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Integrated Risk Management Plan Update Community Safety Committee

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Integrated Risk Management Plan Update Community Safety Committee OFFICIAL Integrated Risk Management Plan Update Community Safety Committee Date: 22 July 2016 Agenda Item: Submitted By: Director of Service Support 5 Purpose To update Members on progress against the wide range of initiatives approved as part of the current Integrated Risk Management Plan (IRMP) Recommendations That Members note the progress made in implementing the approved IRMP initiatives. Summary This report provides Members with the very latest information on the progress of each project. Due to the number of new Members sitting on the Authority this year, it is felt appropriate to repeat some of the background information supplied previously. During 2011 and 2012, following extensive public consultation and negotiation, the Authority approved several proposals as part of its Integrated Risk Management Plan. The proposals are a fundamental part of how the Authority is responding to reductions in funding and the reducing levels of risk and demand across West Yorkshire. The report provides Members with details of progress against each IRMP initiative approved since 2011 which will deliver significant annual savings. The report also highlights the scale of the changes currently being developed and implemented. Local Government (Access to information) Act 1972 Exemption Category: None Contact Officer: GM M Langan – Strategic Development Team Background papers open to inspection: None Annexes: Annex A – Summary table of IRMP initiatives Annex B - Summary of establishment changes Annex C – Glossary of Terms 9 1 Introduction 1.1 West Yorkshire Fire and Rescue Authority (WYFRA) has utilised its Integrated Risk Management Planning (IRMP) process to deliver more efficient, effective services for a number of years. In recent years the focus has been on delivering major efficiencies and limiting any negative impact on community and firefighter safety. 1.2 A comprehensive review of emergency cover was commenced in 2011, with the first phase of the review forming a series of proposals which, following extensive public consultation, were approved by WYFRA in December 2011. Prior to this, in June 2011, some other changes had been approved by the Authority, changing duty systems and certain types of fire appliances. The second phase of the emergency cover review was completed in 2012 and, in December of that year, again following extensive public consultation, the Authority approved a further set of proposals. 1.3 In September 2012, the Authority approved the procurement of a fifth Combined Aerial Rescue Pump (CARP) for Leeds Fire Station, completing the transition from Aerial Ladder Platforms to CARPs across West Yorkshire. In October 2014 the Authority approved revised proposals for Rawdon and Otley following difficulties identifying suitable land for a new fire station at Menston. These revised proposals will see Rawdon and Otley fire stations remaining open. Rawdon will operate the Wholetime Day Crewing duty system to deliver similar levels of efficiencies as the original proposal. 1.4 In December 2015 the Fire and Rescue Authority was provided with a detailed report on the current progress of IRMP implementation with a look to the future. A further update was provided for the Community Safety Committee in April 2016. This report now provides the Community Safety Committee with information on the current position. 2 Information 2.1 All approved IRMP proposals are established as formal projects using the Authority’s Project Management Framework. The overall programme is monitored by the Change Management Board, chaired by the Chief Fire Officer. The Establishment Planning Group (chaired by Director of Service Support) and the Capital Programme Monitoring Group (chaired by Chief Finance and Procurement Officer) support the Change Management Board in ensuring resources are in place to deliver the changes. 2.2 The planning and procurement elements for the projects can be lengthy and complex, being subject to significant uncertainty and challenges outside the control of the Authority mainly due to the involvement of third parties including local authority planning officers. Information on the progress of each of the approved initiatives is provided in a summary table (Annex A). 3 Financial Implications 3.1 Details of the financial efficiencies have been supplied to Members on a number of occasions, most recently at the April 2016 Community Safety Committee. In summary the current approvals will deliver on-going salary savings of almost £14.0m once fully implemented. 3.2 As part of the process the Authority will close 15 of its existing stations and build 7 new stations, a replacement fire station has been built on the existing Rothwell site. A full refurbishment has been completed at Castleford Fire Station along with the construction of close call facilities. It is anticipated that this programme will deliver significant savings to station running costs. 3.3 In order to deliver these savings almost £27m in capital investment will be required. The Authority has already received a grant of £11.25m from central government towards this investment. In addition, the Authority received a further £3.5m which was allocated based on population, providing total grant income of £14.7m. Once the schemes are completed they will release spare 10 land which will be used to generate capital receipts which will be used to further offset the building costs. 3.4 There is no doubt that the Authority will have to borrow to fund a significant proportion of the building costs, however the capital grants, capital receipts from sale of surplus land and current positive cash flow will limit the amount of new borrowing in 2016/2017. 3.5 Tight control of expenditure on individual project budgets is exercised through the programme management structure and whilst there remain a number of financial risks to individual projects, for example the cost of street works procured by local authorities (where the Authority has little control), the overall programme remains within approved expenditure levels. 4 Equality and Diversity Implications 4.1 Detailed information on the changes to establishment has been previously supplied to Members on a number of occasions. In summary, the IRMP initiatives in this report result in reductions of 369 wholetime firefighter posts and 42 Retained firefighter posts. The introduction of IRMP initiatives is however, where possible, planned to align to the leaver/retirement profile, ensuring service delivery is not adversely affected and compulsory redundancies are all but eliminated. Details of the equality and diversity implications arising from these initiatives were reported at the time of approval and again at the Fire and Rescue Authority meeting in December 2014. Equality and diversity will be considered and monitored throughout the development, implementation and evaluation of each individual project. 5 Health and Safety Implications 5.1 Details of the health and safety implications arising from these initiatives were reported at the time of approval and again at the Fire and Rescue Authority meeting in December 2014. Health and safety will be considered and monitored throughout the development, implementation and evaluation of each individual project. 6 Service Plan Links 6.1 IRMP initiatives help to support the four strategic priorities set out in the Service Plan. These are: Deliver a proactive fire prevention and protection programme Deliver a professional and resilient emergency response service Provide a safe and competent workforce Provide effective and ethical governance and achieve value for money in managing resources. 6.2 The Authority’s 2016/17 IRMP Action Plan includes specific objectives to implement several of the initiatives contained in this report. 7 Conclusions 7.1 There continues to be good progress in implementing a programme of major change, delivering efficiencies, matching resources to risk and demand and limiting the impact of reductions in funding. Whilst there have been and continue to be challenges in identifying and procuring land and obtaining planning consent to build new fire stations, the flexibility in the programme ensures that service delivery is not adversely affected, delivering the best possible service within the Authority’s budgetary constraints. After some early delays the programme is now progressing well, remains within the approved budgets and in many cases is ahead of schedule. 11 Annex A Project Old Site F&R Committee / Status Information FA Approval Date Dual crew a fire Completed Dual crewing the High Volume Pump at Stanningley has worked well with no adverse impact on appliance and a April 2012 the community. June 2011 specialist appliance at Stanningley fire station. Remove one of the two Completed Silsden remains a very low risk area. The single remaining appliance attended just 82 incidents in fire appliances from June 2011 April 2012 13/14 Silsden fire station Replace one of the two Completed The FRU has been relocated to Stanningley fire station in line with current risk analysis and fire appliances at July 2012 operational activity for Leeds District. It is proving to be an effective response to lower priority Moortown fire station June 2011 calls, including small fires, ensuring that front line fire engines are available for more serious with a Fire Response incidents, training and community safety activity. Unit (FRU) Change the whole-time Completed The Day Crew Close Call crewing system has been successfully implemented, delivering the duty system at October required
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