transition Plan 3.2.1 It is clear that insuYcient time has been allowed within the plan to ensure that all of the work required before cutover is completed. This is evidenced by the Data Impact Analysis carried out in 2007. This analysis determined that it will take HWFRS 3–4 years to complete all of the data capture conversion and migration required before cutover. 3.2.2 This work started in January 2009 with the delivery of DCMT1. However this is incomplete and does not provide a method for capturing data relating to railways, motorways, pipelines and waterways. Cutover for HWFRS is in March 2012 therefore any further delay with rollout will result in a delay to cutover. 3.2.3 In addition, Hereford & Worcester has contributed nationally to produce work packages such as Ways of Working and Attributes but these have yet to be released. With the amount of work still to be completed it is unlikely, given the impact analysis, that data capture and migration will be completed in the time allotted in the Transition Plan. 3.2.4 StaV availability has not been considered within the Transition Plan. It is not possible to quickly employ staV or transfer staV to carry out individual pieces of work within the short timescales often given by the Project. Internal Departments have little capacity to deal with work activities that are released with Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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short turn around times. This was evidenced by the releases of the Ways of Working documents for review in July and August 2009. Hereford & Worcester was not able to comment on the majority of the documents due to the availability of key staV within the two week window given. 3.2.5 Recently, there have been two delays announced. Following each announcement, it took approximately two months to update and release the new plan. Given that these delays were nine and 10 months, a two month delay each time did not allow meaningful work to be progressed for four months as new transition activities were not known. 3.2.6 Each delay has not been spread across the Transition Plan evenly, but has been “front loaded”. The practical impact is to give Hereford & Worcester a further nine and 10 months before having to pass through gateway 1, but thereafter the time between gateways is exactly the same. Logically, this would seem to indicate that the only issues capable of resulting in delay related to work activities in Gateway 1 only. However, whilst this is unlikely to be the case, we are unable to quantify any risks as no impact analysis has been carried out of these later activities. It is inevitable, that as FRSs begin work on the activities in the other Gateways and further issues are identified, more delays will be forthcoming.
3.3 Cost Overrun 3.3.1 The FiReControl Project has provided funding to FRSs through the “New Burdens” principle. However this is insuYcient to meet the actual costs incurred. This is evidenced by the resource plan submitted by HWFRS. There also appears to be an assumption that when something is needed urgently, New Burdens cash can create an instant resource when this is not necessarily so. 3.3.2 Further costs within the project are hidden. Funding is provided for the Co-ordinator Role in each FRS. However increasingly other members of the FRS are being called upon to work within the project. For example in Hereford & Worcester the following staV have been directly involved in the project — DCFO Project Board — Director of Finance Project Board/Finance Working Group — ACFO HR — Head of HR HR Exchange — Fire Control Manager HR Groups — Facilities Manager Property — ICT Manager IT issues 3.3.3 The cost and loss of capacity to the Service of providing these staV to the project is not covered and is therefore hidden. Increasingly this cannot be allowed to continue and will lead to cost overruns 3.3.4 Recently, surveys to provide station end equipment were carried out. The cost estimates were submitted to the project and for 50% of the stations in Hereford & Worcester these were rejected as being too high. This was based on the cost of the rollout of the early station end equipment. DiVerences within individual FRSs do not seem to be considered and that will inevitably cause further delay.
4.0 Changes that Need to be Made 4.1 It is clear that delays in the project have primarily arisen from technology issues. However, had this not happened, it is likely that delays would have resulted from a number of other areas. The project was also conceived on the basis that it would save money, or at least, cost no more for an enhanced service. Our calculations confirm that the RCC will present a significant additional cost in some regions, not all of which will be recognised in New Burden funding from government. The ability of FRS to meet these additional and hidden costs in the coming years presents a considerable risk. If the project is to continue there are a number of areas that would benefit from urgent review. 4.2 The Business case, references to 9/11 and major incidents should be immediately reviewed. 9/ 11 occurred 10–12 years prior to the predicted go live of the RCCs. In the intervening period our operational systems and protocols have changed considerably and we have gained further experience dealing with significant disruptive events (flooding, terrorism, weather and pandemic). The Business Case and technological specification is predominantly “backward looking” in that it seeks to provide a solution to past events on the basis of outdated operational and technological assumptions. 4.3 The FiReControl Project has determined that a system of RCCs is the best solution for dealing with major and wide spread incidents. Whilst there is no doubt that greater interoperability between controls and seamless fallback arrangements are required during these events, technological advances mean that there is little additional value in putting this technology in just nine buildings. Indeed, it is our experience from recent events (eg flooding) that a multi agency approach based on Local Resilience (LR) areas may be more suitable. This has been progressed in Wales where a consistent and co-terminus Police/Fire and Ambulance approach has now been adopted. 4.4 Hereford & Worcester has raised concerns regarding the operational functionality of the RCCs in times of spate or during a major incident. Whilst it is important that we have interoperability and seamless fallback with other control rooms, which will be delivered through the technology solution, not regional centres, it is equally important that FRS oYcers and our Local Resilience Forum partners have full local and immediate control of our resources to ensure that operational priorities are established and can be Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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resourced. This will involve for example changing predetermined attendances on a dynamic basis. We are informed that technological solutions will be developed to address these issues, but at this point in time, it is diYcult to see how this will be possible within an RCC structure. An approach with linked controls based on LR partners would alleviate these issues. 4.5 Many of the technological diYculties within the project are driven by the requirement to house controls in regional centres. Given the huge developments in commercial technology have occurred since the business case and technical specification were created in 2004, the same level of interoperability could be delivered without regional buildings. Given that the project is now so delayed, and to avoid the solution being obsolete before it is even delivered, the technology and underpinning assumptions should be completely reviewed to ensure they remain appropriate and represent best value. 4.6 The RCCs will deliver a size and standard of building that would be considered unacceptably extravagant in most FRSs and local government organisations. Local FRSs have had no option but to accept this “gold plating”, but the resulting costs will have a significant impact on the future aVordability of the project. Some of this over provision appears to have been specified by government to meet their perception of the needs of Critical National Infrastructure, rather than to meet any local or regional requirement. The requirement for this level of provision and the level of national funding support should therefore be reviewed to reflect this. 4.7 A review of the Business Case should include a realistic appraisal of the costs and savings. The Business Case clearly identifies that it will cost more to run RCCs than the existing provision (£4.9 million pa). This however is oVset against avoidance of cost for items such as installation of solutions provided by FiReLink (a nationally mandated requirement). 4.8 The Business case states that there are economies of scale and that small control rooms are not cost eVective. This fails to take into account activities classified as out of scope for RCC and how many FRSs have used any spare capacity to deliver other essential functions. Post RCC, these functions will still need to be carried out and Authorities will need to establish specialist functions to do the work previously undertaken by control staV, in addition to meeting the costs for RCC. A review of the premise that there are economies of scale should be carried out to include all of the work currently undertaken by Controls and the true and changing cost of RCC. It is worthy of note that even without the cost of “out of scope activities”, the Business Case identifies that the forecast cost for London (the largest existing control and therefore presumably the most cost eVective) to run RCCs is £2.7 million pa more than their existing costs. 4.9 CLG has stated that no FRS will be financially disadvantaged by moving to the RCC and to ensure this they will receive a grant to “make up” the diVerence. However, this grant will not necessarily cover the actual additional cost to Authorities and is in any case only guaranteed for a limited time after cutover. The funding provided to FRSs should be reviewed to ensure that realistic levels are attained. Hidden costs should be identified, recognised and funded for the life of the RCC’s. 4.10 Given the changing economic climate, an aVordability assessment for each FRA should be conducted to ensure that RCC will remain aVordable. By way of example, in our own Authority, we estimate that even with New Burdens funding, the RCC and replacement for “out of scope” functions will cost an additional £0.5 million per annum. To put this figure into context in terms of front line services, £0.5 million per annum equates to the running costs for five of our twenty seven retained fire stations. 4.11 The transition plan must be reviewed urgently to ensure that an impact assessment is carried out on each major activity. This should ensure that realistic timescales are established from the outset and would allow for suYcient “breathing space” to be built in. The result would be that a new realistic schedule for cutover is produced. 4.12 Resource plans provided by FRSs should be used as the basis of funding for the project. Failure to do so will lead to funding “gaps” later on in the project and will mean that FRSs are not able to continue with the Transition Plan January 2010
Memorandum from the Department for Communities and Local Government (FIRE 26) The Communities and Local Government Select Committee has launched a brief inquiry into the FiReControl project and has called for written evidence by 8 January 2010. This memorandum is the department’s response to that call.
The challenge 1. The challenges we face as a country are changing: we have seen the impacts of climate change floods in Northumberland, Gloucestershire and most recently in Cumbria; the scope of large industrial incidents like the Buncefield oil depot fire; and the developing nature of the terrorist threat, as we saw in the 2005 London bombings. These are real threats to our country’s safety and resilience. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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2. The Fire and Rescue Service has done a professional and courageous job in responding to all of these events and many more. But these challenges have also highlighted the dangers they face and how they have succeeded despite shortcomings in some systems and equipment. We are committed to equipping the Fire and Rescue Service with the tools they need to meet these challenges and to protect the public.
The Government’s Response 3. We set out to understand the nature of these challenges and the possible responses. It was clear that the issues we faced as a country were no respecter of traditional boundaries and our ability to deal with these challenges would require a greater level of co-operation and interoperability between the Fire and Rescue Services than ever before. 4. The Government commissioned an independent analysis of the options by Mott MacDonald in 2000, which was updated in 2003. It became clear through this that the current communications systems in the FRS could not provide a basic level of resilience across the country. Even now, there are 46 independent, standalone control rooms which operate with varying technologies and work diVerently. 5. From the evidence in the 2000 and 2003 Mott MacDonald reports, The Future of Fire and Rescue Service Control Rooms in England and Wales, and through consultation with the Fire and Rescue Service, we decided to put in place for the first time a national network to handle emergency calls and mobilise resources across England. 6. We chose a network of nine Regional Control Centres which would be able to back each other up whenever emergency call volumes peaked, providing greater national, regional and local resilience. These centres would be able to direct resources from more than one FRS to a particular incident at times of great stress. 7. This decision to go ahead was firmly rooted in our objective to modernise the Fire and Rescue Service, informed by the conclusions of the Bain Review in 2002. The project itself is an integral part of the Fire and Resilience Programme which is a £1 billionn Government investment in the FRSs. 8. Alongside FiReControl, the other two projects which make up the programme are: Firelink—a common interoperable radio communications system; and New Dimension, which has put in place a wide range of new capabilities including equipment and training to deal with major incidents, such as high volume pumps for flooding. Taken together these projects provide a powerful platform for the future of the Fire and Rescue Service. 9. We committed to deliver this programme in the 2003 White Paper, Our Fire and Rescue Service White Paper, and the FiReControl project tasked with setting up the regional control centre network began in March 2004. Our commitment to deliver has been reinforced through consecutive Fire and Rescue Service National Frameworks. The current version covers 2008–11. 10. As a department we have a clear Departmental Strategic Objective which sets out to ensure “safer communities by providing the framework for the Fire and Rescue Service and other agencies to prevent and respond to emergencies (DSO6)”. Delivering FiReControl, and the rest of the Fire and Resilience Programme, is a core priority for the department.
The Case for FiReControl 11. The benefits of the FiReControl project which will be delivered by implementing the Regional Control Centre network can be broken down into three categories: increased resilience, greater Fire and Rescue Service capability, and improved firefighter safety. These are explored below.
Increased Resilience 12. The major benefit of the FiReControl project is the resilient network which it will deliver. Every Regional Control Centre will be able to back up any other at busy times, and ensure a better service to the public. The networked technology will ensure that control staV in any of the nine Regional Control Centres will be able to answer calls from anywhere in the country and be able to mobilise the appropriate resources in the quickest and most eVective way. 13. Currently, this is not possible. Today the Fire and Rescue Service has 46 stand-alone control rooms which take 999 calls. There is a large disparity in the technology they use and they cannot access a common communication system to provide backup for each other in the event of a large scale incident. In recent emergencies, such as severe flooding and large-scale urban fires, independent control rooms have been unable to cope with the high volume of calls that they have received and calls have been held in long queues and sometimes even lost. Neighbouring control rooms have been able to take messages only. 14. The existing control room system does not meet modern operational requirements. They are not purpose-built and many would not be capable of responding suYciently eVectively to a large scale incident, such as a natural disaster or terrorist attack. The RCCs are purpose-built, modern facilities which are securely designed to form part of the Critical National Infrastructure. Each RCC has green credentials and Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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provides a much improved working environment for staV. Their locations were carefully chosen to address staYng needs and take account of environmental risks such as flooding. They are built to a highly resilient standard, and each building can continue to operate in times of crisis, such as in the event of a power loss. 15. The Chief Fire and Rescue Advisor Sir Ken Knight’s review of the response to flooding in 2007, Facing the Challenge (2008) stated that his review findings “underpin the rationale for the FiReControl project and conclude that a number of diYculties experienced in the existing disparate fire control arrangements will be overcome through the proposed regional control centre network.”
Greater Fire and Rescue Service Capabilities 16. The FiReControl project is introducing a wide range of tools to raise the capability of all Fire and Rescue Services up to the standard of the best. These tools include the integration of new risk management tools which will allow for more accurate and eVective mobilisation of resources. Currently, FRSs cannot deploy specialist equipment or resources eYciently across boundaries or over large geographical areas. With FiReControl, local Integrated Risk Management Plans will be coordinated to mobilise an eYcient response. 17. When a member of the public makes a call, the caller’s location (from a mobile or a landline) will be identified automatically, helping the Fire and Rescue Service respond to those who cannot communicate or are uncertain of their surroundings. 18. If a call cannot be handled by the “home” RCC, whatever the reason, it will automatically be transferred to an available operator in another region. Under the FiReControl project, the introduction of common call handling and mobilisation processes, technology and training, will then allow for calls to be consistently managed.
Improved Frontline Firefighter Safety 19. The new system will also deliver significant safety benefits to the public and to firefighters. 20. The rollout of Mobile Data Terminals (MDTs) to all FRSs across the country will provide risk information to firefighters, including information on buildings and details of known risks and hazards, guidance on the safe handling of chemicals and details of motor vehicle design in road traYc accidents, and the location of the nearest hydrants and water supplies. This will also enable every FRS to meet the improvement notice issued by Health and Safety Executive. The Firelink project is installing the hardware for the MDTs, and FiReControl will provide the software. 21. We are also introducing a new communications system based on data, rather than voice. This system will facilitate quicker, more eVective information flow at incidents—for example on the status of incidents. The data system will be a significant benefit to firefighters, and will be accessible through the MDTs. 22. Each MDT will be equipped with a Global Positioning System transmitter which will show the exact location of each fire appliance. This will enable control staV working with networked technology to identify the available appropriate Fire and Rescue Service resources with the shortest journey time for an incident anywhere in England. This is called the Automatic Vehicle Location System, and it will also provide information on the quickest route to the incident.
Who will see these benefits? 23. The FiReControl project is delivering benefits to everyone in England. It represents £420 million of investment in the Fire and Rescue Service and will provide:
A better service to the public — When a member of the public makes a call, the caller’s location (from a mobile or landline) will be identified automatically. — The control centre computer systems will help the RCC staV to locate and mobilise the appropriate resources instantly. — And, because there is a network to absorb increased demand, during a large scale emergency, more calls will be able to be answered more quickly.
Safer frontline firefighters — Firefighters will be able to access consistent and timely information through on-board computers in their cabs. — This will provide firefighters with satellite navigation technology and access to vital information like the location of the nearest hydrants and water supplies. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Better technology for Control Centre Operators — All control operators across England will have modern equipment, use the same technology and be able to work together across the network to back each other up at busy times. — The new systems will provide control room operators with technology to help them do their job more eVectively, including information on the nearest and most appropriate resources for any incident. — They will be able to contribute their expertise to help in large-scale incidents in other regions.
Project Components 24. FiReControl is a complex and ambitious project, and implementation has not been straightforward. The delivery environment is by its nature diverse, with considerable work required by 45 FRSs, the main contractor EADS Defence & Security (and their sub-contractors), local authority controlled companies who will run the RCCs, and the national project team. 25. The FiReControl project has been running since 2004. Since that time, we have engaged very closely with the Fire and Rescue Service to understand their needs and to establish their requirements for the Regional Control Centre network. 26. The FiReControl project can be broken down into three main components: the IT solution and delivery of equipment; Regional Control Centre buildings; and business change. We have made considerable progress against each of these.
Development of the IT solution and Delivery of Equipment 27. EADS was awarded the contract to develop, deploy and maintain the IT solution in March 2007 following a competitive procurement process. EADS is contracted to deliver the resilient IT system that links the nine regional control centres to all fire stations across England, and their appliances and vehicles, and which enables the transfer of data between them. They are also contracted to maintain and enhance the system following development, until 2015. There is also an option to extend this until 2018. 28. We have started rolling out mobilising equipment into local fire stations. At the start of January 2010, over 125 stations are using the FiReControl interface equipment to communicate between their control room and their fire stations. Indeed, we have had a specific programme of work to roll out some of this equipment in advance of the main roll out to assist FRSs whose current equipment had become obsolete or hard to maintain. When the network goes live all FRSs will use this equipment to communicate with the Regional Control Centres. 29. The development of the initial software for mobile data terminals (in-cab computers) is complete and the roll-out of these terminals to all FRSs taking this software is now well underway. Firelink has supplied the hardware for the MDTs. 30. Many of the “ways of working” operational policies and procedures have been drawn up in partnership with the FRS, EADS, and their sub-contractors. We have engaged with all nine regions to develop the list of mobilising attributes that each FRS will use to define their specific attendances. This work is being driven forward through further and continuing engagement with the FRS community.
Construction of Regional Control Centre Buildings 31. The FiReControl network will be operated out of nine Regional Control Centre Buildings. The specifications for these purpose-built buildings have had to be drawn up, detailed work on location selections, and making preparations for facilities management services have been a key component in the project. 32. We have made good progress on the buildings. Eight of the nine Regional Control Centres have been built and the ninth (London) is on track for completion next month, February 2010. 33. To date, EADS has kitted out three of the RCCs (South West, East Midlands, and North East) with furniture, Audio Visual and IT equipment. In a fourth region, the West Midlands, the fit-out is substantially complete.
Implementing Business Change 34. FiReControl is a large business change project. For example, there are new bodies set up to run the RCCs which will have the opportunity to develop the culture in the RCC and training will be in place to prepare control room operators for the move into the Regional Control Centres. These are essential to the successful delivery of the FiReControl project. 35. The move to a national network requires a standard approach to a number of operational policies and procedures to be developed and adopted across the country—replacing up to 46 diVerent approaches. Developing and agreeing these new “ways of working” is a significant undertaking and these operating Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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protocols are being been drawn up in partnership with FRSs, RCCs, EADS, and their sub-contractors. At the time of writing, almost all of the key principles have been drafted and reviewed by the FRS. Significant work is being put into developing the detail which sits behind these principles. 36. The Fire and Rescue Authorities in every region outside London have come together to set up Local Authority Controlled Companies which will run the Regional Control Centres in the future, including employing the RCC staV. These LACCs are maturing and making important decisions about the future of their service. 37. We are working closely with the FRSs to enable them to build their “pre-determined attendance” protocols which will, in turn, enable them to deliver their Integrated Risk Management Plans through the Regional Control Centre network.
The Way Forward 38. Our first priority over the coming months is the development of the integrated IT solution, being delivered by our contractors EADS. As the Committee is aware, the development of the FiReControl solution has been slower than expected. For their part, EADS Defence & Security has acknowledged that their quality assurance has not been as good as we and FRSs are entitled to expect. 39. EADS has reorganised its senior management and designated this as one of their top three priority projects in Europe. They have given us their assurance at the very highest level that we will now see the standard of performance, delivery and quality on this project that we would expect from such a major global company in this field. 40. Following a key design review in March 2009, the design approach was revised to involve both the department and the end users in the elaboration of the requirements and the solution. A series of Solution Establishment Workshops were scheduled and these are attended by members of the national project team, FRS secondees, representatives from the Chief Fire OYcers’ Association, EADS technical designers and suppliers. 41. A recent significant development is that in December 2009 EADS changed a key sub-contractor from Ericsson to Intergraph to deliver the core mobilising system. EADS had concerns about the slow progress in developing the mobilising system. Therefore, in November 2008, they started to explore the viability of alternative mobilising systems. 42. In December 2009, Ministers agreed that EADS could change sub-contractor to Intergraph, and its Intergraph Computer Aided Despatch system product (I/CAD). Prior to that, a full impact assessment was undertaken and significant work was carried out by the project team and FRS representatives to review the functionality oVered by the new supplier. 43. In contractual terms, we have demanded, and received, greater visibility of deliverables and more interim/shorter milestones from EADS. We will continue to take a close “hands on” management and assurance role and be vigilant for signs of slippage or loss of quality in outputs. 44. Equally,as a department we have raised our game to ensure that we have the right level of professional capacity on the national project team in areas like contract management, governance and operational processes. We welcome the Committee recognising this at the session on the department’s annual report last autumn. 45. We are regularly monitored through OGC Healthchecks of the project. This October they commented positively on many aspects the project and we are continuing to work with them to ensure successful delivery. We have also sought independent advice on the way forward for the project, and we have been assured that through our strengthened relationship with EADS and their new sub-contractor, we are on track for the development and integration of the full FiReControl solution. 46. Our team of FRS secondees, around a third of the national FiReControl team, will continue to work at EADS’ oYces in Newport to provide assurance on the design, development and test of the IT solution as it progresses. At the same time, the department and EADS have jointly commissioned an independent study aimed at strengthening our relationship, funded by EADS. 47. We believe that we will know the full impact of this approach, and be able to assess EADS renewed delivery approach, in Spring 2010.
Project Implementation Costs and Schedule 48. Since the initiation of the FiReControl Project in 2004 the first indicative cost figure given to Parliament for project implementation was £120 million. This did not include costs of meeting local and regional implementation activity, nor did it include the costs for installing equipment in every single fire station in England. At this stage the expectation was that the IT system would be delivered by commercial oV-the shelf solutions and the integration requirements had not been fully defined. In 2005 the Outline Business Case was published which indicated an expected completion date of January 2009. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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49. As we developed the FRSs’ requirements we were then able to assess the funding they would need for a range of local and regional implementation activity. We also developed a firmer idea of the costs of the Regional Control Centre building leases and the costs of equipment to be installed in every fire station in England to support improved mobilisation. 50. In 2007, the first comprehensive assessment of the total cost to deliver the project was announced in the first version of the Full Business Case 1.0. We were in a position to do this at this time as all the major contracts had been signed, including the £200 million contract with EADS to develop, deploy and maintain the IT system. The project cost at this time was estimated at £340 million based on a schedule for the first Regional Control Centres going live in October 2009, with the whole network up-and-running by September 2011. Under these assumptions, the business case forecast national level savings of 28% compared with the costs of running the current control rooms. 51. In 2008, we announced that the total implementation cost would be £380m. The increase in project costs followed engagement with stakeholders to further develop understanding of the local and regional costs of implementation including the revision of estimates on training and redundancy costs in particular. 52. We also initiated an independent review of the current control room costs during 2007–08 which established that the running costs were lower than previously estimated. As a result of that review the annual savings which were reported at 28% in 2007 were reduced to 11% in the 2008 Business Case. 53. In the final version of the Full Business Case, published in May 2009, the annual national savings once the network goes live are currently estimated to be £6 million (9%), as set out in the FiReControl Full Business Case 1.1, published in May 2009. 54. The figure of £1.4 billion which is often cited as project cost is in fact the total cost of providing control room services over the 16 year period 2004–05 through to 2020–21 (the life of the Business Case). It includes the running costs under current arrangements, the project implementation costs for FiReControl, and the running costs for the new RCC network. 55. We have three fundamental funding principles which we have stuck to throughout the life of the project. Firstly, the department will meet all the costs involved in developing the system and for the FRS’ transition to the network. This commitment is being met. 56. Secondly, no FRS will be left out of pocket by the move to the RCC network. To this end, we have committed to meet the net additional costs falling to Fire and Rescue Authorities following their move to the RCC network ie those costs over and above their current costs of providing the control room function. This is a total estimated cost of £8.2 million per annum and there are 24 Fire and Rescue Authorities eligible for funding under New Burdens principles, which will be reviewed after three years. 57. Thirdly, where FRAs are forecast to make a saving they will be able to keep these and reinvest them in frontline services. This applies to 21 Fire and Rescue Authorities which are estimated to realise savings which total £3.2 million per annum. 58. The project timetable was extended by nine months in November 2008, aiming for the first RCCs to be up-and-running in Summer 2010. The Fire Minister’s statement to Parliament explained that, following a thorough review of all aspects of the FiReControl project, a number of diYculties with the ICT and other dimensions of the project were identified. 59. In July 2009, we announced a 10-month delay to the project due to technical problems with developing the IT system in a way which will meet all our and the FRS requirements. 60. We now expect the first Fire and Rescue Services to cut over to the Regional Control Centres in spring 2011 with the last switch over by the end of 2012. As a result of this delay, the forecast costs of delivering the project rose from £380 million to £420 million—this is the cost of keeping the national, regional and local FiReControl project implementation teams going for longer, as well as the RCC accommodation. 61. At that stage, a deal in principle was reached on a royalty agreement which would oVset this increase. We believe it is the best approach in order to continue to develop the network, so the country can reap the resilience benefits, while enabling the taxpayer to recoup the costs of the delay. The original contract costs to the department have not increased. We provided the Committee with a more detailed note on this issue in November 2009.
Conclusion 62. FiReControl is a large and ambitious project, with benefits which are well worth realising—greater resilience in the event of a crisis, improved FRS capability for day-to-day operations and safer frontline firefighters. The public expects an eVective and eYcient service when they call “999” and delivering the FiReControl project will enable the Fire and Rescue Services to deliver this as well as make the right response to incidents of all sizes. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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63. Implementation of the FiReControl solution has been slower than we hoped, and initially planned. We have thoroughly reviewed our approach and progress, informed by independent advice, and taken tough decisions to ensure we are best placed to make progress. We are committed to delivering FiReControl and the substantial benefits it will deliver for national resilience, for public and firefighter safety and for improved capability in England’s Fire and Rescue Services. January 2010
Supplementary memorandum from CLG (FIRE 26A) SELECT COMMITTEE INQUIRY INTO FIRECONTROL: ADDITIONAL INFORMATION Thank you again for the opportunity to discuss the FiReControl project with you, and your Committee, on Monday 8 February. At the session I undertook to provide more information to your Committee covering finance, our contract with EADS and stakeholder involvement in the project. Thank you also for your letter of 15 February in which you asked me to reconsider my decision not to release the independent analysis requested by the Committee. I will set out the position on this matter first. I have considered the release of the independent analysis very carefully and have again concluded that it would not be right for me to release these documents at the present time. In reconfirming this conclusion, I have noted that my oYcials have considered general practice across government by consulting other Government Departments including the OYce of Government Commerce. They have also considered the government-wide approach to Freedom of Information and consulted with the department’s own Freedom of Information team. The consistent view is that the independent analysis should not be released as, aside from matters of commercial confidentiality, these documents form part of a body of advice which I have received from oYcials in respect of ongoing policy development, and decisions in relation to this project which have yet to be taken. I have set out below the further information that you requested in the Committee which I hope you will find useful.
Finance Your Committee asked, at question 109, whether I was indicating a change in policy with regard to meeting costs associated with the Fire and Rescue Authorities maintaining their current control systems. For clarity, I was not announcing a new policy. I was confirming our long-held policy to support the genuine net additional costs for FRAs associated with delay in accordance with New Burdens principles. We have stated that where FRAs have to pay unavoidable additional costs to keep their systems operational for a longer period then we will meet the extra cost. Beyond specific FiReControl funding there are well established funding streams for the Fire and Rescue Authorities which contribute towards costs of replacing assets and systems. As you know, EADS has now delivered to us a detailed draft schedule which we are working through with them. We will then be working with the Fire and Rescue Service to consider the implications of this schedule. I should also clarify, to avoid any misperception, that our agreement to provide funding has been based on evidence and our objective assessment of the case made rather than as a result of external lobbying. At question 122, I said that I would set out the baseline figures against which we are saying that savings are going to be achieved. It is estimated that the annual cost of providing a FRS emergency control service in England, had FiReControl not gone ahead, would be £66.7 million. The total annual cost of providing nine networked control centres under FiReControl is estimated to be £60.7 million. The diVerence is an overall annual saving of £6 million (9%). This is set out in more detail in the FiReControl Full Business Case. I was asked about the expenditure which is committed at this point should the project be terminated (question 120). I should caveat this section with the reality that the actual figures involved would depend on the particular circumstances in which the decision to end the project was made—this is applicable particularly to the commercial settlement which would have to be reached with suppliers. We estimate the position at the end of February to be a little over £200 million in terms of costs to date. With regard to contractual and other committed costs the most significant element relates to the Regional Control Centre building leases. The total remaining costs of the RCC leases over their full terms is £280 million through to the final lease payment on the final RCC (2034/35). There may be opportunities to oVset some of this cost but this represents an amount that is contractually committed. Additionally, there would be compensation payable to other contractors, notably Airwave for not completing the full roll-out of the Firelink solution. This is estimated to be £11 million and would represent a material reduction in Firelink functionality for the Fire and Rescue Services. To avoid this compensation payment and secure the Firelink benefits in each of the 46 Fire and Rescue Services we estimate that it would cost in the region of £120 million. There would be other costs involved in winding down the project, including legal fees and redefining the facilities management and security arrangements at the RCCs. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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The position with regards to EADS in terms of compensation/damages is another significant uncertainty with potential financial upsides or downsides, depending on the circumstances in which any decision was taken.
Contract We are working closely with EADS to go through the draft schedule line-by-line to understand any implications. On the contractual point raised under question 72, I agreed to clarify the dates in the contract between the department and EADS, with the original sub-contractor. The key contractual date in the CLG-EADS contract relates to Final System Build (FSB). In the original contract signed in March 2007 the date for FSB was August 2009, with EADS’ original subcontractor. The projected “go-live” date on the basis of this was then October 2009. We agreed new contractual dates with EADS through formal Change Control Notes, still with Ericsson as a subcontractor, which moved the FSB date to March 2010. As Shona Dunn said at our oral evidence session the March 2010 contractual date remains extant. I should reconfirm that the schedule remains as published in July last year although, as we made clear at the oral session, no guarantees can be given until we have completed the detailed scheduling work. The subsequent move to Intergraph has consequences for some elements of that schedule and EADS has provided a revised draft schedule to us which we are reviewing and will discuss with Fire and Rescue Service.
Stakeholder Engagement As part of your inquiry the involvement of stakeholders has clearly been an important issue. Your Committee raised this with me at question 83. We recognise that our stakeholder engagement could have been better from the outset, and that we could have managed relationships more eVectively. Our early engagement with stakeholders tended to be one-way and I accept that we did not listen as carefully as we should have to their views. I would now say that we are engaging and involving our stakeholder much more eVectively in delivering the project—both in our governance arrangements and in our open and constructive everyday dealings. It is pleasing to see that a number of the submissions to the Committee recognise that this has improved over the last year—we will continue to build on this. I would not want the Committee, however, to be left with the impression that stakeholders were not involved from the outset. Stakeholders were consulted in developing the policy approach, and FRS representatives were asked to comment on the design of the buildings. We also took on a number of secondees from the FRS to ensure that we had control room—and wider FRS—expertise at the heart of the project. We currently fund a team of four representatives from the Chief Fire OYcers’ Association (CFOA) to work full time on the project; they are closely involved in the development of the IT solution, operational policies and procedures and working practices, providing technical and professional advice. CFOA and the Local Government Association play an important role in the project’s governance structure. They sit on the Project Board and the CFOA Senior User chairs the Project’s monthly stakeholder meeting, at which all Regional Project Directors are represented. There are also representatives from every region on key working groups covering finance, legal and HR matters. On our wider engagement, there are regular project boards in each of the English regions at which the national team and EADS are represented to discuss the issues with representatives of each and every FRS in England. We also attend a range of local and regional meetings through dedicated Business Relationship Managers, project team subject matter experts and project planners. This is in addition to the regular contact we have with the FRSs through Ministerial and oYcial level contact. Other examples of our eVorts to improve our communications include, but are not limited to: — A monthly FiReControl project update aimed at FRS staV working in the regions who are involved in project delivery (example attached). — Production of a brochure aimed at a wide stakeholder audience (copy attached). — A series of Fact Sheets explaining diVerent aspects of the project for a variety of audiences including FRS communications professionals. — A demonstration of the FiReControl solution to be shown at major stakeholder events. — Provision of information and briefing packs to key stakeholders on major project developments and issues (for example, publication of the FiReControl Business Case and the EADS switch to Intergraph). Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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We have put communications and stakeholder engagement at the core of the project’s governance structure, which includes a senior Stakeholder Advisory Group and a Communications Network bringing together professional communication experts together from across England. I hope you find this response helpful. Shahid Malik MP
Memorandum from the Fire Brigades Union (FBU) (FIRE 27) 1. The Fire Brigades Union (FBU) represents approximately 45,000 members covering all ranks and duty systems in the fire & rescue service including approximately 4,000 oYcers, 11,000 firefighters working the retained duty system and 1,500 firefighters (control). This represents over 85% of all uniformed operational personnel currently serving in the fire & rescue services. The FBU welcomes the opportunity to submit evidence both written and verbal to the Select Committee and this submission deals with some of the key issues. We would also welcome the opportunity to appear before the Members of the Select Committee to support our submission and to attempt to answer any questions they may have upon it.
Overview 2. The Government originally “sold” the FireControlProject on Invest to Save principles. The result, it was asserted, would be a much better and more resilient system which would be delivered in a staged cutover between 2006 and 2007 and pay for itself within five years. 3. FireControl is now massively over the original cost estimates, there are significant problems and doubts about the technology, what it can deliver and whether the system will be “resilient”. The Project will not be complete, even on current timetables until the end of 2012 at the earliest, if at all. There will be no savings, it will cost more. 4. The problems must be put down to lack of foresight, major errors at the beginning and since, poor project management, lack of stakeholder engagement or genuine “sign up”, an inability to take proper note of real concerns and the dismissal of doubters and sceptics out of hand. 5. Costs and timescales became totally out of control, leaving some FRS’s with ageing systems that require imminent replacement. Many had not upgraded because of the expectation that a new RCC system would be in place by 2006–07 and then later 2008–09. 6. Many have no planned Control facility going forward. The responsibility of the fire authority remains to ensure control systems are fit for purpose to fulfil its statutory duty irrespective of the FireControl Project which may or may not be concluded. 7. Such is the state of the Project and lack of confidence in it that a fundamental independent review must be undertaken involving all stakeholders and utilising and upgrading current controls, the FBU’s preferred option, must be considered as part of that process. 8. Assertions about the resilience of the new system are now central to the new Government “spin”. There is no evidence to support claims of greater resilience or that the end result will be a much better system. 9. It is important to temper the Government “spin” with a dose of realism about what has been achieved and what could be achieved.
Progress so far 10. The RCCs buildings are nearly all built. None are close to being operational and their costs are a significant drain on the Project. 11. Supposedly “resilient”, they are red brick construction with considerable areas of glass situated behind wire-fencing in open business parks. Some are based on flood plains, flight paths or close to airports and major motorway junctions, all of which undermine claims of “resilience”. 12. There have been numerous delays and cost-overruns. Morale has plummeted, confidence in the Project has nose-dived across the service. There has been immense pressure on senior operational managers. Some key staV have left. 13. The adoption of the LACC model has created major problems and a whole cottage industry of additional FRS/Regional Management Board advisors replicated across every region in England. A simpler, and cheaper solution would be a secondment model for control staV, that would be real progress instead of the current uncertainty for staV and close the gold mine for consultants giving HR and legal advice on the employment issues. 14. All RCC Directors have been appointed. The first four appointed had no fire service background, let alone a fire service control background. This was the preferred outcome of CLG. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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15. In 2008 there were 130 project risks on the FireControl Risk Register, eight of which were rated “high” or above. On 16 December 2009 in a Parliamentary Answer in response to a question from David Drew, fire minister Shahid Malik said there were 176 project risks, “of which sixteen are rated ‘high’ or ‘very high’.” 16. There are major concerns with the technology.
Command and Control 17. FireControl was intended to produce a “stripped down” version of our current emergency fire controls. The FireControl concept was based, as we pointed out, on a roadside assistance control model— call-handling, mobilising and limited incident monitoring and support. 18. The lack of a proper command and control role or function in the RCCs started to become more obviously apparent to the wider fire service from 2008 onwards. Command and control is what ensures the safety of firefighters and the public at incidents and goes well beyond basic incident monitoring and support. 19. It is central to fulfilling several statutory duties placed on fire authorities, including ensuring the health and safety of their firefighters. A proper command and control function was not included in the specifications for FireControl. 20. At a FireControl workshop at the BAPCO conference on 22 April 2009 concerns were openly acknowledged. A very senior advisor to EADS on FireControl faced a number of probing questions from FRS control oYcers who raised the issue of command and control at incidents. 21. EADS made clear the system being provided to RCCs was call-taking and mobilising, with some limited incident monitoring because those were the contract specifications. There is NO command and control function, “it is not part of the specifications”. 22. The contract specifications, he said, meant that at incidents oYcers would have laptops or MDTs and apart from that they would be “on their own”. The EADS advisor said it was only now that FRSs were starting to realise the lack of a command and control function in the contract specifications for the RCC technology and there needed to be “debate” about what happens. 23. Our clear understanding is that on this point the contractors delivered to the specifications demanded of them. This serious omission was made by those who set out the contract specifications. 24. The issue is not fully resolved and is of grave concern. At the very least, remedial work causing further delays and costs will have to be undertaken and a whole new area of “out of scope” work has been identified. 25. It has significant implications for the staYng model, the technology, cost and delays. In our view this played a very significant role in the further delays which have emerged and at least some of the additional costs which have arisen as a result. 26. The matter of how command and control is maintained in a practical sense with the breaking of the link between local FRSs and their local emergency controls is still not resolved. In answer to a Parliamentary Question from John McDonnell MP, about the transfer of operational command and control arrangements to regional controls the fire minister Shahid Malik replied: “The responsibility for operational command and control will remain, as is now, with local Fire and Rescue Services”.
Unproven Technology,Under Development 27. Until recently the proposed mobilising system from Ericsson—CoordCom—had never been deployed in the UK fire service market. To state that it was proven oV the shelf technology was misleading and inaccurate. 28. It is also worth noting that the FireControl Updates contain two items which are “to be costed by EADS” relating to mobilising oYcers and dynamic mobilising, both standard features in existing suppliers’ systems. This again indicates that the original system specifications would be functionally less than the systems currently in use in some areas. 29. It has now publicly emerged that Ericsson is to be dropped altogether in favour of Intergraph I/CAD as a mobilising system. Intergraph I/CAD has been tried and tested and failed in the UK fire service. 30. In the proposed Cleveland tri-centre tests, Intergraph I/CAD failed. In any event, no system has been tried and tested in a national network of regional fire service controls, as none exists anywhere in the world. 31. We anticipate the FireControl specification may be more demanding than those specified a few years ago and we will need some convincing that a product—albeit an updated version—which failed a lesser test can now succeed in a more demanding one. 32. We anticipate knock on eVects including potentially on DCMT1 and DCMT2 which we mention later in this submission. This may lead to further delays. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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Resilience 33. Another major feature cited as essential was that of resilience. The choice of nine diVerent systems does not in itself guarantee resilience, neither does 46 systems. The system architecture chosen by CLG for nine Systems is then compromised further by only having three Data Centres, all of which are housed within three of the existing controls. 34. Currently to render the FRS in England inoperable a considerable number of FRS’s would have to fail or be taken out by terrorist attack (as well as their backup facilities). Under the new scheme taking out the three Data Centres will render the whole RCC infrastructure unusable. 35. Without the Data Centres then the Gazetteer options become unusable and dispatching impossible for such large areas. Current localised systems, even without Gazetteers, can mobilise with area knowledge to generate responses to an emergency situation. 36. The call-handling capacity is appallingly low because of very low staYng numbers. As a result individual RCCs will hit spate conditions much more quickly. 37. At times the national network will have very, very low numbers of staV on duty—less than 60. The entire national system could hit spate conditions when several RCCs hit spate conditions at the same time. This would happen during, for example, widespread weather events such as flooding or widespread snowfalls.
Database Generation 38. The current proposal is utilising the NLPG dataset. This is meant to be another benefit of the proposed RCCS. 39. This is utilised by many organisations and is a substantial database for mobilising. However it is somewhat diVerent to the databases that FRS currently use. Many FRS have started to switch their existing systems to use the NLPG database and are finding out at first hand the problems it poses. 40. To give some examples:Business Parks that are currently built generally identify the diVerent premises as Unit 1, Unit 2 etc. This is how these buildings appear in the NLPG Database. Once let the Building now has a name and may change hands several times even one year. These names do not appear on the NLPG database for some considerable time—if ever—and the company name provided will result in no match against the gazetteer when searched by the operator at the RCC. Invariably the Unit number will not be given or known and does not form part of the new address. To overcome this each FRS will have to generate an “extra” database containing this information, maintained by them, a not inconsiderable task. 41. Another example is that many towns and cities have areas within them, these areas form part of the address to the local inhabitant. In one FRS there are that nine areas in one town which do not exist in the NLPG database, as such every property in those areas will have to become part of a local database for that FRS to allow matching against the supplied address. The only alternatives are to get the NLPG database amended (only allowed through Local Government request and a lengthy procedure) or to get the residents to change the way they report addresses. It is our belief that it is almost certainly impossible to do either within the timescales involved. 42. There will be many similar examples that will come to light as the Database generation continues and practical use of NLPG emerges, these items should have been known and dealt with at the outset. 43. The transfer of information is time consuming and cumbersome. It also has to be provided by FRSs and is out of scope work.
DCMT1 and DCMT2 44. These are the toolkits for converting and transferring the FRS’s existing data into a format that EADS can use to link the FRS related data to the NLPG database and also to generate the “extra” databases that contain the entries that do not exist in the NLPG database. 45. Problems with the DCMT1 toolkit became apparent to fire and rescue services in the summer of 2008 and has played a major role in the delays. We understand these problems only became apparent after CLG, as the Project Managers, had signed oV the toolkits as meeting the contract specifications and it was then rolled out FRSs. 46. Up to that point CLG at imposed itself as the go-between linking EADS to the FRS. We understand it made a point of ensuring there was little or no direct contact between the contractors and other stakeholders meaning the problems only became apparent after the toolkits had been cleared for release to FRSs. 47. This issue of direct collaboration was addressed—belatedly—in the summer of 2009 with the creation of Solution Establishment Workshops, the first attempt at genuinely collaborative working. But what it highlights is that this was not happening before and only started when the Project ran into serious trouble with delays mounting. 48. The DCMT1 toolkit may now be substantially complete, albeit nearly two years late. Some of the issues have been inexcusable. But in the absence of close contact between EADS and the FRSs—a decision taken by CLG as Project Managers—it was perhaps inevitable. Processed: 26-03-2010 00:59:54 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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49. Project Managers should have known that the larger authorities would have enormous data sets and for the initial releases to appear to have problems handling large data sets is ridiculous. The other reported issues shows the poor quality systems at Departmental Project Management level that allowed these to get to the end user. 50. Again the Project Management systems and methodology (Prince 2) should have picked these items up and managed them rather than supplying poor quality tools—albeit to specifications agreed and signed oV by CLG—within the project life cycle. 51. Switching the mobilising system from Ericcson to Intergraph/ICAD may produce further problems with the DCMT1 toolkit. That remains to be seen. 52. CLG has consistently under-estimated the amount of work needed to be completed by FRSs to identify, cleanse and capture the data even with the toolkit working perfectly. This is at least three to five years of work. 53. There is limited and reducing capacity within the fire service to deliver this quickly—the ability is there, simply not the number of control personnel needed to carry out the task in addition to their existing workloads. 54. Whilst DCMT1 is used to identify what FRS address data is contained within NLPG, and what is not, it is the more complicated DCMT2 that “binds” this information together. Only time will tell whether similar issues will emerge with DCMT2 as did with DCMT1. It is imperative that mobilising arrangements for a life-saving emergency service such as that for the fire and rescue service aren’t changed without being fully validated and tested beforehand. Testing “in the field” is not a professional option to adopt. 55. It would be surprising, given the complexity of the technical challenges, if they did not. There may also be issues relating to the switch to Intergraph I/CAD as the mobilising system. 56. We are aware, given the delay to the roll out of the DCMT1 toolkit, that many FRS’s have not completed the work and some are only at the early stages of starting the work relating to the use of DCMT1. Without this data it is diYcult to conceive how any meaningful testing of the system can take place. 57. Performance of this system will depend on the volume of data searched and a system that works with a small data set may not even work, or work as well, with a large data set if the hardware is not specified correctly.
Current System Capabilities in Business Case inaccurate 58. One of the main reasons cited by numerous Ministers for the Project was that the current systems did not support the latest technology. There were 9 Technology items cited in each Regions Business case Part 1, being: — MDT’s/VMDS — Information Available to Fireground — AVLS — Status Updates — Dynamic Mobilising — EISEC — GIS (Ctrl Only) — GIS (Integrated into Service) — Full Premise based Gazetteer 59. This information is inaccurate, misleading and has never been corrected. Some items are incorrect and others are inaccurate in that the facilities were available but the FRS chose not to purchase them eg Dynamic mobilising, EISEC and Premise based gazetteer. 60. Ministers then used this data to cite one of the reasons for the justification for the project was ensuring all fire controls had the most up to date functions. Had the correct information been established from knowledgeable sources then this justification would have been non-existent. 61. Since the project award all the items listed above are available on all the existing suppliers systems, most as standard items if local fire and rescue services judge them to be important enough to purchase them. 62. The Department could have amended GD92 which sets out requirements for control systems to ensure all systems could have been gradually upgraded in the normal way to meet these requirements. They have not done so, they still could. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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How did we get to where we are now? 63. The approach and Project management were flawed from the outset. The entire Project was bundled into a single contract with a Prime Contractor leading a Consortium. Such was the scale of the Project, there were probably no more than a handful of companies worldwide which could have bid for a project of this size with a realistic chance of success. 64. This approach eVectively meant that every existing experienced supplier of control systems to the UK fire service market eg Fortek or Remsdaq, would be excluded. They were. 65. It also meant there was a very high likelihood that the Prime Contractor chosen would have no experience in delivering a control system to a fire service in the UK or, possibly, anywhere in the world. This is what transpired. 66. Project Management was supplied by a series of Departments with little historical knowledge of the fire service, informed—if that is not putting it too strongly—by transient civil servants and consultants with no experience of delivering any fire service control system of any size, anywhere. It was overseen by a series of transient ministers. 67. There were some FRS secondees in various numbers at various stages. Of the 60 people assigned to the Project in the first few years, only 12 were from a fire service background. What weight was attached to their work, opinion or views is not known. 68. Once the decision had been taken to “bundle” the contract in such a way—with the inherent flaws we have outlined—the use of a Consortium or Prime Contractor to facilitate such a large and ambitious project is entirely in order. 69. However, the project diVered from the fire service norm at that time in that the Prime Contractor (EADS) appears to have largely a supply/install contract only.Central Project Management was and is being carried out by CLG using their own staV along with some seconded FRS staV and consultants. 70. There were clearly major issues with the technical specifications the contractors were asked to deliver too. The Project scope has been changed before, after and since the IT contract was signed. There also appeared to be no “real world” assessment of the true complexity of the project nor of realistic timescales to deliver what was being demanded 71. The results are clear for everyone to see: no clear and consistent understanding of how emergency fire controls work, lack of leadership, controls, objectives and relevant technical expertise. Even with such a flawed process, a single “Turnkey” contract could have removed some of the issues and led to a clear target to be achieved or penalties to be levied. 72. Instead, CLG FireControl Project managers were a barrier between the contractors EADS tasked with delivering the technology and the end users—fire and rescue services. Direct collaborative working between EADS and the FRS was blocked by CLG until the creation of Solution Establishment Workshops (SEWs) in the summer of 2009. 73. The central point of the creation of the SEWs is not that the process started, but that it took until the Project was on its knees before CLG allowed this method of direct collaborative working to be put in place. 74. Poor CLG Project Management was compounded by what should have been the close relationship between the FireControl and Firelink projects. Delays to the FireLink Project have had a knock-on eVect on FireControl and vice-versa. 75. It is clear from our discussion with a number of those involved in both projects that there was a lack of transparency, openness and communication between the two projects for prolonged and critical periods. The responsibility for that lies heavily at Departmental and ultimately ministerial level.
Firelink/FireControl 76. The original timetable to complete FireControl by December 2007 was tied to the completion of FireLink, the new digital radio system, which had a delayed completion date of December 2007. FireLink is providing the vast majority of the benefits claimed for RCCs and is very technically challenging in its own right. 77. While we know FireLink radio technology can work for brigade level controls there has to be a question mark over its capacity to work across several fire services region-wide. There are already genuine question marks about the capacity of Airwave, which is now a private monopoly supplier to the emergency services, given the increasing burdens being placed on it. 78. Delays to FireLink do have a knock-on eVect on FireControl. Some of these were set out in a National Project Manager’s Update, FireLink Strategic Snapshot—December 2007. This acknowledged that a number of fire services did not update their existing controls—known as legacy systems—because the new RCCs were meant to be in place by the end of 2007. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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79. Delays to both the FireLink and FireControl Projects meant “interim solutions” had to be put in place to cope with the late-running of both Projects. Additional work had to be carried out with for what was described as the “longer extended interim solution”. 80. Problems identified in the FireLink Phase A operational Rollout included: Fit out of eight “pilot vehicles in each FRS: “temporarily stalled in the early regions due to delays by Airwave in providing test scripts.” Issues with training “eg lack of training equipment.” 81. Problems were identified in the Phase B launch date (the fit out of the main vehicle fleets). This was “progressively delayed as a result of….over ambitious forecasting and inadequate groundwork by Airwave….delays in submission of test scripts for Phase A acceptance work….knock-on eVects of the (preceding) Police resilience programme.” 82. These issues meant “Airwave roll out forecasts have been drifting increasingly out of synchronisation with events on the ground since the late summer”. The result was a “realism adjustment”—a euphemism for a further delay. FireLink Project managers reported they had been able “to persuade Airwave fully to reflect the reality of where we are and their track record to date by adding a significant amount of contingency to their forecasting.” 83. This strategic snapshot is also revealing in a number of other points. Concerns about the fitting of aerials to oYcers cars threw up other concerns about “the evolving FireControl Concept of Operations appears now to be shifting beyond the current FireLink scope of supply based on a wider interpretation of the term “resilience”. Separate work is therefore now in hand…to clarify the FireControl Concept of Operations…” 84. The Concept of Operations would play a major role in setting out the technical specifications for the contract agree with EADS. That it was still evolving at this stage—there was still no fixed Concept of Operations—would make it much more diYcult to establish the technical solution. 85. The same report includes part of a letter from Richard How, the senior civil servant heading up the FireControl Project on a day to day basis. This letter, to the FireLink team, reveals there were already concerns about delays for FireControl arising a matter of months after EADS secured the contract. 86. It revealed that Mr How had written to the FireLink team at the end of August 2007 about “concerns that the release dates for a number of products—in particular Convergence and Data Schema—from EADS were later than planned.” Mr How told the FireLink team, operating from within the same Department and upon which FireControl depended, that EADS provided some information but that it would “be counter- productive” to share that with them at that time. 87. By November Mr How could still not share the information. He could say that “Since then we have been working closely with EADS to develop a comprehensive set of robust plans in which we all have confidence….However, EADS is not as far advanced as they and we hoped they would be….this lack of information is preventing the FRS from developing their detailed activity and resources plans….the failure to deliver to date is inevitably creating concerns about the capability to deliver as they have contracted…..the delay in providing information is compressing the time available that that (sic) the FRSs have to complete their activities….” 88. It would be unfair to Airwave and EADS not to point out that these documents only set out the views of CLG Project Managers. These comments may be unfair to one or both contractors, may not fully set out the full picture or be self-serving in other ways 89. What is clear is the Department was not ensuring the proper flow of full information between the key personnel and the key contractors working on two closely related Projects. If anything, the Department was a barrier to the flow of critical information between and within both Projects.
Overview—Getting it wrong from the start 90. The project is defined to operate under the Prince 2 project management process. Like all Project management processes these define tasks, timelines, costs, checkpoints/gateways, actions, personnel, risks and should include for contingencies. The documented hierarchy published in the Business cases (Part 1 and Part 2) provides for the accountability. 91. The published delays do not account for the diVerence in time from the original proposal and the current end date. There must therefore have been significant delays during 2003, 2004, 2005 and 2006 prior to the first re-alignment date. It would not be unreasonable for the Select Committee to request sight of the original Gantt chart (project plan) and the current one. 92. This should show (under Prince 2 guidelines) all of the slippages and the reasons and what corrective action, if any, was taken. All plans should be reviewed at least monthly if not more frequently and reports produced to show progress/issues/corrective action/costs to date. There are timelines in the Business case documents but these contain insuYcient detail and were only produced in 2008–09. 93. The FireControl Project was based on a 2003 report from Mott MacDonald, updating an earlier report. It purported to set out how a much better and more resilient system could be completed within four years, would pay for itself and save money.It was clearly flawed. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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94. A key part of selling the original decision to proceed with the project was undoubtedly based on the financial information produced in the 2003 Mott McDonald which indicated there would be significant savings (£20 million year on year) to be made on a Project costing £100 million. This produced the claim by then Minister Nick Raynsford that the project would pay for itself within five years. 95. There would be on-going savings, it was asserted, and these would be ploughed back into the fire service. On paper, it was a formidable case—a much better system, delivered in a few years, making massive savings using tried and tested technology. 96. As the Fire Brigades Union repeatedly pointed out, this was obvious nonsense to those with hands on experience of managing significant change in a control room environment. Even a brief consideration of numerous Public Accounts Committee and Select Committee reports would show national Government’s inability to deliver projects that worked, on time and to budget. 97. It is belatedly accepted by Government that no national network of regional fire controls exists anywhere in the world. The technology has never been tried and tested on this scale, if at all, in a fire service environment. The technology is in development during the course of the Project and remains so. 98. The 2003 Mott MacDonald report also aligned FireControl with the Labour Government’s Regional Government Programme. It is only in the context of a regional fire service that a regional control centre could make any sense at all, although there would still be issues of resilience and operational practicality. 99. The original initial capital one oV costs, based over 10 years, were estimated as £100 million (Mott McDonald Full Report 2003 page 143) which included new buildings (£25.2 million), systems (£36 million), project management (£12.2 million) and redundancy costs (£27.1 million) with ongoing savings on costs of maintenance (£28.1 million) and ongoing staV savings (£143.3 million). 100. Completion was estimated to be four years after commitment, namely 2007. There is a major error in the Mott McDonald report that calculates the savings to be £70.8 million over 10 years. But they mistakenly had ongoing costs of maintenance as a saving rather than a cost. Taking this into account, the actual estimated savings should have been stated as £14.7 million, not £70.8 million. 101. Although the Government has reconfigured its arguments to be based on assertions—although not evidence—of better resilience, alleged cost savings have always been central to the Business Case for FireControl. This is cynical. Other options were and are being rejected on the basis they could show no savings. 102. The original cost estimates bear no relation to the actuality which has unfolded. While we have some sympathy to claims that further estimates are over diVerent timescales to diVerent specifications, it remains that the Project was originally pitched and sold on the basis of a very flawed report. 103. In our view it is not a reasonable excuse that specifications and scope changed and a project was adapted or added to. It is a consistent criticism of how things start to go wrong in major IT projects. 104. Some of the details of the promises on cost savings are set out in the FBU response to Business Case, April 2009 at p11. That document also sets out in some detail our major concerns about the Project which we will not repeat in this submission but attach as requested. 105. We also attach numerous independent reports commissioned from the Institute of public Finance which detail the progression of the Business Case. These are also attached and we will not re-visit all the detail within those reports.
What the Government claims the project costs 106. The Government often uses figures which are diVerent to or selectively chosen from those used in their Business Cases. These also need to be addressed. 107. Given the detailed information they must hold, there is little consistency in the Government claims of what the Project will cost. Figures are quoted over diVerent time scales—some to 2012, others to 2020. 108. The fact that some of the leases, signed in 2007 onwards are over 20 years and some over 25 years extend beyond both dates. There appears to be no co-terminosity in the lease termination dates which are likely to close out between 2027 and 2032. 109. When it suits, and to “prove” alleged savings, staYng costs of running the RCCs are included. At other times they are not. 110. It is an oft quoted comment from Government that critics of the project are not comparing like with like, or using diVerent timescales. The Government appear to do this themselves, making it very diYcult to tie down what the full costs are or even details how the costings have changed in the various Business Cases. 111. DiVering language is used by Government to describe various costs as “basic initial costs”, or “set up” costs to “estimated full cost of implementing FireControl”. The Business Cases quote a figure of around £1.4 billion, although that does include on-going staYng costs through the life of the Project. 112. These are included by Government—it is their Business Case—because alleged savings were always based on cutting the numbers of emergency fire control staV. We will return to that issue later. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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On 22 October 2009 the following question was asked and answered: Mrs. Spelman: To ask the Secretary of State for Communities and Local Government what recent estimate he has made of the total cost of delivery of the FiReControl project; and what estimates were made in (a) 2004, (b) 2005, (c) 2006, (d) 2007 and (e) 2008. [293319] Mr. Malik: The current estimated overall cost of delivery of the FiReControl Project for (a) 2004 was £120 million; (b) 2005-£160 million; (c) 2006-£190 million; (d) 2007-£360 million; and (e) 2008-£380 million. On 2 November 2009 [source] Mr Malik answered in another question: The basic initial costs and timescales of implementing the FiReControl project, as originally estimated in 2004, were £120 million. Following more detailed work, project costs were updated to include funding to fire and rescue authorities for local and regional implementation activity, the costs of the regional control centre building leases and the costs of equipment to be installed in every fire station in England to support improved mobilisation. The expenditure to date on the project is approximately £190 million. The estimated full cost of implementing FiReControl is £420 million. 113. Even on these figures the cost of the Project has more than tripled.
Why have cost increased? 114. The reasons given in Mr Malik’s reply for some of the increased costs show how ill-thought the original estimates were. Mott MacDonald’s building costs estimates were £25.2 million and even over a ten year period (as opposed to the longer leases) are well short of the reality of the leasehold and other costs relating to the buildings. 115. The fact that Station End Equipment—the “cost of equipment to be installed in every fire station”— were left out of the calculations—beggars belief. It meant the Project was moving along on the basis they had worked out the cost of the equipment needed to send a message, but not the fact there would need to be equipment to receive the message and it would have to be paid for. 116. In a letter dated 13 November in response to concerns raised by a constituent of Rob Marris MP Mr Malik goes further in explaining the cost and time overruns: “the FireControl technical solution has proved to be more complex than originally anticipated, and the development stages have taken much longer than expected.” He asserted that the contract with EADS was signed with them having a full “understanding of the technical solution required….[nor having full] information about the amount of work that would need to be carried out by the individual 46 Fire and Rescue Authorities.” 117. Only once the contract had been signed—which was in 2007—he asserted, did “it become apparent that the Project scope needed to be broadened.” No details of the broadening of the scope are given. 118. The Outline Business Case (OBC) November 2004 sets out in some detail (at Appendix C) why the costings in original Mott MacDonald report were wrong. The OBC identified some key areas of risks the Project would face including that there was a very high risk of total project failure. 119. The OBC uses a Private Developer Scheme (PDS) as its recommended method of supplying new Regional Control Centre buildings. It is an expensive option and the OBC underlines the catastrophic impact on any estimated savings of the buildings being completed more than six months before they are meant to become operational. 120. The OBC heavily flagged up, as a significant risk, the financial impact of the buildings being completed more than six months before they were to start becoming operational. It also pointed out the importance of there being a degree of co-terminosity for leases for the new RCC buildings which would become the national network of regional control centres. That is they would all expire and have to be renewed at approximately the same time or within a reasonable period of each other. 121. The OBC identified that from the signing of the PDS contracts to building completion would take around 18 months. Building in a six month rent-free period from practical completion to becoming operational would deal with the issue of rents being paid for empty buildings and is a sensible recommendation. 122. Having identified these two key traps to be avoided—and the mitigating steps needed to be taken to avoid them—the CLG Project Managers then walked into both traps. On 10 August 2005, without any further Business Case of any kind, CLG announced it was proceeding with the PDS scheme, sites had been identified and the contracts signed with the developers for between 20 years and 25 years and which come to an end between 2027 and 2033. 123. The minister, asked on 16 December in a Parliamentary Question by David Drew to make a statement as to how a national network was to be kept in place after the ending of the first set of leases in 2027 and the ending of the final leases in 2034, simply referred to the Landlord and Tenant Act. 124. The signing of the PDS contracts at such an early stage has been catastrophic. No update of the Outline Business Case was produced before the decision and no more detailed work had been done on costings, timescales or the prospects for the technology. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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125. A draft Full Business Case was produced in 2006 and another update in 2007. Another was promised throughout 2008 and eventually appeared. The IPF reports on all of these are attached. 126. The Institute of Public Finance, in an independent report for the FBU, said in its assessment of the Private Developer Scheme PDS scheme—the biggest price “ticket” for the whole project—did not demonstrate value for money. The IPF also identified a £200 million increase in the total project costs in the FireControl Business Case. The overall Project costs did not rise above the £1.4 billion identified in the previous 2007 Draft Business Case because an assumption was made which cut back on staYng costs by a further £200. 127. Having hastily signed the property contracts, the IT contracts then waited for more than 18 months to be signed. There was therefore no chance of the RCC buildings being operational six months after practical completion and rents becoming payable. 128. The IT contract was signed in March 2007 after much delay. As we pointed out earlier, by August 2007 CLG were already complaining about delays to DCMT1 and Convergence work. Why CLG expected such complex work to be completed within a few months has never been explained, but it was from the summer of 2007 that concerns about delays started to emerge. 129. Our own response to the Full National Business Case is also attached. We will not go through that in detail but attach it as requested. It does raise significant questions about resilience, call handling capacity and call filtering by BT and Cable and Wireless Operators.
Where do we go from here—Basic Principles 130. First, a profound reality check is needed. There is little confidence left within the fire service that this Project is going anywhere good and it’s not going anywhere soon. That is an opportunity to re-think what basic principles should underpin what happens next. 1. There are political limits to how far local democratically controlled fire services are prepared to go towards regionalisation; 2. There are technical limits to what can be achieved at a regional level within a reasonable timescale and budget; 3. You should only be prepared to take great risks and go to great expense if there is evidence—not assertion or mere conviction—that the rewards are so great as to justify the level of risk being taken; 4. There must be clear link between the key strategic priorities of local fire services and any future Project configuration, including agreed measures of success. 5. There must be clear ownership and leadership driven by the needs of local fire services and not by the needs of central Government; 6. There must be an eVective engagement with all key stakeholders and a re-building of confidence and co-operation; 7. End-users need to buy in to any future project and not have it used as an opportunity to drive down their working conditions or working environment; 8. Project managers must continue to demonstrate skills and a proven approach to project management and risk management. 9. There must be an agreed and realistic timetable, greater co-operation with all stakeholders including contractors with the aim of achieving a proper collaborative environment and not a return to a blame culture and key players being kept apart; 10. Adequate provision of resources and skills to deliver what is required. The 10 key principles we set out above should apply to any future configuration of how the benefits required from future systems are delivered. The key is delivering what local fire and rescues say they need going forward, utilising at least some of the work, and possibly some of the RCC buildings if appropriate. 131. Alternatives to FireControl are already being explored with or without the knowledge or co- operation of CLG. Our preferred option, on the basis of speed, cost and confidence in it as a solution is to utilise upgraded existing controls. 132. This not a “do-nothing” option. The union is also prepared to consider any Business Case presented which considers other options. We would urge that under any other options, including RCCs if Government does press ahead. 133. A decision to press ahead regardless does not make success a certainty. The technology may never be made to work in the way required of it. January 2010 Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Supplementary memorandum from the Fire Brigades Union (FIRE 27A) The Fire Brigades Union wishes to place on record, its thanks for being given the opportunity at the hearing of the Select Committee on 8 February 2010, to explain our view that despite the amount of money that has been spent so far, the project should be ended completely, rather than throw further good money after bad.
Specific Examples of End User Requirements not being met by FiReControl 1. OYcer Availability and Mobilisation A major part of mobilising emergency resources to incidents includes the ability of fire controls to mobilise oYcers to incidents. Currently this is done via a pager system. Ensuring the correct number of oYcers to incidents with the correct attributes (or specialisms) is essential for proper command control on the incident ground. To do so, controls must be able to have information readily to hand to know whether these oYcers are in fact available for duty and their location. All this at present is done via local fire controls which monitor oYcer availability and attributes and update this as and when their availability and/or location changes. For example if you require a Fire Investigation OYcer or a Hazmat OYcer, these are specific attributes (there are many diVerent attributes). We are informed that FiReControl will now have the facility for oYcer availability as currently. However, what isn’t clear is how oYcers will be mobilised. The original specification was for oYcers’ cars to have Mobile Data Terminals (MDTs) fitted. The FBU understands that this option has now been withdrawn since many OYcers cars are actually privately owned or leased. Due to the introduction of Firelink radios and the removal of legacy radio equipment from existing Controls, and all of the above mentioned, local controls are currently mobilising OYcers via private pager bureaux or the mobile phone network. Neither of which can be classed as resilient methods. This was reported in CLG’s FiReControl Newsletter Jan 10—Project Ellipse. These problems have been recognised by FRSs and finally CLG are having to address them but this was never part of the original specification with EADS. —How is live real time information and updated data transferred from FRS’s to RCCs in a secure and resilient way to ensure it meets their own criteria for resilience. This would include such things as oYcer availability, oYcers Rotas, retained availability. The FBU has received PR materials provided to FRSs by private companies oVering to address this shortfall to capitalise on the situation. One such company is Infographics oVering to supply “middleware” for RCC integration. The matter of oYcers status (availability) has been discussed with CLG. CLG have stated that no determination has yet been made on this and that the options under consideration for oYcers’ status to be notified to RCC network are via: — Handheld radios, or, — Two way pagers, or, — Satellite navigation devices, or, — Voice Status changes have to be verified. Currently this is carried out by a fire control oYcer dedicated to that task. This matter has not been considered in the CLG staYng model as at that time it was widely viewed that oYcers would use MDTs.
2. Retained Duty System (RDS) mobilising Background information Wholetime firefighters work at a fire station and are mobilised by a call to the station by teleprinter which provides written data concerning the incident and which resources are being mobilised. If there is a fault with the system this will be done by telephone). If the crews are not present at the station they will be contacted via the radio in the appliance. At all times the crews are together in one place. Day crew firefighters work at a fire station during the day and are mobilised by a call to the station by teleprinter which provides written data concerning the incident and which resources are being mobilised. I if there is a fault with the system this will be done by telephone). If the crews are not present at the station they will be contacted via the radio in the appliance. At all times the crews are together in one place. They diVer from wholetime firefighters in the evening when they are mobilised in the same way as firefighters working the retained duty system (RDS). Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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Retained Duty System (RDS) firefighters are rarely at the fire station together (other than, for example, on the weekly drill night—for a few hours). This varies across the country but is invariably required to be 5–10 minutes or 1–2 miles travel distance. An RDS firefighter (when available for calls) must be located within a given radius of the fire station whether at home, work or undertaking other activities. An RDS firefighter will invariably be at a separate location when alerted from other members that will form the appliance crew. They are mobilised by multitone pagers (alerters). Once paged the RDS firefighter will promptly attend the fire station and take details of the call there. RDS firefighters can change their status throughout the course of the day subject to having provided availiabilty for an agreed (minimum) total number of hours for the week.
FBU submission The FBU is informed that the Station End Equipment fitted into fire stations to mobilise crews will be exactly the same in a retained station as it is in a wholetime duty (or day crewed) station. This means that unless crews are actually on station to hear the turn out system they will not respond. (This is why RDS firefighters have to have a separate alert and mobilising arrangements.) This has led to CLG having to patch up and rethink how FireControl will cope with turning out (mobilising) RDS fire crews . We are informed by CLG that it is envisaged that changes to the availability status of RDS crew members will be done by internet or telephone. This pre-supposes that the RDS member will have a telephone and/ or internet access. It is very common if not universal that local controls have one control operator monitoring the availability of RDS personnel at all times including in those control rooms where availability is integrated into the system. This matter has not been considered in the CLG staYng model. We are informed that CLG are now asking EADS to devise a solution to retained availability management systems and that they are writing a programme. This will be similar to some existing systems used now in controls such as the Rappel System or Garton systems. If it is correct that such systems already exist and if both CLG and EADS had had clear understanding of end user requirements regarding availability and mobilising of Retained Duty System Personnel then why did they not incorporate it into the project initially? What is the additional cost of this work?
3. Matters arising from the Equality Impact Assessment Terms and Conditions The FBU can broadly support the recommendations, however not without some qualification. These being: 1. the report concludes (page 9) Even if a gender equality impact assessment had been undertaken at the earliest possible stage, it is unlikely that the potential adverse gender impact identified would have altered the course of the project. CLG would have needed to balance the requirement to improve national resilience and enhance the capability of fire control against the potential equality impacts identified. The issue of whether FireControl will/could provide improved national resilience and enhanced capability aside, the fact that it is intended that staV will be removed from their current employer (on transfer) and be placed on transferred terms and conditions which are vulnerable to change will mean that these workers—predominantly women—face the prospect of worsening conditions including pay.This was made clear to us by a ex-Chair of the West Midlands LACC who publicised the fact that the intention of the proponents of the RCC project was to slash costs by changing pay rates to those in call centres as soon as is practicably possible—which are approximately 50% less than current salaries. This could be avoided if staV were employed by application of the staV retention model commonly used in the NHS. 2. the report encourages changes to shift patterns. The current shift patterns which should transfer are widely regarded by staV as being satisfactory.
RCC Building Design Specification In December 2009 CLG published an Equality Impact Assessment for the Project. In relation to the Buildings this highlighted for example: EIA— para 3.7.2 Concludes that an Access Defect Rectification Plan is implemented by CLG. This is in response to the realisation that eight out of nine RCC buildings do not conform to the DDA in relation to access, door switches/swipes and hearing induction loops etc. CLG were given a blank piece of paper at design stage and the Department’s persistent failures in managing the Project included a failure to oversee these points in the first eight buildings blaming contractors for interpreting the act wrongly! Only London RCC escaped as it had not yet been completed . Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Recommendations 3.7.1. That immediate steps are taken to ensure the required access standards are met first time in the construction of the London Regional Control Centre. 3.7.2. That the access defect rectification plan is implemented by CLG. 3.7.3. That the local authority controlled companies designate the rooms to be used as meeting and training rooms and consider either installing perm—anent inductive loop systems in those rooms, or purchasing a portable inductive loop and establishing an eVective management system for it.
General We believe all that all recommendations in the Equality Impact Assessment should be implemented. Further we believe that CLG should make the staV retention model (other than in London) mandatory on all FRAs and respective LACCs. That out-standing EIAs required to be conducted by LACCs should be carried out as a matter of urgency.
4. Local Risk Management Plans (Integrated Risk Management Plans) and PDAs (Pre Determined Attendances) Fire and Rescue Service control over their own resources Fire and Rescue Authorities (FRAs) are currently able to determine the use of their own resources both within their own FRA area and beyond. Similarly, they are able to exercise control over the use the deployment of appliances from another FRA into its fire jurisdiction. FireControl will remove this control. FireControl will automatically deploy appliances according to location irrespective of tactical decision-making or consideration by the fire and rescue service. This will have: — an impact on incident ground operations, — financial implications (charging for “over the border” attendances), — an FRA’s “sovereignity” over its resources It will also have implications for personnel. Personnel are not contracted to work outside of their area. This matter was raised by the national employers seeking an out of area clause in contract, but was subsequently not pursued.
PDAs CLG has always maintained that the FiReControl Concept of Operation would mean that the RCC system would enhance the ability of fire and rescue authorities to deliver their IRMPs and that the RCC network would be able to take account of, each of the 46 Brigades own Pre-Determined Attendances which are set in accordance with those IRMPs. However, since the new contract with Intergraph it has been made clear that work must now be undertaken by Brigades using a pilot version of Intergraphs PDA Builder. In other words making the problem fit the solution This seems to contradict the IRMP process contained within the Fire and Rescue Services Act 2004. The South East Region are already working on standardising PDAs. Whilst the FBU are supportive of universal attendance times and PDAs it would appear that this is being done to ease the introduction of the RCC in the South-East. It is not conducive to the use of a risk assessment method required by the current legislation. See latest FiReControl Newsletter, 10 January. We are not convinced that it will be possible to overlay 46 diVerent standards or to write sequences/ scenarios that account for the almost infinite number of permutations of the combinations of circumstances which can and do arise.
5. CLG StaYng Model and associated staYng matters A. StaYng Numbers CLG’s position from the outset has been that as they are not the employing body nor the service provider that it is the LACCs who will make the decisions on staYng numbers. This is reflected in the Part 1 and Part 2 Final Business Cases. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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CLG have though produced baseline staV numbers which are produced according to its staYng model which they have proposed to LACCs. These are contained in the Part 2 Business Cases, and are shown below:
Current figure (all local Transitional Steady controls in Region figure figure LACC region) West Midlands ?* 70 159 NE 63 55 110 Yorkshire and Humberside 75 71 142 SW 72 63 176.5 East Midlands 70 56 141 SE 85 75 227** London 92 81 125 est NW 96 84 187 East of England 83 63 148** Total 636 618 1415.5 * No figure given in Part 2 Business Case ** No figure given in Part 2 Business Case, figures provided from other sources— watchbased staV numbers only—managerial and other staV to be added The FBU believe the numbers of staV on duty across the network is dangerously low and therefore the call handling capacity of RCCs will be much reduced from current levels and are the result of hypothetical modelling. The project relies heavily on IT and we are constantly told that control operators in any RCC will be able to answer a call from anywhere in the country. However, due to the seriously low indicative staYng numbers suggested by the CLG staYng model the system would reach saturation point very quickly and not be able to cope. Since the IT is only of any use at all when it can be answered quickly and interpreted by a control operator we believe end user requirements will not be met. For example the CLG have no power over the LACCs to set minimum crewing levels thus ensuring resilient staYng numbers across the network. It will be down to each individual RCC to decide how many staV they wish to have on duty at any one time, they could rely on the rest of the network to answer their calls, but if they all do this then the result will be overload and calls going unanswered.
B. StaYng Numbers—beyond their sell-by date On 15 July 2009, the Fire Minister announced the latest delay. That same day CLG also announced the introduction of Solution Establishment Workshops in order to discuss end user problems/perspective/ requirements: “The Minister also explained improvements to the project approach. Joint CLG and EADS (the main contractor) teams would be working on a day-to-day basis with the Fire and Rescue Service. A series of Solution Establishment Workshops have started at EADS, involving the CLG team, FRS representatives and EADS.” (Source: FRS Circular 43/2009) The staYng model was rolled out in April 2008. The staYng numbers were proposed to LACCs in July 2008 [they were included in the Part 2 (regional) Business Cases]. The Solution Establishment Workshops did not commence until August 2009 and are still not finished. The staYng numbers (and staYng model) will need to be re-visited once the outcomes of the Workshops have been finalised. It is the view of the FBU that CLG should acknowledge this fact and make an announcement to that eVect.
C. Audit, assessment and regulation of adequacy of staYng arrangements for national assurance. CLG maintains that resilience will be assured because of the performance standards that the LACCs will be required to meet and the existence of the contractual requirements of the LACC. The FBU maintains that simply relying upon accountability arrangements, which by their nature will only be brought into eVect after a negative performance has occurred, is an unsatisfactory way of approaching a risk critical activity such as emergency fire mobilising arrangements. Moreover, there is no body or system to oversee/audit the performance standards from a national assurance perspective. In the final analysis. there are no sanctions for contract failure other than exhausting remedies through litigation. There is no body or system which can insist on or implement immediate remedies when failures become apparent resulting from deficiencies arising from such matters as staYng establishment deficiencies. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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D. Resilience At a recent discussion with CLG, the FBU’s fear that the resilience of fire control operation in England in the event of (inevitable) failure of the RCC project has not been properly considered. CLG acknowledged that the promised resilience/eVectiveness of each go-live phase would not be assured until some time after the go live date and the “testing” of the system under real-time “field conditions”. Similarly, the resilience/eVectiveness of the entire network could not be assured until after the entire network had been implemented and been in operation under field conditions. There are eVectively four parts of the network: — StaV (including numbers of) — Buildings — Technology — Data (including gazateer)
D.1 Data If the data is impaired, manual solutions could be substituted or used as a complementary component. Therein lies a problem: This would however require more staV. So data problems could only be overcome or patched if staYng was available
D.2 RCC Buildings If one of the buildings were deficient or became compromised, the theory is that the network could absorb the workload.
D.3 Technology If the technology was found to be deficient, a reliable remedy could only be to fall back on the existing legacy equipment. Therein lies a problem: There is no signed agreement between CLG and FRAs that existing mobilising equipment will remain in place nor that the existing control rooms would remain available for a specified period up to and for a (reasonable) time beyond the entire network has gone live. A signed agreement by every FRA must be a pre-condition before the first cutover.
D.4 StaV At a recent meeting, CLG stated that defiencies in the staYng model and/or the decision by LACCs on the numbers to be employed can be rectified based on experience. Therein lies a problem: CLG have failed to understand that in order to enjoy the protection that the TUPE regulations aVord, staV that transfer would have to do so at the time of cut-over. StaV cannot opt to join the LACC workforce after the cutover date without losing the protection of TUPE requirements. In turn that presents a problem to the LACCS ( and to the FRAs and eVective mobilising) because there will be no experienced or trained staV to be recruited into the regional control room to supplement the number of staV.
E. FBU proposed solution E.1 Existing control rooms and mobilising equipment. CLG must sign agreements with FRAs that existing control rooms and existing mobilising equipment will remain in place and available for a specified period up to and for a (reasonable) time beyond the entire network has gone live. A signed agreement by every FRA must be a pre-condition before the first cutover.
E.2 Staff—retention of employment model. In order to provide: — Assurance to emergency fire control staV regarding their, terms and conditions (unless varied by collective agreement) and job-security; and/or — Resilience in the event of TUPE transfer arrangements not resulting in agreements; and/or — The loss of staV from FRAs who may leave in anticipation of the regionalisation of controls (which of course may never happen) based on the belief that continued employment is in jeopardy; and/or — Availability of experienced staV to LACCs to work in the RCCs in the event of staV refusing or not wishing to transfer employment to the LACCs; and/or Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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— FRAs with available experienced staV to supplement staYng numbers in RCCs in the event of planned staYng levels in LACCs proving deficient; and/or — FRAs with available experienced staV to crew the local control room should the RCC network fail and/or — Cost savings to LACCs which will not need to employ HR staV. … the FBU proposes that the current planning arrangements to transfer employment of staV to the LACCs is brought to an end and replaced by the implemtation of the retention of employment model as is common—place in the NHS (eg in ISTCs). Early agreement between CLG and the FBU on this matter would provide huge benefits for LACCs, CLG, staV, and FRAs in thevent of the RCC project proceeding. More importantly to the FBU and our members (because we do not believe the project will ever come into eVect) it would also provide benefits to staV, CLG and FRAs in the event of the RCC project not taking place.
General concern re End User Requirements not being met by FiReControl A. Solution establishment workshops On 26 November 2008 the Fire Minister at the time, Sadiq Khan, announced a nine month delay to the project stating: “…a number of diYculties with the ICT and other dimensions of the project were identified. These issues will result in some delay, and the FRS rightly expects us to address these in full.” On 15 July 2009, the new Fire Minister, Shahid Malik announced a further ten month delay stating that the reasons as being: “… in recent months it has become clear that technical problems with developing the IT system in a way which will meet all our and FRS requirements mean that further time is needed to complete the project.” On both occasions the reasons for the delay were said to be the result of technical problems with the I(C)T. On the occasion of the latter announcement, CLG announced the introduction of Solution Establishment Workshops in order to discuss end user problems/perspective/requirements: “The Minister also explained improvements to the project approach. Joint CLG and EADS (the main contractor) teams would be working on a day-to-day basis with the Fire and Rescue Service. A series of Solution Establishment Workshops have started at EADS, involving the CLG team, FRS representatives and EADS.” (Source: FRS Circular 43/2009) We do find it somewhat disconcerting that CLG announced a delay of a specific period (ten months) and then began dialogue with end users the problems and requirements that they have. The FBU is concerned that the announcement of a delay was one month before the consultation with end users regarding their requirements had started. The conclusion that we draw is that either the consultation is cosmetic or that the 10 month period was plucked out of the air. Either way, we are not confident that the announced timetable and promise of taking the outcomes of the consultations seriously can be assured.
B. Data capture EADS have been rolling out a presentation regarding the latest developments on data capture. A copy of the presentation is enclosed. EADS have notified stakeholders that DCMT2 will not be available until five months after the relevant Change Notice has been signed, and consequently may be as late as August. They also stated that the Intergraph system is currently only 60–70% compliant with updates not being made until July and September. Because of the very tight timeline to the May 2011 cutover date a further delay is now expected.
C. Plan B The Regional Control Centre project has been around for some considerable time now. Early promises of introduction in 2007 were wildly optimistic. The current first cutovers are now said to be possible in May 2011. Throughout that period investment in the local control rooms has been held back. From a human perspective, the staV have been left on tenterhooks concerning what the future holds for them and their families. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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The fire and rescue service, the public and the staV deserve to be informed of what plans are in existence/ preparation for something as significant as the organisation and delivery of their emergency fire service control function. Despite that, CLG state that they have a “Plan B”. Disgracefully, this is being kept back from the public and staV due to CLG insisting on unnecessary, in appropriate and undemocratic secrecy. CLG did not even declare it to the Select Committee hearing on 8 February 2010. The FBU believes that if there truly is a Plan B it should be made known. Given the experience of the RCC project ( failed targets, inoperable system, weak consultation, exponential growth in costs) it is imperative then it must be declared to see if it is a. viable and b. more robust than the apparent panacea which RCCs were promised to be. Andy Dark Assistant General Secretary February 2010
Memorandum from EADS (FIRE 28) 1. Summary 1.1 The primary programme responsibilities for FiReControl comprise: — CLG who is responsible for developing new operational processes, the new organisation, new buildings, and for managing the whole programme of change. — EADS DS UK (EADS) who is contracted to deliver the IT infrastructure which forms a part of the overall FiReControl solution. — The FRSs and Regional Control Centres (RCCs) who are responsible for implementing the solution. 1.2 Progress has been slower than planned primarily due to: — EADS systems supplier issues. — Other programme-wide dependencies related to the complexity of developing, implementing and managing new operational processes for the many user organisations. 1.3 EADS remains passionately committed to delivering successfully the IT for a solution that will enhance the FRS’ already high reputation and transform national resilience. 1.4 Fundamental improvements made by CLG and EADS mean that progress is now quickening. A significant proportion of infrastructure is already installed ready for the final build testing to commence in the second half of this year. 1.5 The complex interdependencies of the programme necessitate close collaborative working. EADS has sought to be a genuine partner for customer and users alike. FiReControl is complex and challenging, but EADS is committed to success
2. The Transformational Context 2.1 Context of Supply 2.1.1 CLG’s role is eVectively that of prime contractor with overall responsibility for the operational transformation that makes up the FiReControl programme. EADS is the IT contractor with responsibility for integration supported by a range of subcontractors providing components and services. 2.1.2 EADS’ contract with CLG is for the Design, Delivery and on going support of the IT element of the FiReControl Programme. EADS has no contractual relationship with the Local Authority Control Companies (LACC) or with the local Fire and Rescue Services (FRS). CLG delivers the FiReControl transformation with EADS as the IT supplier 2.1.3 Completion of the development of the software system build has a fixed milestone date within the contract. The go-live dates for each RCC and FRS are subject to call-oV by CLG and currently have no fixed contractual dates. 2.1.4 The primary components of the technical solution to be supplied by EADS are: — Resilient telephony—the ICCS (Integrated Communications Control System). — Resilient mobilisation system—the MRMS (Mobilisation and Resource Management System). — Mobile data systems (including MDT—Mobile Data Terminal software) and related infrastructure (including WAN—Wide Area Network). Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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— RCC audio-visual systems. — Service management infrastructure.
2.2 Contributor Orientation 2.2.1 CLG’s objectives are to achieve a national strategic capability through FRSs whilst maintaining best value. For CLG, time is of the essence due to commitments that have to be made and the connected cost impacts. 2.2.2 The objectives of the 45 FRSs are to maintain daily operations whilst taking on the new operational solution at minimum cost and risk to the local service. Their approach is naturally incremental and to get it right, however long it takes. 2.2.3 Under the governance of their LACC, the objective of each RCC is to implement the tools available to deliver a service solution to meet the operational demands of the FRS and government. 2.2.4 EADS’ drivers are reputation and future opportunities derived from delivering to CLG under a viable business model. This means successful delivery. Delays cost us money. FiReControl is critical to EADS’ strategic ambitions in the public security arena where we see significant export opportunities arising from a successful solution. Success in FiReControl is fundamental to EADS’ global business plan 2.2.5 With CLG as the paying customer and 54 separate organisations as the end-users, this makes for an exceptionally challenging stakeholder environment in which there is no ultimate authority for all matters. Ultimate acceptance for live use will need the buy-in of many parties. 2.2.6 FiReControl in turn needs to be delivered alongside Firelink and New Dimension which complete the Fire and Resilience Programme.
2.3 FiReControl Solution Components 2.3.1 The overall solution for FiReControl comprises the System, the People and the Processes all working with the Data. The FiReControl SOLUTION % IT Systems ! Organisation ! Processes ! Data 2.3.2 In this build process: — CLG is responsible for designing, building and delivering the Organisation and operational Processes, — EADS is responsible for designing, building and delivering the IT Systems and Data infrastructure & services, and — CLG is responsible for managing the whole Solution build programme and for ensuring buy-in from all stakeholders.
2.4 The FiReControl Journey 2.4.1 In parallel with the overall solution being built, the FRS and RCC daily operations need to be transformed to use the Solution. 2.4.2 This is a journey of transformation for the Solution where: — CLG, the FRS and LACCs are responsible for transitioning the People and Processes (EADS helps with Training), — EADS is responsible for deploying and transitioning the System to live operation, including loading the operational data, — FRSs & CLG are responsible for provision of operational live Data and for transforming their operations to use the Solution, and — CLG is responsible for managing this whole “business change” journey for stakeholders including ensuring that: — The Solution is communicated and understood. — The journey to the Implemented Solution is communicated and understood. — Hearts and minds are won. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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— Revised operational approaches are implemented. — EADS’ contribution is managed within the context of the whole programme. The Implemented Firecontrol Solution % Deployed System ! Deployed Organisation ! Deployed Processes ! Live Data
3. EADS Progress and Challenges 3.1 Our Contract 3.1.1 The contract originally let to EADS was for the delivery of the IT elements of FiReControl. During the tender process, the delivery timescales that would be deemed acceptable for system build and go-live were tightly constrained. These timescales have since proved unachievable for many reasons rooted across the whole programme. A delayed announcement to let and start the contract compounded these pressures. 3.1.2 A particular challenge to our own timescales has been the changes requested to the original contractual baseline. As an example, the requirement and the tendered plans were to deploy existing commercial versions of MDT, SEE and the data toolkit. The baseline version of the MDT was delivered in December 2007 (ahead of the contracted milestone date). During testing it was recognised that there were defects inherent in the commercial product, and EADS undertook to address these at its own cost. The final version including further changes was accepted for full deployment in November 2009 and this did result in disruption to other planned activities. 3.1.3 A significant proportion of contract requirements have needed further work since contract award in order to define the details suYciently for implementation. 3.1.4 We have been working closely with CLG on revisions to the contract to begin to address contractual shortcomings such as this. The ideal contract would need mutual incentives for the development of IT as part of a larger, joint programme of transformation with end users.
3.2 FRS Systems 3.2.1 EADS has had to tackle some internal technical quality issues which did aVect early deliverables to FRSs. Improved processes and control are now in place to address these. 3.2.2 The initial versions of the mobile data terminal (MDT) software and station equipment (SEE) for early deployment into FRS are complete. 3.2.3 129 fire stations in six FRS have been successfully fitted with the FiReControl equipment and are using this for live operations with their current mobilisation systems. 3.2.4 1,400 station sites (97%) have been surveyed for station equipment installation. 3.2.5 40 FRS have taken installation of the initial data collection toolkit (DCMT1) and are using it to collect and prepare their gazetteer data for FiReControl. 3.2.6 EADS’ standalone mobile data terminal (MDT) software is being installed into FRS vehicles by Firelink. 3.2.7 The EADS Service Operations Centre is operational and taking support calls from FRSs with deployed equipment.
3.3 RCC Infrastructure and Mobilisation System 3.3.1 As a part of its proactive risk management plan, EADS has now terminated its contract with Ericsson and has appointed Intergraph as its replacement. EADS is confident that this new supplier will be able to deliver to a timetable able to support the revised project schedule. EADS’ contract costs to CLG remain unchanged. 3.3.2 The Intergraph system is already working in its default state. Joint workshops are underway with end users using the running system to refine business process and detailed requirements in line with the product capabilities for function and configuration. 3.3.3 The Intergraph solution has been run and tested to 300 calls per minute using the FiReControl nine- RCC architecture. End-to-end integration completed for key interfaces using Ericsson Coordcom will now be repeated with Intergraph I/CAD, although these interfaces are fewer for the new solution due to the broader product functionality available. 3.3.4 EADS has already (at its own cost) upgraded the system hardware for the transaction servers from HP NonStop to HP Superdome to ensure the best national-scale flexibility and performance. 3.3.5 The telephony system (ICCS) is predominantly complete. The Firelink to ICCS interface is complete. 3.3.6 All furniture and IT infrastructure has been fitted into the first three RCCs, and the fourth is substantially complete. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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4. Outlook 4.1 Changes Made Are Bringing Benefits 4.1.1 Both CLG and EADS have appointed new senior personnel who are continuing to develop relations jointly. 4.1.2 A significant part of the CLG team is now based at EADS’ oYces in Newport and most project governance is undertaken jointly with CLG, EADS and FRS involvement. 4.1.3 The tripartite solution workshops at EADS in Newport regularly bring all parties together to work through the whole solution from end to end (processes, live system, roles and data). 4.1.4 EADS has also established a dedicated engagement team who work on the ground in FRSs to facilitate relations and openness. 4.4.5 Significant portions of the solution are already deployed and being tested in situ—all reducing the impact and risks of change.
4.2 Supporting Transformation 4.2.1 Significant programme communications initiatives are needed to keep so many end users informed in their transformational journey. The essential aspects of the end-to-end solution, the benefits, and the journey to be made are still not yet universally understood. We are working closely with CLG and FRSs to help with this essential task of winning hearts and minds. The programme needs to be done with users, not to users 4.2.2 In order to ensure that the arrangements contracted with CLG satisfactorily represent the expectations of the FRS and RCC, these users must be involved at every step of the way. Close tripartite management is essential to enact this. 4.2.3 We applaud the significant changes that CLG and FRS have made to the governance of stakeholder engagement and introduction of collaborative working which is essential to deliver the overall solution into use. 4.2.4 The new operational processes are still being evolved by CLG with the FRS and RCC. Developing the processes alongside the system (as now in the new joint “SEW” workshops) will give a better result, but it does take significantly longer. This collaborative development will improve the chances of success, however, in particular for the FRS and RCC who need to undertake their implementation.
4.3 Flexible Technology 4.3.1 FRSs are continually evolving new ways of working and FiReControl is an agent in that ongoing process of renewal and change. The solution provides opportunities for the FRS to innovate, for example in terms of interagency collaboration. The benefits and facilities for an FRS are bigger than any FRS could achieve alone 4.3.2 EADS understands this challenge, but must rely on its delivery partners (CLG, FRSs and RCCs) to succeed. We see significant value to the UK in enhanced national security and resilience to deal with man- made threats and natural disasters. Once live, this evolution must continue. 4.3.3 External events may even change the desired usage of the solution before go-live, and both the platforms and the processes need to be designed to be flexible to accommodate this. For its part, EADS is ensuring that the IT platforms will best serve the local FRS needs regardless of any evolution of national or regional structures that may be arise in the future. 4.3.4 We want our systems and services to be flexible and capable of successful provision to other agencies, and to match the changing needs of the future.
4.4 EADS Commitment 4.4.1 EADS is totally committed to success and confident that we can deliver that which is within our control. 4.4.2 We have strived to maintain good relations and to keep channels of communication open with all parties. We understand how good relations can maintain a project through the toughest of challenges. 4.4.3 We understand that big, complex programmes will have many diYculties along the way. We are committed to working beyond the basic terms of our contract to address these and drive through to a successful outcome. January 2010 Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Memorandum from Cornwall Fire and Rescue Service (FIRE 29) Executive Summary — Cornwall Council became a Unitary Authority on 1st April 2009 with a new elected administration. The new administration wants the best service for its communities that the Fire and Rescue Authority (FRA) can provide. At the present time the FRA, which is all 123 elected Members, has yet to be convinced that the move to a Regional Centre is in the best interests of the communities of Cornwall. There is little political will to suggest that the FRA will sign up to the regionalisation model. There are a number of areas where greater detail and/or reassurance is needed for the FRA to alter this position (see paragraph 3). — Over the years CLG has been made aware, by a variety of means, of political, financial and operational concerns of the FRA, but to date these have not been answered in suYcient detail to distil the lack of confidence the FRA has in the Project delivering against its ambition or for the FRA to be supportive of the principle of the FiReControl Project. — The FRA needs clarity and assurance on a range of issues which we believe to be of fundamental importance if we are to consider committing to the Project. — CLG needs to recognise that there is a strong “local” political dimension to the Project which seems to have been forgotten, especially around consultation. — The FRA needs to be assured that it will bear no additional cost as a consequence of transfer FiReControl. — The FRA will not be expected to sign any of the suite of agreements until the system has passed its User Acceptance Tests to reasonable satisfaction. — Cutover to the RCC should not occur until both the FRA and the LACC are satisfied that each is fully prepared to operate the new service. — The FRA will not (directly or indirectly) suVer a financial detriment as a result of any delay in cutting over to the RCC. — The terms of any agreements will be without prejudice to the FRA’s rights to claim Central Government funding now and in the future, including New Burdens funding. — FRAs (through their Chief Fire OYcers) will be able to continue to exercise eVective control over the use of their resources on terms acceptable to them. — The FRA is unconvinced that functioning of the system will allow the FRA to fully implement its IRMP policies. — Confidence in the technical solution and on the ability to deliver within the timescales is not high, to this end we ask CLG to consider a Plan B (alternative options) which would be openly consulted upon. — The FRA has real concerns over the escalating costs and aVordability of the Project even though CLG has stated that the Project is now in a financial stable state. — CLG seems to be unaware of the eVect of the delay and lag in the Project on the recruitment and retention of staV and the consequent eVect on the morale of staV that still see their futures as uncertain.
Introduction 1. The headline issue from the Business Case is that FiReControl will provide vastly enhanced capability to the FRS which will benefit the general public, fire fighters and control room staV at no additional cost to the FRA. The FRA does not currently have suYcient information to enable it to justify supporting that proposition. It needs reassurance about important Project issues, technical, political and economic before it can make an informed decision. 2. The FRA however does recognise that the Firelink Radio Project, with the introduction of the new wide area communications system and mobile data terminals on front line appliances, has had and will continue to have, a positive impact on improving public and fire-fighter safety.
Funding and Contractual Arrangements 3. The FRA is concerned that the Government will not abide by its commitment to the principle that no FRA should be in a financially worse position than it was prior to its move into the RCC by only agreeing to a three year proposal for additional “resilience” payments. Once the new network is established, a significant number of FRAs are expected to make savings as a result of the implementation of FiReControl. The current position for Cornwall FRA is that an additional “resilience” payment of £157,000 per annum is needed year on year. Whilst the Government has pledged to provide “resilience” payments in the region of £8.2 million per annum to cover the increased costs for many of the regional control centres, these payments are only for three years. This raises concern over the prospect that the FRA may have to pick up an additional significant financial burden if the New Burdens payment is reduced, withdrawn or assimilated Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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into the revenue support grant without addition to that grant. The FRA would have diYculty in servicing that additional financial demand when taking into account the significant pressures on its budget and the looming proposed cuts to public sector budget. 4. The FRA will not commit to contributing to the costs of funding the RCC or any other part of the Fire Control system until binding commitments have been received, either from all other South West FRAs, or from CLG (if not all other South West FRAs agree to participate) for the financing of the balance of the Regional costs throughout the lifetime of the Fire Control Service. 5. The Business Case assumes an investment of £100,000 per fire and rescue service in interfaces which are in addition to existing planned and funded investments. This is equivalent to interfacing eight back oYce systems at a cost of £12,500 each. It is further assumed that it will be possible for each fire and rescue service to implement three of these additional interfaces a year, ie investment in the new interfaces will occur over a three year period, starting six months before each fire and rescue service cuts over to the new Control arrangements. It is not clear if CLG is going to meet this cost and the other necessary associated costs to integrate legacy back oYce systems (new “in-scope” and “out of scope” activities) with the FiReControl solution. If CLG does not fund these activities then the FRA sees this as a net imposed unwanted new burden which is contrary to the CLG’s previously stated commitment. 6. The FRA is expected to take a number of important decisions, for example, agreeing the contractual arrangements between LACCs and CLG. Fire Service Circular 73/2009, the formal consultation document on the proposed document, states that the agreements need to be simple, transparent and developed in partnership. The FRA agrees with this in principle, however, we are disappointed that once again a CLG document is short on detail and does not provide us with suYcient information on which to make an informed decision.
Dependencies 7. A number of critical dependencies can be identified within the FiReControl Project. As the Project moves into the delivery phase, there is increased focus on the successful delivery of early deliverables from the IT supplier that will enable fire and rescue services to progress work. Without receiving these products in a timely manner, fire and rescue services cannot progress the work required of them to deliver FiReControl. There are significant concerns over the ability of EADS and its suppliers in making progress on delivering and installing the new technology infrastructure. In fact much of the technology is becoming obsolete before it has been installed due to delays in the Project and progress in technology. The 10 month delay announced last year, the change of solution provider and rationalisation of the CLG Project Team further erodes the confidence that the new technology infrastructure will be in place to meet the cut over timetable. Are there any real and meaningful guarantees that there will be no further delays in the Project? A by product of any such delay would compromise our ability to not only retain and recruit staV but also to maintain our existing mobilisation system.
Considerations 8. Given that there are significant concerns over the aVordability of the FiReControl Project and that there is still no assurance that the information technology will be up to the job, is there an option for building on existing structures, using joint procurement and improving joined up working between fire authorities? 9. The new administration in Scotland cancelled the plans for regionalisation in 2007 yet is still going ahead with the infrastructure improvements, IT and interoperability upgrades which raise the question as to whether regionalisation is needed if new technologies can be adopted to improve resilience. Has this model been explored in detail to establish if this is an option for moving forward bearing in mind the comments made in the previous paragraph?
Conclusion 10. The lack of detailed information and eVective consultation on the FiReControl Project and a true partnership arrangement approach between CLG and the FRA has had a negative eVect on the confidence that this is a joint arrangement which will provide a more eVective service to the public through a resilient and supportive network 11. There are still concerns that clarity on the financial detail and ongoing financial commitment post cut over is needed before the FRA can make any informed decision on whether the Service will migrate to FiReControl. 12. The FRA will require assurance that Chief Fire OYcers will still have direct control over the deployment of their resources. 13. There needs to be a far more professional and open relationship between CLG and the FRA. The perception within the FRA is that the FRA is being driven to complying with the Project and asked to make decisions not withstanding the fact that it is in the dark on issues which are of fundamental importance. January 2010 Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Memorandum from East Midlands Fire and Rescue Control Centre Ltd (FIRE 30) Executive Summary A. The East Midlands Fire and Rescue Control Centre Ltd (“the Company”) was formed by the region’s five fire and rescue authorities (“the FRAs”) (Derbyshire, Leicestershire, Lincolnshire, Northamptonshire and Nottinghamshire) as a Local Authority Controlled Company limited by guarantee to establish and operate the East Midlands FiReControl Regional Control Centre (“the RCC”) in November 2006. B. The first Company Board meeting was held in January 2007 and to date a total of twenty two (22) Board meetings have been held. C. The region is a leading force in the FiReControl Project having made substantial progress towards project delivery. D. Collectively the FRAs, the Company and Regional Project Team have embraced the project and delivered progress against key project milestones. E. Company Directors have progressed decision making to establish the Company adopting robust procedures and policies to operate the RCC. We recognise the immense opportunity the FiReControl Project and RCC gives us to modernise and enhanced the 999 service. F. Stakeholder engagement within the region has been comprehensive. Visitors to the RCC have commented positively on the facility and the capabilities for service delivery when this has been explained. They have also commented on the lack of awareness and understanding by the wider population on what benefits this project is planned to deliver. Better publicity is needed to develop public confidence. G. We see this project as delivering superior solutions to 999 emergency call handling and mobilisation of the FRAs’ resources. The standardisation approach to the operation of the RCC will enhance capability not restrict it through the use of technology that is currently widely used but not integrated with all the functionality that FiReControl will deliver. H. Agency partnering opportunities with Police, Ambulance and other services are to be developed once the RCC is fully operational. We feel this is a substantial resource in times of severe need. I. The final and most important point is that of resilience oVered by the FiReControl Project. No other emergency service will be able to oVer such a capability. The networking and mutual back up oVered by the FiReControl solution, coupled to the technology deployed in FRA vehicles will establish a standard of capability that is better positioned to meet the challenges being seen and developing in the 21st century.
Submission detail 1. The Company 1.1 The Company was formed by the FRAs as a local authority controlled company limited by guarantee to establish and operate the RCC in November 2006. 1.2 The first Company Board meeting was held in January 2007 and to date a total of twenty two (22) Board meetings have been held. 1.3 The RCC is now substantially equipped with the IT infrastructure, on site facilities and equipment as one of the “first wave regions”, due to go live in May 2011. 1.4 The Company’s Senior Management Team has been recruited and in place for two years as has a small administrative support function and most recently two staV training positions readying the RCC for full system training. 1.5 During December 2009 and early January 2010 the first tier of RCC Control Room supervisors will be appointed (six in total).
2. Regional progress to date 2.1 Rescheduling by the central project team at CLG has not diverted the eVorts of the Company, directors or staV in progressing the requirements of business establishment in readiness for go live, though more timely and open communications when diYcult issues arise would be beneficial. 2.2 The Company has embarked on and is being very successful in stakeholder engagement and policy development. 2.3 Key areas where agreement has been achieved is detailed below: — Relocation and Support — Reasonableness Criteria — Senior Management Team remuneration — Green Travel Plan — Website* — Employee Involvement Group Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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— Board Work Plan — Recruitment — Shift Patterns — Work wear* — Director Training — Terms and Conditions for new employees* — Taking on the lease for the RCC — Flexible employment — HR Timeline — Partnering Activities — Performance Standards* — Business Continuity* — Mapping Services — Direct Employment — Internal Governance Arrangements — Joining the Local Government Pension Scheme — Union Recognition (FBU, FOA, and UNISON) — Procurement of Support Services* — Initial StaV Pool — Facilities Management Contract — Company structure — IT use — Discipline and grievance * indicates work in progress 2.4 Stakeholder engagement has included a wide variety of activities, including: — FRS Control staV seminars at the RCC. — Hosting visits to the RCC of all regional FRAs. — Linking with other partner agencies such as the Regional Resilience Forum, Police, and Highways Agency. — Local Authority visits. — Overview and Scrutiny Committee visits. — Voluntary sector agency visits to the RCC. — Regional newsletters to all FRA Control StaV. — Regional Brochure mailed to 8,000 agencies and organisations within the region informing them of the project and regional progress. — Media and MP briefing sessions held at the RCC. 2.5 As the leading region the Company is confident that its activities are well in line with the requirements of the project for “go live”. 2.6 The Company has made strenuous eVorts in its stakeholder communication and engagement activity; it has been extremely successful in this area. By taking a pro-active approach to this activity and listening to a wide variety of concerns, the Company has been able to show positively how the FiReControl Project and the East Midlands RCC will benefit the community. Specifically groups and organisations engaged include: — Regional deaf groups. — Disabled groups—through the Leicestershire County Council portfolio holder. — Parish and District councils in Lincolnshire. — Business Link. — Regional canal and narrow boat owners 2.7 The Company has achieved all this progress within the allocated budget from CLG as owner of the project. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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2.8 Through an entrepreneurial approach, clear focus on objectives by the Company Board and strong regional support, together with over two years of representative body formal engagement the East Midlands region remains at the forefront of project progress and implementation.
3. Service delivery benefits 3.1 Technology integration in one comprehensive call handling, mobilising and communications solution is the key to FiReControl success. 3.2 This is not a pure IT project but and IT integration project, bringing together known already used technologies under a single umbrella and delivering this functionality consistently across all fire and rescue authorities in England. 3.3 Utilising telephony system functionality to identify a caller’s location thereby saving valuable seconds in an emergency is critical to improve service. 3.4 Having the ability to have translation and interpretation services “live on line” with callers whose first language is not English will dramatically aid in speed of response and more importantly quality of response. 3.5 Access to accurate up to date data for Control Room staV and front line fire-fighters will ensure safety and that the most appropriate available resources are sent to an incident. 3.6 Use of “intelligent databases” to monitor repeat and frequent service users will help identify nuisance callers earlier in the cycle of action. This facility will also allow earlier pre-emptive intervention for the FRAs to support vulnerable groups and/or identify where action needs to be taken to avoid misuse of the Fire and Rescue Service. 3.7 Linking of all RCCs to a national network will provide a degree of mutual support not seen before. This facility will allow a seamless transfer of 999 calls and vehicle mobilisation even when calls are taken out of a home region. This must be the key resilience advantage of the FiReControl project. 3.8 The wider service delivery benefits have been articulated by CLG in the recently published national and regional business case.
4. Organisation benefits 4.1 Technology aids organisations immensely in today’s business environment. Fire and Rescue Services use a wide variety of technology within their Control Rooms but the level of use and implementation is not consistent across England. 4.2 Delivering a consistent capability to 999 call handling and resource mobilisation, through the FiReControl project, will deliver the benefits highlighted earlier in this paper. 4.3 Additional benefits will accrue from the availability of more specific data for evidence based decision making and the subsequent improved use of resources and monies for targeted investment.
5. Future potential 5.1 Early indications with other emergency services, local authorities and the voluntary sector indicate a willingness to utilise the RCC and RCC network for incident escalation. 5.2 The RCC facilities position the building well for this use which is on the whole a more resilient option than currently available to most organisations. 5.3 More long term considerations for wider use of the RCCs subject to agreement could be: — Co-location of a reintroduced 101 non emergency service. — Acting as a “fall back” option for other emergency services 999 call handling and resource dispatch. — Hosting Regional “Gold Command” for major incidents. — Training and major incident simulation
6. Progress with the project so far 6.1 As described above in paragraph 2, regional progress is on target. 6.2 National project progress has been beset with two delays and this has caused concern, but cannot be seen as unusual in such a complicated national project. 6.3 The scope and magnitude of the project has, we believe, been underestimated by both CLG and EADS, the main system contractor. This coupled with numerous staV changes within both organisations and a very slow start to resolving a number of key questions regarding system functionality has negatively impacted on project progress. 6.4 Indications are now that these issues have or have substantially been resolved and that more focused attention to key project milestones, ownership of deliverables and accountability is in place. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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7. Reasons for the cost and time overruns which the project has experienced 7.1 Some of this detail has been covered in paragraph 6 above. 7.2 Cost overruns on the project have been partly as a result of the two reschedules and the consequent extension of employment for the local, regional and national project teams. 7.3 Further costs have and will be incurred, we believe, as a result of the still emerging specific system and operational requirements that were not suYciently detailed at the point of contract award. Whilst it is not unusual to add requirements to a project during implementation, it is somewhat surprising at the lack of detail in certain areas of system functionality, governance when operationally live and scope of certain functions that have only recently been or are still to be specified. 7.4 Contract mobilisation by both CLG and EADS was initially slow and then lacked the “ramp up” of momentum usually seen with a project of this size. It appeared that a vacuum occurred after contract award for nearly nine months where little progress was visible to external audiences. 7.5 As a region we have commented that the initial project implementation structure of CLG was not aligned with delivery requirements, it is therefore pleasing to see the recent changes in both CLG and EADS that address this issue.
8. What, if any changes need to be made to the Government’s plans for proceeding with the project? 8.1 Some of this comment overlaps with paragraph 7 above. 8.2 The complicated governance arrangements of the FiReControl Project, while trying to recognise and embrace all stakeholders’ input has in itself created a decision making process that is very lengthy, cumbersome and often unclear. Recognising the importance of including all stakeholder views, this facet of the project delivers slow progress and is in need of review. 8.3 Accountability and realism is now better recognised and understood by both CLG and EADS. The disappointing issue is that it has taken nearly three years to achieve this, post contract award. 8.4 As a commercial organisation the contractor, EADS, needs to be held fully accountable for system delivery, irrespective of the challenges and diYculties that arose. Likewise CLG need to become a “tough but fair customer” in the commercial environment we operate in. These attributes need be embedded in both organisations, from top management downwards, and maintained as beacons to be achieved. This while being articulated verbally in many forums has yet to be delivered in action by both sides. January 2010
Memorandum submitted by the National Audit OYce (FIRE 31) DEPARTMENT FOR COMMUNITIES AND LOCAL GOVERNMENT: FIRECONTROL PROJECT Introduction 1. This memorandum has been prepared by the National Audit OYce to help inform the House of Commons Communities and Local Government Committee examination of FiReControl. 2. In particular it examines the Department for Communities and Local Government’s management of its £200 million contract with European Aeronautic Defence and Space Company (EADS) for the development of the IT systems supporting FiReControl. It does not cover the other elements of the FiReControl project such as the procurement of Regional Control Centre buildings. 3. It is based on information provided by the Department for Communities and Local Government (the Department) and EADS. It also draws on four external reviews commissioned by the Department: — Reviews of the Department’s project management by the OYce of Government Commerce (OGC) in October 2008 and October 2009; — From April to July 2009 Professor Peter Brook of Qinetiq and Gordon Hextall, the former Chief Information OYcer of the NHS Programme for IT, undertook a technical review of the development of the IT systems; and — An external review of the technical feasibility of the project, the IT Contractor’s ability to deliver and contingency options in November 2009. 4. This memorandum is in three parts: — Part 1: Role and Objectives of the project — Part 2: Current status of the project — Part 3: Departmental management of the project Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Key Facts — The FiReControl project aims to replace 46 local Fire and Rescue Service control rooms with a resilient network of nine purpose built Regional Control Centres. These centres will handle emergency 999 calls, mobilise resources and support the management of incidents. — The IT element of the project involves the development of a call handling, mobilisation and incident handling system to deploy the closest fire engine (or other equipment) to the scene of an incident. This system will run on new IT hardware in Regional Control Centres, local fire stations and fire engines. — In March 2007 the Department let the prime IT contract worth £200 million to EADS to design, procure, develop and install all elements of the IT system. To date EADS has been paid £39.6 million. — The Department expects the first Regional Control Centres to become operational in Spring 2011; three years later than in the outline business case and 19 months later than planned when the IT contract was awarded. — External assessments raise doubts about the current forecast completion date of the IT systems by May 2011. — Since the prime IT contract was awarded, there have been two major changes to the mobilisation system; one in the technology used and subsequently for the software. EADS chose a new software subcontractor in December 2009, and its contract with the existing subcontractor was terminated. — The Department has yet to agree a revised delivery plan for the continued development of the mobilisation system with its prime IT contractor. — The Department believes its prime IT contractor is in breach of contract for failing to meet key contractual milestones, in particular for failure to deliver an acceptable, revised delivery plan. The contractor does not accept that it is in breach of contract. The current contract requires delivery of the IT systems by March 2010 against the Department’s current scheduled system delivery date of October 2010. The Department and EADS have been negotiating to revise the contract to reflect the Department’s current project plan. — Little real progress was achieved in breaking down the end user requirements until summer 2009 when the Department, EADS and the Fire and Rescue Services agreed to hold joint workshops. — Over the last 5 years there has been a high turnover rate of senior staV within the Department responsible for the delivery of this project. Over the last 13 months the project team has been restructured and new appointments to key positions have been made within the Department’s and EADS’s project teams. — The Department has spent £202 million on the project from 2004 to December 2009. The Department expects to spend a further £221 million upto March 2017 on the project, bringing its total investment to £423 million. The Department originally expected the project to realise eYciencies and save costs locally, that would more than pay for the investment in the project. However the Department now expects the overall project to cost £240 million3 more than the local savings forecast, consequently there will be no overall financial savings. — There is a team of over one hundred people working on the project. The team is a mixture of civil servants, seconded fire service staV, temporary contract staV and consultants. — Four external reviews of the Department’s project management have recommended strengthening the governance and management of the project which the Department has taken forward. — In July 2009, the Department relocated approximately 30 members of the project team to EADS’s oYces with the aim of increasing its oversight of EADS and strengthening its quality assurance of IT system development. — Recent external reviews reported that overall project management has got better, however these also express concerns about the capability and capacity of both the Department and its contractor to successfully complete the project. — Throughout the contract, a number of key meetings between Ministers, the Departmental Permanent Secretary and senior EADS oYcials have been held, with increased frequency since September 2009, to discuss delivery and reaYrm commitment to the FiReControl project. — The project has been reviewed by the Departmental Board’s delivery subcommittee five times in the last 18 months.
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Part 1: Role and Objectives of the Project 5. Forty Six local Fire and Rescue Authorities are responsible for responding to fires, road traYc accidents and other incidents in England. The Department is investing over £1 billion with the aim of improving their capacity to respond to incidents including large-scale disasters caused by terrorists, accident or nature. The Fire and Resilience programme comprises three separate but interdependent projects (figure 1). This memorandum examines FiReControl, one element of this programme.
Figure 1 THE FIRE AND RESILIENCE PROGRAMME FiReControl—a £423 million project to provide a resilient network of nine regional control centres in England supporting the mobilisation of Fire and Rescue Service equipment and personnel to incidents. Firelink—a £350 million project to upgrade each Fire and Rescue Service’s current main radio- communication system to enable them to talk to each other and with ambulance and police services on the same secure network. New Dimension—a £330 million project to provide specialist equipment and associated training for firefighters to tackle the consequences of terrorist and other large-scale incidents such as flooding.
6. The NAO published a Value for Money report4 on the Department’s management of the New Dimension project in October 2008. We found that: — The project had enhanced Fire and Rescue Services’ capacity to respond to terrorist and other large scale incidents, and had already contributed significantly to the handling of a number of major incidents including the Buncefield oil depot fire in December 2005 and the flooding in parts of England in the summer of 2007. — A lack of project management in the early days of the project and poor financial management led to avoidable costs and delays in the procurement of the equipment, which presented significant risks to value for money.
The FiReControl project 7. Each of the 46 Fire and Rescue Services has its own local control room which handles 999 calls from members of the public. It manages incidents and dispatches fire engines, firefighters and equipment to the incident scene. These control rooms have diVering systems, capacity and emergency back-up arrangements. The Department believes that the use of incompatible technology and processes limits Fire and Rescue Authorities’ ability to respond to large-scale emergencies for example regional flooding. 8. The FiReControl project aims to replace local control rooms with a network of nine purpose built regional control centres. The Department believes there will be a number of benefits to the public from these changes (figure 2). The nine networked centres are expected to be able to mobilise the nearest available fire engine (or other equipment) to the scene of an incident, regardless of the particular local service providing it. Calls should be automatically transferred to another control centre if one becomes overloaded.
Figure 2 ANTICIPATED PUBLIC BENEFITS OF FIRECONTROL The Department has set out to achieve a number of benefits to the public from the FiReControl project: — greater capacity to meet extremes of demand (arising, for example, from major incidents or high volumes of calls); — increased levels of security and resilience in terms of buildings and technology to ensure continuity of service in case of natural or man-made disasters, or failures of systems; — improved eVectiveness of control room and front line operations; — economies of scale and eYciencies in call-handling and incident management; and — greater partnership working between Fire and Rescue Services through the introduction of common standards. Source: NAO analysis of current FiReControl business case
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The costs and benefits of the project 9. The Department has set out the justification for the project in various business cases since 2004 (figure 3). Some local control rooms have reached the end of their useful lives and local Fire and Rescue Authorities have delayed replacing these in anticipation of availability of FiReControl. 10. Local control rooms will be transferred to new Regional Control Centres in phases over a 20 month period. The Department expects this to enable any faults or deficiencies to be identified and remedied, thereby reducing the risk of operational failure. All nine Regional Control Centres are planned to be operational by the end of 2012. The Department originally set out in the project’s business case that all Regional Control Centres would be operational by the end of 2009. The Department is concerned that the first three Regional Control Centres may not become operational in May 2011 as planned. 11. The Department currently predicts that the total cost of the project will be £423 million. Whilst the Department originally expected the project to realise eYciencies and save costs locally that would be in excess of the costs of the project, the Department now expects the overall project to cost £240 million5 more than the local savings forecast. Not every Fire and Rescue Authority will save costs locally as a result of the project. The Department plans to make annual payments of £8.2 million to these Fire and Rescue Authorities.
Figure 3 DELIVERY TIMETABLE AND ANTICIPATED COSTS/BENEFITS OF FIRECONTROL
Strategic Full Revised outline Outline Business Full Business Full Business business Business Case Case (Parts Case Current Case Case version 1.0 1 and 2) version 1.1 forecast Published July 2004 November June 2007 July 2008 May 2009 n/a 2004 Cost to the Department £120 million £160 million £340 million £380 million £380 million £423 million 2,4 EYciency savings per (£22 million) 30% 28% 11% 9% 9% annum for Fire and (£25 million) (£23 million) (£8 million) (£6 million) (£6 million) Rescue Authorities 3 Overall project savings/ £86 million £42 million (£50 million) £211 million) £(218 million) £(240 million) (Cost) in NPV 1 IT operational n/a n/a October 2009 July 2009 May 2010 May 2011 Cut over to Regional 2007–09 2008–09 2010–11 2010–12 2010 onwards 2011–12 control centres
Source: NAO analysis of FiReControl business cases Note 1: Period under consideration for overall project savings/(cost) is 2004–05 to 2020–21. Note 2: In addition the Department has a contingency of £17 million. Note 3: EYciency saving not provided in percentage terms. Note 4: These figures exclude any potential royalty income from future sales of FiReControl technology. 12. The Department has organised the FiReControl project into three main work streams: — Accommodation—to deliver nine purpose built buildings to house the regional control centres. — Business change—supporting Fire and Rescue Authorities’ business change, including preparing each Fire and Rescue Service for new operational processes and policies, staYng and ways of working for example through training. — IT—to deliver the computer equipment and systems to handle calls, mobilise fire engines (or other equipment) and manage incidents. A computer network linking each Regional Control Centre provides up to date information needed at an incident, eg hydrant location and vehicle design.
Timeline of key events May 2004 Department commences procurement of IT contract with a call for interest in the OYcial Journal of the European Union November 2004 Strategic outline business case published by the Department. July 2006 Department invites three short-listed bidders for best and final oVers. March 2007 Department contracts with EADS for FiReControl IT systems. June 2007 Full business case published by the Department. 31 October 2007 Key milestone for new software moved—specification of IT changed— incorporated into Dec 2008, March 2009 and May 2009 milestones.
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05 November 2007 Key milestone for training content for in-cab data displays changed— Incorporated into 1 October 2009 milestone. 04 January 2008 Key milestone not met—Prototype in-cab data display for Fire and Rescue Service familiarisation (delivered August 2009). April 2008 Department informed by EADS that technology used to develop mobilisation system isn’t working. October 2008 Software to enable Fire and Rescue Services to ready their data for the new system—roll-out to seven services. 30 October 2008 OGC health check. November 2008 EADS commence assessing mobilisation system fallback options November 2008 Hardware and database technology for mobilisation system changed. 26 November 2008 Ministerial announcement—Go live date for first Regional Control Centres extended by 9 months. 26 November 2008 Department and EADS agree changes to contract milestones. New milestones and new payment terms agreed. 01 December 2008 New milestone not met—detailed system design documentation (part 1). 1 March 2009 New milestone not met—full set of detailed system design documentation (part 2). May 2009 EADS selects fallback mobilisation system (Intergraph) 01 May 2009 New milestone not met—detailed system design documentation (part 3). 01 July 2009 Department co-locate its technical & assurance team with EADS in Newport. 15 July 2009 Ministerial announcement—Go live date for first Regional Control Centres extended by a further 10 months. 17 July 2009 Department informed that there are increasing issues with the mobilisation system software 12 August 2009 Gordon Hextall/Peter Brook technical report presented to the Department. 30 September 2009 FiReControl software requirements passed to Intergraph’s USA development team for inclusion in contingency mobilisation system 01 October 2009 New key milestone not met. Contractor required to supply to the Department an of impact assessment of switch to Intergraph and detailed project plan. 16 October 2009 OGC health check. November 2009 External review of project. EADS completed impact analysis. 04 November 2009 Extended deadline for new key milestone not fully met—revised to 21 December. December 2009 Contract with existing subcontractor cancelled and switched to Intergraph. 21 December 2009 Extended deadline for new key milestone not met—detailed project plan not yet agreed. Planned events 1 February 2010 Further extended deadline for new milestone– supply of detailed plan expected by the Department. 01 March 2010 Extant contractual date to deliver full IT systems. 01 July 2010 First interim release of Intergraph product for preliminary testing and integration into overall IT system by EADS. October 2010 Schedule delivery date of IT system from EADS. May 2011 Current go live date for first three regional control centres. End of 2012 Current plan for all regional control centres to be operational. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Part 2: Current Status of the IT Project 13. In March 2007 the Department contracted with EADS to design, develop and install the core IT systems (figure 4). The Department has specified high levels of availability and resilience from the system, even during planned maintenance periods.
The project requirements 14. The IT system is required to support call handling, the mobilisation and deployment of the closest appropriate fire engines (or other equipment) to the scene of an incident and management of the incident. The system is expected to have the following key features: — Caller location—Identify the location of the caller, to aid the confirmation of the location of the incident or identify malicious callers; — Satellite positioning—Identify the shortest travel time by road to the incident through satellite position of the fire engine (or other equipment) and the incident location; and — In-cab displays to give up-to-date information, for example route planning, location of nearest hydrants and safety information on how to tackle certain types of incidents, eg vehicle design for road traYc incident.
The contractor 15. The project requires the procurement and installation of IT hardware in nine Regional Control Centres, 46 Fire and Rescue Service headquarters, 1,400 fire stations and 3,400 fire engines (and other equipment). The key system running on this hardware is the mobilisation system. The system will control and coordinate the chain of emergency activities: from taking and identifying an incoming emergency call, to dispatching the right resources to the incident site and keeping them updated with real-time information. 16. The mobilisation system requires use of high volumes of data from the local Fire and Rescue Services, including: locations of fire engines (or other equipment); sites of interest, for example water hydrants; and local procedures, for example locally pre-determined ‘attendances and action plans’ for diVerent types of incident. 17. As well as designing, developing and installing the core resilient IT systems, EADS is required to supply operational support services, including fault repair, maintenance and data back-ups until 2015, with an option for a further three year extension upto 2018. 18. EADS has subcontracted the majority of the work to third parties and its main role is to bring these packages together to form the overall IT systems. The mobilisation system will require the integration and customisation of 50 pre-existing Commercial-OV-The-Shelf (COTS) software packages.
Figure 4 WHAT EADS IS CONTRACTED TO DELIVER
Officers’ cars 9 Regional Control Centres - Mobilising device - Control system fit-out in software buildings - Radios (Firelink) - IT and communication system for: Firelink radio 3,400 Fire engines - Emergency call handling Network - Mobilisation & resource and other equipment management - In-cab data displays - Incident support - Radios (Firelink) Network Systems Operations Centre - Help desk 1,400 Fire stations - System management & - Wireless data network support for whole of IT & - Printers communication system - Mobilisation equipment
46 Fire and Rescue HQs Training materials for whole - IT system for managing key system including deliverables information to Fire and Rescue Services
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Technical problems in developing the project 19. EADS was contracted by the Department for the development of the mobilisation system. The mobilisation system needs to use particular database and hardware products in order to meet the Department’s demanding system performance requirements including high system availability and large data volume handling. 20. In October 2007 EADS concluded that the system performance requirements specified by the Department could not be met by the originally selected database and hardware products. EADS began considering fall-back options in the second quarter of 2008. EADS then elected to continue with its original system development subcontractor but replace its database and hardware products in the design of the mobilisation system. 21. The project suVered further delays. In May 2009, EADS engaged with Intergraph to develop a fallback option for the mobilisation system. 22. EADS has terminated its contract with its original main subcontractor and in December 2009 let a contract to Intergraph. Intergraph must modify its core (commercially available and ‘oV-the-shelf’) software product to meet the needs of the FiReControl project. 23. The development work will be undertaken in Intergraph’s American and Swindon facilities in accordance with its annual product development cycle. This cycle required EADS to confirm its mobilisation system requirements with Intergraph by 1 October 2009. The Department advises that it is engaging collaboratively with Intergraph and Fire and Rescue Service end-users in order to mitigate the risk of escalating cost and delay due to incomplete or misunderstood requirements. In July 2010, an early version of the modified Intergraph product is due to be released to EADS for preliminary testing and integration work. The full and final version of the Intergraph product to EADS is due October 2010.
Part 3: Management of FiReControl 24. The Department’s Fire and Resilience Directorate is responsible for managing the FiReControl project. The Fire and Resilience Directorate is made up of civil servants, consultants, seconded fire service staV and temporary contract staV. Around one hundred full time equivalent members of staV currently work on the project (figure 5). Just under half of these are consultants and temporary contract staV. The Department has a contract with PA Consulting to provide project management and technology expertise.
Project management 25. There has been a significant turnover of senior staV within the project. In the last five years there have been five diVerent Senior Responsible OYcers and four diVerent Project Directors. In 2008 an OYce of Government Commerce Health Check concluded that management of the project appeared to have grown organically without any analysis of what was needed to manage the project. As a result, the project team has been restructured and the dedicated project management oYce strengthened. Over the last 13 months new appointments have been made to key positions within both the Department and EADS’ FiReControl project management teams: — The Department’s project director, November 2008 — The Department’s commercial director, January 2009 — EADS project director, February 2009 — EADS project manager, September 2009
Figure 5 NUMBER OF FULL TIME EQUIVALENT (FTE) MEMBERS OF STAFF WORKING ON THE PROJECT
Year Civil servants Consultants and Total (including seconded Temporary fire service staV) FTE Contract FTE 2004–05 Not available 2005–06 Not available 2006–07 44.8 32.0 76.8 2007–08 54.9 49.4 104.3 2008–09 57.4 56.9 114.3 2009–10 66.6 49.8 116.4 Source: Communities and Local Government Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
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Governance 26. The Department is aspiring to comply with OGC governance standards in delivering the project. The OGC review of October 2008 found that the project governance structure was cumbersome and the project board was not acting as an eVective decision-making forum. Lines of responsibility and decision making were not clear and there was a lack of suYcient assurance and robust internal challenge. 27. In response to these findings the Department made a number of changes to the governance of the project. The project’s board now has more representatives from the contractor and the Fire and Rescue Services. The terms of reference have also been strengthened to make explicit that the Senior Responsible Owner is accountable for decision-making, with other Project Board members advising. 28. Four sub-groups of the project board are responsible for focusing on particular areas and are expected to escalate issues to the Project Board as and when necessary (figure 6). A Local and Regional Delivery Group aims to ensure that a workable solution will be delivered that Fire and Rescue Services will take on, and monitor progress of the local and regional work that is required.
Figure 6 GOVERNANCE OF THE PROJECT
• To assure the FiReControl Project remains on track to deliver the required outcomes, including: Re-constituted Project Board • Monitoring and reviewing progress • Ensure continued quality of solution • Monitoring strategic finance issues • Agreeing resolution of escalated problems
Local & Regional Stakeholder Project Executive Executive Steering Delivery Group Advisory Group (Supplier-focused)
•To ensure the •To promote active •To monitor the •To review, monitor suitability of the targeted stakeholder progress and and drive EADS delivery FiReControl solution work, including more quality of national • To manage EADS and monitor progress Department and EADS delivery and commercial interface of regional and local senior input resolve or escalate delivery; resolve or issues as •To oversee interaction •To improve relations escalate issues and appropriate and build positive with our stakeholders risks relationships with EADs
Source: Communities and Local Government 29. The Fire & Resilience Programme reports to the Departmental Board each month using an Integrated Programme Report covering financial and non-financial matters. The Permanent Secretary, chairs a Delivery Sub-committee (DSC) of the main Departmental board which calls on Projects or Programmes to provide additional reporting at key stages or events. Generally the DSC meets twice a month with the agenda based on a review of the issues outlined in the Integrated Performance Report. FiReControl has been discussed at five meetings in the last 18 months. 30. At the Delivery sub-committee meeting of November 2008, a progress report made clear that key improvements were needed to improve relationship and partnership arrangements with EADS and that revised FiReControl project governance and strategic management were also needed. In March 2009 better communications and engagement were reported at all levels, but concerns were noted with the Department’s engagement with EADS’s subcontractors. 31. A number of key meetings between Ministers, the Departmental Permanent Secretary and senior EADS oYcials have been held from September through December 2009 to discuss delivery and reaYrm commitment to the FiReControl project. 32. In addition to the specific commercial arrangements for FiReControl, the Department has told us that it is working with MoD (and other Government Departments where EADS are a key supplier) in a Strategic Engagement Process. This aims to improve relationships and the eVectiveness of EADS’s work across government through a consistent and joined up approach. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
Communities and Local Government Committee: Evidence Ev 133
Responding to external reviews 33. Whilst the OGC review of October 2009 reported that overall project management had improved, it also expressed concerns about the capability and capacity of both the Department and EADS to successfully complete the project. Similar concerns were expressed by the external review in November 2009. 34. The Department recognises that EADS has and continues to make eVorts to strengthen its in-house FiReControl project team. The Department also believes that the relocation of approximately 30 Departmental staV to EADS’s oYces, and their close working with EADS and its subcontractors, increases its oversight of EADS and strengthens its quality assurance of the IT system development. 35. The project is subject to a wide and diverse range of stakeholder interests that must be managed and balanced in order to successfully complete the project. Although external reports have recognised the positive steps taken by the Departmental project management team, the external review observed in late November 2009 that stakeholder trust could be at a tipping point.
Contract management 36. The Department’s prime IT contract with EADS sets out a number of milestones against which EADS is required to provide aspects of the IT system in return for payment. In addition there are a number of key milestones which if missed could constitute a breach of contract making EADS liable to pay financial penalties to the Department. The Department makes the majority of payments to EADS once the IT system has been built and tested. 37. The Department specified three key milestones early into system development so that EADS would provide components to allow Fire and Rescue Services to start preparing and training to use the new system. The key milestone were for: — Software that will enable Fire and Rescue Services to ready their operational data for later input into the new FiReControl systems—due 31 October 2007; — Training content for the new fire engine in-cab display—due 5 November 2007; and — Initial version of software for fire engine in-cab display for Fire and Rescue Service familiarisation—due 4 January 2008. 38. Delays in meeting early milestones were, according to the Department, taken into account during more recent contractual and settlement negotiations. 39. The Department believes the original contract conformed to prevailing OGC standards. However, both the external review and the Department concur that in other respects the contract was not well suited to the needs of the FiReControl project. As the contract contains few interim milestones, it does not give the Department an eVective basis for holding EADS accountable for its on-going performance by obliging them to deliver components at planned and frequent intervals. 40. In November 2008, as a result of the technical problems outlined above (para 20 and 21), the Department and EADS agreed changes to contract milestones. At that time, new dates were agreed. Based on information provided by the Department, EADS agreed to provide additional non-contracted work and a reduction in some contractual milestone payments, together these are estimated to be worth £10 million. 41. Although not yet reflected in a revised contract, in July 2009 the Department agreed a revised delivery plan and new rewards for results through additional milestones and revised payment terms with EADS. This new delivery plan established that the first three Regional Control Centres would become operational in Spring 2011, a further 10 month delay. EADS agreed to make royalty payments to the Department on any future sales of FiReControl software. Furthermore, the in-service charges Fire and Rescue Authorities are due to pay will be reduced by £17.5 million. 42. In September 2009, to support development of the fallback option,, EADS and the Department agreed interim milestones including a new key milestone that it hoped would assist its control of EAD’s development of the system. This key milestone required EADS to provide a detailed project plan demonstrating how it would deliver the IT system and a detailed impact assessment if EADS were to change subcontractors to Intergraph. In October 2009, the Department formally notified EADS that it was in breach of contract for EADS’s failure to meet this new key milestone. EADS does not accept that it is in breach of contract.
Project plan 43. An initial project plan from EADS in November 2009 indicated a system delivery date later than required in the Department’s project plan. To date, a detailed and fully scoped project plan has yet to be agreed between the Department and EADS. This is contingent on EADS first fulfilling its obligation under a contract milestone to provide a detailed updated plan. The reliability and credibility of the Department’s current published project plan, cost estimates and risk assessments have already been questioned by both the OGC and the external reviews. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
Ev 134 Communities and Local Government Committee: Evidence
44. The current contract is out of date and does not reflect the Department’s current project plan. Whilst, the July 2009 plan is used for project reporting, at present EADS is contracted to provide the IT system by March 2010.. EADS and the Department are working to agree a new project plan up to project completion and put this on a contractual basis.
Ensuring the IT system meets Fire and Rescue Services’ Requirements 45. The Department set out approximately 2,000 requirements for the IT system in its contract with EADS. These needed to be broken down further into 8,000 more detailed sub-requirements in consultation with Fire and Rescue Service end users to ensure that the system’s design, development and testing activities are aligned to end-user requirements. 46. Work on breaking down the system’s requirements had been in progress since early 2008 but little real progress was achieved until summer 2009 when the Department agreed with EADS and the Fire and Rescue Services that joint workshops would be held to achieve this.
Project Costs 47. The Department has spent £202 million on the FiReControl project up to the end of December 2009. The Department forecasts spending a further £221 million on the project up to 20176 (figure 7), bringing its total investment to £423 million. In addition, the Department has an additional contingency budget for the project. To date, around 40 per cent of costs (£78 million) relate to staV and consultancy involved in developing and managing the FiReControl project since its inception. 48. Although the contract with EADS is a fixed price contract, the Department estimates that delays to the IT have increased project costs by £40 million.
Figure 7 FIRECONTROL COSTS TO DECEMBER 2009 AND FORECAST COSTS TO 2017
March 2004 to Jan 2010 to Overall December 2009 March 2017 project Area of Expenditure Total £m Total £m Total £m National project team costs £78.20 £45.80 £124.00 Regional Control Centre buildings £21.30 £29.20 £50.50 Payments to Fire and Rescue Services 1 £62.40 £62.30 £124.70 Payments to EADS £39.60 £83.90 £123.50 Total £201.50 £221.20 £422.7 Source: Communities and Local Government Note 1: Excludes planned payments to those Fire and Rescue Services who have additional costs as a result of the FiReControl. Value of the IT contract with EADS 49. The Department’s contract with EADS was originally valued at £200 million. This included £104 million for the design, build, and testing of the IT systems and £96 million for in-service support charges once regional control centres become operational up to 2015. As a result of the delays in development of the IT systems, the contract’s value has decreased to approximately £170 million as there will be less in-service support charges (some of which will be charged to Fire and Rescue Services). In 2015 the Department has an option to extend EADS’ contract for a further 3 years. Beyond this, the Department will need to contract for support services for the Regional Control Centres, including fault repair, maintenance and data back- ups.
The Department’s contingency 50. Since early spring 2009 the Department has been undertaking an exercise to evaluate a number of fall back options for the FiReControl project. These were presented to Ministers in November 2009. This exercise has considered a number of diVerent options ranging from the re-procurement of FiReControl to investment in 46 local standalone centres. To date the Department has spent £202 million on the project. Should the project be unsuccessful the £205 million of future lease payments on FiReControl buildings would transfer to the Department. In addition, the Department estimates that a further £24 million would be spent winding up the project. This expenditure would bring the total cost to the Department of discontinuing with the project to £431 million, £8 million more than the cost of continuing with the FiReControl project. The Department has not yet set out a trigger point for its fall back options. February 2010
6 2004–05 and 2016–17. Future costs not inflated and excluding cost of capital and depreciation. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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Memorandum submitted by Intergraph (UK) (FIRE 32) Below is Intergraph (UK) Limited’s submission outlining factual inaccuracies in the FBU’s memorandum (Fire 27). For the clerk of the department of CLG select committee enquiry into FiReControl “With respect to paragraph 29 in the Fire Brigade Union’s Memorandum (‘Fire 27’) dated January 2010, Intergraph strongly refutes the second sentence in this statement and requests this inaccurate statement to be retracted and removed from record. For the record, Intergraph I/CAD software has successfully provided fire mobilising services to the Isle of Man fire brigade since 2004 as part of its Tri-Service joint control room. Indeed, the emergency dispatch software has been successfully deployed in the UK by three regional ambulance services (serving more than one in five people in England) and six police forces. Globally, Intergraph fire, police and ambulance dispatch software has successfully demonstrated proven reliability and scalability for decades. In fact, Intergraph public safety solutions now protect one in 12 people in the world.” “With respect to paragraph 30 in the Fire Brigade Union’s Memorandum (‘Fire 27’) dated January 2010, Intergraph refutes this as factually incorrect and requests the statement to be retracted and removed from record. With specific reference to the claim ‘no system has been tried and tested in a national network of regional fire service controls, as none exists anywhere in the world,’ New Zealand has operated I/CAD for its ‘national network of regional fire service controls’ since 1997. Similarly, I/CAD also provides national mobilisation services around the world including for the German Federal Police and the Belgium National Police as well as for the Royal Automobile Club (RAC) in the UK.” February 2010
Memorandum submitted by Cllr Andre´ Gonzalez de Savage, Portfolio Holder with Responsibility for Northamptonshire Fire and Rescue Service (FIRE 33) Northamptonshire Fire and Rescue Service has a control room workforce that is totally dedicated to protecting our community and doing this in a professional and competent manner. They are a credit to the Service, our community and themselves. The Fire and Rescue Authority is very proud of them and their eVorts to support the community under what, at times, are very trying circumstances. The Government, through Ministers, has created a climate within which it is clear that they intend to implement their view of how Fire and Rescue Service control rooms should be organised and function in the future. This has been reinforced by the Minister requesting a commitment from political leaders to do all in their power to work together to implement the Regional Control Centre project. This environmental situation has existed for several years and it is very clear to Fire and Rescue Authorities that the Fire and Rescue Services Act 2004 gives the Minister the ability to enforce central government’s will upon local government. Government has taken responsibility for organising and implementing the infrastructure of the target operating model and has been forced to delay the project. Within this climate, Northamptonshire Fire and Rescue Authority has taken a pragmatic and practical view towards the future and that has been a two pronged strategy. Firstly to work with the project, as we have no alternative within the political climate explained above, in order to get the best system we can to protect our community.The other strategy has been one of prudence with public and local tax payers’ money. This has led to an investment strategy of maintaining the current mobilising system in functional state, but not making investments in new advances unless they are vital. This situation has existed for many years, due to the long and delayed gestation period of the RCC project. Northamptonshire Fire and Rescue Service’s legacy mobilising system, whilst functional, is in urgent need of replacement due to its age and functionality. The system is holding back the level of service that I would wish our Fire and Rescue Service to provide in protecting our community and employees. I hold the view that the RCC project will provide a better and more resilient mobilising system and so enable us to provide a better service to our community and our employees than we do at the moment which, given the above, will not be diYcult to achieve. The local community’s view is, overwhelmingly, that they want their Fire and Rescue Service control room to remain local and within the county. As a locally, democratically elected leader, I support this view. I think that, whilst real and imminent, the probability and eVects of terrorism have been over exaggerated. Our Fire and Rescue Service is already one of the best in the western or developed world and has proved this at incidents such as Buncefield, the flooding in recent years and the current response to the disaster in Haiti. The Service has proved that it has the will and ability to work together in order to meet the eVects of such a catastrophic incident. I consider that the RCC project over-engineers a response to this threat in order to meet political ends. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [E] PPSysB Job: 002083 Unit: PAG2
Ev 136 Communities and Local Government Committee: Evidence
In terms of finance, I accept that Government has committed considerable resources to this project but I feel this could have been better spent in supporting us to deliver a system that met the resilience needs of the country, whilst equally meeting the public’s wish for a local location for its control room. I am also not entirely clear of what the true cost of the RCC project will be on the authority, given the amount of out of scope activity that will have to be reassigned.
Overall, I object to the unwarranted imposition of a central government solution upon local government but, more importantly, the imposition of a system that flies in the face of public opinion.
I hold the view that government should extricate itself from this project and support local authorities to deliver a solution that meets local need and facilitates greater collaboration between all emergency services to these, thankfully very rare, national disasters, as well as meeting the public’s views on how its Fire and Rescue Service should deliver its control room function. February 2010
Supplementary memorandum from the Local Government Association FiReControl Please find below additional information that was requested by the Committee as part of Question 14 of the FiReControl hearing that took place on the 8 February 2010:
“We have listened in your responses to a number of comments regarding your lack of involvement as stakeholders with CLG. Can each of you give me a specific example—I am sure there is more than one—where you feel at diVerent stages you have been completely missed out in the process? Are there certain incidents that stick in your minds where you think, ‘We found out about this after the fact’?”
Use of Existing Wide Area Networks (WAN) A number of brigades have wide area networks in place that meet or exceed the requirements of the FiReControl project. The use of existing networks has been promoted by brigades since the inception of the project but has not been taken on board and is still being considered. Had brigades been fully consulted at an early stage the contract could have provided for the use of some existing elements thus saving time, money and potential future contractual changes.
Station End Equipment Part of the system for mobilising is the equipment at fire stations. FiReControl wish to change out all of this equipment which is a major process requiring individual design proposals for each location, the carrying out of surveys and specialist asbestos surveys. Some FRS have always instigated that all that is required is a change of the Firecoder equipment which is in eVect a rack within a cabinet, CLG have either been reluctant to go down this route or have not listened to what the FRS was saying. We are now in a position where the exchange of Firecoder route is unoYcially acknowledged as the most practical and least risk approach but CLG are now reluctant to progress as there will be contractual diYculties.
Mobile Data Terminals Part of the project is to provide a mobile data terminal onto appliances which amongst other things will provide risk information to front line firefighters. Many brigades already have this capability but CLG seem to be unable to look at the good practice that is already in existence and learn from it. In this case the supplier has, and continues to issue equipment to the FRS that is not fit for purpose. While this may be a supplier problem it is considered that many of the problems could have been overcome if there had been much closer working with the end users.
Operational Requirements While CLG now appear to understand the process that take place within an FRS to undertake mobilising they have appeared reluctant to take on board the message that each FRS has specific operational requirements for premises and risks within its own area. Examples are how calls to airports or the London underground are managed. There is a significant risk that the system will not meet these local requirements and will therefore be rejected by Chief Fire OYcers leading to further delays and expense. Processed: 26-03-2010 00:59:55 Page Layout: COENEW [O] PPSysB Job: 002083 Unit: PAG2
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Staffing Numbers CLG have developed a staYng model which has been used to determine the staYng numbers upon which the business case is based. Some FRS have continually stated that they do not have confidence in the model due to geographical factors and as such will have to employ additional staV to reduce the risk of not being able to maintain an adequate operational response. 8 February 2010
Printed in the United Kingdom by The Stationery OYce Limited 4/2010 444085/2083 19585 AGENDA ITEM 8.3 CLEVELAND FIRE AUTHORITY
Title CHIEF FIRE OFFICER’S INFORMATION PACK – JUNE 2010
Meeting Cleveland Fire Authority Date 4 June 2010
Report of the Chief Fire Officer
Decision Req’d For Information Delegated Powers N/A
1. FIRE AND RESCUE SERVICE CIRCULARS
Since my last information pack, the following circulars have been received:
1 FRS/3/2010 - Fire and Resilience Programme Highlights 2 FRS/4/2010 - Office of the Chief Fire and Rescue Adviser Crown Premises Fire Safety 3 FRS/5/2010 - ‘Putting the frontline first: Smarter Government’ 4 FRS/6/2010 - Retained Duty System (On-Call) Firefighters 5 FRS/7/2010 - Fire Safety Policy Team Update 6 FRS/8/2010 - Procurement in the Fire & Rescue Service 7 FRS/9/2010 - The EC Drivers’ Hours and Tachograph Rules for Goods Vehicles 8 FRS/10/2010 - 2009/10 IRMP Annual Data Returns 9 FRS/11/2010 - Closure of the Fire Gateway web-site on 31 March 2010 10 FRS/12/2010 - Capital Grant Funding 11 FRS/13/2010 - FRS Equality & Diversity Report 2010 12 FRS/14/2010 - ‘Putting the frontline first: Smarter Government’ 13 FRS/15/2010 - Backward Look Annual Efficiency Statements for 2009-10 and Forward Look for 2010-11 14 FRS/16/2010 - Update on the Transfer of Ownership of New Dimension Assets 15 FRS/17/2010 – Publication of Local Area Agreement research and Departmental Strategic Objectives Trajectories 16 FRS/19/2010 – Ordinary People, Extraordinary Career 17 FRS/20/2010 – Capital Grant Funding 18 FRS/21/2010 – FiReControl Implementation Funding Circular 2010-2011
2. EMPLOYERS CIRCULARS
1 EMP 1/10 Update of the settlement negotiations for the long running Part- Time Workers (prevention of Less Favourable Treatment) Regulations 2 EMP 2/10 The Employees’ Side of the National Joint Council for Local Authority Fire and Rescue Services has submitted a claim for a pay increase in 2010.
Chief Fire Officer’s Information Pack – June 2010 4 June 2010
3. NATIONAL JOINT CIRCULARS
1 NJC/2/2010 – An update on the settlement negotiations for the long running Part-Time Workers (Prevention of Less Favourable Treatment) Regulations 2 NJC/3/2010 – The NJC for Local Authority Fire & Rescue Services has agreed revised car allowances for essential and casual users. 3 NJC/4/2010 - The NJC is seeking assistance in the provision of data for national negotiating purposes. Authorities are asked to complete and return the attached survey.
IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES
2 AGENDA ITEM 9.1
CLEVELAND FIRE AUTHORITY
Title MEMBER DEVELOPMENT PLAN 2010/11
Meeting Cleveland Fire Authority DATE 4 June 2010
Report of the Director of Corporate Services
Decision Req’d Yes Delegated Powers N/A
1.0 PURPOSE OF REPORT
To seek Members approval of the Member Development Plan for 2010/11.
2.0 RECOMMENDATION
That Members approve the Member Development Plan for 2010/11. The 2010/11 Member Development Programme is attached at Appendix 1. Copies of the 100 page Member Development Plan 2010/11 are available on request and displayed on the brigade website.
3.0 INFORMATION
3.1 The Plan has been updated to reflect updated guidance, good practice, organisation changes, revised corporate objectives, updated Member roles and terms of references for Cleveland Fire Authority meetings.
The Induction Programme is now available electronically via a web-based programme.
3.3 The Member Development Plan 2010/11 includes:
Section 1: Training & Development Section 2: Induction Section 3: Mentoring Section 4: Member Development Plans Section 5: A Guide to Members Roles Section 6: Resources Section 7: Assessment
IAN HAYTON KAREN WINTER CHIEF FIRE OFICER DIRECTOR OF CORPORATE SERVICES
2 SECTION 1
TRAINING
AND
DEVELOPMENT
Enclosed is the Programme of Member Development for 2010/11. This programme forms part of the Member Development Plan 2010/11, copies of which are available on request and is also displayed on the Brigade website.
3 TRAINING AND DEVELOPMENT 2010/2011
To avoid duplication of training with your own Local Authority, detailed below is the Essential (E) training which is specific to the Fire Authority only and will not have been covered within your own Councils Training Programme. Refresher training is recommended at least every two years for existing Members.
E LEARNING PROGRAMMES USERS
Induction Programme which new Members can New Members access prior to attendance at CFA Meetings
Environmental Training and Awareness Programme All Members
DATE SUBJECT ATTENDANCE 4 June 2010 New member Induction prior to Annual Meeting New Members Governance and Administration E** Committee structure & Remit of Committees Organisational Structure Health and Safety Ethical Governance Tour of HQ & Meet Brigade Managers/Officers
10 June 2010 Appearing at Scrutiny Committees** 17 June 2010 Getting the most from Value for Money** 18 June 2010 Member Development Seminar and Induction for new members ** New Members Strategic Direction E** Corporate Risks & Responsibility Performance and Future Challenges CAA Desirable for all Civil Contingencies Members – must Equality and Diversity be undertaken Partnerships bi- annually 22 June 2010 Economic Implications of Climate Change** 24 June 2010 The Power of Effective Questioning& Listening** 25 June 2010 Audit and Governance New A & G E** Development/background Desirable 30 June 2010 Mediation in small groups and at Public Meetings** June/July 10 IFRS training All members 6 July 2010 Impact of Overview and Scrutiny** 7 July 2010 Working with the Media** 9 July 2010 Executive Committee – risk, strategy, policy and Essential - Exec planning development
4
DATE SUBJECT ATTENDANCE 12&13 July 10 Creating a positive initial impact** 13 July 2010 Standards Committee Training for independent Essential for New persons and elected members - Desirable 15 July 2010 Renewable Energy** 15 July 2010 The power of effective questioning and listening 17 July 2010 Regional Induction – Community Leaders role New Members 21 July 2010 Getting to grips with Medium Term Financial Planning** 23 July 2010 Overview and Scrutiny New Members Development/Background E** Desirable
13 Aug 2010 CDRP/Partnership Background New Members E** Desirable TBA IDEA Leadership Academy Programme Vice Chair
TBA Tees Valley development for Independent Essential - Policy persons on Standards Committees Desirable – CFA TBA IDEA Leadership Academy Programme Vice Chair
22 Sept 2010 Getting the most from Value for Money** 24 Sept 10 Financial Governance/Budget setting New members Value for Money/Efficiencies/Medium Term E** Financial Strategy Desirable 29 Sept 2010 Getting to grips with Medium Term Financial Planning** 15 Oct 10 Ambitious Local Government Changes – REIP Desirable CEE Development 22 Oct 10 Community Safety – REIP CEE development Desirable October 2010 Policy Workshop Essential – Policy Desirable – CFA Jan 2011 Treasury Management Strategy Essential 25 March Ethical Governance Desirable 2011 TBA Communication Skills for Members - presentation skills - negotiating advocacy & influencing skills - communicating & engaging
** RIEP Programme of Learning and Development
5
The following areas have been identified as Essential to Member Development:-
CORPORATE RISK MANAGEMENT AND PLANNING Corporate risk management and planning – The management of risk to communities and to the Authority is a central part of effective governance. The Authority’s risk management framework sets out how major challenges are identified and resources are prioritised into areas of greatest risk. Members use the planning framework to set strategic direction and to ensure that decisions taken on policies are aligned to our values and corporate priorities. In short this whole area comprises of the strategic framework which guides and assists Members in their decision making. Refresher – annually Essential to New Members
PERFORMANCE MANAGEMENT Corporate performance management is the area involved with monitoring and evaluating the Brigades progress against our priorities and targets. This includes monitoring of key performance indicators (KPI’s) and progress of improvement plans. The assessment of performance links with the strategic framework and therefore is essential to Member decision making. A new Corporate Performance Framework was developed and approved by Members in 2009. Refresher – every 2 yrs Essential to New members
EQUALITY AND DIVERSITY Equality & Diversity is integral to the success of Cleveland Fire Authority. We have striven to ensure that it is mainstreamed and owned by all. To achieve this we have created an infrastructure of staff and policies and provide training & awareness regarding our roles and responsibilities. We have visible ownership from the very top through to frontline staff. As part of our commitment we require all staff to participate in Brigade E&D awareness training so that staff not only understand what E&D are about but also why we as a FRS have to support E&D and what our specific objectives as an Authority are. Refresher – every year Essential to New Members
CIVIL CONTINGENCIES The Civil Contingencies Act 2004, accompanying regulations and guidance deliver a single framework for civil protection in the United Kingdom capable of meeting the challenges of the 21st century. Part 1 of the Act deals with local arrangements for civil protection and names fire authorities as category 1 responders and identifies that they play a pivotal role in the risk assessment and emergency response to a wide range of emergencies both fire and non fire related. The recent upsurge in terrorism and extreme weather conditions have raised the profile of emergency planning and fire authorities are required to reassure the public that they are prepared for emergencies and are meeting their statutory responsibilities. Refresher – every 2 years Essential to New Members
6
FINANCIAL GOVERNANCE/BUDGET SETTING The Authority is responsible for putting in place proper arrangements to secure economy, efficiency and effectiveness in its use of resources, to ensure proper stewardship and governance and to regularly review the adequacy and effectiveness of these arrangements. The development programme scheduled in September will outline Member responsibilities regarding Financial Governance, Budget setting, obtaining Value for Money, Efficiencies and the Medium Term Financial Strategy. Refresher – annually Essential to New Members
The following programmes were established in 2009/10 and positive feedback has been received from Members for both programmes.
Pre Chairs Development Programme
A Pre Chair development programme has been developed to run over the two year term of office of the Vice Chair. The Vice Chair will meet on an ad hoc basis with individual Directors and Proper Officers to enable in-depth discussions regarding strategic current and forthcoming issues within the Authority.
Member Champion Programme
A structured Member Champion programme has been established and guidance notes are included with Section 5 Members Roles. This structure will not restrict involvement in the business of the Service to Champions alone and it is expected that Members will continue to be involved in areas of interest when they wish to. Each Champion will be linked to a Director (sometimes this will be the same person) who will offer additional support and guidance to the Member Champion and deal with any issues that arise.
7 AGENDA ITEM 9.2
CLEVELAND FIRE AUTHORITY
Title MEMBER ATTENDANCE AT CONFERENCES Meeting Cleveland Fire Authority Date 4 June 2010
Report of the Director of Corporate Services
Decision Req’d Yes Delegated Powers N/A
1. PURPOSE OF REPORT
1.1 To inform and seek approval of the annual conferences currently attended by Members.
1.2 To seek Members views regarding Member attendance at these conferences.
2. RECOMMENDATIONS
That Members consider attendance at:
2.1 The LGA Annual Fire conference and associated meetings
2.2 The Annual Fire Conference and Exhibition.
2.3 That attendance at any additional conferences be delegated to the Chair and Director of Corporate Services to the Authority.
3. BACKGROUND
3.1 LGA Annual Fire Conference
This is normally attended by the Chair, Vice Chair and a Minority Member. This is a 1-2 day conference which is held in March each year at different venues throughout the country. This is a member based conference where current national issues and the key challenges facing the fire and rescue service are debated. A Combined Fire Authority meeting is also held during the conference. Member feedback from the March 2010 conference was very good and future member attendance was recommended.
Additional Combined Fire Authority Meetings are occasionally held throughout the year, and Members views are considered regarding delegating member attendance to the Chair and Director of Corporate Services.
1 AGENDA ITEM 9.2
3.3 Annual Fire Conference and Exhibition
Members agreed at the Annual Meeting in June 2009, that as a result of the poor feedback following attendance at this annual conference, Member agreed that only one Member should attend the 2010 Annual Fire Conference and Exhibition. The conference addresses current national issues and the key challenges facing the fire and rescue service are debated. Members views are sought regarding attendance at the 2011 conference.
IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES
------
BACKGROUND INFORMATION
Equality and Fairness Implications There are no equality and fairness implications.
Health and Safety Implications There are no health and safety implications.
Financial Implications Attendance at these conferences will be found from the Member Conference budgets.
Risk Management Implications There are no risk management implications
2 AGENDA ITEM 9.3
CLEVELAND FIRE AUTHORITY
Title CORPORATE GOVERNANCE INFORMATION PACK
Meeting Cleveland Fire Authority Date 4 June 2010
Report of the Director of Corporate Services
Decision Req’d For information Delegated Powers N/A
1. STANDARDS COMMITTEE
There have been no referrals to the Standards Committee for the period January to March 2010.
2. FIRE IMPROVEMENT GROUP
The latest Fire Improvement Group (FIG) meeting was hosted Staffordshire Fire and Rescue Service and took place on 17 and 18 May 2010.
The Group discussed the following issues: Heavy Rescue Partnership Improvement Panel Partnership Working New Ways of Working in the Fire & Rescue Service Business Transformation Service Transformation Safety Central – A Progressive Community Safety Initiative Future Work of FIG – The Way Forward
The current financial and political situation was a key focus of the meeting as was the Service Transformation agenda. It was agreed that at the next Fire Improvement Group Meeting which is to be held in Kent, Service Transformation would be the main focus of the meeting.
IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES AGENDA ITEM 10.1 CLEVELAND FIRE AUTHORITY
Title MEMBERS ALLOWANCE SCHEME
Meeting Cleveland Fire Authority Date 4 June 2010 Report of the Treasurer to the Authority Decision Req’d Yes Delegated Powers N/A
1. PURPOSE OF REPORT
1.1 To present the recommendations of the Independent Remuneration Panel on their review of the Members Allowances Scheme (Appendix 2).
1.2 To seek Members consideration of the updated Members Allowance Scheme as outlined at Appendix 1.
2. RECOMMENDATIONS
2.1 That Members consider the report of the Independent Remuneration Panel and determine any appropriate amendments to the Scheme of allowances and the rates of payment for the current year (Appendix 2).
2.2 That Members approve the amended Members Allowances Scheme as attached at Appendix 1.
3. BACKGROUND
3.1 The Fire Authority approved the current Members Allowances Scheme at its meeting on 5 June 2009. The current approved scheme continues to operate in the financial year 2010/11 until any amended scheme is approved. Any approved amended scheme takes effect under the Regulations from the date of approval unless the Independent Remuneration Panel makes a recommendation to backdate the amended scheme to the start of the municipal year. The scheme allowances will continue to be subject to an annual increase in line with the Harmonised Index of Consumer Prices subject to a review of the appropriateness of the index by the Panel at least on a four yearly cycle.
MEMBERS ALLOWANCE SCHEME 4 June 2010
4. ISSUES
4.1 The Independent Remuneration Panel has considered the current level of allowances, roles, duties and responsibilities and the views of Members given via a questionnaire distributed earlier in the year which achieved a response rate of 61%. The Panel, after consideration of appropriate matters, have made recommendations to the Authority as set out in the attached report of the Panel at Appendix 2.
4.2 The Independent Remuneration Panel considered the involvement of the four Members from Cleveland Fire Brigade in LACC. Meetings for LACC Directors are now held bi-monthly with training, workshops or meeting to discuss urgent business being held in the alternate months. It was noted that the other three authorities were not minded to consider the award of a Special responsibility Allowance for these roles at this time.
5. FINANCIAL IMPLICATIONS
The recommendations of the Independent Remuneration Panel being a standstill in current allowances will not add to the current cost of Members Allowances and the cost can be met from the current budgeted resources.
A. EMMERSON TREASURER TO THE AUTHORITY
2 APPENDIX 1
CLEVELAND FIRE AUTHORITY - MEMBERS’ ALLOWANCE SCHEME
This is the Cleveland Fire Authority Members Allowance Scheme, covering the allowances which can be claimed by Members (including Co-opted Members) of Cleveland Fire Authority.
Contents
Section 1 : The Scheme and Summary of Allowances Payable
Section 2 : Basic Allowance
Section 3 : Special Responsibility Allowance
Section 4 : Dependants Carers’ Allowance
Section 5 : Travelling and Subsistence Allowance
Section 6 : How to Claim Travelling & Subsistence Allowance
Section 7 : Co-optees’ Allowance
Section 8 : Income Tax and Welfare Benefits
Section 9 : Insurance for Members
Schedule 1 : Rates of Basic, Special Responsibility & Co-optees’ Allowances
Schedule 2 : Part Year Entitlement
Schedule 3 : Travelling and Subsistence Rates
Schedule 4 : Approved Duties
SECTION 1: THE SCHEME AND SUMMARY OF ALLOWANCES PAYABLE
1.1 The Scheme
1.1.1 This is the Cleveland Fire Authority Members’ Allowance Scheme [“the Scheme”] for the payment of Members’ Allowances. The Scheme is based on the provisions contained in the Local Authorities (Members’ Allowances) (England) Regulations 2003 as may be amended from time to time [“the Regulations”]. It also has regard to relevant Government guidance. At a meeting on 26th September, 2003, the Cleveland Fire Authority [“the Authority”] after considering advice from the Independent Panel set up on 8th September, 2003, approved the Scheme to take effect on and from 1st. May 2003.
1.1.2 The Scheme shall have effect without time limit and may be amended or revoked in accordance with the Regulations. Sections 4, 8 and 9 of this document and any other content included in this document for information may be updated, supplemented or deleted as appears appropriate. Any such alterations shall not be treated as amendments to the Scheme.
1.1.3 The Scheme shall have effect and be construed in accordance with the Regulations. In the event of any inconsistencies between the Scheme and the Regulations, the Regulations shall prevail.
1.1.4 Any procedures or requirements of the Regulations which are not expressly incorporated in the Scheme are hereby deemed to have been so incorporated.
1.1.5 A reference herein to a Schedule shall be deemed to be a reference to a Schedule in the Scheme unless there appears to be a contrary intention. A reference to a Member or a Co-optee shall be to a Member or Co-optee of the Authority.
1.1.6 Allowances will be reviewed/uprated in June of each year.
1.2 Summary of Allowances payable and Amendments to the Scheme
1.2.1 Section 2 of the Scheme provides for the payment of an annual Basic Allowance for each Member of the Authority.
1.2.2 Section 3 of the Scheme provides for annual Special Responsibility Allowance for those Members who have special duties and/or hold particular posts.
1.2.3 It is outside the powers of the Authority, under the current Regulations, to approve Dependants Carers’ Allowance.
1.2.4 Section 5 and 6 of the Scheme provide for Travelling and Subsistence Allowance for all Members and Co-opted Members of the Authority and explain how claims should be made.
1.2.5 Section 7 of the Scheme provides for annual Co-optees’ Allowance. As the Authority has no Co-optees at this time no allowance has been set.
April 2010 2 1.2.6 Where an amendment is to be made by the Authority to the Scheme which affects an Allowance payable in the year in which the amendment is made, the Authority may decide that the entitlement to that Allowance is to apply with effect from the beginning of the year in which the amendment is made, i.e. to backdate the amendment to that extent.
1.2.7 Provision has been made, in accordance with the power conferred by the regulations, to make annual adjustments to allowances by reference to specified indices. The index for inflation to be adopted for the purpose of this Scheme is the Harmonised Index of Consumer Prices (HICP) or Consumer Prices Index (CPI) as it is referred to in the UK. Any change arising only from such annual adjustment shall not be deemed to be an amendment to the scheme.
1.3 Tax and Insurance
1.3.1 Section 8 and 9 of the Scheme mention liability to Income Tax and the insurance arrangements for Members and Co-optees of the Authority. These sections do not deal with entitlements under the Scheme and are only brief summaries for information. The Authority does not guarantee that they are necessarily accurate or appropriate for individual Members or Co-optees. It is for Members and Co-optees to satisfy themselves personally that their tax and insurance arrangements are in order and they should consult their own advisers as they think fit about these matters.
1.4 Responsibility to Submit Accurate Claims
1.4.1 It is important that Members and Co-optees are aware of their responsibility to submit accurate claims and to be able to demonstrate that they did incur any expenditure for which they are claiming.
1.5 Public Record of Payments and Availability of the Scheme
1.5.1 The Authority maintains a record showing payments made to Members and Co-optees in accordance with the Scheme. The record is kept available for public inspection during normal office opening hours at the Authority’s principal office (Brigade Headquarters, Endeavour House, Stockton Road, Hartlepool). The record may be inspected free of charge by any local government elector for the areas of Hartlepool, Middlesbrough, Stockton on Tees and Redcar and Cleveland Borough Councils, these being the areas within which the Authority exercises its functions. A copy of the record will be supplied to any person who so requests and who pays the Authority’s reasonable fee as determined by the Authority.
1.5.2 Copies of the Scheme are made available for inspection by the public at the Authority’s principal office (Brigade Headquarters, Endeavour House, Stockton Road, Hartlepool) during normal office opening hours. A copy will be supplied to any person who so requests and who pays the Authority’s reasonable fee as determined by the Authority. Any person wishing to inspect the record of payments or the Scheme should contact the Head of Corporate Support.
April 2010 3
1.6 Foregoing Entitlement to Allowances
1.6.1 A Member or Co-optee may elect to forgo entitlement to all or any part of his/her entitlement to allowances under the Scheme, by notifying the Treasurer in writing. In practice this relates to the Basic Allowance, Special Responsibility Allowance and Co-optees Allowance, which are the allowances which will otherwise be paid automatically.
1.7 Advice & Queries
1.7.1 Any Member or Co-optee requiring advice about how best to maintain records to authenticate claims or with any other queries about the Scheme should contact the Head of Corporate Support.
1.7.2 In the case of an unresolved dispute in relation to any claim, the Head of Corporate Support shall refer the matter to the Treasurer to the Authority who shall be the final arbiter.
April 2010 4
SECTION 2: BASIC ALLOWANCE
2.1 Basic Allowance is paid to all Members of the Authority at the same rate. It is intended to recognise the requirement for Members to attend various meetings of the Authority as part of their duties. It is also to recognise the role Members perform within the community.
2.2 The amount and payment of Basic Allowance are as stated in Schedule 1. Part Year entitlement will be assessed in accordance with Schedule 2.
2.3 Co-optees are not eligible for Basic Allowance. Allowances for Co-optees are set out in Section 7.
2.4 Where a Member is suspended or partially suspended from his/her responsibilities or duties as a Member of the Authority in accordance with part III of the Local Government Act 2000 or regulations made thereunder, the part of the Basic Allowance payable to him/her in respect of the period for which he/she is suspended or partially suspended may be withheld by the Authority for that period of suspension or partial suspension. The Standards Panel of the Authority shall determine whether or not to withhold Basic Allowance in such circumstances.
2.5 Basic Allowance is subject to Income Tax and National Insurance Contributions (see Section 8).
April 2010 5 SECTION 3: SPECIAL RESPONSIBILITY ALLOWANCE
3.1 Special Responsibility Allowances enable payments to be made to Members who have special duties and/or hold particular posts and can be of different amounts. The categories of special responsibilities are set out in the Regulations.
3.2 The amounts and payment of Special Responsibility Allowances are as stated in Schedule 1. Part Year entitlement will be assessed in accordance with Schedule 2.
3.3 Co-optees are not eligible for Special Responsibility Allowance.
3.4 Only one Special Responsibility Allowance is payable per Member. If more than one such allowance appears to be payable, the Member may elect which allowance shall be paid. In the event of failure to elect, the Member will be deemed to have elected to receive the Special Responsibility Allowance which is the greatest.
3.5 Where a Member is suspended or partially suspended from his/her responsibilities or duties as a Member of the Authority in accordance with part III of the Local Government Act 2000 or regulations made thereunder, the part of any Special Responsibility Allowance payable to him/her in respect of the responsibilities or duties from which he/she is suspended or partially suspended may be withheld by the Authority for that period of suspension or partial suspension. The Standards Panel of the Authority shall determine whether or not to withhold Special Responsibility Allowance in such circumstances.
3.6 Special Responsibility Allowance is subject to Income Tax and National Insurance Contributions (see Section 8).
April 2010 6 SECTION 4: DEPENDANTS CARERS’ ALLOWANCE
4.1 It is outside the powers of the Authority to approve Dependants Carers’ Allowance under the present Regulations.
April 2010 7 SECTION 5: TRAVELLING AND SUBSISTENCE ALLOWANCE
5.1 Travelling Allowances
5.1.1 Members, including Co-optees, may claim travelling expenses for travel undertaken in connection with Approved Duties. Details of the Travelling Allowances which may be claimed are set out in Schedule 3. The duties which are Approved Duties for which a claim may be made are set out in Schedule 4.
5.1.2 Please note that proper VAT receipts for expenses including parking fee tickets are needed in order for the Authority to validate claims and to reclaim VAT. Members should ask for/keep these and attach them to claim forms. Failure to supply a receipt may result in non-payment of a claim.
5.1.3 When travelling by train Members should obtain a rail warrant so that the Authority can take advantage of preferential rates. In the first, instance please contact the Head of Corporate Support at Fire Brigade Headquarters for guidance on obtaining a travel warrant as soon as travel arrangements have been confirmed and the post-holder will arrange for a travel warrant to be issued.
5.1.4 Claims for Travel Allowance are generally not subject to deductions for Income Tax and National Insurance (see Section 8)
5.2 Subsistence Allowances
5.2.1 Members, including Co-optees, may claim subsistence for costs of refreshments and accommodation necessarily incurred when undertaking Approved Duties. Details of the Subsistence Allowances which may be claimed are set out in Schedule 3. The duties which are Approved Duties for which a claim may be made are set out in Schedule 4.
5.2.2 Members are not entitled to claim subsistence to the extent that suitable refreshments are provided for them while they are undertaking the approved duty. In calculating the length of time it has taken to perform an approved duty, such as a meeting, Members are entitled to include reasonable travelling time in getting to and from the meeting place.
5.2.3 Members are not entitled to claim subsistence to the extent that suitable accommodation is provided for them while they are undertaking the approved duty. Normally accommodation will be booked for Members and the Authority will pay direct. Members should always consult the Head of Corporate Support prior to arranging and paying for accommodation themselves.
5.2.4 Please note that proper VAT receipts are needed in order for the Authority to validate claims and to reclaim VAT. Members should ask for/keep these and attach them to claim forms. Failure to supply a receipt may result in non- payment of a claim.
5.2.5 When a receipt is not provided, claims for Subsistence Allowance are subject to deductions for Income Tax and National Insurance.
April 2010 8
SECTION 6: HOW TO CLAIM TRAVELLING AND SUBSISTENCE ALLOWANCE
6.1 In this section “Members” includes Co-optees.
6.2 Claims for Travelling and/or Subsistence Allowance must be submitted on the standard forms.
6.3 The forms include the following declaration which must be completed:-
“I declare I have incurred expenditure on travelling and/or subsistence for the purpose of enabling me to perform approved duties as a Member or Co-opted Member of Cleveland Fire Authority and that the rates are in accordance with those determined by the Authority. I declare that the statements in my claim are correct. I have not made and will not make any other claim under any enactment for the same travelling and/or subsistence.”
6.4 Claim forms are kept by the Head of Corporate Support, from whom additional forms may also be obtained.
6.5 The deadline for processing claims is usually about the 25th day of the month and payment is made monthly on or about the fifteenth of the month by direct transfer to bank/building society accounts.
6.6 Members should submit claims promptly, in arrears, and by no later than the last day of the calendar month. Claims should be made within three months of the approved duty for which the claim is made.
6.7 If any of the rates of Travelling and Subsistence Allowance are increased by the Authority and the increase is backdated to the start of a year, Members may be able to show that claims already processed or being processed should be revised to reflect the increase.
6.8 Members should note that it is their responsibility to ensure that any claims submitted are accurate, and that they can demonstrate that they attended meetings for which they are claiming allowances etc. It is suggested that this can best be done by Members maintaining diary records of meetings attended, showing the dates of the meetings and duration. Where there is an attendance book at the meeting, the Members must sign the attendance book. NB, if Members’ allowance payments become the subject of investigation, these records may be required by the investigator.
6.9 Members should also note that, as mention in Section 1 above, the Authority has to maintain a record showing payments made to Members which is open to public inspection.
April 2010 9 SECTION 7: CO-OPTEES’ ALLOWANCE
7.1 Co-optees’ Allowance enables payments to be made to Co-optees in respect of attendance at conferences and meetings and can be of different amounts for different Co-optees.
7.2 The amounts and payment of Co-optees Allowance are as stated in Schedule 1. Part Year entitlement will be assessed in accordance with Schedule 2. These amounts are in addition to any Travelling or Subsistence Allowance which may be claimed by Co-optees under sections 5 and 6 of the Scheme.
7.3 Where a Co-optee is suspended or partially suspended from his/her responsibilities or duties as a Co-optee of the Authority in accordance with part III of the Local Government Act 2000 or regulations made thereunder, any Co-optees Allowance payable to him/her in respect of the responsibilities or duties from which he/she is suspended or partially suspended may be withheld by the Authority for that period of suspension or partial suspension. The Standards Panel of the Authority shall determine whether or not to withhold Co-optees’ Allowance in such circumstances.
7.4 Co-optees’ Allowance is subject to Income Tax and National Insurance Contributions (see Section 8).
April 2010 10 SECTION 8: INCOME TAX & WELFARE BENEFITS
8.1 General
8.1.1 NB – Members must read the paragraph in Section 1 above headed “Tax and Insurance”
8.1.2 In this section “Members” includes Co-optees.
8.2 Income Tax
8.2.1 Basic, Special Responsibility, Co-optees and Dependant Carers’ Allowances are subject to Income Tax as they are payments made in respect of the duties of an office. Travelling and Subsistence Allowance is not normally subject to Income Tax if it is paid in respect of actual costs necessarily incurred in connection with the Approved Duty. Appropriate records should be kept to satisfy the Tax Office. Subsistence Allowance where no receipt is provided is subject to Income Tax.
8.2.2 The Inland Revenue is notified of the names and addresses of all Members who claim taxable allowances. Tax is deducted at basic rate until the Inland Revenue notify the Authority of the appropriate tax code for each Member.
8.2.3 Some expenses incurred by Members in the course of Authority duties as Members may be deductible against tax. Any member who believes that some of his/her expenses as a Member may be tax deductible, should contact his/her Tax Office.
8.2.4 The Authority’s Tax Office is H M Inspector of Taxes, Tees Valley Area, George Stephenson House, St Mark’s Court, Thornaby, Stockton on Tees, TS17 6QP.
8.3 National Insurance Contributions
8.3.1 Basic and Special Responsibility Allowance payments will attract National Insurance (NI) contributions at levels which vary depending on the total earnings of Members.
8.3.2 Some Members may not be liable to any NI Contributions on Allowances if they fulfil any of the following criteria:
(a) Their total earnings are less than the specified amount mentioned in 8.3.3 (a) below
(b) They are men aged 65 or over
(c) They are women aged 60 or over
(d) They are already paying the maximum NI Contributions on their employment earnings mentioned in 8.3.3 (b) below
April 2010 11 8.3.3 There is no NI liability if either (a) total earnings are less than the specified minimum, currently £476 per month or (b) NI contributions at maximum rate are paid on employment earnings.
8.3.4 Some Members, who are married women or widows who have elected to pay reduced rate contributions for NI, may also need to have their NI Contributions on allowances calculated at a reduced rate.
8.3.5 Members who are self-employed may also be subject to different levels of NI Contributions.
8.3.6 Members who believe that they fall into any of the above categories should contact the Head of Finance who will seek to obtain further information to assist with the query. Members should also obtain the appropriate certificates from the Department of Social Security (DSS).
8.4 Social Security Benefits
8.4.1 The receipt of allowances may affect Members who are receiving Social Security Benefits. All allowances should be declared to the DSS who will be able to advise Members about the way in which allowances affect benefits such as Income Support.
8.4.2 Members should note that failure to disclose any allowances to the DSS may result in prosecution.
April 2010 12 SECTION 9: INSURANCE FOR MEMBERS
9.1 NB – Members must read the paragraph in Section 1 above headed “Tax and Insurance”
9.2 In this section “Members” includes Co-optees.
9.3 The Authority provides some insurance cover for Members when they are engaged on business which relates to their activities for the Authority. The insurance does not cover Party Political activities.
9.4 The insurance covers certain risks in the following broad categories:
Public Liability Officials Indemnity Libel and Slander Employers Liability Personal Accident Insurance Business Travel Insurance Legal Expenses Insurance
For further details relating to the extent of this cover please contact the Brigade’s Head of Finance
9.5 Please note that the Authority's motor insurance does not extend to Members' own vehicles, even if these vehicles are used on Authority business. Members should ensure that they have advised their own insurers and they are suitably covered if their own vehicles are to be used on Authority business.
April 2010 13 SCHEDULE 1
RATES OF ALLOWANCES
Allowance Amount
Basic £2,194 a year
Special Responsibility (a) Chair(man) of the Authority £8,776...... a year (b) Vice Chair(man) of the Authority £4,388…. a year (c) Chair(man) of Audit and Governance Com £2,742….. a year (d) Chair(man) of Overview & Scrutiny Com. £2,742….. a year (d) Co-optees No rate set.
Payments
1.1 Payments shall be made, in respect of Basic and Special Responsibility and Co-optees Allowances, in arrears in instalments of one-twelfth of the amount specified in the Scheme on or about the fifteenth of the month by direct transfer to bank/building society accounts (unless otherwise notified).
1.2 Where a payment of one-twelfth of the amount specified in this Scheme in respect of a Basic, Special Responsibility or Co-optees Allowance would result in a Member or Co-optee receiving more than the amount to which he/she would be entitled, the monthly payments shall be restricted to such amount as will ensure that no more is paid than the amount to which he/she is entitled in any one financial year.
April 2010 14
SCHEDULE 2
PART-YEAR ENTITLEMENT
1.1 The following will apply if in the course of a year,
(a) the scheme is amended or
(b) a Member (excluding any Co-optee) becomes, or ceases to be a Member, or
(c) a Member (excluding any Co-optee) accepts or relinquishes a special responsibility in respect of which a Special Responsibility Allowance is payable or
(d) a Co-optee becomes, or ceases to be a Co-optee.
1.2 Amendments to the Scheme
1.2.1 If one or more amendments to the Scheme are made which take effect during the year in question and change the amount(s) of any Allowance to which Members are entitled, the effect on Members’ entitlement will be as follows.
1.2.2 If the amendment is backdated to the start of the year, Members’ entitlement shall be adjusted accordingly.
1.2.3 Otherwise the Members’ entitlement shall reflect the changes in the rate of Allowance and the period(s) during which each rate was in force.
1.3 Members for part Year only
1.3.1 Where the term of office of a Member begins or ends otherwise than at the beginning or end of a year, his/her entitlement to Basic Allowance shall be to the payment of the appropriate proportion of the Basic Allowance
(a) for the number of days during which his/her term of office as a Member subsists and
(b) at the rate or rates applicable to that Allowance while his/her term of office as a Member subsists.
1.4 Members performing Special Responsibilities for part Year only
1.4.1 Where a Member carries out any special responsibility such as entitles him/her to a Special Responsibility Allowance during part only of a year, his/her entitlement shall be to payment of the appropriate proportion of the Special Responsibility Allowance
(a) for the number of days during which that Member has such special responsibility and
(b) at the rate or rates applicable to that Allowance while the Member had such special responsibility.
April 2010 15
1.5 Co-optees for part Year only
1.5.1 Where the appointment of a Co-optee begins or ends otherwise than at the beginning or end of a year, his/her entitlement to Co-optees’ Allowance shall be to the payment of the appropriate proportion of the Co-optees’ Allowance (a) for the number of days during which his/her appointment as a Co-optee subsists and (b) at the rate or rates applicable to him/her as a Co-optee while his/her appointment as a Co-optee subsists.
April 2010 16 SCHEDULE 3
TRAVELLING AND SUBSISTENCE RATES
Public Transport
The Authority will reimburse actual cost of coach travel or standard class rail fares, or the cheapest alternative. First class rail travel will only be allowed where as a result of possessing a rail card, a reduction, equal to second class rail travel is achieved; or when travelling with Officers of the Brigade entitled to travel first class; or when travelling long distances and requiring a meal which can only be obtained via a 1st class fare.
When travelling by train Members must obtain a rail warrant so that the Authority can take advantage of preferential rates. In the first, instance please contact the Head of Corporate Support for guidance on obtaining a travel warrant as soon as travel arrangements have been confirmed and the post holder will arrange for a travel warrant to be issued. If Members/Co-optees have to purchase their own rail tickets they should produce their receipt or ticket when claiming reimbursement.
Travel by air may be appropriate in certain cases. This will be arranged by the Head of Corporate Support.
Travel by public transport is encouraged for long distance journeys but may be undertaken by private car where this is expedient. If so the Authority will pay Members/Co-optees the appropriate car mileage allowance shown below, not exceeding an amount equivalent to the standard second class rail fare.
For local travel Members may chose either the appropriate car or motorcycle mileage allowance shown below. Local travel is defined as any journey within a 60 mile radius of Fire Brigade HQ which takes in the perimeter of Regional Brigades HQ’s.
Taxi fares may be claimed but only (a) in cases of urgency or (b) for meetings outside normal working hours (8.30 a.m. - 6.30 p.m.) and, in either case, where no suitable public transport is available. Receipts should be produced. Please contact the Head of Corporate Support whenever possible prior to booking taxis as preferential rates may be available.
Car Mileage Allowances
Capacity
Basic rate for cars up to 999cc 46.9p per mile 1000cc to 1199cc 52.2p per mile 1200 and above 65.0p per mile
Motorcycle Allowance up to 150cc 9.5p per mile 151 to 500cc 13.7p per mile Exceeding 500cc 18.1p per mile
April 2010 17
Day Subsistence
The amounts below are the maximum which can be claimed. Receipts should be produced for all subsistence claimed.
Eligibility is based on the time of day meals are taken and time away from home, as follows: -
Breakfast allowance - it is necessary to leave home before 7.00am for a minimum period of four hours £5.57
Lunch allowance - minimum four hours’ absence including 12 noon – 2.00pm £7.70
Tea allowance - minimum four hours’ absence Up to and including 8.30pm £3.04
Evening Meal allowance - minimum four hours’ absence returning after 8.30pm £9.54
Out of Pocket Expenses - for an overnight stay £4.89
General - Tea and evening meal allowances cannot be claimed in respect of the same evening.
Overnight Subsistence
For an absence overnight where own arrangements are to be made for accommodation, overnight subsistence may be claimed up to a maximum of:
London Rate not exceeding £91.04
Standard Rate not exceeding £79.82
These rates cover all accommodation and meals and will be reduced for any meals provided.
Receipts should be produced for all subsistence claimed.
Overnight subsistence may be appropriate for meetings with an early start and a significant travelling distance. Each case will be judged on merit. Please contact the Head of Corporate Support for guidance and to enable the authority to book accommodation to take advantage of preferential rates.
April 2010 18 SCHEDULE 4
APPROVED DUTIES
The Authority specifies as approved duties for the purpose of the payment of Travelling and Subsistence Allowance:-
1. Attendance at any meeting of the Authority or any of its Committees and Sub- Committees/Panels.
2. Attendance at any meeting of any bodies to which the Authority makes appointments or nominations, including any Committee or Sub-Committee of such a body.
3. Attendance at any other meeting
(a) the holding of which is authorised by the Authority, or any of its Committees or Sub-Committees, or by any Joint Committee (or Sub-Committee thereof) of the Authority and any other authority and
(b) which is a meeting to which Members of at least two political groups of the Council have been invited
(Without restricting the freedom to add to this list, the following meetings are approved under this category
i) Members’ tours of the Authority’s area. ii) Training sessions for the induction of Members or for the better performance of their duties and responsibilities or to enable better understanding of the Authority’s functions.)
4. Attendance at any meetings of any association of authorities of which the Authority is a member.
5. Performance of any duty in pursuance of any standing order made under section 135 of the Local Government Act 1972 requiring a Member or Members to be present while tender documents are open.
6. Performance of any duty in connection with any function of the Authority conferred by or under enactment and empowering or requiring the Authority to inspect or authorise the inspection of premises.
7. Any other duty, or class of duty, approved by the Authority for the purpose of or in connection with the discharge of the functions of the Authority or any of its Committees or Sub-Committees. For this purpose, the Chief Fire Officer or the Director of Corporate Services in either case after consultation with the Chair(man) of the Authority, may approve any duty or class of duty on behalf of the Authority.
The Scheme is to be considered for approval by the Authority on 4 June 2010 and is reviewed annually by the CFA Independent Remuneration Panel.
April 2010 19
APPENDIX 2
REPORT OF THE INDEPENDENT REMUNERATION PANEL
CLEVELAND FIRE AUTHORITY MEETING
4 JUNE 2010
1 PURPOSE OF REPORT
To present the recommendations of the Independent Remuneration Panel following a review of the Members Allowances Scheme for Cleveland Fire Authority.
2 BACKGROUND
The Fire Authority approved the current Members Allowances Scheme at its meeting on 5 June 2009. The approval included a resolution requiring the Independent Remuneration Panel to carry out a review of the scheme in 2010.
The current approved scheme continues to operate in the financial year 2010/11 until any amendments to the scheme are approved. Any approved amendments of the scheme take effect under the Regulations, from the date of approval, unless the Independent Remuneration Panel make a recommendation otherwise. The present scheme allowances were also subject to an annual increase in line with the Harmonised Index of Consumer Prices subject to a review of the appropriateness of the index by the Panel at least on a four yearly cycle.
3 APPROACH OF THE PANEL
The Treasurer provided information to the panel to facilitate their review of Members Allowances to enable them to formulate recommendations on future allowances to the Fire Authority. Included within this information was a review of the Governance arrangements and the questionnaires completed by Members of the Fire Authority on allowances.
4 BASIC ALLOWANCE
The Panel discussed at length the role, responsibility and attendance of all CFA Members under the new Governance arrangements and note was taken of the views of the Members contained with the 14 returned questionnaires. The Panel discussed this at length and felt that there had been no significant changes during the last year and given the current economic climate agreed that there would be no increase in the Basic Allowance.
5 SPECIAL RESPONSIBILITY ALLOWANCES
After debate and deliberation, the Panel confirmed its previous findings that the special responsibility allowances were appropriate for the Chair and Vice Chair of the Fire Authority. The Chairs of the Audit & Governance and Overview & Scrutiny Committees were also still appropriate. However, given the current economic climate, it was agreed that there would be no increase in the Special Responsibility Allowances.
The recommended SRAs are as follows:-
CHAIR x 4 basic allowance VICE CHAIR x 2 basic allowance OVERVIEW & SCRUTINY CHAIR x 1.25 basic allowance AUDIT & GOVERNANCE CHAIR x 1.25 basic allowance
6 RECOMMENDATIONS
6.1 The Panel recommends that there be no increase to the basic and Special Responsibility allowances:-
(i) Basic Allowance remains at £2,194/annum (ii) Audit and Governance Chair remains at £2,742/annum (iii) Overview and Scrutiny Chair remains at £2,742/annum (iv) Vice Chairman remains at £4,388/annum (v) Chairman remains at £8,776/annum
6.2 That an SRA be paid to at least one Member who is not a member of the “controlling” group to facilitate compliance with statutory requirements.
6.3 That the IRP review the Members Allowance Scheme in 12 months time or earlier if required .
MR J CAMPBELL CHAIRMAN - CFA INDEPENDENT REMUNERATION PANEL AGENDA ITEM 12.1
CLEVELAND FIRE AUTHORITY
CHAIR OF AUDIT & GOVERNANCE COMMITTEE - Title INFORMATION PACK Meeting Cleveland Fire Authority Date 4 June 2010
Report of the Chair of Audit & Governance Committee
Decision Req’d For information Delegated Powers N/A
The following reports were presented and scrutinised at the Audit & Governance Committee on the 14 May 2010:
1. Audit Commission: 1.1 Audit Progress Diane Harold (Audit Manager) and Gerry Rigg (Principal Auditor) updated Members on the progress of the external audit of Cleveland Fire Authority as at 27 April 2010. Members were informed the 2009/10 audit was currently being undertaken and the initial planning completed. Members were also informed of other matters of interest including national work undertaken by the Audit Commission, focusing in on its potential value and relevance to the Authority. 1.2 Audit Opinion Plan This plan set out the proposed audit work for the audit of financial statements 2009/10. The plan was based on the Audit Commission’s risk-based approach to audit planning and reflected: audit work specified by the Audit Commission for 2009/10 current national risks relevant to our local circumstances and our local risks 1.3 Annual Audit Fee Diane Harold outlined the proposed audit work for the 2010/11 financial year and informed Members that the total indicative fee for the audit was £69,775.
2. Organisational Performance Report 2009/10 Details of the performance of the Brigade against National and key local indicators and performance trends for 2009/10 were outlined in this report. A summary of the performance is attached at Appendix 1.
3. Area Performance Report 2009/10 This report detailed the Brigade’s performance against the two National Fire Indicators NI33-Arson Incidents and NI149-Number of primary fires and related fatalities and non-fatal casualties from April 2009 – March 2010.
4. Target Setting 2010/11 This report appraised Members on the proposed targets for National and Local Performance Indicators for 2010/11. Members noted the proposed targets for 2010/11.
CHAIR OF AUDIT & GOVERNANCE COMMITTEE - 4 June 2010 INFORMATION PACK
5. Improvement Action Plans 2009/10 Members were provided with a summary of progress against all action plans contained within the Fire and Rescue National Framework and the Integrated Risk Management Plan (IRMP) for the year 2009/10.
6. Operational Assessment Action Plan 2009/10 Members were provided with a summary of progress against actions contained within the Operational Preparedness Corporate Improvement Plan for the year 2009/10.
7. Efficiency Strategy Year 1 update Members were provided with an update on the progress against the actions identified within the Efficiency Strategy 2009/10 to 2013/14 that were scheduled to be addressed in 2009/10.
8. Review of the Effectiveness of the System of Internal Audit The Treasurer informed Members of the outcome of the review of the effectiveness of the system of Internal Audit in compliance with the Accounts and Audit Regulations (England) 2003 as amended 2006.
9. Internal Audit Outturn Report 2009/10 The Treasurer informed Members of the outcomes of audit work covering the period April 2009 to March 2010. This report provided accountability for Internal Audit Services and allowed Members to monitor the application of the delegated authority for ensuring an effective and satisfactory audit provision.
10. Review of the Authority’s Annual Governance Statement Members scrutinised and approved the 2009/10 Annual Governance Statement for inclusion in the statement of accounts.
Copies of all the above reports are published on the Brigade website and are available from the Democratic and Member Services Department [email protected] 01429 874076
COUNCILLOR BRIAN BRIGGS CHAIR – AUDIT AND GOVERNANCE COMMITTEE
2 APPENDIX 1
Detailed Performance April - March 2009/10
Organisational Performance Report April - March 2009/10 GBowman/SFerguson v1 16 Summary of indicators April - March 2009/10
% +/- against % +/- against Indicator 2008/09 2009/10 Target 2009/10 Tolerances 2008/09 Target Fire
LPI 1.1 – Deliberate Primary 693 (12.3) 577 (10.3) -17% 815 (14.5) -29% +/- 9% Fires LPI 1.2 – Deliberate Vehicle 393 (7.0) 329 (5.9) -16% 480 (8.5) -31% +/- 13% Fires LPI 1.3 – Deliberate Dwelling 96 (1.7) 72 (1.3) -25% 131 (2.3) -45% +/- 16% Fires LPI 1.4 – Deliberate 64 (1.1) 49 (0.9) -23% 56 (1.0) -13% +/- 5% Industrial/Commercial Fires LPI 1.5 – Deliberate Secondary 3,914 (69.6) 3,421 (60.9) -13% 4,688 (83.4) -27% +/- 16% Fires LPI 2.1 – Primary Fires 1,117 (198.7) 975 (173.5) -13% 1,244 (221.3) -22% +/- 9%
LPI 2.2 – Primary Fire Fatalities 3 (0.5) 5 (0.9) +67% 0 (0.0) +100% +/- 0%
LPI 2.3 – Primary Fire Injuries 39 (6.9) 22 (3.9) -44% 30 (5.3) -27% +/- 14%
LPI 3 – Total Fire Calls 5,164 (91.9) 4,499 (80.1) -13% 6,044 (107.5) -26% +/- 11% LPI 4.1 – Accidental Dwelling 215 (9.1) 204 (8.6) -5% 215 (9.1) -5% +/- 15% Fires LPI 4.2 – ADF Fatalities 2 (0.36) 4 (0.71) +100% 0 (0.00) +100% +/- 50%
LPI 4.3 – ADF Injuries 22 (3.91) 17 (3.02) -23% 17 (3.02) +0% +/- 14% LPI 4.4 – ADF’s related to 21 21 +0% - - - smoking LPI 4.5 – ADF’s related to 18 23 +28% - - - alcohol/drugs LPI 5 – ADF’s confined to room of 88.4% 86.3% -2% - - - origin LPI 6 – ADF properties receiving 39.5% 56.9% +17% - - - HFSV LPI 7 – Non Domestic Fires 138 (9.2) 88 (5.9) -36% 134 (8.9) -34% +/- 12% Community Fire Safety
LPI 8 – HFSV’s 19,958 17,851 -11% - - - LPI 9 – HFSV’s to vulnerable Awaiting Clarification from CLG regarding vulnerable people people LPI 10 – Smoke Alarms 20,186 18,055 -11% - - - Organisational Performance Report April - March 2009/10 GBowman/SFerguson v1 17 % +/- against % +/- against Indicator 2008/09 2009/10 Target 2009/10 Tolerances 2008/09 Target LPI 11 – % fires attended – no 39.3% 31.9% -7% 38.9% -7% - smoke alarm fitted LPI 12 – Fire Safety Talks at 403 1050 +161% - - - schools LPI 13 – Pupils receiving Fire 34,677 44,609 +29% - - - Safety Talks LPI 14 – Community Safety Talks 691 2553 +269% - - - LPI 15 – Persons receiving 50805 85062 +67% - - - Community Safety Talks LPI 16 – Fire Safety Inspections 2,955 2,606 -12% - - - of Ind/Com buildings LPI 17 – Heartstart take-up - 3,725 - - - -
LPI 18 – Enforcement Orders 13 18 +38% - - - False Alarms
LPI 19 – All Malicious False 447 (0.8) 304 (0.5) -32% - - +/- 10% Alarms LPI 20 – % of FAM calls attended 37.4% 40.5% +3% - - +/- 7%
LPI 21 – Non Domestic AFA 1,088 (72.6) 1,048 (69.9) -4% - - +/- 6% LPI 67 – False Alarm Good 712 809 +14% - - +/- 5% Intent Dwelling Fires Corporate Health
LPI 22 – Wholetime Sickness 7.76 7.44 -4% 7.00 +6% +/- 11%
LPI 23 – All Staff Sickness 9.07 8.08 -11% 7.00 +15% +/- 8%
LPI 24 – Corporate Sickness 15.15 10.90 -28% 7.00 +56% +/- 14% LPI 25 – Ill Health Retirements – 0.00 0.00 +0% 0.00 +0% - uniformed LPI 26 – Ill Health Retirements – 0.00 0.00 +0% 0.00 +0% - non-uniformed Equality & Diversity
LPI 27 – Equality Framework for 3 Achieving +0% -- - Local Government (EFLG) LPI 28 – % of employees with a N/A N/A - -- - disability LPI 29 – % of entrants to op’s 6.1 9.1 +49% 15.0 -39% - who are women Organisational Performance Report April - March 2009/10 GBowman/SFerguson v1 18 % +/- against % +/- against Indicator 2008/09 2009/10 Target 2009/10 Tolerances 2008/09 Target LPI 30 – % of entrants to FRS 2.0 0.0 -100% 8.6 -100% - who are BME Finance
LPI 31 – % of invoices paid in 30 98.0% 99.2% +1% - - - days Economic Cost of Fire
LPI 32 – Economic cost of fire Awaiting CLG guidance on costings
LPI 33 – Cost of Primary Fires £20,664,500 £18,037,500 -£2,627,000 - - -
LPI 34 – Cost of ADF’s £5,375,000 £5,100,000 -£275,000 -- -
LPI 35 – Cost of Deliberate fires £25,430,640 £22,068,960 -£3,361,680 - - - LPI 36 – Cost of Deliberate £8,932,770 £7,437,530 -£1,495,240 -- - Primary Fires LPI 37 – Cost of Deliberate £7,710,580 £6,739,370 -£971,210 - - - Secondary Fires LPI 38 – Cost of Malicious False £328,990 £242,310 -£86,680 -- - Alarms Health & Safety
LPI 39 – Accidents resulting in 2 7 +250% -- - injury LPI 40 – Near Misses 8 5 -38% 8 -38% -
LPI 41 – Cause for Concerns 7 12 +71% 8 +50% - LPI 42 – RIDDOR reportable 2 2 +0% - - - accidents LPI 43 – Injuries to staff 41 37 -10% 35 +6% -
LPI 44 – Violence to staff 61 30 -51% 58 -48% - Road Traffic Collisions (RTC’s) & Special Services
LPI 45 – RTC Calls 462 368 -20% -- -
LPI 46 – RTC Fatalities 8 1 -88% -- -
LPI 47 – RTC Injuries 142 98 -31% -- - LPI 48 – RTC Incidents – 76 51 -33% - - - Persons Reported
Organisational Performance Report April - March 2009/10 GBowman/SFerguson v1 19 % +/- against % +/- against Indicator 2008/09 2009/10 Target 2009/10 Tolerances 2008/09 Target
LPI 49 – Special Service Calls 1,762 1,747 -1% -- -
LPI 50 – Haz Mat incidents 193 185 -4% -- -
LPI 51 – Co-responder incidents 145 148 +2% -- - Customer Satisfaction
LPI 52 – Complaints 12 17 +42% -- +/- 17%
LPI 53 – Compliments 85 52 -39% -- -
LPI 54 – % satisfied with HFSV 100% 99% -1% -- - LPI 55 – % satisfied with Fire 99% 100% +1% -- - Safety Audit LPI 56 – % satisfied with 98% 100% +2% -- - response to fire Attendance/Response Standards
LPI 57 – % fires involving 100% 100% +0% 100% +0% - buildings receiving 2 pumps LPI 58 – 1 pump <5mins 71% 73% +2% 75% -2% -
LPI 59 – 2 pumps <8mins 87% 88% +1% 75% +13% -
LPI 60 – 1 pump <8mins 95% 96% +1% 75% +21% -
LPI 61 – 2 pumps <11mins 96% 97% +1% 75% +22% -
LPI 62 – 1 pump <10mins 87% 89% +2% 75% +14% -
LPI 63 – 2 pumps <13mins 90% 87% -3% 75% +12% -
LPI 64 – 3 pumps <10mins 90% 83% -7% 75% +8% - LPI 65 – 5 or 4 riders crewing 79.1% 87.8% +9% 75% +13% - WTL for 75% of time LPI 66 – % calls handled under 98.2% 98.2% +0% -- - two minutes Energy & Environment
LPI 68 – Electricity Meter 1,543,600 1,472,616 -5% 1,312,060 +12% - Readings per KwH LPI 69 – Gas Meter Readings per 212,960 207,702 -2% 181,016 +15% - M3
Organisational Performance Report April - March 2009/10 GBowman/SFerguson v1 20 % +/- against % +/- against Indicator 2008/09 2009/10 Target 2009/10 Tolerances 2008/09 Target LPI 70 – Watery Meter Readings 21,578 19,059 -12% 18,346 +4% - per M 3 LPI 71 – Total Metric tonnes of 2,151.2 1,870.9 -13% --- CO2 emissions from fires
Improvement on previous years figures No change on previous year Worse than previous years figures
Organisational Performance Report April - March 2009/10 GBowman/SFerguson v1 21