CLEVELAND FIRE AUTHORITY O R D I N A R Y MEETING
9 J U N E 2 0 1 7 - 11. 0 0 A M
CLEVELAND FIRE BRIGADE, TRAINING & ADMINISTRATION HUB, ENDEAVOUR HOUSE, QUEENS MEADOW BUSINESS PARK, HARTLEPOOL, TS25 5TH
MEMBERS OF CLEVELAND FIRE AUTHORITY -
HARTLEPOOL : Councillors - Rob Cook, Marjorie James, Ray Martin-Wells MIDDLESBROUGH : Councillors - Jan Brunton, Teresa Higgins, Naweed Hussain, Tom Mawston REDCAR & CLEVELAND : Councillors - Neil Bendelow, Norah Cooney, Ray Goddard, Mary Ovens STOCKTON ON TEES : Councillors - Gillian Corr, Paul Kirton, Jean O’Donnell, Mick Stoker, Bill Woodhead
A M E N D E D A G E N D A
1. APOLOGIES FOR ABSENCE
2. DECLARATIONS OF MEMBERS INTEREST
3. TO CONFIRM THE MINUTES OF:- 3.1 Executive (Appointments) Committee - 21 April 2017 3.2 Executive Committee - 12 May 2017 3.3 Audit & Governance Committee - 19 May 2017 3.4 Cleveland Fire Authority Annual Meeting – 2 June 2017
4a TO RECEIVE COMMUNICATIONS RECEIVED BY THE CHAIR
4b TO RECEIVE THE REPORT OF THE LEGAL ADVISER AND MONITORING OFFICER - Business Report 2017/18 (deferred from 02/06/17)
5. TO RECEIVE THE REPORTS OF THE CHIEF FIRE OFFICER 5.1 Annual Performance and Efficiency Report 2016/17 5.2 Strategic Planning and Community Integrated Risk Management Plan 2018/19 – 2021/22 5.3 Information Pack
6. ANY OTHER BUSINESS WHICH, IN THE OPINION OF THE CHAIR, SHOULD BE CONSIDERED AS A MATTER OF URGENCY
OFFICIAL CLEVELAND FIRE AUTHORITY O R D I N A R Y MEETING
9 J U N E 2 0 1 7 - 11.00A M
CLEVELAND FIRE BRIGADE, TRAINING & ADMINISTRATION HUB, ENDEAVOUR HOUSE, QUEENS MEADOW BUSINESS PARK, HARTLEPOOL, TS25 5TH
A M E N D E D A G E N D A
- 2 -
7. 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 paragraphs 1 and 3 of Part 1 Schedule 12A of the Local Government Act 1972 as amended by the Local Government (Access to Information) (Variation) Order 2006, namely information relating to an individual, information relating to the financial or business affairs of any particular person (including the authority) holding that information.
8. TO CONFIRM THE CONFIDENTIAL MINUTES OF COMMITTEES:- 8.1 Executive (Appointments) Committee on 21 April 2017 8.2 Executive (Disciplinary Hearing) Committee on 28 April 2017 8.3 Executive Committee on 12 May 2017
9. ANY OTHER CONFIDENTIAL BUSINESS WHICH, IN THE OPINION OF THE CHAIR, SHOULD BE CONSIDERED AS A MATTER OF URGENCY
OFFICIAL
AGENDA ITEM 3.1
C L E V E L A N D F I R E A U T H O R I T Y
MINUTES OF EXECUTIVE COMMITTEE MEETING APPOINTMENTS
21 APRIL 2017
PRESENT: CHAIR Councillor Jan Brunton – Middlesbrough Council MIDDLESBROUGH COUNCIL Councillor Tom Mawston REDCAR & CLEVELAND BOROUGH COUNCIL Councillor Mary Ovens STOCKTON ON TEES BOROUGH COUNCIL Councillors Jean O’Donnell, Mick Stoker, William Woodhead MBE AUTHORISED OFFICERS Legal Adviser & Monitoring Officer BRIGADE OFFICERS Democratic & Administration Manager
APOLOGIES: Councillor Marjorie James – Hartlepool Borough Council
118. DECLARATION OF MEMBERS INTERESTS It was noted no Declarations of Interests were submitted to the meeting.
119. 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 paragraph 1 of Part 1 Schedule 12A of the Local Government Act 1972 as amended by the Local Government (Access to Information) (Variation) Order 2006, namely information relating to any individual”
120. CONFIDENTIAL REPORT OF THE LEGAL ADVISER & MONITORING OFFICER 120.1 Appointment of Independent Persons The Legal Adviser & Monitoring Officer (LAMO) informed Members that the Localism Act 2011, requires that a relevant authority must include provision for the appointment “of at least one Independent Person” in addition to the following requirements: That the vacancy be advertised in such a manner that the Authority considers likely to bring it to the attention of the public The person has submitted an application to fill the vacancy through the Authority The person’s appointment to be approved by the majority of the Members of the Authority
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EXECUTIVE COMMITTEE 21 APRIL 2017
120.1 Appointment of Independent Persons (cont) A general prohibition upon a person being an Independent Person if they have been a Member, Co-opted Member or Officer of the Authority during the past five years
The LAMO informed Members that the appointment would be for a four year period and that applications had been received from twelve candidates from which four were short listed. He advised that one candidate had withdrawn from the process and that three were to be interviewed.
Members interviewed the three candidates, following which, two were recommended for appointment as Independent Persons by Cleveland Fire Authority at its Annual Meeting.
RECOMMENDED:- (i) That the report be noted. (ii) That the two recommended candidates be appointed as Independent Persons by the Fire Authority at its Annual Meeting for a four year term of office, commencing 1 July 2017 to 30 June 2021.
COUNCILLOR JAN BRUNTON CHAIR
OFFICIAL: EXECUTIVE COMMITTEE MINUTES – 21 APRIL 2017 2
AGENDA ITEM 3.2
C L E V E L A N D F I R E A U T H O R I T Y
MINUTES OF EXECUTIVE COMMITTEE MEETING
12 MAY 2017
PRESENT: CHAIR Councillor Jan Brunton – Middlesbrough Council HARTLEPOOL BOROUGH COUNCIL Councillor Rob Cook (substitute) MIDDLESBROUGH COUNCIL Councillor Tom Mawston STOCKTON ON TEES BOROUGH COUNCIL Councillors Jean O’Donnell, Mick Stoker, William Woodhead MBE AUTHORISED OFFICERS Chief Fire Officer, Director of Corporate Services, Legal Adviser & Monitoring Officer, Deputy Treasurer
APOLOGIES: Councillor Marjorie James – Hartlepool Borough Council Councillor Mary Oven – Redcar & Cleveland Borough Council
In accordance with Standing Order No. 35 Councillor Rob Cook substituted for Councillor Marjorie James.
124. DECLARATION OF MEMBERS INTERESTS It was noted no Declarations of Interests were submitted to the meeting.
125. MINUTES RESOLVED - that the Minutes of the Executive Committee on 10 March 2017 and the Executive (Appointments) Committee on 21 April 2017 be confirmed.
126. REPORTS OF THE CHIEF FIRE OFFICER 126.1 Fire Inspection Regime Update The Chief Fire Officer gave a presentation to Members outlining the Home Office Fire Inspectorate. This covered:
Ministerial Vision Police Effectiveness Inspection of Fire Services Is Effectiveness Transferable to Fire Current considerations Is Efficiency Transferable Current HMIC options Is Leadership Transferable HO-agreed Set of Principles Next Steps / Timeline Current Thinking – Police PEEL
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EXECUTIVE COMMITTEE 12 MAY 2017
126.1 Fire Inspection Regime Update continued The CFO noted that from a resource perspective, the Authority had lost 30% of its operational staff and 20% of its support workforce due to 44% cuts in funding. He said that the Authority knew the areas where it needed to put the extra work in leading up to inspection and would expend its limited resources accordingly.
Councillor Stoker asked if this would have an impact on the Authority delivering a Co-responder service. The CFO said the wider implication would be whether Fire and Rescue Authorities will continue delivering the Emergency Medical Response (EMR) if the FBU fails to negotiate a pay increase for firefighters delivering the service. In addition, the cost to Fire Authorities for delivering this non-statutory function is something that will need to be considered by Members if the Authority does not get commissioned to deliver the service. The CFO said that the challenge will come when the Authority is asked why it is doing something that is not statutory.
Councillor Mawston asked if Members would be given ample opportunity to consider these issues individually. The CFO confirmed that the Director of Corporate Services was currently leading a fundamental review of the Community Integrated Risk Management Plan and as part of that process the Authority would be involved in setting that direction.
Councillor O’Donnell asked whether flooding would become a statutory duty. The CFO confirmed that he supports the position that flooding should be a statutory duty and informed Members that central government grants to cover the provision of flooding services had ceased.
RESOLVED - That the presentation outlining the Fire Inspection Regime be noted.
127. LOCAL GOVERNMENT (ACCESS TO INFORMATION) (VARIATION ORDER) 2006 RESOLVED “That under Section 100(A) (4) of the Local Government Act 1972, the press and public be excluded from the meeting for the following items of business, on the grounds that it involves the likely disclosure of exempt information as defined in the paragraphs 1 & 3 of Part 1 Schedule 12A of the Local Government Act 1972 as amended by the Local Government (Access to Information) (Variation) Order 2006, namely information relating to an individual and information relating to the financial or business affairs of any particular person (including the authority holding that information).
128. CONFIDENTIAL MINUTES RESOLVED - that the Confidential Minutes of the Executive (Appointments) Committee held on 21 April 2017 and the Executive (Disciplinary Hearing) Committee held on 28 April 2017 be confirmed.
OFFICIAL: EXECUTIVE COMMITTEE MINUTES – 12 MAY 2017 2
EXECUTIVE COMMITTEE 12 MAY 2017
129. TO RECEIVE THE CONFIDENTIAL JOINT REPORT OF THE CHIEF FIRE OFFICER AND TREASURER 129.1 Asset Management Plan – Fleet Capital Spend 2017/18 The CFO informed Members of the outcomes of the procurement exercise for two fire appliances set out in the Authority’s Asset Management Plan.
COUNCILLOR JAN BRUNTON CHAIR
OFFICIAL: EXECUTIVE COMMITTEE MINUTES – 12 MAY 2017 3
AGENDA ITEM 3.3
C L E V E L A N D F I R E A U T H O R I T Y
MINUTES OF AUDIT & GOVERNANCE COMMITTEE MEETING
19 MAY 2017
PRESENT: VICE CHAIR:- Councillor Paul Kirton – Stockton on Tees Borough Council REDCAR & CLEVELAND BOROUGH COUNCIL Councillor Neil Bendelow HARTLEPOOL BOROUGH COUNCIL Councillor Rob Cook INDEPENDENT PERSONS Mr Mike Hill AUTHORISED OFFICERS Chief Fire Officer, Director of Corporate Services, Treasurer, Head of Internal Audit MAZARS Ross Woodley (Audit Manager) IN ATTENDANCE Head of Risk & Performance,
APOLOGIES Councillors Norah Cooney, Brian Dennis – Redcar & Cleveland FOR ABSENCE: Borough Council Councillor Gillian Corr – Stockton on Tees Borough Council Councillor Naweed Hussain – Middlesbrough Council Councillor Ray Martin-Wells – Hartlepool Borough Council Mr Jeff Bell – Independent Person Mr Peter Devlin – Finance and Monitoring Officer
69. DECLARATION OF MEMBERS INTERESTS It was noted no Declarations of Interest were submitted to the meeting.
70. MINUTES RESOLVED – that the Minutes of the Audit & Governance Committee held on 24 February 2016 be confirmed.
71. REPORTS OF MAZARS 71.1 Audit Progress Report The Audit Manager (AM) Ross Woodley gave a verbal update due to the restrictions around the General Election and Purdah.
Councillor Cook asked why a written report could not be circulated.
The AM replied that the direction set by Mazars Standards and Risk Department is not to comment on any policy issues which could be perceived as interfering with June’s election.
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CFA AUDIT & GOVERNANCE COMMITTEE 19.05.17
71.1 Audit Progress Report (cont.)
He informed members that last year Mazars successfully trialled the early audit timetable which will be compulsory from 2018 and that this years’ audit would start on 5 June 2017 and be substantially complete by the end of July. There are extra challenges this year in completing the time table, however Mazars are still confident they will meet the July date.
71.2 Request for Declarations The AM presented the report Request for Declarations which included:
- Questions and arrangements for preventing and detecting fraud - Questions about arrangements for complying with law and regulations - Questions about the appropriateness of the going concern assumption
RECOMMENDED - that the report be noted and responses to the questions detailed in the report be presented at the next Audit & Governance Committee meeting on 25 August 2017.
72. REPORTS OF THE CHIEF FIRE OFFICER 72.1 Annual Organisational Performance & Efficiency Report 2016/17 The Head of Risk and Performance (HoRP) outlined the performance of the Brigade for the year ending 31 March 2017.
The HoRP contextualised the area in which Cleveland Fire Authority operates and detailed the established Performance Assessment Framework which is used to assess performance in 12 key areas.
Service Demand He reported that we have responded to 10,951 incidents which is +2470 (+29%) from the previous year. This year we have attended and assisted in 2928 Emergency Medical Response (EMR) calls which equates to 27% of all incidents.
20,257 Home Fire Safety Visits (HFSV) have been undertaken (57% coverage across Teesside) which is one of the highest numbers nationally. This is a reduction of 3767 (-16%) from the previous year due to the fact we now also carry out Safe and Well Visits of which 918 have been completed.
Accidental Dwelling Fires (ADF’s) There has been an increase of 7 ADF’s compared to 2015/16, however looking at figures from 2003/4 we had 499 ADF’s, shortly after this time HFSV’s were introduced and now the figure stands at 137, a reduction of 73% which is an indication of the effectiveness of HFSV’s.
Top causes of ADF’s are 26% cooking related, 25% electrical and 20% radiated heat.
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CFA AUDIT & GOVERNANCE COMMITTEE 19.05.17
72.1 Annual Organisational Performance & Efficiency Report 2016/17 (cont.)
Deliberate Fires We have had 2704 Deliberate Fires compared to 2889 the previous year.
Deliberate primary fires account for 14% (389) of all deliberate fires. The main types being 57% vehicle fires, 16% shed/hut fires and 16% dwelling fires.
Deliberate Secondary fires account for 86% (2315) of all deliberate fires. The main types being 78% rubbish fires, 17% grassland fires and 3% outdoor structures.
Emergency Medical Response (EMR) As part of the EMR national trial we have attended 2928 incidents, 72% of which were in Redcar & Cleveland. On 93% of occasions we have attended before the ambulance and provided medical treatment to the patient.
Cleveland Fire Brigades’ average time to respond from time of call to attendance at the scene is 8-13 minutes. NEAS backup time to take over the treatment of the patient is 11-31 minutes. Without these EMR calls the average time a person would have waited for medical treatment would be 19-44 minutes.
Sickness Absence We have incurred on average 8.49 duty days sickness absence for each employee. This is a 14% (1.05 shifts) increase from the previous year.
In all staff groups we have seen an increase in level of staff sickness, Wholetime +3%, Retained +11%, Control +148% and Green Book +32%.
Main causes of sickness absence this year are Anxiety / depression 26% (1199 shifts), Lower Limb 15% (704 shifts), Upper Limb 9% (422 shifts). Sickness absence this year has cost the Brigade £877,000.
Annual Priorities These are detailed in the 2016/17 Service Plan.
The status of Annual and Corporate Priorities are: - 9 completed - 5 in progress - 2 deferred
Response Standards The response benchmarks are based on risk for fire related incidents and a blanket benchmark for RTC. Our target for all benchmarks is 75%. We significantly exceed these benchmarks in all cases. In total our overall performance averages at 96%.
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CFA AUDIT & GOVERNANCE COMMITTEE 19.05.17
72.1 Annual Organisational Performance & Efficiency Report 2016/17 (cont.)
Operational Assurance In 2015/16 there have been no inspections on the Brigade’s operational competence. However the internal self-assessment process that is adopted to ensure the front line services delivered remain effective and indicates that the external assessments conducted in 2014/15 remains valid.
Good Corporate Governance As part of governance arrangements, Mazars review the Brigades financial statements each year to ensure they show a true and fair reflection of financial position.
For the financial statements for 2015/16 Mazars came to the conclusion that they do represent a true and fair reflection and hence have issued an unqualified opinion on these financial statements
VFM: External Audit Judgement Mazars have reviewed the Brigade in terms of its Value for Money to the public and businesses of Teesside. They review against 2 criteria’s:
- The Brigades financial resilience - How the Brigade has secured economy effectiveness and efficiency in what we do
The Brigade received a positive assessment against both of these categories.
Comparison against other FRS’s We obtain comparator information from 2 main sources - Family Group - How the number of incidents we are attending compares with other Brigades - CFOA Occupational Health Group - How our sickness absence compares against other FRS
Of those areas we compare ourselves with other Brigade’s;
4 indicators remain in top quartile or have improved their quartile position: - Primary Fire Injuries - Accidental Dwelling Fires - Accidental Dwelling Fires Fatalities - Accidental Dwelling Fire Injuries
3 remain in their original quartile (quartile 2 or 3): - Primary Fires - Primary Fire Fatalities - WT Staff Sickness
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CFA AUDIT & GOVERNANCE COMMITTEE 19.05.17
72.1 Annual Organisational Performance & Efficiency Report 2016/17 (cont.)
6 have reduced their quartile position or are in the bottom quartile - Deliberate Fires - Deliberate Primary Fires - Deliberate Secondary Fires - Retained Staff Sickness - Control Sickness - Non Uniformed Staff Sickness
Customer Care 96% of responses received from the public indicate that they are satisfied / very satisfied with the services provided by the Brigade or how we have dealt with a compliant.
Councillor Bendelow referred to EMR and stated that we must have saved a lot of lives in assisting North East Ambulance Services (NEAS) with these calls.
The Chief Fire Officer (CFO) stated the best we can do is to hand the casualty over in a stable condition. If we do this we have done our job and done it well.
Councillor Cook asked if the sickness figures include both long term and short term sickness. The HoRP confirmed that the figures include both long term and short term sickness absence.
The Director of Corporate Services (DoCS) stated that even with the launch of the new Health and Wellbeing Strategy there is still no improvement with sickness levels. The DoCS is working on producing a national and local sickness absence report which compares figures with other FRS’s and other Sectors. The DoCS suggested that this be presented at the next Audit and Governance Committee.
The DoCS added that due to severe cuts, staff are taking on extra roles and additional work and this is one of the things we will be focusing on when looking at sickness levels.
The CFO stated that some causes have been because of serious illnesses and we will not end the career of someone who has a life threatening illness. When the Home Office carry out their inspections they will look in-depth at sickness levels and league tables will be produced across all FRS’s.
Mike Hill stated that what we are discussing around sickness is very relevant and should be published as it would be of interest to people nationally.
Councillor Cook asked with regards to response standards why the target is set at 75%.
The CFO replied that the Fire Authority can set these targets and that the 75% currently set is a reflection of our historic response standards.
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CFA AUDIT & GOVERNANCE COMMITTEE 19.05.17
72.1 Annual Organisational Performance & Efficiency Report 2016/17 (cont.)
Councillor Cook said if we know we are going to meet this every year shouldn’t this target be increased.
The CFO stated that last year the performance was 71% so did not meet the target.
Mike Hill stated that when members of the public call 999 all they really want to know how long the appliance will take to arrive.
The DoCS gave an update on Equality and Diversity and stated that she will be carrying out an analysis of our work profile and this will be presented at the next Audit and Governance Committee meeting.
Mike Hill stated that this is necessary and it is important that the Brigade keeps members updated with Equality and Diversity.
Combining the information presented an overall performance assessment of Good was reported. This is the same rating as previous years.
The CFO stated in relation to the risk in the community, finances have been cut, we have seen a reduction in staff and yet we still have the same level of deprivation in our communities. The CFO recognised the workforce for their work and efforts and thanked them for their contribution.
RECOMMENDED - that the report be noted
72.2 Internal Audit Report 2016/17 The DoCS summarised the progress on the recommendations contained within the Action Plans from Internal Audits carried out to date and listed the areas subject to Audit Review during the period April – June 2017.
Councillor Kirton asked was it not private and confidential with regards to tender for contracts and the amount that is bid.
The CFO replied that we must publish anything which exceeds £5000.
The Head of Internal Audit (HoIA) confirmed that this is the case and that there is a transparency code of conduct on what information has to be published.
RECOMMENDED – that the progress made to date by Brigade and Proper Officers in achieving the recommendations contained within the Internal Auditor’s Actions Plans be noted.
72.3 Performance Targets 2017/18 The CFO presented the report which highlighted:
- Two pronged approach / process - Summary of the proposed reductions
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CFA AUDIT & GOVERNANCE COMMITTEE 19.05.17
72.3 Performance Targets 2017/18 (cont.)
Each year the Brigade reviews and where necessary revises its targets in line with the Authority’s Strategic Goals and Aims with the intention of using the targets to drive continuous improvement in services. After the targets are calculated professional judgement is used to validate the targets set and to determine whether the specific target for each indicator:
- Promotes continuous improvement - Maintains performance - Is stretching but achievable
Councillor Cook asked how we compare targets against other FRS’s and are targets set nationally.
The CFO stated that there are currently no national targets.
RECOMMENDED – that Members note the targets for 2017/18 outlined in the report at Appendix 1.
73. REPORT OF THE TREASURER 73.1 Internal Audit Outturn Report 2016/17 The HoIA reported the outcomes of the audit work covering the period April 2016 to March 2017. He confirmed that the systems reviewed annually by Internal Audit have provided consistently high assurance that they are fundamentally operating as intended and that where weaknesses have been identified corrective action has been taken without delay.
RECOMMENDED – that the report be noted.
73.2 Role of Chief Finance Officer The Treasurer reported that the role of the Chief Finance Officer is designated as the Treasurer at this Authority. He stated that the Treasurer had reviewed the CIPFA statement – ‘The Role of the CFO in Public Service Organisations’ and confirmed the CFA complied with the requirements as detailed in Appendix A of the report.
RECOMMENDED – that it be noted that the CFA complies with the CIPFA requirements as detailed in Appendix A of the report.
73.3 Role of the Head of Internal Audit in Local Government The Treasurer reported that the CIPFA statement – ‘The Role of the Head of Internal Audit in Local Government’ had been reviewed by the Treasurer and confirmed that the CFA complied with the requirements as detailed in Appendix A of the report.
RECOMMENDED – that it be noted that the CFA complies with the CIPFA requirements as detailed in Appendix A of the report.
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CFA AUDIT & GOVERNANCE COMMITTEE 19.05.17
73.4 Annual Governance Statement 2016/17 The Treasurer advised Members that the CFA had a statutory responsibility to ensure that its financial management is adequate and there is a sound system of internal controls to facilitate the effective delivery of its functions, including the arrangements for the management of risk.
He advised that the Treasurer to the Authority was responsible for conducting an annual review of the effectiveness of the Annual Governance Statement, a copy of the 2016/17 Annual Governance Statement was attached to the report at Appendix 1. The Annual Governance Statement had been reviewed and all significant internal control issues identified and updated and will form part of the CFA’s 2016/17 Financial Statement. An Internal Audit Review of the Authority’s Annual Governance Statement had been undertaken and a copy of the resulting report was attached to the report at Appendix 3.
RESOLVED:- (i) that the report be noted (ii) that the 2016/17 Annual Governance Statement at Appendix 1 be approved for inclusion in the Financial Report.
COUNCILLOR PAUL KIRTON VICE CHAIR
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AGENDA ITEM 3.4
C L E V E L A N D F I R E A U T H O R I T Y
MINUTES OF ANNUAL MEETING
2 JUNE 2017
PRESENT: HARTLEPOOL BOROUGH COUNCIL Cllrs Rob Cook, Marjorie James MIDDLESBROUGH COUNCIL Cllrs Jan Brunton, Teresa Higgins, Naweed Hussain, Tom Mawston REDCAR & CLEVELAND BOROUGH COUNCIL Cllrs Neil Bendelow, Ray Goddard, Mary Ovens, STOCKTON ON TEES BOROUGH COUNCIL Cllrs Gillian Corr, Jean O’Donnell, Paul Kirton, Mick Stoker, William Woodhead AUTHORISED OFFICERS Director of Corporate Services, Legal Adviser and Monitoring Officer, Treasurer
APOLOGIES FOR Councillor Ray Martin-Wells - Hartlepool Borough Council ABSENCE: Councillor Norah Cooney - Redcar & Cleveland Borough Council
1. APPOINTMENT OF CHAIR FOR THE ENSUING YEAR The Clerk sought nominations for the position of Chair of Cleveland Fire Authority for 2017/18.
Councillor Jan Brunton was subsequently proposed and seconded with Members voting 12 votes in favour with Councillors Cook and James abstaining.
RESOLVED – that Councillor Jan Brunton be appointed Chair of Cleveland Fire Authority for 2017/18.
Councillor Brunton in the Chair
The Chair placed on record the Authority’s thanks to Councillor Brian Dennis for the commitment and support he had given during his time as a Member of Cleveland Fire Authority.
The Chair welcomed back to the Authority Councillor Ray Goddard from Redcar & Cleveland Borough Council.
2. DECLARATIONS OF MEMBERS INTEREST It was noted no Declarations of Interests were submitted to the meeting.
OFFICIAL - MINUTES 020617 CLEVELAND FIRE AUTHORITY ANNUAL MEETING – 02.06.17
3. APPOINTMENT OF VICE CHAIR FOR THE ENSUING YEAR The Chair sought nominations for the position of Vice Chair to Cleveland Fire Authority for 2017/18. Councillors Jean O’Donnell and Rob Cook were proposed and seconded. Members voted 10 in favour of Councillor O’Donnell and 3 in favour of Councillor Cook.
RESOLVED – that Councillor Jean O’Donnell be appointed as Vice Chair of Cleveland Fire Authority for 2017/18.
4. MINUTES RESOLVED – that the Minutes of the Cleveland Fire Authority meeting on 31 March 2017 be confirmed.
5. REPORT OF THE LEGAL ADVISER AND MONITORING OFFICER 5.1 Business Report 2017/18 Members agreed that the report be deferred to the 9 June 2017 meeting.
RESOLVED – that the Business Report 2017/18 be deferred to Cleveland Fire Authority Ordinary Meeting on 9 June 2017.
5.2 Appointment of Independent Persons The Legal Adviser and Monitoring Officer (LAMO) informed Members that the term of office for the current Independent Persons was due to end on 30 June 2017. He reported that following a recruitment campaign, eleven application forms were received and four candidates shortlisted for interview by the Executive (Appointments) Committee at its meeting on 21 April 2017, whereby Messrs Richard Harwood and Mike Hill were recommended for appointment as Independent Persons by the Fire Authority.
RESOLVED – that Mr Richard Harwood and Mr Michael Hill be appointed as Independent Persons to the Cleveland Fire Authority from 1 July 2017 for a four year term of office.
6. 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 paragraphs 3 of Part 1 Schedule 12A of the Local Government Act 1972 as amended by the Local Government (Access to Information) (Variation) Order 2006”, namely information relating to any financial or business affairs of any particular person (including the authority) holding that information.
7. CONFIDENTIAL MINUTES RESOLVED – that the Confidential Minutes of the Cleveland Fire Authority on 31 March 2017 be confirmed.
COUNCILLOR JAN BRUNTON CHAIR
OFFICIAL – CFA ANNUAL MEETING – 2 JUNE 2017 Page 2
AGENDA ITEM 4b DEFERRED TO 9 JUNE 2017 CLEVELAND FIRE AUTHORITY ANNUAL MEETING 2 JUNE 2017
BUSINESS REPORT 2017/18
REPORT OF THE LEGAL ADVISER AND MONITORING OFFICER
For Approval
1. PURPOSE OF REPORT
1.1 That Members consider and approve the Authority’s governance arrangements as set out in its Constitution at Appendix A.
1.2 To appoint Members to roles, committees and outside bodies as outlined at paragraph 4 and Appendix A.
2. RECOMMENDATIONS
2.1 That the Constitution as outlined at paragraph 3 and Appendix A be approved.
2.2 That Members nominate and appoint to the roles and membership of committees and outside bodies as outlined at paragraph 4.
3. CONSTITUTION
Members are requested to consider and approve the following governance arrangements as outlined within Appendix A:
3.1 Governance – Section 2 Details the Authority’s membership, committee structure and other governance information.
3.2 Terms of Reference and Delegated Powers – Section 3 Details the terms of reference and delegated powers of the Authority and its Committees.
3.3 Delegation Scheme – Section 4 The Delegation Scheme sets out the terms and limitations upon which the Authority has empowered its Authorised Officers, this includes additions in line with the requirements of the Public Service Pension Act 2013 and Regulations made thereunder.
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CLEVELAND FIRE AUTHORITY ANNUAL MEETING 2 JUNE 2017
3.0 CONSTITUTION continued
3.4 Financial Procedure Rules – Section 5 The Financial Procedure Rules also include the roles of External and Internal Audit.
3.5 Standing Orders – Section 6 Standing Orders of the Authority are divided into the following two areas:
Standing Orders in Respect of Proceedings and Business Contract Procedure Rules
3.6 Code of Corporate Governance – Section 7 The Code of Corporate Governance sets out how the Authority carries out its business in a way that demonstrates accountability, transparency, effectiveness, integrity, impartiality, inclusivity and efficiency.
3.7 Members Allowance Scheme – Section 8 The Members Allowance Scheme details the governance of the scheme.
3.8 Ethical Governance Framework – Section 9 The Audit and Governance Committee reviewed the Framework at its meeting on 24 February 2017 which included the: Anti-Fraud and Anti-Corruption Strategy Standards and Partners Member Code of Conduct Register of Members Interests Declaration of Gifts and Hospitality Hearing Procedures Complaints Procedure
3.9 Member Development Plan – Section 10 The Member Development Plan enables Members to build upon their skills and knowledge to ensure they are able to fulfil the roles and responsibilities of an Authority Member. The Strategic Corporate Objectives of the Authority and the roles and responsibilities of all Cleveland Fire Authority Members are linked and embedded into the Framework which is vision guided and value based.
3.10 Glossary – Section 11
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CLEVELAND FIRE AUTHORITY ANNUAL MEETING 2 JUNE 2017
4. NOMINATIONS 2017/18
Members are requested to nominate and appoint the membership as detailed within the report and Constitution:
4.1. APPOINTMENT OF CHAIR & VICE CHAIR
Chair 2017/18 Councillor J Brunton (appointed 2/6/17) Vice Chair 2017/18 Councillor J O’Donnell (appointed 2/6/17)
4.2. 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
AUDIT & GOVERNANCE COMMITTEE (6:2:1) Chair to be a Member from outside of the majority group No Executive to be included - Includes 2 Independent Persons in an advisory role.
HARTLEPOOL BOROUGH COUNCIL:- Councillors MIDDLESBROUGH BOROUGH COUNCIL:- Councillors REDCAR & CLEVELAND BOROUGH COUNCIL:- Councillors STOCKTON ON TEES BOROUGH COUNCIL:- Councillors
4.3. APPOINTMENT TO CFA LOCAL PENSION BOARD FIREFIGHTERS’ PENSION SCHEME
Employer Representation (CFA) Councillor
4.4 OUTSIDE BODIES
The Authority appoints on an annual basis to the following outside bodies to which they have allocated representation:-
Local Government Association Fire Commission Councillor LGA Fire Commission substitute Councillor
Safer Partnership Forums Redcar and Cleveland Community Safety Partnership Councillor Stockton Safer Partnership representative Councillor
Cleveland Fire Support Network Board Councillor
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CLEVELAND FIRE AUTHORITY ANNUAL MEETING 2 JUNE 2017
4.4. MEMBER CHAMPIONS
The following Member Champion roles link in with the Strategic Goals and aims:
Improvement and Efficiency Councillor (Financial risk and performance management) Safer Communities (Neighbourhoods, Safety, National Resilience) Councillor Professional Workforce (Health and Safety, Employee Health & Wellbeing, Councillor Culture, Learning & Development) Safeguarding Councillor
5. AUTHORITY MEMBERSHIP 2017/18
Councillor Address Tel No Party/Group
HARTLEPOOL R. Cook 7 Bellasis Grove, Hartlepool, TS27 3PL 01429 280916 Labour M. James 40 Arncliffe Gardens, Hartlepool, TS26 9JF 01429 294685 Labour R. Martin-Wells c/o Conservative Office, Hartlepool Borough Council, Hartlepool 07598 679322 Conservative
MIDDLESBROUGH J. Brunton Middlesbrough Council, PO Box 99, Middlesbrough, TS1 2QQ 01642 822193 Labour T. Higgins 3 Oakworth Green, Beechwood, Middlesbrough, TS4 3ES 01642 824135 Labour N. Hussain 36 Green Lane, Middlesbrough, TS5 7RU 01642 852225 Labour T. Mawston 28 Thurnham Grove, Marton, Middlesbrough, TS7 8PT 01642 274054 Marton Ind Group REDCAR & CLEVELAND N. Bendelow 60 Caithness Road, Teesville, Middlesbrough, TS6 0AL 07825 228005 Labour N. Cooney 3 St Andrews Road, New Marske, Redcar, TS11 8AU 01642 486368 Conservative R. Goddard 13 Hinderwell Avenue, Redcar, TS10 5EH 01642 478377 Labour M. Ovens 71 Egton Close, Redcar, TS10 4PC 01642 507104 Liberal Democrat STOCKTON G. Corr 16 Trenholme Close, Ingleby Barwick, Stockton, TS17 5AX 01642 764056 Ingleby Barwick I.S. P. Kirton 6 Newby Close, Norton, Stockton, TS20 1TS 01642 559331 Labour J. O’Donnell 11 Hollymount, Chapel Road, Billingham, Stockton, TS23 1EL 01642 559717 Labour M. Stoker 5 Hardwick Road, Billingham, Stockton, TS23 3JX 01642 371641 Labour W. Woodhead 2 Gwynn Close, Fairfield, Stockton, TS19 7LS 01642 584409 Conservative
PETER DEVLIN LEGAL ADVISER AND MONITORING OFFICER
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CLEVELAND FIRE AUTHORITY ANNUAL MEETING 2 JUNE 2017
The Business Report reflects the following Strategic Priorities & Principles
AUTHORITY’S STRATEGIC PRIORITIES
The Business Report contributes to the achievement of the following strategic goals:
Safer Communities
Organisational Excellence
CORE PRINCIPLES Extract from CIPFA/SOLACE “Delivering Good Governance in Local Government Framework 2016”
1. Behaving with integrity, demonstrating strong commitment to ethical values and respecting the rule of the law. 2. Ensuring openness and comprehensive stakeholder engagement. 3. Defining outcomes in terms of sustainable economic, social and environmental benefits. 4. Determining the interventions necessary to optimise the achievement of the intended outcomes. 5. Developing the entity’s capacity, including the capability of its leadership and the individuals within it. 6. Managing risks and performance through robust internal control and strong public financial management. 7. Implementing good practices in transparency, reporting and audit to deliver effective
accountability.
The sub Principles of good governance are detailed within the Authority’s Code of Corporate Governance
OFFICIAL - BUSINESS REPORT 2017/18 – DEFERRED TO 09/06/17 5
AGENDA ITEM 5.1 CLEVELAND FIRE AUTHORITY 9 JUNE 2017
ANNUAL PERFORMANCE AND EFFICIENCY REPORT
2016/17
RE PORT OF THE CHIEF FIRE OFFICER
For
Information
1. PURPOSE OF REPORT
1.1 To appraise Members on the Brigade’s performance, efficiency, audit outcomes and operational performance for the year ending 31 March 2017.
2. RECOMMENDATIONS
2.1 That Members note the information contained in the Annual Performance and Efficiency Report 2016/17 at Appendix 1.
3. BACKGROUND
3.1 A fundamental part of Performance Management is to demonstrate how well public bodies are performing and whether the services provided represent value for money.
3.2 The Authority has for a long time recognised and reaped the benefits of having a robust and effective performance management framework and as a result has built up comprehensive performance management and assessment arrangements that drive continued improvement in service delivery, efficiency and enhance the satisfaction of the residents and businesses of the Brigade.
4. PERFORMANCE
4.1 The attached report at Appendix 1 is the Annual Performance and Efficiency Report 2016/17 that provides Members with details of the Brigade’s performance, outcomes from audits, operational assurance, finance and efficiency for the year ending 31 March 2017.
4.2 The report provides a transparent, single view of information which allows Elected Members, Auditors and members of the public to gain assurance on the Brigade. It enables the Brigade’s senior managers and staff to be held to account in terms of the provision of effective prevention, protection and emergency response services and that the service is providing value for money.
OFFICIAL 1
CLEVELAND FIRE AUTHORITY 9 JUNE 2017
4.3 The framework that this document is based upon has been independently assessed and evaluated by our external auditors Mazars to ensure that it provides an accurate and transparent view of the organisations performance.
4.4 The appended report is structured in line with the areas detailed in the approved Performance Assessment Framework. Each section details the evidence used in assessing performance which has then been consolidated, using the criteria detailed on page 13, into an overall performance rating. The assessment areas included within the report are;
4.5 Strategic Goals and Aims (Pages 14 to 34). Details of the performance of the Corporate Suite of Indicators for 2016/17 compared to with equivalent performance for one and five years ago and against the performance targets.
4.6 Annual Priorities (Pages 35 to 37). Details progress against actions identified within the Service Plan for delivery within 2016/17.
4.7 Key Service Standards (Pages 38 to 41). Provides details performance on the adopted Emergency Response standards. The section also provides details (for information purposes) on the Brigade’s average attendance time to primary fire incidents compared to other Brigades for 2015/16 that was published by the Home Office in January 2017.
4.8 Operational Assurance (Pages 42 to 46). Assessment of the Brigade’s Operational arrangements, capabilities and effectiveness. It has been based on the available audit information. As no formal audit inspections have been completed during 2016/17 the assessment is based on historic information and progress against the improvement plan arising from the previous assessment.
4.9 Good Corporate Governance (Pages 47 to 52). This section is based on available audit information to demonstrate that the Brigade’s governance arrangements are effective. Key sources of information used for this judgement include reports received from Mazars and the Internal Audit Service.
4.10 Efficiency and VFM (Pages 53 to 58) This section is based on available financial and audit information to demonstrate that the Brigade is providing efficient and VFM services. Key sources of information are reports provided by Mazars plus comparator information published by CIPFA and the Home Office on the Brigade’s activities.
4.11 Comparison with other Fire and Rescue Services (Pages 59 to 61). A key element of the Performance Assessment Framework is to provide an assessment on how the Brigade’s performance compares with other Fire Services.
4.12 Customer Care (Pages 62 to 64). The Brigade provides a service to the public of Teesside and during the year information is collected on how people view and rate the services provided.
4.13 Using the performance criteria detailed in the report, separate performance ratings have been calculated for each assessment area. The following table details the
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CLEVELAND FIRE AUTHORITY 9 JUNE 2017
assessed performance rating for each of the assessment areas for 2016/17 and provides a comparison to 2015/16.
One assessment area has improved its performance from Performing Well to Performing Strongly and all other areas have remained the same as 2015/16.
4.14 These ratings are then combined using the criteria detailed on page 13 to 14 to show an overall performance rating of ‘GOOD’. This is the same rating as achieved in 2015/16.
4.15 This performance framework has been used to assess the Brigade’s performance for the last five years and a provide information on how the Brigade’s performance has changed overtime. Analysis of previous assessments indicates that the Brigade has maintained an overall performance rating of GOOD each year despite individual performance elements changing year to year.
IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES
OFFICIAL - ANNUAL PERFORMANCE AND EFFICIENCY REPORT 2016/17 3
Performance and Efficiency Report 2016 - 2017
OFFICIAL Contents
1 Performance Highlights 2
2 Introduction 3
3 Operating Environment 5
4 The Brigade 6
5 Risk Profile 9
6 Data Quality Statement 12
7 Organisational Performance Status 13
8 Strategic Goals & Aims 15
9 Annual Priorities 35
10 Key Service Standards 38
11 Operational Assurance 42
12 Good Corporate Governance 47
13 Value For Money 53
14 Comparison Against Other Fire & Rescue Services 58
15 Customer Care 61
16 Compliments & Complaints 62
17 Equality & Diversity Profile 64
OFFICIAL 18 Glossary Of Terms 66 1 Performance Highlights
• Lowest rate of Accidental Dwelling • One Primary Fire fatality and eight Fires (ADF) nationally; individuals killed in Road Traffic Collisions; • Zero Accidental Dwelling Fire Fatalities and 8 ADF injuries; • Increase in number of people killed in Road Traffic Collisions; • 20,257 HFSV completed and 15,933 smoke alarms fitted; • Increase in numbers of injuries in Deliberate Dwelling Fires; • 918 Safe and Well Visits conducted; • Increases in number of • 2928 Emergency Medical Response Accidental and Deliberate incidents attended, 93% of which the Dwelling Fires; Brigade arrived before a paramedic; • Increase in number of Deliberate • Fastest average response times to Primary Fires in particular those fire incidents in the country (2015/16 involving vehicles; CLG Average Response Times Sept 2015); • Increase in Staff sickness for all • Positive unqualified opinion by staff groups; External Auditors on the Financial
Statements and Value For Money • Low numbers of customer arrangements. satisfaction responses received. OFFICIAL 2 2 Introduction
This report provides details of Cleveland Fire Brigade’s performance for 2016/17.
It provides a transparent, single view of information which allows Elected Members, Auditors and members of the public to hold the Brigade’s senior managers and staff to account in terms of the performance of their Fire Brigade during 2016/17.
Cleveland Fire Authority’s vision is to continue to make a positive difference to every local citizen’s safety and quality of life and the places where they live and work. The vision is suitably ambitious and yet underpinned by principles of reality and common sense; these being to understand the needs of its diverse communities and to respond with a wide range of excellent, value for money, integrated community services.
Our Vision is…. To build a sustainable future and:
• Make a positive difference to the safety and quality of life of every local citizen; and the places they live and work
• Deliver services by people who are professional, proud and passionate
• Be nationally recognised as being high performing and innovative; and internationally renowned for being able to reduce risk in business, industry and the home
Our vision is underpinned by two strategic goals
Safer Communities & Organisational Excellence
OFFICIAL 3
Our Values
PROTECT
RESPECT
ENGAGEMENT IMPROVEMENT PRIDEDEMONSTRATE Protect - putting safety first. Protect ourselves, the community, the organisation and the environment from all avoidable harm
Respect – respect ourselves; our colleagues; our community; our heritage’ our property; our organisation and our environment
Improvement through learning - learning from our own and other’s experiences to continuously improve service delivery
Demonstrate Efficiency – doing the right things well by maximising the use of resources, being financially prudent and achieving continuous improvement
Engagement – understand and engage our communities in order to provide the most appropriate range of services to significantly contribute to improving their quality of life
OFFICIAL 4 3 Operating Environment Cleveland Fire Authority provides fire and rescue services to an area covering approximately 597 km2 and has a population of 562,080 in 249,221 dwellings. The population consists of 49% male and 51% female, with 5% of the population from black and ethnic minority communities.
Cleveland Fire Authority’s area, centred on the mouth of the River Tees, is a major production centre for the chemical industry. It has 30 ‘top tier’ and 6 ‘lower tier’ COMAH sites located within the area which equates to 12% of all national COMAH sites. These sites represent a high hazard in the local area and should serious incidents occur in such sites it would take the deployment of significant fire service resources, in terms of both equipment and people with suitable skills and abilities, to bring them to a safe conclusion.
In addition, the area has two power stations; a nuclear power station, with two nuclear reactors, and a gas power station, both producing electricity for the national grid. The Tees and Hartlepool ports handle over 50 million tonnes of cargo a year, making it one of the largest UK ports in terms of tonnage.
The decline of heavy industry in the area has led to high levels of unemployment (almost twice the national average). People living in Teesside suffer significantly higher levels of health problems and have higher rates of dependency on alcohol, drugs and tobacco. The area experiences high levels of deprivation with 38% (30) of its 79 wards falling within the worst 10% nationally. It is well recognised that, other than two Metropolitan urban areas, Cleveland has the highest levels of deprivation. As a consequence, the incidence of deliberate fires and anti- social behaviour in Cleveland is high; the area suffers from one of the highest arson rates in the country. OFFICIAL 5 4 The Brigade
The Brigade’s staff are deployed across three Directorates, these being:
. Community Protection (frontline service delivery) . Corporate Services . Technical Services
Our frontline services are co-ordinated and delivered from our community safety district based hubs and 14 strategically placed community Fire Stations.
OFFICIAL 6 Our strategy for success is based on provision of an integrated prevention, protection and emergency response service for the communities across our area.
Prevention Our prevention services are designed to reduce the likelihood of emergency incidents occurring in the first place and as such are at the heart of our strategies to keep people safe. Our prevention work takes many forms, from marketing, advice and education through to involving the community in helping to design and deliver our services. We have extensive programmes to help people understand, and consequently avoid, personal risk from fire and road collisions. We also run community programmes, such as health-promotion initiatives and self-development activities for young people.
Protection Our protection services are at the heart of improving business safety and are centred on delivering the Authority’s duty to enforce the Regulatory Reform (Fire Safety) Order 2005. Enforcing the Order ensures that business owners comply, putting appropriate measures in place to contain the effects of fire and ensuring that people can escape safely. Key aspects of our protection work involve advising businesses about their risk management responsibilities and enforcing fire safety regulations, where necessary, so that buildings are safer.
7 OFFICIAL Response Our response services focus on dealing with various emergencies such as fires in buildings, vehicles and open spaces, road traffic collisions, water rescues, hazardous material releases, explosions, structural collapse, rescue from heights and supporting other Blue Light Services.
We protect the Critical National Infrastructure and provide national resilience through our use of specialist equipment.
When emergency incidents occur, we continue to respond to them with well trained staff using modern methods, appliances and equipment.
The Brigade operates one of the most stringent and challenging emergency response standards nationally.
National Resilience The Government's aim is to reduce the risk from major emergencies so that people can go about their business freely and with the confidence that the UK is equipped to deal with major emergencies, like natural disasters or terrorist attacks. The Brigade plays an integral part in ensuring this and is 100% compliant with the Government requirements for National Resilience.
Since 2001, the Department for Communities and Local Government has invested £300m nationally through its New Dimension Programme and Fire and Resilience Programme to increase resilience, enhance capability, improve its emergency preparedness and improve efficiency in the Fire and Rescue Service. In this area we take these responsibilities seriously and maintain strong links with other category 1 responders through the Local Resilience Forum along with assets purchased through the New Dimensions programme.
OFFICIAL 8 5 Risk Profile
Changes in our environment have the potential to affect the delivery of our fire and rescue service. Whether they are related to, for example, the climate, terrorist attacks, community demographics, the law or technological developments, they all need to be continuously identified, assessed and properly managed and this is what we call risk management.
We are in the business of keeping people safe and we believe that our success is long founded on our ability to identify, assess and reduce risk. In order to assess how well we are achieving our aim of reducing the level of risk we produce risk profiles of the area on an annual basis.
We collect information on all of our incidents and actively use this together with other social and demographic information to identify those people who, and locations which, are more likely to experience a fire related incident. This enables us to ensure we are deploying our resources in the most effective way.
Through national research and our local intelligence and analysis of historic incidents we can see that people who smoke and drink are more likely to experience a fire related incident which results in an injury or a fatality. Our intelligence also indicates that areas of higher levels of deprivation are more likely to experience a fire related incident.
OFFICIAL 9 Cleveland experiences higher levels of deprivation than the rest of the Country. 30 (38%) of the 79 wards are assessed as being in the 10% most deprived wards in England and officially this is the third most deprived Fire Authority area in the country. Smoking and the influence of alcohol are major contributory factors to fires and information indicates that in Teesside there is a significantly higher proportion of people who smoke and/or binge drink than the national average. We utilise this information on an annual basis and re-assess the levels of risk of fire related incidents occurring within our communities.
Despite the factors affecting the area, our excellent prevention and protection activities are seeing a reduction in the number of primary and secondary fires year on year.
We use this risk assessment to direct the deployment of our resources in line with our balanced strategy of prevention, protection and emergency response.
The introduction of the Community Integrated Risk Management Plan 2014/18 on 1st April 2014 saw the enhancement of our risk assessment process and the introduction of two risk assessments for the area, one that directs our Prevention and Protection activities and the other which deals with incidents using our Emergency Response strategy.
OFFICIAL 10 Low Risk Community Risk Assessment
Medium Risk Our Community Risk Assessment process takes into High Risk account our historic incident profile as well as social and lifestyle factors (rented accommodation, lone pensioners, deprivation , smoking and binge drinking ) in order to assess where we anticipate fire incidents may occur and which particular groups of individuals may be at risk of such incidents thus allowing the effective targeting of resources to reduce the risk.
This allows us to target prevention and protection services in these areas to minimise the risk of such incidents occurring.
Low Risk Emergency Response Risk Assessment Medium Risk We are pragmatic enough to realise that human beings High Risk are unpredictable in their actions and as all contributory factors cannot be eliminated we have an emergency response strategy supported by an appropriate risk assessment to deal with emergency incidents that do occur.
This has enabled our emergency response resources to be deployed against actual risk (service demand) as opposed to potential risk (Community Risk Assessment).
OFFICIAL 11 6 Data Quality Statement
We are satisfied that any information and assessments included in this report are in all respects accurate and complete. No significant data quality issues have been identified during the preparation of this report by the Risk and Performance Team nor have any been brought to the team’s attention.
Whilst we have not validated every item of information within the report we are confident, from our knowledge of relevant systems and processes, that the information produced has been done in accordance with approved statutory and local guidance. No issues on data quality have been identified in any internal or external assessment conducted on the Brigade. The internal audit annual assurance statement on the Brigade’s system of management controls has not identified any weaknesses with the systems and processes .
Our commitment to high quality data is driven by our Data Quality Policy and Strategy supported by a robust delivery plan to ensure continued improvements in the data quality arrangements. This quality assurance framework underpins the Brigade’s Integrated Strategic, Business and Financial Planning Cycle.
Our embedded approach to the principles of accurate data collection, collation, recording, analysis and reporting of information across the organisation, to partners and the public, enable increased levels of confidence in the quality of information produced. In all cases, whatever the source of information, the most up to date information that is available is used within our reports. Information and data sharing agreements and protocols have been formally established where data is shared between partners.
We continually work to further improve the quality of our data through internal reviews of management information systems, processes and procedures . Staff understanding and adherence to appropriate data quality standards are continually monitored to ensure current high standards are maintained and are not the sole responsibility of the Risk and Performance Team.
In 2016/17 there were 10,881 incidents, 100% of which have been quality assured and published with the Home Office.
OFFICIAL 12 7 Organisational Performance Status
Each year we self-assess the achievement of outcomes to ensure that we are constantly aware of our organisational performance status. This serves as our organisational health check.
We look at evidence to show how we have performed when compared to previous years, the last five years, how we have performed against what we aimed to do and how we compare with other fire and rescue services.
We use simple scoring mechanisms when undertaking the self-assessment and the results of these give us one of the following ratings for each outcome;
4: Performing Strongly 3: Performing Well 2: Adequate Performance 1: Inadequate Performance Well above minimum Consistently above At only minimum Below minimum requirements minimum requirements requirements requirements
From the assessment of the outcomes and using the following criteria we can produce an overall performance assessment for the Brigade;
Excellent Good Average Poor
At least five 4’s, no 2’s At least five 3’s, no more At least seven 3’s, no 1’s Any other combination or 1’s than three 1’s
OFFICIAL 13 Organisational Performance 2016/17
The organisational Performance is measured against eight key areas. The summary picture of our performance in 2016/17 against these key areas is set out below.
Click to go to the relevant section of the report. To return to this page click Strategic Goals and Aims 3: Performing Well
Annual Priorities 4: Performing Strongly
Key Service Standards 3: Performing Well
Operational Assurance 4: Performing Strongly
Good Corporate Governance 4: Performing Strongly
Value For Money (VFM) 4: Performing Strongly
Comparison against other Fire & 2: Adequate Performance Rescue Services
Customer Care 4: Performing Strongly
Performance in 2016/17 assessed as
Good 14 OFFICIAL Summary Service Demand and Activity 1st April 2016 to 31st March 2017
Response Number of Incidents by Group as at 31st March 2017
In 2016/17 there have been 10,951 incidents, EMR an increase of 2,470 (29%). The Brigade has 12000 attended a total of 2,928 EMR incidents Primary Fires (inc 2928 Chimney Fires) which equates to 27% of all incidents. 10000 92 Secondary Fires 680 The breakdown of the main groups of 8000 734 incidents are shown in the chart (right). Special Services 3036 6000 2732 exc EMR When the EMR incidents are excluded there False Alarms 1381 have been 8,023 incidents, a decrease of 4000 1276 366 (4.4%) compared to financial year Out of Area 2015/16. 2000 3202 3211 90 70 0 Q4 2015/16 Q4 2016/17 Prevention No Visits Coverage There have been 20,257 Home Fire Safety April -Mar 2016/17 Visits completed during the period fitting Hartlepool 3,310 53.7% 15,933 smoke alarms. Of these the Brigade conducted 918 Safe And Well visits. Middlesbrough 4,659 65.3%
Breakdown of number of HFSV and Redcar & Cleveland 5,230 57.5% coverage by district is shown in the table Stockton 7,058 53.5% (right). Total 20,257 57.0%
Protection
1319 Inspections of industrial and commercial premises have been completed during 2016/17. OFFICIAL 15 8 Strategic Goals (corporate performance indicators)
The Community Integrated Risk Management Plan 2014 to 2018 identifies two strategic goals supported by eight strategic aims.
The two strategic goals are; Safer Communities Organisational Excellence
By measuring progress against the underpinning strategic aims, we can assess whether or not we are achieving our strategic goals.
A suite of corporate performance indicators have been developed to assist in measuring our progress against these aims. Our assessment methodology for this section uses the following two stage process.
Stage 1: Each indicator identified in each Strategic Aim is given a score using the following process;
4: More than 10% better 3: Between 0% and 9.9% 2: Between 0% and 9.9% 1: More than 10% worse than previous year better than previous year worse than previous year than previous year
Stage 2: An average score for the indicators in each Strategic Aim is applied using the following scoring;
4: More than 10% better 3: Between 0% and 9.9% 2: Between 0% and 9.9% 1: More than 10% worse than previous year better than previous year worse than previous year than previous year
More than 3.50 average Between 2.50 and 3.49 Between 1.51 and 2.49 Less than 1.50 average indicator score average indicator score average indicator score indicator score
OFFICIAL 16 High Level Summary of Strategic Goals and Aims (corporate performance indicators) Below is a summary of our performance in 2016/17 against our eight strategic aims. The subsequent pages illustrate how we performed against the corporate performance indicators for each of the strategic aims.
Compared to 2011/12 Strategic Aim Compared to 2015/16 (Direction of Travel)
Improve Home Safety Performing Adequately Performing Strongly
Improve Business Safety Performing Strongly Performing Strongly
Improve Road Safety Performing Well Performing Strongly
Improve Neighbourhood Safety Performing Well Performing Well
Safer Communities Safer Support National Resilience Performing Strongly No Judgement Available
Improve Social Care Performing Strongly No Judgement Available
High Performing Continually Improving & Efficient Performing Well Performing Well
Provide a Professional Workforce Performing Adequately Performing Adequately
Excellence Organisational Organisational
Performance in 2016/17 Our direction of Travel assessed as Performance is assessed
Performing Well Performing Well
OFFICIAL 17 Safer Communities 1.1 Improve Home Safety
Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
Accidental Dwelling Fire -100% -100% 1 0 0 0% Fatalities (-1) (-2)
Deliberate Dwelling Fire -100% 0 0 0% 0 0% Fatalities (-2)
Accidental Dwelling Fire +14% -50% +14% 7 8 7 Injuries (+1) (-8) (+1)
Deliberate Dwelling Fire +200% -14% 2 6 - - Injuries (+4) (-1)
+5% -29% +5% Accidental Dwelling Fires 130 137 130 (+7) (-55) (+7)
-27% +15% +42% Deliberate Dwelling Fires 53 61 (-22) 43 (+8) (+18)
Compared to the 2011/12 Compared to Previous Year (direction of travel)
Performing Adequately Performing Strongly
OFFICIAL 18
1.2 Improve Business Safety
Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
Industrial and Commercial 0 0 0% 0% 0 0% Fire Fatalities
Industrial and Commercial -100% -100% 1 0 - - Fire Injuries (-1) (-2)
Industrial and Commercial -19% -30% -16% 67 54 64 Fires (-13) (-23) (-10)
Compared to the 2011/12 Compared to the previous year (direction of travel)
Performing Strongly Performing Strongly
OFFICIAL 19
1.3 Improve Road Safety
Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
People Killed in Road Traffic +33% -33% 6 8 - - Collisions (+2) (-4)
People Seriously Injured in -21% 198 156 0% - - Road Traffic Collisions (-42)
People Suffering Slight Injuries -20% -30% 1076 865 - - From Road Traffic Collisions (-211) (-371)
Compared to the 2011/12 Compared to the previous year (direction of travel)
Performing Well Performing Strongly
OFFICIAL 20 1.4 Improve Neighbourhood Safety
Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
-83% +100% Primary Fire Fatalities 1 1 0% 0 (-5) (+1)
-22% -52% -22% Primary Fire Injuries 18 14 18 (-4) (-15) (-4)
-8% -36% -6% Accidental Fires 827 762 812 (-65) (-421) (-50)
-6% -11% -3% Deliberate Fires 2889 2704 2775 (-185) (-350) (-71)
Anti-Social Behaviour +0.1% -12% 42301 42347 - - Incidents (+46) -(6022)
Road Traffic Collisions -19% +3% 410 333 - - Attended (-77) (+11)
Hazardous Spills and Leaks +6% +1% 140 148 - - (not RTC) Incidents (+8) (+1)
+3% +46% Flooding Incidents 58 60 - - (+2) (+19)
+28% +18% Effecting Entry/Exits Incidents 89 114 - - (+25) (+17)
OFFICIAL 21 Direction Direction Direction of travel of travel Target of travel Outcome 2015/16 2016/17 from from 2016/17 from 2015/16 2011/12 target
Other Rescue/Release of +1% -12% 91 92 - - Persons Incidents (+1) (-12)
-10% -6% +2% False Alarms – Malicious 142 128 125 (-14) (-8) (+3)
False Alarms – Malicious % 63% 66% +3% +38% - - Attended
Automatic Fire Alarms in Non +8% +1% +11% 817 885 796 Domestic Properties (+68) (+7) (+89)
Compared to the 2011/12 Compared to the previous year (direction of travel)
Performing Well Performing Well
OFFICIAL 22 1.5 Support National Resilience
The National Resilience Assurance Team (NRAT) developed a new audit process and visited the Brigade during August 2014 to undertake an audit and review.
In 2016/17 no further inspection has been undertaken by NRAT. Our internal self assessment process, which was confirmed as being accurate within the Operational Assessment, confirms that the Brigade maintains its Operational Assurance in line with the NRAT assessment criteria.
Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
Achieved No Achieve NRAT Assessment Assured Operational Assessment in NA Operational Assurance 2016/17 Assurance
Of 41 elements assessed as part of this audit all received a positive conformity rating from NRAT.
Compared to the 2011/12 Compared to the previous year (direction of travel)
Performing Strongly Not Assessed in 2011/12
OFFICIAL 23
1.6 Improve Social Care
A number of children and young people engage with the Brigade, completing courses they have commenced, however the course does not always have a recognised qualification attached. The figures recorded within the table reflect only those children and young people engaging in courses which do attract recognised qualifications.
Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
Percentage of CYP who we have engaged with who Positive completed the course they 60% 81% +21% NA Annual +21% commenced and gained a 32/50 35/43 Change recognized qualification as a result
The Brigade is reviewing the indicators assigned to this strategic aim with the view of introducing additional indicators that will reflect new areas of service delivery currently being introduced.
Compared to the 2011/12 Compared to the previous year (direction of travel)
Performing Strongly Not Assessed in 2011/12
OFFICIAL 24 Organisational Excellence 2.1 Be high performing, continually improving and efficient
Outcome 2016/17
Percentage of Strategic Aims Assessed as 38% (3 strategic aims performing strongly) Performing Strongly Percentage of Annual Priorities 9/14 Actions Complete (64%) Completed
Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target Fire Incidents in High Risk Wards
1st Pump attendance in 5 71% 86% +15% +13% 75% +11% minutes
2nd Pump attendance 94% 100% +6% +11% 75% +25% in 8 minutes
3rd Pump attendance in 10 minutes 100% 100% 0% +14% 75% +25% (Persons Reported) Fire Incidents in Medium Risk Wards
1st Pump attendance in 8 98% 98% 0% +3% 75% +23% minutes
2nd Pump attendance 96% 95% -1% +2% 75% +20% in 11 minutes
OFFICIAL 25 Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target Fire Incidents in Low Risk Wards
1st Pump attendance in 10 97% 97% 0% +3% 75% +22% minutes
2nd Pump attendance 96% 96% 0% -2% 75% +21% in 13 minutes
Emergency response Service Industrial Fires Staged -56% -56% 9 4 - - Response 3, 5 and 10 Pump (-5) (-5) Incidents Emergency Response to Road Traffic Collisions 1st Pump 85% 85% 0% - 75% +10% attendance 8 Minutes
Percentage of calls handled 91.4% 92.4% +1% - 98% -5.6% under two minutes by Control
Percentage of Whole-time appliances not meeting 2.22% 1.48% -0.74% - 0% +1.48% “Book Mobile” threshold of 2 minutes Percentage of Retained appliances not meeting 25.22% 20.34% -4.88% - 0% +20.34% “Book Mobile” threshold of 5 minutes
OFFICIAL 26 Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
Operational Assessment: Community Risk Advanced Advanced Management
Operational Assessment: Advanced Advanced Prevention
Operational Assessment: Established Advanced Protection No Official reassessment Operational Assessment: Established completed Advanced Response in 2016/17 – our internal self Operational Assessment: Advanced assessment Advanced Health and Safety indicates no change to the 2015/16 Operational Assessment: Advanced assessment Advanced Training & Development
Operational Assessment: Established Call Management & Advanced
Incident Support
Achieved Achieve NRAT Operational NA Operational Assessment Assured Assurance Assurance
OFFICIAL 27 Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
Weaknesses identified in annual internal audit None None None judgement in internal control system
Category 1 recommendations None None None in internal audit inspections
Assessment against Equality Positive - - - - Inspection - Framework Outcome
Positive No No Positive RIPA Judgement Assessment - - Assessment Judgement 2015/16 2016/17
Achieve BSI Business Continuity - - - - - standard
Public Contracts Regulations 2015: Percentage of Invoices 97.0% 97.1% +0.1% NA 95% +2.1% paid within 30 days
Public Contracts Regulations 2015: Interest paid due to late £0 £0 NA £0 payment of invoices
OFFICIAL 28 Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
CIPFA/ ALARM Risk Management Benchmarking Embedded Driving Driving NA and Assessment (Leadership and Integrated Management)
CIPFA/ ALARM Risk Embedded Management Benchmarking Driving Driving NA and Assessment (Policy & Strategy) Integrated
CIPFA/ ALARM Risk Embedded Embedded Embedded Management Benchmarking and and NA and Assessment (People) Integrated Integrated Integrated
CIPFA/ ALARM Risk Management Benchmarking Embedded Embedded and Driving NA and Assessment (Partnership and Integrated Integrated Resources) CIPFA/ ALARM Risk Embedded Embedded Management Benchmarking and Driving NA and Assessment (Processes) Integrated Integrated CIPFA/ ALARM Risk Management Benchmarking Embedded Embedded Working and NA and Assessment (Risk Handling and Integrated Integrated Assurance) CIPFA/ ALARM Risk Management Benchmarking Embedded Driving Driving NA and Assessment (Outcomes and Integrated Delivery)
OFFICIAL 29 Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
External Auditor’s Judgement Positive Positive Positive Judgement Judgement Judgement
Level of Efficiencies 100% 100% 100% (% of Target)
Cost of Fire on Teesside £20,093,400 £21,075,800 +5% -17% - - Economy (+£982,400) (-£4,366,200)
Automatic Fire Alarms in Non +8% +1% +11% 817 885 796 Domestic properties (+68) (+7) (+89)
-10% -6% +2% False Alarms - Malicious 142 128 125 (-14) (-8) (+3)
False Alarms – Malicious % 63% 66% +3% +38% - - Attended
OFFICIAL 30 Outcome 2016/17
Percentage of Corporate Targets Achieved 61% (40 out of 66)
Percentage of Corporate Performance Indicators 46% (39 out of 85) performing strongly compared to previous year
Percentage of indicators where we have improved quartile 31% position or remain in top quartile against other FRS’s in our Family Group (4 out of 13)
Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
Reduction in Percentage of Wards 1% 1% 0% -46% High risk 0% categorised as High Risk (1/79) (1/79) Wards
Percentage of people satisfied Positive 100% 100% with the way the Brigade dealt 0% - Annual (1/1) (2/2) with a complaint Change
Positive Percentage of people satisfied 100% 96% -4% +8% Annual with the service they received (34/34) (22/23) Change
Compared to the 2011/12 Compared to the previous year (direction of travel) Performing Well Performing Well
OFFICIAL 31
2.2 Provide a Professional Workforce
Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
-59% -50% Accidents: resulting in injury 22 9 - 18 (-13) (-13)
Accidents: resulting in +200% +500% damage to equipment or 2 6 - 1 (+4) (+5) property
+27% +111% +36% Near Misses 15 19 14 (+4) (+10) (+5)
-5% +95% Cause for Concerns* 41 39 - - (-2) (+19)
-83% +100% RIDDOR Reportable Accidents 6 1 - 0 (-5) (+1)
+17% +58% Vehicle Incident Reports 35 41 - 26 (+6) (+15)
+11% +15% +15% Violence to Staff Incidents 28 31 27 (+3) (+4) (+4)
+14% +36% +53% All Staff Sickness 7.44 8.49 5.56 (+1.05) (+2.23) (+2.93)
*Increase = Positive Performance
OFFICIAL 32 Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
Ill Health Retirements +100% +100% +100% Operational Staff 0 1 0 (+1) (+1) (+1) (Grey Book) Ill Health Retirements -100% -100% -100% Corporate Staff 1 0 0 (-1) (-1) (-1) (Green Book)
Staff Training
Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
% Operational personal Positive assessed competent in risk 84.8% 83.1% -1.7% - Annual critical areas (aligned to Change ‘VOC’ themes)
Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
-50% Discipline Cases 16 8 - - - (-8)
0% Number of Grievances 1 1 - - -
OFFICIAL 33 Direction of Direction of Direction of Target Outcome 2015/16 2016/17 travel from travel from travel from 2016/17 2015/16 2011/12 target
+22% +27% Complaints Received 23 28 - - (+5) (+6)
Positive Percentage of people satisfied 100% 96% -4% +8% Annual with the service they received (34/34) (22/23) Change
Percentage of people satisfied Positive 100% 100% with the way the Brigade dealt 0% - Annual (1/1) (2/2) with a complaint Change
Compared to the 2011/12 Compared to the previous year (direction of travel) Performing Adequately Performing Adequately
OFFICIAL 34 9 Annual Priorities Our priorities 2016/17 stem from two main sources:
1. CIRMP 2014 -18 Year 3 proposals* which reflect the Authority’s current risk assessment outcomes, the outcomes from the CIRMP consultation exercise and the medium term financial position including the use of the Authority’s reserves.
2. Corporate proposals* identified by the Brigade’s Executive Leadership Team as a result of a strategic risk assessment (the opportunities that will support, or the threats that will prevent, the achievement of the Authority’s strategic outcomes).
Scoring Methodology Each of the priorities have been monitored throughout the year and a year end status has been assigned to the priority
The priority is now no longer to be delivered in that year following in year strategic review and • Deferred planning by ELT (score 0 and priority is excluded from overall scoring).
• Incomplete / Significantly The priority will not be completed by the due date (score 1). Behind Schedule
The priority is in the progress of being delivered but there are some minor delays in its delivery. • In progress and minor (Score 2). delay
The priority is in the progress of being delivered and will be completed by the due date. • In progress and on target (Score 3).
• Complete The priority has been completed(Score 4).
An average score for all of the priorities is calculated from the individual scores assigned to each priority.
1 2 3 4 Score 1 to Score 1.51 Score 2.51 In Delivering our Annual Priorities for Score 3.5+ 1.5 to 2.50 to 3.5 2016/17 we assess ourselves as 4: Performing Strongly OFFICIAL 35 CIRMP 2014/18 Year 3 Priorities Status Update
OD12 Build a New Complex on Queens Meadow Business Park consisting of Administrative 4: Complete Headquarters, Fire Control, Learning and Development Centre and Asset Resource *
OD15: Revenue Budget 2016/17 4: Complete
ER1 Emergency Response - Industrial and Commercial strategy 4: Complete
ER3.3 Build a New Community Fire Station at Thornaby* 4: Complete
ER3.4 Build a New Community Fire Station at Grangetown* 4: Complete
ER3.5 Refurbish Stranton Community Fire Station* 3: In progress
ER3.6 Refurbish Guisborough Community Fire Station* Deferred to 2017/18
ER3.7 Refurbish Loftus Community Fire Station* Deferred to 2017/18
OFFICIAL 36 CIRMP 2014/18 Year 2 Priorities (continued) Status Update
ER6 Introduce Combined Aerial Rescue Pumps (CARPs) into the Brigade’s Fleet 3: In progress
ER7 De-staff Marine Fire Station 4: Complete
ER9 Prepare for the Introduction of On-Call Crewing Arrangements for the Second Fire 4: Complete appliance at either Thornaby, Grangetown or Redcar
Corporate Priorities Status Update
C1 Collaboration with Cleveland Police* 3: In progress
C2 North East Ambulance Service (NEAS) Partnership* 3: In progress
C3 Tees Valley Combined Authority* 4: Complete
C4 Fire as a Health Asset* 4: Complete
C5 Leadership, Culture and Valuing our Workforce* 3: In progress
OFFICIAL * Note - These priorities are longer term priorities and will take more than one year to be completed. 37 10 Key Service Standards
We aim to respond to any incident as quickly as possible. To assist in the planning of the deployment of our resources we have locally set response standards for dealing with emergency calls, how fast we get to fire related incidents within buildings and Road Traffic Collisions.
Using the approved fire risk assessment methodology we have assessed and classified wards as being either High, Medium or Low risk. These then determine what response standard the ward is aligned too. For Road Traffic Collisions we have set a blanket response standard. Our response standards are as follows:
Standard For each individual service standard the scoring Property 1st appliance 2nd appliance 3rd appliance mechanism used is: Fires High Risk F1 Ward Service Standard Service Standard Achieved Not Achieved
Medium Risk Ward To assess whether we have achieved our service 8 mins 11 mins standards the overall scoring mechanism used is:
1 2 3 4 Low Risk Ward No service 1-5 service 6-10 service All service standards standards standards standards 10 mins 13 mins achieved achieved achieved achieved
Industrial Staged Response 3, 5, 10 Appliances Incidents In Delivering our Key Service Standards in Road 1st appliance Traffic 2016/17 we assess ourselves as Collisions Performing Well 8 mins (8 out of 11 standards achieved)
OFFICIAL 38 Performance Standard Key Service Standard 2016/17 Achieved
Speed of Response
1st pump in 5 minutes to High risk wards 86% (75% of Occasions) (12/14)
2nd pump in 8 minutes to High risk wards 100% (75% of Occasions) (13/13)
3rd pump in 10 minutes to Person Reported 100% (75% of Occasions) (7/7)
1st pump in 8 minutes to Medium risk wards 98% (75% of Occasions) (969/993)
2nd pump in 11 minutes to Medium risk wards 95% (75% of Occasions) (839/884)
1st pump in 10 minutes to Low risk wards 97% (75% of Occasions) (1642/1687)
2nd pump in 13 minutes to Low risk wards 96% (75% of Occasions) (1336/1398)
1st pump in 8 minutes to Road Traffic Collisions 85% (75% of Occasions) (161/190)
OFFICIAL 39 Performance Standard Key Service Standard 2016/17 Achieved
Call Handling and Crew Mobilisation
Calls handled under 2 minutes by Control 92% (Target 98% of Occasions) (9969/10784)
Percentage of Whole Time appliances not meeting ‘Book 1.5% Mobile’ threshold within 2 minutes (180/12135)
Percentage of Retained appliances not meeting ‘Book Mobile’ 20% threshold within 5 minutes (496/2438)
Service Standard Service Standard Achieved Not Achieved
OFFICIAL 40 National Attendance Times: Comparator of Performance
One key element of our balanced strategy approach to service delivery is Emergency Response and in particular how fast we respond to emergency incidents. On an annual basis the Home Office publish details of the average response times for all Fire and Rescue Services for primary fires. The following table shows the performance of Cleveland Fire Brigade compared to the national average for 2015/16.
• In four of the categories the Brigade has the fastest response times, which is consistent with 2015/16. The final category (outdoor primary fires) the Brigade has fallen from 3rd to 4th fastest. • Nationally the average response times for 3 categories has increased. Speed of response for Dwelling Fires has improved and to Other Building Fires has remained static. • For all categories the average response time for CFB has increased when compared to the previous year.
OFFICIAL 41 11 Operational Assurance
This section provides information to the public to demonstrate that the local Fire and Rescue Services operational service delivery is efficient, effective and robust both at a local and national level.
The Operational Assurance Team and the National Resilience Assurance Team (NRAT) reviewed and assessed the Brigade during 2015/16.
In 2016/17 no further inspection was undertaken by either the Operational Assurance or NRAT.
Our internal self assessment process, which was confirmed as being accurate within the Operational Assessment, confirms that the Brigade maintains effective Operational Assurance.
Operational Assessment and National Resilience Assessment
Following our assessment we assess 1 4 ourselves as
Not Achieved Achieved Operational Operational Assurance Assurance Performing Strongly
OFFICIAL 42 Operational Assessment
In 2013 Executive Leadership Team approved the completion of the Operational Assessment, the purpose being to provide current indication of performance benchmarked against the LGA and CFOA Operational Assessment and Peer Challenge Toolkit.
This process, which has a strong operational focus, comprises a self-assessment and external peer challenge and is designed to allow a “whole system” look at how a Fire & Rescue Authority (FRA) leads, prioritises and delivers the interrelated functions of prevention, protection and response.
The following areas are covered in the review:
. Community Risk Management; . Prevention; . Protection; . Response; . Health and Safety; . Training and Development; . Call Management and Incident Support.
In 2014 the Brigade completed the process of undertaking an Operational Assessment that included the production of a self assessment by the Brigade against these criteria. The Operational Assessment report confirmed that the self assessment produced by the Brigade was a realistic evaluation of the Brigade.
During 2016/17 no further assessment has been undertaken but our internal review process, which was confirmed as being accurate in the Operational Assessment, indicates there has been no deterioration in our operational capabilities.
OFFICIAL 43 ‘ It is clear that Cleveland Fire Brigade has a track record of making a positive impact on outcomes for local people and also has opportunities to make further progress. The peer team believe that by harnessing staff enthusiasm and commitment Cleveland can embrace the future, managing the risks and challenges along the way’
Operational Assessment Fire Peer Challenge Report October 2014
As there has been no external assessment in 2016/17 the Brigade has reviewed its improvement plan and the self assessment and this indicates no change to the assessment reported in October 2014.
We currently assess our Operational Assessment as being Achieved Reasonable
Compliant Assurance? Yes
OFFICIAL 44 National Resilience
The National Resilience Assurance Team (NRAT) has been developing a new audit process and visited the Brigade during August 2014 to undertake an audit and review. Seven key areas of assessment (KAA) were inspected and feedback from the review awarded compliance:
• Prior to call preparation: Fire and Rescue Service ability to mobilise National Resilience assets to an incident.
• Mobilisation and support to the incident: FRS arrangements for managing the mobilisation of National Resilience assets and the provision of relevant information and support to responding crews.
• Command & Control: responsibilities and actions of attending personnel and the integration of National Resilience capability into planned or existing Command and Control arrangements.
• Operational Response: structures, policies and arrangements in place to allow attending crews to achieve the objectives of the incident.
• Monitoring and Review: evaluation and recording of National Resilience incidents and exercises.
• Integration of National Resilience capability: integration of National Resilience capability into planning assumptions for identified or emerging local risks.
• Multi agency integrated response: how the Fire and Rescue Service engages with other organisations and agencies to meet effective resolution to National Resilience incidents.
OFFICIAL 45 National Resilience (cont).
As there has been no external assessment in 2016/17 we have self assessed ourselves and this indicates no change to the assessment reported in October 2014.
Of the 41 elements detailed in the KAAs all 41 received a positive conformity rating from the National Resilience Assurance Team.
‘It was evident that the areas the Assurance Team were tasked to review mean that statutory duties outlined in the Fire and Rescue Services Act 2004 and the Fire and Rescue Services Emergencies (England) Order 2007 in relation to NR capability can be satisfactorily discharged by CFB.’ National Resilience Assurance Team Report of the Outcomes for Cleveland Fire Brigade 2015/16 31st October 2014
The NR team have also stated that it is the first time that any FRA has achieved conformance across all areas of audit.
We currently assess our National Resilience Assessment as being
Compliant Achieved Reasonable Assurance? Yes
46 OFFICIAL 12 Good Corporate Governance
This section provides information to the public to demonstrate that the Fire and Rescue Services corporate governance arrangements are efficient, effective and promote value for money. The judgement will be made from the following sources of information.
Internal Audit Internal Audit is prescribed by the Accounts and Audit regulations 2003 in accordance with the CIPFA Code of Practice for Internal Audit in Local Government. A risk based internal audit plan is developed in conjunction with the Authority’s Treasurer with the purpose of providing assurance that the system of internal management controls are operating effectively within the Brigade. In 2016/17 the Brigade’s internal audit function has been delivered by Hartlepool Borough Council.
External Audit External Audit is governed by the Audit Commission Act 1998 and the Accounts and Audit (England) Regulations 2011. The Audit Commission appoints a body to act as the Brigade’s External Auditors and this body is governed by the commission’s code of audit practice which prescribes the way in which auditors carry out their functions. In 2016/17 the Brigade’s external Auditor was Mazars.
Other External Assessment and Audits At various times during the year external bodies may conduct ad-hoc inspections and audits on the Brigade’s activities covering specific areas of service.
We assess ourselves as
Performing Strongly
OFFICIAL 47 Internal Audit Inspection Inspection On 10th May 2017 the Head of Audit and Governance at Hartlepool Council, our Internal Auditors issued the following CFA: Officers Expenses CFA: Payroll opinion on the Brigade’s system of Internal Control. CFA: Middlesbrough Station CFA: Stores (Procurement) ‘From the work undertaken during the year 2016/17, Internal Audit has reached the opinion that key systems are operating soundly and that there is no fundamental CFA: Stockton Station CFA: Creditor Payments breakdown in controls resulting in material discrepancy. Satisfactory arrangements were implemented to ensure the effective, CFA: Stranton Station CFA: Creditors (Contract) efficient and economic operation of Cleveland Fire Authority’s financial affairs.’ CFA: Information Systems CFA: Pensions
The table opposite details the internal audits and their associated outcomes for CFA: Attendance Management CFA: Retained Firefighter Claims the audit inspections that have been undertaken in 2016/17. CFA Budgetary Control CFA: Debtors
Achieved Satisfactory CFA Bank / Cash Reconciliation CFA: Fraud Awareness Assurance? Yes CFA: VAT National Fraud Initiative
48 OFFICIAL External Audit
To ensure transparency and accountability, an independent audit of The Financial Report is undertaken by our External Auditor (Mazars LLP) to ensure there are sound governance arrangements in place and that we are providing value for money services.
In the Annual Audit Letter presented to members of the Audit and Governance Committee, Mazars stated;
In our opinion, the information given in the Narrative Statement for the financial year for which the financial statements are prepared; • Is consistent with the financial statements;
• give a true and fair view of the financial position of Cleveland Fire Authority and its group as at 31 March 2016 and of its expenditure and income for the year then ended; and
• have been prepared properly in accordance with the CIPFA/LASAAC Code of Practice on Local Authority Accounting in the United Kingdom 2016/17
Financial Report and Mazars Annual Audit Completion Report 30th September 2016
Achieved Reasonable Assurance? Yes
OFFICIAL 49 Other External Assessment and Audits
Annual Statement of Assurance
A requirement of the National Framework for Fire and Rescue Services for England (2012) is to produce and publish an Annual Assurance Statement. The Framework specifically states:
‘FRS must provide annual assurance on financial, governance and operational matters and show how they have had due regard to the expectations set out in their integrated risk management plan and the requirements included in the Framework. To provide assurance, fire and rescue authorities must publish an Annual Statement of Assurance’.
The Annual Statement of Assurance was approved by the Executive Committee of the Fire Authority on the 25th November 2016. No issues were identified during the production of this statement.
The Annual Assurance Statement is available on our website at: www.clevelandfire.gov.uk/fire-authority/documents-publications/strategic-reports/
On 4th July the Home Secretary reported to parliament on progress Fire and Rescue Services were making in complying with the National Framework. This report stated that the Home Secretary is satisfied that each fire and rescue authority in England has:
• Complied with the publication of their Annual Statement of Assurance for 2015/16;
• Complied with the publication of their updated Integrated Risk Management Plan element;
• Complied with the National Resilience Assurance elements. Achieved Compliance with National Framework? Yes
50 OFFICIAL Public Contracts Regulations Act 2015: Payment Performance Statistics
Regulation 113 of the Public Contracts Regulations Act 2015 requires all contracting authorities to pay undisputed invoices within 30 days. When undisputed invoice payments are not paid within this 30 day period, interest becomes payable on the outstanding amount as set out in the late payment legislation.
There is a requirement under regulation 113(7) of the Public Contracts Regulations Act 2015 that from April 2016 onwards the Brigade must publicise the following information. (i) Percentage of invoices to first tier suppliers / prime contractors of invoices (not under dispute) paid within 30 days. (ii) The amount of interest paid to suppliers due to late payments . (iii) The total amount of interest that the contracting authority is liable to pay (whether or not paid) due to breach of regulation 113(reportable from April 2017).
The following table demonstrates the Brigade’s performance against this requirement for 2016/17 in advance of the statutory deadline for publication of such information.
Interest the Authority is The Amount of Interest Percentage of Valid Number of Invoices liable to pay to Suppliers actually Paid to Suppliers Year Invoices Paid within paid as a result of a breach of due to breach of 30 Days (target 95%) Regulation 113 Regulation 113
2015/16 4,690 97.00% £16,281.02 £0.00
2016/17 5,313 97.10% £14,289.26 £0.00
Compliance with Public Contracts Regulation Act Section 113? Yes
51 OFFICIAL Annual Governance Statement As part of the development of the Financial Statement for the Brigade there is a requirement for the Brigade to produce an Annual Governance Statement which provides assurance that the Brigade’s Governance Arrangements are sound and operating effectively.
In the interests of continually improving and developing governance arrangements the Brigade has developed an improvement plan. Progress against this improvement plan in 2016/17 is shown in the chart.
CIPFA/ALARM Risk Management Benchmarking Assessment
In 2016/17 we undertook a self-assessment of our Risk Management Governance Leadership and Management 5 Driving Framework. This assessment, co-ordinated by CIPFA/ALARM, was designed to Policy and Strategy 5 Driving provide assurance on our risk management arrangements and we People 4 Embedded and Integrated assessed ourselves over seven key areas : Partnership and Resources 5 Driving
Processes 5 Driving Overall Assessment Risk handling and Assurance 4 Embedded and Integrated 5 Driving Outcomes and Delivery 5 Driving
OFFICIAL 52 13 Value for Money (VFM)
'Value for money' (VFM) is a term used to assess whether or not an organisation is providing the public and businesses of Teesside with the maximum benefit from the services it provides. VFM is also often described in terms of the 'three Es'.
. Economy – the careful use of resources to save expense or time; . Efficiency - delivering the same level of service for less cost or time; . Effectiveness - delivering better services and outcomes from the use of the same level of resources or time.
We strive to be a high performing and continually improving organisation, whilst at the same time achieve value for money and thus maximise the use of the finite resources available to ourselves.
We can demonstrate that we are providing value for money services through analysis of the following areas;
. External Audit opinion of the Brigade’s VFM; . Financial Outturn; . Efficiencies; . Cost per Head of Population; . Adequacy of Reserves.
We assess ourselves as
Performing Strongly
OFFICIAL 53 External Audit: Annual Audit Opinion on VFM and Financial Resilience
External Audit is required to conclude whether the Council put in place proper arrangements for securing economy, efficiency and effectiveness in its use of resources. This is achieved by considering the Council’s arrangements against the following criteria specified by the National Audit Office.
‘In all significant respects, the audited body has proper arrangements to ensure it takes properly informed decisions and deployed resources to achieve planned and sustainable outcomes for taxpayers and local people. The assessment will be formed looking at the particular areas in particular;
Informed decision making Sustainable Resource Deployment Working with Partners and other third parties’
In February 2016 as part of the Audit Strategy Memorandum, Mazars reported to Members of the Audit and Governance Committee no significant risks relevant to the value for money conclusion were identified.
In the Audit Completion report presented to members of the Executive Committee on 30th September 2016, Mazars stated;
“We have planned and undertaken our work in accordance with the Code of Audit practice as issued by the National Audit Office and had regard to relevant guidance. Based on our risk assessment, we undertook such work as we considered necessary to form a view on whether, in all significant respects, the Authority had put in place proper arrangements to secure economy, efficiency and effectiveness of its resources.
On the basis of our work having regard to the guidance on the specified criterion published by the National Audit Office, we are satisfied that in all significant respects, Cleveland Fire Authority put in place proper arrangements to secure the economy, efficiency and effectiveness in its use of resources for the year ending 31/3/2016.”
Financial Report and Mazars Annual Audit Completion Report 30th September 2016
Achieved VfM and Have Financial Resilience? Yes
OFFICIAL 54 Financial Outturn 2016/17 The Authority’s total net revenue budget for 2015/16 was £26.291m; which equates to £456.77 per person in the Teesside area.
The following table provides an overview of the outturn of the Brigade in 2016/17, shown by the types of services provided.
Budget Outturn Variance £000 £000 £000
Community Fire Safety 2,588 2’578 -10
Firefighting and Rescue Operations 17,507 17’597 +90
Management and Support Services 7,438 7’172 -266
Corporate Expenses 201 193 -8
Gross expenditure 27,734 27’540 -194
Income & Reserves 1,443 1’722 -279
Net expenditure 26,291 25’818 -473
Brigade’s outturn within budget for 2016/17? Yes
OFFICIAL 55 2016/17 Efficiencies
The Authority’s Efficiency Policy and its Community Integrated Risk Management Plan drives a focused robust approach to the delivery of efficiencies through various service transformation programmes.
The on-going programme of efficiencies around a number of themed work streams prevalent to 2016/17 and which have contributed to the current and future levels of efficiencies include:
Organisational Structure – vacancy management;
Reconfiguration of Front Line Service Delivery arrangements;
Strategic Asset Management : Estates Rebuild Program and Brigade Fleet.
Met efficiency target of £1.125m ? Yes : Achieved £1.125m
OFFICIAL 56 Cost per Head of Population At face value this cost per person appears high when compared to other Fire and Rescue Authorities but this comparison is disingenuous as it does not take account of the local context and circumstances of individual Fire Authorities. Cleveland’s operating environment is challenging, complex and unique. By taking the local circumstances into account, notably the high risk industry in the area and the substantially high levels of deprivation the area suffers, we can determine that
‘Cleveland Fire Authority is average cost after taking account of the local context.’
Reserves It is always good practice to ensure availability of reserves, either earmarked (intended purpose) or un-earmarked (no specific purpose). The Local Government Act 2003 requires the CFA to consider the proposed level of reserves and the advice of the Treasurer on the level of reserves.
Every year, as part of our financial planning arrangements, we produce a risk assessment on those things that may occur which will impact on our financial position, such as industrial action, pay increases, fire-fighter pensions and Council Tax capping. These are maintained within our Medium Term Financial Plan and from this information we make an estimate of the level of reserves we are likely to need.
In February 2017 the Treasurer commented that:
‘Reserves will reduce from £14.113m at 31st March 2017 to £3.872m at 31st March 2019, which reflects: • Use of the Capital Reserve to fund the Asset Management Plan; and • Use of the CIRMP Implementation Reserves to support the revenue budget in 2017/18 and 2018/19.
An annual review of reserves has been completed to ensure the Authority retains adequate reserves to fund approved capital commitments and to manage financial risks. ‘ CFA Medium Term Financial Strategy 2017/18 – 2019/20 & Council Tax Setting 17thFebruary 2017 OFFICIAL 57 14 Comparison against other Fire & Rescue Services Whilst aiming to continually improve we also want to be the best in all our benchmarked indicators. So we can self-assess ourselves we have used the following parameters:
• Improve quartile position or remain in top quartile against other FRS’s in our Family Group* in all benchmarked indicators. • Improve quartile position or remain in top quartile against other FRS’s relating to sickness absence** in all benchmarked indicators.
Family Group Family Group 4 consists of 18 Fire Brigades* that benchmark performance information on a quarterly basis against an approved set of performance indicators. The Group meets twice a year to share best practice and how reductions have been made against those relevant indicators.
Occupational Health Group In addition to the benchmarking work provided by Family Group, Cleveland Fire Brigade leads an Occupational Health Group. As part of this work the Brigade produces a sickness absence benchmarking report on a quarterly basis which allows comparison on levels of sickness under key indicators to be undertaken. There is currently in excess of 30 Brigade’s who participate within this benchmarking.
The scoring mechanism used is:
4 3 2 1
Between 76 and 100% Between 51 and 75% Between 26 and 50% Between 0 and 25%
* Family Group 4 consists of the following Fire Brigades: We assess ourselves as Avon, Cheshire, Cleveland, Derbyshire, Essex, Hampshire, Hereford & Worcester, Hertfordshire, Humberside, Kent, Lancashire, Leicestershire, Lincolnshire, Nottinghamshire, * Surrey, Staffordshire, South Wales and Northern Ireland. Adequate Performance ** Source: National Fire and Rescue Service Occupational Health Report 3rd Quarter 2016/17 (See report for membership) *Assessment based on data for period 1st April to 31st December OFFICIAL 58 Safer Communities
Quartile Position Quartile Position Improved / Indicator Benchmark Group Benchmark Group Retained Top 2015/16 2016/17 Quartile? Bottom Deliberate Fires Bottom (18th out of 18)
Bottom Deliberate Primary Fires Bottom (17th out of 18)
Bottom Deliberate Secondary Fires Bottom (18th out of 18)
2nd Quartile Primary Fires 2nd Quartile (8th out of 18)
2nd Quartile Primary Fire Fatalities 2nd Quartile (=8th out of 18)
Top Primary Fire Injuries 2nd Quartile (2nd out of 18)
Top Accidental Dwelling Fires Top (1st out of 18)
Top Accidental Dwelling Fire Fatalities 2nd Quartile (=1st out of 18)
Top Accidental Dwelling Fire Injuries Top (1st out of 18)
Note: Brigade’s position compared to comparator Brigades shown in brackets
OFFICIAL 59 Organisational Excellence
Quartile Position Quartile Position Improved / Indicator Benchmark Group Benchmark Group Retained Top 2015/16 2016/17 Quartile?
3rd Quartile Wholetime Firefighter Sickness 3rd Quartile (20th out of 32)
2nd Quartile Retained Staff Sickness Top (8th out of 18)
2nd Quartile Fire Control Staff Sickness Top (14th out of 28)
Bottom Non Uniformed Staff Sickness 2nd Quartile (31st out of 32)
Quartile Position Indicator Benchmark Group 2016/17
Percentage of Indicators with an 31% Improve quartile position or they remain (4 out of 13) in top quartile compared to other FRS’s
OFFICIAL 60 15 Customer Care Through community engagement we are better able to target our services to what people want and need, improve the take up and delivery of our services, prioritise our services to make better use of limited resources and improve public confidence and satisfaction.
We pride ourselves on the quality of services we provide and are a learning organisation to continually drive the quality of our services.
We monitor customer satisfaction in the following ways: complaints/ compliments, satisfaction surveys such as percentage of people satisfied with our HFSV’s, Fire Safety Audits and the overall service provided by Cleveland Fire Brigade following a fire in the home.
The scoring mechanism used is:
4 3 2 1
95-100% Satisfaction 85-94% Satisfaction 70-84% Satisfaction <70% Satisfaction
Performance Outcome Customer Satisfaction 2016/17
Percentage of People satisfied with the service they received / 96% 4: Performing Strongly the way the Brigade dealt with a complaint
People satisfied with the service they received 22 out of 23 surveys indicate satisfaction
2 out of 2 complaint surveys indicate People satisfied with the way the Brigade dealt with a complaint satisfaction
OFFICIAL 61 16 Compliments and Complaints
Cleveland Fire Brigade is committed to providing a professional and efficient service that is valued by the community it serves. We welcome comments on how we provide this service whether that involves congratulations, criticism or constructive suggestions. All comments received will be used in a positive way to contribute to the formulation of policy and service improvement. A printable policy has been produced to help you if you wish to complain or give a compliment about our service.
You can download the policy for Compliments and Complaints at: http://www.clevelandfire.gov.uk/about/our-policies-procedures/
If you wish to make a compliment or complaint you can do so in the following ways:
. In person at any Cleveland Fire Brigade establishment
. By telephone (01429) 872311
. In writing to the Risk & Performance Department at the Training and Administration Hub or any Cleveland Fire Brigade establishment If you would like to see the key performance in your ward or district please go to: . By email to [email protected] http://www.clevelandfire.gov.uk/ourperformanc e/1.htm . Or complete our online form using the link below: Or click on ‘Our Performance’ on the Brigade http://www.clevelandfire.gov.uk/compliments-complaints/ Home Page: http://www.clevelandfire.gov.uk/
OFFICIAL Compliments From Our Customers
I would like to thank you guys for helping out in a time of The family and carer of 15yr old Down need. I was left without heating & hot water for days until the Syndrome Jack Lee, wish to relay a BIG Citizens Advice made a call for me. I had an almost immediate thank you to the crew who were at response, & within an hour or so, two of your finest arrived Morrisons Ormesby Middlesbrough on with 2 really good heaters & a large thermal blanket, for Saturday 10th September at approx. which me and my little boy are so very grateful. They also 1130hrs. Jack loves fire engines and the gave me a safety check while there were here and lots of good firefighters offered to show him the fire advice. Thank you for your help! engine, putting blue lights and siren on, much to his delight. Jack was on a high all day and talked of his experience all weekend much to the families delight. Gentleman left flat chasing support worker They wish to say the whole family were and left pan and cat in flat and locked overjoyed with the firefighters for making himself out. We extend his thanks to the Jack so happy and for the time and crews who attended. patience with their child. Mr Sniff
My dad had a stroke last Monday and because the ambulance could not get to John rang to pass on his him quickly the fire brigade attended. My dad is doing well and slowly thanks for the Brigade’s recovering in hospital thanks to your guys quick response and kind words. My assistance at house fire – Mr dad is 72 and my mum 70 they have been married for 52 years and they were Stewart stated from making very frightened. They the initial call to the response have both said that the men who attended that morning were so very kind and of the firefighters all dealt caring and helped them stay calm and really did a fantastic job. with him and his family in a I do not know who attended or which station they came from but I would like professional manner and they to pass on mine and my families thanks to you all as my dad is very precious to really appreciate all help us and those men made what was a terrifying situation manageable. given. Well done to you all. .
OFFICIAL 63 17 Equality and Diversity Profile
We are required by the Equality Act to publish a profile of the Brigade’s ‘customers’* in relation to the key characteristics detailed in the Equality Act. The following section provides details of the key characteristics that we collect from our surveys of users of our services and compares them to the averages for Teesside and England as derived from the National Census information.
England & Cleveland CFB Customer* Category Type Wales % % %
16-29 23.2% 18.7% 3.2% 30-44 25.3% 18.2% 32.3% Age 45-49 23.2% 20.7% 41.9% 60-64 7.1% 5.9% 3.2% 65+ 21.3% 17.2% 19.4%
Yes 17.9% 21.1% 19.4% Long-Term Health or Disability No 82.1% 78.9% 80.6% Not Declared 0.0% 0.0% 0.0%
Single 34.6% 34.6% 33.3% Married 46.6% 45.6% 40.7% Marital Status Civil Partnership 0.2% 0.1% 7.4% Other 18.6% 19.7% 18.5% Not Declared 0.0% 0.0% 0.0%
Males 49.2% 48.9% 33.3% Gender Females 50.8% 51.1% 66.7%
OFFICIAL 64 England & Cleveland CFB Customer* Category Type Wales % % %
White 86.0% 94.5% 92.9% Dual Heritage 2.2% 1.0% 0.0% Asian or Asian British 6.8% 3.1% 7.1% Ethnicity Black or Black British 3.3% 0.6% 0.0% * Those people who have used CFB services (including incidents) and completed one of our surveys. Chinese or other 0.7% 0.4% 0.0% Other 1.0% 0.4% 0.0%
Christian 59.3% 67.8% 64.0% Buddhist 0.4% 0.2% 0.0% Hindu 1.5% 0.3% 0.0% Jewish 0.5% 0.0% 0.0% Religion or Belief Muslim 4.8% 2.7% 4.0% Sikh 0.8% 0.2% 0.0% Other Religion 0.4% 0.2% 0.0% No Religion 25.1% 22.3% 32.0% Religion Not Stated 7.2% 6.2% 0.0%
* Those people who have used CFB services (including incidents) and completed one of our surveys.
OFFICIAL 65 18 Glossary Of Terms
Accidental Dwelling Fires (ADF): incidents that occurred in the home that were not deliberate;
BVPI’s (Best Value Performance Indicators): defunct indicators that form the basis of the majority of our performance indicators;
Call Challenge: an initiative where our Control Room Operators can challenge the caller if they believe the incident to be malicious;
Call Questioning: an initiative where our Control Room Operators question an incident with an Automatic Fire Alarm to confirm there is a fire with someone on site at the time of the incident;
CIPFA: The Chartered Institute of Public Finance & Accountancy;
CLG: Department of Communities and Local Government;
COMAH sites: Control Of Major Accident Hazards;
Complaint: anyone expressing dissatisfaction in relation to any action or service provided by Cleveland Fire Brigade;
Compliment: an expression of satisfaction with the service provided by the Brigade or its employees in the course of their duties;
CIRMP: Community Integrated Risk Management Plan;
Control Operator: members of staff that take calls relating to operational incidents etc;
Co-Responder: a partnership with the NEAS (North East Ambulance Service) to attend Medical Emergencies in East Cleveland;
CSR: Comprehensive Spending Review;
OFFICIAL 66 Deliberate Fire: a fire that following our investigations has been deemed to have been started with malicious intent;
Economic Cost of Fire: produced by CLG to provide estimations for the cost of specific types of fire. Costs include human costs, property damage, lost business and response cost. Costs incurred by the Criminal Justice System are excluded in all but deliberate fires;
ELT (Executive Leadership Team): Group of Directors that have responsibility for the running of the Brigade;
Fatalities: fatal casualties occurring at an incident;
FAM (False Alarm Malicious): incidents that are made with the intent of making the Fire Brigade attend a non- existent event;
FTE (Full Time Equivalent): a unit used to determine the percentage of time part time staff work;
Green Book (Support) Staff: corporate staff contracted under NJC Conditions of Service;
Heartstart: an initiative ran in partnership with the British Heart Foundation to provide lifesaving first aid skills;
HFSV: Home Fire Safety Visit;
HO: The Home office;
Injuries: Non-Fatal Casualties that occurred at an incident;
KSI (Killed and Seriously Injured): indicators used by Cleveland Police for people who have died or were seriously injured in Road Traffic Collisions;
Learn and Live: a group of hard hitting presentations covering Road Safety, Home Safety, Drugs/Alcohol Safety and Workplace Safety;
OFFICIAL 67 Mazars: organisation that audits Cleveland Fire Brigade on its financial, corporate governance arrangements, VfM, financial resilience improvements;
NI’s (National Indicators): these indicators were taken from the BVPI’s where only two were directly applicable to the Fire Service
ONS: Office of National Statistics;
Primary Fires: fires that occur within a property;
Response Standards: standards produced to determine how quickly we should aim to arrive at a certain type of incident;
Retained: members of staff that respond to incidents on a part time basis;
Secondary fires: fires that do not occur in property e.g. grass/ refuse/ wheelie bins;
Stay Safe and Warm: an initiative that aims to raise awareness of the dangers faced by people who struggle to keep warm during the cold months and to provide advice and support to anyone identified;
VfM (value for money): term used to prove an organisation is doing the right thing, in the right way, with the right people;
Wholetime: operational staff working full-time contracts that comprise of a regular rotating pattern of day shifts, night shifts or day duty.
OFFICIAL 68 If you or anyone you know would like to see this document in another language, a different format or need assistance in reading or understanding it please contact the Risk and Performance Team at:
Cleveland Fire Brigade Training and Administration Hub, Endeavour House, Stockton Road, Hartlepool TS25 5TH
Tel: 01429 872311
Web: www.clevelandfire.gov.uk
OFFICIAL Please contact us with your comments:
The Communications Team Cleveland Fire Brigade Training and Administration Hub Endeavour House, Stockton Road Hartlepool TS25 5TH
T:01429 872311 [email protected] www.clevelandfire.gov.uk
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OFFICIAL AGENDA ITEM 5.2 CLEVELAND FIRE AUTHORITY 9 JUNE 2017
STRATEGIC PLANNING AND COMMUNITY INTEGRATED RISK MANAGEMENT PLAN 2018/19 – 2021/22
REPORT OF THE CHIEF FIRE OFFICER For Information
1. PURPOSE OF REPORT
1.1 To inform Members on the progress of the Service Plan 2017/18 work in developing a new Community Integrated Risk Management Plan 2018/19 – 2021/22. Specifically the report relates to the first stage of the strategic planning process that being a review of the Authority’s strategic direction and the outcomes emanating from that review.
1.2 To seek Members’ views on the proposed strategic direction of the Authority for the years 2018/19 -2021/22.
2. RECOMMENDATIONS
2.1 It is recommended that Members:
note the progress of the work in developing a new Community Integrated Risk Management Plan 2018/19 – 2021/22; specifically the outcomes in relation to a review of the Authority’s strategic direction
provide views on the proposed strategic direction of the Authority for the years 2018/19 -2021/22
note that subject to Members’ views, the proposed strategic direction, as set out above, will be published within the Authority’s draft Community Integrated Risk Management Plan 2018/19 - 2021/22, that will go out to full stakeholder consultation in the Autumn 2017 and that it will be used to guide further strategic planning work; specifically the operational configuration and resource deployment work
receive further reports on completion of future stages of the strategic planning activity.
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CLEVELAND FIRE AUTHORITY 9 JUNE 2017
3. BACKGROUND
3.1 The requirement for an Integrated Risk Management Plan (IRMP) was introduced in 2003 and included in the Fire and Rescue Service National Framework, published by the Department for Communities and Local Government. This was given statutory effect by the Fire and Rescue Services Act 2004.
3.2 The Framework states that each Fire and Rescue Authority must produce an IRMP that: ‘identifies and assesses all foreseeable fire and rescue related risks that could affect its community, including those of a cross-border, multi-authority and/or national nature. The plan must have regard to the Community Risk Registers produced by Local Resilience Forums and any other local risk analyses as appropriate’
3.3 Integrated risk management planning is simply about using resources in the most effective way to save lives, improve public safety and reduce emergency incidents. It is an approach that:
• identifies who or what is most at risk of fire and other emergencies • determines where they are and how best to reach them • identifies the best way to reduce and manage the risk • ensures that resources are deployed in proportion to the size of the risk
3.4 In December 2013 the Authority finalised its Community Integrated Risk Management Plan 2014 -18 which combined its previous Strategic and Integrated Risk Management Plans and associated planning processes.
3.5 In order to develop a new CIRMP for 2018 onwards the Authority established a Service Plan Priority for 2017/18 which set out its requirements in relation the strategic planning process.
3.6 The first stage of the strategic planning process was to review the Authority’s strategic direction i.e. undertake a review of the core purpose and vision of the Authority. This work is now complete and the outcomes are set out in this report.
4. REVIEW OF STRATEGIC DIRECTION
4.1 The review of the Authority’s strategic direction related to an appraisal of the purpose of Cleveland Fire Authority; its vision, goals and strategic outcomes. 4.2 A fundamental part of the review was to analyse the Authority’s internal and external operating environments to determine its strategic risks, challenges and/or opportunities.
4.3 Externally the analysis related to the political, economic, social, technological, legislative and environmental factors as well as the operational building, transport, industrial, neighbourhood, national resilience and social care risk factors. Internally the analysis focussed on human resources; services: finance assets organisational structure; governance and internal performance.
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4.4 Engagement on the identification of risks and opportunities has taken place on several occasions with the Brigade’s Senior Officers. In addition, over the last six months, the Chief Fire Officer has engaged staff on the Brigade’s purpose during his station visits and through support staff focus groups held at Headquarters.
5. OUTCOMES FROM THE REVIEW
5.1 Outcomes from the risk analysis work were reported to the Fire Authority on 17th February 2017 as part of the strategic planning process and the development of the Service Plan priorities for 2017/18. In the main these related to the Government’s Reform Agenda and to the following key areas:
Efficiency and Collaboration the introduction of the Policing and Crime Act 2017 with the duty to collaborate with Partners the need to demonstrate efficiency and effectiveness the need to deliver community outcomes
Accountability and Transparency the introduction of the Home Officer Inspection Regime: with the associated requirement to be ‘inspection ready’ performance framework and professional standards
Workforce Reform equality and diversity duty systems communications and engagement employee health and wellbeing
5.2 The risks and opportunities enabled a fundamental refresh of the Authority’s Corporate Risk Register which was presented to the Authority’s Audit and Governance Committee on 24th February 2017.
5.3 Themes emerging from engagement sessions on the purpose of the Authority related to ‘serving the community’; ‘saving lives’ ‘delivering fire and rescue services’; ‘managing risks’; ‘prevention’; ‘protecting property’ and ‘preventing fires’
6. PROPOSED STRATEGIC DIRECTION 2018/19 – 2021/22
6.1 The outcomes from the review has not fundamentally changed the Authority’s strategic direction but has better emphasised the outcomes that are expected to be achieved from our work including the need to demonstrate efficiency and effectiveness in service provision. The following Strategic Direction for 2018/19 – 2021/22 is now therefore proposed.
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Vision 6.2 No changes are proposed to the Authority’s existing vision set out below.
‘Our Vision is that we have built a sustainable future and:
make a positive difference to the safety and quality of life of every local citizen; and the places where they live and work
deliver services by people who are professional, proud and passionate
are nationally recognised as being high performing and innovative;
and internationally renowned for being able to reduce risk in
business, industry and the home’
Mission 6.3 Mission is a general expression of the overall purpose of the organisation which highlights to stakeholders its reason for being. The following mission is proposed for Cleveland Fire Authority
‘Our Mission is to deliver an Inclusive Fire and Rescue Service that ensures the Safety and Wellbeing of its Communities’
Goals 6.4 It is proposed to introduce a new goal reflecting the need to demonstrate effectiveness and efficiency. Therefore the proposed goals are set out below:
GOAL This Goal directs the Authority’s community safety work in relation to home, road, neighbourhood and high hazard Safer, Stronger industry safety; national resilience and social care. Using a Communities risk based approach to target those most at risk the Brigade provides services against a balanced strategy of prevention, protection and emergency response. It also provides services to support national resilience and social care. Outcomes associated with this Goal will measure the impact and effectiveness of the Brigade’s work on the safety and resilience of its diverse communities.
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GOAL This Goal directs the Authority’s work in relation to its workforce. Services provided will be aimed at ensuring that Professional the Brigade’s employees are provided with the necessary Workforce learning and development to equip them to do their jobs competently and safely. The promotion of health, fitness and wellbeing will also be central to this. With a workforce representative of is diverse communities the Authority will create a culture where everyone can do their best free from inappropriate behaviour; where employees are treated and treat each other with mutual trust and respect; and where staff feel valued and engaged Outcomes associated with this Goal will measure the impact and effectiveness of the Brigade’s work on the diversity, competence, health, safety, wellbeing and sustainability of its workforce.
GOAL This Goal sets out the Authority’s commitment to be efficient and effective in relation to its community risk management Efficient and arrangements and deployment of its resources. Effective Community risk management arrangements relate to the arrangements associated with risk identification and analysis, prevention, protection, emergency response, resilience; and call management and incident support. Resource deployment arrangements relate to those associated with managing finance, people and assets. Good governance is central to this. Outcomes associated with this Goal will measure the impact in relation to the efficiency and effectiveness of the Authority’s work in relation to managing community risks and deploying resources.
6.5 An overall picture of the Authority’s Strategic Direction Framework is provided at Appendix 1.
7 FURTHER STRATEGIC PLANNING WORK
7.1 Subject to Members’ views, the proposed strategic direction, as set out above, will be published within the Authority’s draft Community Integrated Risk Management Plan 2018/19 - 2021/22, that will go out to full stakeholder consultation in the Autumn 2017. It will also be used to guide further strategic planning work; specifically the operational configuration and resource deployment work.
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7.2 In line with the work and timelines set out for the development of this CIRMP the next stages of the strategic planning process will be to:
develop strategic objectives; outcomes and measures to underpin and measure the achievement of the Authority’s three Goals identify and analyse the Authority’s operational risks evaluate the existing prevention, protection and emergency response activities undertake operational configuration work deploy resources
7.3 Further reports will be brought back to the Fire Authority on completion of each of the stages set out above.
IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES
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APPENDIX 1
Strategic Direction Framework 2018/19-2021/22
Vision and Mission
Organisational Values
GOAL GOAL GOAL
Safer, Stronger Professional Efficient and Communities Workforce Effective
Performance Framework
Annual Assurance Statement
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INFORMATION PACK
REPORT OF THE CHIEF FIRE OFFICER
For Information
1. EMPLOYERS CIRCULARS
EMP/3/17 – Fire Brigades Union Recall Conference
2. NATIONAL JOINT COUNCIL CIRCULARS
NJC/6/17 - Technical Working Group – Co-responding and Wider Work Trials NJC/7/17 - Pay Settlement: 2016 NJC/8/17 - Continual Professional Development Payments 2016: Payments by Authority
3. SUMMER CAMPAIGNS
The Brigade will be focusing its resources on preventing accidental dwelling fires, paying particular attention to giving advice around cooking and electrical safety. Throughout the Summer months we will also be delivering messages and advice to the public around outdoor safety including :
Water safety Camping Caravanning BBQ
4. FIRE BRIGADE LONG SERVICE AND GOOD CONDUCT MEDAL
Twenty three Fire Brigade employees have completed twenty years’ service and are therefore eligible for the Fire Brigade Long Service and Good Conduct Medal. The appropriate recommendations have been submitted to the Secretary of State.
IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES
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