HUMBERSIDE FIRE AUTHORITY
Fire & Rescue Service Headquarters Summergroves Way Kingston upon Hull HU4 7BB Telephone 01482 567443 Facsimile 01482 567477 Email [email protected] Secretary and Monitoring Officer Robin Graham LLB (Hons) Solicitor
Your Ref: Our Ref: RG/JS Enquiries to: Robin Graham Tel. Direct: (01482) 567443 Email: [email protected] Date: 17 June 2010
Dear Sir/Madam
Kindly find attached a copy of the Agenda papers for the meeting of HUMBERSIDE FIRE AUTHORITY to be held on FRIDAY 25 JUNE 2010 at 10.30 A.M. at Humberside Fire & Rescue Service Headquarters, Summergroves Way, Kingston upon Hull.
Meetings of the Humberside Fire Authority are open to the press and public. Please note, however, that the press and public will be excluded during the consideration of any reports disclosing exempt information as defined in Schedule 12 (A) of the Local Government Act 1972, as amended.
If you require further information on this or any other meeting of the Fire Authority I can be contacted at the above address.
Yours faithfully
Robin Graham Secretary to Humberside Fire Authority Director of Corporate Administration
Circulation:
Full Sets:
All Members of Humberside Fire Authority (22)
Mrs J Clarke, R Dixon, D Hughes and J Jepson (Independent Members of the Governance and Standards Committee (4) (for information) Mrs G Hardy, Independent Member of Audit, Performance and Scrutiny Committee (for information)
Chief Fire Officer & Chief Executive Secretary to the Fire Authority/Director of Corporate Administration Director of Finance/Section 151 Officer Deputy Chief Officer/Director of Policy, Peformance & Training Assistant Chief Fire Officer/Director of Community Protection Temporary Assistant Chief Officer Head of Administration Head of Finance & Assets Mr I Bennington, Enterprise Risk Services, Deloitte LLP, Deloitte, 1 Woodborough Road, Nottingham NG1 3FG Ms J Rae, Audit Manager, Audit Commission
Full sets (continued)
Committee Manager x 8 IT & IS Manager Service Personnel Manager Area Managers x 4
Unitary Authorities: Head of Democratic Services, East Riding of Yorkshire Council Head of Democratic Services, North Lincolnshire Council Head of Democratic Services, North East Lincolnshire Council Head of Democratic Services, Hull City Council
Agenda Only:
Notice Board, Fire Headquarters (2)
Agenda and Non-exempt reports only:
N Trenchard, Chair, Humberside FBU R Walker, Brigade Secretary, Humberside FBU A Oldfield, Membership Secretary, Humberside FBU M Adamson, Secretary, UNISON
Press Organisations:
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HUMBERSIDE FIRE AUTHORITY
A G E N D A HUMBERSIDE FIRE AUTHORITY
Friday 25 June 2010 10.30 a.m.
Page Primary Business Lead Number Action Requested
A OPEN AGENDA
1. Apologies for absence - Secretary/Director of To record Corporate Administration
2. Declarations of Interest - Secretary/Director of To declare (Members and Officers) Corporate Administration and withdraw if prejudicial
3. Minutes of meetings of the Chairperson To Approve Authority held on:
(a) 30 April 2010 (pages 1-12) (b) 28 May 2010 (pages 13-22)
4. Petitions and Deputations in - Secretary/Director of To receive accordance with Rule 13, Part 4 Corporate Administration of the Constitution
5. Communications as Chairperson - Chairperson / To receive or Secretary may desire to lay Secretary/Director of before the Authority. Corporate Administration
6. Questions by Members (if any) in - Secretary/Director of To receive accordance with Rule 12, Part 4 Corporate Administration of the Constitution
7. Composition of the Authority, its (pages 23-28) Secretary/Director of To consider Committees and matters arising Corporate Administration from the Annual General Meeting
8. Minutes of Committees: - Chairperson To receive and approve (Note: ‘A’ denotes minutes any approved as a correct record by recommend the relevant committee, ‘D’ -ations denotes yet to be approved)
(a) Governance and Standards (pages 29-36) Committee – 8 June 2010 (D)
(b) Policy and Executive (pages 37-46) Committee – 11 June 2010 (D)
(c) Audit, Performance and (to follow) Scrutiny Committee – 18 June 2010 (D)
Page Primary Business Lead Number Action Requested
9. Executive Report (pages 47-50) Chief Fire Officer & Chief To approve Executive
10. Annual Statement of Accounts (pages 51-128) Director of Finance/ To approve 2009/10 S.151 Officer
11. Treasury Management Annual (pages 129-138) Director of Finance/ To approve Report 2009/10 S.151 Officer
12. Annual Efficiency Statements – (pages 139-144) Director of Finance/ To approve 2009/10 Backward Look and S.151 Officer 2010/11 Forward Look
13. Management Accounts to 31 May (pages 145-162) Director of Finance/ To approve 2010 S.151 Officer
14. Review of Emergency Response (pages 163-170) Chief Fire Officer & Chief To approve Standards Executive
15. Resource Relocation from Hull (pages 171-178) Chief Fire Officer & Chief To approve Central Fire Station Executive
16. Stage I Consultation/Engagement (pages 179-186) Secretary/Director of To consider Strategic Plan/IRMP 2011-14 Corporate Administration
17. Organisational Assessment 2010 (pages 187-192) Chief Fire Officer & Chief To approve Executive
18. Operational Assessment 2010 (pages 193-240) DCO & Director of Policy, To consider Final Report Performance & Training
19. The Independent Assessment of (pages 241-270) DCO & Director of Policy, To approve the Management of Performance & Training Operational Risk Information (FARMSS)
20. Annual Performance Report (pages 271-328) Chief Fire Officer & Chief To approve 2009/10 Executive
21. Review of Service Performance (pages 329-338) DCO & Director of Policy, To approve Targets and Performance Plan Performance & Training for 2010/11
22. Community Protection Activities (to follow) ACO & Director of To approve (including Incidents of Special Community Protection Interest)
23. Environmental Management (pages 339-342) Director of Finance/ To consider Update S.151 Officer
24. Fire Authority and Committee (pages 343-348) Chief Fire Officer & Chief To approve Workstreams 2010/11 Executive and Secretary/Director of Corporate Administration
25. Corporate Risk /Opportunity (pages 349-374) Secretary/Director of To approve Management Corporate Administration
Page Primary Business Lead Number Action Requested
B EXEMPT BUSINESS
The Fire Authority is asked to consider excluding the press and public from the meeting during consideration of the following items on the grounds that they are likely to involve the disclosure of exempt information as defined in paragraphs 3 and 4 of Part 1 of Schedule 12A of the Local Government Act 1972. In making its decision, the Fire Authority is asked to confirm that, having regard to all circumstances, it is satisfied that the public interest in maintaining the exemption outweighs the public interest in disclosing the information
26. Heavy Vehicles Capital (pages 375-378) Director of Finance/ To approve Programme 2010/11 – Contract S.151 Officer Award
27. Due Diligence Update – (pages 379-382) Secretary/Director of To consider RIEP Funded Northgate Report Corporate Administration and Director of Finance/ S.151 Officer
Agenda Item 3(a) Humberside Fire Authority 30 April 2010
HUMBERSIDE FIRE AUTHORITY
30 APRIL 2010
PRESENT:
Representing East Riding of Yorkshire Council:
Councillors Engall, Hudson, Ibson and Turner
Representing Kingston upon Hull City Council:
Councillors Ellis, Mathieson, Neal and Randall
Representing North Lincolnshire Council:
Councillors Bainbridge and Briggs (Vice Chairperson – in the Chair|)
Representing North East Lincolnshire Council:
Councillor Bonner
Mrs J Clarke and R Dixon (Independent Members of the Governance and Standards Committee) and Mrs G Hardy (Independent member of the Audit, Performance and Scrutiny Committee) also attended as observers.
Chief Fire Officer and Chief Executive, Deputy Fire Officer/Director of Policy & Performance, Secretary/Director of Corporate Administration, Director of Finance/ Section 151 Officer, Assistant Chief Officer/Director of Community Protection, Assistant Chief Officer/Director of Personal & Organisational Development and Committee Manager were also present.
The meeting was held at the Humberside Fire and Rescue Service Headquarters, Kingston upon Hull. Meeting commenced at 5.00pm.
Apologies for absence were received from Councillors Armitage (2. Work commitments), Chapman (6. Other reason), Hornby (6. Other reason), Jefferies (1.Illness), Fudge (1.Illness), Pearson (6. Other reason), Petch (6. Other reason), Pickett (1.Illness), Suggit (6. Other reason), Swift (7. Absent from meeting but no reason given) and Swinburn (6. Other reason ).
3089 CHAIR - It was reported that the Chairperson, Councillor Jefferies was unable to attend due to ill health. Members expressed their best wishes for a speedy recovery. The Vice Chairperson, Councillor Briggs took the Chair.
3090 TIMING OF MEETING – The Chair referred to the number of apologies received for this meeting and reminded Members that the timing of the meeting had been set at 5.00pm at the request of Members, during discussions on the second review of corporate governance, when it had been suggested that the Authority might experiment with the timing of meetings to increase attendance levels at meetings recognising the various other commitments of Members of the Authority. A Member commented that it was perhaps unfortunate to have selected this meeting for the trial given its proximity to the Bank Holiday and the run-in to the Parliamentary and local elections. A Member suggested that it might have been appropriate to have included some of the business of this meeting on the Agenda for the Special Meeting of the Authority held on 20 April 2010.
3091 DECLARATIONS OF INTEREST – The Assistant Chief Officer/Director of Community Protection declared a prejudicial interest in Agenda Item 10 (Appointment of Deputy Chief Fire Officer) and stated that he would leave the meeting for that item.
1 Humberside Fire Authority 30 April 2010
3092 FIRE TRAGEDY – HAMPSHIRE FIRE AND RESCUE SERVICE – Members stood in silence as a mark of respect to the two Hampshire firefighters (J Shears and A Bannon) who had died whilst tackling a fire at a high-rise block of flats in Southampton on 6 April 2010. Members also paid respect with regard to the recent fatality at an incident at Hopewell Road, Hull on 27 April 2010.
3093 RETIREMENT OF DEPUTY CHIEF FIRE OFFICER – It was reported that Mazen Khuri, Deputy Chief Fire Officer/Director of Policy & Resources was attending his last meeting prior to his appointment.
Resolved – That Members place on record their appreciation of all the work Mr Khuri has done as Deputy Chief Fire Officer and extend to him their best wishes that he and his wife Jeanne enjoy a healthy and happy retirement.
3094 MINUTES – Resolved – That the minutes of the meeting of the Authority held on 15 February 2010, having been printed and circulated amongst the Members, be taken as read and correctly recorded and be signed by the Chairperson.
3095 MINUTES – Resolved – That the minutes of the special meeting of the Authority held on 20 April 2010, having been printed and circulated amongst the Members, be taken as read and correctly recorded and be signed by the Chairperson.
MATTERS ARISING FROM THE MINUTES
3096 Strategic Planning 2011 Onwards - Strategic Plan 2011-2014 – The Chief Fire Officer and Chief Executive referred to Minute 3085 of the special meeting of the Authority held on 20 April 2010 and reported that at a meeting of the Joint Consultative Committee held on 27 April 2010 a request had been made by the representatives of that Committee that they be allowed access to the confidential reports.
Resolved – That the Chief Fire Officer and Chief Executive be authorised to release the confidential papers submitted to the special meeting of the Authority on 20 April 2010 to the Joint Consultative Committee.
3097 COMPREHENSIVE AREA ASSESSMENT – PILOT INSPECTION - The Deputy Fire Officer/Director of Policy & Performance submitted a report reminding Members that Humberside Fire Authority, along with West Sussex Fire and Rescue Authority had taken part as pilot authorities to test a draft Inspection methodology linked to the Organisational Assessment (OA) aspect of the Comprehensive Area Assessment framework. The theme agreed for Humberside Fire Authority was focused around the generic fire sector areas for improvement identified in the Audit Commission’s report ‘Rising to the challenge - Improving fire service efficiency’. The test inspection took place during the week commencing 1 March 2010. The findings from the inspection have been detailed in the draft report produced by the Audit Commission which was attached to the report. Whilst the test inspection would not be scored, inspection outcomes would inform the Authority’s Organisational Assessment (OA) judgement for 2010. Whilst the pilot inspection had not been scored, the Commission had made four high level recommendations to support continuous improvement, as follows:
• The Fire Authority should clearly define its ambitions in respect of value for money. This needs to be based on a full and genuine consultation with local people. Members need to consider all the options available, and take responsibility for delivering efficiencies. These ambitions should be clearly set out in the Strategic Plan for 2011-14. Having done so, the outcomes should be clearly communicated to all stakeholders with a particular emphasis on HFRA staff.
• Improve understanding of operational costs relative to others, to identify where costs are disproportionate to risk and level of performance achieved.
2 Humberside Fire Authority 30 April 2010
• Work with the four local councils to develop ways to ensure members of the authority have sufficient tenure in their role to be effectively championing efficiency on behalf of council tax payers.
• Accelerate the pace of securing efficiencies by working in partnership, in particular:
a) Use the Authority's influence on the Regional Management Board to further work on the efficiencies agenda across Yorkshire and Humberside. Consider the joint funding of project and programme management support to secure this.
b) Further investigate the potential for sharing some services across organisational boundaries, for example with the unitary authorities.
c) Work with the four Local Strategic Partnerships within the sub region to ensure projects around vulnerable groups are coordinated.
Feedback Presentation – The Chairperson welcomed Ms P Johnson, Audit Commission. Ms Johnson presented her draft report on the pilot inspection to test a draft inspection methodology linked to the Comprehensive Area Assessment. Ms Johnson stated that she had met a number of Members of the Authority during the inspection and thanked all who had participated for their contribution to the process. Ms Johnson stated that the inspection process was about just one aspect, namely how the Authority had risen to the challenge of efficiencies, and that it was not about the totality of the service the Authority delivers. The draft report was, and would remain a draft report and as such was un-scored. Ms Johnson explained that the report provided Members with an opportunity to understand why the Authority was paying 25% more than other comparable fire authorities in similar areas. Ms Johnson stated that she was talking about efficiencies through service transformation and suggested that the Authority probably had a lot of work to do in that direction. Ms Johnson acknowledged that the Integrated Risk Management Plan (IRMP) process was a step in the right direction but it was not and end in itself. Ms Johnson stated that had the draft report been scored it was possible that some elements would have not received a level 2 (adequate) assessment and that the Authority now had the chance to make big differences in its next Strategic Plan/IRMP, before the next Comprehensive Area Assessment. Ms Johnson suggested that the Authority (Members and Officers) had perhaps become a little too cautious in its proposals to transform the Authority; although she acknowledged that there were a lot of things in the Authority’s favour and that the Authority had learnt a lot arising from the determination of the previous IRMP proposals. Ms Johnson stressed that the Authority needed to have a view as to what efficiencies meant for the Humberside Fire and Rescue Service. Ms Johnson drew Members’ attention to the four recommendations in the draft report and stated that she recognised that recommendation 3 would be difficult for the Authority to deliver given that tenure of Members of the Authority was dependent upon the Constituent Unitary Authorities.
A Member stated that it had been a very useful exercise for the Authority to have gone through and that some good learning points had emerged without the pressure on the Authority had the draft report been a formal assessment. A Member asked referred to the three year IRMP and asked whether the Authority needed to look towards a longer timeframe. Ms Johnson replied that if Members wanted to change the shape of the Authority they needed to have a view as to where they would wish to be in the longer term; that the cyclical nature of the IRMP only gave a narrower 3 year view, and also that she had seen an earlier paper which the Assistant Chief Officer/Director of Community Protection had produced regarding the future direction of the Fire Service. A Member asked whether Ms Johnson was saying that the Authority was being too cautious in its proposals. Ms Johnson replied that Members were more risk adverse; possibly as a result of the experience of the previous IRMP decision making process, and that collectively that possibly deter the consideration of more radical approaches. She stated that Members need to be very clear
3 Humberside Fire Authority 30 April 2010 about what level of Fire Service they want for the taxpayers of Humberside, and that the Authority would have some very difficult decisions to make. A Member suggested that the Authority would need to have a 12 year vision statement with 4 three-year IRMPs annexed to it. A Member stated that one problem faced by the Authority is the influx of new Members who did not have the depth of understanding of the issues and therefore that was a reason for the third recommendation in the draft report remaining, in order to highlight the problem. Ms Johnson agreed that if the Authority has too many changes in its membership that could affect Member confidence when faced with difficult decisions. The Chair, on behalf of Members, thanked Ms Johnson for her presentation.
Resolved – That Members welcome the Authority’s involvement as a pilot Authority; notes the associated outcomes of the test inspection and formulates an Action Plan, and thanks all those involved and the Assessors.
MINUTES OF COMMITTEES
3098 Policy and Executive Committee - Resolved - That the minutes of the special meeting of the Policy and Executive Committee held on 11 March 2010 be received.
3099 Policy and Executive Committee - Resolved - That the minutes of the Policy and Executive Committee held on 26 March 2010 be received.
3100 Audit, Performance and Scrutiny Committee - Resolved – That the minutes of the Audit, Performance and Scrutiny Committee held on 6 April 2010 be received.
3101 Governance and Standards Committee - Resolved - That the minutes of the Governance and Standards Committee held on 13 April 2010 be received.
3102 Policy and Executive Committee (Special Meeting) – Resolved - That the minutes of the special meeting of the Policy and Executive Committee held on 15 April 2010 be received.
3103 Yorkshire and Humberside Regional Fire Authorities’ Management Board – Resolved - That the minutes of the Yorkshire and Humberside Regional Fire Authorities’ Management Board held on 25 March 2010 be received.
(The Assistant Chief Officer/Director of Community Protection left the meeting for the following item (Minute 3104).
3104 APPOINTMENT OF DEPUTY CHIEF FIRE OFFICER AND TEMPORARY APPOINTMENT OF AN ASSISTANT CHIEF FIRE OFFICER – The Chief Fire Officer and Chief Executive submitted a report reminding Members that the current Deputy Chief Fire Officer, Mazen Khuri would retire on 1 May 2010. In accordance with the Constitution, the Policy and Executive Committee had been involved in the appointment process and at a special meeting on 15 April 2010, had recommended the appointment of Assistant Chief Fire Officer, Richard Hannigan to the post of Deputy Chief Fire Officer (Minute 3082 refers) and had requested that the Authority ratify that recommendation and make the appointment with effect from 1 May 2010. The report also indicated that the Chief Fire Officer and Chief Executive was seeking approval for the temporary appointment of an Officer from within the Service in the role of Assistant Chief Fire Officer for a period of up to twelve months. The process for filling temporary positions was not as intense as that for permanent positions in the organisation. For that reason, it was recommended that the Chief Fire Officer and Chief Executive together with the Chairperson and Vice-Chairperson of the Authority form a panel to select and appoint temporarily an Assistant Chief Fire Officer for a period of twelve months with effect from the 1 June 2010.
Resolved – (a) That Members ratify the appointment of Assistant Chief Fire Officer Richard Hannigan as Deputy Chief Fire Officer with effect from 1 May 2010, and
4 Humberside Fire Authority 30 April 2010
(b) that the Chief Fire Officer & Chief Executive, together with the Chairperson and Vice Chairperson of the Authority be authorised to interview internal candidates and select an Officer to fill temporarily the ensuing vacancy of Assistant Chief Fire Officer for a period of up to twelve months with effect from 1 June 2010.
(Mr Hannigan thanked Members for giving him the privilege of being the Deputy Chief Fire Officer).
3105 EXECUTIVE REPORT - The Chief Fire Officer & Chief Executive submitted a report updating Members on a range of issues as set out below.
Personal and Organisational Development Directorate - The Personal and Organisational Development Directorate Strategy and Plan had been reviewed and developed together with work on section plans and the introduction of better performance management arrangements. Work was underway to complete the implementation of the changes in the Service arising from the Fundamental Review of Support Services. A specification for a new computerised Human Resource (HR) system was nearing completion prior to the procurement process. Various elements of the Directorate’s activities had been subject to benchmarking with other organisations, including a number of fire and rescue services. Details of the results and a commentary on those would be reported to the Policy and Executive Committee. As part of the work undertaken jointly with all other fire and rescue services in Yorkshire and Humberside and the Regional Control Company (RCC), individual meetings with Control personnel in Humberside Fire and Rescue Service were scheduled to take place during June and July 2010 regarding their position and options in respect of transfer to the RCC in 2012.
Fundamental Review of Support Services (FRSS) - The Personal & Organisational Development Directorate had made good progress with the re-positioning of existing staff and a number of new posts had been advertised internally to accommodate the revised structures. However, in light of the current projects underway regionally concerning support services, Corporate Management Team (CMT) was taking a prudent approach to the permanent appointment to entirely new posts identified in the FRSS.
Corporate Planning & Performance - Customer Service Excellence Award – Following the annual assessment the Service had successfully retained the Customer Service Excellence award for 2010. A full report detailing the assessment was available which outlined outcomes of progress and areas of notable practice including.
Fire Cover Arrangements – Hull City – Members were reminded that the Authority at its meeting on 25 July 2008 to address proposals for IRMP 2008-2011, Members passed the following resolution:
“To retain Hull Central Station until work is finalised, to retain one fire engine to provide 24 hour fire cover from a new site in Hull City Centre; this site preferably to be established in partnership with Hull City Council, Humberside Police and/or such agencies as may appropriate. After this new site is established, relocate the other fire engines to North and/or West Hull and dispose of the present facility”
As a result, discussions commenced with Hull City Council, CitySafe (Hull’s CDRP) and Humberside Police to explore the feasibility of sharing facilities within the city centre. Since then, there have been numerous meetings that have resulted in a shortlist of two sites in the City. Whilst broad costings for each alternative had been provided, the Service had requested that detailed costings should be worked up for
5 Humberside Fire Authority 30 April 2010
both a freehold and leasehold interest in respect of each option. Hull City Council was currently in the process of appointing a specialist advisor to undertake that detailed financial option appraisal and once completed would deliver a presentation to CMT on the proposals. Members were also reminded that the amended proposal following the above resolution was to relocate one fire appliance from Hull Central to West Hull and to relocate the Rescue Support Unit (RSU) to North Hull. That had not taken place and would not take place until such time as the share facility was built and occupied. Best estimates indicated that it could be up to two years after the Authority accepts the case for the joint facilities. The Chief Fire Officer and Chief Executive was concerned that the Authority was not providing the optimum fire cover for the residents of West Hull and it was his intention to submit a detailed report to the Authority in June 2010 recommending that the relocation of one appliance to West Hull and the RSU to North Hull take place as soon as possible to provide better fire cover arrangements across the City.
A Member from Hull City Council suggested that it would be helpful if a letter was sent from the Fire Authority to the Leader of Hull city Council and the relevant portfolio holder asking what can be done to speed this matter up. A Member also stated that it was appropriate for Members of the Fire Authority who were also Members of the city Council to pass on their concerns at the delay in this matter.
Resolved – (a) That the report be noted, and
(b) that a letter be sent to Hull City Council as suggested.
3106 HUMBERSIDE FIRE AUTHORITY WORKSTREAMS 2009/10 AND ANNUAL REPORT –The Secretary/Director of Corporate Administration submitted a report, further to Minute 2771, briefly outlining progress against the workstreams agreed by the Authority on 30 June 2009. The intention behind the workstreams for 2009/10 was to provide Members with a broad indication of the reports that they could expect to receive during the year. That enabled forward planning for the Corporate Management Team and at the same time provided an early indication to the Audit, Performance and Scrutiny Committee in respect to areas for potential review and scrutiny. Members were reminded that the workstreams agreed were not exhaustive. An update against the agreed workstreams was set out in draft Annual Report attached at Appendix 1 and the Authority had received a number of additional reports, in part driven by the corporate risk register.
In the absence of the Chairperson, the Vice Chairperson of the Authority presented a draft Annual Report of the Fire Authority a copy of which was set out in Appendix 1 to the report. The report set out how the Authority had performed its functions in accordance with the Constitution. In accordance with the Constitution each Committee was also required to submit an Annual Report to the Fire Authority, essentially to set out how the Committee had discharged its functions. Whilst there was no requirement under the Constitution for the Fire Authority to produce an Annual Report it was considered that such a report would be helpful to Members in reviewing progress and performance during 2009/10. The report also supported the review of governance and provided added robustness to the assurance structure. The Annual Reports approved by the Policy and Executive Committee; Audit, Performance and Scrutiny Committee and the Governance and Standards Committee were the subject of a separate report on the Agenda for this meeting (Minute 3107 below refers).
Resolved – That the Annual Report be approved.
3107 ANNUAL REPORTS OF COMMITTEES - The Secretary/Director of Corporate Administration submitted a report briefly outlining progress against the workstreams agreed by each of the three Committees, which was consolidated into their respective Annual Reports to the Fire Authority. Under the Constitution each Committee was required to submit an Annual Report to the Authority, essentially to set out how the Committee had discharged
6 Humberside Fire Authority 30 April 2010 its functions. The Annual Reports also supported the assurance framework. The Annual Reports attached to the report now submitted had been reviewed by the Committees and approved for submission to the Fire Authority.
Policy and Executive Committee - The Chairperson of the Policy and Executive Committee presented the Annual Report of that Committee.
Audit, Performance and Scrutiny Committee – In the absence of the Chairperson of the Audit, Performance and Scrutiny Committee the Annual report of that Committee was formally submitted.
Governance and Standards Committee - The Chairperson of the Governance and Standards Committee presented the Annual Report of the Governance and Standards Committee and highlighted the work undertaken in respect to the Committee.
Resolved – That the Fire Authority approves the Annual Reports of Committees now submitted.
3108 USE OF DELEGATED AUTHORITY BY CHIEF FIRE OFFICER/CHIEF EXECUTIVE UNDER CONSTITUTION – Resolved – That this item be deferred to the June 2010 meeting.
3109 ANNUAL AUDIT LETTER – The Secretary/Director of Corporate Administration submitted the Audit Commission’s Annual Audit letter dated October 2009 containing an unqualified opinion on the Authority’s accounts for 2008/09. The letter had been presented by representatives of the Audit Commission at the meeting of the Audit, Performance and Scrutiny Committee held on 1 December 2009 (Minute 2879 refers).
Resolved – (a) That the Audit Letter be accepted, and
(b) that the Director of Finance/Section 151 Officer and his staff be thanked on achieving an unqualified report.
3110 OPERATIONAL ASSESSMENT – PEER REVIEW - The Deputy Fire Officer/Director of Policy & Performance submitted a report reminding Members that the Improvement and Development Agency (IDeA) had been invited to facilitate a Peer Review of Operational Assessment between 22 and 24 March 2010. The primary outcome of the review was that the Service was operationally effective and the Peer Review Team was of the opinion that it is meeting its statutory duties. The report summarised the feedback from the Team and indicated that a formal report would be produced by the IDeA and that would be communicated to the Authority in due course. The Operational Assurance Manager would liaise at a tactical level to keep under review the Operational Self Assessment and ensure that operational assurance improvement planning was maintained. It was the intention that updates on progress of improvement planning associated with operational assurance would be provided via the Organisational Performance Group to Members on a six monthly basis.
A Member welcomed that the report indicated that the strengths of the Service exceeded the areas requiring review.
Resolved - That the Authority acknowledges the contents of the report and takes assurance of the ongoing operational assurance process; thanks all the Officers involved in the review, and welcomes the kind comments received during the review from the Chair of Dorset Fire Authority
3111 COMMUNITY PROTECTION ACTIVITIES (INCLUDING INCIDENTS OF SPECIAL INTEREST) – The Assistant Chief Officer/Director of Community Protection submitted a report outlining details of prevention, protection and emergency response activities as a quarterly update of Community Protection activity and incidents of special interest.
7 Humberside Fire Authority 30 April 2010
Resolved – That Members note the contents of the report as a quarterly update of Community Protection activity.
3112 COMMUNITY PROTECTION ACTIVITIES ANNUAL REPORT 2009/10 – The Assistant Chief Officer/Director of Community Protection submitted a report indicating that 2009-10 had been another year of sound progress for the Community Protection Directorate and the Directorate was extremely proud of the initial feedback from auditors which suggested that it was performing at the high standard to which it aspired. The desire for excellence in Community Protection was translated through the Prevention and Protection strategies and Performance Management Framework to seek continuous improvement year on year. Those improvements had contributed to a 4% reduction in the total number of fires attended from 5,887 in 2008/09 to 5,666 in 2009/10. At the same time the number of house fires had reduced by 3% from 723 to 706. That performance reflected the hard work and dedication of all personnel but of particular note was the contribution of AM Rhodes and AM Oprey who were jointly responsible for the organisation of community protection.
Resolved - That Members note the content of the report and requests that the Chief Fire Officer and Chief Executive acknowledge the achievements of front line staff in his blog.
3113 THE INDEPENDENT ASSESSMENT OF THE MANAGEMENT OF OPERATIONAL RISK INFORMATION – The Deputy Fire Officer/Director of Policy & Performance submitted a report reminding Members that the Chief Fire Officer and Chief Executive had reported to the Authority on 15 December 2009, the intention to invite Fire and Risk Management Support Services Ltd (FARMSS) to undertake an independent audit of the Service’s systems and processes for the management of operational risk information. The audit took place during the week commencing 22 February 2010 and was based upon methodology detailed in a forthcoming Fire and Rescue Service National Guidance Document – National Guidance for the Provision of Operational Information. The primary purpose of the audit was to provide Members and Officers with assurance that workstreams already in place to improve the Service’s systems and processes to manage operational risk information were in line with the proposed National Guidance. The first draft report had now been received and was being reviewed by Officers. The draft report made 27 recommendations to improve the Service’s processes for the capture, collection, analysis, dissemination and review of operational risk information. All recommendations were detailed in Appendix 1 to the report. Of the 27 recommendations, 12 were described as critical elements. The Service already had an improvement strategy in place, influenced by the proposed National Guidance and linked heavily to the transition to Regional Control Centres. The recommendations from the FARMSS audit were broad and cut across a number of Directorates, therefore the Service’s current improvement strategy would be amended to fully capture the holistic nature of the issues. The finalised report from FARMMS would be presented for review at the June 2010 meeting of the Audit, Performance and Scrutiny Committee.
Resolved – That Members note the content of the report and take assurance of the proactive approach Officers are taking to improve the Service’s systems and processes for the capture, collection, analysis, dissemination and review of operational risk information.
3114 ROLE OF INDEPENDENT MEMBERS OF THE GOVERNANCE AND STANDARDS COMMITTEE – The Secretary/Director of Corporate Administration submitted a report drawing Members attention to the Constitution which sets out the role of the Governance and Standards Committee and, in turn, the role of the Independent Members of the Committee. That role was also, in part, laid down by the relevant regulations relating to the functions of a Standards Committee generally and particularly in relation to the hearing of complaints of Member misconduct under the Code of Conduct. The Governance and Standards Committee possessed a broad governance advisory role, which went beyond the traditionally narrow role of Standards Committees. Independent Members (and Elected Members) of the Committee had an important role in promoting high standards of ethical behaviour. Independent Members had played an active role in developing the governance
8 Humberside Fire Authority 30 April 2010 of the Authority. The report set out a proposed enhanced role for the Independent Members, which was discussed at the meeting of the Governance and Standards Committee on 13 April 2010 (Minute 3057 refers). The Committee agreed to recommend to the full Authority enhancing the role of the Independent Members of the Committee. In essence, the report sought to formalise existing practice which had developed. It was proposed that the role of Independent Members of the Governance and Standards Committee be developed further during 2010/11, as outlined below.
(i) An Independent Member, wherever possible, shall attend as an observer at meetings of the Authority and its Committees.
(ii) The Chair of the Governance and Standards Committee will decide which Committee meeting in the 2010/11 cycle an Independent Member will attend.
(iii) The Secretary/Monitoring Officer will inform the relevant Chairs of the arrangements.
(iv) Following attendance at a Committee, the Independent Member may circulate Independent Members with any governance observations he/she believes should be brought to the attention of the Chair of the Committee, or Chair of the Fire Authority, or Political Group Secretary.
(v) The Chair of the Governance and Standards Committee may request the Secretary/Monitoring Officer to write to relevant Chairs with details of those matters, inviting them to comment and to meet with the Independent Members before the next Governance and Standards Committee meeting to discuss matters arising and any outcomes.
(vi) As a standing agenda item, the Governance and Standards Committee will receive a report in the name of the Chair informing the Committee of any actions and outcomes arising under paragraphs (iv) and (v).
(vii) Meetings of the Governance and Standards Committee will be the first Committee in the 2010/11 cycle to enable the role to be more effectively discharged.
The steps outlined above were designed to further enhance the governance of the Authority. Independent Members would act as ‘critical friends’ in terms of promoting good governance. That would complement the role of Elected Members and the Monitoring Officer. The Fire Authority shall review the benefits of that role as part of the Third Review of Corporate Governance.
A Member welcomed the proposals and stated that the Independent Members provided a very useful, detailed and committed service to the Authority.
Resolved – (a) That the enhanced role of Independent Members of the Governance and Standards Committee set out in the report be approved, and
(b) that the enhanced role be reviewed further during a Third Review of Corporate Governance.
3115 CONSTITUTION – REVIEW AND AMENDMENTS – The Secretary/Director of Corporate Administration submitted a report setting out some proposed changes to the Constitution, a number of which had arisen from the second review of corporate governance. In addition, Members had agreed that the Constitution be put into plain English. The Second Review of Corporate Governance led to a governance enhancement plan 2010/11 agreed by the Authority at its meeting on 15 December 2009. That enhancement plan necessitated certain changes to the Constitution. In addition, ‘call in’ provisions had now been adopted. There were some areas of the Constitution where additional changes were suggested,
9 Humberside Fire Authority 30 April 2010 primarily to bring some clarification. Arising from the recent process to appoint a Deputy Chief Fire Officer was a suggestion that appointments, perhaps with the exception of the Chief Fire Officer and Chief Executive and Statutory Officers (Monitoring Officer and Section 151 Officer), should not require ratification by the full Authority. The intention behind the ratification was simply to ensure support from the full Authority of a senior appointment. A marked up copy of the Constitution showing proposed changes and the reasons had been circulated separately to Members. The Secretary/Director of Corporate Administration reported orally on the practice adopted by the Constituent Unitary Authorities with regard to the appointment of Chief Officers.
A Member thanked the Secretary/Director of Corporate Administration for his recommendations.
Resolved – Members approve the amendments to the Constitution set out in the amended copy of the Constitution now submitted subject to Paragraph 6.3.2(d) of Article 6 being amended as follows:
“(d) Appointments made by the Committee to the following posts shall be ratified by the HFA:
Chief Fire Officer & Chief Executive Statutory Officers (Monitoring Officer and Section 151 Officer”
3116 HUMBERSIDE FIRE AUTHORITY – IMPLEMENTATION OF AN ENVIRONMENTAL MANAGEMENT SYSTEM – The Director of Finance/Section 151 Officer submitted a report informing Members of the progress made to date in the implementation of an Environmental Management System (EMS) for the Service and progress towards accreditation to the environmental standard ISO14001. The Service was committed to reducing its use of natural resources and impact on the environment and the refresh of the Service’s Strategic Plan for 2010-13 had seen the incorporation of the commitment to implementing an EMS as the means by which the Service would reduce its carbon footprint and manage its resources most effectively. Over the past two years the Authority had made significant progress in working towards the implementation of an EMS and developing a culture of environmental awareness throughout the organisation. An external advisor, specialising in environmental management systems had been commissioned to assist the Service in the implementation of appropriate management systems, identify areas for improvement and recommend best practice. In order to obtain a comprehensive baseline picture across the organisation, an initial gap analysis assessment was carried out by the advisor against environmental standard ISO 14001 2004 with the results used to inform an action plan for addressing areas of shortfall. In consideration of the wider environmental agenda and informed by the results of the gap analysis, the Service had formally chosen to work towards ISO 14001 and was aiming for accreditation to the Standard during 2010/11. The report indicated areas where significant progress had been made over the course of the last two years in quantifying the use of natural resources by the Service and to address any influencing factors. Following a competitive procurement process, the contract for ISO14001 accreditation services had been awarded to BSI Management Systems. The accreditation process was split into two phases. Stage 1 accreditation was scheduled for 26 and 27 July 2010 and would involve examination of the EMS framework that had been developed, including an assessment of policy, systems and documentation. The Stage 2 assessment would take place from 18-21 October 2010, when the effectiveness of the system and how well it had been embedded across the Service would be examined and assessed, and would involve visits to a number of premises, including stations and workshops. Subsequent to successful accreditation being achieved, an internal audit schedule would be established to ensure the Service’s ongoing compliance with the EMS and in addition, follow-up audits would be carried out by BSI Management Systems on a regular basis in order to ensure ongoing compliance to the Standard.
10 Humberside Fire Authority 30 April 2010
Resolved - That Members note the progress made to date on the implementation of an Environmental Management System (EMS) for the Authority and the expected timescales for ISO14001 accreditation.
3117 CORPORATE RISK/OPPORTUNITY MANAGEMENT - The Secretary/Director of Corporate Administration submitted a report, further to Minute 3009, updating Members with regard to Corporate Risk/Opportunity Management. A copy of Edition 3 of the Corporate Risk Register was attached at Appendix 1. Edition 4 of the Corporate Risk Register was in the process of being finalised by the Corporate Management Team and would be circulated in due course. The Action Plans of the two red risks were attached at Appendix 2 and the other action plans could be accessed by Members on the Authority’s website. Members were asked to review the Corporate Risk Register and to provide an assurance that they consider that the Register properly reflects the key issues facing the Authority. In addition, through the Committee structure (particularly the Audit, Performance and Scrutiny Committee); Members should take assurance that the Action Plans were effective and appropriate steps were being taken to further embed and resource corporate risk management. The Secretary/Director of Corporate Administration stated that the Corporate Risk Register was there for Members to use as a tool to drive (in part) the agenda and discussions at the Fire Authority meetings. Edition 4 of the Register was likely to see a risk arising from the Fire and Risk Management Support Services Ltd (FARMSS) report (Minute 3113 above refers). In addition, the current opportunity in respect to the Fundamental Review of Support Services would change to the RIEP/partnering/commissioning of support services. There would also be a number of other changes, particularly risks/opportunities in regard to Control, governance and risk management being removed or placed at Directorate level.
Resolved - That Members are assured as to progress in the effective use of risk management.
3118 COUNCILLOR P ELLIS – The Chairperson reported that Councillor Ellis was attending her last meeting as a Member of the Authority and on behalf of Members thanked her for all the work she had done for the Authority.
3119 EXCLUSION OF THE PRESS/PUBLIC - Resolved – That the press and public be excluded from the meeting for consideration the consideration of the following items (Minutes 3120 to 3122) on the grounds that they are likely to involve the disclosure of exempt information as defined in paragraphs 1, 3 and 5 of Part 1 of Schedule 12A of the Local Government Act 1972.
(In making its decision the Authority confirmed that having regard to all the circumstances it was satisfied that the public interest in maintaining the exemption outweighed the public interest in disclosing the information).
3120 CARP – UPDATE REPORT – The Director of Finance/Section 151 Officer and the Secretary/Director of Corporate Administration submitted a report reminding Members of previous reports to the Fire Authority on 29 September 2009, the Policy and Executive Committee on 20 November 2009 and the Audit, Performance and Scrutiny Committee on 1 December 2009 on the issue of the modification works required to allow the CARP to be used as a fit-for-purpose aerial appliance. The report now submitted updated Members on the very latest position with regard to the vehicle. The report outlined additional costs that had been incurred and indicated that it was expected that the vehicle would become operational as an aerial appliance in late June/early July 2010. The Chief Fire Officer and Chief Executive reported that the appliance would be deployed to Scunthorpe Fire Station as soon as possible and that the firefighters there were enthusiastic about using the appliance.
Resolved - That Members note the latest position on the CARP.
11 Humberside Fire Authority 30 April 2010
3121 SALE OF SLEDMERE FIRE STATION SITE – The Director of Finance/Section 151 Officer submitted a report on the expressions of interest received in respect of the sale of the Sledmere Fire Station site and proposing the acceptance of the highest bid in accordance with statutory requirements and in order to achieve best value for the Authority. The closure of Sledmere Fire Station was approved by Members on 25 July 2008 as a part of the resource disposition proposals underpinning the Authority’s Integrated Risk Management Plan (IRMP) for 2008-2011. The Fire Station closed operationally in November 2008 and the site declared as surplus to requirements and thus available for disposal.
Resolved - (a) That Members approve the acceptance of the highest offer on the basis that it represents best value to the Authority and meets the statutory requirements of Section 123(2) of the Local Government Act 1972k and
(b) that if completion has not been completed within six weeks from 5 May 2010, delegated authority be granted to the Section.151 Officer and Monitoring Officer to accept the next highest bid or if necessary commence a new process of seeking bids taking in to account all relevant factors at the time.
3122 LOCAL GOVERNMENT PENSION SCHEME; HUMBERSIDE FIRE AND RESCUE SERVICE EARLY RETIREMENT SCHEME – APPLICATIONS – The Assistant Chief Officer/Director of Personal & Organisational Development and the Director of Finance/ Section 151 Officer submitted a report on three applications for early retirement made by employees who were members of the Local Government Pension Scheme (LGPS). The Authority at its meeting on 15 December 2009 had approved an Early Retirement Policy for staff subject to the LGPS. The policy was designed to ensure that the Authority was able to apply its discretionary powers in a prudent manner and whilst allowing early access to pension in defined circumstances, which would always, be subject to a ‘cost-benefit’ assessment in individual cases and without provision for augmentation of service. The Scheme and associated Guidance Note were attached to the report. The Scheme was introduced against the backdrop of the Fundamental Review of Support Services and it was anticipated that a small number of applications for early retirement might be made as a consequence of the review outcomes.
Resolved - That the three applications for early retirement submitted be approved under the terms of the Authority’s Early Retirement Scheme for staff subject to the Local Government Pension Scheme.
Meeting closed at 6.25pm
12 Agenda Item 3(b) Humberside Fire Authority 28 May 2010
HUMBERSIDE FIRE AUTHORITY
(ANNUAL GENERAL MEETING)
28 MAY 2010
PRESENT:
Representing East Riding of Yorkshire Council:
Councillors Chapman MBE, Engall, Hudson, Ibson, Jefferies, Jefferson, Skow and Turner
Representing Kingston upon Hull City Council:
Councillors Fudge, Mathieson, Neal, Petch, Randall and Williams
Representing North Lincolnshire Council:
Councillors Armitage, Bainbridge, Briggs and Swift
Representing North East Lincolnshire Council:
Councillors Bonner, Shaw, Swinburn and Wallace
The Chairperson of the Governance and Standards Committee, Mrs Clarke, attended as an observer.
Chief Fire Officer & Chief Executive, Secretary/Director of Corporate Administration, Director of Finance/Section 151 Officer, Assistant Chief Officer/Director of Community Protection and Committee Manager were also present.
The meeting was held at the Humberside Fire and Rescue Service Headquarters, Kingston upon Hull. Meeting commenced at 10.30 a.m.
3123 NEW MEMBERS – The Chief Fire Officer and Chief Executive welcomed Councillors Jefferson, Shaw, Skow, Wallace and Williams.
(The Secretary/Director of Corporate Administration took the Chair for the following items (Minutes 3124 and 3125).
3124 DECLARATIONS OF INTEREST - No declarations were made in connection with any of the items to be considered at the meeting.
3125 ELECTION OF CHAIRPERSON – The Secretary/Director of Corporate Administration submitted a report on the election of a Chairperson for 2010/11. Councillors Briggs and Petch were nominated and seconded.
Upon being put to the vote the voting was
Councillor Briggs – For (15) Councillor Petch – For (7)
Resolved - That Councillor Briggs be elected Chairperson of the Humberside Fire Authority until the Annual General Meeting of the Authority in 2011.
(Councillor Briggs took the Chair)
13 Humberside Fire Authority 28 May 2010
3126 ELECTION OF VICE-CHAIRPERSON - The Secretary/Director of Corporate Administration submitted a report on the election of a Vice-Chairperson for 2010/11. Councillors Bainbridge and Jefferies were nominated and seconded.
Upon being put to the vote the voting was
Councillor Bainbridge – For (7) Councillor Jefferies – For (14) Abstained from voting – (1)
Resolved - That Councillor Jefferies be elected Vice-Chairperson of the Humberside Fire Authority until the Annual Meeting of the Authority in 2011.
3127 FORMER MEMBERS – Resolved - That a letter be sent to the former Members of the Authority (Councillors Ellis, Hornby, Pearson, Pickett and Suggit) thanking them for the services.
3128 COMPOSITION OF THE FIRE AUTHORITY 2010/11 - The Secretary/Director of Corporate Administration submitted a report on appointments to the Humberside Fire Authority made by the Constituent Authorities for the period 2010/11. An updated copy taking accounts of appointments made since the original report was circulated at the meeting.
Resolved – (a) That the membership of the Authority for the period 2010/11 as set out below be noted:
East Riding of Yorkshire Council (8):
Councillor M Chapman MBE (Conservative) Councillor D Engall (Conservative) Councillor R Hudson (Conservative) Councillor A Ibson (Conservative) Councillor B Skow (Conservative) Councillor P Turner (Conservative) Councillor B Jefferies (Liberal Democrats) Councillor B Jefferson (Independent)
Hull City Council (6):
Councillor N Fudge (Labour) Councillor B Petch (Labour) Councillor K Mathieson (Liberal Democrats) Councillor T Neal (Liberal Democrats) Councillor C Randall (Liberal Democrats) Councillor A Williams (Liberal Democrats)
North East Lincolnshire Council (4):
Councillor S Swinburn (Conservative) Councillor C Shaw (Labour) Councillor A Wallace (Labour) Councillor L Bonner (Liberal Democrats)
North Lincolnshire Council (4):
Councillor J Briggs (Conservative) Councillor S Armitage (Labour) Councillor S Bainbridge (Labour) Councillor S Swift (Labour)
14 Humberside Fire Authority 28 May 2010
3129 COMMITTEE STRUCTURE AND COMPOSITION 2010/11 - The Secretary/ Director of Corporate Administration submitted a report on the committee structure adopted by the Authority as part of its Constitution. An updated report taking account of the appointments made to the Fire Authority by the constituent Unitary Authorities was circulated at the meeting. The Authority was invited to consider the size and composition of the various committees and to make appointments having regard to the rules regarding political proportionality. The Secretary/Director of Corporate Administration reminded Members that for 2009/10 the Authority had agreed that the Audit, Performance and Scrutiny Committee and the Policy and Executive Committee should have 9 members and indicated that if that decision was repeated each of the political groups on the Authority would have 3 seats on each of those committees. In according with the rules relating to political proportionality there would be a technical adjustment between the seats allocated to the Conservative and Liberal Democrat groups but provided there was no objection the Authority could determine such allocation as was considered appropriate.
Resolved - (a) That the size of the committees as set out below be approved:
Policy and Executive Committee 9 Members (Conservative 3, Labour 3, Liberal Democrats 3)
Audit, Performance and Scrutiny Committee 9 Members (Conservative 3, Labour 3, Liberal Democrats 3)
Governance and Standards Committee 8 Members (4 Elected Members plus 4 Independent Member
Appeals Sub-Committee 3 Members (Conservative 1, Labour 1, Liberal Democrats 1)
(b) that the Authority approves the allocation of seats on committees as set out part (a) above and in paragraph 12 (iv) of the report now submitted without any adjustment, and
(c) that the respective Group Secretaries consider the appointment of Members to each Committee/Sub-Committee by their Groups and submit details as soon as possible to the Secretary.
(Details of committee memberships subsequently notified to the Secretary by Group Secretaries are set out in Appendix 1 to these minutes)
3130 APPOINTMENT OF GROUP SECRETARIES 2010/11 - Resolved - That the following appointments be noted:
Political Group Group Secretary
Conservative Councillor Ibson
Labour Councillor Bainbridge
Liberal Democrats Councillor Jefferies
3131 APPOINTMENT OF MEMBER REPRESENTATIVES ON EXTERNAL BODIES – The Secretary/Director of Corporate Administration submitted a report on the appointment of Member representatives, and where applicable substitutes, to external bodies for the period 2010/11. A Member queried whether political proportionality applied to appointments made to external bodies. The Secretary/director of Corporate Administration informed Members that political proportionality only applied in cases where there were 3 or more appointments to be made to any particular body. The following nominations were moved and seconded and appointments agreed as set out below:
15 Humberside Fire Authority 28 May 2010
Body Nomination(s) Appointment(s)
The Local Government Association Fire Services Forum
1 Representative Chairperson Chairperson (Councillor Briggs) (Councillor Briggs)
Councillor Shaw 1 Substitute Vice-Chairperson Vice-Chairperson (Councillor Jefferies) (Councillor Jefferies)
The Yorkshire & Humberside Regional Management Board
2 Representatives Chairperson Chairperson (Councillor Briggs) (Councillor Briggs)
Vice-Chairperson Vice-Chairperson (Councillor Jefferies) (Councillor Jefferies)
2 Substitutes Councillor Bainbridge Councillor Engall Councillor Engall Councillor Randall Councillor Randall
The Yorkshire and Humberside Regional Control Company (YHRCC)
2 Representatives Councillor Turner Councillor Turner
Councillor Jefferies Councillor Jefferies
2 Substitutes Councillor Shaw Councillor Engall Councillor Randall Councillor Randall Councillor Engall
Local Government Yorkshire and Humber (LGYH)
1 Representative Chairperson Chairperson (Councillor Briggs) (Councillor Briggs)
1 Substitute Vice-Chairperson Vice-Chairperson (Councillor Jefferies) (Councillor Jefferies)
LGYH Employers’ Committee
1 Representative Chairperson Chairperson (Councillor Briggs) (Councillor Briggs)
Resolved – That the following appointments be approved:
Body Representative(s)
The Local Government Association Chairperson (Councillor Briggs) Fire Services Forum Substitute: Vice-Chairperson (Councillor Jefferies)
The Yorkshire & Humberside Regional Chairperson (Councillor Briggs) Management Board Vice-Chairperson (Councillor Jefferies)
Substitutes: Councillors Engall and Randall
16 Humberside Fire Authority 28 May 2010
The Yorkshire and Humberside Councillors Turner and Jefferies Regional Control Company (YHRCC) Substitutes: Councillors Engall and Randall
Local Government Yorkshire and Chairperson (Councillor Briggs) Humber (LGYH) Substitute: Vice-Chairperson (Councillor Jefferies)
LGYH Employers’ Committee Chairperson (Councillor Briggs)
3132 APPOINTMENT OF NOMINATED SPOKESPERSONS FOR EACH CONSTITUENT AUTHORITY FOR 2010/11 - The Secretary/Director of Corporate Administration submitted a report on the appointment of a nominated spokesperson for each Constituent Authority to answer questions concerning the Fire Authority at meetings of their respective authorities.
Resolved - That the following nominated spokespersons be appointed for the period 2009/10:-
East Riding of Yorkshire Council - Councillor Turner Kingston upon Hull City Council - Councillor Randall North East Lincolnshire Council - Councillor Shaw North Lincolnshire Council - Councillor Swift
3133 MEMBER ENGAGEMENT: APPOINTMENT OF MEMBER CHAMPIONS 2010/11 - The Secretary/Director of Corporate Administration submitted a report reminding Members that the Authority had previously, on an annual basis, appointed designated Member Champions to certain specific themes. Member Champions had proved invaluable, providing wise counsel and acting as an additional interface between the Authority and the Executive, thereby enabling greater knowledge transfer and assisting in establishing robust corporate governance arrangements. In essence Member Champions (or Member Leads) had a role to champion a particular theme at the Authority. The broad role of Member Champions was set out in Schedule 2 to Part 2 of the Constitution. In 2009/10 three Member Champions were appointed to the Active Risk Team (a Member representing each Committee and political group) and one Member in respect to Business Continuity. The Chair of the Audit, Performance and Scrutiny Committee was also appointed to the Organisation Performance Group (OPG). It was suggested that Members might wish to revisit the question of Member Champions or leaders in specific areas. The report reminded Members that the Fire Authority had also agreed that the Committees of the Fire Authority (subject to Fire Authority ratification) had discretion to appoint such Member Champions as considered appropriate, having due regard to the functions of a Committee. For example, the Policy and Executive Committee might in due course wish to nominate a Member lead for Equality and Diversity. Committees would be better positioned to consider the appointment of Member Champions having regard to the workstreams which would be considered at the first meeting of each Committee. It was proposed that each Committee at its first meeting of the new cycle gives consideration to the appointment of Member Leads/Champions. In addition, the Authority might wish to consider whether there would be merit in nominating Members, perhaps on a rotation basis, to get to know each Directorate, over for example a 6 month period. Members at the previous cycle of meetings had received the draft Directorate Plans, which outlined the objectives and workstreams for each Directorate going forward. In terms of Members building knowledge of the Service, particularly in support of the planning processes, there would be merit in Members spending some time within Directorates, which would strengthen further the governance and assurance structure.
Resolved – (a) That Councillors Fudge, Jefferies and Swinburn be appointed Member Champions for the Corporate Risk Management – Active Risk Team:
(b) that each Committee be asked to consider the appointment of Member Champions/Leads at their first meeting in 2010/11.
17 Humberside Fire Authority 28 May 2010
3134 CALENDAR OF MEETINGS 2010/11 - The Secretary/Director of Corporate Administration submitted a report outlining a proposed Calendar of Meetings for 2010/11. It was reported that a meeting of the Governance and Standards Committee on 7 September 2010 had been omitted from the calendar of meetings.
It was Moved and Seconded -
That a number of meetings of the full Fire Authority be held at venues across the Authority’s area.
It was Moved and Seconded as an Amendment –
That meetings of the full Fire Authority be held at Headquarters but that Member Days be held at the various Community Protection Units.
The Secretary/Director of Corporate Administration provided clarification that 4 of the 7 Members Days would be held in the Community Protection Units (CPUs), with the other 3 being held at Headquarters and focussing on the development of the Strategic Plan/IRMP 2011/14
Upon being put to the vote the Amendment was CARRIED.
Resolved – (a) That the Calendar of Meetings for 2010/11, as amended to include a meeting of the Governance and Standards Committee on 7 September 2010, be approved as set out in Appendix 2 to these minutes;
(b) that each Committee be asked to determine the time of its future meetings at the first meeting in 2010/11, and
(c) that a report be submitted to the next meeting of the Fire Authority on the timing of future meetings of the Authority and on the arrangements for the seven Member Days in terms of venue and times.
3135 REGIONAL CONTROL CENTRES - UPDATE – At the invitation of the Chairperson a Member sought an update regarding the future of Regional Control Centres (RCCs) following the Parliamentary Election and in the light of reports in the manifesto of one of the political parties that it proposed to stop such regionalisation. The Chief Fire Officer and Chief Executive stated that the current information was that the RCC for Yorkshire and the Humber would go ahead and that at around 2013 the authority’s control centre would role over to the RCC at Wakefield. The Secretary/Director of Corporate Administration reported that the Government’s Coalition Agreement indicated that there would be no forced regionalisation. The Chairperson stated that the situation would be monitored and any new information would be circulated to Members.
Meeting closed at 11.30am
18 Humberside Fire Authority 28 May 2010
Appendix 1
HUMBERSIDE FIRE AUTHORITY
COMMITTEE COMPOSITION 2010/11
AUDIT, PERFORMANCE AND SCRUTINY COMMITTEE (9 Members) (plus 1 Independent Member (non-voting)
Conservative: Councillors Chapman, Hudson and Swinburn Labour: Councillors Shaw, Swift and Wallace Liberal Democrats: Councillors Bonner, Jefferies and Randall
1 Independent Member (non-voting): Mrs G Hardy
GOVERNANCE AND STANDARDS COMMITTEE (8 Members) (4 Elected Members and 4 Independent Members)
Conservative: Councillor Engall Independent: Councillor Jefferson Labour: Councillor Fudge Liberal Democrat: Councillor Williams
4 Independent Members: Mrs J A Clarke, Mr R Dixon, Mr D G Hughes and Mr J Jepson
POLICY AND EXECUTIVE COMMITTEE (9 Members)
Conservative: Councillors Briggs, Skow and Turner Labour: Councillors Armitage, Bainbridge and Petch Liberal Democrats: Councillors Mathieson, Neal and Williams
Appeals Sub-Committee (3 Members)
Conservative: (nomination awaited) Labour: Councillors Bainbridge Liberal Democrats: (nomination awaited)
19 Humberside Fire Authority 28 May 2010
20 Humberside Fire Authority 28 May 2010
Appendix 2 HUMBERSIDE FIRE AUTHORITY
SCHEDULE OF MEETINGS 2010/11
Ordinary meetings of the Humberside Fire Authority and its Committees during 2010/11 will be held on the dates set out below. Except as indicated the time of meetings will be determined at the first meeting of each Committee. Meetings are held at the Headquarters of the Humberside Fire and Rescue Service, Summergroves Way, Kingston upon Hull unless otherwise indicated.
Meeting Date Time
Governance and Standards Committee Tuesday 8 June 2010 10.30 am Policy and Executive Committee Friday 11 June 2010 10.00 am Member Day 1 Tuesday 15 June 2010 Audit, Performance and Scrutiny Committee Friday 18 June 2010 10.30 am HUMBERSIDE FIRE AUTHORITY Friday 25 June 2010 10.30 am Governance and Standards Committee Tuesday 7 September 2010 Policy and Executive Committee Friday 10 September 2010 Member Day 2 Monday 13 September 2010 Audit, Performance and Scrutiny Committee Tuesday 21 September 2010 HUMBERSIDE FIRE AUTHORITY Tuesday 28 September 2010 Member Day 3 Friday 15 October 2010 Governance and Standards Committee Tuesday 26 October 2010 Policy and Executive Committee Friday 19 November 2010 Member Day 4 Monday 22 November 2010 Audit, Performance and Scrutiny Committee Tuesday 30 November 2010 Member Day 5 Friday 10 December 2010 HUMBERSIDE FIRE AUTHORITY Tuesday 14 December 2010 Member Day 6 Monday 17 January 2011 Governance and Standards Committee Tuesday 18 January 2011 Policy and Executive Committee Friday 21 January 2011 HUMBERSIDE FIRE AUTHORITY Monday 24 January 2011 (SPECIAL MEETING) Audit, Performance and Scrutiny Committee Tuesday 1 February 2011 HUMBERSIDE FIRE AUTHORITY Monday 14 February 2011 Member Day 7 Friday 4 March 2011 Governance and Standards Committee Tuesday 22 March 2011 Policy and Executive Committee Friday 25 March 2011 Audit, Performance and Scrutiny Committee Tuesday 5 April 2011 HUMBERSIDE FIRE AUTHORITY Tuesday 19 April 2011 HUMBERSIDE FIRE AUTHORITY Friday 27 May 2011 (ANNUAL GENERAL MEETING)
21 Humberside Fire Authority 28 May 2010
22 Agenda Item No. 7
Humberside Fire Authority Report by the 25 June 2010 Secretary and Director of Corporate Administration
COMPOSITION OF THE AUTHORITY, ITS COMMITTEES AND MATTERS ARISING FROM THE ANNUAL GENERAL MEETING
SUMMARY
1. This report sets out the decisions made at the Annual General Meeting and subsequently at the meetings of the three Committees in respect to the appointment of Chairpersons for 2010/11. The report also includes a revised Calendar of Meetings reflecting the decisions of Committees) other than Audit, Performance and Scrutiny Committee (which meets on 18 June 2010).
RECOMMENDATIONS
2. The Fire Authority is asked to consider this report and to determine the time and venue of future meetings of the Fire Authority and Member Days.
APPOINTMENTS AND COMMITTEE COMPOSITION 2010/11
3. Chairperson of Humberside Fire Authority: Councillor Briggs Vice Chairperson of Humberside Fire Authority: Councillor Jefferies
Audit, Performance and Scrutiny Committee (9 Members plus 1 Independent Member (non-voting)
Chairperson: (To be appointed on 18 June 2010)
Conservative: Councillors Chapman, Hudson and Swinburn Labour: Councillors Shaw, Swift and Wallace Liberal Democrats: Councillors Bonner, Jefferies and Randall Independent Member Mrs G Hardy (non-voting):
Governance and Standards Committee (8 Members) (4 elected Members and 4 Independent Members)
Chairperson: Mrs J Clarke
Conservative: Councillor Engall Independent: Councillor Jefferson Labour: Councillor Fudge Liberal Democrats: Councillor Williams Independent Members: Mrs. J Clarke, Mr. R Dixon, Mr. D Hughes and Mr.J Jepson
Policy and Executive Committee (9 Members)
Chairperson: Councillor Turner
Conservative: Councillors Briggs, Skow and Turner Labour: Councillors Armitage, Bainbridge and Petch Liberal Democrats: Councillors Mathieson, Neal and Williams
23 Appeals Sub-Committee (3 Members)
Conservative: (nomination awaited*) Labour: Councillor Bainbridge Liberal Democrats: (nomination awaited)
* Note that currently Members of the Appeals Sub-Committee should be Members of the Policy and Executive Committee. The Fire Authority might wish to reconsider this requirement.
Nominations to Yorkshire Humberside Regional Management Board
Chairperson (Councillor Briggs) Vice-Chairperson (Councillor Jefferies) Substitutes: Councillors Engall and Randall
Nominations to Yorkshire and Humberside Regional Control Company (YHRCC)
Councillors Turner and Jefferies Substitutes: Councillors Engall and Randall
Local Government Association Fire Service Forums
Chairperson (Councillor Briggs) Substitute: Vice-Chairperson (Councillor Jefferies)
Local Government Yorkshire and Humber (LGYH)
Chairperson (Councillor Briggs) Substitute: Vice-Chairperson (Councillor Jefferies)
LGYH Employers’ Committee
Chairperson (Councillor Briggs)
Fire Authority Member Champions
Active Risk Team: Councillors Fudge, Jefferies and Swinburn (Corporate Risk Management)
(Each Committee is to consider whether to appoint Member Champions/Leads. The Policy and executive Committee at its meeting on 11 June 2010 appointed Councillor Bainbridge to lead a small ad hoc working group to consider the appointment of member Champions/Leads)
Group Secretaries
Conservative Group: Councillor Ibson Labour Group: Councillor Bainbridge Liberal Democrat Group: Councillor Jefferies
Nominated Spokesperson for Constituent Authorities
East Riding of Yorkshire Council: Councillor Turner Kingston Upon Hull City Council: Councillor Randall North East Lincolnshire Council: Councillor Shaw North Lincolnshire Council: Councillor Swift
24 ARRANGEMENTS FOR MEETINGS OF THE HUMBERSIDE FIRE AUTHORITY
5. At the Annual General Meeting on 28 May 2010 the Authority agreed a Calendar of Meetings for 2010/11 but requested that a report be submitted to the next meeting of the Fire Authority on the timing of future meetings of the Authority and on the arrangements for the seven Member Days in terms of venue and times. The attached Appendix sets out the Calendar of Meetings as amended to incorporate the arrangements determined by the Governance and Standards Committee and the Policy and Executive Committee for their meetings. The Audit, Performance and Scrutiny Committee will consider its arrangements on 18 June 2010.
6. At the Authority meeting on 28 May 2010, Members discussed the timing and location of future meetings.
7. There was considerable debate around the location for meetings and it is fair to say mixed views. The majority of Members felt that formal meetings should remain at Headquarters, with Member Days being held partly at Headquarters and four Days being held at CPUs.
8. The Authority also decided to retain 10.30 a.m. as a start time for its meetings.
9. There remain five scheduled meetings of the Authority, and Members may wish to give further consideration to the venue of such meetings, whether that be at a CPU (where practicable) or a Constituent Authority. Thought could be given to rotate meetings over a longer period of time, i.e. the life of a strategic plan (3 years).
10. The Governance and Standards Committee has decided to hold two meetings at Headquarters and two meetings in two of the CPU areas; one at Barton and one at Beverley. The timing of meetings will remain as 10.30 a.m. The Policy and Executive Committee has decided to keep meeting times at 10.00 a.m. and that meetings would remain at Headquarters, unless the Committee agreed otherwise. At the time of writing this report, the Audit, Performance and Scrutiny Committee had not met.
STRATEGIC PLAN COMPATIBILITY
11. The schedule of meetings shall indirectly set a framework which will ensure that the strategic outcomes are monitored and reviewed.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
12. None arising directly.
LEGAL IMPLICATIONS
13. None arising directly.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
14. No direct actions required.
CORPORATE RISK MANAGEMENT IMPLICATIONS
15. No direct actions required.
HEALTH AND SAFETY IMPLICATIONS
16. None arising directly.
25 COMMUNICATION ACTIONS ARISING
17. The calendar of meetings will be published.
DETAILS OF CONSULTATION
18. Corporate Management Team.
BACKGROUND PAPERS AVAILABLE FOR ACCESS
19. None.
RECOMMENDATIONS RESTATED
20. The Fire Authority is asked to consider and note the report and to determine the time and venue of future meetings of the Fire Authority and Member Days.
R GRAHAM
Officer Contact: Robin Graham 01482 567443 Secretary and Director of Corporate Administration
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
RG/SJ 17 June 2010
26 Appendix 1
Calendar of Meetings 2010/2011
Meeting 2010/11 (HFA – 10.30 am, Committee Meetings – 10.00 am OR as determined at first meetings) Fri HUMBERSIDE FIRE AUTHORITY AGM followed by NEW MEMBERS INDUCTION EVENT 28 May 2010 (10.30am) Tue Governance and Standards Committee** 8 June 2010 (10.30am) Fri Policy and Executive Committee 11 June 2010 (10.00am) Tue Member Day 1 (Headquarters| 15 June 2010 Fri Audit, Performance and Scrutiny Committee* 18 June 2010 (10.30am) Fri HUMBERSIDE FIRE AUTHORITY 25 June 2010 (10.30am) AUGUST RECESS Tue Governance and Standards Committee** 7 September 2010 (10.30 am) Fri Policy and Executive Committee 10 September 2010 (10.00 am) Mon Member Day 2 (Headquarters) 13 September 2010 Tue Audit, Performance and Scrutiny Committee* 21 September 2010 Tue HUMBERSIDE FIRE AUTHORITY 28 September 2010 Fri Member Day 3 (East Riding CPU) 15 October 2010 Tue 26 October 2010 (10.30 am) Governance and Standards Committee** BARTON Fri Policy and Executive Committee 19 November 2010 (10.00 am) Mon Member Day 4 (NE Lincs CPU) 22 November 2010 Tue Audit, Performance and Scrutiny Committee* 30 November 2010 Fri Member Day 5 (Hull CPU) 10 December 2010 Tue HUMBERSIDE FIRE AUTHORITY 14 December 2010 Mon Member Day 6 (Headquarters) 17 January 2011 Tue 18 January 2011 (10.30 am) Governance and Standards Committee** BEVERLEY
27 Meeting 2010/11 (HFA – 10.30 am, Committee Meetings – 10.00 am OR as determined at first meetings) Fri Policy and Executive Committee 21 January 2011(10.00 am) Mon 24 January 2011 HUMBERSIDE FIRE AUTHORITY (SPECIAL MEETING)
Tue Audit, Performance and Scrutiny Committee* 1 February 2011 Mon HUMBERSIDE FIRE AUTHORITY 14 February 2011 Fri Member Day 7 (North Lincs CPU) 4 March 2011 Fri Governance and Standards Committee** 18 March 2011 (10.30 am) Fri Policy and Executive Committee 25 March 2011 (10.00 am) Tue Audit, Performance and Scrutiny Committee* 5 April 2011 Tue HUMBERSIDE FIRE AUTHORITY 19 April 2011 Fri HUMBERSIDE FIRE AUTHORITY AGM 27 May 2011
* Audit, Performance and Scrutiny Committee – pre-meeting with Internal and External Audit will take place at 10.00am, main meeting at 10.30 am ** Governance and Standards Committee – Independent Members of the Committee will meet in private at 9.30am, main meeting at 10.30 am
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Agenda Item 8(a) Governance & Standards Committee 8 June 2010
HUMBERSIDE FIRE AUTHORITY
GOVERNANCE AND STANDARDS COMMITTEE
8 JUNE 2010
PRESENT: Councillors Engall, Fudge, Jefferson and Williams and Mrs J Clarke and Mr D G Hughes.
Councillors Briggs and Ibson attended as observers. Mrs G Hardy, Independent Member of the Audit, Performance and Scrutiny Committee also attended as an observer.
Deputy Chief Fire Officer, Secretary/Director of Corporate Administration, Director of Finance/Section 151 Officer and Committee Manager were also present.
The meeting was held at Humberside Fire and Rescue Service Headquarters, Kingston upon Hull. Meeting commenced at 10.30 a.m.
Apologies for absence were submitted by Mr Dixon (4. Holiday) and Mr Jepson (1.Illness)
(Prior to the meeting the Independent Members of the Committee met in private)
(The Secretary/Director of Corporate Administration took the Chair for the following items (Minutes 3136 to 3138).
3136 DECLARATIONS OF INTEREST – There were no declarations.
3137 NEW MEMBERS – The Secretary/Director of Corporate Administration welcomed Councillors Jefferson and Williams who were attending their first meeting of the Committee.
3138 APPOINTMENT OF CHAIRPERSON OF THE COMMITTEE 2010/11 – Mrs J Clarke was nominated and seconded.
Resolved – That Mrs J Clarke be elected Chairperson until the first meeting of this Committee following the Annual General Meeting of the Fire Authority in 2011.
(Mrs Clarke took the Chair).
3139 TIME OF FUTURE MEETINGS – The Secretary/Director of Corporate Administration reported that, in approving a Calendar of Meetings for meetings of the Authority and its committees during 2010/11, the Authority had agreed that each committee should consider the time and venue for its meetings. The Authority had also agreed to a meeting of this Committee being held on 7 September 2010.
The Chairperson informed Members of the views expressed by Members at the Annual General Meeting of the Fire Authority regarding the possibility of holding meetings at venues other than Headquarters in line with Members’ wishes to promote community engagement and suggested that it would be appropriate for 2 meetings of this Committee to be held at Barton upon Humber and Beverley Fire Stations. The Secretary/Director of Corporate Administration stated that arrangements could be made for any Members travelling by public transport to be provided with transportation from Headquarters.
Resolved – (a) That the meeting scheduled for 22 March 2011 be held on Friday, 18 March 2011;
(b) that meetings of this Committee shall commence at 10.30am, and
(c) that the meeting scheduled for 26 October 2010 be held at Barton upon Humber Fire Station and the meeting on 18 January 2011 be held at Beverley Fire Station).
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Governance & Standards Committee 8 June 2010
3140 MINUTES – Resolved – That the minutes of the Committee held on 13 April 2010 be approved as a correct record and signed by the Chairperson.
3142 STANDARDS FOR ENGLAND TRAINING DVD FOR MEMBERS ON ASSESSMENTS – Members viewed the training DVD produced by Standards for England on the role of the Assessment Sub-Committee within the standards framework. The Secretary/Director of Corporate Administration reported that all Members of the Authority had been invited to attend the viewing of the DVD, and that Mr Dixon who was unable to attend had asked for a copy of the DVD to view at home. A Member expressed disappointment at the low number of Members present.
Resolved – That the content of the DVD be noted.
3143 COMMITTEE WORKSTREAMS 2010/11 – The Secretary/Director of Corporate Administration submitted a report, further to Minute 3066, on the proposed workstreams for this Committee for 2010/11. The intention behind the workstreams was to provide Members with a broad indication of the reports that they could expect to receive during the year, and which would also enable forward planning for the Corporate Management Team and at the same time provide an early indication to the Audit, Performance and Scrutiny Committee in respect to areas for its review and scrutiny. The proposed workstreams which were set out in Appendix 1 to the report were not exhaustive and there would also be certain standing items such as corporate risk management.
Resolved - That the proposed workstreams for 2010/11 be approved .
3144 INDUCTION OF NEW MEMBERS – The Secretary/Director of Corporate Administration submitted a report reminding Members that one of the roles of the Governance and Standards Committee was to keep under review the Member development opportunities, including the timely induction of new Members. A copy of the toolkit for the induction of new Members was set out in Appendix 1 to the report. The toolkit had been adopted as an interim health check but should be considered and agreed by this Committee. The Secretary/Director of Corporate Administration would circulate separately the completed feedback forms from those Members attending the induction event on 28 May 2010. The Induction of Members would be followed by a series of Member Days throughout the year (7 planned during 2010/11), visits to local Stations, and a bespoke individual Member training plan. Mentoring was also offered. Members were reminded of the recent attempts at organising a Member Open Day and introducing a Member Protocol between all four constituent authorities. The report on proposed workstreams 2010/11 (Minute 3143 above refers) stated that the Open Day and Protocol should be revisited. Members were asked to give further consideration to the Induction Day, to ensure that the induction of Members was timely and effective, and further that there were sufficient ongoing development opportunities offered to new and current Members.
Councillor Jefferson informed the Committee that as a newly appointed Member of the Fire Authority she had found the Induction event very helpful with the right level of information for a first event.
Resolved – That the toolkit be approved and that this Committee would encourage the proposed Open Day and introduction of a Member Protocol between all four constituent authorities.
3145 STANDARDS FOR ENGLAND - ASSESSING THE IMPACT OF STANDARDS COMMITTEES: NOTABLE PRACTICE – The Secretary/Director of Corporate Administration submitted a report, further to Minute 3068, reminding Members that Standards for England had published nine areas of Notable Practice in respect to Standards Committees. A copy of the report published by Standards for England was attached at Appendix 1 to the report. It was suggested that there were some particular areas within the
30
Governance & Standards Committee 8 June 2010 notable practice worth considering by the Committee, which might impact upon its proposed workstreams:
• Assisting in the implementation of Equality & Diversity scheme;
• Link into audit and monitoring (although this overlaps with the role of the Audit, Performance and Scrutiny Committee);
• Involvement in remuneration and performance based culture;
• Member Development – five key areas (role and deployment, individual objectives and deliverables, self-assessment supported by 360 degree assessment, personal development and longer term “own wishes”);
• Partnership protocol reflecting principles of ethical standards;
• Consider a mission statement;
• Better use of website;
• Whether a joint standards and audit committee might be an alternative governance structure (Members were reminded that as part of the second review of corporate governance the option was considered of a board-type structure, with the Authority meeting monthly and a combined governance, scrutiny and audit committee).
Generally, during 2010/11 it was suggested that the Committee review its terms of reference, its direction and leadership in terms of good governance. The Committee should be alive to notable practice elsewhere and contribute/highlight notable practice at the Fire Authority. One of the observations made in the conclusions to the notable practice case studies was reference to the role of the Monitoring Officer. The Monitoring Officer should be the primary adviser to the Committee, but the Committee should not be reliant upon the Monitoring Officer. The Monitoring Officer was best seen as having the statutory advisory role and generally a catalyst for ideas and suggestions around enhancing governance (and the Officer lead) but essentially the governance leadership role should be shared amongst both Elected and Independent Members. 2009/10 had demonstrated a greater move towards shared governance, particularly with Independent Members revisiting their role and setting the agenda for the Committee.
A Member queried what involvement the Authority had with parish councils. The Deputy Chief Fire Officer stated that the approach at present was reactive although recently in terms of the proposed changes to the Service disposition in Goole, Officers of the Authority had reported to Goole Town Council on progress on the implementation of the changes. The Secretary/Director of Corporate Administration suggested that links with parish councils might be something that could be considered as part of the Integrated Risk Management Plan (IRMP) consultation arrangements. A Member queried whether there was any duplication with regard to the standards framework as between the Fire Authority and the constituent authorities. The Secretary/Director of Corporate Administration explained that the functions of this Committee only related to matters when Members were exercising their role as a Member of the Fire Authority and that whilst the Committee had previously talked about the possibility of having a shared Standards Committee there had not been much political support for that option, and that going forward the possible sharing of Independent Members/Monitoring Officers might be helpful from a sustainability viewpoint.
Resolved – That Members consider the areas of notable practice and whether there are examples which should form part of the workstreams 2010/11 of the Committee.
3146 POSSIBLE CHANGES ARISING FROM COALITION AGREEMENT – The Secretary/Director of Corporate Administration submitted a report setting out a number of workstreams which might arise from the publication of the Coalition Agreement on 20 May 31
Governance & Standards Committee 8 June 2010
2010. A number had potential complications upon the Committee, in particular in respect to the future of Standards for England. These included reference to the following:
(i) The Standards Board regime will be abolished; (ii) Councils shall be entitled to revert to Committee structures. (iii) Freedom Bill; (iv) Extend scope of Freedom of Information/greater transparency; (v) Councillors to have the power to vote on larger salary packages for unelected officials; (vi) Local Government inspections will be cut (Comprehensive Area Assessment (CAA) abolished); (vii) Require public bodies to publish online the job titles of every member of staff and the salaries and expenses of senior officials paid more than the lowest salary permissible in Band 1 of the Senior Civil Service pay scale (approximately £58,200 per annum 2009); (viii) New protection for whistleblowers in the public sector; (ix) All councils to publish meeting minutes and local service and performance data; (x) All councils to publish items of spending above £500; (xi) Create a ‘new right to data’; (xii) Give residents power to instigate local referendums on any local issue; (xiii) Give residents the power to veto excessive council tax increases.
It was unclear as to the status of the proposed Member and Officer Codes of Conduct, which were subject to consultation in late 2008. The proposed changes highlighted above might have a significant impact upon the functions of the Committee but at this stage, it was too early to be able to advise upon the implications or indeed timing.
Resolved – That the report be noted and further reports be submitted as more information becomes available.
3147 GOVERNANCE ENHANCEMENT: AGREED ACTION PLAN 2010 – PROGRESS – The Secretary/Director of Corporate Administration submitted a report, further to Minute 3055, providing an update upon progress on the workstreams contained in the Governance Enhancement Action Plan 2010 as set out in Appendix 1 to the report. The workstreams primarily arose from the second review of corporate governance. The Committee had previously expressed some concern over the action plan and had asked to review the Action Plan further, with proposed timescales. The Governance and Standards Committee had an important role to play in not only monitoring progress but in helping to achieve the outcomes from the Action Plan. The proposed developing role of Independent Member also dovetailed with the Action Plan. This Action Plan would be a standing agenda item during the 2010/11 cycle of committee meetings. In addition to the governance enhancement, the report suggested that Members would wish to review the role of the Committee generally but also mechanisms to raise the profile and work of the Committee and also consider the merit of developing themes around its meetings and the content of forthcoming Member Days. The following themes were suggested:
Theme 1 Engaging and Communicating Ethical Governance [Public – Members – Staff]
Theme 2 Learning Opportunities for Members
Theme 3 Confidence in Governance
Theme 4 Partnership Governance
It was also suggested that there might also be merit in considering further the interface with scrutiny and audit.
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Governance & Standards Committee 8 June 2010
A Member referred to Theme 4 (Partnership Governance) and stated that at the 2009 Annual Assembly of Standards Committees it had been reported that Standards for England intended to produce some guidelines for Standards Committees. The Secretary/Director of Corporate Administration reported that he was not aware of any guidance but undertook to check the situation and report back.
Resolved – That the Agenda for the next 4 meetings of this Committee be focussed on one of the 4 suggested themes.
3148 THIRD REVIEW OF CORPORATE GOVERNANCE – The Secretary/Director of Corporate Administration submitted a report, further to Minute 3056, reminding Members that at its meeting on 13 April 2010 the Committee had received a report in respect to the Third Review of Corporate Governance and that Members were asked to give thought to the focus and timing of the Third Review. The CIPFA/SOLACE good governance guidance recommended that a governance review should take place on an annual basis, but it was entirely at the discretion of the Authority how that should be undertaken. The report now submitted was a further initial report, perhaps a forerunner for a more detailed report to the autumn meeting of the Committee with recommendation to the full Authority. Primarily the report was designed to be a catalyst for further thought and debate around the next review of corporate governance.
It was not long since Members completed their second review of corporate governance and it was important that governance remained enabling, positive and beneficial to the Authority rather than become viewed as a bureaucratic burden and ‘ticking boxes’. There were some key issues to pick up from the second review, which formed part of the Governance Enhancement Plan 2010 (Minute 3147 above refers). An overriding question remained the structure of the Fire Authority and whether a Board-like structure, comprising monthly meetings, with a separate audit, governance and scrutiny committee, was a preferable and more effective model than the recently adopted structure. The current structure which was approved in May 2008 (as part of the adoption of a Constitution) remained under some ongoing debate, primarily stemming from whether the Policy and Executive Committee was sufficiently exercising its extensive delegated authority under the Constitution or simply referring matters for decision to the full Fire Authority.
Another issue which Members should consider was how we involve stakeholders and the public in shaping the governance structure. The reviews which had taken place to date had been very much self-reviews, with the assistance of the Audit Commission as a pilot (adopting toolkits around CIPFA/SOLACE and ethical governance). Members were reminded that when the Constitution was adopted, it was aimed at increasing openness, accountability and engagement. With the establishment of a small corporate communications section in the Directorate of Corporate Administration, there was now additional capacity and expertise to support and develop public engagement and greater involvement. Corporate communications, which also comprised marketing and engagement, would produce proposals on how the third review might involve stakeholders and the public in a meaningful way, which might shape new governance methods, without fundamentally changing the overall constitutional basis. The previous reviews had been supported either by the Audit Commission and/or the Secretary/Director of Corporate Administration and it suggested that Members might think there was some benefit in bringing external independence or perhaps sharing facilitator roles with another Authority, whether regionally or in the sub-region.
Overall, at this stage, Members are asked to give some thought to the next review, in very broad terms. Given the enhancement plan for 2010, it was suggested that, so far as possible, the review should be a light touch approach. With regard to the timing of the review the report indicated that Autumn 2010 would have been preferred, but the autumn would be particularly focussed upon the Strategic Plan and IRMP 2011-14 (out to formal consultation) and with the next three year financial settlement likely to be known in late 33
Governance & Standards Committee 8 June 2010
October or early November. There was, however, no reason why the governance review could not play a part and run in tandem.
Resolved – That the third review of corporate governance be discussed further at the next meeting.
3149 MONITORING OF FIRE AUTHORITY DECISIONS – The Secretary/Director of Corporate Administration submitted a report indicating that the Second Review of Corporate Governance undertaken in 2009/10 had resulted in a Governance Enhancement Action Plan 2010/11. The Plan had been approved by the Fire Authority and was a standing agenda item of this Committee. One of the elements of that Plan was to consider how Fire Authority decisions should be monitored and reviewed. It was proposed that there was benefit in introducing a system in order to monitor, review and track Fire Authority and Committee decisions. A monitoring system would help to enhance the corporate governance arrangements generally, but particularly in respect to enabling Members to focus upon progress in respect to key issues and carry out post implementation reviews. Members’ views were sought as to what system would enable them to keep decisions under review, including progress. It was suggested that a tracking approach was adopted, which had a strong interface with the Corporate Risk Register. Each Committee would, as a standing item, review the Decision and Action Record, which would complement the minutes of the meeting. It was suggested that the format of minutes could be similarly reviewed. In addition, the Governance and Standards Committee could take a role to keep under general review the effectiveness of such a system and the extent to which agreed timescales were being achieved. Post project review by Members should also be undertaken, but perhaps in respect to significant projects (which would need to be defined/agreed).The system should relate to where the Authority/Committees had exercised their delegated powers, i.e. made particular decisions. To avoid including minor issues, some guidance criteria would be needed.
Resolved – That it be a recommendation to the Fire Authority that Members consider adopting a process for monitoring major decisions by the Authority and its committees.
3150 MEMBER ATTENDANCE 2009/10 – The Secretary/Director of Corporate Administration submitted a report, further to Minute 3065, reminding Members that a report was submitted to the Committee held on 13 April 2010 detailing attendance by individual Members at meetings. The report now submitted updated the attendance records for the whole of 2009/10. The purpose of the report was to enable the Committee to undertake an annual review of attendance at meetings of the Authority. Details of individual Member/Independent Member attendance at formal meetings was set out in Appendix 1 to the report and Member attendance at Member Development days and learning outcomes was recorded at Appendix 2.
A Member commented that there was a need for the attendance details to relate to the system adopted for recording absences at meetings.
Resolved – That the report be received and that future reports should include a reference to the system for recording apologies for absence.
3151 MEMBER HANDBOOK – The Secretary/Director of Corporate Administration submitted a report on a proposal to introduce a ‘Member Handbook’, which would supplement the Member Reference File. It was aimed particularly at new Members, but was designed to act as a refresher and a useful reference for current Members. Members were asked to consider the benefit of introducing a handbook in readiness for September 2010. A rough outline of the handbook and the content proposed was attached at Appendix 1 to the report. The production of a Member Handbook formed an element of the Governance Enhancement Plan 2010/11.
34
Governance & Standards Committee 8 June 2010
Resolved - That Members forward any comments on the draft Member Handbook to the Secretary/Director of Corporate Administration within the next two weeks.
3152 MEMBER DEVELOPMENT AND REGIONAL/SUB-REGIONAL UPDATE – The Secretary/Director of Corporate Administration reported orally that he would update the Committee as details emerge.
Resolved – That the report be noted.
3153 EXTERNAL ANNUAL REPORT – The Secretary/Director of Corporate Administration submitted a report, further to Minute 3067, indicating that one of the governance workstreams for 2010 was to produce an Annual Report. There existed an Annual Committee Report to the full Fire Authority, but the External Report was aimed at highlighting the role of the Committee and seeking greater public involvement/engagement. At its meeting on 13 April 2010, the Committee had received a draft annual report aimed at informing the public and other stakeholders of the role of the Committee in respect to promoting good governance generally and the high standards of ethical conduct. A final draft Annual Report was attached to the report. The Annual Report would be distributed to key stakeholders and be available online. In addition, a ‘notice’ had been produced for insertion into parish newsletters and in Unitary Authority publications, which would essentially signpost to the full report and the Authority’s website generally.
Resolved – That Members agree to the publication of the Annual Report attached at Appendix 2 and the notice set out in Appendix 1 subject to any comments on the draft documents that Members might forward to the Secretary/Director of Corporate Administration within the next two weeks.
3154 CORPORATE RISK/OPPORTUNITY MANAGEMENT – The Secretary/Director of Corporate Administration submitted a report, further to Minute 3064, with regard to Corporate Risk/Opportunity Management. A copy of Edition 3 of the Corporate Risk Register was attached at Appendix 1 to the report and a copy of Edition 4 was circulated at the meeting. The Action Plans were not attached, but could be viewed on the Authority’s website Members were asked to use the Corporate Risk Register as a tool to drive (in part) the agenda and discussions at the Fire Authority meetings. The Committee was asked to consider how risk management supported good governance. The action plan in respect to corporate governance (Risk/Opportunity No.C015) which was of particular interest to this Committee was attached at Appendix 2 to the report. Edition 4 of the Corporate Risk Register reflected potential emerging corporate risk/opportunities in respect to FARMSS audit concerning risk information. In addition, there were workstreams around commissioning, RIEP and the future delivery of support services arising from the Chief Fire Officer/Chief Executive’s vision of a leaner, more efficient and effective organisation.
Resolved – That the report be noted and that Members ensure that the Corporate Risk Register is used to support good governance development.
3155 GOVERNANCE ISSUES – There were no issues arising from the attendance of Independent Members as observers at meetings of the Authority and its Committees since the last meeting of this Committee.
3156 INDEPENDENT MEMBERS’ REGIONAL FORUM – There had been no meeting of the Forum since the last meeting of this Committee.
3157 INSPECTION OF MEMBER REGISTERS – The Member Registers of Interests and Declarations of Gifts and Hospitality were made available for inspection by any Member of the Committee as part of their monitoring role.
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Governance & Standards Committee 8 June 2010
3158 INSPECTION OF OFFICER REGISTERS – The Officer Registers of Interests and Declarations of Gifts and Hospitality were made available for inspection by any Member of the Committee as part of their monitoring role.
3159 ANNUAL ASSEMBLY OF STANDARDS COMMITTEES - 'A PLACE FOR STANDARDS' – Further to Minute 3069 the Committee considered the attendance of an elected Member at the Annual Assembly for Standards Committees to be held in Birmingham on 18/19 October 2010.
Resolved – That details of the event be forwarded to Councillor Jefferson so that she can decide whether she wishes to attend the event along with Mr Dixon.
Meeting closed at 12.25 pm
36
Agenda Item 8(b) Policy and Executive Committee 11 June 2010
HUMBERSIDE FIRE AUTHORITY
POLICY AND EXECUTIVE COMMITTEE
11 JUNE 2010
PRESENT: Councillors Armitage, Bainbridge, Briggs, Mathieson, Neal, Petch, Skow, Turner and Williams
Mr Jepson (Independent Member of the Governance and Standards Committee) attended the meeting as an observer.
Chief Fire Officer and Chief Executive, Deputy Chief Fire Officer, Secretary/Director of Corporate Administration, Director of Finance/Section 151 Officer, Assistant Chief Officer/ Director of Community Protection, Temporary Assistant Chief Officer, Communications Manager and Committee Manager were also present.
The meeting was held at the Humberside Fire and Rescue Service Headquarters, Kingston upon Hull. Meeting commenced at 10.00 a.m.
An apology for absence was received from Councillor Neal (6.Other reason).
(The Secretary/Director of Corporate Administration took the Chair for the following items (Minutes 3160-3162).
3160 DECLARATIONS OF INTEREST – There were no declarations.
3161 NEW MEMBERS – The Secretary/Director of Corporate Administration welcomed Councillors Mathieson, Petch, Skow and Williams who were attending their first meeting of the Committee.
3162 APPOINTMENT OF CHAIRPERSON OF THE COMMITTEE 2010/11 – Councillors Bainbridge and Turner were nominated and seconded.
Upon being put to the vote the voting was
Councillor Bainbridge – For (3) Councillor Turner – For (5)
Resolved – That Councillor Turner be elected Chairperson until the first meeting of this Committee following the Annual General Meeting of the Fire Authority in 2011.
(Councillor Turner took the Chair).
3163 TIME OF FUTURE MEETINGS – The Secretary/Director of Corporate Administration reported that, in approving a Calendar of Meetings for meetings of the Authority and its committees during 2010/11, the Authority had agreed that each committee should consider the time and venue for its meetings. The Secretary/Director of Corporate Administration also reported the decision of the Governance and Standards Committee regarding the arrangements for its meeting.
A Member suggested that given that the Fire Authority and the Governance and Standards Committee had agreed to hold occasional meetings at venues other than Headquarters it would not be unreasonable for meetings of this Committee to be held at Headquarters unless there were issues arising on an Agenda which suggested that it would be more appropriate to meet in an alternative location. A Member commented that she felt there was there governance issue in terms of travelling by Members.
Resolved – (a) That meetings of this Committee shall commence at 10.00am, and
(b) that the next meeting be held at Headquarters but that further consideration be given at that meeting to the venue for future meetings. 37 Policy and Executive Committee 11 June 2010
3164 MINUTES – Resolved – That the minutes of the Committee held on 26 March 2010 be approved as a correct record and signed by the Chairperson.
3165 MINUTES – Resolved – That the minutes of the Special Meeting of the Committee held on 15 April 2010 be approved as a correct record and signed by the Chairperson.
3166 WORKSTREAMS 2010/11 - The Chief Fire Officer and Chief Executive and Secretary/Director of Corporate Administration submitted a report, further to Minute 3025, reminding Members that following a review of its corporate governance, the Fire Authority on 9 May 2008 adopted a Constitution and a new committee structure and agreed that the first meeting of each Committee in a new cycle should receive a report which outlined broadly the substantive reports that Members, as a minimum, could expect to receive during 2010/11. The proposed workstreams were set out in Appendix 1 to the report and were not exhaustive and were indicative only. The intention behind the workstreams for 2010/11 was to provide Members with a broad indication of the reports that they could expect to receive during the year which would also enable forward planning for the Corporate Management Team and at the same time provide an early indication to the Audit, Performance and Scrutiny Committee in respect to areas for its review and scrutiny. The workstreams for 2010/11 included the establishment of a new Strategic Plan and Integrated Risk management Plan (IRMP), which would inevitably mean a number of workstreams arising. In addition, potential changes in respect to audit and emerging issues from the Coalition Agreement and future grant settlements would also impact upon the work of the Committee.
Resolved – That Members approve the key workstreams for 2010/11
3167 APPOINTMENT OF MEMBER CHAMPIONS/LEADS- The Secretary/Director of Corporate Administration submitted a report reminding Members that at the Annual General Meeting of the Fire Authority on 28 May 2010, it was decided that each Committee should determine whether or not the appointment of Member Champions/Leads would be beneficial. Prior to the adoption of the new Committee structure, there were a number of designated Member Champions (in 2007/08 in respect to six broad themes). With the adoption of a new committee structure came a more holistic view that all Members were champions in respect to promoting the functions of the particular committee, rather than an individual Member. The only exception arose in respect to business continuity where Member Champions were nominated. The role of the Active Risk Team was laid down within the governance structure and appointments were determined at the Authority meeting. The report asked the Committee to consider the benefits of nominating Member Leads/Champions having regard to the functions of the Committee and that If it was considered that Member Leads/Champions would be beneficial in certain workstreams, then some clarity over reporting, the level of commitment and demonstrating outcomes would be beneficial. Alternatively, the Committee might wish to consider the establishment of an ad hoc working group to review particular issues, as opposed to establishing a formal sub-committee, or promote particular activities/workstreams. An alternative would be to consider each Member taking a particular lead in a certain workstream. The broader question of Member Champions/Leads could be considered through the third review of corporate governance, as part of ensuring that the governance structure was effective.
Resolved – That Councillor Bainbridge be appointed to lead a small ad hoc working group to look at the appointment of Member Champions/Leads and report back to the next meeting of this Committee.
3168 RESOURCE RELOCATION FROM HULL CENTRAL FIRE STATION - The Chief Fire Officer and Chief Executive submitted a report reminding Members that the original Proposal 10b for the Integrated Risk Management Plan (IRMP) 2008-11 recommended the closure of Hull Central Fire Station and to relocate both fire engines and the Rescue Support Unit (RSU) to other fire stations within the City and that the Fire Authority on 25 July 2008 resolved to retain 24 hour fire cover by one fire engine within Hull City Centre. It was also resolved that until a suitable new site within Hull city centre could be found to station the fire
38 Policy and Executive Committee 11 June 2010 engine, the existing building be retained and that the second fire engine and the RSU shall also retained at their current location. Since that time a great deal of engagement had taken place with Hull City Council and other partners to identify a suitable site to establish a multi- agency location but to date there had been little tangible progress in moving that forward. The recent review of the Authority’s Emergency Response Standards, reported elsewhere on the Agenda for this meeting (Minute 3169 refers), had reinforced the service delivery benefits of relocating the second fire engine and the RSU prior to a new site for Central Fire Station being established.
In terms of fire cover implications the review modelling using the Fire Service Emergency Cover (FSEC) toolkit had reaffirmed that if the second fire engine at Hull Central Fire Station was relocated to Calvert Lane Fire Station an overall improvement would be achieved in the predicted loss of life within the Service area as a whole. The relocated fire engine would not only continue to provide fire cover for the City Centre but would also better improve the coverage for life risk for the West and Orchard Park areas of Hull as well as Barton upon Humber. As indicated in Appendix A to the report the second fire engine at Hull Central currently spent over 40% of its time supporting North Hull and West Hull fire engines, whilst, as shown in Appendix B, reciprocating cover for Hull Central Fire Station could be as effectively provided by those neighbouring stations and East Hull Fire Station.
With regard to the location of the RSU the report indicated that the original rationale behind relocating the RSU from Hull Central Fire Station to North Hull Fire Station was based around the Road Traffic Collision profile for the north of the River Humber (the following routes were classified as medium to high risk roads A1079, A165 & A166). A RSU based at Scunthorpe supported incidents on the south bank. The proposed relocation of the RSU would allow quicker access to the main arterial routes out of Kingston upon Hull whilst still maintaining excellent access to the City’s ring road system. As part of the review of the Authority’s Emergency Response Standards, further FSEC modelling had reaffirmed that if the RSU at Hull Central Fire Station was moved to North Hull an overall improvement would be achieved in the predicted loss of life from road traffic collisions within the Service area. The report indicated that over a three year period 78% of the incidents that the RSU responded to were outside Hull Central’s station area and Appendix C illustrated the geographical spread of incidents attended.
Relocating the second fire engine and the RSU in the life of the current IRMP and prior to the new Central Fire Station site being established would not compromise the Authority’s resolution to retain 24 hour cover by one fire engine in the city centre. If Members were to approve the early relocation then it was proposed to relocate the second fire engine to Calvert Lane Fire Station and the RSU to North Hull Fire Station. Both movements would have a positive impact on the Authority’s holistic emergency cover arrangements.
A Member suggested that there was no reason to change the decision taken in 2008 and expressed concern regarding the traffic congestion around Calvert Lane Fire Station and also stated that circumstances had changed since 2008 in that there was now an additional hotel in the city centre and there remained a lot of high rise dwellings. A member sought further information regarding the negotiations with respect to a site for new city centre fire station and the causes of delay. The Chief Fire Officer and Chief Executive stated that whilst negotiations had progressed two years had now elapsed since the Authority’s decision and he had yet to be made aware of the capital/revenue costs involved. The Chief Fire Officer and Chief Executive stated that the issue for Members was the increased risk to residents in west Hull and that in accordance with the decision of 2008 one fire engine would remain in the city centre. The Deputy Chief Fire Officer stated that the issue was all about risk and that by moving one fire engine to Calvert Lane Fire Station the risk of death would decrease by a small, but measurable amount, whereas by making no change would result in a slight increase in risk. The Deputy Chief Fire Officer also stated that the same comments regarding risks applied in respect to the location of the RSU. A Member suggested that when the Authority took its decision in 2008 it was not envisaged that there would be no progress on implementing the decision for two years. A Member sought clarification regarding the attendance times for a fire engine from Hull Central Fire Station to arrive at an incident within
39 Policy and Executive Committee 11 June 2010 the area it serves and the time taken by a fire engine from Calvert Lane Fire Station to the same incident location. The temporary Assistant Chief Officer assured Members that travel time was not an issue in that an appliance can travel from any of the fire stations located outside the city centre to an incident within the city centre within 5 minutes and also reminded Members that the second appliance at Hull central Fire Station spent 40 % of its time at incidents outside its area.
Resolved - That the report be referred for full discussion by the Fire Authority on 25 June 2010 together with further information regarding the determination of risk and also regarding the discussions with Hull City Council and Partner agencies regarding the provision of a new fire station site in the city centre.
3169 REVIEW OF EMERGENCY RESPONSE STANDARDS - The Deputy Chief Fire Officer submitted a report outlining the outcomes of the two yearly review of the Authority’s Emergency Response Standards which were introduced on 1 April 2008. The review examined performance against those standards and any factors and assumptions in the original analysis, which might have changed since their introduction. The outcomes of the review identified that all but the High Societal Risk Standard were being met, however, the review had identified that there had been a significant increase in the time being taken for operational personnel to turn out once mobilised and as such certain assumptions built in to the rationale for the response standards were no longer valid. The recommendations proposed within the report took in to account new health and safety related working practices that had been introduced over the last two to three years, such as the donning of firefighting uniform prior to turn out.
The current Standards were:
• Dwelling Emergency Response Standard – Two fire engines will be mobilised to dwelling fires. The first fire engine to be in attendance within the following times after being mobilised and the performance standard will be to achieve this on a minimum of 90% of occasions.
High and Very High Risk 8 Minutes Medium Risk 12 Minutes Low Risk 20 Minutes
The second fire engine on a predetermined attendance will be in attendance at the incident within 5 minutes of the arrival of the first fire engine on 80% of occasions.
• Road Traffic Collisions Emergency Response Standard - Two fire engines will be mobilised to road traffic collisions. The first fire engine will be in attendance within 15 minutes of being mobilised and the performance standard will be to achieve this on a minimum of 90% of occasions. The second fire engine on a predetermined attendance will be in attendance at the incident within 5 minutes of the arrival of the first appliance on 80% of occasions.
• The Emergency Response Standard for incidents that require the resources of 10 or more fire engines from the onset is - that the disposition of fire engines in the Service area will be arranged so that a minimum of 10 fire engines will be on scene at the incident within 45 minutes of the start of the incident.
• Societal Risk Emergency Response Standard - Two fire engines being in attendance within 7 minutes of receipt of a call on 90% of occasions.
The definition of high societal risk was an area that had a potential of a fire in buildings other than dwellings that might involve more than five fatalities. The only high societal risk identified in the Service was around the centre, north and west areas of Kingston upon Hull, between the hours of 0800 – 2000 hours, national research advised that multiple rescues should be implemented within 10 minutes of receipt of a call and as such the response standard should be higher to ensure sufficient initial resources at an incident. The
40 Policy and Executive Committee 11 June 2010 geographical area was illustrated in Appendix 1 to the report, which also highlighted the areas where the standard was failed. The high societal risk area could be reduced and possibly eliminated with focussed technical fire safety activity. That activity would involve targeted inspections of premises other than dwellings within the high societal risk areas with the aim of reducing the risk in those premises, whilst also obtaining qualitative information about the premises to improve the generic data within the Fire Service Emergency Cover (FSCE) toolkit, which supported the analytical work.
Over that last two years the Service had exceeded performance against all response standards except the High Societal Risk Standard. The table below outlines average performance over the last two years:
Performance against Response Standards Standard Performance
first appliance for dwellings in very high & high risk areas 90% 95.90% first appliance for dwellings in medium risk areas 90% 100% first appliance for dwellings in low risk areas 90% 100% first appliance for road traffic collisions in any defined 90% 92.90 risk areas second appliance 80% 91.4% ‘high societal risk’ 90% 55% 10 or more fire engines from the onset 100% 100%
The High Societal Risk Standard was measured from time of call, unlike all others, which are measured from time of mobilising. That made the standard heavily influenced by call handling and turnout time. Having regard to slower turnout times due to changing working practice it was recommended that original assumptions are reviewed to reflect actual performance over the last two years, but also specific targets are set for both the Wholetime Duty System (WDS) and Retained Duty System (RDS) to prevent further increases in turnout times. All average turnout times over the last two years were shown in Appendix 3 to the report. To raise the importance of prompt turnout times it was proposed to set the following targets for 2010/11 which would be reviewed annually:
• WDS average turnout of 90 seconds • RDS average turnout of 5 minutes and 30 seconds • Service Control average call handling time of 60 seconds
Due to changing assumptions it would be prudent to review the high societal risk standard by increasing the attendance time by 60 seconds to better reflect actual constraints due to adopted work practices associated with health and safety. It was therefore recommended that the High Societal Emergency Response Standard was revised as follows:
• Two fire engines being in attendance within 8 minutes of receipt of a call on 90% of occasions.
All other emergency response standards shall remain as originally determined. The Technical Fire Safety Section should focus resources within high societal risk areas to reduce the size of the identified areas.
A Member asked what evidence there was of firefighters being injured whilst donning their uniform on route to an incident. The Deputy Chief Fire Officer stated that there was evidence of incidents nationally and that it was a question of balancing firefighter safety with community safety. A Member suggested that if the recommendations are approved the Authority should at some stage look at all response times and also queried what the communications strategy would be for publicising the change. The Temporary Assistant Chief Officer assured Members that the report was about setting SMART targets.
41 Policy and Executive Committee 11 June 2010
Resolved - That this Committee recommend to the full Fire Authority that the outcomes of the review be noted and that Members approve the revised emergency response standard for High Societal Risk.
3170 STAGE 1 CONSULTATION/ ENGAGEMENT: STRATEGIC PLAN/IRMP 2011-14 - The Secretary/Director of Corporate Administration submitted a report setting out the preliminary outcomes from Stage 1 of the consultation and engagement process, in support of developing a Strategic Plan and Integrated Risk Management Plan (IRMP) for 2011-14. Members were reminded that a three-stage consultation and engagement process was agreed at the Special Meeting of the Authority on 20 April 2010. Stage 1 was primarily focused upon gaining the views of both staff and the public, around the plans for the future, i.e. what the Service could look like. Staff were also given the potential areas of the IRMP and Strategic Plan recently discussed by Members at the April meeting, by way of example. As such, this first stage was very much about getting staff and the public involved to shape the future of the Service. Stage 1 was drawing to a conclusion and the feedback would be reviewed in readiness for the Member Day on 15 June 2010 and the Fire Authority on 25 June 2010. The report therefore set out the headline feedback from Stage 1, with a more detailed report to follow. Stage 1 had revealed a real sense of interest by the public in the Service and wanting to be involved and also that the public are not always sure of the services currently provided by the Authority. From the feedback and discussion throughout Stage 1 it seemed that communities were fully aware that the Service attends house fires and emergency incidents, offers free safety advice and carries out free home fire safety checks. However it seems that communities were not aware that the Service delivers the BTEC programme to young people, provide good citizen training to young people, promote road safety awareness and attend emergency water incidents. When asked what their top priorities were, local residents said saving lives, fighting fires and fitting smoke detectors were more important. When asked what they would like to see the Service do differently they said community work and events, raising awareness of fire safety, providing more information and communicating more effectively with communities. When asked what they would like to see the Service look like in the future, they said a faster response with community fire stations and more firefighters in the community. It was important to demonstrate that the Authority listens to the views of the public and staff and provides feedback accordingly. Stage 2 would help to further refine the draft Strategic Plan/IRMP 2011-14 which would go before the Fire Authority in September 2010 for approval to go out to formal consultation. As with the precept consultation, it was important that the Authority takes into account the outcomes of Stages 1 and 2 when deciding upon the content of the draft Strategic Plan/IRMP. Stage 3 would provide the formal consultation feedback to Members as outlined earlier. Members were reminded that, as reported in April, there might be a need to revisit the draft Strategic Plan/IRMP depending upon the implications of the Comprehensive Spending Review (CSR) Settlement 2011-14 when that becomes known.
A Member commented that it was welcoming to note that 88 members of the public had already expressed a willingness o take place in the focus groups which would take place during stages 2 and 3.
Resolved – That the report be noted.
3171 DIRECTORATE PLANS 2010/11 - The Temporary Assistant Chief Officer submitted a report indicating that line with the Authority’s Business Planning Framework; Directorate Plans were refreshed annually to ensure that the plans continued to support fully the delivery of the Authority’s strategic objectives, and had full regard to emerging issues. The latest draft versions of each Directorate Plan for the period 2010/13 were attached at Appendices 1-5 of the report for consideration and approval; however, due to the temporary Directorate arrangements for 2010/11, introduced on 1 June 2010, the references of the Personal & Organisational Development Directorate had now been absorbed within the four other remaining Directorates. As a consequence the Plans of the remaining Directorates would now be amended to include the respective references of the Personal & Organisational
42 Policy and Executive Committee 11 June 2010
Development Directorate and would be presented to Members at the next cycle of Authority meetings.
Members expressed concern at the late receipt of the report which had meant that some Members had not had the opportunity to read the lengthy document in advance of the meeting.
Resolved – (a) That Members note the draft Directorate Plans outlined in Appendices 1-5 to the report now submitted and the intention to absorb the references associated with the Personal & Organisational Development Directorate within the Plans of the four remaining Directorates, and
(b) that the Directorate Plans for the four revised Directorates be submitted to the next meeting of this Committee.
3172 CORPORATE COMMUNICATIONS STRATEGY - The Secretary/Director of Corporate Administration submitted a report reminding Members that the Committee on the 12 June 2009 had approved the actions taken by officers in developing both the Communications Strategy and the Consultation and Engagement Strategy. Since that meeting the Corporate Communication Manager had been appointed and her team established. Both Strategies had been adopted and implemented and their effectiveness reviewed. Attached at Appendix 1 to the report was an up to date version of the Communication Strategy which had been created following that review. The Consultation and Engagement Strategy was also currently under review, particularly around its effectiveness in supporting the Consultation and Engagement Plan for the Strategic Plan and IRMP 2011-14 which was approved by the Authority on 20 April 2010 and was referred to elsewhere on the Agenda for this meeting (Minute 3170 refers) Any amendments to that strategy would also be reported to this Committee.
Resolved – That Members note the amended Corporate Communication Strategy, in particular the importance of the role of Members in delivering effective communication.
(Councillor Mathieson left the meeting at 11.12am.)
3173 EQUALITY AND DIVERSITY UPDATE - The Assistant Chief Officer/Director of Community Protection submitted a report reminding Members, through their approval of the Fundamental Review of Support Services (FRSS), of the considerable additional resource and impetus given to the Equality and Diversity Agenda in the Service. The appointment of the Equality & Diversity Manager had resulted in a number of initiatives being undertaken and the report summarised progress to date against those initiatives as well as informing Members of the progress of the Equality Act 2010. The report outlined progress in respect of the following items:
• Fire and Rescue Service Single Equality Framework Peer Assessment
• Recruitment to the Equality & Diversity Team
• Equality Act 2010 - The changes under this Act were outlined at Appendix 1 to the report for Members’ information. The Secretary/Director of Corporate Administration reported that it was possible that some provisions might change before October 2010 and an update would be submitted to a future meeting on any changes.
• Single Equality Scheme (SES) - The final version of the action plan to ensure compliance with the SES was attached at Appendix 2 to the report
43 Policy and Executive Committee 11 June 2010
• Equality and Diversity Member Champion - In light of the earlier decision with regard to the appointment of Member Champions/Leads (Minute 3167 above refers) the Assistant Chief Officer/Director of Community Protection stated that he would forward the terms of reference for an Equality & Diversity Champion to Councillor Bainbridge.
• FRS Equality and Diversity Report 2010 – The Department for Communities and Local Government (CLG) had published the 2010 report on its website (www.communities.gov.uk). The report identified progress being made both nationally and locally by each Fire and Rescue Service including a submission by Humberside FRS (Pages 139-142).
Resolved - (a) That Members note and endorse that the Service undertake the Single Equality Framework Peer Assessment as part of the CLG pilot scheme in September 2010;
(b) that Members note that the Equality and Diversity Team are now fully established as approved under the FRSS, and
(c) that Members acknowledge the final version of the Single Equality Scheme Action Plan set out in Appendix 2 to the report.
3174 CORPORATE RISK/OPPORTUNITY MANAGEMENT - The Secretary/Director of Corporate Administration submitted a report, further to Minute 3024, presenting Edition 4 of the Corporate Risk Register for the review of Members and to enable Members to drive discussions and set the agenda of the Fire Authority and its Committees. Members were asked to note that within the Agenda papers of this Committee there were specific reports in respect to a number of corporate risks. The Action Plans associated with the Register had been made available for inspection on the Authority’s website. One of the key features of the recent review of corporate governance was a desire for Members to make an increased use of ROM to assist in providing political leadership and scrutiny/challenge and in setting the agenda of the Humberside Fire Authority. As such, given the committee structure has become embedded, the Policy and Executive Committee should be in a position to contribute to the identification of corporate risks/opportunities (thereby ensuring that the Corporate Risk Register is owned not only by Corporate Management Team but by Members). Members were reminded that there were three Member Champions in respect to Risk/Opportunity Management. In terms of reviewing Risk/Opportunity Management, Deloitte (Internal Audit) had undertaken an audit of risk management (as part of corporate governance) during September 2009. A report went before the Audit, Performance and Scrutiny Committee at its February 2010 meeting. A substantial assurance was given. The 2009/10 ROM Action Plan had been reviewed by the Active Risk Team and would be reported through the Audit, Performance and Scrutiny Committee. In addition, the draft Use of Resources Assessment issued by the Audit Commission in March 2010, included preliminary scores in respect to KLOEs 2.3 and 2.4 (governance and internal control). Those KLOEs, especially 2.4, included strong references to ROM. Draft scores of 3 (performing well) were given subject to confirmation and moderation. Clearly changes in the government had impacted significantly upon the future of the Audit Commission Assessments, but the draft scores did provide an additional assurance to Members.
A Member acknowledged that the risk tracking was really useful but queried whether there should be more lead from Officers particularly where the risk tracking showed risk increasing. The Secretary/Director of Corporate Administration reported that a Summary Report had been prepared which would accompany future reports and stated that it would be possible to include in that document the rationale where the trend showed increasing risks.
Resolved – That the report be noted and that Members ensure that the Corporate Risk Register is used to drive the agenda and discussions at the Committee.
44 Policy and Executive Committee 11 June 2010
3175 CORPORATE RISK C020 - THE NEED TO EFFECTIVELY MANAGE, COORDINATE AND REVIEW CRITICAL PROJECTS - The Secretary/Director of Corporate Administration submitted a report in response to the request at the meeting of the Committee on 15 April 2010, that Members should review the Action Plan under Corporate Risk C020 (The need to effectively manage, coordinate and review critical projects). Members attention was drawn to the report on the previous item (Minute 3174 above refers) presenting Edition 4 of the Corporate Risk Register which had been created following a review of Edition 3 of the Risk Register by the Corporate Management Team. Risk C020 remained a red risk. A copy of the Action Plan was attached at Appendix 1 to the report for review by Members.
Resolved - That Members are assured by progress in the Action Plan.
3176 USE OF DELEGATED POWERS UNDER FIRE AUTHORITY CONSTITUTION BY CHIEF FIRE OFFICER AND CHIEF EXECUTIVE - The Chief Fire Officer and Chief Executive submitted a report indicating that the Scheme of Delegations incorporated within the Constitution provided that the Chief Fire Officer & Chief Executive shall report on an annual basis to the Policy and Executive Committee setting out the basis upon which his delegated powers to vary the establishment have been exercised. The report provided the Committee with details of the decisions taken under this delegated authority during 2009/10.
Resolved – That Members are assured that the Scheme of Delegation has been properly exercised.
3177 GOVERNMENT ANNOUNCEMENT OF REDUCTIONS IN LOCAL GOVERNMENT EXPENDITURE – The Director of Finance/Section 151 Officer reported orally on the information published by the Government on 10 June 2010 setting out areas of reduced local government expenditure and stated that the reductions mainly related to Special Grants applicable to Unitary and Metropolitan local authorities. The announcement had indicated that the Government did not intend to make reductions to the formula grants for 2010/11. Members would be kept updated as more information becomes available.
(Meeting closed at 11.32am)
45 Policy and Executive Committee 11 June 2010
46
Agenda Item 8(c) Audit, Performance and Scrutiny Committee 18 June 2010
HUMBERSIDE FIRE AUTHORITY
AUDIT, PERFORMANCE AND SCRUTINY COMMITTEE
18 JUNE 2010
PRESENT: Councillors Bonner, Chapman MBE, Jefferies, Randall, Shaw and Wallace and Mrs Hardy (Independent Member).
Councillor Briggs attended as an observer.
Deputy Fire Officer/Director of Policy, Performance, & Training, Secretary/Director of Corporate Administration, Director of Finance/Section151 Officer, Assistant Chief Officer/ Director of Community Protection, Temporary Assistant Chief Officer, Head of Administration, Committee Manager, Mr M Kirkham (District Auditor, Audit Commission), Ms J Rae (Audit Commission) and Mr I Bennington (Deloittes) were also present.
The meeting was held at the Humberside Fire and Rescue Service Headquarters, Kingston upon Hull. Meeting commenced at 10.30 a.m.
Apologies for absence were received from Councillors Hudson (6.Other reason), Swift (3.Constituent Authority commitments) and Swinburn (4.Holiday).
(Prior to the meeting Members of the Committee met with the internal and external auditors)
(The Secretary/Director of Corporate Administration took the Chair for the following items (Minutes 3178 to 3180).
3178 DECLARATIONS OF INTEREST – There were no declarations.
3179 NEW MEMBERS – The Secretary/Director of Corporate Administration welcomed Councillors who were attending their first meeting of the Committee.
3180 APPOINTMENT OF CHAIRPERSON OF THE COMMITTEE 2010/11 – Councillor Randall was nominated and seconded.
Resolved – That Councillor Randall be elected Chairperson until the first meeting of this Committee following the Annual General Meeting of the Fire Authority in 2011.
(Councillor Randall took the Chair).
3181 TIME OF FUTURE MEETINGS – The Secretary/Director of Corporate Administration reported that, in approving a Calendar of Meetings for meetings of the Authority and its committees during 2010/11, the Authority had agreed that each committee should consider the time and venue for its meetings. The Secretary/Director of Corporate Administration informed Members of the decisions of the Governance and Standards Committee and Policy and Executive Committee regarding the arrangements for their meetings.
A Member suggested that as the Fire Authority and the Governance and Standards Committee had agreed to hold some of their meetings at venues other than Headquarters meetings of this Committee should be held at Headquarters. In considering the timing of meetings Members indicated that they had considered the benefits of the existing arrangements whereby Members meet in private with internal/external auditors prior to each meeting; that Members considered that those discussions were beneficial, and also that Members had had discussions as to how to focus those discussions at future meetings.
1 Audit, Performance and Scrutiny Committee 18 June 2010
Resolved – (a) That meetings of this Committee shall commence at 10.30am (preceded by a private meeting between Members and internal/external auditors at 10.00am), and
(b) that meetings of this Committee shall be held at Headquarters.
3182 MINUTES - Resolved – That the minutes of the Committee held on 6 April 2010 be approved as a correct record and signed by the Chairperson.
MATTER ARISING
3183 Strategic Planning and Performance Management – Directorate Plans – A Member referred to the decision of this Committee that the 5 Directorate Plans and their associated performance indicators be submitted to the next meeting of this Committee (Minute 3031 (b) refers) and queried whether the information was available. The Secretary/ Director of Corporate Administration drew attention to Agenda item 14 and that the relevant papers that had been circulated at this meeting. In view of the delay in supplying the information the Secretary/Director of Corporate Administration suggested that Members take the document away with them to read outside of this meeting and that a substantive item be included on the Agenda for the September 2010 meeting of this Committee.
Resolved - That a substantive item would be included on the Agenda for the September 2010 meeting of this Committee.
3184 WORKSTREAMS 2010/11 - The Secretary/Director of Corporate Administration presented a report by the Chief Fire Officer and Chief Executive and himself, further to Minute 3042, reminding Members that following a review of its corporate governance, the Fire Authority on 9 May 2008 adopted a Constitution and a new Committee structure. It had also been agreed that the first meeting of each Committee in a new cycle should receive a report which outlined broadly the substantive reports that Members, as a minimum, could expect to receive during the year. That would also enable forward planning for the Corporate Management Team and at the same time provide an early indication to the Audit, Performance and Scrutiny Committee in respect to areas for its review and scrutiny. The proposed workstreams were set out in Appendix 1 to the report were not exhaustive and there would be standing items such as corporate risk management, internal audit reports and performance progress. The full Fire Authority would receive the workstreams from each Committee at its meeting on 25 June 2010. Members of this Committee were informed that the workstreams of the Policy and Executive and Governance and Standards Committees were more detailed, but that reflected the role of the Audit, Performance and Scrutiny Committee, particularly that performance, risk and Internal Audit reports were standing items.
Ms. Rae, Audit Commission referred to the proposed workstreams for the December 2010 meeting of this Committee and informed Members that following recent announcements by the Government that the Comprehensive Area Assessment (CAA) framework had been abandoned there would be no performance assessments (including Use of Resources).
Members referred to the need for this Committee to receive regular reports with regard to progress on the Integrated Risk Management Plan (IRMP) 2011-14.
Resolved – That, subject to (i) the inclusion of an additional standing item for each meeting of this Committee on progress on the IRMP 2011-14 and (ii) the comments of the Audit Commission regarding the proposed workstreams for the December 2010 meeting, the Committee approve the workstreams for 2010/11
2 Audit, Performance and Scrutiny Committee 18 June 2010
3185 APPOINTMENT OF MEMBER CHAMPIONS/LEADS - The Secretary/Director of Corporate Administration reported orally that the Annual General Meeting of the Fire Authority on 28 May 2010 had appointed three Member Champions in respect to the Active Risk Team (Councillors Fudge, Jefferies and Swinburn) and had also agreed that each Committee should consider the need to appoint Member Champions/Leads for areas within their remit. The Secretary/Director of Corporate Administration reported that the Policy and Executive Committee on 11 June 2010 had appointed Councillor Bainbridge to lead a small ad hoc working group to look at the appointment of Member Champions/Leads and report back to the next meeting of that Committee.
Resolved – That Members are content with the Member Champions it has in respect to the Active Risk Team but that should the need arise this Committee would be willing to appoint Member Champions/Leads on an ad hoc basis.
3186 ANNUAL STATEMENT OF ACCOUNTS 2009/10 – The Director of Finance/ Section 151 Officer submitted a report indicating that it was a requirement of the Accounts and Audit Regulations 2003 that the full Statement of Accounts for the year ended 31 March 2010 shall be approved by the Fire Authority on or before 30 June 2010. The report and the Statement of Accounts for 2009/10 attached at Appendix 1 to the report fulfilled that requirement. The attachments highlighted the revenue and capital outturn positions for the year. The accounts covered by the report were subject to audit by the Audit Commission in their role as the Authority’s external auditor. The audited Statement of Accounts must be approved by the Fire Authority by 30 September 2010. The current draft timetable for the introduction of International Financial Reporting Standard (IFRS) compliant accounts from 2010/11 onwards and its specific impact on the workload of the Finance Section of the Authority was set out in Appendix 2 to the report for Members’ information. In accordance with Minute 3085 of the Special Meeting of the Fire Authority held on 20 April 2010 details of the expenditure incurred in 2009/10 on consultants was set out in Appendix 3 to the report.
A Member referred to the underspend of £386,00 on wholetime firefighter costs was due to the expenditure not being needed and was not attributable to the non-filling of posts. The Deputy Chief Officer/Director of Policy, Performance & Training assured Members that the Service did not hold back on the filling of firefighter posts and reminded Members that some of the savings arose from the Authority’s decision to change an appliance at Goole to the Retained Duty System. A Member referred to the list of buildings valued during 2009/10 set out in the Fixed Assets section of the report and queried why Hull Central Fire Station was not included. The Director of Finance/Section 151 Officer reported that the property was last valued about eighteen months ago but that the market had changed since then.
(Councillor Randall declared an interest in respect of the discussion regarding the valuation of Hull Central Fire Station in her capacity as a Member of the Planning Committee of Hull City Council).
Members referred to the valuation of the Hull Central Fire Station and suggested that preliminary discussions should take place with Hull City Council’s Planning Officer regarding potential future uses of the site as a precursor to possibly submitting an application for outline planning permission. The Director of Finance/Section 151 Officer stated that the timing would be dictated by the speed at which the service might proceed to the proposed new facility and stated that he would exercise caution in spending on the existing resource until it was known whether that scheme would progress.
Resolved – (a) That Members confirm that they have sufficient assurance on the Authority’s financial position for the 2009/10 financial year;
(b) that a further report be submitted to the September 2010 meeting of this Committee regarding the outcome of discussions concerning possible uses for the Hull Central Fire Station site and that if comment is required from Members before then the information be emailed to Members when available, and 3 Audit, Performance and Scrutiny Committee 18 June 2010
(c) that the Director of Finance/Section 151 Officer and his team be thanked for their hard work in preparing the report, which is in a style that is easy for Members to read and follow.
3187 TREASURY MANAGEMENT ANNUAL REPORT 2009/10 – The Director of Finance/Section 151 Officer submitted a report providing a review of the Authority’s Treasury Management activity and Prudential Indicators for the year 2009/10 in line with the Chartered Institute of Public Finance and Accountancy (CIFPA) Code of Practice 2009. Appendix 1 detailed the Prudential Indicators agreed by Members at the Fire Authority on 16 February 2009 and showed the actual figures for 2009/10. During the financial year the Authority operated wholly within the limits approved. The report stated that the Section 151 Officer considered the current capital programme to be affordable and sustainable with the revenue effects of capital investment built into the Medium-Term Financial Plan, and that through the Service and Finance Planning Process undertaken in 2008/09, the Authority had aligned its resources to key strategic priorities. With regard to Treasury Management the report indicated that external debt was currently £4.61M below the agreed operational limit for 2009/10 and that the maturity structure for both borrowing and investments remained within the approved upper and lower limits. Subsequent borrowing or re-scheduling during 2010/11 would take into account prevailing interest rates on offer from the Public Works Loans Board, the current maturity structure of loans, balanced with the need to reduce capital risk by running down cash-balances.
Resolved -That Members confirm that they have sufficient assurance on the Authority’s Treasury Management activities undertaken during 2009/10 and the Prudential Indicators as outlined in paragraphs 18 to 21 and detailed in Appendix 1 to the report now submitted.
INTERNAL AUDIT - DELOITTES
3188 Annual Audit Plan - Deloittes submitted a report for Members’ information on the 2010/11 Internal Audit Plan which was approved by this Committee on 6 April 2010 (Minute 3033 refers)
Resolved – That the report be noted.
3189 Annual Report – Further to Minute 3029 Deloittes submitted an Annual Audit Report in respect of the year ending 31 March 2010. The annual Assessment Statement based on the work undertaken during the year indicated that Deloittes considered that Humberside Fire and Rescue Service's internal controls met most minimum acceptable standards, but could be improved. On completion of each audit Deloittes expressed an evaluation of the controls surrounding each business objective. There were three possible categories: 'inadequate', 'requires improvement' and 'adequate'. Those categories were explained in Appendix 2 to the report. In two reviews - CARP Procurement and Payables Deloittes had assessed one or more business objectives as 'inadequate'. Internal controls within areas assessed as inadequate did not meet the Authority's standards because control deficiencies existed, which could prevent the achievement of the business objectives. The report also outlined the results of internal audit follow up to ensure that the recommendations made and agreed with management had been implemented. Of the 43 recommendations followed up Deloittes had found that:
• 20 (46.5%) had been implemented; • 20 (46.5%) had been partially implemented; and • 3 (7%) had not been implemented.
Where recommendations had not been implemented in accordance with previously agreed deadlines, Deloittes had obtained revised implementation dates from the responsible person for the agreed actions to be completed. Further details of the recommendations followed up were set out in the issues tracking log at Appendix 1 to the report.
Resolved – That the Annual Report be noted. 4 Audit, Performance and Scrutiny Committee 18 June 2010
3190 Internal Audit Plan - Progress - Deloittes submitted a report outlining the progress against the Internal Audit Plan 2009/10 and also 2010/11 and the key recommendations arising from that work that required management attention. Since the Committee meeting in April 2010, Deloittes had issued three final reports, full copies of which were submitted (Minutes 3191 – 3193 below refer):
• Operational Fleet Management • Payroll • Payables
Deloittes sought the views of the Committee as to whether there should be just one report to future meetings which would incorporate the outcomes of final audit reports and also suggested that consideration should be given to the focus of the quarterly report. Members confirmed that this would be an acceptable and helpful way of reporting. The Deputy Chief Officer/Director of Policy, Performance & Training referred to Agenda Item 12 (Minute 3195 below refers) and reminded Members that the role of the Organisational Performance Group in tracking progress on all plans and stated that that role would be strengthened and that progress would be reported back to this Committee.
Resolved – That Members are assured by the progress made and welcome the proposed revised reporting format.
3191 Payables Audit - Deloittes submitted a final report on the Payables review. The overall objective of this review was to assess the system of internal controls in relation to the APTOS payables system including workflow and authorisation procedures. The review identified one critical control recommendation in relation to the need to conduct a formal review and approval of APTOS user access rights to amend supplier data and authorisation limits for purchase requisition approval. In addition, two important control recommendations and one efficiency control recommendation were raised. The report set out agreed key management actions. Deloittes overall assessment was that the audit of the system of internal operating controls over the Purchase Ledger, in the specific areas described in the scope in Appendix 1 to the report had found that weaknesses in the design of the system of internal controls were such as to put the system objectives at risk, and evidence that the level of non-compliance with some of the controls might put some of the system objectives at risk. Five recommendations had been raised to improve the control environment. Deloittes summary assessment in terms of the adequacy and compliance of the system of internal controls under review is set out below:
Evaluation Testing
Substantial Substantial
Resolved – That the content of the audit report be noted and that Members of this Committee are assured by the agreed key management actions identified in the report.
3192 Payroll Audit - Deloittes submitted a final report on the Payroll review. The overall objective of this review was to assess the system of internal controls in relation to Payroll. In addition, Deloittes performed a data interrogation review, the objective of which was to supplement the internal audit by interrogating payroll data in relation to the payroll scope objectives. The review identified four important control recommendations and four efficiency control recommendations. The report set out agreed key management actions. Deloittes overall assessment was that the audit of the system of internal operating controls over Payroll, in the specific areas described in the scope in Appendix 2 to the report had found that whilst there was a basically sound system of internal control designed, there were weaknesses and evidence that the level of non-compliance with some of the controls might put some of the system objectives at risk. Eight recommendations had been raised to improve the control environment. Deloittes summary assessment in terms of the adequacy and compliance of the system of internal controls under review is set out below: 5 Audit, Performance and Scrutiny Committee 18 June 2010
Evaluation Testing
Limited Substantial
Resolved – That the content of the audit report be noted and that Members of this Committee are assured by the agreed key management actions identified in the report.
3193 Operational Fleet Management - Deloittes submitted a final report on the Operational Fleet Management review. The overall objective of this review was to assess the system of internal controls in relation to Operational Fleet Management. The review identified three important control recommendations and two efficiency control recommendations. The report set out agreed key management actions. Deloittes overall assessment was that the audit of the system of internal operating controls over Operational Fleet Management, in the specific areas described in the scope in Appendix 1 to the report had found that whilst there was a basically sound system of internal control design, there were weaknesses, and evidence that the level of non-compliance with some of the controls might put some of the system objectives at risk, Five recommendations have been raised to improve the control environment. Deloittes summary assessment in terms of the adequacy and compliance of the system of internal controls under review is set out below:
Evaluation Testing
Substantial Substantial
The report also provided an update on the CARP Procurement Review. The Service's progress in implementing the recommendations raised in the CARP procurement review undertaken in September 2009 was evaluated as part of this audit. The results of the follow up testing indicated that the recommendations raised have been addressed in full by the Service.
Resolved – That the content of the audit report be noted and that Members of this Committee are assured by the agreed key management actions identified in the report.
(The Chairperson thanked Deloittes for the reports submitted to this meeting.)
3194 ORGANISATIONAL ASSESSMENT 2010 – The Secretary/Director of Corporate Administration presented a report by the Chief Fire Officer and Chief Executive, reminding Members that a report had been submitted at the last cycle of Authority meetings (Minute 3038 refers) regarding the outline timetable for the Service’s Managing Performance Assessment 2010 and evidence submission deadlines, and also that Managing Performance and Use of Resources were themes of the Organisational Assessment, which formed part of the Comprehensive Area Assessment (CAA) framework that was introduced on 1 April 2009. Since that report and following the new Coalition Government’s decision to abolish Comprehensive Area Assessment, it had been confirmed that the Audit Commission were to suspend all activity supporting that framework forthwith. As a consequence the Managing Performance assessment would not now take place. A further consequence would be that there would be no published scoring outcomes for the Use of Resources theme or for the overall Organisational Assessment for 2010. In accordance with the statutory Code of Practice, the appointed auditor would still give a Value for Money conclusion alongside their opinion on the financial statements. The auditor would report any significant findings in the annual audit letter but would not be reporting a score for the Use of Resources. Despite there being no scoring outcomes for 2009/10, Members attention was drawn to the draft Use of Resources scores provided by the Audit Commission detailed in Appendix 1 to the report which showed an encouraging improvement on the previous year. The Secretary/Director of Corporate Administration advised the Committee that draft scores for the Use of Resources 2009/10 had been issued by the Audit Commission and while these were very much a draft at the time of issue in April and the audit regime had now changed as a result of a change in government, he felt it was important that Members were aware of the draft scores, which 6 Audit, Performance and Scrutiny Committee 18 June 2010 gave the Authority some degree of assurance. Members had also expressed a desire to review performance regularly against KLOEs. The Secretary/Director of Corporate Administration also highlighted that considerable effort had gone into making a submission to the Audit Commission Mr Kirkham, District Auditor expressed concern at the publication of the ‘draft scores’ and that CAA had been abolished.. He added that no scores could have been issued until much further work had been undertaken and assessed. Mr Kirkham confirmed that there would be no final scoring issued. Whilst it was still unclear as to the level of regulation moving forward, the Service would continue to maintain it’s now well developed self assessment and performance management processes to drive improvement. In particular the approaches taken by the Service were well suited to Peer Review/Challenge processes, which were likely to feature strongly in future assurance frameworks. Future reports would be submitted to Members once greater clarity emerged regarding sector led or regulatory assurance frameworks.
Resolved - That Members note the immediate intention of the Audit Commission to cease assessment activity in support of the Comprehensive Area Assessment framework and that Members take assurance of the continued Service approaches to drive improvement.
3195 ORGANISATIONAL PERFORMANCE GROUP - The Deputy Chief Officer/Director of Policy, Performance & Training presented a report by the Chief Fire Officer & Chief Executive reminding Members that the Organisational Performance Group (OPG) forms part of the Authority’s assurance framework and oversees four key areas; Internal Control, External Audit, Performance Management and Strategic Planning. The OPG also subsumed the work of the AGS (Annual Governance Statement) Group which had been established earlier in 2008. The outcomes of OPG meetings were reported to this Committee as part of the assurance process. The draft minutes of OPG meeting held on 18 May 2010 were set out in Appendix 1 to the report. Having regard to the announced abolition of the Comprehensive Area Assessment, consideration would be given to reviewing the OPG’s terms of reference and the outcomes reported to Members in due course.
Resolved – That the minutes of the Organisational Performance Group held on 18 May 2010 be noted; that Members take assurance from the OPG as set out in the report and the terms of reference of the Group, and that Members note the consideration to review the terms of reference of the Group in light of the pending abolition of the Comprehensive Area Assessment Framework.
3196 ANNUAL PERFORMANCE REPORT 2009/10 - The Deputy Chief Officer/Director of Policy, Performance & Training presented a report by the Chief Fire Officer & Chief Executive reminding Members that following the demise of the Best Value Performance Indicators (BVPIs), which where abolished by the Local Government and Public Involvement in Health Act 2007 the Service no longer had a statutory duty to report annually on performance, except as part of the National Indicator Set reported under the Comprehensive Area Assessment framework by the Service’s Unitary Authority partners. However, in line with best practice the Authority had continued to produce an Annual Performance Report. The 2009/10 Annual Performance Report attached to the report now submitted was divided in to the themed areas of Organisational Assessment, Prevention and Protection, Response, Corporate Health, including financial information. The prevention and protection theme also outlined performance against the two fire specific National Indicators 33 and 49, which had now been removed from the National Indicator set with effect from 1 April 2010. The abolition of the Comprehensive Area Assessment had thrown a degree of uncertainty in terms of regulation moving forward, however, it was not anticipated that that would detract from the continued production of an Annual Performance Report.
A Member referred to the amount of prevention activities being carried out as detailed in the Annual Report need recognising by the Authority and suggested that those involved should be congratulated. A Member reminded the Committee that previously Members had been given the opportunity to visit the Road Traffic Incident Training Centre in 7 Audit, Performance and Scrutiny Committee 18 June 2010
Lincolnshire and suggested that it might be appropriate for new Members in particular too be given the opportunity to visit the centre. A Member referred to the Equality and Diversity section of the report and queried whether there had been any claims made to the Employment Tribunal. The Secretary/Director of Corporate Administration reported that in the current year one claim had been submitted and offered to submit quarterly progress reports to this Committee. A Member commented that there was no information in the Annual Report as to the cost of the Service and suggested that it would be relevant information for any residents reading the report.
Resolved – (a) That the content of the Annual Performance Report be noted and that Members consider it would be appropriate to include within the Annual report details as to the cost of the Service;
(b) that the Officers involved be thanked for the tremendous amount of work involved in the fire prevention activities;
(c) that arrangements be made for Members to visit the Road Traffic Incident Training Centre in Lincolnshire, and
(d) that quarterly progress reports be submitted to future meetings of this Committee on claims submitted to the Employment Tribunal.
3197 DIRECTORATE PERFORMANCE 2009/10 – The Secretary/Director of Corporate Administration presented a report by the Chief Fire Officer & Chief Executive reminding Members that at the April meeting of this Committee, Members had asked that Directors bring forward a report outlining performance against the Directorate performance indicators agreed in respect to 2009/10. The 2009/10 performance of four Directorates: Corporate Administration, Finance, Community Protection and Policy & Performance was attached at Appendix 1 to the report. In respect to Personal & Organisational Development, the performance indicators were in the process of being developed and as Members were aware a restructuring had now taken place, albeit that the strategies developed would continue to apply, which would also assist to foster greater cross-Directorate working. In view of the late supply of the report the Secretary/Director of Corporate Administration suggested that Members take the report away from the meeting and forward any comments to him within the next two weeks. The Chairperson suggested that as the full Fire authority was due to meet on 25 June 2010 it would be appropriate for Members to bring any comments to that meeting.
Resolved - (a) That Members take away the report circulated at this meeting and forward any comments to the Secretary/Director of Corporate Administration by the Fire Authority meeting on 25 June 2010;
(b) that the Committee receive at its next meeting the proposed 2010/11 performance indicators in respect to the Directorates, and
(c) that the format and timing of reporting Directorate performance is considered at the next meeting of the Committee.
3198 REVIEW OF SERVICE PERFORMANCE TARGETS FOR 2010/11 – The Deputy Chief Officer/Director of Policy, Performance & Training submitted a report reminding Members that during 2008 the Service introduced a suite of performance indicators following the demise of the Best Value Performance Indicators (BVPIs), which where abolished by the Local Government and Public Involvement in Health Act 2007 on 31 March 2008 and replaced by a suite of 198 national indicators, two relating explicitly to fire. That Act also abolished the requirement for English Best Value authorities to prepare Best Value Performance Plans and, as a consequence, the need to report performance information and set future performance targets. Further in December 2009 the Government published its White Paper “Putting the frontline first: smarter government”. One consequence of that White 8 Audit, Performance and Scrutiny Committee 18 June 2010
Paper was to reduce the number of national indicators from 188 to 171 on 1 April 2010. Both fire specific national indicators (NI 33 and NI 49) were among the 18 that had been removed. Now the new Coalition Government intended to abolish the Comprehensive Area Assessment framework and that would mean that the Audit Commission would cease activity in support of that framework forthwith. However, targets should continue to be an important means, by which the Authority articulated its priorities and drives improvement, and, as a consequence, the Authority would continue to set and review Service performance targets annually to support the delivery of service delivery priorities.
The service delivery targets for the 2008/11 period have been set against a baseline period of 2004/07 and were presented in June 2008. Officers reviewed those targets for 2009/10 based upon performance in 2008/09 and had now further reviewed those targets against performance during 2009/10 and proposed to stretch a number of targets for 2010/11. A number of additional targets had been set or were still in the process of being developed to support the Authority’s overarching priorities for the 2010 – 13 Strategic Plan. The draft Service Performance Plan 2010/11 detailed in Appendix 1 to the report provided an overview of the baseline and proposed stretch targets for this fiscal year. Whilst some targets associated with environmental impact had yet to be determined, all service delivery targets had been agreed using a consistent methodology that considered 2009/10 performance. Detail of current Service performance targets where a stretch was proposed was provided in Appendix 2, which also showed 2008/09 and 2009/10 performance against baseline targets.
A Member sought assurance that the stretched targets were achievable. The Temporary Assistant Chief Officer explained the way in which the targets had been determined based on the levels of service attained previously. The Deputy Chief Officer/Director of Policy, Performance & Training stated that they were meaningful targets which focussed activity.
Resolved – That this Committee notes the report; approves the revised targets for the Authority’s 2010/11 Performance Plan, and are content that the targets have been set in a realistic fashion.
3199 SERVICE PERFORMANCE REPORT - FOURTH QUARTER PERIOD – The Temporary Assistant Chief Officer presented a report by the Deputy Chief Officer/Director of Policy, Performance & Training highlighting the Service’s performance for the accumulative period 1 April 2009 – 31 March 2010, using the new framework of performance indicators outlined to the Audit, Performance and Scrutiny Committee on 20 June 2008. Members were reminded that the framework comprised the Service’s own Performance Indicators (SPIs), which were underpinned by Local Performance Indicators (LPIs) and also captured the two fire specific National Indicators (NIs). The report detailed by exception those Service Performance Indicators, and underpinning Local Performance Indicators, where performance was not meeting targets. The report also identified how the Service was performing against the National Indicators, NI 33 and NI 49 at both Service and local level. Due to the removal of the fire specific Indicators from the National Indicator set with effect from 01 April 2010, this would be the last time the quarterly performance report would make reference to those indicators. The report also included a performance commentary regarding remedial activities, which shall be provided through Action Plans prepared as part of the Level 4 verification process. Those plans would reflect local initiatives and activities being undertaken to redress performance shortfalls. Performance against the Stretch targets determined for 2009/10 were specifically outlined in Section four of the report. The stretch targets were set to build upon the good performance achieved during 2008/09 and also to address those indicators which under performed during 2008/09.
A Member referred to the section of the report dealing with fatalities from primary fires and suggested that it should read zero, and that to describe performance as poor was unfortunate terminology and insufficient explanation of the situation. The Temporary Assistant Chief Officer acknowledged that the comment was well made but the report 9 Audit, Performance and Scrutiny Committee 18 June 2010 showed the level of performance. The Chairperson suggested that it might be helpful if future reports included a commentary explaining the situation. A Member suggested that if the Service could identify where injuries from fire were likely to come from would it be possible to utilise Telecare. Area manager Rhodes reported that the service had identified the use of Telecare systems and also that systems were in place to liaise with the constituent unitary Authorities regarding vulnerable groups.
Resolved – (a) That the Committee note the report’s detail and take assurance of the Service’s proactive approach to performance management, and
(b) that future reports should include an explanatory commentary regarding performance in the case of fatalities due to primary fires.
3200 CIPFA BENCHMARKING OF CERTAIN SUPPORT SERVICES – The Secretary/ Director of Corporate Administration and Director of Finance/ Section151 Officer submitted a report, further to Minute 3036, reminding Members that the April 2010 cycle of meetings of the Audit, Performance and Scrutiny Committee and Policy and Executive Committee received a report setting a due diligence process in respect to the Regional Improvement and Efficiency Partnership (RIEP) funded project (primarily around Technical Services, ICT, Procurement and Estates) and which included the CIPFA benchmarking information concerning certain support services outlined in the report. The Committee decided to refer the due diligence report to the Special Meeting of the Fire Authority on 20 April 2010, which approved the report. Separately the Committee would consider the benchmarking information at its June 2010 meeting. As such, the report now submitted set out the CIPFA benchmarking information for consideration by the Committee. In terms of due diligence, which the benchmarking would play a part in, an update report would go before the Fire Authority on 25 June 2010. The report was also to be read in conjunction with other reports before the Committee (Minute 3197 above refers) in respect to Directorate performance.
Resolved – (a) That the Committee note the CIPFA benchmarking and the assurance provided by the analysis of the data, and
(b) that the benchmarking information be brought back to this Committee if the Authority receives a REIP bid and that consideration be given as to the layout of the benchmarking information so as to make it easier to read (tabulated data first with graphical information later).
3201 CORPORATE RISK/OPPORTUNITY MANAGEMENT – The Secretary/ Director of Corporate Administration submitted a report, further to Minute 3041, reminding Members that the Audit, Performance and Scrutiny Committee played a key role in monitoring and reviewing the effectiveness of the Corporate Risk Management framework, with an increased emphasis upon the integration of risk management and performance. Accompanying the report was a number of key risk management papers, as follows:
• Summary Report • Corporate Risk Register Edition 4 • Annual Report Active Risk Team • ROM Action Plan 2009/10 • ROM Draft Action Plan 2010/11 • Active Risk Team (ART) Minutes
The introduction of a summary report was intended to assist Members identify the changes in the Corporate Risk Register with the adoption of Edition 4. The Action Plans, in support of Edition 4, could be viewed on the Authority’s website. Members’ attention was also drawn to the draft Annual Report of the Active Risk Team which contained a review of the 2009/10 ROM Action Plan and the 2010/11 draft Action Plan. The action plans behind the corporate red risks were also included within the papers accompanying the report, although in respect to the two new corporate risks, those were in the process of being finalised. 10 Audit, Performance and Scrutiny Committee 18 June 2010
The Committee was asked to review progress accordingly and take assurance from the progress to date. Members were also asked to ensure that the Corporate Risk Register was used as a tool by the Authority to drive (in part) the agenda. Members were asked to take a broad assurance from progress made under the ROM Action Plan 2009/10 set out and the proposed Action Plan 2010/11. In addition, further assurance could be taken from the role of the Active Risk Team and the reporting of ROM. Members could take assurance from the 2009 Internal Review of Corporate Governance, which included risk management, which gave a substantial assurance. Also the draft Use of Resources score given by the Audit Commission (albeit that the scores were draft, subject to review and moderation) gave a score of 3 (performing well) against the relevant KLOEs (2.3 and 2.4) which included risk management. The Authority had also participated in the CIPFA benchmarking of risk management (submission made beginning of June 2010). The results of the benchmarking would be considered by the Active Risk Team and the Committee in September 2010. The steps outlined in the report were designed to proactively embed ROM and achieve excellence in the use of ROM, thereby providing assurance accordingly.
Resolved – (a) That the Committee confirm its satisfaction with progress to date and the use of the Corporate Risk Register by the Authority;
(b) that Members forward any comments on the content/style of the Summary report to the secretary/Director of Corporate Administration, and
(c) that consideration be given to including additional training on the use of the e-learning package at a future Member Day.
3203 PROTECTIVE SECURITY UPDATE – The Secretary/Director of Corporate Administration submitted a report indicating that Protective Security was a means of protecting assets from unauthorised access, use, disruption, modification or destruction. Local and regional workstreams had started around Protective Security which, although running separately, were mutually supportive and had allowed quicker progress than might otherwise have been made. The report updated the Committee on recent progress in this area. In October 2009 the Service had created a Protective Security Group (PSG), with representation from each Directorate and including CPU based personnel, to co-ordinate, oversee and manage all aspects of information security and protective security of assets, in line with the ambition to have arrangements certified to ISO27001, the recognised international standard for Information Security Management Systems (ISMS). The report outlined work on the development of the ISMS. Also in October 2009, Fire Service Circular 64/2009 was issued from the Office of the Chief Fire & Rescue Advisor informing Fire Authorities of the establishment of a Protective Security Strategy for the Fire and Rescue Service as part of the United Kingdom’s Counter Terrorism Strategy (CONTEST). The delivery of that strategy was to be delivered through a CFOA Protective Security Group and regional liaison officers. The report outlined the work of the Regional Protective Security Group.
A Member commented that some authorities such as the Police and government departments used a secure email system when communicating and queries whether the same applied to the Fire Service. The Head of Administration informed members that the secure email system was not available to the Fire Service. A Member suggested that the Authority should lobby through its representatives on the Local Government Fire Service Forum and through the Chief and Assistant Chief Fire Officers’ Association (CACFOA) for the Fire Service to be included. The Deputy Chief Officer/Director of Policy, performance & Training reported that he would also take the matter up in appropriate discussions.
Resolved – (a) That Members endorse the work undertaken by Officers on protective security at a local and regional level, and
(b) that the Authority should lobby through its representatives on the Local Government Fire Service Forum and through the Chief and Assistant Chief Fire Officers’ Association (CACFOA) for the Fire Service to be included in the secure email systems. 11 Audit, Performance and Scrutiny Committee 18 June 2010
3204 EXCLUSION OF THE PRESS/PUBLIC - Resolved – That the press and public be excluded from the meeting for consideration of the following item (Minute 3205) on the grounds that it involves the likely disclosure of exempt information as defined in paragraph 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
(In making its decision the Committee confirmed that having regard to all the circumstances it was satisfied that the public interest in maintaining the exemption outweighed the public interest in disclosing the information).
3205 REVIEW OF INTERNAL AUDIT – Deloittes requested an opportunity to address the Committee on the Report. The Committee agreed. Deloittes expressed their desire to seek a contract extension, and then withdrew from the meeting.
The Secretary/Director of Corporate Administration and Director of Finance/Section151 Officer submitted a report reminding Members that one of the functions of this Committee under the Constitution was to review the performance of the Internal Audit Service. Deloitte were appointed in April 2008, following a competitive process and a robust evaluation by a joint Member and Officer Panel. The contract was three years, plus up to a two year extension with a break by giving notice at any time. Following the second year of the contract, it was right that the performance of the Internal Audit Service was reviewed. Members were asked to review the performance of the Internal Audit Service and seek assurance that the Internal Audit Service was delivering an effective and proactive service.
Resolved – That Members receive a report to the September 2010 meeting of this Committee which will commence a tender process for the selection of Internal Audit services from 1 April 2011.
Meeting closed at 12.45pm.
12
Agenda Item No. 9 Humberside Fire Authority Report by the 25 June 2010 Chief Fire Officer & Chief Executive
EXECUTIVE REPORT
INTRODUCTION
. This executive report is aimed at updating members on a range of issues. It is felt that with further explanation at the meeting, the issues covered in this report do not warrant a separate paper. Members are asked to note the content of this report.
REPORT
1. Organisational Review
As a result of the recent retirements and promotions at CMT level, Members will recall details of changes to reflect directors’ roles and responsibilities. Each Director is looking at specific arrangements within their directorate to take us through the coming year. They will report on any arrangements as necessary.
2. Community Protection
Members will note a report from the Deputy Chief Fire Officer outlining the outcomes of the two yearly review of the Authority’s Emergency Response Standards. The standards relate to the weight and speed of response to Dwellings, Road Traffic Collisions, Major Incidents and High Societal Risk as determined by the Fire Service Emergency Cover (FSEC) risk modelling toolkit
It is pleasing to report that we are achieving the determined standard of performance against all of the risk categories apart from the High Societal Risk. This being an area which has the potential of a fire in buildings other than dwellings that may involve more than five fatalities and currently isolated to areas in the Centre, West and North of Hull.
The FSEC risk model bases its assumptions on 20 separate property types and takes into account a range of issues including the types of property, construction features and risk from fire. These in turn provide a value rating for each property which constitute to the overall FSEC risk rating for a given area of the Authority.
In determining the risk rating of each of the 20 property types FSEC takes into account such things as the likelihood of fire development, the means of raising the alarm in case of fire and the measures to secure the means of escape from fire. These being requirements within the premises risk assessment and areas covered through inspection by our Technical and Community Fire Safety teams and Operational Fire crews.
In ensuring that our speed and weight of response is effectively maintained at all times it is also important that we continue to drive down risk to reduce the number of High Societal Risk Areas. In support of the proposal to introduce a revised response standard to such risk we can also report our intention to reduce the remaining High Societal Risk in Hull. This will be undertaken over a 12 month period by targeting an additional 1000 risk inspections and it is anticipated that by June 2011 the Service will have eradicated the number of High Societal Risk Areas completely. This will further contribute to an improvement in our Service response standards.
47 3. “It’s About Time” – The FBU’s Emergency Response Campaign
The FBU have recently released a report which claims that response times for fire engines in the United Kingdom have gradually increased during the past five years.
They state that this is due to the abolition of national attendance times which have been replaced by Integrated Risk Management Planning. Whilst this is a well presented report that has some merit it makes many assumptions unsupported by evidence. Disappointingly they include Humberside in a sample of services whose standards, they claim, have declined.
Members should note that the standards developed by Humberside Fire and Rescue Service are based on the 1997 Entec model (page 28 of the report) cited as best practice and are far more robust than the National Standard for Wales (page 19) recommended by the FBU for consideration as a UK standard.
Members should also note that Humberside’s attendance times remain amongst the quickest in the UK and whilst our turn out times have increased by about 20 seconds our journey times have decreased during the period covered within this report (page 25).
With fire deaths at an all time low there is no evidence that attendance times are putting the community at risk. There is however no room for complacency as delays in attendance and intervention can allow fires to develop which may increase risk to firefighters.
Members should be assured that HFRS monitors its standard regularly and has directly taken action to reduce attendance times by introducing the VISION mobilising system.
4. Humberside Fire and Rescue Service Annual Awards 2010
Members will recall previous notification of the above event. As with many Fire and Rescue Services, events designed to recognise and reward individuals, teams and partners for the exceptional contribution they have made to the safety of our communities are arranged annually. Humberside Fire and Rescue Services’ first such event was held in 2009 and this years event will be held at the Country Park Inn, Hessle on 30 September 2010.
To host the evening we have again acquired the presence of Blair Jacobs. We are also delighted to announce that we have secured the service of Scunthorpe based Sharon Wright of Dragon's Den fame, to provide the after dinner presentation at the event. The closing date for award consideration has now passed and the panel will over coming weeks meet to assess submissions.
The event is looking to be cost neutral and further details of the event will be released to members in the coming weeks.
5. Policy & Performance Directorate
Mobilising and Operational Resource Management
The Vision Mobilising System successfully went live on 8th June for emergency call handling and resource mobilising. The Vision System is at the leading edge of Control Room technology, as a proven state of the art system it delivers many improvements to Control Room functionality and is an enabler for efficiency improvements. As previously reported to Members, key mobilising changes include 48 dynamic (fastest responding) appliance selection using road routing software technology enabling a more efficient response to Life Risk and Property incidents. Other developments and efficiencies will be reported in due course. Members can be assured that Control Room infrastructure development and investment has guaranteed our service delivery resilience, in mitigation of any risks presented by Regional Control Centre slippage, or the outcome of project re-evaluation by the new Government. Opportunities for Members to view the new system will be made available.
Resilience & Operational Risk Management
The Service has recently signed up to two regional MoU’s which have been developed under the FRS Yorkshire and Humber Regional Operational Resilience Group (YHRORG). The introduction of these MoU’s will see a further increase in regional collaboration on operational issues. The first MoU is between the four FRS’s within the Yorkshire and Humber Region and describes the arrangements that have been put in place to increase the Hazardous Materials Officer response from four individual Service capabilities to a regional capability. This will see the regional utilisation of these resources under defined circumstances and will increase resilience across all four Services in what is quite a specialist capability. This MoU may also be the first step in the utilisation of the wider FDS Officer groups on a regional basis and in time lead to the further sharing of officer resources but a significant amount of additional collaboration will be required to enable this.
The second MoU is between the four regional FRS’s and the Yorkshire Ambulance Service (YAS). This relates to the recently introduced YAS Hazardous Area Response Team (HART). The HART capability is the Ambulance Service response to the changing threats that face the UK and can be likened to the FRS New Dimensions programme. The introduction of HART will give the Ambulance Service the ability to work within the inner cordon at emergency incidents alongside the FRS, this capability did not previously exist due to restrictions with equipment and training. The HART capability will enable Ambulance Service personnel to operate in breathing apparatus, Urban Search and Rescue, water rescue and hazardous materials environments within the inner cordon which is controlled by the FRS. The MoU outlines the protocols and arrangements in place for joint working and will lead to quicker medical intervention at incidents which will no doubt save lives. A similar MoU will need to be signed between HFRS and the East Midlands Ambulance Service (EMAS) and provisional discussions have already taken place.
Research & Policy
Good progress is being made in improving the Service’s flood response and water rescue capability. Phase 1 of the project, completed in 2009; placed capability at Hull Central, Peaks Lane and Scunthorpe fire stations. Each station has a ratio of 50% + 1 of the Watch strength trained as Water Rescue Technicians (WRT). The remainder are trained as Moving Water Responders (MWR).
Phase 2 is scheduled for completion by December 2010. Once completed, similar capability will be provided at Beverley, East Hull, Bransholme, Bridlington, Immingham West and Immingham East fire stations.
Phase 3 of the project will commence early 2011 and will equip the remainder of the Service with Moving Water Responders capability.
Corporate Performance
49
A revised Operational Incident Audit process has gone live from 1 June 2010. The revision to the operational incident audit process aligns fully with the Service’s Performance Verification Framework and provides an improved outcome-based system to support Operational Assurance. The process will be enhanced by a new formalised Operational Incident Debrief process, which is scheduled for launch on 1 July 2010.
F DUFFIELD CHIEF FIRE OFFICER & CHIEF EXECUTIVE
Officer Contact: Frank Duffield, Chief Fire Officer/Chief Executive - 01482 567417
Background Papers: Nil Humberside Fire & Rescue Service Headquarters Summergroves Way Kingston upon Hull FD – 16 June 2010
50 Agenda Item No. 10
Humberside Fire Authority Report by the Director of Finance/ 25 June 2010 S.151 Officer
ANNUAL STATEMENT OF ACCOUNTS 2009/10
SUMMARY
1. It is a requirement of the Accounts and Audit Regulations 2003 that the full Statement of Accounts for the year ended 31 March 2010 shall be approved by the Fire Authority on or before 30 June 2010.
2. This report and the attached Statement of Accounts for 2009/10 (see Appendix 1) fulfil this requirement. The attachments highlight the revenue and capital outturn positions for the year.
3. The accounts covered by this report are subject to audit by the Audit Commission in their role as the Authority’s external auditor. The audited Statement of Accounts must be approved by the Fire Authority by 30 September 2010.
RECOMMENDATIONS
4. (a) That the Statement of Accounts for 2009/10 be approved and the Chair of the Fire Authority be authorised to sign them on behalf of the Authority;
(b) That the Capital Programme ‘slippage’ at paragraph 9 be approved;
(c) That Reserves at 1 April 2010 be agreed as shown in Table 1.
2009/10 ANNUAL STATEMENT OF ACCOUNTS
5. The production of the Annual Statement of Accounts continues to evolve rapidly year on year. The Finance team have again risen to this challenge and produced a high quality document within the statutory deadlines. The requirement to produce high quality accounts will continue into the future, particularly with the introduction of International Financial Reporting Standard (IFRS) compliant accounts from 2010/11 onwards.
6. Appendix 2 of this report sets out for Members information the current draft timetable for the introduction of IFRS and its specific impact on the workload of the Finance Section of the Authority.
2009/10 FINANCIAL YEAR
Revenue Budget
7. The underspend on the Authority’s revenue budget for 2009/10 is £1.429m (the period 11 end of February Management Accounts estimated the 2009/10 outturn to be a £1.161m underspend). For information and context, previous financial years have seen underspends of £1.836m in 2008/09, £498k in 2007/08, £1.36m in 2006/07 and £1.14m in 2005/06.
51
8. The full list of variances are set out in more detail in the Foreword to the Statement of Accounts, but include areas such as:
Underspends
• Wholetime Firefighter costs - £386k • Community Fire Safety - Support Staff costs - £297k • Retained Firefighter costs - £112k • Support Services – Support Staff costs - £221k
Overspends
• Agency staff to cover vacant posts - £127k • Learning Zone and Community Risk Activities - £154k • Interest receipts - £178k
Appendix 3 of this report outlines for Members the expenditure incurred in 2009/10 on consultants in line with the request made at the 20 April Fire Authority. Members will see that the amount of £110k is a relatively small element of the Authority’s overall expenditure of circa £48m (0.23%).
Capital Programme
The outturn for the Capital Programme shows a spend of £3.276m against an allocation of £4.174m. Reasons for the outturn on the Capital Programme are as follows:
• Grimsby Peaks Lane - scheme now underway with completion due summer 2010
• Service Headquarters - further office refurbishment and completion of canteen now in 2010/11
• IT Equipment - replacement programme rescheduling to 2010/11
9. In line with good practice, it is proposed that the following allocations are therefore re-phased into 2010/11:
• Goole Refurbishment - £75k • Grimsby Refurbishment - £244k • Service Headquarters Refurbishment - £121k • Dignity at Work - £100k • IT Equipment - £287k • Equipment - £276k
52
RESERVES AND BALANCES
10. Table 1 below shows the overall position on Reserves at 31 March 2010 and 1 April 2010.
Table 1
Summary Reserves 31 March 2010 and 1 April 2010
£m £m £m 31 March Proposed 1 April Notes 2010 Movements 2010
General Reserve 5.442 (0.570) 4.872 Movements out to RDS Equal Pay Case, Peaks Lane Refurbishment and FRSS costs.
Earmarked Reserves
RDS Equal Pay Case 0 0.350 0.350
Peaks Lane 0 0.100 0.100 Refurbishment 2010/11
Insurance Reserve 0.400 0 0.400 No change.
Control Reserve 0.300 0 0.300 No change.
Property Maintenance 0.500 0 0.500 No change. Reserve
FRSS Costs 2010/11 0 0.120 0.120 Created to meet one-off costs associated with Fundamental Review of Support Services.
Water Rescue 0.200 0 0.200 No change. Equipment Reserve
Personal Protective 0.750 0 0.750 No change. Equipment Reserve
Total Revenue Reserves 7.592 0 7.592
11. Table 1 shows overall revenue reserves of £7.592m at 31 March 2010 compared to £5.765m at 31 March 2009. The increase in reserves year-on-year is beneficial to the Fire Authority on a number of levels but in particular:
• Additional reserves give the Authority some protection in the face of major financial uncertainties, e.g. the CSR 2010 outcome is expected to create an extremely challenging financial environment for a minimum of 3 years.
12. It is proposed in order to assist the prudent management of the Authority’s finances to create the following earmarked reserves as set out in Table 1 above:-
• RDS Equal Pay Case - £350k – created to meet potential back-pay costs arising from a recent ruling relating to RDS Equal Pay;
53
• FRSS costs - £120k – created to meet strain costs relating to the retirement of staff impacted by the Fundamental Review of Support Services in line with the Fire Authority decision of 30 April 2010;
• Peaks Lane Refurbishment - £100k – a revenue contribution to the revised scheme in line with the Fire Authority decision of 15 February 2010.
STRATEGIC PLAN COMPATIBILITY
13. Good financial management is a key enabler for the achievement of the Authority’s Strategic Objectives.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
14. Timely and accurate financial statements are key to the Authority’s financial health and financial planning.
LEGAL IMPLICATIONS
15. The Fire Authority must approve draft accounts before 30 June annually and the final audited accounts by 30 September annually.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
16. No direct issues arising.
CORPORATE RISK MANAGEMENT IMPLICATIONS
17. No direct issues arising but the Authority continues to actively mitigate risks by earmarking reserves where possible. This is a prudent approach and an essential element of sound financial management.
HEALTH AND SAFETY IMPLICATIONS
18. No direct issues arising.
COMMUNICATION ACTIONS ARISING
19. No direct issues arising.
DETAILS OF CONSULTATION
20. The Authority’s Finance Officers have worked closely with the Audit Commission since February 2010 to ensure that robust arrangements were in place to produce the 2009/10 Statement of Accounts.
BACKGROUND PAPERS AVAILABLE FOR ACCESS
21. 2009/10 Annual Accounts working papers. 2009/10 Period 11 February 2010 Management Accounts and Prudential Indicators.
RECOMMENDATIONS RESTATED
22. (a) That the Statement of Accounts for 2009/10 be approved and the Chair of the Fire Authority be authorised to sign them on behalf of the Authority;
(c) That the Capital Programme ‘slippage’ at paragraph 9 be approved;
(c) That Reserves at 1 April 2010 be agreed as shown in Table 1.
54
K WILSON
Officer Contact: Kevin Wilson 01482 567183 Director of Finance/S.151 Officer
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
KW/SJ 15 June 2010
55
56 Appendix 1
(subject to audit)
57 1 Contents
Foreword 2
Statement of Accounting Policies 9
Definition of Financial Terms 16
Income and Expenditure Account for the Year Ended 31 March 2010 20
Statement of Movement on the General Reserve for the Year Ended 31 March 2010 21
Note of Reconciling Items for the Statement of Movement on the General Reserve Balance 22
Statement of Total Recognised Gains and Losses for the Year Ended 31 March 2010 23
Balance Sheet as at 31 March 2010 24
Cash Flow Statement for the Year Ended 31 March 2010 25
Notes to the Core Financial Statements for the Year Ended 31 March 2010 26
Fire Fighters’ Pension Fund for the Year Ended 31 March 2010 56
Notes to the Fire Fighters’ Pension Fund 57
Statement of Responsibilities for the Statement of Accounts 58
Annual Governance Statement 59
Feedback Form 64
58 2 EXPLANATORY FOREWORD BY THE DIRECTOR OF FINANCE/S.151 OFFICER
1. INTRODUCTION
The Statement of Accounts is published to present fairly the financial position and transactions of the Authority. These accounts set out the financial results of the Authority’s activities for the year ended 31 March 2010 and have been prepared in accordance with the requirements of the Accounting Code of Practice published by the Chartered Institute of Public Finance and Accountancy (CIPFA) and the Statement of Recommended Practice (SORP) published by CIPFA/Local Authority (Scotland) Accounts Advisory Committee (LASAAC).
The purpose of the foreword is to offer interested parties an easily understandable guide to the most significant matters reported in the accounts. The inevitable use of technical language has been kept to a minimum. A ‘Definition of Financial Terms’ to help explain some of the technical terms can be found in the publication.
The Authority's accounts for the year 2009/10 are set out on pages 9-58 and in addition to this foreword they consist of:
• The Statement of Accounting Policies which explains the basis for the recognition, measurement and disclosure of transactions in the accounts;
• The Income and Expenditure Account which summarises the Authority's revenue income and expenditure on all services during the financial year 2009/10;
• The Statement of Movement on the General Reserve Balance which reconciles the Income and Expenditure Account with General Fund Balances;
• The Statement of Total Recognised Gains and Losses which brings together all the recognised gains and losses of the Authority;
• The Balance Sheet which sets out the financial position of the Authority at 31 March 2010;
• The Cash Flow Statement which summarises the total movement of cash and cash equivalents;
• The Pension Fund Account which summarises the movements relating to the Firefighters’ pension scheme;
• The Statement of Responsibilities for the Statement of Accounts which sets out the responsibilities of the Authority and the Director of Finance for the accounts;
• The Annual Governance Statement which reviews the effectiveness of governance arrangements in the Authority.
2. 2009/10 FINANCIAL YEAR
The 2009/10 financial year has taken place against a back drop of greater stability in the banking sector, but volatility continues to be an issue in the wider economy.
The main impacts on Humberside Fire Authority are as follows:-
• Continuation of low interest income on balances held by the Authority due to historically low interest rates;
• Continuation of tighter criteria for the on-lending of surplus funds as counterparty risk remains a concern;
59 3 • The prospect of much tighter financial settlements for the years 2011/12 onwards (with a potential and as yet unknown impact in 2010/11).
The Authority continues to take a prudent approach to the management of its financial affairs and is currently informally consulting on a number of measures to improve value for money for the period 2011-2014.
This is coupled with a prudent approach to the protection of reserves and robust in year monitoring of expenditure to allow remedial action to be taken where necessary.
2010/11 promises to deliver new financial challenges and the Authority will work hard to ensure where possible any negative effects are mitigated.
3. WHERE THE MONEY CAME FROM:
National Non Domestic Rates (Business Rate) 43.42% Precept 44.86% Government Grants 10.30% Rents, Charges, Interest etc. 1.42%
3. WHAT THE MONEY WAS SPENT ON:
Salaries and Wages 68.38% Pensions - Employer Contributions 11.48% Running Expenses 17.14% Capital Financing Charges 3.00%ESCUE AUTHORITY STATEMENT OF ACCCOUNTS 2006/2007 7 The Authority receives Revenue Support Grant and an allocation of pooled National Non Domestic Rates directly from Central Government. It also sets a precept or council tax throughout the Humberside area for the balance of its expenditure requirements. The precept set for 2009/10 was £21.797m which equated to a Council Tax Band D Equivalent of £76.66.
4. COMPARISON OF ACTUAL EXPENDITURE IN 2009/10 WITH THE BUDGET
The actual expenditure and income of the Authority for 2009/10 compared with levels forecasted in the original and adjusted estimate, before FRS 17 and Collection Fund adjustments and Management and Support recharges, is summarised below:
60 4 2008/09 2009/10 Actual Revised Actual Variance Estimate £'000 £'000 £'000 £'000
4,063 Community Fire Safety 4,430 4,263 (167) 33,176 Fire Fighting & Rescue Operations 32,432 31,858 (574) - Fire Service & Emergency Planning - - - 10,299 Management & Support 11,868 11,149 (719) 152 Corporate & Democratic Core 163 159 (4) 82 Corporate Management 73 81 8
47,772 Net Cost of Service ...... 48,966 47,510 (1,456)
721 Interest Payable and Similar Charges 836 750 (86) - (382) Interest Receivable (230) (52) 178
48,111 Net Operating Expenditure ...... 49,572 48,208 (1,364)
(21,047) Precepts (22,009) (22,009) -
(3,107) General Government Grants (4,935) (4,935) -
(22,319) Non-domestic rates distribution (21,383) (21,383) -
1,638 (Surplus)Deficit for the Year ...... 1,245 (119) (1,364)
Accounting Adjustments 3 Grants and contributions deferred 14 21 7 (3,718) Depreciation and impairment of fixed assets (2,381) (2,401) (20) 30 Revenue Contribution to Capital Outlay 150 - (150) 468 Minimum Revenue Provision 774 672 (102)
Contributions to/(from) - Earmarked Reserve (200) - 200 (257) General Reserve 398 398 -
(1,836) Net (Surplus)/Deficit - (1,429) (1,429)
The table below shows the movement on the General reserve for 2009/10 (see also the Statement on the Movement on the General Reserve Balance on page 21):
2008/09 2009/10 Actual Revised Actual Variance Estimate £000s £000s £000s £000s
(2,628) Balance at 1 April (4,207) (4,207) -
257 Contributions to/(from) Revenue (398) (398) -
(1,836) Net (surplus)/deficit for the year - (1,429) (1,429)
- Movement between reserves - 592 (592)
(4,207) Balance at 31 March (4,605) (5,442) (2,021)
61 5 The table below is an analysis of the major revenue variances:
Overspend/ (underspend) £'000
Community Fire Safety Wholetime Staff Additional costs in relation to the Learning Zone and Community Risk activities 154 Support Staff Accumulation of posts remaining vacant throughout the year (297) Asset Rentals During the year changes to the original capital programme (40) Income Additional fire extinguisher maintenance income (29)
Fire Fighting & Rescue Operations Wholetime Staff (386) a) wholetime pay award being less than budgeted for b) wholetime firefighter vacancies due to staff turnover Retained Duty Staff Reduction in the number of turnouts (112) Indirect Employees * (130) Energy Costs Savings accruing from more efficient use of heating systems (36) Hydrants Less work carried out on hydrant maintenance than expected (75) Consumables * (37) Asset Rentals Increase in the value of properties 195 Government Grants * 263
* Ring fenced Fire Service Emergency Planning grant funding for 2009/10 not used and carried forward to 2010/11
Management & Support Services Wholetime Staff 82 a) wholetime pay award being less than budgeted for, offset by; b) creation of temporary posts to cover various projects Support Staff Posts remaining vacant throughout the year (221) Agency Staff Additional agency staff to cover vacant posts 127 Pensions Ill health contributions being less than anticipated (19) Energy Costs Savings accruing from more efficient use of heating systems (20) Contingency After review there was no need to use the contingency set aside during the current year (500)
Investment Interest Interest rates being far lower than anticipated 178
Accounting Adjustments (252) a) slippage of the HR system capital project has reduced the direct financing costs of the scheme in this financial year b) financing 2008/09 capital expenditure from cash balances
Reserves Water Rescue Equipment Reserve now to be used in 2010/11 and 2011/12 200
62 6
The table below details the technical accountancy adjustments that changes the Surplus for the year, in the table on page 4, to that of a deficit on the Income and Expenditure Account on page 20
Per Local Government Fire Fighters' Admin & Capital Collection Fund Per Income & Foreword Pension Scheme FRS 17 Pension Scheme FRS 17 Support Adjustment Expenditure (Surplus)/ Removal of Current Removal of Current Accounting Recharge Balance Residual Balance Account Deficit Employers' Cost of Employers' Cost of for Pension Declared Balance 31/03/2010 (Surplus)/ Contributions Pension Contributions Pension Top-Up 15/01/2008 31/03/2009 Deficit Scheme Scheme Grant £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000
Community Fire Safety 4,263 (177) 89 (400) 491 - 1,371 - - - - 5,637 Fire Fighting & Operations 31,858 (225) 112 (3,768) 4,620 - 9,558 42,155 Fire Service Emergency Planning ------Management & Support 11,149 (479) 240 (326) 399 - (10,983) - - - - - Corporate & Democratic Core 159 - - - - - 24 - - - - 183 Corporate Management 81 - - - - (6,359) 30 - - - - (6,248)
Net Cost of Service ...... 47,510 (881) 441 (4,494) 5,510 (6,359) - - - - - 41,727
Gain on disposal of fixed assets ------(13) - - - (13)
Interest Payable & Similar Charges 750 ------750 63
Interest Receivable (52) ------(52)
Pensions interest cost & expected return on pensions asset - - 338 - 20,520 ------20,858
Net Operating Expenditure . . . . 48,208 (881) 779 (4,494) 26,030 (6,359) - (13) - - - 63,270
Precepts (22,009) ------211 (68) (359) (22,225)
General Government Grants (4,935) ------(4,935)
Non-domestic rates distribution (21,383) ------(21,383)
(Surplus)/Deficit for the year . . . . (119) (881) 779 (4,494) 26,030 (6,359) - (13) 211 (68) (359) 14,727
7 5. CAPITAL EXPENDITURE
A summary of the financial position for 2009/10 is set out below:-
2009/10 Project Revised Actual Variance Budget £'000 £'000 £'000
Buildings Beverley Refurbishment (including DDA works) 145 212 67 Goole Refurbishment 300 225 (75) Grimsby, Peaks Lane Refurbishment (including DDA works) 350 106 (244) Other DDA works 13 - (13) Service Headquarters Refurbishment 295 174 (121) Dignity at Work 100 - (100)
Vehicles 1,418 1,569 151
Plant & Equipment IT Equipment 640 353 (287) Equipment 913 637 (276)
4,174 3,276 (898)
The table below is an analysis of the most significant capital variances:
Overspend/ (underspend) £'000
Beverley Refurbishment (inc. DDA works) Additional works 67
Goole Refurbishment Completion of building works slipped to 2010/11 (75)
Grimsby, Peaks Lane Refurbishment (inc. DDA works) Delays in commencement of work, slipped to 2010/11 (244)
Service Headquarters Completion of work on the offices and canteen now slipped in to 2010/11 (121)
Dignity at Work Schemes still in the feasibility stage, to be slipped in to 2010/11 (100)
Vehicles Budget allocation for the 2 10 tonne compacts not brought forward from 2007/08 111 Purchase of the Icar which is funded by an external grant contribution 44
Plant & Equipment Completion of the implementation of the new telephone system now due 2010/11 (50) Rephasing of the implementation of the IT replacement programme (287) Hydraulic Rescue Equipment purchased in 2008/09 (72) Delays in the procurement of Technical Rescue equipment slipped to 2010/11 (120)
64 8 6. FINANCING OF CAPITAL EXPENDITURE
The Authority has a rolling capital programme that is reviewed throughout the year. The programme is financed by external borrowing and the costs of the borrowing are met within the revenue budget. Supported Capital Expenditure (SCE) issued by Central Government for 2009/10 was £0.969m.
7. AUTHORITY BALANCES AND RESERVES
Balances at 1st April 2009 stood at £5.765m. During 2009/10 £0.398m was transferred to the General Reserve and by adding £1.429m, the surplus for the year, balances at 31 March 2010 now stand at £7.592m.
8. FUTURE SPENDING PLANS
The Authority has published a Medium Term Financial Plan for 2010/11 – 2012/13 which sets out the overall shape of the Authority’s budget by establishing how available resources will best deliver corporate objectives and to mitigate corporate risks identified in the Strategic Plan. T OF ACCCOUNTS 2006/2007 9 9. FINANCIAL REPORTING STANDARD 17 (FRS17)
This financial reporting standard requires employers to report the full cost of pension benefits as they are earned, regardless of whether they have been paid for. The total liability is £446.868m; this is split between the Local Government Pension Scheme (£11.548m) and the Fire Service Scheme (£435.320m). The Fire Service liability includes both the Firefighters’ Pension Scheme 1992 and the New Firefighters’ Scheme 2006. It should be noted that FRS17 does not impact upon the level of balances held by the Authority.
10. PENSION FUND ACCOUNT
The Financial Statements now include a separate section for the Pension Fund Account in line with the Code of Practice on Local Authority Accounting 2008. Under the new pension funding arrangements each Authority in England is required by legislation to operate a Pension Fund and the amounts that must be paid into and out of the Fund are specified by regulation.
11. FURTHER INFORMATION
The Statement of Accounts is intended to give electors, members, employees and other interested parties clear information about the Authority’s finances. I would welcome any comments, which would help improve the information. To this end a questionnaire has been devised and included in the accounts.
Further information about the Accounts is available from the Finance Section, Service Headquarters, Summergroves Way, Hull. HU4 7BB. In addition, interested members of the public have a statutory right to inspect the accounts before the audit is completed. The availability of the Accounts for inspection is advertised in the local press throughout the Humberside area.
Kevin J Wilson BSc Econ (Hons), CPFA Director of Finance/S.151 Officer 25 June 2010
65 9 STATEMENT OF ACCOUNTING POLICIES
1. GENERAL PRINCIPLES
The accounts of the Authority have been prepared in accordance with the Statement of Recommended Practice (SORP) issued by CIPFA, Statements of Standard Accounting Practice (SSAP) and Financial Reporting Standards (FRS). As required by the SORP, the Service Expenditure Analysis complies with the Code of Practice on Local Authority Accounting in Great Britain, also issued by CIPFA. The reader is referred to these documents (which may be accessed via CIPFA’s website – www.cipfa.org) for further information.
Accounting policies are kept under review by the Director of Finance/S.151 Officer, in conjunction with the Secretary and the Chief Fire Officer and Chief Executive.
2. ACCRUALS OF INCOME AND EXPENDITURE
Other than statutory or regulatory exceptions, all expenditure incurred by or income (including government grants) due to the Authority is accounted for in the year in which it arises, whether or not monies due or payable have been paid or received.
3. RESERVES AND PROVISIONS
The Local Government and Housing Act 1989 requires local authorities to allow for an appropriate level of financial reserves. The Authority maintains a prudent general revenue reserve, a number of earmarked revenue reserves and a usable capital receipts reserve which is available to finance capital expenditure after setting aside the statutory amounts required for the repayment of external loans. Further details of all reserves can be seen in note 19 of the Notes to the Core Financial Statements.
In addition there are capital and pension reserves recorded in the balance sheet as follows (which are not available resources to the Authority):
(i) Capital Adjustment Account
The Capital Adjustment Account provides a balancing mechanism between the different rates at which assets are depreciated and financed.
(ii) Pensions Reserve and Liability Related to Defined Benefit Pension Scheme
These accounts are required to comply with local authority accounting treatment of FRS 17. These accounts are set up to represent the changes in the actuarial valuations of the Authority’s proportion of the assets and liabilities of the Local Government Pension Scheme and the notional assets and liabilities of the Fire Fighters’ Pension Scheme. As mentioned elsewhere, it has no effect on local taxation.
4. CAPITAL
The Local Government and Housing Act 1989 requires that all expenditure is charged to revenue other than that which the Authority has specifically authorised to be capitalised.
66 10 (i) Fixed Assets
Expenditure on the acquisition or enhancement of tangible assets which yield a benefit to the Authority and the service it provides over a period of more than one year is capitalised on an accruals basis and classified as a fixed asset. This includes assets acquired under finance leases which for the purposes of SSAP21 and FRS5 have been capitalised and included in the Balance Sheet (see note 8 of the Notes to the Core Financial Statements). Capital expenditure incurred on de-minimis items (i.e. individual assets with a value of less than £6,000) will not be reflected on the balance sheet value of the relevant category of item. Such expenditure will be transferred to the Capital Adjustment Account.
(ii) Intangible Fixed Assets
In accordance with the SORP expenditure on intangible fixed assets (which includes software licences) should be accounted for separately. Therefore expenditure on software licences, that enhance existing systems of the Authority or form part of the purchase of new systems, are capitalised in accordance with the approved capitalisation policy above and their costs are written down over the life of the system they form part of.
(iii) Valuation of Assets
Fixed assets are valued on the basis recommended by CIPFA and in accordance with the Statements of Asset Valuation Principles and Guidance Notes issued by the Royal Institution of Chartered Surveyors. From 1 April 2007, any unrealised revaluation gains arising from holding fixed assets will be effected through the Revaluation Reserve. The basic approach to the valuation of different categories of assets is as follows: -
(a) Operational and non-operational land and buildings
Buildings are included in the Balance Sheet on the basis of depreciated replacement cost. Land is included on the balance sheet at replacement cost.
A rolling programme of revaluation of land and buildings takes place at intervals of no more than five years. Should any material changes occur in the interim these will be adjusted for as they are recognised.
(b) Vehicles, Plant and Equipment
Vehicles, plant and equipment are included in the Balance Sheet on the basis of depreciated historical cost.
See also note 14 of the Notes to the Core Financial Statements.
(iv) Charges to the Income and Expenditure Account for Fixed Assets
The following policy has been adopted by the Authority in relation to the depreciation and impairment of all assets with a finite useful life: -
(a) Depreciation is charged in relation to buildings element of operational properties. Depreciation is not applied to the land element of operational properties. Non operational land and buildings are not depreciated.
(b) To be consistent with FRS 11, where an asset suffers an impairment representing a clear consumption of economic benefits, then an impairment loss is charged.
(c) Newly acquired assets are depreciated (where applicable) from the mid-point of the year.
67 11
(d) Depreciation is calculated using the straight line method over the following period:-
Buildings 40 years Vehicles Fire Appliances 15 years Mobile Workshops 10 years Lorries and Vans 7 years Cars and Light Vans 5 years Equipment Operational Equipment 5 years IT Equipment 5 years Intangible Assets 5 years
5. RECEIPTS FROM THE SALE OF FIXED ASSETS
Capital receipts arising from the disposal of fixed assets are accounted for on an accruals basis. The unused balance of any receipt not required for the repayment of external loans is included in the Usable Capital Receipts Reserve (see Reserves and Provisions above).
6. PROVISIONS
The Authority, where necessary, makes provision for any liability or loss, which is certain to be incurred, but which is uncertain as to the amount or the date on which it will arise.
7. GRANTS
Revenue grants are accrued by the Authority and credited to income in the same period in which the related expenditure is charged. See note 5 (i) of the Notes to the Core Financial Statements for a full analysis of the grants received by the Authority in 2009/10.
8. INTEREST CHARGES
Interest payable on external borrowing and income from interest earned on surplus balances is accrued and accounted for in the accounts of the period to which it relates.
9. THE REDEMPTION OF DEBT AND THE PROVISION FOR CREDIT LIABILITIES (PCL)
Amounts set aside from revenue for the repayment of external loans are disclosed separately as appropriations within the calculation of the Provision for Credit Liabilities (PCL). There is no requirement to maintain a separate account within the formal accounting records for the PCL, but a memorandum account is maintained and is detailed at note 19 (i) (b) (i) & (ii) of the Notes to the Core Financial Statements.
All local authorities have been required each year to make a Minimum Revenue Provision (MRP) as a provision for the repayment of debt. Changes to the existing regulations that set out the rules for the calculation of MRP (Regulations 27, 28 and 29 of the Local Authorities (Capital Finance and Accounting) (England) Regulations 2003 [SI 2003/3146, as amended] have been made with an operative date of 31 March 2008 (which means that it applies to the financial year 2009/10 and to subsequent years).
The revised scheme is encapsulated in amendment regulation 4(1) of the 2008 Regulations and revises the former regulation 28 cited in the paragraph above. Regulation 4(1) places a duty on a local authority to make ‘prudent provision’ and specifically:-
• Prepare an annual statement on the policy of making a MRP for submission to the full Fire Authority;
68 12 • 4 possible methods of calculating ‘prudent provision’ are set out as: Option 1 – the Regulatory Method which essentially allows local authorities to continue to use Regulation 28 as a transitional measure; Option 2 – Capital Financing Requirement (CFR) Method; Option 3 – Asset Life Method (either the equal instalment method or the annuity method) and Option 4 – Depreciation Method. • Transitional arrangements for the change are available as follows:
MRP in 2009/10. It was determined at the Fire Authority Meeting on 30 June 2008 (minute 2356) that Option 1 be used as the method of calculating the Authority’s MRP. This method takes into account new capital expenditure incurred in 2007/08.
MRP in 2009/10. Option 3(i) was agreed by the Fire Authority on 16 February 2009 as the method of calculating MRP for 2009/10 in respect of new unsupported capital expenditure.
MRP in subsequent financial years. Options 1 or 2 may be used only for supported expenditure. Methods of making prudent provision for self-financed expenditure include Options 3 or 4 (which may also be used for supported expenditure if the authority so chooses). The MRP statement should be submitted to the Fire Authority before the start of the financial year.
10. LEASES
(i) Finance Leases
There were no repayments outstanding on any finance leases held on behalf of the Authority at the start of the financial year 2009/10.
(ii) Operating Leases
Rentals payable under operating leases are charged to revenue on an accruals basis.
11. OVERHEAD APPORTIONMENT
The basis of overhead apportionment is as follows:
• Management & Support Services – is allocated to service accounts using estimated gross pay as originally stated in the 2009/10 original budget.
12. DEBTORS AND CREDITORS
The revenue and capital transactions of the Authority are recorded in the accounts on an accruals basis (see note 2 of the Statement of Accounting Policies) and the appropriate debtor and creditor entries have been made accordingly on the balance sheet.
13. STOCKS
Stocks held by the Authority have been valued at the lower of cost or net realisable value.
14. PENSIONS
(i) Firefighters
With effect from 1 April 2006 there are two firefighters’ pension schemes operated by the Authority.
• the original Firefighters’ Pension Scheme (FPS) which is open to all whole time staff who were or could have been required to engage in firefighting activities prior to 1 April 2006, and was established by the Fire Services Act of 1947. The scheme is
69 13 unfunded with an employer’s contribution rate of 21.3% of salary and an employee contribution rate of 11% of salary.
• the New Firefighters’ Pension Scheme (NFPS) which is open to whole time staff who were engaged in firefighting activities before 1 April 2006, and all new whole time staff and new and existing retained duty staff who are or may be required to engage in firefighting activities after 1 April 2006. This scheme is also unfunded with an employer’s contribution rate of 11% of salary and an employee contribution rate of 8.5% of salary.
From 1 April 2006, the former Office of the Deputy Prime Minister (ODPM) changed the way in which firefighters’ pensions are accounted for and financed. Changes include the establishment of an employer’s contribution with the purpose, combined with the employee’s contribution, of covering the accruing pension liabilities of currently serving fire fighters and establishing a pensions fund account where pension transactions will be posted with any deficit or surplus in the year being paid by or to the CLG.
(ii) APT&C Staff
Non-uniformed and Control Room staff of the Authority are eligible to participate in the Local Government Superannuation Scheme. Employer’s contributions, at a rate of 20.4%, and employee’s contributions, at a minimum rate of 5.5% increasing to 7.55% dependant on salary, are paid to the East Riding of Yorkshire Council which administers the Local Government Superannuation Fund for the Humberside area.
Under the provisions of FRS 17, it is now a SORP requirement that an estimate of the value of assets and liabilities associated with all the pension schemes in which employees of an authority participate are disclosed in the accounts of that body.
See also note 19 of the Notes to the Core Financial Statements.
15. INVESTMENTS
Investments are shown in the balance sheet at cost. All investments made by the Authority are placed in accordance with the Treasury Policy Statement approved by the Authority. Investment interest is accounted for on an accruals basis (see note 8 of the Statement of Accounting Policies).
16. FORMAT OF THE INCOME AND EXPENDITURE ACCOUNT
With effect from the financial year 2006/07, the Code of Practice on Local Authority Accounting in Great Britain (see note 1 to the Statement of Accounting Policies) required authorities in England and Wales to present their statement of financial performance in the form of an Income and Expenditure Account with the net cost of services using the Service Expenditure Analysis set out in the BVACOP.
17. CHANGES IN ACCOUNTING POLICIES
The Authority has adopted a new accounting policy in accordance with the Code of Practice on Local Authority Accounting in Great Britain.
Up to 2008/09 the SORP required the Council Tax income included in the Income and Expenditure Account to be the amount that under regulation was required to be transferred from the Collection Fund of the billing authorities. From the year commencing 1 April 2009 the Council Tax income included in the Income and Expenditure Account for the year shall be the accrued income for the year.
Since the collection fund is effectively an agency arrangement, the cash collected by the billing authority from Council Tax belongs proportionately to the billing authorities and Humberside Fire
70 14 Authority. There will therefore be a debtor/creditor position between the billing authorities and Humberside Fire Authority.
These changes have had the following impact on the comparative figures for 2008/09 compared with those published in the 2008/09 Statement of Accounts (only figures that have changed are included in the tables below):
INCOME AND EXPENDITURE ACCOUNT
2008/09 Inclusion of 2008/09 Net Expend. amount to comparatives £'000 equate to in Income and Collection Expenditure Fund £'000 Surplus at 1 April 2009 £'000
Net Operating Expenditure 65,140 - 65,140
Precepts (21,047) (50) (21,097)
Government Grants (3,107) - (3,107)
Non-domestic rates distribution (22,319) - (22,319)
(Surplus) Deficit for the Year 18,667 (50) 18,617
STATEMENT OF THE MOVEMENT ON THE GENERAL RESERVE BALANCE
(Surplus)/Deficit for the Year on the Income & Expenditure Account 18,667 (50) 18,617
Additional amount required by statute and non statutory proper practices to be debited or credited to the General Reserve Balance for the year (20,246) 50 (20,196)
Decrease/(Increase) in Gerneral Reserve balance for the year (1,579) - (1,579)
General Reserve Balance brought forward (2,628) - (2,628)
General Reserve Balance carried forawrd forward (4,207) - (4,207)
Amounts included in the Income & Expenditure Account but required by statute to be excluded when determining the Movemnent on the General Reserve Balance (26,145) 50 (26,095)
Amounts not included in the Income & Expenditure Account but required by statute to be included when determining the Movemnent on the General Reserve Balance 5,899 - 5,899
(20,246) 50 (20,196)
STATEMENT OF TOTAL RECOGNISED GAINS AND LOSSES FOR THE YEAR
(Surplus)/Deficit for the Year on the Income & Expenditure Account 18,667 (50) 18,617
(Surplus)/Deficit farising from therevaluation of assets 751 - 751
FRS 17 Actuarial (gains)/losses relating to retirement benefits (32,757) - (32,757)
(Gain)/Loss in relation to the Collection Fund Adjustment Account - (230) (230)
Total recognised gains for the year (13,339) (280) (13,619)
71 15 BALANCE SHEET
as at Inclusion of as at 31 March amount to 31 March 2009 equate to 2009 Collection comparative £'000 £'000 Fund £'000 £'000 Balances £'000
Long Term Assets 57,652 - 57,652
Current Assets Stocks 408 - 408 Debtors 4,837 1,075 5,912 Investments 3,700 - 3,700 Cash and Bank 270 - 270 9,215 10,290
Current Liabilities Creditors (2,259) (795) (3,054) Bank Overdraft - - - (2,259) (3,054)
Total Assets less Current Liabilities 64,608 64,888
Long Term Borrowing (14,712) - (14,712) Grants & Contributions Deferred (13) - (13) Liabilities Relating to Defined Benefit Pensions Schemes (304,569) - (304,569) (319,294) (319,294)
Total Assets Less Liabilities (254,686) (254,406)
Revaluation Reserve 11,113 - 11,113 Capital Adjustment Account 32,688 - 32,688 Collection Fund Adjustment Account - 280 280 Usable Capital Receipts Reserve 317 - 317 Pensions Reserve (304,569) - (304,569) Earmarked Revenue Reserve (Utilities) 358 - 358 Control Reserve 300 - 300 Property Maintenance Reserve 500 - 500 Insurance Reserve 400 - 400 General Reserve 4,207 - 4,207
(254,686) (254,406)
72 16 DEFINITION OF FINANCIAL TERMS
Accruals The concept that revenue and capital income and expenditure transactions are included in the accounts as they are earned or incurred, not as monies are received or paid.
Asset Something that is used by an organisation in the course of its business which has a value to that organisation measurable in monetary terms. Assets may be Fixed, Current Assets or Intangible. Fixed Assets generally last for a period longer than one year; Current Assets generally are consumed in the year of account; Intangible Assets cannot be physically touched. Examples are land and buildings; stocks; and software licences respectively.
Capital Expenditure Spending on the acquisition or improvement of assets which has a long term value to the Authority.
Capital Financing Monies raised to pay for capital spending. Usually the cost of fixed assets is met by borrowing but capital expenditure may also be financed from other sources - e.g. usable capital receipts, direct revenue financing and leasing.
Capital Financing Charges The annual charges arising from capital financing of capital expenditure. These include items such as loan interest and repayment, leasing charges and contributions from revenue. See also Minimum Revenue Provision (MRP).
Capital Receipts The proceeds from the sale of fixed assets, which can be used for the financing of capital expenditure or the voluntary discharge of credit liabilities.
Consistency The concept that the accounting treatment of like items, within an accounting period and from one period to the next, will be done in the same way.
Creditor An amount owed for work done, goods received or services rendered during an accounting period, but for which payment has not been made by the end of that period.
Credit Ceiling A measure of the difference between an authority's total liabilities in respect of capital expenditure financed by credit and the provision that has been made to meet those liabilities.
Debtor An amount due for work done, goods provided or services rendered during an accounting period, but for which payment has not been received by the end of that period.
73 17 Depreciation The measurement of the cost or revalued amount of the benefits of a fixed asset that have been consumed. Consumption includes the wearing out, using up or other reduction in the useful life of a fixed asset.
Financial Instrument A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of another.
Finance Lease A lease that transfers most or all the risks and rewards of ownership of a fixed asset to the lessee.
Financial Reporting Standard (FRS) National or international financial reporting standards with which the Accounts comply. See the section on Accounting Policies above.
Going Concern The concept that an organisation will remain in operational existence for the foreseeable future; in particular, that the revenue account and balance sheet assume no intention to curtail significantly the scale or nature of activity.
Impairment A reduction in the recoverable amount of a fixed asset below its carrying amount where that reduction is clearly due to the consumption of economic benefits.
Investments A sum invested on a long-term or continuing basis to support the activities of an organisation, or where the disposal of the investment is restricted in some way. Monies invested which do not meet these criteria are classified as current assets.
Liability An amount which has not yet been paid by an individual or organisation which will have to be paid at some point in the future.
Minimum Revenue Provision (MRP) MRP is a statutory amount calculated based on the level of a local authority’s loans outstanding. See note 19 (i)(b)(ii) of the Notes to the Core Financial Statements.
Net Book Value The amount at which fixed assets are included in the balance sheet, for example historical cost or current value, less the cumulative amounts provided for depreciation.
Net Current Replacement Cost The estimated cost of replacing or recreating a particular asset in its existing condition and in its existing use, i.e. the cost of its direct replacement.
Net Realisable Value The open market value of an asset less the expenses to be incurred in realising the asset.
74 18 Non Operational Assets Fixed assets held by an authority but not directly used in the delivery of operational services - e.g. fire houses, surplus assets, etc.
Operational Assets Fixed assets held and occupied, used or consumed by an authority in the direct delivery of its operations.
Operating Leases A lease in which the leased asset remains the property of the lessor, who retains a significant element of the risk and rewards of ownership.
Post Balance Sheet Events Any events, favourable or unfavourable, which would affect significantly the financial position portrayed by the Accounts, which occur between the balance sheet date and the date on which the Statement of Accounts is signed by the responsible financial officer.
Provision An amount set aside in the accounts for liabilities which will arise in future but cannot be accurately quantified at present.
Provision for Credit Liabilities (PCL) Amounts set aside for the repayment of debt including MRP, voluntary redemption and reserved capital receipts. The PCL forms part of the Capital Financing Reserve.
Prudence The concept that revenue and profits are not anticipated but are recognised by inclusion in the accounts only when realised in the form either of cash or other assets, the ultimate cash realisation of which can be assessed with reasonable certainty. Conversely, provision is made for all known liabilities whether the amount is known or is a best estimate.
Public Works Loan Board (PWLB) A Government agency which lends monies to local authorities at interest rates only slightly above those at which the Government itself can borrow.
Revenue Expenditure The day-to-day costs an organisation incurs in carrying out its usual activities, for example staffing costs, running expenses and capital financing costs.
Self Financed Capital Expenditure Capital expenditure incurred over and above the level of Supported Capital Expenditure estimated by the government.
Statement of Standard Accounting Statement issued by the Accounting Standards Practice (SSAP) Board adhered to in the compilation of the accounts. See also Financial Reporting Standards and the section on Accounting Policies.
Stocks Stocks comprise consumable stores, raw materials.
75 19 Supported Capital Expenditure (SCE) The Prudential Code for Capital Finance replaced the previous system of credit approvals by central government on 1 April 2004. Revenue support for local authority capital investment is still provided on the basis of a specific level of capital expenditure estimated by the government, which is known as Supported Capital Expenditure (SCE) and forms part of the Revenue Support Grant system.
Temporary Loan Monies borrowed for an initial period of less than one year for treasury or cashflow management purposes.
Useful Life The period over which the use of an asset benefits an organisation
76 20 INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2010
This table summarises all of the resources that the Authority has generated, consumed or set aside in providing services during the year.
2008/09 2009/10 Note Net Expend Expend Income Net Expend £'000 £'000 £'000 £'000
5,446 Community Fire Safety 5,883 (246) 5,637 43,900 Fire Fighting & Rescue Operations 42,633 (478) 42,155 - Fire Service Emergency Planning 19 (19) - 176 Corporate & Democratic Core 183 - 183 (6,776) Corporate Management 111 (6,359) (6,248) 164 Non Distributed Costs - - -
42,910 Net Cost of Service ...... 48,829 (7,102) 41,727
- Gain on Disposal of Fixed Assets (13)
721 Interest Payable and Similar Charges 750 16
(382) Interest Receivable (52)
Pensions interest cost & expected return on pensions asset 131 Local Government Pension Scheme 338 17 21,760 Fire Fighters' Pension Scheme 20,520 17
65,140 Net Operating Expenditure ...... 63,270
(21,097) Precepts (22,225) 5(ii)
(3,107) General Government Grants (4,935)
(22,319) Non-domestic rates distribution (21,383)
18,617 (Surplus)Deficit for the Year ...... 14,727
Cross reference notes relate to the Notes to the Core Financial Statements.
77 21 STATEMENT OF THE MOVEMENT ON THE GENERAL RESERVE BALANCE FOR THE YEAR ENDING 31 MARCH 2010
The Income and Expenditure Account shows the Authority’s actual financial performance for the year, measured in terms of the resources consumed and generated over the last twelve months. However, the Authority is required to raise council tax on a different accounting basis, the main differences being:
• Capital investment is accounted for as it is financed, rather than when the fixed assets are consumed.
• Retirement benefits are charged as amounts become payable to pension funds and pensioners, rather than as future benefits are earned.
The General Reserve Balance compares the Authority’s spending against the council tax that it has precepted for the year, taking into account the use of reserves built up in the past and contributions to reserves earmarked for the future.
This statement summarises the differences between the outturn on the Income and Expenditure Account and the General Reserve Balance.
2009/10 2008/09 £'000 £'000
(Surplus)/Deficit for the Year on the Income & Expenditure Account 14,727 18,617
Net additional amount required by statute and non-statutory proper practices to be debited or credited to the General Reserve Balance for the year (15,962) (20,196)
Decrease/(Increase) in General Reserve balance for the year (1,235) (1,579)
General Reserve Balance brought forward (4,207) (2,628)
General Reserve Balance carried forward (5,442) (4,207)
78 22 NOTE OF RECONCILING ITEMS FOR THE STATEMENT OF MOVEMENT ON THE GENERAL RESERVE BALANCE
2009/10 2008/09 £'000 £'000 £'000
Amounts included in the Income & Expenditure Account but required by statute to be excluded when determining the Movement on the General Fund Balance for the year : Depreciation and impairment of fixed assets (2,401) (3,718) Net profit on sale of fixed assets 13 - Grants and contributions deferred 21 3 Collection Fund Adjustment 216 50 Net Charges made for retirement benefits in accordance with FRS 17 Local Government Pension Scheme (779) (778) Fire Fighters Pension Scheme (19,671) (21,652)
(22,601) (26,095) Amounts not included in the Income & Expenditure Account but required by statute to be included when determining the Movement on the General Fund Balance for the year : Minimum Revenue Provision 672 468 Revenue Contributions to Capital Outlay - 30 Employers Contributions Payable to Pension Funds Local Government Pension Scheme 881 794 Fire Fighters Pension Scheme 4,494 4,607
6,047 5,899 Transfers to or from Fund Balances that are required to be taken into account when determining the Movement on the General Fund Balance Revenue Reserve 592 - Water Rescue Equipment Reserve - - Personal Protective Equipment Reserve - -
592 -
Net additional amount required to be credited to the General Reserve (15,962) (20,196)
79 23 STATEMENT OF TOTAL RECOGNISED GAINS AND LOSSES FOR THE YEAR ENDED 31 MARCH 2010
This statement brings together all the gains and losses of the Authority for the year and shows the aggregate increase in its net worth. In addition to the surplus generated on the Income and Expenditure Account, it includes gains and losses relating to the revaluation of fixed assets and re-measurement of the net liability to cover the cost of retirement benefits.
2009/10 2008/09 £'000 £'000
(Surplus)/Deficit on the Income and Expenditure Account for the year 14,727 18,617
(Surplus)/Deficit arising on revaluation of fixed assets 956 751
FRS 17 Actuarial (gains)/losses relating to retirement benefits 127,224 (32,757)
(Gain)/Loss in relation to the Collection Fund Adjustment Account 136 (230)
Total recognised (gains)/losses for the year 143,043 (13,619)
80 24 BALANCE SHEET AS AT 31 MARCH 2010
Notes 31 March 2010 31 March 2009 £'000 £'000 £'000 £'000
Fixed Assets Intangible Assets 13(iv) 358 298 Operational Assets 13(i) Land & Buildings 50,695 52,315 Vehicles 4,678 3,635 Plant & Equipment 1,367 825 Non Operational Assets 13(ii) Land & Buildings 87 50 Vehicles 384 529
Total Long Term Assets 57,569 57,652
Current Assets Stocks 15(ii) 359 408 Debtors 15(iii) 4,098 5,912 Investments 8,000 3,700 Cash and Bank 716 270
13,173 10,290
Current Liabilities Creditors 15(iv) (3,858) (3,054) Bank Overdraft - -
(3,858) (3,054)
Total Assets Less Current Liabilities 66,884 64,888
Long Term Borrowing 16 (16,690) (14,712) Grants & Contributions Deferred (775) (13) Liability Related to Defined Benefit Pension Schemes 17(b) (446,868) (304,569) (464,333) (319,294)
Total Assets Less Liabilities (397,449) (254,406)
Revaluation Reserve 19(i)(a) 9,898 11,113 Capital Adjustment Account 19(i)(b) 31,239 32,688 Usable Capital Receipts Reserve 19(i)(c) 330 317 Pension Reserve 17(b) (446,868) (304,569) Collection Fund Adjustment Account 360 280 Earmarked Revenue Reserve (Utilities) - 358 Control Reserve 300 300 Property Maintenance Reserve 500 500 Insurance Reserve 400 400 Water Rescue Equipment Reserve 200 - Personal Protective Equipment Reserve 750 - General Reserve 5,442 4,207
Total Equity (397,449) (254,406)
81 25 CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2010
2009/10 2008/09 £'000 £'000 £'000 £'000
Revenue Activities Cash Outflows Cash Paid to and on Behalf of Employees 43,785 44,025 Cash Payments to Suppliers 9,712 10,739 53,497 54,764 Cash Inflows Rents (127) (129) Precepts (22,009) (21,047) Rate Support Grant (4,935) (3,107) NNDR (21,383) (22,319) Top-Up Grant (7,847) (4,188) Other Government Grants (1,035) (199) Cash Received for Goods and Services (2,120) (2,279) (59,456) (53,268)
Amounts Charged to Pension Provision
(5,959) 1,496
Returns on Investments and Servicing of Finance Cash Outflows Interest Paid 719 732 Interest Elements of Finance Lease Rental Payments - - 719 732
Cash Inflows Interest Received (51) (377)
668 355
Capital Activities Cash Outflows Purchase of Fixed Assets 3,276 2,195
Cash Inflows Sale of Fixed Assets (13) (6) Capital Contributions (740) - (753) (6)
2,523 2,189
Net Cash Outflow Before Financing (2,768) 4,040
Financing Cash Outflows Repayments of Amounts Borrowed 1,022 400 Repayment of Short Term Loans - 150 Capital Element of Finance Lease Rentals - - 1,022 550
Cash Inflows New Loans Raised (3,000) - New Short Term Loans Raised - -
Decrease/(Increase) in Cash and Cash Equivalents (4,746) 4,590
82 26 NOTES TO THE CORE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2010
1. EXCEPTIONAL ITEMS AND PRIOR YEAR ADJUSTMENTS
There are no exceptional items or prior year adjustments.
2. LOCAL AREA AGREEMENTS (LAA)
The Authority is a participant in LAAs with the four constituent Unitary Authorities – a partnership with another public body involving the pooling of government grants to finance work towards jointly agreed objectives for local public services.
In 2009/10 only the LAA with Hull City Council resulted in any financial activity within the accounts of the Authority and this is the second year of its three-year agreement.
The purpose of the LAA is:
• To form an agreement between Kingston upon Hull City Council and ourselves to ensure that together we achieve the aim, Safer and Stronger Communities.
• To agree specific outcomes and targets that will be achieved each year for the three years of the agreement.
• To reduce the number of deliberate secondary fires by 7% in Hull.
The LAA partners are:
• Local Government Bodies – Kingston upon Hull City Council.
• Community Protection Authorities – Humberside Fire and Rescue Service.
Kingston upon Hull City Council acts as the accountable body for the LAA.
The total amount of LAA Grant received by the Local Strategic Partnership (LSP) in Hull in 2009/10 is £349.4k.
The total amount of grant received by the Fire Authority in 2009/10 is £17k.
3. MEMBERS' ALLOWANCES
From 1 April 2003 the Authority is required to have its own scheme of Members’ Allowances under the terms of the Local Authorities (Members’ Allowances) (England) Regulations 2003. The total amount paid to Members under this scheme for 2009/10 was £126,130.
83 27 4. OFFICERS’ EMOLUMENTS
Regulation 4 of the Accounts and Audit (Amendment No.2) (England) Regulations 2009 [SI 2009 No. 3322] introduce a new legal requirement to increase transparency and accountability in Local Government for reporting remuneration of senior employees. The new provisions came into force on 31 March 2010 and require all local authorities to include remuneration information of senior employees.
The number of employees whose remuneration, excluding employer’s pension contributions was £50,000 or more in bands of £5,000 are set out as follows:
Remuneration Number of Officers in Band Band 2009/10 2008/09 Operational Non Total Operational Non Total Operational Operational
£150-154,999 ------£145-149,999 ------£140-144,999 ------£135-139,999 1 - 1 - - - £130-134,999 - - - 1- 1 £125-129,999 ------£120-124,999 ------£115-119,999 1 - 1 - - - £110-114,999 - - - 1- 1 £105-109,999 2 - 2 2- 2 £100-104,999 ------£95-99,999 - 2 2 - 2 2 £90-94,999 ------£85-89,999 ------£80-84,999 ------£75-79,999 ------£70-74,999 ------£65-69,999 4 - 4 - 1 1 £60-64,999 - 1 1 7- 7 £55-59,999 13 - 13 15 - 15 £50-54,999 5 2 7 10 - 10
26 5 31 36 3 39
The following table sets out the remuneration disclosures for Senior Officers whose salary is less than £150,000 but equal to or more than £50,000 per year:
84 28 Disclosure for 2009/10
Post Title Salary Benefits in Total Employer's Total Kind (e.g. Remuneration pension Remuneration Car excluding contributions including Allowance) employer's 2009/10 employer's pension pension contributions contributions 2009/10 2009/10 £££ £ £
Chief Fire Officer & Chief Executive 136,115 - 136,115 28,993 165,108
Deputy Chief Fire Officer & Director of Policy & Performance 115,698 221 115,919 24,644 140,563
Assistant Chief Fire Officer & Director of Personal & Organisational Development 108,892 - 108,892 23,194 132,086
Assistant Chief Fire Officer & Director of Community Protection 108,892 - 108,892 23,194 132,086
Secretary to the Fire Authority & Director of Corporate Administration 95,280 1,689 96,969 19,437 116,406
Director of Finance & S.151 Officer 95,280 1,705 96,985 19,437 116,422
660,157 3,615 663,772 138,899 802,671
Comparative Disclosure for 2008/09
Post Title Salary Benefits in Total Employer's Total Kind (e.g. Remuneration pension Remuneration Car excluding contributions including Allowance) employer's 2009/10 employer's pension pension contributions contributions 2009/10 2009/10 £££ £ £
Chief Fire Officer & Chief Executive 134,435 220 134,655 28,635 163,290
Deputy Chief Fire Officer & Director of Policy & Performance 114,270 220 114,490 24,340 138,830
Assistant Chief Fire Officer & Director of Personal & Organisational Development 107,548 - 107,548 22,908 130,456
Assistant Chief Fire Officer & Director of Community Protection 107,548 - 107,548 22,908 130,456
Secretary to the Fire Authority & Director of Corporate Administration 94,104 1,651 95,755 19,197 114,952
Director of Finance & S.151 Officer 94,104 1,528 95,632 19,197 114,829
652,009 3,619 655,628 137,185 792,813 5. RELATED PARTY TRANSACTIONS
(i) Government Grants
The table below shows the grants received by the Fire Authority for 2009/10:
85 29 £
New Burdens 103 New Dimensions 18 Local Area Agreement 17
138
(ii) Precepts
The Authority, at its meeting on 16th February 2009 (minute 2575 refers), set a precept for 2009/10 equivalent to a Band D Council Tax of £76.66. Precepts and Collection Fund balances received from the four constituent Authorities for 2009/10 are as follows :
Precepts Collection Fund Surplus/(Deficit) Total 2009/10 Residual 31 March 2010 2009/10 2008/09 £'000 £'000 £'000 £'000
Kingston upon Hull City Council 5,281 (15) 52 5,318 East Riding of Yorkshire Council 9,028 43 138 9,209 North East Lincolnshire Council 3,606 5 81 3,692 North Lincolnshire Council 3,882 36 88 4,006
21,797 69 359 22,225
The Authority has adopted a new accounting policy in respect of accounting for Council Tax. See note 17 to the Statement of Accounting Policies, Changes to Accounting Policies, for details.
(iii) Pensions
See note 17 of the Notes to the Core Financial Statements.
(iv) Services
The Authority received services, under contract, from local authorities during 2009/10 as follows:
Refuse Grounds Support Total Collection Maint. Services £'000 £'000 £'000 £'000
Kingston upon Hull City Council 15 - 6 21 East Riding of Yorkshire Council 7 5 - 12 North Lincolnshire Council 3 - - 3
25 5 6 36
(v) Other Related Party transactions
During the course of 2009/10 no Members or senior officers of the Fire Authority, their close relations or members of the same household, undertook any declarable related party transactions with the Authority. The Authority requires Members and senior officers to complete a declaration of related party transactions, and these declarations are used as the
86 30 basis of this note. The disclosure note itself has been prepared in accordance with guidance on the interpretation of FRS 8 (Related Party Transactions) and its applicability to the public sector.
(vi) Regional Management Board
The Yorkshire and Humberside Regional Management Board (RMB) is a joint committee set up by the four Fire Authorities in the region (Humberside, North, South and West Yorkshire). It is responsible for carrying forward six strategic tasks on behalf of all four Authorities – resilience, common services, regional control rooms, procurement, training and personnel management. Its role is still developing and the four Authorities have agreed to bear their own costs of contributing to its development, other than any significant additional expenditure specifically incurred. The latter is to be shared pro rata to council tax base.
During 2009/10 the following net expenditure was incurred by the Authority :
Gross Gross Net Expenditure Income Expenditure £'000 £'000 £'000
Community Fire Safety - - -
Fire Fighting & Operations 223 (102) 121
Management & Support 9 - 9
Democratic Representation & Management 1 - 1
233 (102) 131
6. AUDIT COSTS
During 2009/10 the Authority incurred the following Audit Commission fees relating to external audit and inspection:
2009/10 2008/09 £'000 £'000
Fees payable to the Audit Commission with regard to 75 68 external audit services carried out by the appointed auditor
Fees payable to the Audit Commission in respect of - - statutory inspection
75 68
7. STATEMENT OF MOVEMENT ON THE GENERAL RESERVE BALANCE
The Income and Expenditure Account discloses the income receivable and expenditure incurred in operating the Service for the year. Any surplus or deficit for the year on the Income and Expenditure Account represents the amount by which income is greater than or less than expenditure. Both income and expenditure are measured using essentially the same accounting conventions i.e. UK Generally Accepted Accounting Practice (GAAP) that a large, but unlisted, company would use in preparing its audited annual financial statements.
87 31 However, the items of ‘income’ and ‘expenditure’ that are required to be credited or charged to the General reserve and which must be taken into account in determining the Authority’s budget requirement and in turn its Council Tax demand is determined by statute and non-statutory proper practices rather than being in accordance with UK GAAP. For example, depreciation of fixed assets is charged to the Income and Expenditure Account but cannot be charged to the General Reserve. Whilst the surplus or deficit on the Income and Expenditure Account is the best measure of the Services financial result for the year in accordance with GAAP, the movement on the General Fund Balance is also an important aspect of the Service’s stewardship. Up to 2005/06 the Authority’s statement of performance was the Consolidated Revenue Account (CRA) and the surplus or deficit on the CRA was the movement for the year on the General Reserve Balance.
The amounts in addition to the Income and Expenditure Account surplus for the year that are required by statute and non-statutory proper practices to be charged or credited to the General Reserve in determining the movement on the General Reserve Balance for the year are detailed in the Note of Reconciling Items for the Statement of Movement on the General Reserve Balance above on page 22.
8. CAPITAL EXPENDITURE AND FIXED ASSET DISPOSALS
(i) Capital Expenditure
Capital expenditure incurred by the Authority during 2009/10 and the sources of financing are as follows:
Category of Asset Source of Finance
£'000 £'000
Land & Buildings Beverley Refurbishment 212 Loan - Supported Borrowing 969 Goole Refurbishment 225 Grimsby, Peaks Lane Refurbishment 106 - Un supported Borrowing 1,523 Service Headquarters 174 Grants 739
Capital Contributions 45
Vehicles 1,569
Plant & Equipment IT Equipment 353 Equipment 637
3,276 3,276
Note : Expenditure on buildings in the year will not necessarily result in an increase in value on the balance sheet until the point at which the relevant assets are revalued (see table above and note 14 of the Notes to the Core Financial Statements). The value of de- minimis items of expenditure transferred to the Capital Adjustment Account for 2009/10 was nil.
88 32 (ii) Capital Financing Requirement
Movements in the Capital Financing Requirement for the year 2009/10 are shown in the table below: 2009/10 2008/09 £'000 £'000
Opening Capital Financing Requirement 13,837 12,148
Capital Investment Operational Assets 3,276 2,195 Non Operational Assets - -
Sources of Finance Capital Receipts - - Government Grant & Contributions (784) (8) Minimum Revenue Provision (672) (468) Revenue Contributions to Capital Outlay - (30)
15,657 13,837
Explanation of Movements in Year Increase in the Underlying Need to Borrow Supported by Government Financial Assistance 969 868 Unsupported by Government Financial Assistance 851 821
1,820 1,689
(iii) Disposal of Fixed Assets
During 2009/10 the Authority received capital receipts of £12,992 for the sale of obsolete vehicles.
(iv) Finance Leases
During the year no new assets were acquired under finance lease arrangements by the Authority and there are no amounts of principal outstanding at 31 March 2010.
9. DEFERRED LIABILITIES
Deferred Liabilities consist of liabilities which by arrangement are payable beyond the next year at some point in the future or are paid off by an annual sum over a period of time. The Authority had no deferred liabilities at the 31 March 2010.
10. COMMITMENTS UNDER CAPITAL CONTRACTS
Below is a table of outstanding commitments under capital contracts as at 31 March 2010. This capital investment will take place during 2010/11.
£'000
Building Refurbishments 747
Commmand & Control System - VISION 99
846
89 33 11. ANALYSIS OF FIXED ASSETS
The table below analyses the major types of asset and the numbers held in each category:
No. Held No. Held Category of Asset 31.03.10 31.03.09
Operational Land & Buildings Brigade Headquarters 1 1 Fire Stations 30 30 Other Offices 2 2
Non Operational Land & Buildings Fire Stations 1 1
Vehicles Fire Appliances 61 63 Lorries/Vans 31 23 Cars/Light Vans 119 122 Community Fire Safety Trailer 1 1 Educational Fire Appliance 1 1 Mobile Chef Unit 1 1 Icar 1 -
12. FINANCE AND OPERATING LEASES
A number of vehicles currently in use by the Authority were acquired under previous arrangements by the former Humberside County Council, through finance and operating lease arrangements. Other vehicles have been leased by the Authority since its inception in April 1996. Payments made in respect of all these leasing arrangements during 2009/10 were as follows:
Rentals Paid During 2009/10
2009/10 2008/09 £'000 £'000
Vehicles: Operating Leases 539 598
No operating leases were entered into by the Authority during 2009/10.
The total amount of outstanding undischarged obligations at 31 March 2010 in respect all of the above leases is as follows:
31 March 31 March 2010 2009 £'000 £'000
Vehicles Operating Leases 3,033 3,586
Operating Lease Obligations Payable Within One Year 534 539 Within Two and Five Years 2,001 2,243 Greater Than Five Years 498 804
3,033 3,586
90 34 13. FIXED ASSETS
(i) Movements in Operational Fixed Assets during 2009/10
Movements in operational fixed assets during the year are detailed in the table below:
Operational Assets
Other Land Plant & Vehicles Total & Buildings Equipment £'000 £'000 £'000 £'000
Value as at 1 April 2009 52,315 3,635 825 56,775
During the Year Adjustments - 111 - 111 Revaluations 265 - - 265 Expenditure 717 1,569 823 3,109 Disposals - - - - Impairments (1,437) - - (1,437)
51,860 5,315 1,648 58,823
Depreciation for the Year (1,165) (637) (281) (2,083)
Value as at 31 March 2010 50,695 4,678 1,367 56,740
Nature of asset holding
Owned 50,695 4,678 1,367 56,740
The building stock of the Authority is revalued on a five year rolling programme. During 2009/10, the following premises were valued. The valuer was Roger Barnsley FRICS, a consultant to the East Riding of Yorkshire Council, under the Authority’s Service Level Agreement with that Council:
Beverley Fire Station Bridlington Fire Station Cleethorpes Fire Station Goole Fire Station Grimsby Fire Station, Peaks Lane Grimsby Fire Station, Cromwell Road Headquarters, Summergroves Way Howden Fire Station Kirton in Lindsey Fire Station Sledmere Fire Station
All other properties were reappraised and their values adjusted accordingly.
(ii) Movements in Non Operational Fixed Assets during 2009/10
During 2009/10 the following Non operational assets were re classified as operational:
• Iveco Compact Appliance chassis - £111k
91 35
Movements in non operational fixed assets during the year are detailed in the table below:
Non Operational Assets
Other Land Vehicles Total & Buildings £'000 £'000 £'000
Value as at 1 April 2009 50 529 579
During the Year Adjustments - (111) (111) Revaluations 37 - 37 Expenditure - - - Disposals - - - Impairments - - -
87 418 505
Depreciation for the Year - (34) (34)
Value as at 31 March 2010 87 384 471
Nature of asset holding
Owned 87 384 471
(iii) Valuation of Fixed Assets carried at current value
The following statement shows the progress of the Authority’s rolling programme for the revaluation of fixed assets. The valuation of the building stock is carried out by the Property Services department of the East Riding of Yorkshire Council. The basis for valuation of different categories of asset is set out in note 4 (iii) to the Statement of Accounting Policies and note 14 of Notes to the Core Financial Statements below:
Operational Assets Non Operational Assets
Other Land Plant & Other Land Vehicles Vehicles Total & Buildings Equipment & Buildings £'000 £'000 £'000 £'000 £'000 £'000
Value as at Historical Cost 28,168 4,678 1,367 - 384 34,597
Value at Current Value in: Current Year 22,527 - - 87 - 22,614
Value as at 31 March 2010 50,695 4,678 1,367 87 384 57,211
Note: the above valuations as at 31 March 2010 are net of accumulated depreciation to that date.
92 36
(iv) Movements in Intangible Fixed Assets during 2009/10
Software licences are now shown as Intangible Fixed Assets. These licences cover a number of systems held by the Service and their costs are written down over the life of the system they form part of, which, is not in excess of five years.
Movements in intangible fixed assets during the year are detailed in the table below:
£'000
Value as at 1 April 2009 298
During the Year Revaluations - Adjustments - Expenditure 166 Disposals - Impairments -
Value Before Depreciation 464
Depreciation for the Year (106)
Value as at 31 March 2010 358
14. FIXED ASSET VALUATION
The fixed assets included in the balance sheet of the Authority have been valued on the following basis and under the arrangements described: -
Operations Land & Buildings, Non-Operational Land & Buildings
Valuation basis : Depreciated Replacement Cost
Date of valuation : Ongoing from 1 April 1998
Revaluation approach adopted : Five year rolling programme of revaluation of asset stock
Vehicles, Plant & Equipment
Valuation basis : Depreciated Historical Cost
Date of Valuation : Initial entry on Balance Sheet in year of acquisition
Revaluation approach adopted : Individual asset values and life expectancy to be reviewed on an ongoing basis
Operational buildings, vehicles, plant and equipment are depreciated on a straight-line basis (see note 4 (iii) to the Statement of Accounting Policies). Depreciation is not applied to non-operational buildings.
Revaluation of land and buildings held by the Authority is carried out by the Authority's Property Consultant. This role is currently undertaken by the East Riding of Yorkshire Council. Valuations are carried out by RICS/ISVA qualified staff.
93 37 15. ANALYSIS OF NET ASSETS EMPLOYED
The analysis of the net assets employed by the Authority is represented in the balance sheet shown above and further detailed analysis in the notes below:
31 March 31 March 2010 2009 £'000 £'000
General Reserve (398,464) (257,527) Fire Fighters' Pension Fund 1,015 3,121
(397,449) (254,406)
Individual balances are analysed below
(i) Fixed Assets
See notes 13 (i) and 13 (iii) above.
(ii) Stocks
The value of stock held by the Authority may be analysed as shown: -
31 March 31 March 2010 2009 £'000 £'000
Brigade Headquarters Store 251 262 Fuel 55 47 Headquarters Canteen 1 2 Engineering Workshop - Hull 29 56 Engineering Workshop - Grimsby 15 14 Mobile Workshops 8 7 Community Fire Safety Goods - 20
359 408
With effect from 31 March 2002 the stocks held by the Authority have been valued on the basis of the lower of cost and net realisable value in line with SSAP 9.
(iii) Debtors
(a) Long Term Debtors
There were no long term debtors at 31 March 2010.
(b) Debtors
Amounts falling due within one year may be analysed as follows: -
94 38 31 March 31 March 2010 2009 £'000 £'000
Government Departments 1,238 3,318 Other Local Authorities 1,293 1,103 Sundry Debtors 28 30
2,559 4,451 Payments in Advance 1,539 1,461
4,098 5,912
(iv) Creditors
Analysis of creditors is as follows: -
31 March 31 March 2010 2009 £'000 £'000
Sundry Creditors 3,767 2,994 Interest Due 91 60
3,858 3,054
16. LONG TERM BORROWING
The outstanding borrowings of the Authority at 31 March 2010 which were repayable within a period in excess of 12 months were as follows:
Interest Amount Outstanding at Source of Loan Rate 31 March 31 March Payable 2010 2009 % £'000 £'000
Public Work Loans Board 4.40 428 428 Public Work Loans Board 4.45 634 634 Public Work Loans Board 4.48 1,200 1,200 Public Work Loans Board 4.50 118 118 Public Work Loans Board 4.52 500 500 Public Work Loans Board 4.55 5,092 2,092 Public Work Loans Board 4.625 827 827 Public Work Loans Board 4.70 - 75 Public Work Loans Board 4.75 1,232 1,232 Public Work Loans Board 4.80 612 612 Public Work Loans Board 4.90 1,404 2,051 Public Work Loans Board 5.00 1,067 1,067 Public Work Loans Board 5.15 200 200 Public Work Loans Board 5.25 925 925 Public Work Loans Board 5.30 600 600 Public Work Loans Board 5.35 600 600 Public Work Loans Board 5.45 - 300 Public Work Loans Board 5.50 217 217 Public Work Loans Board 5.875 800 800 Public Work Loans Board 6.00 234 234
16,690 14,712
95 39 Loans analysed by maturity are as follows:
31 March 31 March 2010 2009 £'000 £'000
Maturing in 2-5 Years 4,001 5,023 Maturing in 5-10 Years 4,115 4,115 Maturing in More Than 10 Years 8,574 5,574
16,690 14,712
17. PENSIONS
(a) Participation in Pension Schemes
As part of the terms and conditions of employment of its officers and other employees, the Authority offers retirement benefits. Although these will not actually be payable until employees retire, the Authority has a commitment to make the payments which needs to be disclosed at the time that employees earn their future entitlement.
The Authority participates in three pension schemes:
(i) the Local Government Pension Scheme for civilian employees, administered by the East Riding of Yorkshire Council. This is a funded scheme, which means that the Authority and employees pay contributions into a fund, calculated at a level estimated to balance pension liabilities with investment assets.
(ii) the Firefighters’ Pension Scheme 1992 for uniformed staff and
(iii) the Firefighters’ Pension Scheme 2006, for uniformed staff, which incorporates the Firefighters’ Compensation Scheme 2006. Both the Firefighters’ Pension schemes are unfunded defined benefit schemes, which means they provide pensions and other retirement benefits for employees based upon final salaries, but own no assets. As a result, the annual cost of the benefits paid is met using employer’s and employees’ contributions with the balance of the payments being met by the Government through a Top-Up grant.
(b) Transactions Relating to Retirement Benefits
The costs of retirement benefits are recognised in the Net Cost of Services when they are earned by employees, rather than when the benefits are eventually paid as pensions. However, the charge the Authority is required to make against the levies raised is based on the cash payable in the year, so the real cost of retirement benefits is reversed out of the revenue account after Net Operating Expenditure. The following transactions have been made in the revenue account during the year:
96 40 Local Government Firefighters' Pension Scheme Pension Scheme 2009/10 2008/09 2009/10 2008/09 £'000 £'000 £'000 £'000
Net Cost of Service Current Service Cost (441) (483) (5,510) (6,780) Unfunded Benefits 8 7 - - Past Service Costs - (164) - -
Net Operating Expenditure Interest Cost (935) (943) (20,520) (21,760) Expected Return on Assets in the Scheme 597 812 - -
Amounts to be Met from Levies Raised Movement on Pensions Reserve (102) (16) 26,030 28,540
Employers' Contribution Payable to Scheme (873) (787)
Retirement Benefits Payable to Pensioners - -
In addition to the recognised gains and losses included in the Income and Expenditure Account (shown in the table above), actuarial gains and losses of £127.224m were included in the Statement of Total Recognised Gains and Losses.
(d) Assets and Liabilities in Relation to Retirement Benefits
Reconciliation of present value of the scheme liabilities:
Funded Liabilities Unfunded Liabilities Local Government Firefighters' Pension Scheme Pension Scheme 2009/10 2008/09 2009/10 2008/09 £000s £000s £000s £000s
1 April (13,363) (13,351) (299,990) (317,640)
Current service cost (441) (483) (5,510) (6,780)
Interest cost (935) (943) (20,520) (21,760)
Contributions by scheme participants (276) (254) (2,420) (2,310)
CLG grant contribution towards firefighter's pension costs - - 6,359 6,888
Actuarial gains/(losses) (10,050) 1,563 (126,499) 27,682
Estimated unfunded benefits paid 8 7 - -
Benefits paid 317 262 13,260 13,930
Past service costs - (164) - -
31 March (24,740) (13,363) (435,320) (299,990)
97 41 Reconciliation of fair value of scheme assets:
Funded Liabilities Local Government Pension Scheme 2009/10 2008/09 Restated £000s £000s
1 April 8,784 10,694
Expected rate of return 597 812
Actuarial gains /(losses) 2,979 (3,501)
Employer contributions 873 787
Contributions in respect of unfunded benefits 8 7
Contributions by scheme contributors 276 254
Unfunded benefits paid (8) (7)
Benefits paid (317) (262)
31 March 13,192 8,784
The expected return on scheme assets is determined by considering the expected returns available on the assets underlying the current investment policy. Expected yields on fixed interest investments are based on gross redemption yields as at the Balance Sheet date. Expected returns on equity investments reflect long-term real rates of return experienced in the respective markets.
(e) Scheme History
2005/06 2006/07 2007/08 2008/09 2009/10 £000s £000s £000s £000s £000s
Present Value of Liabilities Local Government Pension Scheme (14,074) (15,136) (13,351) (13,363) (24,740)
Firefighters' Pension Scheme (364,245) (363,140) (317,640) (299,990) (435,320)
Fair Value of Assets Local Government Pension Scheme 8,837 10,207 10,694 8,784 13,192
Firefighters' Pension Scheme - - - - -
Surplus/(Deficit) in the Scheme Local Government Pension Scheme (5,237) (4,929) (2,657) (4,579) (11,548)
Firefighters' Pension Scheme (364,245) (363,140) (317,640) (299,990) (435,320)
(369,482) (368,069) (320,297) (304,569) (446,868)
Fair value of assets in the above table have been restated as permitted by FRS 17.
The liabilities show the underlying commitments that the Authority has in the long-run to pay retirement benefits. The total net liability of £446.868m has a substantial impact on the net
98 42 worth of the authority as recorded in the balance sheet, resulting in a negative overall balance of £397.449m. However, there are statutory provisions (most recently, S13 of the Local Government act 2003) for funding any Local Authority deficit. In addition, • the deficit on the local government scheme will be made good by increased contributions over the remaining working life of employees as assessed by the scheme actuary.
• finance is only required to be raised to cover firefighters’ pensions when pensions are actually paid i.e. as they actually retire.
(f) Basis for Estimating Assets and Liabilities
Liabilities have been assessed on an actuarial basis using the projected unit method (an estimate of the pensions that will be payable in future years dependent on assumptions about mortality rates, salary levels, etc) by Hymans Robertson, an independent firm of actuaries for the Local Government Pensions Scheme and by the Government Actuaries Department (GAD) in relation to the Firefighters’ Pension Schemes (all figures in relation to Firefighters’ Pensions schemes included in the following and earlier statements are the net of all schemes mentioned in notes 17 (a) (ii) and (iii) above). Estimates for the Local Government Pension Scheme administered by the East Riding of Yorkshire Council have been based on the latest full valuation of the scheme as at 31 March 2008.
The principal assumptions used by the actuaries have been:
Local Government Firefighters' Pension Scheme Pension Scheme 2009/10 2008/09 2009/10 2008/09
Long-term expected rate of return on assets in the scheme :
Equity Investments 8.0% 7.0% - - Bonds 5.0% 5.4% - - Property 5.8% 4.9% - - Other 4.8% 4.0% - -
Longevity at 65 for current pensioners:
Men 22.7 21.5 23.3 23.1 Women 26.1 24.4 25.2 24.7
Longevity at 65 for future pensioners: (45 for Firefighters Pension Scheme) Men 24.8 22.6 26.2 25.8 Women 28.3 25.5 28.0 27.4
Rate of Inflation 3.8% 3.1% 3.9% 3.0% Rate of increase in salaries 5.3% 4.6% 5.4% 4.5% Rate of increase in pensions 3.8% 3.1% 3.9% 3.0% Rate for discounting scheme liabilities 5.5% 6.9% 5.8% 6.9% Take-up of option to convert annual pension into retirement lump sum 30.0% 30.0% N/a N/a
Firefighters’ Pension Schemes have no assets to cover their liabilities. Assets in the Local Government Pension Scheme administered by the East Riding of Yorkshire Council are now valued at bid value rather than mid market value and consist of the following categories, by proportion of the total assets held by the Fund:
99 43 31 March 2009/10 2008/09
£'000 £'000
Equity Investments 10,685 6,764
Bonds 1,319 1,054
Property 529 439
Cash 660 527
13,193 8,784
(g) The actuarial gains identified as movements on the Pensions Reserve in 2009/10 can be analysed into the following categories, measured as a percentage of assets or liabilities at the 31 March 2010:
2005/06 2006/07 2007/08 2008/09 2009/10 %%%%%
Local Government Pension Scheme Difference between the expected and actual return on assets 9.46 0.57 (6.67) (26.54) 22.58
Experience gains and losses on liabilities (0.01) 0.82 (0.40) (6.32) 40.62
Firefighters' Pension Scheme 1992 Experience gains and losses on liabilities 14.65 (5.07) (23.93) (14.11) 28.82
Firefighters' Pension Scheme 2006 Experience gains and losses on liabilities N/a 0.45 (32.27) 19.32 46.05
The Code of Practice on Local Authority Accounting in the United Kingdom 2000 requires the disclosure of the capital cost of any discretionary pensions payments agreed by the Authority in respect of the Local Government Pension Scheme. There were no such payments made during the financial year 2009/10. Discretionary payments were made to Fire staff by the former Humberside County Council before the 1 April 1996 and are recharged to the Authority by the East Riding of Yorkshire Council. The cost to the Authority of these payments in 2009/10 was £7,701. The capital cost of these payments is estimated at £138,507. No discretionary costs are funded by the pension scheme itself.
100 44 18. NOTES RELATING TO THE CASH FLOW STATEMENT
(i) Reconciliation of Revenue Cash Flow
2009/10 2008/09 £'000 £'000 £'000 £'000
(Surplus)/Deficit for the Year (1,429) (1,836)
Non - Cash Transactions Minimum Revenue Provision (672) (468) Revenue Contributions to Capital Outlay - (30) Contribution from Earmarked Revenue Reserves - - Contribution to General Reserve (398) 257 (1,070) (241)
Items on an Accruals Basis Increase/(Decrease) in Debtors (1,814) 3,684 (Increase)/Decrease in Creditors (804) 614 (Increase)/Decrease in Collection Fund Adj. Account (80) (280) Increase/(Decrease) in Stock (49) 68 (2,747) 4,086
Items Classified in Another Classification Servicing of Finance Finance Lease Interest - - Capital Contribution (45) (8) Investment Interest Received 51 377 External Interest (719) (732) (713) (363) Financing Short Term Loan - (150)
Revenue Activities Net (Increase) in Cash Flow (5,959) 1,496
(ii) Movements in Cash and Cash Equivalents
31 March 31 March Movement 2010 2009 £'000 £'000 £'000
Temporary Investments 8,000 3,700 (4,300) Bank In Hand/(Overdrawn) 716 270 (446)
8,716 3,970 (4,746)
(iii) Movements in Other Current Assets
31 March 31 March Movement 2010 2009 £'000 £'000 £'000
Debtors 4,098 5,912 (1,814) Collection Fund Adjustment Account (360) (280) (80) Creditors (3,858) (3,054) (804) Stock 359 408 (49)
239 2,986 (2,747)
101 45 (iv) Movement in Long Term Borrowing
31 March 31 March Movement 2010 2009 £'000 £'000 £'000
P.W.L.B. Loans (16,690) (14,712) (1,978)
(v) Government Grants
An analysis of Other Government Grants received during 2009/10 is given in note 5 (i) of the notes to the Core Financial Statements.
19. MOVEMENT ON RESERVES
The Authority keeps a number of reserves in the Balance Sheet. Some are required to be held for statutory reasons, some are needed to comply with proper accounting practice and others have been set up voluntarily to earmark resources for future spending plans.
The following table summarises the movement on these reserves with a further analysis in the notes:
Summary of Movements on Reserves
Balance Net Balance 1 April Movement 31 March Note 2009 In Year 2010 £'000 £'000 £'000
Reserve
Capital Reserves
Usable Capital Receipts Reserve (317) (13) (330) (i)
Capital Adjustment Account (32,688) 1,449 (31,239) (i)
Revaluation Reserve (11,113) 1,215 (9,898) (i)
Revenue Reserves
Pensions Reserve 304,569 142,299 446,868 (ii)
Collection Fund Adjustment Account (280) (80) (360) (ii)
Earmarked Revenue Reserve (Utilities) (358) 358 - (ii)
Control Reserve (300) - (300) (ii)
Property Maintenance Reserve (500) - (500) (ii)
Water Rescue Equipment Reserve - (200) (200) (ii)
Personal Protective Equipment Reserve - (750) (750) (ii)
Insurance Reserve (400) - (400) (ii)
General Reserve (4,207) (1,235) (5,442) (ii)
254,406 143,043 397,449
102 46 (i) Movement on Capital Reserves
(a) Revaluation Reserve
£'000
Acquisitions and enhancements -
Gains/Losses on Revaluation of Fixed Assets - Gains (303)
Gains/Losses on Revaluation of Fixed Assets - Losses 1,259
Depreciation and Impairments 259
Disposals and Decommissions -
Total Movement on Reserve 2009/10 1,215
Balance Brought Forward 1 April 2009 (11,113)
Balance Carried Forward at 31 March 2010 (9,898)
(b) Capital Adjustment Account
£'000
Disposal of Assets -
Depreciation 2,224
Impairments 177
Capital Expenditure Financed by Revenue -
Compensatory adjustment from the Revaluation Reserve to convert current value depreciation debits to historical cost. (259)
Deferred Grants and Contributions applied (21)
Provision for Repayments of External Loans (MRP) (672)
Total Movement on Reserve 2009/10 1,449
Balance Brought Forward 1 April 2009 (32,688)
Balance Carried Forward at 31 March 2010 (31,239)
(i) Capital from Revenue Reserves
The Local Government and Housing Act 1989 allows an authority to finance an unlimited amount of capital expenditure through its revenue accounts. Any capital expenditure incurred which is not financed by way of borrowing, capital receipts or capital grant must be charged to the revenue account and the financing shown as a contribution from reserves. Expenditure financed in this way by the Authority during 2009/10 was nil.
103 47 (ii) Provision for the Repayment of External Loans
The Authority is required by statute to set aside a Minimum Revenue Provision (MRP) for the redemption of external debt. The method of calculating the provision is defined by statute. The minimum revenue provision for 2009/10 is as follows:
2009/10 2008/09 £'000 £'000
MRP based on Option 1 - 4% of CFR/Supported Borrowing 502 468
MRP based on Option 3(a) - Equal Instalments of Self Financed Borrowing 170 -
672 468
(c) Usable Capital receipts Reserve
£'000
Amounts Receivable in 2009/10 (13)
Amounts Applied in 2009/10 -
Total Increse/(Decrease) in Realisable Capital resources (13)
Balance Brought Forward 1 April 2009 (317)
Balance Carried Forward at 31 March 2010 (330)
(ii) Movement on Revenue Reserves
Water Personal Collection Property Revenue General Pensions Rescue Protective Insurance Control Fund Adj. Mainten'ce Reserve Reserve Reserve Equipment Equipment Reserve Reserve Account Reserve (Funding) Reserve Reserve £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000
(Surplus)/Deficit for the Year (1,429) - 136 ------
Appropriations to/(from) Revenue (398) 20,450 (216) ------
Appropriations to/(from) Other Reserves 592 - - (200) (750) - - - 358
Actuarial Gains and Losses - 121,849 ------
(1,235) 142,299 (80) (200) (750) - - - 358
Balance Brought Forward at 1 April 2009 (4,207) 304,569 (280) - - (400) (300) (500) (358)
Balance Carried Forward at 31 March 2010 (5,442) 446,868 (360) (200) (750) (400) (300) (500) -
104 48 20. CONTINGENT LIABILITIES
(i) Pension Entitlements for part time workers
In January 2008 an Employment Tribunal issued a unanimous judgment to the effect that part time workers, including retained duty firefighters, were engaged in broadly similar work to their comparators and that they were treated less favourably than their named comparators in respect of access to pension rights and payment for sickness absence. As at the time of writing guidance notes have not yet been issued but, this decision could have significant implications for the Authority, as was the case last year, the potential liability faced by the Authority is unquantifiable without recourse to a full scale actuarial valuation.
(ii) New Financial Arrangements for Fire Fighters Pension – Ill Health Retirements
The new financial arrangements for Fire Fighters’ Pensions, effective from 1 April 2006, require all Fire and Rescue Authorities to make payments into their pension fund for ill health retirements. These payments are to be based on the average pensionable pay. The Authority will have to pay £54,848 into the Pensions Account during 2010/11 for ill health retirements between 1 April 2006 and 31 March 2010.
(iii) Fire Fighters Pension – Age Discrimination
Communities & Local Government (CLG) have determined that there has been age discrimination against members of the Firefighters’ Pension Scheme 1992 who joined the scheme before the age of 20 in that these members would contribute to the scheme for a period in excess of 30 years but only accrue the same pension rights as members who contribute to the scheme for a period no greater than 30 years. There is a potential liability to the Authority but it is not quantifiable at this moment in time.
21. PROVISION FOR CREDIT LIABILITIES (PCL)
Under s.63 of the Local Government and Housing Act (1989) authorities are required to set aside each year an amount in respect of provision for credit liabilities (i.e. the repayment of debt). The 1993 Code of Practice on Local Authority Accounting in Great Britain further requires that the provision for credit liabilities be shown as a memorandum account in the notes to the balance sheet of an authority. The PCL for the Authority at 31 March 2010 is duly set out below:
2010 2009 £'000 £'000 £'000 £'000
Balance Brought Forward 1 April 2,562 2,094
Add - Amounts Set Aside From: Capital Receipts - - Minimum Revenue Provision 672 468 672 468
Less - Loans Repaid - -
Balance Carried Forward 31 March 3,234 2,562
22. POST BALANCE SHEET EVENTS
There are no post balance sheet events that affect the 2009/10 accounts prior to the “authorised for issue date”.
105 49 23. FINANCIAL INSTRUMENTS
With effect from 1 April 2007, local authorities have had to adopt a major change of accounting policy in order to comply with the requirements of the Code of Practice on Local Authority Accounting in the United Kingdom – the Statement of Recommended Practice 2007, issued by the Chartered Institute of Public Finance and Accountancy/LASAAC Joint Committee. This has been based on major changes in international accounting standards which have resulted in this country in the introduction of new U.K. accounting standards for financial instruments - FRS25, 26 and 29.
This has caused major changes in the accounting treatment of financial instruments, soft loans and guarantees, which have been designed to present a higher quality of information on financial instruments, in line with the private sector. In addition, in order to help identify, quantify and inform on the exposure to and management of risk, new “fair value” disclosure requirements have been introduced. The need for this has arisen in recent years through the high profile failure of a number of organisations e.g. Barings, Enron, World Com etc.
Amortised Cost
This change in accounting standards has meant that most financial instruments (whether borrowing or investment) have, in 2009/10, to be valued on an amortised costs basis using the effective interest rate (EIR) method.
Fair Value
In these disclosure notes, financial instruments are also required to be shown at fair value. Fair value is defined as the amount for which an asset could be exchanged or a liability settled, assuming that the transaction was negotiated between parties knowledgeable about the market in which they are dealing and willing to buy/sell at an appropriate price, with no other motive in their negotiations other than to secure a fair price.
Compliance
This Authority has complied with the following: -
• it has adopted the CIPFA Treasury Management in the Public Services: Code of Practice • set treasury management indicators to control key financial instrument risks in accordance with CIPFA’s Prudential Code.
1. Accounting regulations require the financial instruments (investment, lending and borrowing of the Authority) shown on the balance sheet to be further analysed into various defined categories. The investments, lending & borrowing disclosed in the balance sheet are made up of the following categories of “financial instruments”.
106 50 Long Term Current 31 March 31 March 2010 2009 2010 2009 £'000 £'000 £'000 £'000
Financial liabilities at amortised cost (16,690) (14,712) (3,858) (3,054)
Financial liabilities at fair value through profit and loss - - - -
Total borrowings (16,690) (14,712) (3,858) (3,054)
Loans and receivables - - 12,814 9,882
Available for sale financial assets - - - -
Unquoted equity investment at cost - - - -
Total investments - - 12,814 9,882
Analysis of the Financial Liabilities and Loans and Receivables is shown in the table below:
31 March 2010 2009 £'000 £'000 Financial Liabilities Current Creditors (3,858) (3,054) Bank overdrawn - -
(3,858) (3,054)
Long Term PWLB Loans (16,690) (14,712)
(20,548) (17,766)
Loans and Receivables Current Debtors 4,098 5,912 Investments 8,000 3,700 Cash at Bank 716 270
12,814 9,882
2. Gains and losses recognised in the Income and Expenditure Account and STRGL for 2009/10 in relation to financial instruments are made up as follows:
107 51 2009/10 Financial Total Liabilities Financial Assets Measured Loans and Available at amortised Receivables for sale cost Assets £'000 £'000 £'000 £'000
Interest Expense (750) - - (750)
Loss on derecognition - - - -
Impairment losses - - - -
Interest payable and similar charges (750) - - (750)
Interest income - 52 - 52 - Losses on revaluation - - - - Amounts recycled to the Income and Expenditure Account after impairment - - - -
Interest and investment income - 52 - 52
Gains on revaluation - -
Losses on revaluation - -
Amounts recycled to the Income and Expenditure Account after impairment - -
Surplus arising on revaluation of financial assets - -
Net gain/(loss) for the year (750) 52 - (698) test See also notes 8 and 15 of the Statement of Accounting Policies
Comparable figures for 2008/09 are shown in the table below:
108 52
2008/09 Financial Total Liabilities Financial Assets Measured Loans and Available at amortised Receivables for sale cost Assets £'000 £'000 £'000 £'000
Interest Expense (721) - - (721)
Loss on derecognition - - - -
Impairment losses - - - -
Interest payable and similar charges (721) - - (721)
Interest income - 382 - 382 - Losses on revaluation - - - - Amounts recycled to the Income and Expenditure Account after impairment - - - -
Interest and investment income - 382 - 382
Gains on revaluation - -
Losses on revaluation - -
Amounts recycled to the Income and Expenditure Account after impairment - -
Surplus arising on revaluation of financial assets - -
Net gain/(loss) for the year (721) 382 - (339)
3. The fair value of each class of financial assets and liabilities which are carried in the balance sheet at amortised cost is disclosed below.
The Fire Authority engaged Sector, a firm of financial consultants specialising in treasury management and capital finance in the U.K. Public Sector, who have calculated the Fair Value of the financial instruments stated above. Sector’s methodology and assumptions have been adopted and are stated below.
Methods and Assumptions in valuation technique
The fair value of an instrument is determined by calculating the Net Present Value (NPV) of future cash flows, which provides an estimate of the value of payments in the future in today's terms.
The discount rate used in the NPV calculation is the rate applicable in the market on the date of valuation for an instrument with the same structure, terms and remaining duration. For debt, this will be the new borrowing rate since premature repayment rates include a margin which represents the lender's profit as a result of rescheduling the loan; this is not included in the fair value calculation since any motivation other than securing a fair price should be ignored.
The rates quoted in this valuation were obtained by our treasury management consultants from the market on 31 March 2010, using bid prices where applicable.
The calculations are made with the following assumptions:
109 53 • For PWLB debt, the discount rate used is the rate for new borrowing as per rate sheet number 063/10. • For other market debt and investments the discount rate used is the rate available for an instrument with the same terms from a comparable lender. • Interpolation techniques have been used between available rates where the exact maturity period was not available. • No early repayment or impairment is recognised. • Fair values have been calculated for all instruments in the portfolio, but only those which are materially different from the carrying value have been disclosed. • The fair value of trade and other receivables is taken to be the invoiced or billed amount.
The fair values are calculated as follows:
31 March 2010 31 March 2009 Carrying Fair Carrying Fair Amount Value Amount Value £'000 £'000 £'000 £'000
Financial Liabilities (20,548) (21,537) (17,766) (19,276)
Loans and Receivables 12,814 12,820 9,882 9,886
The increase in the fair value of Financial Liabilities over the carrying amount is because the interest rate payable on the Authority’s portfolio of fixed rate loans is higher than the rates for similar loans as at the Balance Sheet date. This commitment to pay interest above current market rates increase the amount that the Authority would have to pay if the lender requested or agreed to early repayment of loans. The increase in the fair value of the Loans and Receivables over the carrying amount is due to the interest rate receivable on the Authority’s portfolio of fixed rate investments is greater than the rates for similar loans as at the Balance Sheet date. This guarantee to receive interest above the current market rate increases the amount that the Authority would receive if it agreed to early repayment of the loans.
4. The Authority’s management of treasury risks actively works to minimise the exposure to the unpredictability of financial markets and to protect the financial resources available to fund services. The Authority has fully adopted CIPFA’s Code of Treasury Management Practices and has written principles for overall risk management as well as written polices and procedures covering specific areas such as credit risk, liquidity risk and market risk.
a) Credit risk
Credit risk arises from the short-term lending of surplus funds to banks, building societies and other local authorities as well as credit exposures to the Authority’s customers. It is the policy of the Authority to place deposits only with a limited number of high quality banks and building societies whose credit rating is independently assessed as sufficiently secure by the Authority’s treasury advisers and to restrict lending to a prudent maximum amount for each institution. In order to mitigate against risk and in the light of market conditions, the Director of Finance/Section 151 Officer considered that the most prudent approach was to restrict investments to UK based institutions with a maximum limit of £2m.
The following analysis summarises the Authority’s potential maximum exposure to credit risk, based on past experience and current market conditions. No credit limits were exceeded during the financial year and the Authority expects full repayment on the due date of deposits placed with its counterparties.
110 54 31 March Historical Historical Estimated 2010 experience experience maximum of default adjusted for exposure to market default and conditions at uncollectability 31 March 2010 £'000 % % £'000
Deposits with banks and financial institutions 8,716 0.00 0.00 -
Bonds - 0.00 0.00 -
Customers 4,098 0.43 0.43 18
12,814 18
No credit limits were exceeded during the reporting period and the Authority does not expect any losses from non-performance by any of its counterparties in relation to deposits and bonds.
Debtors
The Authority does not generally allow credit for customers, such that only £3k of the £4,098k balance is past its due date for payment. The past due amount can be analysed by age as follows:
31 March 2010 £'000
Less than three months 1 Three to six months - Six months to one year - More than one year 2
3 b) Liquidity Risk
The Authority has access to a facility to borrow from the Public Works Loans Board. As a result there is no significant risk that the Authority will be unable to raise finance to meet its commitments under financial instruments. The Authority has safeguards in place to ensure that a significant proportion of its borrowing does not mature for repayment at any one time in the future to reduce the financial impact of re-borrowing at a time of unfavourable interest rates. The Authority’s policy is to ensure that not more than 10% of loans are due to mature within any financial year and 25% within any rolling five-year period through a combination of prudent planning of new loans taken out and, where it is economic to do so, making early repayments.
See note 16 of the notes to the Core Financial Statements for an analysis of the maturity of long term loans with the Public Work Loans Board.
All trade and other payables are due to be paid in less than one year.
111 55 c) Market Risk
Interest Rate Risk
The Authority is exposed to interest rate risk in two different ways; the first being the uncertainty of interest paid/received on variable rate instruments, and the second being the effect of fluctuations in interest rates on the fair value of an instrument.
The current interest rate risk for the Authority is summarised below:
• The fair value of fixed rate financial assets will fall if interest rates rise. This will not impact on the Balance Sheet for the majority of assets held at amortised cost, but will impact on the disclosure note for fair value. It would have a negative effect on the Balance Sheet for those assets held at fair value in the Balance Sheet, which would also be reflected in the STRGL. • The fair value of fixed rate financial liabilities will rise if interest rates fall. This will not impact on the Balance Sheet for the majority of liabilities held at amortised cost, but will impact on the disclosure note for fair value.
The Authority has a number of strategies for managing interest rate risk. Policy is to aim to keep a maximum of 25% of its borrowings in variable rate loans. During periods of falling interest rates, and where economic circumstances make it favourable, fixed rate loans will be repaid early to limit exposure to losses. The risk of loss is ameliorated by the fact that a proportion of government grant payable on financing costs will normally move with prevailing interest rates or the Authority’s cost of borrowing and provide compensation for a proportion of any higher costs.
The treasury management team has an active strategy for assessing interest rate exposure that feeds into the setting of the annual budget and which is used to update the budget quarterly during the year. This allows any adverse changes to be accommodated. The analysis will also advise whether new borrowing taken out is fixed or variable.
According to this investment strategy, at 31 March 2010, if interest rates had been 1% higher with all other variables held constant, the financial effect would be:
31 March 2010 £'000
Decrease in fair value of fixed rate investment assets 7
Decrease in fair value of fixed rate borrowing liabilities 1,194
Price Risk
The Authority does not invest in equity shares and does not have shareholdings in any joint ventures and therefore is not at significant risk to price movements.
Foreign Exchange Risk
The Authority has no financial assets or liabilities denominated in foreign currencies and thus has no exposure to loss arising from movements in exchange rates.
112 56 FIRE FIGHTERS’ PENSION FUND ACCOUNT
The following table analyses movements on the Fund for the year 2009/10:
Fund Account Actual 2009/10 Actual 2008/09 £'000 £'000 £'000 £'000
Income Contributions From Employer Normal (4,494) (4,521)
Ill Health (237) (219)
From Members (2,413) (2,395)
(7,144) (7,135) Transfer In From Other Schemes (285) (114)
Total Pensions Income (7,429) (7,249)
Benefits Payable Pensions 10,267 9,215
Commutations 2,965 4,706
13,232 13,921
Payments to and on Account Leavers
Transfer Out to Other Schemes 577 88
13,809 14,009
Net Pensions Payable Before Top Up Grant 6,380 6,760
Top Up Grant payable by CLG (6,380) (6,760)
Net Amount Receivable for the Year - -
Net Assets Statement
Pension Top Up Grant Receivable From CLG 1,015 3,120
113 57 NOTES TO THE FIREFIGHTERS’ PENSION FUND
The funding arrangements for the firefighters’ pension scheme changed on 1 April 2006. Fire and Rescue Services are now required to maintain a Pension Fund which is unfunded and therefore has no investment assets.
The Fund will be balanced to nil at the year end by either paying over to or receiving from the Communities and Local Government (CLG) the amount of any surplus or deficit for the year.
Transactions are recorded in the Fund accounts on an accruals basis with any residual balance represented in either debtors or creditors.
Under FRS 17, the costs of retirement benefits are recognised in the Income and Expenditure Account of the Authority under the Net Cost of Services and not in any of the Fund’s statements (see note 17 of the Notes to Core Financial Statements).
Firefighters’ Pension Scheme Circular 5/2008, issued on 21 May 2008, advised changes to the commutation factors used to calculate lump sum retirement payments under the Firefighters’ Pension Scheme 1992 and the New Firefighters’ Pension Scheme 2006. The changes, which were effective from the 1 October 2007, resulted in the recalculation of any lump sums paid under the above schemes. However on 7th September 2009 CLG issued Firefighters’ Pension Scheme Circular 7/2009 which revised the effective date to 22 August 2006. The additional liability of £816k was accounted for in 2009/10 and CLG made a special one-off payment of Top-Up grant to cover this liability.
114 58 STATEMENT OF RESPONSIBILITIES FOR THE STATEMENT OF ACCOUNTS
1. THE AUTHORITY'S RESPONSIBILITIES
The Authority is required:
- to make arrangements for the proper administration of its financial affairs and to ensure that one of its officers has the responsibility for the administration of those affairs. In this Authority, that officer is the Director of Finance/S.151 Officer.
- to manage its affairs to secure economic, efficient and effective use of resources and safeguard its assets.
- to approve the Statement of Accounts
2. THE DIRECTOR OF FINANCE/S.151 OFFICER’S RESPONSIBILITIES
(i) The Director of Finance/S.151 Officer is responsible for the preparation of the Authority's statement of accounts which, in compliance with the CIPFA/LASAAC Code of Practice on Local Authority Accounting in Great Britain ("the Code of Practice"), is required to present fairly the financial position of the Authority at the accounting date and its income and expenditure for the year (ended 31 March 2010).
(ii) In preparing this statement of accounts, the Director of Finance/S.151 Officer has:
. selected suitable accounting policies and then applied them consistently;
. made judgements and estimates that were reasonable and prudent;
. complied with the Code of Practice.
(iii) The Director of Finance/S.151 Officer has also:
. maintained proper and up to date accounting records;
. taken reasonable steps for the prevention and detection of fraud and other irregularities.
The Statement of Accounts presents fairly the financial position of the Authority at 31 March 2010 and its income and expenditure for the year ended 31 March 2010.
115 59 ANNUAL GOVERNANCE STATEMENT 2009/10
Scope of Responsibility
1. The Humberside Fire Authority (HFA) is responsible for ensuring that its business is conducted in accordance with the law and proper standards, and that public money is safeguarded and properly accounted for, and used economically, efficiently and effectively. The HFA also has a duty under the Local Government Act 1999 to make arrangements to secure continuous improvement in the way in which its functions are exercised, having regard to a combination of economy, efficiency and effectiveness.
2. In discharging this overall responsibility, the HFA is responsible for putting in place proper arrangements for the governance of its affairs, facilitating the effective exercise of its functions and which includes arrangements for the management of risk.
3. The HFA has approved and adopted a code of corporate governance, which is consistent with the principles of the CIPFA/SOLACE Framework Delivering Good Governance in Local Government. A copy of the code is on our website at www.humbersidefire.gov.uk or can be obtained from the Secretary/Director of Corporate Administration.
4. This statement explains how the HFA has complied with the code and also meets the requirements of regulation 4(2) of the Accounts and Audit Regulations 2003 as amended by the Accounts and Audit (Amendment) (England) Regulations 2006 in relation to the publication of a statement on internal control.
The purpose of the governance framework
5. The governance framework comprises the systems and processes, and culture and values, by which the HFA is directed and controlled and its activities through which it accounts to, engages with and leads the community. It enables the HFA to monitor the achievement of its strategic objectives and to consider whether those objectives have led to the delivery of appropriate, cost- effective services.
6. The system of internal control is a significant part of that framework and is designed to manage risk to a reasonable level. It cannot eliminate all risk of failure to achieve policies, aims and objectives and can therefore only provide reasonable and not absolute assurance of effectiveness. The system of internal control is based on an ongoing process designed to identify and prioritise the risks to the achievement of the HFA’s policies, aims and objectives, to evaluate the likelihood of those risks being realised and the impact should they be realised, and to manage them efficiently, effectively and economically.
7. The governance framework has been in place at the HFA for the year ended 31 March 2010 and up to the date of approval of the Annual Performance Report and Statement of Accounts.
The Governance Framework 2009/10
8. The key elements of the HFA’s governance framework in respect to 2009/10 included:
(a) The Constitution of Authority which includes:
• Committee Membership and Terms of Reference • Scheme of Delegation to Officers • Financial Procedure Rules • Contract Procedure Rules • Members’ Code of Conduct • Officers’ Code of Conduct • Protocol for Member and Officer Relationships
116 60 • Code of Corporate Governance
(b) The Audit, Performance and Scrutiny Committee, as well as the HFA itself, received regular reports on the HFA performance and governance arrangements.
(c) An approved Corporate Risk/Opportunity Management Strategy and Policy which includes the maintenance of an effective Corporate Risk Register and Directorate Risk Registers.
(d) An approved ‘Local Code of Corporate Governance’ in accordance with the CIPFA/SOLACE Framework for Corporate Governance.
(e) The designation of the Chief Fire Officer as Chief Executive responsible to the HFA for all aspects of operational management.
(f) The designation of the Director of Finance as S.151 Officer (Local Government Act 1972) in accordance with Section 112 of the Local Government Finance Act 1988.
(g) The designation of the Director of Corporate Administration as Monitoring Officer with the requirement to report to the full HFA if it is considered that any proposal, decision or omission would give rise to unlawfulness or maladministration.
(h) The Organisational Performance Group (OPG) has met on six occasions. The OPG incorporates the AGS Group and is charged with undertaking a strategic overview of the HFA control environment, the response to external audit, performance management and strategic planning.
(i) The production of monthly Management Accounts and Prudential Indicators which are distributed to all Members, Corporate Management Team and Policy Advisory Group and considered at the regular Policy and Executive Committee and Audit, Performance and Scrutiny Committee meetings.
(j) The Service and Finance Planning process using Decision Conferencing to align resources to priorities.
(k) An approved Asset Management Strategy and Asset Management Plans for HFA assets.
(l) The role of an external Independent (non voting) Member of the Audit, Performance and Scrutiny Committee.
(m) A refreshed Strategic Plan for the period 2009-12, which outlines seven Strategic objectives, incorporating three clear service delivery priorities.
(n) Directorate Plans to deliver strategic objectives and functional references.
(o) An IRMP Action Plan for 2009/10, which outlines progress to date of projects detailed within the Authority’s IRMP 2008-11
(p) In accordance with the Service Business Planning Framework the draft refreshed Strategic Plan for 2010-13 has been approved by the HFA to ensure a three future years looking plan linked to financial planning.
(q) Production of an Annual Performance Report for 2008/09
(r) Refreshed, updated and publicised the Anti-Fraud and Corruption Policy.
(s) Refreshed, updated and promoted the Whistleblowing Policy. (t) Refreshed, updated and promoted the Gifts and Hospitality Policy.
(u) Subscription to Public Concern at Work.
(v) The role of the Governance and Standards Committee.
(w) The work of the Partnership Forum in identifying and evaluating partnership arrangements.
117 61
(x) Member and Officer Development Programmes.
(y) An approved Treasury Management Policy and Prudential Indicators.
(z) An approved HFA Performance Management Framework.
(aa) The establishment of a Protective Security Group, reporting to Corporate Management Team. Part of focus is to achieve ISO 27001.
(bb) Refreshment of Scope.
(cc) The HFA approved Single Equality Scheme Improvement Plan.
The Active Risk Team comprising Members and Officers, reporting to Audit, Performance and Scrutiny Committee and Corporate Management Team.
Review of Effectiveness
9. The HFA during 2009/10 has completed a second in-depth review of its governance arrangements.
10. The first review of corporate governance during 2008/09 resulted in the HFA adopting a Constitution, being one of only a few Fire Authorities to do so. The Constitution provides a stronger governance framework and better positions the Authority to achieve the 6 key principles of good governance set down by CIPFA/SOLACE.
11. In addition, the HFA established an entirely new Committee structure, comprising Policy and Executive Committee, Audit, Performance and Scrutiny Committee, and Governance and Standards Committee. The structure is more balanced and robust, giving more effective decision making and highlighting the importance of policy development and performance. The Standards Committee has become the advisory Committee upon good governance and ethics. A clear scheme of delegated authority exists.
12. An external Independent Member has been appointed to the Audit, Performance and Scrutiny Committee.
13. During 2009/10 there were 6 versions of the Corporate Risk Register established by the Corporate Management Team.
14. The Audit, Performance and Scrutiny Committee throughout 2009/10 received reports from Internal Audit in respect to the internal control environment. The internal audit plan is informed significantly by the Corporate Risk Register.
15. The induction and training of new Members during 2009/10 has further enabled Members to discharge the functions of the HFA.
16. From the AGM on 1 June 2009 to the end of the 2009/10 cycle, the HFA Committees met as follows:-
HFA 7 occasions Policy and Executive 8 occasions Audit, Performance and Scrutiny 5 occasions Governance and Standards 4 occasions 17. Members at each meeting of the Policy and Executive Committee and the Audit, Performance and Scrutiny Committee received Management Accounts for review.
18. The review of the effectiveness of the system of internal control is informed by:
• The work of Senior Officers • The work of Internal Audit
118 62 • The Corporate Risk Opportunity Management Strategy • Performance information • The Audit Commission in their Annual Governance Letter and other reports
19. Internal Audit have undertaken a number of reviews during 2009/10. The following areas were covered:-
• Strategic Planning and Performance • Two CPU Site Reviews (Scunthorpe and Hull) • IT Governance Review – Follow up • Corporate Governance and Risk Framework • Business Continuity Planning • Operational Fleet Management • Payroll and Payable Reviews • CARP Procurement Review
20. Internal Audit completed an additional audit as instructed by Senior Officers, and reported to the Audit, Performance and Scrutiny Committee.
21. The Organisational Performance Group (OPG) has met on six occasions in 2009/10 to develop terms of reference and take a strategic overview of the HFA control environment, performance management, response to external audit and strategic planning.
22. The Active Risk Team, which comprises Officers and Members, and which is integral to the Corporate Risk Management Strategy, has met six times during 2009/10. There are three Member Champions in respect to Risk Management.
Significant Governance Issues 2009/10
24. No significant governance issues have arisen during the 2009/10 year.
Conclusions
25. This Annual Governance Statement for 2009/10 provides Members with a high level of assurance on the Authority’s governance arrangements.
Signed
……………………………………………… ……………………………………………… Chair of the Authority Chief Fire Officer and Chief Executive
……………………………………………… ……………………………………………… S.151 Officer Secretary and Monitoring Officer
119 63 CERTIFICATIONS
We, the undersigned, certify that:-
The Statement of Accounts represents fairly the financial position of the Humberside Fire Authority as at 31 March 2010 and the income and expenditure for the year ended 31 March 2010.
......
F.Duffield – Chief Fire Officer & Chief Executive
......
Councillor John Briggs – Chair
......
K. Wilson – Director of Finance/S.151 Officer
25th June 2010 (authorised for issue date)
120 64 Humberside Fire Authority
STATEMENT OF ACCOUNTS 2009/10 FEEDBACK FORM
The Statement of Accounts evolves each year and with a large amount of information being prescribed by the Accounting Codes of Practice, the Authority attempts to make the document as readable and user friendly as possible.
We therefore would welcome any comments from readers on the Statement of Accounts regarding improvements to the layout and readability for future years. If you could complete the following questionnaire and return it to the address below we will try to accommodate any comments received. Alternatively, if you are viewing this document on the internet, there is an on-line form which you can submit.
We will attempt to incorporate any comments received by 31 March 2010 into the 2009/10 Statement of Accounts where possible and the Authority will try to include any comments received after that date into future year’s documents.
1. Please indicate in what capacity you are viewing this Statement.
Local Tax Payer Local Business
Other, please specify ………………………………………………………….
2. Is the format and the layout of the accounts easy to understand and follow?
Yes No
If not why not?
3. Did you find the information you were looking for?
Yes No
If no, why?
4. Any other comments you have would be welcome:
Please return to: Humberside Fire Authority FREEPOST NEA3610 Hull HU4 7BR
121 65
122 HFRS: International Financial Reporting Standards (IFRS) Action Plan
Area IFRS Change Work streams Lead Officer Timescale
Format of Accounts I&E becomes ‘Statement of Comprehensive Income’ and SMGF (1) Establish requirements, KB Actioned changes to Statement of Changes in Equity (or LA equivalent), which will come first. Also changes to headings in individual statements e.g. Debtors and (2) Consider any changes to how we collate the information KB Actioned creditors now ‘receivables & payables’
(3) Set-up new statement format. RM/KB Actioned
(4) Need to inform Members/CMT/other stakeholders KW/AJ/KB Actioned
Disclosure Notes Disclosure requirements much greater under IFRS, length of statement (1) Establish requirements of new notes KB/SD Actioned will increase. S 137 Some notes e.g. Publicity, S137 may be removed for 2009/10 onwards.
(2) Plan how any additional information will be obtained KB/SD Actioned
(3) Draft new notes template KB/SD Actioned
Employee Benefits IAS 19 Entries now required for employee benefits accrued as at the balance (1) Find out everyone’s untaken leave & flexi-time at 31/3/2010 and calculate an accrual or KB/DL June 2010. [Holiday pay] sheet date. E.g. outstanding leave untaken consider appropriate estimation technique IAS 26 (2) Take a view on materiality & agree with auditors KB/DL June 2010. 123 (3) Build into closedown timetable going forward. KB June 2010.
Tangible Fixed Assets IAS 16 Depreciate any significant components of a fixed asset separately where (1) Review buildings assets in conjunction with Valuers MB/KB Actioned they have differing lives
(2) Consider adequacy of Asset Register in spreadsheet form to record all necessary detail KB Actioned
(3) Amend asset register to show/calculate buildings elements separately where appropriate KB Actioned
(4) Decide methodology and plan for revaluation. KB Actioned
Also, RV’s need to be re-calculated each year at current cost KB Actioned
Leases SSAP 21 Removal of SSAP21 90% Rule, IAS17 test ‘’Substantially all’’…. (1) Documented review of all leases. KB Actioned IAS 17 Also, need to separate out Land and Building element and (Area where there’s most likely to be any required change is in Long-term L & B leases) assess/account separately May need to involve Valuer to split out L&B. (2) Consider treatment of New Dimensions vehicles-effectively our assets at 1/4/9? (see KB/RM guidance)
Impairment of Assets IAS 36 Removal of distinction between impairments due to loss of economic (1) Review accounting entries and adjust as appropriate. KB Actioned benefits and other impairments. All charges to Revaluation Reserve until individual balance used up, then to I&E. HFRS: International Financial Reporting Standards (IFRS) Action Plan
Area IFRS Change Work streams Lead Officer Timescale
PFI / PPP IFRIC 12 Test for PFI changes from 2009/10, emphasis on control rather than (1) Documented review of our contracts AJ Not Applicable risk & reward. E.g. if a provider’s assets solely for our use, assets should be shown on our Balance Sheet
Non- Current Assets IFRS 5 IFRS lists specific criteria for which assets should be shown (1) Identify any assets fitting criteria and show separately on the Balance Sheet. KB/MB/MM Actioned held for sale Under IFRS5, no longer revalue to OMV prior to disposal. (More likely to recognise a profit upon disposal under change in accounting practice)
Objective of the Code Sets out principles and practices of accounting required to give a "true The objectives of the new IFRS Code do not represent any significant departure from the RM/KB Actioned and fair" view. It also includes confirmation of the Statutory backing of the current SORP - be aware that presents fairly requirement is replaced by "true and fair view IFRS code provided by S.21(2) of the Local Government Act 2003. The concept. Recommend a review of CIPFA Code Exposure Draft/Approved Code is undertaken statutory override to requirements of the Code will apply. CIPFA Code is at an early stage to support understanding of the new requirements of IFRS based on IFRS [adopted by EU]; IPSAS and UK GAAP and confirms the purposes of the Statement of Accounts. The requirement to prepare and approve the Annual Statement of Accounts remains as 30 June with the date to publish with an audit certificate and opinion by 30 September
Presentation of IAS 1 The Code will introduce the Movement in Reserves Statement and Significant increase in the amount of information [financial and non - financial] which will need RM/KB June 2010. Financial Statements replaces the SMGFB. It will also introduce the Comprehensive Income & to be disclosed. The Authority will need to review existing financial reporting systems to ensure 124 Expenditure Account, which replaces the I&E Account and Statement of the information required under IFRS Code can be provided in a timely and accurate Total recognised Gains and Losses. The Balance Sheet and Cash Flow manner.SORP required Balance Sheet on opening and closing dates in a financial year - the Statement are required but will have a new format and will include Cash Code may require three Balance Sheets. As part of the 2008/09 and 2009/10 IFRS the and Cash Equivalents. The Code requires presentations of Balance Authority will need to produce comparative segment information including subjective Sheet at beginning of earliest comparative period when an accounting analysis.Any reference to Housing Revenue Account is irrelevant to this Authority as we do not policy change is applied retrospectively or if items in statements are operate HRA. Internal Control - covered by regulation 4 [2] of Accounts and Audit Regulations reclassified. The disclosure requirements will be different from existing 2003 - requires an annual review of effectiveness of system of Intrenal Control including a SORP. The Code also introduces Segment Reporting which requires disclosure of the review in the Accounts. This is a statutory requirement and no change will be inclusion of subjective analysis in the notes to the Accounts. A restriction required when IFRS Code applies. Suggest combine this with re-statement of 2008/09 in the code will prevent any items of Income & Expenditure being Accounts and development of IFRS Skeleton Statement of Acounts presented as 'Extraordinary'.
Investment Assets IAS 40 IAS 40 -Test is ‘assets held only for purpose of earning rentals or for (1) Consider/evidence whether we have any – classification of Sledmere? AJ/KB Actioned capital appreciation’
Collection Fund Council accounts as if an agent, showing only its share in I&E. We will (1) Additional accounting entries required in I&E, SMGFB, B/Sht and Adjustment a/c. KB Actioned need to include our share of the surplus at year-end as well as precept payment (2) Agree timescales with LA's; can they calculate in time, or do we use their latest estimate? KB Actioned
BVACOP Review of requirements/categories underway. Considering possibility of (1) Establish final requirements AJ/KB Actioned reporting on management areas (2) Build-in any amendments into new statement format Actioned Finalise Re-Statement RM/KB June 2010. of Accounts
Current Assets [Stocks IAS 2 Not Applicable / Inventories] HFRS: International Financial Reporting Standards (IFRS) Action Plan
Area IFRS Change Work streams Lead Officer Timescale
Cash Flow Statements IAS 7 Not Applicable
Events after the IAS 10 Not Applicable Reporting Date Revenue Expenditure SORP 2008 was amended to reflect the change to this area. There HFRS incurred £0.00m of Capital in 2008/09 which met the definition of Revenue Expenditure RM Actioned funded from Capital should be no issues arising from IFRS funded from Capital under [REFCUS].. As the accounting changes were made in the financial under Statute year ending 31 March 2009 this should not be an issue under IFRS transition period. ]previously Deferred Recommend a review of 2009/10 and future years capital financing to determine if REFCUS Charges] will be an issue going forward. Trade and other IAS 18 & Not Applicable Payables IAS 39 Financial Instruments IAS 39 Not Applicable
Revised-Contract RM Actioned Register Review [Lease and Lease Type Arrangements] Property Not Actioned Componentisation Government Grants KB Actioned Deferred NON-IFRS [Equal / No KB June 2010.
125 Equal Pay Claims] Related Party IAS 24 The draft code includes a requirement to identify related party disclosures The Code introduces different reporting requirements for this area with disclosure of KB/RM Actioned Disclosures and transactions. This includes requirements to identify outstanding outstanding balances being added. The disclosure requirements will need to comply with balances between Beds and Luton FRS and related parties and identify Chapter 3 section 12 [IAS 24] and will need to be adopted for 2009/10 "Shadow A/c.. Review any disclosures requirements. The requirements of the Code are based Partnership Arrangements excluding providers of finance, trade, and any relationship where it on IAS 24 except for interpretations or adaption's to fit the public sector. is solely that of an agency. Potential high impact as IFRS applies different approach to control Materiality - to be judged from viewpoint of HFRS and its related parties. of an entity. Note 7 in the 2008/09 Statement of Accounts makes reference to related party Providers of Finance in normal course of business and trade unions are transactions and confirms grants totalling £0.152m were received from Government, £21.047m excluded from related party disclosure requirements. Related Party under Precepts and Collective Fund, services from neighbouring local authority bodies totalling IFRS Code is likely when one party has the ability to control the other £0.33m and the Regional Management Board Gross Expenditure £0.255m. No members or party or exercise significant influence over the other party in making senior officers or their close relations undertook any declarable related party disclosures. financial and operating decisions. Also applies where related party entity Sector recommends that an early review of all related party transactions is completed to and another entity are both subject to common control ensure the IFRS Code requirements do not alter the current accounting treatment or increase the number of related party transactions which require disclosure
Skeleton IFRS RM/KB June 2010. Accounting Framework [2009/10 v. 2008/09]
Embedded Derivatives IFRSC 4 AJ/RM Actioned
Intangible Assets IAS 38 Debate ongoing, but proposed that will only be able to capitalise software (1) Monitor latest developments AJ/KB Not Applicable if delivering a service directly to the public e.g. web-site, as opposed to an internal system e.g. HR system
Accounting Policies, IAS 8 Any change in policies will require 3rd Balance sheet as at the start of the (1) Fully review our accounting policies and make changes prior to 2010/11 where at all KW/AJ/KB Actioned Concepts and comparative period to be completed possible. Principles HFRS: International Financial Reporting Standards (IFRS) Action Plan
Area IFRS Change Work streams Lead Officer Timescale
Group Accounts IAS 27, IAS IAS 27 - Test for control remains essentially the same, but can (1) Document consideration of the need to produce or not– e.g. RCC? KB 3, IAS 28 & consolidate without adjusting for year-end within 3 months of parent’s. IAS 31 Audit, Performance & Audit Commision expectation that Members kept aware of IFRS Committee report produced to update Members on the IFRS implementation plan. KW/RM June 2010. Scrutiny Committee requirements and implementation progress 126 Appendix 3
HUMBERSIDE FIRE AND RESCUE SERVICE CONSULTANTS ENGAGED DURING 2009/10
Directorate Consultant Work undertaken Amount (£) Status at 10 June 2010
Policy and Performance Mapinfo Ltd To review and report on the existing corporate Mapping Service 2,960.00 Assignment completed 27th August 2009
Finance and Asset Management Ray Mills Specialist support (assigned to WYFRS prior to HFRS) to ensure the 7,878.65 Assignment completed 4th Authority's Accounts meet the new International Financial Reporting Standard June 2010 (IFRS). See updated action plan which accompanies the Annual Accounts for 09/10. Specific work delivered relates to the creation of a skeleton set of accounts that are IFRS compliant in readiness for 2010/11 Annual Accounts and also a restated balance sheet for 2009/10. Finance and Asset Management David Chefneux Work undertaken to review the Authority's lease arrangements in order to 5,000.00 Assignment completed 7th ensure correct categorisation under IFRS. April 2010
Personal and Organisational Development Mike Barnett To provide specialist support for the Fundemental Review of Support Services 56,311.80 Assignment completed 4th project and assist in the implementation of the review. May 2010
Finance and Asset Management Stephen Brightman Specialist part-time support to guide the Authority through the Environmental 12,400.00 Ongoing part-time until Management Standard ISO14001. ISO14001 Accreditation
127 achieved
Corporate Administration Elizabeth Fitzgerald To review HFRS Marketing and Corporate Communications and produce a 5,850.00 Assignment completed 5th new Strategy for the Service April 2009
Finance and Asset Management Chris Sawyer An expert witness who assessed the modifications required to the CARP to 9,960.09 Assignment completed 24th ensure that it could be used as a fit for purpose aerial appliance which formed March 2010 the basis of the schedule of works to be undertaken which have now been completed.
Policy and Performance Fortek Computers To supply a support service to define the integration and interface 4,400.00 Assignment completed 24th arrangements fror the proposed implementation of VISION FX February 2010
Policy and Performance Bob Waddle An audit for the Service's Customer Service Excellence Award submission 1,141.40 Assignment completed 17th (formerly the Charter Mark) February 2010
Policy and Performance FARMSS To undertake a review of the processes applied within Humberside fire & 3,900.00 Assignment completed 31st Rescue Service for the capture , analysis, prioritisation and management of all March 2010 Operational Risk information.
Total for 2009/10 109,801.94
128
Agenda Item No. 11
Humberside Fire Authority Report by the 25 June 2010 Director of Finance/S.151 Officer
TREASURY MANAGEMENT ANNUAL REPORT 2009/10
SUMMARY
1. This report provides a review of the Authority’s treasury management activity and Prudential Indicators for the year 2009/10.
RECOMMENDATIONS
2. That Members note the treasury management activities undertaken during 2009/10 and the Prudential Indicators as outlined in paragraphs 17 to 20 and detailed in Appendix 1.
BACKGROUND
3. Treasury Management, as defined by the Chartered Institute of Public Finance and Accountancy (CIFPA) Code of Practice 2009 is:
‘‘The management of the organisation’s investments and cash-flows, its banking and money market and capital market transactions, the effective control of the risks associated with those activities and the pursuit of the optimum performance consistent with those risks.’’
4. One of the main requirements of the CIPFA Code is that Members receive an annual report detailing treasury management activities within the year and compliance with the annual Treasury Management Policy.
5. This report provides Members with details of the Authority’s treasury management activities and Prudential Indicators for the 2009/10 financial year in line with the requirements of the Code.
6. The Code also highlights the importance for appropriate training for those charged with responsibility for the Authority’s treasury management activities. During February of this year, a Treasury Management briefing session was held for Members and the Corporate Management Team in order to increase understanding of key issues within this area.
ECONOMIC BACKDROP 2009/10
7. During 2009/10 the Monetary Policy Committee (MPC) was focused on helping the economy to turn around from plunging into the deepest and longest recession the UK economy had experienced for many years.
8. Despite keeping Bank Rate at an unprecedented historical low of 0.5% all year, the MPC also had to resort to extreme measures in terms of pumping liquidity into the economy through quantitative easing by purchasing £200bn gilts and corporate bonds. This had the effect of boosting prices for gilts and corporate bonds and therefore bringing down yields, so also reducing borrowing costs for both the corporate and public sector.
129
9. The dominant focus in 2009/10 was on quarterly GDP growth figures. The recession bottomed out in quarter 1 of 2009. There was then major disappointment that the end of the recession failed to materialise in quarter 3 2009 but the fourth quarter of 2009 did then see economic growth return at +0.4%.
10. Inflation has not been a major concern of the MPC as it fell back below the 2% target level from June to November. However, it did spike upwards to reach 3.5% on the back of the unwinding of the temporary cut in VAT to 15% on 1 January 2010. This was not seen as a cause for alarm as this spike was expected to fall out of the inflation index and inflation was forecast by the Bank of England to fall back under target by the end of 2010.
INVESTMENT ACTIVITY
11. The Authority’s temporary investments totalled £8m as at 31st March 2010, with a further £6.7k in the Authority’s Special Interest Bearing Account (SIBA).
Table 1 – Investment income earned 2009/10
Interest Rate Benchmark Difference Earned of return return (favourable) 2009/10 2009/10 2009/10*
£51,266 0.532% 0.423% + 0.11%
* Benchmark set as 7 day compounded LIBID
12. Interest earned during 2009/10 varied from the budget by £178k, as a result of falling interest rates.
BORROWING
Short-Term Borrowing
13. The Authority seeks to minimise the use of short-term borrowing to fund temporary cash shortfalls. The Authority undertook short-term borrowing on 2 occasions during the year, for periods not exceeding five days duration.
Long-Term Borrowing
14. Long-term loans are taken out either to replace existing loans which have matured or to fund capital expenditure. Under the Prudential Regime there are no longer centrally imposed limits on borrowing, but individual Authorities are required to determine themselves what is a sustainable and affordable level of borrowing as an integral part of their Medium-Term Financial Planning processes.
15. The Authority’s average level of borrowing was £15.382m for 2009/10, on which £750k of interest was payable. This equates to an average rate of 4.88%. The Authority repaid £1.022m of PWLB debt upon maturity. Closing debt at 31 March 2010 was £16.69m.
16. As reported to Members of the Fire Authority on 15 February 2010, additional borrowing of £3m was undertaken on 7 January 2010 in the form of a 20 year PWLB loan at a favourable rate of 4.55%. This replaced debt that had previously matured and provided funding for an element of previously incurred capital expenditure.
130
PRUDENTIAL INDICATORS
17. Appendix 1 details the Prudential Indicators agreed by Members at the Fire Authority on 16 February 2009 and shows the actual figures for 2009/10.
18. During the financial year the Authority operated wholly within the limits approved.
Capital Expenditure
19. The S151 Officer considers the current capital programme to be affordable and sustainable with the revenue effects of capital investment built into the Medium-Term Financial Plan. Through the Service and Finance Planning Process undertaken in 2008/09, the Authority has aligned its resources to key strategic priorities.
Treasury Management
20. External debt is currently £4.61m below the agreed operational limit for 2009/10 and the maturity structure for both borrowing and investments remain within the approved upper and lower limits. Subsequent borrowing or re-scheduling during 2010/11 will take in to account prevailing interest rates on offer from the Public Works loans Board, the current maturity structure of loans, balanced with the need to reduce counterparty risk by running down cash-balances.
STRATEGIC PLAN COMPATIBILITY
21. Treasury management is an integral part of the financial management of the Authority. Utilising approved borrowing and investment strategies will maximise investment income whilst minimising exposure to liquidity and market risks.
FINANCIAL/RESOURCES/VAULE FOR MONEY IMPLICATIONS
22. The revised approach to investment of surplus funds is designed to further mitigate against potential losses as a consequence of counterparty failure and reflects a prudent approach to treasury management activity.
LEGAL IMPLICATIONS
23. The Authority must comply with the requirements of the CIPFA Code of Practice on Treasury management and the Local Authorities (Capital Finance and Accounting) (England) (Amendment) Regulations 2008. This report ensures such compliance.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
24. No direct issues arise from this report.
CORPORATE RISK MANAGEMENT IMPLICATIONS
25. The application of and regular monitoring thereafter of a prudent Treasury Management Policy and related Prudential Indicators ensures that the Authority effectively manages financial risks such as exposure to interest rate changes, liquidity and market risk whilst minimising borrowing costs and maximising investment income (Risk C014 of the Corporate Risk Register (Edition 4) refers).
HEALTH AND SAFETY IMPLICATIONS
26. No issues arising.
COMMUNICATIONS ACTIONS ARISING
131 27. No direct issues arising. DETAILS OF CONSULTATION
28. The Authority’s treasury management strategy has been developed using market information and specialist advice supplied by the Authority’s treasury management advisors.
BACKGROUND PAPERS
29. ‘Treasury Management and Capital Expenditure Prudential Indicators, Treasury Management Policy Statement 2010/11 and Minimum Revenue Provision (MRP) for 2010/11’ – Report to Fire Authority 15 February 2010. ‘Treasury Management and Capital Expenditure Prudential Indicators, Treasury Management Policy Statement 2009/10 and Minimum Revenue Provision for 2009/10’ – Report to Fire Authority 16 February 2009. CIPFA Code of Practice on Treasury Management 2009
RECOMMENDATION RESTATED
30. That Members note the treasury management activities undertaken during 2009/10 and the Prudential Indicators as outlined in paragraphs 17 to 20 and detailed in Appendix 1.
K WILSON
Officer Contact: Kevin Wilson 01482 567183 Director of Finance/S.151 Officer
Humberside Fire & Rescue Service Headquarters Summergroves Way Kingston upon Hull
KW/SJ 15 June 2010
132 141 142 143 144 Agenda Item No. 12
Humberside Fire Authority Report by the 25 June 2010 Director of Finance/S.151 Officer
ANNUAL EFFICIENCY STATEMENTS 2009/10 BACKWARD LOOK AND 2010/11 FORWARD LOOK
SUMMARY
1. This report contains the Fire Authority’s Annual Efficiency Statement (AES) submissions for 2009/10 and 2010/11.
RECOMMENDATIONS
2. That Members approve the attached AES submissions for 2009/10 and 2010/11 and that the Chair signs them on behalf of the Authority.
2009/10 AND 2010/11 ANNUAL EFFICIENCY STATEMENTS
3. The national efficiency target for the Fire and Rescue Service is to achieve a cashable net annual efficiency saving of £110m by the end of the CSR07 period. This is broadly 5% of 2007/08 expenditure levels.
4. CLG expects all Authorities to continue to make efficiency savings in order to improve services and provide value for money, therefore the requirement for FRAs to report efficiencies in CSR07 continues.
5. The 2009 Budget announced on 22 April 2009 also outlined a further 1% of efficiency savings beyond the level of savings committed to at the 2007 CSR with all savings recycled back to front-line services. (This is a further circa £22m).
6. The 2009/10 and 2010/11 AESs are due to be submitted before 20 July 2010 and are attached as Appendices 1 and 2 respectively.
7. The 2009/10 AES shows total recurring efficiencies of some £645k with the 2010/11 AES projecting recurring efficiencies of a further £538k. The Authority’s efficiencies are concentrated in the areas of staffing changes, restructurings and procurement.
BEYOND 2010/11
8. A number of factors currently drive the Authority’s need to find further efficiencies:-
• Rising to the Challenge – the Audit Commission report published in December 2008 challenges the Fire and Rescue Service to beat its £110m CSR07 efficiency target and generate ‘up to £200m’ of efficiencies;
• Efficiencies achieved per head of population by Humberside Fire and Rescue Service are now published annually in the Council Tax leaflet against a benchmark average for the whole of the English Fire and Rescue Service;
• The landscape for the public finances beyond the current CSR07 and into CSR10 looks extremely harsh;
• Responsibility placed on the Fire Authority to deliver value for money services.
139 9. The formulation of the 2011-14 Strategic Plan and IRMP has generated further options for efficiency. These proposals are currently in the very early stages of consultation and discussion.
STRATEGIC PLAN COMPATIBILITY
10. A key enabler within the Authority’s Strategic Plan is to ‘make the best use of the resources we have’.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
11. The Authority has recently significantly strengthened its approach to value for money. Firstly the Decision Conferencing process ensured that resources were matched to key priorities and secondly the Resource Disposition proposals agreed in 2008 have diverted resources to areas of greater need and priority.
LEGAL IMPLICATIONS
12. No direct issues arising.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
13. No direct issues arising.
CORPORATE RISK MANAGEMENT IMPLICATIONS
14. No direct issues arising.
HEALTH AND SAFETY IMPLICATIONS
15. No direct issues arising.
COMMUNICATION ACTIONS ARISING
16. No direct issues arising.
DETAILS OF CONSULTATION
17. The collection of efficiency information for 2009/10 and 2010/11 has been undertaken in discussion with CMT and PAG.
BACKGROUND PAPERS AVAILABLE FOR ACCESS
18. 2009/10 and 2010/11 AES submissions to CLG.
RECOMMENDATIONS RESTATED
19. That Members approve the attached AES submissions for 2009/10 and 2010/11 and that the Chair signs them on behalf of the Authority.
K WILSON
Officer Contact: Kevin Wilson 01482 567183 Director of Finance/S.151 Officer
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
KW/SJ 15 June 2010 140 Agenda Item No. 13
Humberside Fire Authority Report by the Director of Finance/ 25 June 2010 S.151 Officer
MANAGEMENT ACCOUNTS TO 31 MAY 2010
SUMMARY
1. This report contains the Authority’s Management Accounts and Prudential Indicators for the period ending 31 May 2010.
RECOMMENDATIONS
2. That Members consider and approve the Authority’s financial position for the period ending 31 May 2010.
PERIOD ENDING 31 MAY 2010
3. The summary estimated outturn position from the attached Management Accounts and Prudential Indicators is as follows:-
• Revenue Budget - £10k underspend; • Capital Programme - £3.859m total expenditure; • Pensions Account - £6.112m deficit
4. Further details on all of these areas are included in the attached document.
STRATEGIC PLAN COMPATIBILITY
5. The production of robust, timely and detailed information in relation to the Authority’s financial position contributes to the Strategic Plan objective of a ‘Stronger Organisation’. The information specifically underpins good governance and good financial management.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
6. Sound financial management contributes to the achievement of the Authority’s objectives.
LEGAL IMPLICATIONS
7. No direct issues arising.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
8. No direct issues arising.
CORPORATE RISK MANAGEMENT IMPLICATIONS
9. The monthly Management Accounts and Prudential Indicators mitigate the Corporate Risk concerning the need for the Authority to meet legal and regulatory requirements.
HEALTH AND SAFETY IMPLICATIONS
10. No direct issues arising.
145
COMMUNICATION ACTIONS ARISING
11. No direct issues arising.
DETAILS OF CONSULTATION
12. No direct issues arising.
BACKGROUND PAPERS AVAILABLE FOR ACCESS
13. Working papers for 2010/11 Budget Monitoring.
RECOMMENDATIONS RESTATED
14. That Members consider and approve the Authority’s financial position for the period ending 31 May 2010.
K WILSON
Officer Contact: Kevin Wilson 01482 567183 Director of Finance/S.151 Officer
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
KW/SJ 16 June 2010
146 Management Accounts and Prudential Indicators for the period ending 31st May 2010
147
Index
Key to Traffic Light System 2
Revenue Budget - Narrative 3
Revenue Budget Summary - Table 1 4
Revenue Budget - Table 2 5
Capital Budget 7
Pensions Account 8
Treasury Management - Borrowing & Lending Activity 9
Movement in Revenue Reserves 10
Prudential Indicators 11
Budget Virements Processed 14
Management Accounts as at 31st May 2010 148 1
Key To Traffic Light System
The elements of the Traffic Light system being used in the report to highlight significant outturn variances / issues are as follows:-
1. Status Column - indicates, using a colour reference whether an issue is:-
Red Potentially detrimental to the finances of the Authority
Green In line with budget or potentially advantageous to the finances of the Authority.
2. Direction Column - this indicates the relative movement in the projected outturn position compared to the previous month as follows:-
Red A detrimental change.
Amber No change.
Green An advantageous change.
Possible Combinations
Status Red Green
D I Red 9 9 R E C Amber 9 9 T I O Green 9 9 N
The combinations shaded are those that give the most concern from a financial perspective i.e. Status = Red and Direction = Red, Amber or Green.
Management Accounts as at 31st May 2010 149 2
HUMBERSIDE FIRE & RESCUE SERVICE COMMENTARY ON THE MANAGEMENT ACCOUNTS For the period 1 April 2010 to 31 May 2010
The following statements represent a summary of the financial activity of the Service for the period stated above.
Each statement is accompanied with notes, referenced to specific lines on that statement where significant variances have been forecasted or where further explanation of information shown is necessary.
Revenue Statements
These statements show the actual and committed revenue expenditure, in summary subjective heading format (Table 1) and broken down by objective headings (Table 2), as at 31 May 2010 compared to the profiled 2010/11 budget for the same period. The report also shows the forecasted outturn for the full year based on current levels of income and expenditure and any known variations to the end of the financial year.
The following notes give a brief explanation of any variances shown in the Revenue Monitoring Statements, which can be found on pages 4-6.
Notes
1. The forecast variance is due to : • a projected underpsend of £13k on various occupational health costs; and • a projected overspend of £19k on advertising costs related to the implementation of the Fundamental Review of Support Services
2. The forecast variance is due to : • a projected saving on utilities of £10k; • a projected overspend of £5k on planned maintenance work; and • a projected overspend of £5k on window cleaning
3. The forecasted variance is due to : • a projected saving of £8k on repairs and maintenance of vehicles; and • a projected overspend of £24k on travel related costs
4. The forecasted variance is due to the following :
a) Community Fire Safety • additional expenditure to be incurred on fire extinguisher maintenance, which will create additional income (as per note 5a)
b) Fire Fighting & Rescue Operations • an underspend of £24k is expected on hydrants • an underspend of £5k is expected on minor items; and • an underspend of £4k is expected on hoses and decontamination equipment
c) Management & Support • a projected overspend of £5k on catering equipment and laundry; and • a slight overspend of £1k is expected on drugs and medical equipment
Management Accounts as at 31st May 2010 150 3
d) Corporate Management • a saving of £6k on the Audit fee is expected
5. The forecasted variance is due to the following :
a) Community Fire Safety • additional income to be created through additional extinguisher maintenance (as per note 4a)
b) Fire Fighting & Rescue Operations • less income expected of £7k for the aerial rentals
c) Management and Support • additional income of £4k is expected through catering charges
Table 1 HUMBERSIDE FIRE & RESCUE SERVICE REVENUE MONITORING SUMMARY STATEMENT 2010/11 1 April 2010 to 31 May 2010 (Period 02)
Original Revised 31 May 2010 Full Year Traffic Light Note Budget Budget Profile Actual & Projection Variance Status Direction Committed £'000 £'000 £'000 £'000 £'000 £'000 %
Employees
Wholetime 30,124 30,176 4,974 4,908 30,176 - - Green Amber Retained 3,303 3,303 544 349 3,303 - - Green Amber Support 6,486 6,436 1,077 967 6,436 - - Green Amber
Other Employee Expenses 1,568 1,823 340 350 1,829 6 0.33 Red Red 1 (Training, Occ Health, Insurance)
Total Pay & Pensions 41,481 41,738 6,935 6,574 41,744 6 0.01
Premises 1,885 1,885 674 585 1,885 - - Green Amber 2
Transport 1,624 1,624 229 616 1,640 16 0.99 Red Red 3
Supplies & Services 3,834 3,845 645 433 3,830 (15) (0.39) Green Green 4
Support Services 98 98 14 1 98 - - Green Amber
Total Expenditure 48,922 49,190 8,497 8,209 49,197 7 0.01
Income (654) (922) (251) (387) (939) (17) 1.84 Green Green 5
Net Expenditure (Ex Capital Charges) 48,268 48,268 8,246 7,822 48,258 (10) (0.02)
Interest Payable 905 905 (45) (78) 905 - - Green Amber
Interest Receivable (50) (50) (7) (6) (50) - - Green Amber
Contingency 400 400 - - 400 - - Green Amber
Accounting Adjustments 1,003 1,003 - - 1,003 - - Green Amber
Contributions to /(from) Reserves (807) (807) - - (807) - - Green Amber
Net Budget Requirement 49,719 49,719 8,194 7,738 49,709 (10) (0.02) Green Green
Financed By Revenue Support Grant (3,446) (3,446) (1,809) (1,809) (3,446) - - National Non Domestic Rates (23,729) (23,729) (3,915) (3,915) (23,729) - - Precepts (22,544) (22,544) (3,971) (3,971) (22,544) - -
- - (1,501) (1,957) (10) (10) -
Management Accounts as at 31st May 2010 151 4
Table 2 HUMBERSIDE FIRE & RESCUE SERVICE REVENUE MONITORING STATEMENT 2010/11 1 April 2010 to 31 May 2010 (Period 02)
Original Revised 31 May 2010 Full Year Traffic Light Note Budget Budget Profile Actual & Projection Variance Status Direction Committed £'000 £'000 £'000 £'000 £'000 £'000 % Community Fire Safety Expenditure Employees Wholetime 2,224 2,276 372 397 2,276 - - Green Amber Retained 39 39 6 5 39 - - Green Amber Support 1,955 1,905 318 278 1,905 - - Green Amber Indirect Employees 10 25 4 1 25 - - Green Amber
Premises 1 1 - - 1 - - Green Amber
Transport 77117- - Green Amber
Supplies and Services 335 335 56 65 353 18 5.37 Red Red 4a
Total Expenditure 4,571 4,588 757 747 4,606 18 0.39
Income (57) (124) (10) (48) (149) (25) 20.16 Green Green 5a
Net Expenditure 4,514 4,464 747 699 4,457 (7) (0.16)
Fire Fighting & Rescue Operations Expenditure Employees Wholetime 24,309 24,309 4,007 3,875 24,309 - - Green Amber Control 1,416 1,416 236 224 1,416 - - Green Amber Retained 3,264 3,264 538 344 3,264 - - Green Amber Support 147 147 24 16 147 - - Green Amber Indirect Employees 101 291 48 26 291 - - Green Amber
Premises 1,147 1,147 533 374 1,148 1 0.09 Red Red 2
Transport 553 553 3 428 553 - - Green Amber
Supplies and Services 1,027 1,038 168 36 1,005 (33) (3.18) Green Green 4b
Total Expenditure 31,964 32,165 5,557 5,323 32,133 (32) (0.10)
Income (554) (755) (234) (330) (743) 12 (1.59) Red Red 5b
Net Expenditure 31,410 31,410 5,323 4,993 31,390 (20) (0.06)
Management & Support Services Expenditure Employees Wholetime 2,175 2,175 359 412 2,175 - - Green Amber Support 4,384 4,384 735 673 4,384 - - Green Amber Other Pension Costs 611 611 83 109 611 - - Green Amber Indirect Employees 669 719 116 128 725 6 0.83 Red Red 1 Employee Related Insurances 177 177 89 86 177 - - Green Amber
Premises 737 737 141 211 736 (1) (0.14) Green Green 2
Transport 1,060 1,060 224 186 1,076 16 1.51 Red Red 3
Supplies and Services 2,243 2,243 369 300 2,249 6 0.27 Red Red 4c
Support Services 93 93 14 1 93 - - Green Amber
Contingency 400 400 - - 400 - - Green Amber
Total Expenditure 12,549 12,599 2,130 2,106 12,626 27 0.21
Income (43) (43) (7) (9) (47) (4) 9.30 Green Green 5c
Net Expenditure 12,506 12,556 2,123 2,097 12,579 23 0.18
Democratic Representation & Management Expenditure Transport 44114- - Green Amber
Supplies and Services 155 155 40 43 155 - - Green Amber
Support Services 5 5 - - 5 - - Green Amber
Net Expenditure 164 164 41 44 164 - -
Cont….
Management Accounts as at 31st May 2010 152 5
Table 2 Cont…. HUMBERSIDE FIRE & RESCUE SERVICE REVENUE MONITORING STATEMENT 2010/11 1 April 2010 to 31 May 2010 (Period 02)
Original Revised 31 May 2010 Full Year Traffic Light Note Budget Budget Profile Actual & Projection Variance Status Direction Committed £'000 £'000 £'000 £'000 £'000 £'000 % Corporate Management Expenditure Supplies and Services 74 74 12 (11) 68 (6) (8.11) Green Green 4d
Net Expenditure 74 74 12 (11) 68 (6) (8.11)
Net Expenditure 48,668 48,668 8,246 7,822 48,658 (10) (0.02) (excluding Capital Charges)
Interest Payable 905 905 (45) (78) 905 - - Green Amber
Interest Receivable (50) (50) (7) (6) (50) - - Green Amber
Accounting Adjustments 1,003 1,003 - - 1,003 - - Green Amber
Contributions to / (from) Reserves (807) (807) - - (807) - - Green Amber
Net Budget Requirement 49,719 49,719 8,194 7,738 49,709 (10) (0.02) Green Green
Financed by : Revenue Support Grant (3,446) (3,446) (1,809) (1,809) (3,446) - - Green Amber NNDR (23,729) (23,729) (3,915) (3,915) (23,729) - - Green Amber Precepts (22,544) (22,544) (3,971) (3,971) (22,544) - - Green Amber
- - (1,501) (1,957) (10) (10)
Management Accounts as at 31st May 2010 153 6
Capital Statement
This report shows the actual and committed capital expenditure as at 31 May 2010 compared with the adjusted profiled 2010/11 budget for the same period. This report also shows the forecasted outturn for the full year based on current levels of expenditure and any known variations to the end of the financial year.
Table 3 HUMBERSIDE FIRE & RESCUE SERVICE CAPITAL MONITORING STATEMENT 2010/11 1 April 2010 to 31 May 2010 (Period 02)
Original Revised 31 May 2010 Full Year Traffic Light Note Budget Budget Profile Actual & Projection Variance Status Direction Committed £'000 £'000 £'000 £'000 £'000 £'000 %
SCHEME Building Works Hornsea 100 100 - - 100 - - Green Amber
Waltham 150 150 - - 150 - - Green Amber
Immingham West 175 175 - - 175 - - Green Amber
Workshops 100 100 - - 100 - - Green Amber
Service Headquarters 480 480 70 65 480 - - Green Amber
* Goole - 75 - - 75 - - Green Amber
* Grimsby - Peaks Lane - 494 - 105 494 - - Green Amber
1,005 1,574 70 170 1,574 - -
Vehicles Operational Vehicles 1,075 1,075 - - 1,075 - - Green Amber
Support Vehicles 333 333 20 17 333 - - Green Amber
Equipment 245 245 10 10 245 - - Green Amber
HR System 150 150 - - 150 - - Green Amber
Information Technology 447 447 - 1 447 - - Green Amber
CFRMIS 35 35 - - 35 - - Green Amber
3,290 3,859 100 198 3,859 - -
* These schemes commenced in 2009/10 and are due to be complete in 2010/11. The £494k budget for Grimsby - Peaks Lane is composed of £244k slippage from 2009/10, £100k from an Earmarked Reserve created at 2009/10 outturn and £150k from usable Capital Receipts. This was agreed in a report approved by the Fire Authority on 15/02/10. The £75k Goole budget is slippage from the 2009/10 Capital Programme.
Management Accounts as at 31st May 2010 154 7
Pensions Account Statement
The Authority has budgeted for a deficit of £5.934m on this account for 2010/11. The deficit for the year is now projected to be £6.112m. This is a result of:-
1. A revised calculation in ill health contributions has resulted in this variance.
The deficit on this account is financed through the Pensions Top-up Grant given by the CLG, of which 80% of the grant will be received in July this year. The Authority has to stand any cash flow losses until the grant is paid in full in July 2011.
Table 4 HUMBERSIDE FIRE & RESCUE SERVICE PENSIONS ACCOUNT STATEMENT 2009/10 1 April 2010 to 31 May 2010 (Period 02)
Original Revised 31 May 2010 Full Year Note Budget Budget Profile Actual Projection Variance £'000 £'000 £'000 £'000 £'000 £'000 %
Expenditure
Pension payments 10,940 10,940 2,720 2,601 10,940 - -
Commutations 2,218 2,218 554 1,217 2,218 - -
Transfer Values 100 100 25 - 100 - -
Total Pensions Expenditure 13,257 13,257 3,299 3,818 13,257 - -
Income
Contributions Ill Health (293) (293) (49) - (115) 178 (60.75) 1 Employee's (2,427) (2,427) (404) (399) (2,427) - - Employer's (4,503) (4,503) (750) (739) (4,503) - -
(7,223) (7,223) (1,204) (1,138) (7,045) 178 (2.46)
Transfer Values (100) (100) (17) (27) (100) - -
Total Pensions Income (7,323) (7,323) (1,221) (1,164) (7,145) 178 (2.43)
Net Pensions Deficit/(Surplus) To be financed by CLG grant 5,934 5,934 2,078 2,653 6,112 178 3.00
Management Accounts as at 31st May 2010 155 8
Treasury Management
Borrowing & Lending Activity
This statement shows the borrowing and lending activities undertaken by the Corporate Finance section of Hull City Council, on behalf of the Service, for the period 1 April 2010 to 31 May 2010 under the terms of the SLA. It also shows any variation between the actual interest received from the temporary investment of surplus monies and the budgeted interest.
The total amount temporarily invested at 31 May 2010 is £8,000,000.
The balance in the Authority’s Liquidity Manager Account (LMA) bank account as at 31 May 2010 is £1,037,255.61. This account currently accrues interest at 0.14%.
Table 5 HUMBERSIDE FIRE & RESCUE SERVICE BORROWING AND LENDING ACTIVITY STATEMENT For the Month of May 2010
Ref. Company Investment From To % Returned £ Interest Investment £ £
301127 Redditch Borough Council 1,000,000.00 21/01/2010 01/04/2010 0.3 575.34 1,000,000.00 301136 Clydesdale Bank 1,000,000.00 22/02/2010 30/04/2010 0.45 826.03 1,000,000.00 301138 Nationwide B.S. 1,000,000.00 04/03/2010 30/04/2010 0.44 687.12 1,000,000.00 301139 Halton Borough Council 1,000,000.00 22/03/2010 30/04/2010 0.45 480.82 1,000,000.00 301141 West Yorkshire Fire & Rescue Auth 1,000,000.00 24/03/2010 30/04/2010 0.4 405.48 1,000,000.00 301131 Bank of Scotland 2,000,000.00 03/02/2010 04/05/2010 1.1 5,424.66 2,000,000.00 301146 South Lanarkshire Council 1,000,000.00 22/04/2010 24/05/2010 0.5 438.36 1,000,000.00 301142 Santander UK plc 1,000,000.00 01/04/2010 28/05/2010 0.82 1,280.55 1,000,000.00 301143 Santander UK plc 1,000,000.00 15/04/2010 28/05/2010 0.64 753.97 1,000,000.00 301144 Nationwide B.S. 1,000,000.00 19/04/2010 28/05/2010 0.45 480.82 1,000,000.00 301147 West Yorkshire Fire & Rescue Auth 1,000,000.00 30/04/2010 02/06/2010 0.4 361.64 - 301140 Cheshire West & Chester Council 1,000,000.00 22/03/2010 22/06/2010 0.45 1,134.25 - 301145 Clydesdale Bank 1,000,000.00 21/04/2010 30/06/2010 0.5 958.90 - 301149 Nationwide B.S. 1,000,000.00 20/05/2010 30/06/2010 0.47 527.95 - 301150 Clydesdale Bank 1,000,000.00 24/05/2010 30/06/2010 0.38 385.21 - 301151 Nationwide B.S. 1,000,000.00 28/05/2010 30/07/2010 0.52 897.53 - 301148 Bank of Scotland 2,000,000.00 04/05/2010 04/11/2010 1.35 13,610.96 -
29,229.59
Total Investments at 31 May 2010 8,000,000.00
Summary of Interest Receipts
Projection Actual Variance % under/(over) ££ £
Accumulated interest on Investments to : 31/05/2010 6,500 6,470 30 0.46
Temporary Loans
Investment From To % Interest £ £
Nil --
Management Accounts as at 31st May 2010 156 9
Movement in Revenue Reserves
This statement shows the movements on the revenue reserves for the period 1 April 2010 to 31 May 2010.
This statement also gives a projected value of revenue reserves at 31 March 2011 based on the projections in Table 1.
Table 6 HUMBERSIDE FIRE & RESCUE SERVICE MOVEMENT IN REVENUE RESERVES as at 31 May 2010
* As at Proposed For the Balance as at Projected Balance 1 April 2010 Transfers period 31 May 2010 at 31 March 2011 £'000 £'000 £'000 £'000 £'000
General Reserve 5,442 - 1,957 7,399 5,495
Earmarked Reserves
Insurance Reserve 400 - - 400 400
Control Reserve 300 - - 300 300
Property Maintenance Reserve 500 - - 500 500
Personal Protective Equipment Reserve 750 - - 750 -
Water Rescue Equipment Reserve 200 - - 200 100
7,592 - 1,957 9,549 6,795
* Before the Fire Authority considers the creation of 3 other earmarked reserves at the 25 June 2010 meeting. This will be updated after that meeting for the 30/06/10 Management Accounts.
Management Accounts as at 31st May 2010 157 10
Prudential Indicators
The Prudential Indicators of the Authority for 2010/11 were approved at the 15 February 2010 Fire Authority Meeting.
The statements below monitor the actual performance to 31 May 2010 against the approved indicators.
Indicator 1 - Estimated Capital Expenditure 2010/11
This table reflects the forecasted capital expenditure as recorded in Table 3 of this report.
2009/10 2010/11 Estimate 2011/12 2012/13 Actual Original Revised Estimate Estimate £m £m £m £m £m
Total Capital expenditure 3.276 3.290 3.859 2.548 2.644
Indicator 2 – Estimated ratio of Capital Financing Costs to Net Revenue Stream
This indicator reflects the estimated proportion of the net budget which is required to meet capital financing costs.
2009/10 2010/11 Estimate 2011/12 2012/13 Estimate Original Revised Estimate Estimate % % % % %
Ratio of Capital Financing Costs to Net Revenue Stream 3.03 3.79 3.84 3.93 4.24
Indicator 3 – Estimated Capital Financing Requirement
This indicator measures the Authority’s need to borrow for capital financing purposes.
Actual 31/03/11 Estimate Estimate Estimate 31/03/10 Original Revised 31/03/12 31/03/13 £m £m £m £m £m
Capital Financing Requirement 15.657 17.576 18.663 19.161 20.745
Management Accounts as at 31st May 2010 158 11
Indicator 4 – Authorised Limit for External Debt
The Authorised Limit for External Debt reflects the Authority’s projected long and short term borrowing requirements at any time together with any other long term liabilities it may have. It is based on a prudent (but not worst case) scenario, and contains sufficient head room over and above this level to allow for operational management, for example, usual cash flow movements. The indicator was set at £29.100 million for 2010/11.
As at the 31 May 2010, there has been no short term borrowing. There has been no long term borrowing undertaken in respect of capital expenditure. As a consequence, the Authorised Limit has not been approached at any point in the year to date and is not forecast to be approached during the remainder of the financial year.
Indicator 5 – Operational Boundary for External Debt
The Operational Boundary for External Debt is based on the same elements as the Authorised Limit (Indicator 4 above), but reflects directly the Director of Finance/S.151 Officer’s estimate of the likely, prudent but not the worst case scenario without the additional headroom included in the Authorised Limit. This indicator therefore equates to the maximum external debt projected by this estimate and was set at £26.100 million for 2010/11.
As with the Authorised Limit, borrowing in the year to date has not exceeded the boundary and is not expected to exceed the boundary for the remainder of the financial year.
Indicator 6 – Fixed and Variable Rate Interest Exposure
This indicator seeks to ensure that the Authority limits its exposure to the risk of interest rate changes by restricting the proportion of variable rate borrowing within total borrowings. The approved limits for 2010/11 do not require amendment.
As at 31/05/10 2010/11 2011/12 2012/13 % % % %
Fixed Rate – Upper Limit 100 100 100 100 Fixed Rate – Lower Limit 75 75 75 75 Variable Rate – Upper Limit 25 25 25 25 Variable Rate – Lower Limit - - - -
Management Accounts as at 31st May 2010 159 12
Indicator 7 – Upper and Lower Limits for the Maturity Structure of Borrowings
This indicator also seeks to ensure the Authority controls its exposure to the risk of interest rate fluctuations by limiting the proportion of debt maturing in any single period. The maturity structure of external debt is within the current approved upper and lower limits.
Upper Limit % As at Lower Limit % 31/05/10 %
Under 12 Months 10 5.55 - 12 months and within 24 months 10 6.89 - 24 months and within 5 years 25 17.83 - 5 years and within 10 years 60 24.61 - 10 years and above 80 45.12 -
Indicator 8 – Upper Limit for the Maturity Structure of Investments
When the 2010/11 Prudential Indicators were established the Authority’s cash flow strategy was that any investment of surplus funds would not exceed a period of more than 364 days duration. To date, effective cash flow management has duly reflected this strategy, and it is anticipated that any future investments in this financial year will also reflect this strategy.
Key Indicator of Prudence
Under the Prudential Code a key indicator of prudence is that “net external borrowing does not, except in the short term, exceed the total of the Capital Financing Requirement in the preceding year plus the estimates of additional Capital Financing Requirements for the current and the next two financial years”. To date, this indicator has not been breached.
Management Accounts as at 31st May 2010 160 13
Budget Virements Processed
£ Community Fire Safety Employees Support (50,000)
Management & Support Services Indirect Employees 50,000
allocation of various budgets as per CMT decisions
Fire Fighting & Operations Income (201,114)
Indirect Employees 190,000
Supplies and Services Equipment, Furniture & Materials 11,114
creation of National Resilience budget which has been carried forward
Community Fire Safety Income (67,014)
Employees Wholetime 51,403
Indirect Pay 15,611
creation of new BTEC budgets
Management Accounts as at 31st May 2010 161 14
162 Agenda Item No. 14
Humberside Fire Authority Report by the Chief Fire Officer & 25 June 2010 Chief Executive
REVIEW OF EMERGENCY RESPONSE STANDARDS
SUMMARY
1. This report outlines the outcomes of the two yearly review of the Authority’s Emergency Response Standards, introduced on 1 April 2008.
2. The review examined performance against those standards and any factors and assumptions in the original analysis, which may have changed since their introduction.
3. Outcomes of the review identified that all but the High Societal Risk Standard are being met, however, the review has identified that there has been a significant increase in the time being taken for operational personnel to turn out once mobilised and as such certain assumptions built in to the rationale for the response standards are no longer valid.
4. The recommendations proposed within this report take in to account new health and safety related working practices that have been introduced over the last two to three years, such as the donning of firefighting uniform prior to turn out.
RECOMMENDATIONS
5. Members note the outcomes of the review and approve the revised emergency response standard for High Societal Risk.
BACKGROUND
6. The Authority introduced new locally determined Response Standards on 1 April 2008. The current Standards are:
• Dwelling Emergency Response Standard – Two fire engines will be mobilised to dwelling fires. The first fire engine to be in attendance within the following times after being mobilised and the performance standard will be to achieve this on a minimum of 90% of occasions.
High and Very High Risk 8 Minutes Medium Risk 12 Minutes Low Risk 20 Minutes
The second fire engine on a predetermined attendance will be in attendance at the incident within 5 minutes of the arrival of the first fire engine on 80% of occasions.
• Road Traffic Collisions Emergency Response Standard - Two fire engines will be mobilised to road traffic collisions. The first fire engine will be in attendance within 15 minutes of being mobilised and the performance standard will be to achieve this on a minimum of 90% of occasions. The second fire engine on a predetermined attendance will be in attendance at the incident within 5 minutes of the arrival of the first appliance on 80% of occasions.
• The Emergency Response Standard for incidents that require the resources of 10 or more fire engines from the onset is - that the disposition of fire engines in the Service area will be arranged so that a minimum of 10 fire engines will be on scene at the incident within 45 minutes of the start of the incident.
• Societal Risk Emergency Response Standard - Two fire engines being in attendance within 7 minutes of receipt of a call on 90% of occasions.
163
7. The definition of high societal risk is an area that has a potential of a fire in buildings other than dwellings that may involve more than five fatalities. The only high societal risk identified in the Service is around the centre, north and west areas of Kingston upon Hull, between the hours of 0800 – 2000 hours, national research advised that multiple rescues should be implemented within 10 minutes of receipt of a call and as such the response standard should be higher to ensure sufficient initial resources at an incident. The geographical area is illustrated in Appendix 1 to this report, which also highlights the areas where the standard was failed.
8. Members should note that the high societal risk area can be reduced and possibly eliminated with focussed technical fire safety activity. This activity would involve targeted inspections of premises other than dwellings within the high societal risk areas with the aim of reducing the risk in those premises, whilst also obtaining qualitative information about the premises to improve the generic data within the Fire Service Emergency Cover (FSCE) toolkit, which supports the analytical work.
PERFORMANCE AGAINST RESPONSE STANDARDS
9. Over that last two years the Service has exceeded performance against all response standards except the High Societal Risk Standard. The table below outlines average performance over the last two years:
Performance against Response Standards Standard Performance
first appliance for dwellings in very high & high risk areas 90% 95.90% first appliance for dwellings in medium risk areas 90% 100% first appliance for dwellings in low risk areas 90% 100% first appliance for road traffic collisions in any defined risk areas 90% 92.90 second appliance 80% 91.4%
‘high societal risk’ 90% 55%
10 or more fire engines from the onset 100% 100%
HIGH SOCIETAL RISK STANDARD
10. The High Societal Risk Standard is measured from time of call, unlike all others, which are measured from time of mobilising. This makes this standard heavily influenced by call handling and turnout time.
11. Call handling is measured within Service Control and the target is 60 seconds on 75% of occasions, performance is currently at 77%, with an average call handling time over the last two years of 53 seconds, assumptions made in determining the response standards was a 60 seconds call handling time.
12. Turnout times from mobilising have increased significantly over the last two years due to health and safety related changes in working practices, such as donning firefighting uniform prior to turn out. The average turnout for WDS over that last two years for the Hull CPU stations is 90 seconds, assumptions made in determining the response standards was 60 seconds.
13. It must also be noted that the actual number of incidents within high societal risk areas is extremely small (24 in 2009/10); therefore failure rates quickly impact on the standard. During 2009/10 the standard was failed on 11 occasions, details around these failures are provided in appendix 2.
PROPOSALS
14. Having regard to slower turnout times due to changing working practice it is recommended that original assumptions are reviewed to reflect actual performance over the last two years, but also specific targets are set for both WDS and RDS to prevent further increases in turnout times.
164 15. All average turnout times over the last two years are shown in Appendix 3 to this report. These show an average WDS turn out time of 107 seconds, of concern however, is the 2009/10 average of 117 seconds, showing an average 21 second increase on 2008/09. The average RDS turnout over the two years is 5 minutes and 1 second, with and average of 5 minutes and 17 seconds during 2009/10 compared with 4 minutes and 46 seconds in 2008/09.
16. To raise the importance of prompt turnout times it is proposed to set the following targets for 2010/11 and will be reviewed annually:
• WDS average turnout of 90 seconds • RDS average turnout of 5 minutes and 30 seconds • Service Control average call handling time of 60 seconds
17. Due to changing assumptions it would be prudent to review the high societal risk standard by increasing the attendance time by 60 seconds to better reflect actual constraints due to adopted work practices associated with health and safety. It is therefore recommended that the High Societal Emergency Response Standard is revised:
• Two fire engines being in attendance within 8 minutes of receipt of a call on 90% of occasions.
18. All other emergency response standards shall remain as originally determined.
19. The Technical Fire Safety Section should focus resources within high societal risk areas to reduce the size of the identified areas.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
20. None arising directly
LEGAL IMPLICATIONS
21. None arising directly
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
22. None arising directly
CORPORATE RISK MANAGEMENT IMPLICATIONS
23. Risk Number C12 of Edition 3 of the Corporate Risk Register sets out clearly the need to strongly embed performance management across all tiers of the organisation.
HEALTH AND SAFETY IMPLICATIONS
24. None arising directly
COMMUNICATION ACTIONS ARISING
25. Performance targets associated with turnout times shall be communicated through Station Performance Plans and a revised emergency response standard will be outlined in the Authority’s 2010/11 Year 3 IRMP Action Plan, subject to Authority approval.
DETAILS OF CONSULTATION
26. None arising directly
165 RECOMMENDATIONS RESTATED
27. Members note the outcomes of the review and approve the revised emergency response standard for High Societal Risk.
F DUFFIELD
Officer Contact: ACO Phil Jackson 01482 567418 Assistant Director of Policy, Performance & Training
Humberside Fire & Rescue Service Summergroves Way, Kingston upon Hull - Ref; PJ/ Standards/HFA 2nd June 2010
166
Appendix 1 – High Societal Risk area and location of incidents, including failures
167
Appendix 2 – Background to Failures of High Societal Risk Standard 2009/10
Total number of failures - 11 Circumstances
These failures were influenced by the time taken for crews to mobilise once 7 they had been alerted by Service Control - the average time was approximately 2 minutes.
These failures were influenced by boith attending appliances being mobile on 3 other duties within their own station areas.
1 This failure was as a due to mobilisation of only one appliance as the call was received as a fire alarm, resulting in an initial reduced pre-determined attendance.
168
Appendix 3 – Average Turnout Times
Turn out times Wholetime Stations
Station 2008 2009 2 Yr Average Bransholme 0:01:20 0:01:39 00:01:29 Bridlington WT 0:01:25 0:01:44 00:01:34 Calvert Lane 0:01:26 0:01:43 00:01:35 Central 0:01:28 0:01:46 00:01:37 Clough Road 0:01:24 0:01:39 00:01:31 Cromwell Road 0:01:25 0:01:47 00:01:36 East Hull 0:01:21 0:01:38 00:01:30 Goole 0:01:31 0:01:55 00:01:43 Immingham East 0:01:36 0:02:05 00:01:49 Immingham West 0:01:42 0:02:09 00:01:56 Peaks Lane 0:01:28 0:01:42 00:01:35 Scunthorpe WT 0:01:33 0:01:44 00:01:38 Average 0:01:36 0:01:57 00:01:47
Retained Turnout Times
Station 2008 2009 2 Yr Average Barton 00:05:32 00:05:22 00:05:28 Beverley 00:05:46 00:06:39 00:06:11 Brigg 00:05:52 00:06:19 00:06:07 Brough 00:03:43 00:04:10 00:03:57 Cleethorpes 00:04:56 00:05:17 00:05:06 Crowle 00:03:57 00:04:45 00:04:22 Driffield 00:05:02 00:05:40 00:05:23 Epworth 00:04:42 00:04:49 00:04:46 Hornsea 00:06:00 00:06:25 00:06:14 Howden 00:04:33 00:05:08 00:04:51 Kirton in Lindsey 00:04:55 00:05:33 00:05:07 Market Weighton 00:04:06 00:04:36 00:04:20 Patrington 00:04:35 00:05:06 00:04:52 Pocklington 00:04:47 00:04:59 00:04:53 Preston 00:04:36 00:05:28 00:05:02 Snaith 00:04:14 00:04:40 00:04:26 Waltham 00:04:29 00:05:07 00:04:48 Winterton 00:04:10 00:04:24 00:04:16 Withernsea 00:04:33 00:05:07 00:04:52 Bridlington Rds 00:05:08 00:05:42 00:05:25 Scunthorpe Rds 00:04:35 00:05:32 00:04:56 Average 00:04:46 00:05:17 00:05:01
169
170 Agenda Item No. 15 Humberside Fire Authority Report by the Chief Fire Officer and 25 June 2010 Chief Executive
RESOURCE RELOCATION FROM HULL CENTRAL FIRE STATION
SUMMARY
1. Members will recall that the original Proposal 10b for the Integrated Risk Management Plan (IRMP) 2008-11 recommended the closure of Hull Central Fire Station and to relocate both fire engines and the Rescue Support Unit (RSU) to other fire stations within the City.
2. It was resolved at the Authority meeting on 25th July 2008 to retain 24 hour fire cover by one fire engine within Hull City Centre.
3. It was also resolved that until a suitable new site within Hull City Centre could be found to station the fire engine, the existing building be retained and that the second fire engine and the RSU are also retained at their current location.
4. Since that time a great deal of engagement has taken place with Hull City Council and other partners to identify a suitable site to establish a multi-agency location. To date there has been little tangible progress in moving this forward.
5. The recent review of the Authority’s Emergency Response Standards, reported elsewhere on the agenda, has reinforced the service delivery benefits of relocating the second fire engine and the RSU prior to a new site for Central Fire Station being established.
6. Relocating the second fire engine and the RSU in the life of the current IRMP and prior to the new Central Fire Station site been established would not compromise the Authority’s resolution to retain 24 hour cover by one fire engine in the City Centre.
7. If Members approve the early relocation then it is proposed to relocate the second fire engine to Calvert Lane Fire Station and the RSU to North Hull Fire Station. Both movements would have a positive impact on the Authority’s holistic emergency cover arrangements, which would result in one life saved every six years.
RECOMMENDATIONS
8. Members approve the early relocation of the second fire engine and Rescue Support Unit from Hull Central Fire Station to Calvert Lane and North Hull fire stations respectively, whilst retaining one fire engine at the current site to maintain 24 hour fire cover within the City Centre, until such a time as an alternative station site is agreed.
BACKGROUND
9. In 2008 Officers made a number of recommendations to the Authority to form proposals for their IRMP 2008-11. One of these proposals (10b) was to close Hull Central Fire Station and relocate both fire engines and the Rescue Support Unit (RSU) to other fire stations within the City.
10. At the Authority meeting of 25th July 2008 the Authority resolved to retain 24 hour fire cover by one fire engine within Hull City Centre.
11. It was also resolved that until a suitable new site within Hull City Centre could be found to station the fire engine, the existing building be retained and that the second fire engine and the RSU is also retained at their current location. 171
12. The resolution in full is detailed below
Resolved – (b) To retain Hull Central Fire Station until work is finalised, to retain one fire engine to provide 24 hour cover from a new site in Hull City Centre; this site preferably to be established in partnership with Hull City Council, Humberside Police, and/or such agencies as may be appropriate. After this new site is established, relocate the other fire engines to North and/or West Hull and dispose of the present facility.
13. Despite a great deal of engagement between Officers, Hull City Council and other partners to identify a suitable site to establish a multi-agency location there has been little tangible progress in moving this forward.
FIRE COVER IMPLICATIONS
14. The recent review of the Authority’s Emergency Response Standards, reported elsewhere on the agenda has reinforced the benefits of relocating the second fire engine and the RSU prior to a new site for Central Fire Station been established.
15. The review modeling using the Fire Service Emergency Cover (FSEC) toolkit has reaffirmed that if the second fire engine at Hull Central Fire Station was relocated to Calvert Lane Fire Station an overall improvement would be achieved in the predicted loss of life within the Service area as a whole.
16. The relocated fire engine would not only continue to provide fire cover for the City Centre but would also better improve the broader coverage for life risk for the West and Orchard Park areas of Hull as well as Barton upon Humber and areas of the East Riding.
17. This improvement in fire cover arrangements by re-locating the second fire engine from Central Fire Station to Calvert Lane Fire Station would result in one life saved every six years.
18. It can be seen in Appendix A that the second fire engine at Hull Central currently spends over 40% of its time supporting North Hull and West Hull fire engines, whilst reciprocating cover for Hull Central Fire Station can be as effectively provided by those neighboring stations and East Hull Fire Station as seen in Appendix B.
RESCUE SUPPORT UNIT (RSU)
19. The original rationale behind relocating the RSU from Hull Central Fire Station to North Hull Fire Station was based around the Road Traffic Collision profile for the north of the River Humber; the following routes are classified as medium to high risk roads A1079, A165 & A166. A RSU based at Scunthorpe supports incidents on the south bank. 20. The relocation of the RSU would allow quicker access to the main arterial routes out of Kingston upon Hull whilst still maintaining excellent access to the City’s ring road system.
21. As part of the review of the Authority’s Emergency Response Standards, further FSEC modeling has reaffirmed that if the RSU at Central was moved to North Hull an overall improvement would be achieved in the predicted loss of life from road traffic collisions within the Service area.
22. As can be seen in Table 1, over a three year period 78% of the incidents that the RSU responded to were outside Hull Central’s station area. Appendix C illustrates the geographical spread of incidents attended.
172 Table 1 Date Total Outside Area Inside Area %outside Area
2008 138 107 31 78%
2009 183 144 39 79%
2010 51 38 13 75%
372 289 83 78%
ANALYTICAL IMPACT OF MOVING THE RESOURCES
23. The analytical impact of relocating these resources is illustrated in the table below. The table illustrates a positive impact in all aspects of service delivery outcomes.
2nd Appliance moved to Base Case FSEC Output West and RSU Change 2009 moved to North Hull Dwellings 6.351503 6.314672 0.037 Fatalities Other Buildings 2.910597 2.849123 0.061 Fatalities Special Service 18.828327 18.73091 0.097 Fatalities Property £25,051,047 £25,023,320 -£27,727 Damage Cost of Fire & £25,800,800 £25,800,800 £0 Rescue Service Net Additional -£27,727 Cost Number of Additional Lives 0.173531 Saved 1 life saved per 6 x years
STRATEGIC PLAN COMPATIBILITY
24. This directly supports the strategic objectives of Responding quickly and effectively to emergencies when requested and Making the best use of the resources we have.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
25. There will be a need to alter personnel accommodation at Calvert Lane and North Hull fire stations prior to relocation.
LEGAL IMPLICATIONS
26. None arising directly.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
27. None arising directly
CORPORATE RISK MANAGEMENT IMPLICATIONS
173 28. Not directly identified on the Corporate Risk Register, however it is a requirement of the National Framework to keep under review an Integrated Risk Management Plan.
HEALTH AND SAFETY IMPLICATIONS
29. None arising directly.
COMMUNICATION ACTIONS ARISING
30. The relocation of appliances would be detailed within the Authority’s Year 3 IRMP Action Plan 2010/11.
DETAILS OF CONSULTATION
31. Prior to relocation there will be consultation with affected personnel.
BACKGROUND PAPERS AVAILABLE FOR ACCESS
Humberside Fire Authority – 25 July 2009 – Strategic Plan 2008-11
RECOMMENDATIONS RESTATED
32. Members approve the early relocation of the second fire engine and Rescue Support Unit from Hull Central Fire Station to Calvert Lane and North Hull Fire Stations respectively, whilst retaining one fire engine at the current site to maintain 24 hour fire cover within the City Centre, until such a time as an alternative station site is agreed.
F DUFFIELD Officer Contact: ACO Phil Jackson 01482 567418
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
Ref; PJ/FIRE COVER/HFA – 14th June 2010
Appendix A – Activity of Second Fire Engine at Hull Central Fire Station
174
The graph illustrates the level of activity outside its current station ground.
Appendix B – Map showing travel time isochrones from West, North and East Hull.
175
Green shows the 5 minute response area around Calvert Lane Fire Station
Blue shows the 5 minute response area around North Hull Fire Station
Red shows the 5 minute response area around East Hull Fire Station
The map illustrates that all aspects of the Hull City Centre can be reached within a 5 minutes travel time from Calvert Lane, North Hull or East Hull fire stations
176 Appendix C – RSU activity by geography
177
178 Agenda Item No. 16
Humberside Fire Authority Report by the 25 June 2010 Secretary/Director of Corporate Administration
STAGE 1 CONSULTATION/ENGAGEMENT STRATEGIC PLAN/IRMP 2011-14
SUMMARY
1. Further to the report considered by the Policy and Executive Committee on 11 June 2010 and at the Member Day on 15 June, this report sets out the preliminary outcome from Stage 1 of the consultation and engagement process, in support of developing a Strategic Plan and IRMP for 2011-14. Members will recall that a three- stage consultation and engagement process was agreed at the Special Meeting of the Authority on 20 April 2010. The three-stage consultation and engagement plan has been developed to help Members and Officers to develop the Strategic Plan and IRMP later this summer.
2. Stage 1 was primarily focused upon gaining the views of both staff and the public, around the plans for the future, i.e. what the Service could look like. Staff were also given the potential areas of the IRMP and Strategic Plan recently discussed by Members at the April meeting, by way of example. As such, this first stage is very much about getting staff and the public involved to shape the future of the Service.
3. Stage 1 has now concluded and the feedback has been reviewed. This report therefore sets out the feedback from Stage 1.
4. Stage 1 has revealed a real sense of interest by the public in the Service and wanting to be involved. It has also revealed that the public are not always sure of the services currently provided by the Authority. Staff are pleased that they are being given the opportunity to contribute although some feel that their opinions are not being heard. It seems there is confusion as to what the Strategic Plan options involve and many staff would like further information about all proposals.
5. Separately, by way of background information, Members will receive a Stage 1 Feedback booklet, which details the activity and breakdown of engagement. A copy of Siren Extra is also included which explains the consultation/engagement process and the initial discussion of Members arising from the Strategic Plan and IRMP being developed by Officers.
RECOMMENDATIONS
6. The Fire Authority is asked to consider this report.
CONSULTATION/ENGAGEMENT – THREE STAGES
7. The purpose of Stage 1 was primarily to seek the initial views of both the public and staff, with more of a ‘blank sheet of paper’ approach, while sharing the initial thoughts with all staff around the Strategic Plan/IRMP. The paper received by Members at the Special Meeting on 20 April 2010 concerning the IRMP had also been widely debated with the Community Protection Units (CPUs). Stage 2 will commence in early July through to late August/early September. The outcomes of Stage 2 will inform the final Strategic Plan/IRMP which will go to the Authority on 28 September 2010 for approval to commence formal consultation.
179 STAGE 1 – PROCESS AND RESPONSE
8. Stage 1 was facilitated by Paul Drury, Consultation & Engagement Officer within the Corporate Communication team. Two questionnaires were used, for public and staff engagement. These can be seen in the Stage 1 Feedback booklet.
9. During Stage 1, staff were visited across the Service to discuss the broad proposals (outlined to Members at the April meeting of the Authority) and other ideas they had which could help to shape the future of the Service. Staff were asked what their three main priorities are for the Service, what they think the Service does well/could do better, their thoughts on the Strategic Plan and IRMP proposals and what they want the Service to look like in the future.
10. Staff engagement activity included:
• Visits to 15 individual watches, both Wholetime and RDS, at stations across the Service by the Consultation and Engagement Officer. All remaining stations will be visited by early August 2010;
• Visits by the Consultation & Engagement Officer to Fire Safety Advocates and other CPU staff at all four CPUs;
• Two drop-in sessions held at Service HQ to allow staff to drop in when convenient to them to discuss the emerging Strategic Plan and IRMP with the Consultation & Engagement Officer;
• Visits to Waterside, Worship Street and the workshops;
• Questionnaires sent to staff Service-wide to ensure that everyone had an opportunity to complete one regardless of whether they took part in a session with the Consultation & Engagement Officer;
• The Corporate Administration Directorate at its recent away day discussed the future of the Service, providing feedback as part of Stage 1;
• An area on the Portal established in December 2009 for staff to anonymously ask questions regarding the Strategic Plan and IRMP. The questions are answered by the appropriate senior manager and a response is then posted on the Portal which is available for all staff to view. These are included in the Stage 1 Feedback booklet.
11. So far, 78 questionnaires have been completed by staff (64 from operational staff and 14 from non operational staff). Of these, 12 members of staff have signed up to take part in the focus groups which will take place in stages 2 and 3.
12. The Consultation & Engagement Officer has attended 12 public events across the Service area to raise awareness of the Service and to engage the community to seek their views on how we deliver our services, what they think our top priorities should be and how we could improve. Detail of all activity is included in the Stage 1 Feedback booklet.
13. The target groups have been determined through close working with CPUs, local authorities and partner agencies in a bid to reach all communities within the Service area. Stage 1 has seen a diverse representation of communities within the area in which we work, including:
• young parents • families • the elderly and over 50s • motor cyclists 180 • young people • the Muslim community • businesses • fathers • other members of the community
14. Events included family fun days, visits to leisure centres and supermarkets, youth engagement groups, galas, meetings and various community events. Detail of the engagement activity and the members of the public who took part in each CPU area is detailed in the Stage 1 Feedback booklet.
15. The focus of the engagement activity was to ensure quality engagements were achieved, as supposed to aiming for a quantity response. In total, 416 questionnaires have been completed by members of the public:
• 243 resident in East Riding • 57 residents in Hull • 23 residents in North Lincolnshire • 42 residents in North East Lincolnshire • 51 residents did not state where they live
16. Including those who signed up during the Precept consultation, 116 members of the public have signed up to take part in the focus groups which will take place in stages 2 and 3, with a further 70 who would be happy for us to contact them in the future. The residents who have signed up to take part in the focus groups are from the following CPU areas:
• 74 East Riding residents • 17 Hull residents • 9 North Lincolnshire residents • 13 North East Lincolnshire residents • 3 residents outside the Humberside Fire & Rescue Service area
17. Each engagement was a ten minute face to face interview, to ensure members of the public understood what we were doing and to give them time to ask questions. Throughout Stage 1, only four people declined to complete the questionnaire. At all the community events which we have attended, Fire Safety Advocates, school liaison staff and other CPU staff have been invited to attend with the Consultation & Engagement Officer to provide safety advice to the community and to ensure there is a joined up service delivery. On a number of occasions, firefighters from the Personal Reserve System took part in the public engagement activity which proved successful not only in encouraging members of the public to participate, but to also raise awareness amongst operational members of staff of the work which is being done to engage with our communities.
STAGE 1 – INITIAL OUTCOMES
18. Stage 1 has been completed, although in reality Stage 1 will develop into Stage 2 and, as such, there is no cut off in terms of the planning engagement/consultation.
19. The level of response from staff in this first stage has been somewhat positive however it is evident from discussions which have taken place during the engagement activity and the responses from some staff that more work needs to be done to raise awareness of what the proposals mean and how they could potentially affect staff.
181 20. When asked what their three main priorities for the Service were:
Priority 1: 64% of staff stated operational duties; 33% stated community support Priority 2: 65% of staff stated community support; 23% stated operational duties Priority 3: 80% of staff stated community support
21. When asked what they think the Service does well:
• 59% of staff stated operational duties • 25% of staff stated community support
22. When asked what they thought the Service could do better 47% of staff said communication with staff and the public.
23. Of the 78 questionnaires completed by staff, 59 completed the question regarding their views on the Strategic Plan proposals (43 operational staff, 16 non operational staff). To summarise the feedback from this question:
• staff appreciate that there may be clear opportunities to collaborate with other regional authorities and partners, which may contribute to cost efficiencies;
• questions were raised around the new ways of working and how this may be cost effective;
• a small number of staff considered the proposals to be purely part of a money saving exercise;
• and a number of staff did not fully understand the proposals.
24. It is difficult to outline a common theme with such a low number of responses, however it is anticipated that more returns will come in Stage 2 as we learn from Stage 1 and give a clearer picture as to what the proposals mean for the Service and its staff.
25. When asked for their views on the IRMP proposals, 56 members of staff responded (49 operational, 7 non operational). The overarching theme of the comments received relates to frontline cuts and how these may impact on operational staff levels, particularly the affect on firefighter safety. There have been significantly more negative comments in relation to the IRMP as supposed to the Strategic Plan, however it should be borne in mind that the level of understanding around the IRMP seems to be a lot higher than that of the Strategic Plan. The most common proposal which was mentioned was the crewing of fire engines with four personnel on all WDS fire stations. Feedback on this proposal was mostly negative and was in relation to safety. Other options which staff mentioned, both positively and negatively, were Technical Rescue Fire Stations, small fires unites, a reduction of FDS and development of community fire stations. A full breakdown of this feedback can be found in the Stage 1 Feedback booklet.
26. A number of staff commented that options are always focusing on the frontline, rather than non-operational staff. This shows that there is a need to more clearly explain the proposals surrounding the Strategic Plan.
27. Looking ahead to 2014 and beyond, 59 members of staff (48 operational, 11 non- operational) commented on how they would like to see the Service develop. Many suggestions were given, with no significant single theme. There were however a number of sub-themes on which the staff have made comments:
• staff realise there are financial implications ahead and that the Service must continue to be able to deliver a professional and fully trained fire and rescue service; 182
• staff feel there must be a focus to maintain the operational element of the Service and reduce the non operational element however this must be put into context as they majority of feedback was from non operational staff;
• operational staff would like to see more uniformed staff on stations, more sustained training for operational staff and improved local resources in relation to the needs of the community;
• relations between RDS, WTD and non operational staff need to improve;
• communication with staff and the communities we serve needs to improve;
• some staff feel there is a need to modernise and improve research and procure better equipment. A full breakdown of the questionnaire responses from staff can be found in the Stage 1 Feedback booklet.
28. Staff have been asking questions on the Portal and via the questionnaires. Some of the questions have been very positive, making suggestions surrounding the proposals and also new ideas. Examples include suspending all non-risk critical training expenditure and more radical consideration around crewing. Other questions include concerns around firefighter safety, development opportunities and job security. These questions are contained within the Stage 1 Feedback booklet.
29. There has been an excellent response from the public, with a willingness to become involved in Stages 2 and 3, in respect of creating focus groups.
30. When asked what they feel the Service does well, it is not surprising that the predominant theme from the feedback is that we save lives, attend fires and provide an efficient operational service. A second robust theme is the work we do in our communities, such as home fire safety checks, school intervention and general safety information which we provide.
31. When asked what they would like us to do differently, many residents suggested that the Service continues as it is, however a significant number suggested that the Service undertakes more community work and communicates messages to local residents, raising awareness through community events and local groups.
32. Of the residents who took part in Stage 1, the majority have not had any contact with the Service. When asked about what they would like to see if they could design their own service, many residents felt that they did not have sufficient knowledge of the Service to make comment or decide on an ideal service. It should be noted however that many respondents did suggest the idea of using the fire stations as community buildings and provide more opportunities for community involvement. This includes establishing more local fire stations across the Service area.
33. The overall message coming out of the Stage 1 public engagement is that residents want to continue to see a professional fire and rescue service, yet see it developed to suit the needs of the communities which it serves. Residents want to be part of our future plans and this has been supported by the fact that 186 residents have signed up to take part in the focus groups.
NEXT STEPS – STAGE 2
34. It is important to demonstrate that the Authority listens to the views of the public and staff and provides feedback accordingly. A second edition of Siren Extra will be developed to update staff on the feedback received in Stage 1, how this feedback will be used to develop the proposals, what Stage 2 will look like and how they can participate. Stage 2 will commence in early July until early September. To raise awareness of this next stage and to feedback to members of the public what 183 happened in Stage 1, PR will be used to generate media coverage across the Service area. An area on the new Service website will also include a feedback summary and information on Stage 2. Updates will be provided to all those who have signed up to take part in the focus groups to ensure they stay engaged and willing to participate.
35. During Stage 2 we will continue to engage with both staff and the public as per Stage 1 however in Stage 2 we will be taking the Strategic Plan and IRMP options out to the public. Focus groups will also begin in this stage. A schedule of visits to both staff and the community is outlined in the Stage 1 Feedback booklet. The target audience will be focused on BME, rural, elderly and young people. As well as attending events to engage with members of the public, questionnaires will also be made available at all fire stations, Service Headquarters and online on the Humberside Fire & Rescue Service website.
36. It is important that when engaging with the public the options being discussed are meaningful and fully understandable. The proposals for the Strategic Plan and IRMP must be presented in a way that outlines what these will mean for the community. Learning from Stage 1, it is clear that this information is presented clearly and simply. Communication to staff will be developed to ensure greater understanding of the Strategic Plan options and the impact of the IRMP options are understood by both operational and non operational members of staff.
37. During Stage 1, a number of members of staff requested visits by senior managers to give them an opportunity to have more in depth discussions and ask questions. This feedback has been taken on board and starting in August and September a programme of visits to all watches at all stations by members of CMT will take place to discuss the Strategic Plan and IRMP proposals.
STRATEGIC PLAN COMPATIBILITY
38. This report directly supports the establishment of a Strategic Plan 2011-14.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
39. Value for money is a key element of the emerging Strategic Plan.
LEGAL IMPLICATIONS
40. None arising directly.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
41. No actions arising.
CORPORATE RISK MANAGEMENT IMPLICATIONS
42. This report is part of the Action Plan (management/mitigation actions) under Corporate Risk/Opportunity CO17.
HEALTH AND SAFETY IMPLICATIONS
43. None arising directly.
COMMUNICATION ACTIONS ARISING
44. As outlined in the report.
184
DETAILS OF CONSULTATION
45. As outlined in the report.
BACKGROUND PAPERS AVAILABLE FOR ACCESS
46. Strategic Plan/IRMP paper April Fire Authority Consultation paper April Fire Authority
RECOMMENDATIONS RESTATED
47. Members are asked to consider this report.
R GRAHAM
Officer Contact: Laura Holmes 01482 567466 Corporate Communications Manager
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
RG/LH/SJ 18 June 2010
185
186 Agenda Item No. 17
Humberside Fire Authority Report by the Chief Fire Officer and 25 June 2010 Chief Executive
ORGANISATIONAL ASSESSMENT 2010
SUMMARY
1. Members will recall a report at the last cycle of Authority meetings regarding the outline timetable for the Service’s Managing Performance Assessment 2010 and evidence submission deadlines.
2. Members will also recall that Managing Performance and Use of Resources are themes of the Organisational Assessment, which forms part of the Comprehensive Area Assessment (CAA) framework that was introduced on 1st April 2009.
3. Since that report and following the new Coalition Government’s decision to abolish Comprehensive Area Assessment, it has been confirmed that the Audit Commission are to suspend all activity supporting this framework forthwith. As a consequence the Managing Performance assessment will not now take place.
4. A further consequence will be that there will be no published scoring outcomes for the Use of Resources theme or for the overall Organisational Assessment for 2010.
5. In accordance with the statutory Code of Practice, the appointed auditor will still give a value for money conclusion alongside their opinion on the financial statements. The auditor will report any significant findings in the annual audit letter but will not be reporting a score for the use of resources.
6. Whilst it is still unclear as to the level of regulation moving forward, the Service will continue to maintain it’s now well developed self assessment and performance management processes to drive improvement.
7. In particular the approaches taken by the Service are well suited to Peer Review/Challenge processes, which are likely to feature strongly in future assurance frameworks.
8. Future reports will be submitted to Members once greater clarity emerges regarding sector led or regulatory assurance frameworks.
RECOMMENDATIONS
9. That Members note the immediate intention of the Audit Commission to cease assessment activity in support of the Comprehensive Area Assessment framework and that Members take assurance of the continued Service approaches to drive improvement.
ORGANISATIONAL ASSESSMENT
10. The Organisational Assessment of individual fire and rescue services, combined the appointed auditor’s assessment of value for money (the use of resources theme) with an assessment of the fire and rescue service’s performance (through the managing performance theme) in to a single judgement.
11. Work on the Use of Resources element gas been completed, whilst the Managing Performance assessment was due to take place in June.
187 12. Following the new Coalition Government’s decision to abolish Comprehensive Area Assessment, it has been confirmed that the Audit Commission are to suspend all activity supporting this framework forthwith. As a consequence the Managing Performance assessment will not now take place.
13. A further consequence will be that there will be no published scoring outcomes for the overall Organisational Assessment for 2010. However, in accordance with the statutory Code of Practice, the appointed auditor will still give a value for money conclusion alongside their opinion on the financial statements. The auditor will report any significant findings in the annual audit letter but will not be reporting a score for the use of resources.
14. Despite there being no scoring outcomes for 2009/10, Members should note that the draft Use of Resources scores provided by the Audit Commission, showed an encouraging improvement on the previous year. The draft scores are detailed in Appendix 1 to this report.
15. Whilst it is still unclear as to the level of regulation moving forward, the Service will continue to maintain it’s now well developed self assessment and performance management processes to drive improvement. These approaches are well suited to Peer Review/Challenge processes, which are likely to feature strongly in future assurance frameworks.
16. Members will be kept informed of future developments around sector led or regulatory assurance frameworks once greater clarity emerges.
STRATEGIC PLAN COMPATIBILITY
17. This directly supports the strategic objective Making the best use of the resources we have.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
18. None arising directly
LEGAL IMPLICATIONS
19. None arising directly.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
20. None arising directly
CORPORATE RISK MANAGEMENT IMPLICATIONS
21. Risk Number 012 Edition 3 of the Corporate Risk Register details the embedding of a performance management culture which links directly to response to external audit.
HEALTH AND SAFETY IMPLICATIONS
22. None arising directly.
COMMUNICATION ACTIONS ARISING
23. None arising directly
DETAILS OF CONSULTATION
24. None applicable
188 BACKGROUND PAPERS AVAILABLE FOR ACCESS
Audit, Scrutiny and Performance Committee – 6 April 2010 – Organisational Assessment 2010
RECOMMENDATIONS RESTATED
25. That Members note the immediate intention of the Audit Commission to cease assessment activity in support of the Comprehensive Area Assessment framework and that Members take assurance of the continued Service approaches to drive improvement.
F DUFFIELD
Officer Contact: ACO Phil Jackson 01482 567418
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
Ref; PJ/CAA/OA/HFA
10th June 2010
189 190 Appendix 1 – Draft Use of Resources Scores
Kloe 1.1 Draft score 2 (elements of 3) (does the organisation plan its finances to deliver its strategic priorities and secure financial health)
Kloe 1.2 Draft score 2 (understanding of costs and performance and achieve efficiencies)
Kloe 1.3 Draft score 3 (financial reporting timely, reliable and does it meets needs of users, stakeholders and local people)
KLOE 1 Overall 2
Kloe 2.1 Draft score 2 (services which are tailor made to local needs to meet sustainable outcomes and VFM)
Kloe 2.2 Draft score 2 (but more testing needed and could be a 3) (Production of reliable data and info to support decision making and performance)
Kloe 2.3 Draft score 3 (promote and demonstrate principles and values of good governance)
Kloe 2.4 Draft score 3 (manage its risks and maintain a sound system of internal control)
KLOE 2 Overall 2/3
Kloe 3.1 Draft score 2 (but more follow up, elements of 3) (Making effective use of its natural resources)
Kloe 3.3 remains 2 (and this is dominant score and will form part of this year again)
KLOE 3 Overall 2
All sub Kloe were scored at 2 for 2008/09
Overall Use of Resources 2009/10 draft score is therefore an ‘adequate’ 2 same as 2008/09
191
192 Agenda Item No. 18
Humberside Fire Authority Report by the Deputy Chief Fire 25 June 2010 Officer and Director of Policy, Performance & Training
OPERATIONAL ASSESSMENT – PEER REVIEW
SUMMARY
1. Members will recall that Humberside Fire and Rescue Service underwent a Peer Review of Operational Assessment between 22nd and 24th March 2010. The initial outcomes of that review were reported to Members at the April Authority meeting.
2. The final Peer Review Team report has now been received and is attached as Appendix 1 to this report.
3. The report reaffirms the primary outcome of the review that Humberside Fire and Rescue Service is operationally effective and the peer review team was of the opinion that it is meeting its statutory duties.
4. Existing Operational Assessment improvement plans will be kept under review to support continuous improvement and to maintain the Authority’s self assessment up to date.
RECOMMENDATIONS
5. Members consider the contents of the report and takes assurance of the ongoing operational assurance process.
BACKGROUND
6. Humberside Fire and Rescue Service (HFRS) recognise that it is good practice to complete and maintain a self assessment to provide operational assurance and verify that assessment through a robust internal and external peer review process.
OPERATIONAL ASSESSMENT PEER REVIEW
7. Humberside Fire and Rescue Service (HFRS) invited the Improvement Development Agency (IDeA) to facilitate a Peer Review of Operational Assessment during Week commencing 22nd March 2010. The review team was led by Councilor Chris Bulteel, Chair of Dorset Fire Authority and Chief Fire Officer Darran Gunter also of Dorset Fire & Rescue Service.
8. The Peer Review Team complimented the Service on its approach to and presentation of its self assessment. In particular the organisation has produced a self-assessment that demonstrates that it is self aware. . 9. The Peer Review Team comprised of five accredited peers from other Services and a Review Manager from IDeA:
10. Initial feedback was provided by the Review team to strategic managers at the conclusion of the review. These outcomes were reported to Members at the April Authority meeting.
11. The final Peer Review report has now been received, which formally confirms those outcomes. The report is attached in Appendix 1 of this report.
193
OUTCOMES OF THE PEER REVIEW
12. The primary outcome of the review was that HFRS is operationally effective and the peer review team was of the opinion that it is meeting fully its statutory duties.
13. The Operational Assurance Manager will liaise at a tactical level to keep under review the Operational Self Assessment and ensure that operational assurance improvement planning is maintained. It is the intention that updates on progress of improvement planning associated with operational assurance will be provided via the Organisational Performance Group to Members on a six monthly basis
STRATEGIC PLAN COMPATIBILITY
14. Operational assurance supports all objectives detailed in the strategic plan.
FINANCIAL IMPLICATIONS
15. The CFOA guidance requires that each FRA funds its own Peer Review process. A Peer Review is valid for a maximum period of three years. The ongoing cost of the process must be considered within future budget planning. . VALUE FOR MONEY IMPLICATIONS
16. None arising directly.
LEGAL IMPLICATIONS
17. None arising directly.
EQUALITY AND FAIRNESS IMPLICATIONS
18. None arising directly.
CORPORATE RISK MANAGEMENT IMPLICATIONS
19. Risk Number C12 of Edition 3 of the Corporate Risk Register sets out clearly the need to strongly embed performance management across all tiers of the organisation.
HEALTH AND SAFETY IMPLICATIONS
20. None arising directly.
COMMUNICATIONS ACTIONS ARISING
21. None arising directly.
DETAILS OF CONSULTATION
22. None.
BACKGROUND PAPERS AVAILABLE FOR ACCESS
23. HFA Paper OpA Peer Review – April 2010
HFRS Operational Assessment – Self Assessment - March 2010
IDeA – HFRS Operational Assessment Peer Review Report – June 2010
194
RECOMMENDATIONS RESTATED
24. Members consider the contents of the report and takes assurance of the ongoing operational assurance process.
R HANNIGAN
Officer Contact: ACO Phil Jackson 01482 567418 Asst Director of Policy, Performance and Training
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
PJ/HFA/10 13th June 2010
195
196 Appendix 1
Operational Assessment Peer Review
Humberside Fire and Rescue Service
March 2010
197 Table of contents :
Executive summary ...... 3
Key recommendations...... 4
Background...... 9
Context...... 12
Protection...... 19
Response...... 22
Health and safety ...... 24
Training and development ...... 26
Call management and incident support ...... 31
Cross cutting themes ...... 33
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198 Executive summary
1. Humberside Fire and Rescue Service (HFRS) is operationally effective and where evidence has been provided the team is of the opinion that it is meeting its statutory duties. 2. HFRS works well with partners across its communities and is well respected. 3. The team were impressed by the commitment and enthusiasm of all the staff and the members that they met. The Review Team is of the opinion that elected members and staff are eager to move the organisation forward and in order to achieve this, effective and focused leadership, both professional and political is essential. 4. HFRS has produced a self-assessment that demonstrates that it is self aware in terms of the Operational Assessment toolkit. A number of policies and initiatives are relatively new and therefore it has not been possible to obtain an informed view on their effectiveness. However, the work that has recently begun to review the Integrated Risk Management Plan (IRMP) provides a unique opportunity to strengthen and bring together a shared, intelligence driven, vision together with strong programme management to develop and deliver a transformational IRMP for 2011-2014. 5. As is usual with this type of report there are a number of areas identified by the Review Team that HFRS could consider in order to improve its service delivery.
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199 Key recommendations
6. The recommendations of the peer Review Team are set out under the main themes of the operational assessment’s key lines of enquiry (KLOEs) plus cross cutting themes, as follows:
Community risk management 6.1 Continue the pattern of increasing engagement in IRMP development by greater involvement of elected members, staff and partners. 6.2 Take more account of information relating to societal risk and community demography to build a “story of place” that informs IRMP development and strengthens a person centred approach. Prevention 6.3 Ensure that HFRS’s partnership evaluation process and toolkit are robust and are used to undertake regular evaluation of partnerships to identify those that should be maintained and those from which HFRS should withdraw. 6.4 Consider working with partners to develop robust referral and multi agency working to reach those most at risk through a single point of delivery. Protection 6.5 Improve engagement with stakeholders, for example in the business sector, in the design of Protection policy. 6.6 Further develop the skills and knowledge of operational crews to enhance their level 1 audits. 6.7 Ensure that the sharing of knowledge between Prevention, Protection and Response is clearly understood at all levels of the Service. 6.8 Ensure there is sufficient resilience, including arrangements for succession planning, to support the specialist technical fire safety roles within the central Protection department. Response 6.9 Develop a fully integrated approach to reducing risk as it changes its focus from Response to Prevention and communicate this clearly across all levels of the Service. 6.10 Consider whether the integration of Whole-time Duty Staff (WDS) and Retained Duty Staff (RDS) is applied consistently across the Service.
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200 6.11 Review the improvement plans for Response in consideration of the advanced KLOE requirements.
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201 Health and safety 6.12 Consideration should be given as to how the reduced sickness levels for operational employees can be achieved with ‘green book’ employees. 6.13 Consideration needs to be given as to how HFRS can provide the assurance that risk critical information is received and understood by the relevant employees. 6.14 Consideration should be given as to how the Service will achieve independent validation of its health and safety management system.
Training and development 6.15 Comprehensive strategy for the acquisition, assessment and assurance of incident command competence should be developed. 6.16 The Personal Development Review (PDR) process should be strengthened and consideration given to extending a PDR process to elected members. 6.17 Assurance methods should be developed to provide validation of frequency and completion of learning and developments within LearnPro and PDRPro. 6.18 Role Development Programmes should be implemented for all operational roles in the Service. 6.19 The Personal and Organisational Development (POD) Directorate Plan and POD Strategy should be strengthened by the development of SMART (Specific, Measurable, Achievable, Realistic, Timed) outcomes in relation to the objectives and priorities that drive the plan. 6.20 Further strengthen the accountability and effectiveness of the various sections of the POD Directorate through meaningful and measurable local performance indicators. 6.21 Arrangements for succession planning for key staff should be introduced. 6.22 Recommendations to enhance a number of specific training areas (for example trauma, maritime and hazardous materials, etc) are included in the body of the report. 6.23 The annual Training Needs Analysis (TNA) should be informed by the requirements of Personal Action Plans (within the PDR process) and workforce planning.
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202 6.24 Consider the development and delivery of future culture and change programmes to enable required organisational development.
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203 Call management and incident support 6.25 Introduce training for staff on dealing with poor performance. 6.26 The provision of role development programmes should be extended to Service Control posts.
Cross cutting themes 6.27 Continue the initiatives that are under way to embed equality and diversity across the organisation and to ensure that a corporate approach is taken to Equality Impact Assessments (EIAs), positive action etc. 6.28 Use equality mapping to develop a corporate “Story of Place” to ensure HFRS is effectively reaching all groups in Humberside and providing appropriate services. 6.29 Continue a dialogue with the local authorities to emphasise the importance and value of continuity for members on the Fire Authority. 6.30 Implement a corporate approach to programme and project management. 6.31 Implement the revised Communications Strategy and action plan devised by the new Communications Manager. 6.32 Review the effectiveness of the Corporate Information Portal (CIP) and explore the options for upgrading the ICT network 6.33 Consider strategies to strengthen staff trust and provide transparency of communications. This could include open seats at Corporate Management Team (CMT) and Policy Advisory Group (PAG), regular and structured visits by senior managers and members to workplaces, holding senior meetings at stations, strengthening the role of lead members etc.
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204 Background
7. In February 2010, as part of the new performance framework for Fire and Rescue Services (FRS) within the Comprehensive Area Assessment (CAA) arrangements, Humberside Fire and Rescue Service (HFRS) completed a self assessment against the toolkit for operational assessment developed by the Chief Fire and Rescue Advisor (CFRA) and the Chief Fire Officers Association (CFOA). This was followed, in March 2010, by an operational assessment peer review to test this self assessment. 8. It was recommended by CFOA and approved by Fire Services Management Committee of the Local Government Association that CFOA and the Improvement and Development Agency (IDeA) operate a partnership approach that included developing the already established IDeA local government peer review process to fully meet the fire and rescue sector requirements. The peer review process is designed to help a fire and rescue service assess its current achievements and its capacity to change. The peer review is not an inspection. Instead it offers a supportive approach, undertaken by friends – albeit ‘critical friends’. It aims to help an FRS identify its current strengths, as much as what it needs to improve. 9. The basis for this review is the draft toolkit for operational assessment developed by CFRA and CFOA. The key lines of enquiry (KLOE) are: • Community risk management • Prevention • Protection • Response • Health and safety • Training and development • Call management and incident support.
10. The members of the peer Review Team were:
Cllr. Chris Bulteel, Chair of Dorset Fire Authority Darran Gunter, CFO, Dorset FRS Darryl Longson, Head of Integrated Risk Management, Derbyshire FRS Rick Hylton, Head of Community Safety, Cambridgeshire FRS Suzanne Pender, Equality Officer, Cumbria FRS
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205 Greg Goold, Review Manager, IDeA
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206
11. The team was onsite from 23rd – 26th March 2010. The programme for the onsite phase included activities designed to enable members of the team to meet and talk to a range of internal and external stakeholders. These activities included:
• interviews and discussions with councillors, officers and partners • focus groups with partners, middle managers and frontline staff • visits to fire stations, control room and training facilities etc • reading documents provided by the FRS, including a self- assessment of progress against the operational assessment KLOEs.
12. The IDeA would like to extend its thanks to all HFRS staff for their hospitality and cooperation before and during the visit and for their assistance in organising the review.
13. Our feedback to HFRS on the last day of the review gave an overview of the key messages. This report builds on the initial findings and gives a detailed account of the review. The report is structured around the seven areas of the KLOEs listed above plus a group of cross cutting issues that cover more than one KLOE.
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207 Context
14. Humberside Fire Authority (HFA) provides a fire and rescue service to the local authority areas of Kingston upon Hull, East Riding of Yorkshire, North Lincolnshire and North East Lincolnshire. HFRS is organised into four Community Protection Units (CPUs) which match the council boundaries. 15. The Humberside Fire and Rescue Service (HFRS) covers 1,356 square miles, with a population of some 900,000 people. The area is very diverse; over half the population live in market towns and rural locations, meaning that agriculture is a key part of the areas prosperity. In contrast the area also has large industrial and fishing towns that have grown around key ports and industry. Hull is the 12th largest conurbation in England with over 50 different languages spoken. 16. The main centres of population are the City of Hull and the towns of Grimsby and Scunthorpe, which include areas with high levels of unemployment and deprivation. The area also includes the Humber Estuary and rural areas, such as the Yorkshire Wolds in the North, the Vale of York in the West and the Lincolnshire Wolds in the South. 17. There are varied risks HFRS need to manage. These include high technology petrochemical industries, Humberside International Airport, the Humber ports of Immingham, Grimsby, Goole and Hull, handling more trade with Europe than any other British port, farmlands, hospitals, and many residential areas. 18. Major industries include large petrochemical complexes, natural gas storage, shipping, pharmaceuticals and food production. Almost a quarter of the UK’s seaborne trade passes through the ports. This means over 40,000 ship movements a year including 25% of the country’s refined petroleum products. Cargo is moved via the road, rail, canal and river networks through the Humber area and onwards to all parts of the UK. Every year half a million people fly from Humberside Airport and major passenger ferries ship over a million people to the shores of Europe and beyond. 19. There are also risks on the roads in the area, particularly on the M62 and M180 motorways and in the rural areas of the East Riding of Yorkshire and North Lincolnshire. The north bank of the Humber experienced serious flooding in 2007. 20. To meet these challenges the HFRS operational service is delivered through 31 fire stations, 12 Whole-time Duty System (WDS) and 19 Retained Duty System (RDS). HFRS employ approximately 1300 staff of which 650 are WDS fire fighters, approximately 350 are RDS fire
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208 fighters, 31 are Control Room staff and 270 are professional, administrative and technical staff.
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209 21. The delivery and improvement priorities in the Strategic Plan 2009- 12 are: • To prevent loss of life and injuries from emergency incidents • To reduce risk in our communities • To respond quickly and effectively to emergencies when requested • Making the best use of the resources we have • Increasing our capacity for Prevention activity • Establishing new ways of working • Continuing to develop our committed, flexible and skilled workforce. 22. The total revenue budget for the service in 2009/10 is £48.33 million, with an additional capital programme of £3.718 million.
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210 Community risk management
Strengths • Lessons have been learnt from 2008 and plans are in place for a more inclusive approach to development of the IRMP for 2011-14 • There is risk analysis in place and this has enabled the Service to make resource available to Community Safety • The implementation of projects such as the Road Traffic Collision (RTC) equipment upgrade is improving outcomes.
Areas for consideration • There is a unique opportunity to use all intelligence (particularly of partners) to build and shape a future picture of place • HFRS needs to ensure that the cultural shift, from an emphasis on Response to a focus on Prevention, continues to ensure a fully integrated approach to community risk management • There is a need for more formal project and programme management to ensure the delivery of current projects and the sustainability of future IRMP projects • There is an opportunity to develop the engagement, assurance and scrutiny arrangements around the implementation of the 2011-2014 IRMP.
23. Key lessons have been learnt from the difficulties encountered during the development of the 2008-2011 IRMP. At that time members were not involved in the development of the IRMP proposals and as a consequence some proposals were not accepted by the Fire Authority. However, increased engagement and consultation of both staff and members has resulted in the 2011-2014 IRMP development process being much more transparent and “owned” by a broader constituency. 24. In addition, there is evidence of horizon scanning and the integration of wider community strategic plans in the development of the IRMP, for example the decision to improve the equipment to deal with bariatric patients. 25. However, the Review Team believe that there is now an opportunity to consider even greater engagement of stakeholders and partners in the development of the IRMP to ensure that it is aligned with other medium term plans within the unitary authority areas.
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211 26. It was the observation of the Review Team that HFRS, had recognised the need to ensure a more balanced approach to Response and Prevention. There is evidence that the Service is shifting resource from Response to Prevention. There is an opportunity within the development of the 2011-2014 IRMP to ensure this cultural shift is maintained. 27. There is effective risk analysis in place in relation to the use of historical, current and predicted data from a Response perspective. This has resulted in some rebalancing of resources and there are good examples of Response resource being reallocated to Community Safety. However there is no apparent “story of place” for the Humberside area and there appears to be a lack of clear vision in relation to Community Safety in relation to its link to the IRMP for 2011-14. The Review Team believe that the Service would benefit from enhanced risk analysis processes for Prevention and Protection, to include societal risk and community demography, resulting in a more informed and integrated IRMP. 28. Several projects have been implemented as a result of the IRMP. Projects such as the Road Traffic Collision (RTC) upgrade of equipment have delivered positive outcomes in the community by improving extrication times for victims of RTCs within Humberside. However, the Review Team believe that the development of more formal and consistent programme/project management and increased scrutiny arrangements would ensure that all programmes and projects are subject to an improved level of governance leading to long term sustainability.
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212 Prevention
Strengths • HFRS makes a considerable contribution to partnerships and is well regarded – they are a partner of choice • Life risk mapping has led to a more targeted approach to Home Fire Safety Checks (HFSCs) and targets have been set and cascaded • The move to an organisational structure based on four Community Protection Units (CPUs) and the allocation of resource based on risk has enabled the alignment to Local Area Agreement (LAA) priorities.
Areas for consideration • HFRS needs to utilises its partnership evaluation process and toolkit to ensure it partnerships are delivering benefits, are sustainable and intelligence driven, and add value to the achievement of its current and future priorities • The development of a comprehensive corporate ‘story of place’ aligned to those produced for the CPU areas will allow a more person centred approach to Prevention activity • There is a need to ensure that the CPUs do not act independently of each other especially on issues that can be more effectively delivered collectively or where capacity can be built through the sharing of good practice.
29 The Service is a key contributor to partnerships and is seen by many organisations in the area as a partner of choice, especially in relation to Road Safety and the Local Strategic Partnerships. 30 In addition many of these partnerships are making a positive contribution to social, economic and environmental issues affecting the communities of Humberside. Examples include the work with Humber Roads and the award winning BTEC (Business and Technology Education Council) course for young people. 31 HFRS has introduced a partnership evaluation process and toolkit to evaluate the worth of partnerships. However, the Review Team were informed that there is a danger that HFRS might overextend itself. The Review Team recommends that HFRS should ensure that the toolkit is robust and is regularly utilised to ensure that the Service is able to sustain the activity and involvement with the key partnerships through effective and robust evaluation.
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213 32 HFRS’ approach to Life Risk Mapping is anchored around Fire Services Emergency Cover (FSEC) and supported by historical data. This has led to a more focussed and targeted approach to HFSC: challenging output targets have been set, and cascaded, to reduce the identified risk. The Service is on target to achieve the numbers planned. 33 HFRS have a clear medium term vision in relation to community safety. They are well positioned with partners to develop this vision further and ensure they continue to deliver added value to the communities of Humberside. There is, however, a recognition that a purely quantitative approach to HFSC may not reach those most at risk and HFRS are working closely with the East Riding of Yorkshire Council (EYRC) to develop a customer insight programme. Due to HFRS’s influence within the partnership arena there is a real opportunity to extend this work across Humberside to develop robust referral and multi agency working to reach those most at risk through a single point of delivery. 34 Developing a corporate “story of place” will further enhance the risk analysis process and ensure HFRS is able to better identify those groups within the community that require their services, and develop as a result a more person centred approach to Prevention. 35 The reorganisation of HFRS into four CPUs has enabled the Service to align to unitary authorities. One advantage of this is that it presents the opportunity to closely align to and influence specific LAA priorities. Staffing resources have also been matched to risk within each CPU. 36 However, a decentralised structure always brings challenges and there is a need to ensure that these CPU’s do not act independently of each other on issues that can be more effectively delivered collectively or where capacity can be built through the sharing of good practice.
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214 Protection
Strengths • An established risk based inspection program (RBIP) is in place with clear line of sight back to the Strategic Plan and IRMP • Performance against the RBIP is regularly monitored and reviewed • There are very strong links with partners which supports a two way flow of information • There is evidence of both qualitative and quantitative monitoring of enforcement activity • Plans are in place to proactively engage with the business community using the newly appointed advocates.
Areas for consideration • Develop an improvement plan for the shared use of risk information throughout HFRS and, where appropriate, with its partners • Increase engagement with stakeholders in the design of Protection policy • Further develop the skills and knowledge of operational crews to better undertake protection activity within Level 1 Audits. • The review of Technical Fire Safety should ensure that a properly supported career path with adequate training and development for all employees is introduced.
37 HFRS has in place an effective risk based inspection programme which is delivering the requirements of its IRMP. There is clear line of sight back to the Strategic Plan. 38 The RBIP is regularly monitored at all levels of the service, including quarterly reports to members; there appears to be a good understanding of the issues affecting efficiency in delivering the programme. 39 Audits are subject to quantitative and qualitative assessment and the RBIP is sufficiently flexible to accommodate thematic inspections based on local and national trends. There was good evidence of using thematic audits following significant fires in other Authority areas. 40 The Review Team saw evidence of very strong links with stakeholders in one of the unitary areas (Hull). Due to time
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215 constraints the Review Team were unable to assess the situation elsewhere and hence recommend that HFRS should consider whether this is replicated throughout the other three unitary authorities.
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216 41 HFRS recognises that engagement with the business sector needs to improve. However, they have recently appointed two advocates to support operational crews carry out audits and part of their role is to engage with the business sector. The Service needs to be clear on how this fits within the protection element of its Community Safety Strategy. 42 HFRS should consider further developing the skills and knowledge of the operational crews to better undertake protection activity within Level 1 Audits. 43 It is not clear how the information gathered from the level 1 audits (approximately 500 per year) influences the Service’s strategies. The sharing of knowledge between Prevention, Protection and Response needs to be clearly understood at all levels of the Service. 44 HFRS collaborates on a regional level within Protection; examples include joint training for Technical Fire Safety employees. There are also plans in place to provide regional support for the more complex submissions. 45 In order to improve efficiency, plans are being considered to replace all Watch Managers in a technical fire safety role by non operational employees. However, it is not clear how HFRS intend to build the resilience needed to support the specialist roles within the central Protection department; this should be communicated clearly with all affected employees.
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217 Response
Strengths • The Response standards are regularly reviewed and used to support IRMP. HFRS is one of the top performing FRSs in meeting the targets set against its Response standards • There are examples of good partnership working such as the Maritime Incident Response Group (MIRG) and delivery of gold command training for Category 1 responders • The integration of retained (RDS) and whole-time (WDS) duty system employees has enhanced the skills and availability of the workforce • Additional capacity has been built in to the Operational Risk Information process.
Areas for consideration • HFRS needs to make a further cultural shift from an emphasis on Response to Prevention to ensure a fully integrated approach to risk reduction • Link and evaluate performance against Emergency Response Standards to improved community outcomes • Review the level 5 improvement plan to align with the KLOE requirements • After a period of implementation, ensure the policy for gathering risk information is fully evaluated.
46 HFRS has in place a robust set of Emergency Response Standards that are regularly reviewed and form the foundation of the IRMP. The Service regularly exceeds the speed of Response targets set for fires and RTCs and are one of the top performing FRSs in the country in relation to meeting these targets. During the visit the Review Team saw evidence that many employees knew how well the Service was performing in relation to Response; however, few could explain how this linked to improved community outcomes. 47 The culture within HFRS appears to be heavily focussed on Response and meeting the targets. Whilst many accept the need to carry out Prevention activity, there is a need to develop a fully integrated approach to reducing risk and communicate this clearly across all levels of the Service. Whilst there are directorate plans in place detailing objectives; there is no reference to Response within the Community Safety Strategy.
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218 48 HFRS are an active and highly regarded member of the Local Resilience Forum; the service took the lead in developing and delivering gold command training to all Category 1 (CAT 1) responders which has enhanced resilience across Humberside. 49 There are a number of very good examples of partnership working that delivery a high standard of service across a wide range of activities. Examples include the RTC training centre which is well received by the operational crews and the long term commitment to the Maritime Incident Response Group (MIRG). 50 The integration of WDS and RDS has enhanced both the skills and availability of the workforce and is contributing to improved service delivery. However, there was evidence during the review that some RDS stations had significantly higher numbers transferring to wholetime, when compared to other stations. Therefore, HFRS should consider whether this has been applied consistently across the service. 51 The policy for gathering and disseminating operational risk information has recently been reviewed; this has been supported by increased capacity within the department and closer working between Response and Prevention. HFRS has recently been subject to external audit which explored these areas in more detail; the Service should consider integrating any improvement plans from the audit and this review to avoid duplication. 52 Despite concerns expressed in some quarters about the capacity of WDS to take on additional risk reduction work, during the visit the Review Team did not form the opinion that the WDS workforce are working to capacity 53 Whilst there are a number of level 5 improvement plans in place; delivery of the action points would not meet the ‘advanced’ requirements of KLOE. HFRS should therefore consider a review of the improvement plans in place for Response.
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219 Health and safety
Strengths • A structural review of Occupational Health and Health and Safety has been undertaken • An internal Quality Standard Audit has been carried out • There is a good proactive fitness policy in place • There is a clear commitment to support Health, Safety and Welfare (HSW) from CMT • Very good performance in relation to sickness for operational staff.
Areas for consideration • Simplify the reporting and scrutiny arrangements • Improve the mechanism for accessing information from the Health and Safety database • Improve the link with the Performance Verification Framework • Consult the stakeholders, including the Health and Safety team, when developing performance indicators.
54 HFRS have recently reviewed the structure and have plans in place for improving the delivery of Health and Safety and Occupational Health. The proposal to combine the two work streams under a single section should result in a more cohesive approach to HSW. 55 At the time of the review, temporary arrangements were in place awaiting the appointment of the new head of Occupational Health Safety and Welfare. There was evidence to suggest a lack of clarity over the reporting and scrutiny arrangements. However, it would be advisable to await the appointment of the new head and team, before conducting a full review of the assurance and scrutiny arrangements. 56 HFRS have in place a pro-active fitness policy which is delivering tangible benefits in the health of operational employees and contributes to the performance in reducing sickness. This is supplemented by the critical incident support and rehabilitation offered. For example WDS employees long term sickness has reduced from 3627 days in 2005/6 to 964 days in 2009/10. Consideration should be given as to how this improved performance can be achieved with ‘green book’ employees.
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220 57 As part of their improvement planning, HFRS intend to review all job descriptions to incorporate specific Health and Safety responsibilities relevant to role. The Review Team commend this approach and consider it will assist in embedding a Health and Safety culture within the service if specific HSW objectives are agreed during subsequent PDR’s. 58 Whilst there are procedures in place for disseminating risk critical information, including learning outcomes from investigations, near miss submissions and site specific risk information; there is significant reliance on the corporate information portal (CIP) as the conduit for communication. During the visit, on a number of occasions, the Review Team heard and saw evidence that employees were not accessing the CIP due to the excessive amount of time it takes to load. Consideration needs to be given as to how HFRS can provide the assurance that risk critical information is received and understood by the relevant employees. 59 It is the view of the team that the recent purchase of a corporate geographical information system (GIS) will compound this problem unless there is a significant improvement in the network available to the Service. 60 HFRS are aware of the need to provide a more robust performance measurement and reporting framework in relation to HSW. An internal Quality Systems Audit (QSA) has been carried out against the systems and processes; it is the intention to train three further members of the Health and Safety team to Royal Society for the Prevention of Accidents (RoSPA) QSA standard. 61 HFRS are looking to develop a peer review process within the region but have had little commitment from the other FRS’s. Consideration should be given as to how the service will achieve independent validation of its Health and Safety Management System in the absence of support from the region.
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221 Training and development
Strengths • Excellent work in terms of local and national development of LearnPro and PDRPro • Effective and considered use of National Firefighter Selection (NFS) and Assessment Development Centres (ADCs) for all operational roles • Increase in the number, type and accessibility to training courses • Excellent innovation in the establishment of a RTC Training Centre and the Youth Learning Centre.
Areas for consideration • Need to put in place role development programmes for all operational roles including delivering a corporate strategy for incident command training, assessment and assurance • The PDR process needs strengthening to include National Occupational Standards (NOS) , Personal Action Plans and decisions regarding development and competent rates of pay • The People and Organisational Development Strategy should be strengthened with the inclusion of measurable outcomes in relation to priorities; there also needs to be a clear line of sight to the Strategic Plan • Ensure that succession planning and workforce development requirements are aligned to the future needs of the service.
62 HFRS has much to be proud of in the Training and Development area. Examples, that impressed the Review Team, included – • the bespoke development of LearnPro and PDRPro where HFRS are national leads • delivery of the national model for firefighter selection and achievement of parity between its use for WDS and RDS firefighters • effective use of Assessment Development Centres (ADCs) for all three management levels plus innovation and commitment in opening up ADCs to RDS and Green Book staff • An increase in the number, type and accessibility of courses
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222 • A process for senior management development and succession planning through attendance on the Executive Leadership Programme. • Local innovation in the opening of a specific RTC training venue • Commitment and support to training for trade union officials • The WOW programme was viewed as important in terms of embedding values and powerful in terms of bringing various staff groups and members together. 63 However, there are always areas that can be improved and the Review Team can make a number of recommendations that seek to improve this Service area. 64 Because command competence acquisition, assessment and assurance is risk critical in terms of dealing safely with operational incidents, the team recommends that a comprehensive strategy for incident command competence should be developed. This would address: • NOS requirements for each incident command role throughout Bronze, Silver and Gold • Any additional specific command issues prevalent to HFRS and/or risk area • Command training requirements in respect of role development programmes including maintenance and update of key areas • Policy direction in terms of command assessment frequency and remedial process/actions for any skills deficiency • How best to include and integrate naturally occurring competence evidence provided through the proposed Incident Advisory Officer role, operational debriefs and exercises • Accurate and accessible reporting and assurance systems. 65 The PDR process should be strengthened so that it is complete and consistent. The changes required include: • Inclusion of specific links to NOS • Formal and tailored Personal Action Plan • Completion rates and assurance throughout organisation • Informing the annual training needs analysis • Consideration should be given to a PDR process for elected members that subsequently informs an annual Member Development/Seminar Schedule
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223 • Integration within induction periods and role development programmes. 66. Completion of PDRPro and LearnPro is hampered by the speed and accessibility of the local area network/bandwidths which should be improved. 67. Assurance methods need to be developed to provide validation of frequency and completion of learning and developments within LearnPro and PDRPro. 68. Role Development Programmes need to be implemented for all operational roles in the service. These programmes should provide clarity in terms of competent and development rates of pay.
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224 69. The POD Directorate Plan and POD Strategy should be strengthened by development SMART outcomes in relation to the objectives and priorities that drive the plan. For example, the priority of ‘developing leadership capacity’ should be aligned to the future succession planning requirements in terms of the number and type of leadership skills required. Only once this is done is it possible to determine if the activities included in the plan actually contribute to and add value to the intended priority outcome. 70. Further strengthen the accountability and effectiveness of the various sections of the POD Directorate through meaningful and measurable local performance indicators. This will ensure there is line of sight between team activities/priorities, the POD strategy and the Strategic Plan. 71. Succession planning for staff and in particular key staff where business continuity/quality may be adversely impacted (e.g. fire behaviour instructors) is a key area that should be addressed. 72. A number of specific training areas could be strengthened: • Capacity and focus of the training and development structure needs to be aligned to the future skills areas identified by effective succession planning. Some staff commented on the lack of courses in areas such as trauma, maritime and hazardous materials • Succession planning and workforce development should be dependent on and provide line of sight to the future Strategic Plan • There is currently no formal training, either in role development programmes or otherwise, for partnership working and performance management • Some interviewees were concerned about the possible decay in core skills as a consequence of increased targets for HFSCs • There were specific issues raised in relation to RDS staff including continuity of staff. Training staff have an understanding of RDS needs and specific support required in relation to National Vocational Qualifications (NVQs). 73. The annual TNA should be informed by the requirements of Personal Action Plans (PDR process) and workforce planning. There should then be clear line of sight to the annual training prospectus and a costed/resourced training plan. This will assist ensure that that the provision of training is affordable and acceptable in terms of addressing training needs.
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225 74. Consider the development and delivery of future culture and change programmes to enable any required organisational development to be successfully delivered.
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226 Call management and incident support
Strengths • HFRS work in respect of regional and local progress in relation to the Regional Control Centre (RCC) is strong. This is particularly notable in respect of their focus on plans for staff transition • The implementation of Vision FX will allow HFRS to be more dynamic in its approach to mobilisation and facilitate for a more site specific approach • Business continuity and contingency planning is established and tested.
Areas for consideration • It appears that PDR completion is patchy in Service Control and indeed throughout HFRS • There is a need to consider the delivery of training for managers to deal with poor performance • The opportunity to further develop the implementation of Vision FX through the use of Mobile Data Terminals (MDTs) will add value to the Service.
75. Business continuity and contingency planning is well established and tested and staff are trained in their roles. 76. There is strong strategic leadership in relation to RCC and this leadership has ensured the service is well placed and has the capacity to make the move to RCC. 77. HFRS is developing its Fire Control Room staff in preparation for the introduction of the RCC. This is ensuring that staff feel valued and is allowing the Service to identify and utilise the individual’s potential. 78. However, areas of HFRS see the PDR process as a once a year tick box exercise and if this is addressed then staff development would be enhanced. For example, HFRS is working hard to develop staff within Service Control, the opportunity for secondment and personal transition funding is both well taken up and is building capacity within the service. The service could further support this development by ensuring that the PDR process is more supportive of the individual rather than, as currently, a once a year process 79. The Service has effective call management systems in place, it has learnt key lessons from 2007 and has developed its contingency and business continuity plans as a result. These plans are well tested
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227 and staff trained in there implementation. There are some issues remaining, however HFRS is aware of these and has plans in place to address them.
80. HFRS is proactive in its work in relation to RCC, at both a strategic level through the Deputy Chief Fire Officer (DCFO) involvement regionally and at an operational level, which has seen the roll out of both FireLink and the MDT. The Service has taken a positive move to upgrade to VISION FX, which will bring an improvement in both performance information and site specific risk information. The opportunity to further develop this in line with the MDT package has some further benefits which HFRS is actively pursuing. 81. Implementation of VISION FX will allow the Service to be more dynamic in its approach to mobilisation and allow for a more site specific approach. 82. Performance management is in place, and there is evidence of this information being used to drive improvements in such areas as call handling. Although staff are managing performance they have received no formal training on dealing with poor performance and as such do “what we think is right”.
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228 Cross cutting themes
Strengths • Equality: good progress over all towards “Achieving” in the FRS Equality Framework • Members: good work in progress to strengthen the relationship, roles and responsibilities of officers and members • Programme and Project Management: early foundations of a framework for project and programme management are in place • Communications: wholesale acknowledgement, commitment and resources have been directed to improving communications.
Areas for consideration • Equality: much of the work on equality and diversity is new and needs to become embedded. Equality mapping is required for HFRS. Targets for workforce and service delivery are needed. EIA process needs improvement • Members: danger of positive change being hampered by the lack of continuity in HFA membership • Project and programme management: this needs to be strengthened and implemented across HFRS • Communications: increasingly the Corporate Information Portal is losing credibility and as a consequence key business areas are suffering • Communications: good response in respect of visits by the Chief Fire Officer (CFO), however this could be further strengthened with more regular and structured meetings by senior managers and members.
83 Four main cross cutting themes (equality and diversity, elected members, project and programme management and communications) were identified during the review and these are dealt with separately below.
Equality:
84 HFRS is beginning to make good progress on equality and diversity. There has been a significant investment including the appointment of a corporate Equality Officer and additional capacity within the
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229 Equality Section and this is starting to deliver the required improvement. However, much of the work is recent and a continued sustained effort is required to embed equality and diversity across the organisation.
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230 85 Improvements identified through the Peer Review process include a strong commitment to equality from members. Equality training for members has been recently delivered, well attended and positively received. There are high levels of diversity in terms of gender and age in the HFA members. 86 The Corporate Management Team has demonstrated a firm commitment to equality through their robust management of a recent high profile bullying and harassment case. Linked to this case HFRS commissioned independent external research on progress on diversity within the service “Walking on Egg Shells”. This has proved a useful report for directing future strategy. The Corporate Management Team has enabled resources to be available for equality through the Fundamental Review of Support Staff, a good example for the service of directing resources to priorities. Equality is a standing agenda item on Corporate Management Team. 87 HFA is striving to achieve a more inclusive and diverse workforce and has committed to the Communities and Local Government (CLG) stretch targets. It will be difficult for the service to achieve these targets as plans for recruitment are limited at present. Monitoring of these targets needs to be more robust. Positive actions have recently resulted in a more diverse range of new entrants for the retained crew at Goole Fire Station. The service needs to consider innovative positive actions for enabling female firefighters to prepare for the physical fitness tests. Disabled staff account for 2 per cent of the workforce. HFA is seeking to collect information on sexual orientation of the workforce. 88 There are no women on the Corporate Management Team, however there is an increasing number of women in senior positions across the organisation. A female support group has been established and appears to be working well but there is more work required to ensure the progression of operational female firefighters and of minority ethnic groups. 89 There is a commitment to improving welfare facilities for all firefighters across the service through the “Dignity at Work” programme, although there is still significant work required on some stations. 90 In terms of service delivery, there is much work to be done to ensure that the service can demonstrate that it is effectively reaching all groups in Humberside and providing appropriate services. Equality mapping is urgently required to develop a corporate “Story of Place”. Without this corporate knowledge of the community, it will be difficult for the service to set the targets required for “Achieving” in the FRS. These targets are key for the
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231 service being able to demonstrate improved outcomes for “Excellence” in the future.
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232 91 There are positive examples of community related projects, such as the advocates, activities for young people, projects to support older people and families. There are some leading edge projects that are tacking health inequalities through the community use of fire stations, but these are not service wide. The impact of projects in delivering improvement is not always effectively evaluated. The service is collecting a range of information through Community Fire Risk Management Information System (CFRMIS) about how it is reaching vulnerable people, but this is yet to be used to manage performance. 92 Significant work is still required around EIAs. There are clear examples of how these have been used to deliver service improvement, however, a corporate approach has yet to be developed and training is needed across the service. There is little evidence of staff, representative body, community or partner engagement in EIAs. 93 A range of training opportunities in equality is being offered and this work needs to continue.
Elected members:
94 Members have been involved from the outset with the development of the 2011-2014 IRMP. This is following learning from the previous IRMP when there was limited involvement from members. There is now joint ownership of the plan and strong recommendations are being formulated to be presented to the next meeting of HRA. 95 Training for members is robust. Workshops and seminars are available for members, such as workshops for IRMP 2011-2014 and seminar for equality and diversity. Member development is available at the CPUs. There is induction for new members and an open day for members of constituent authorities - to allow them to find out about the role of the Authority, its focus and direction. It is also intended to act as an ‘induction’ for potential new members. Members have participated in a training day when they were able to express their views about proposed strategies and question how they would be delivered. 96 Over the last 12 months members have become more Authority aware and less parochial and there is a desire to move party politics out of the Authority. For example, at the December meeting of the Authority 34 recommendations were passed to improve the way the Authority was run. These included recommendations concerning protocols of how members should prioritise their allegiances. Members now sit as member
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233 representatives of HFA rather than ward councillors representing their ward interests. Members are encouraged to “take off their council and political hats” and represent HFA. Members have agreed to sign up to the IDeA Member Development Charter.
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234 97 There is a sound working relationship between the Chair, the Vice Chair and Principal Officers. The Chair and Vice Chair work together as a team regardless of political differences and there are regular meetings between them. The Chair and Vice Chair are regularly briefed on matters concerning HFRS. 98 Communication between the Authority and HFRS is improving. 99 Members receive a monthly accounts and prudential indicators about capital financing. Service Delivery Managers update local members regularly. It has been recommended that HFA meet on an informal basis to set future agenda of the Authority and discuss informally the development of member leadership and organisational direction and performance. 100 Throughout the review it was clear that there were still tensions from some officers about the outcome of the last IRMP. It is felt that these will ease following the progress of the new 2011-2014 IRMP which is currently being prepared with significant member involvement. 101 There are continuity problems with membership of HFA. Due to the different timing of elections between the four constituent authorities there is a larger than normal turnover of members of HFA. There is also a tendency by political leaders of council groups to change members, sometimes on an annual basis. This could be helped by continuing the dialogue with the various unitary authorities to emphasise the importance of continuity. 102 There is a shortfall of direct involvement by some members. Some of the members attend little more than meetings of the Authority and committee meetings. There has also been a cessation of the champion role. It is, however, proposed that there be a programme for member visits to CPUs and local stations. Some authorities use the champion or lead role to great effect. They also encourage members to become ‘friends’ of their local or ward fire stations.
Programme and project management:
103 There is a structured process that is used to monitor strategic projects (for example as part of the IRMP change programme). Project Initiation Documents are produced (using a standard format), projects are recorded on the portal, project leads maintain progress information and a report is presented to members on a six monthly basis.
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235 104 A number of staff have received Prince2 training and some projects are managed to this standard. 105 However, the discipline of programme and project management is not promoted or enforced across HFRS. Consequently, many staff are unaware of any process and its usage, which is described as “ad-hoc” or “patchy”, depends on the preferences of individuals. 106 The result of this situation is that some projects just fade away over time (for example if key individuals move on) and some projects fail to take account of key elements (such as ICT or accommodation). 107 Also, no evidence was seen of certain elements of well managed projects. For example – • post project evaluation and reviews - which means that learning could be lost and mistakes repeated • gateway reviews - which are key decision points where decisions of whether to proceed or not are taken • project risk logs - which should be routinely monitored to ensure that a project is progressing safely. 108 In addition, there is no comprehensive or dynamic process for prioritising projects, allocating resources and deciding which projects should be delayed or dropped if resources aren’t available. 109 It was suggested to the team that many of the above issues could be resolved if HFRS were to recruit or identify a full time programme/project manager to champion and drive the topic.
Communications: 110 There is a wholesale acknowledgement and commitment to improvement with dedicated and experienced resources now in place for specific communications areas, e.g. Engagement Officer. 111 The open door approach of managers is allowing issues to be unblocked and myths to be dispelled. 112 There is local tailoring of communications issues by each CPU. 113 Meetings and communications with the representative bodies are improving. 114 However, there are specific issues in relation to the Corporate Information Portal (CIP): • Whilst the use of a web enabled portal is positive, it is hampered by the connection speed and ease of accessibility
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236 via HFRS computers. Consequently, there is an increasing tendency for staff to access the CIP from home and undertake key areas of work outside core hours. This creates a potential risk to the organisation as it may not allow use to be properly controlled or monitored • The CIP has grown and has become ‘busy’. There is an opportunity to refresh and re-launch the CIP in consultation with users so that the interface is more personalised, direct and specific to user requirements • Some staff state there is an over reliance on the CIP and when they ask about the availability of information they are responded to with a ‘pat’ answer ‘it’s on the portal’.
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237 115 There is synergy in considering ownership for the content management of the portal being undertaken by the new Communications Team. 116 The new Communications Manager is currently finalising a revised Communications Strategy and action plan that should be live from 1 April 2010. This provides a great opportunity to have a strategic and shared vision of what good communications should and could look like in HFRS and to address specific concerns, such as – • Visits to stations by senior staff and members are patchy – this is however a very powerful way of building trust and myth busting • Some staff believe there is more that can be done in terms of communicating HFRS good news stories • Some staff believe that there are too many emails and at times these include too much jargon • Some RDS staff believe there is merit in further promoting the role of the ‘On Call Firefighters’ in order to raise public awareness and enhance recruitment 117 In the development and delivery of the new Communications Strategy there is a need to include issues associated to culture and change management. This would also progress to ensure staff are clear and accountable about their roles, responsibilities and relationships throughout the organisation 118 HFRS could consider a number of associated strategies to strengthen trust and provide clarity of communications. This could include open seats at CMT and PAG, regular and structured visits by senior managers and members to workplaces, holding senior meetings at stations and strengthening the role of lead members.
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238 Contact details
For more information about the operational assessment peer review of HFRS please contact Greg Goold, the IDeA’s peer review manager:
Greg Goold Improvement Manager [email protected] 07799 038 367
For more information on peer reviews or the work of the Improvement and Development Agency, please see our website www.idea.gov.uk or telephone 020 7296 6600.
If you would like to receive this report in large print, Braille or another format, please e-mail [email protected].
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239
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240 Agenda Item No. 19
Humberside Fire Authority Report by the Director of Policy, 25 June 2010 Performance and Training
THE INDEPENDENT ASSESSMENT OF THE MANAGEMENT OF OPERATIONAL RISK INFORMATION
SUMMARY
1. Members will recall that the Service undertook an independent audit of its systems and processes for the management of operational risk information.
2. That audit took place during the week commencing 22 February 2010 and was based upon methodology detailed in a forthcoming Fire and Rescue Service National Guidance Document – National Guidance for the Provision of Operational Information.
3. The primary purpose of the audit was to provide Members and Officers with assurance that work streams already in place to improve the Service’s systems and processes to manage operational risk information are in line with the proposed National Guidance.
4. The final report has now been received and makes 27 recommendations to improve the Service’s processes for the capture, collection, analysis, dissemination and review of operational risk information. Of the 27 recommendations, 12 are described as critical elements.
5. The Service already had an improvement strategy in place, influenced by the proposed National Guidance and linked heavily to the transition to Regional Control Centres.
6. The recommendations from the FARMSS audit are broad and cut across a number of Directorates, therefore the Service’s current improvement strategy has been amended to fully capture the holistic nature of the issues.
RECOMMENDATIONS
7. Members note the contents of this report and take assurance of the proactive approach Officers are taking to improve the Service’s systems and processes for the capture, collection, analysis, dissemination and review of operational risk information.
BACKGROUND
8. Identifying and managing risk is at the heart of the role and responsibility of the Fire and Rescue Service (FRS) and must be considered within a holistic approach to Integrated Risk Management Planning (IRMP), whether that be through the preplanning and management of emergencies, fire safety, training or undertaking other day-to-day activities.
9. This responsibility is specifically identified in a number of different elements of legislation, including: The Fire and Rescue Services Act 2004, and The Management of Health and Safety at Work Regulations 1999. In addition there is a range of other legislation that imposes responsibilities on FRS in respect of their collection, use, storage and sharing of data when undertaking these responsibilities.
10. To support FRSs, the Chief Fire and Rescue Advisory Unit (CFRAU) has produced National Guidance aimed at helping FRSs to:
• bring together the outputs from existing and established systems 241
• develop and support a common approach to the strategic and dynamic analysis of risk; and
• determine the appropriate application of resources and processes to address those risks which impact on the firefighter, other emergency responders, members of the public, environment, etc.
11. The National Guidance was due for release in the Spring of 2010, however this has been delayed.
12. Humberside Fire and Rescue Service are using the draft guidance to determine its future strategy for the capture, collection, analysis, dissemination and review of operational risk information.
13. A key element of the strategy is future linkage with ways of working and technologies associated with the introduction of Regional Control Centres.
14. To provide Members and Officers with the necessary assurances that the Service’s own assessment of current position was accurate and that our improvement strategy was moving the Service in the right direction, an independent company, Fire and Risk Management Support Services Ltd (FARMSS), were invited into the Service to audit the current status against the pending National Guidance and make recommendations for improvement.
15. FARMSS were chosen because they had been appointed by CFRAU to devise and produce the National Guidance.
16. Encouragingly the audit did not highlight issues that had not already been identified by Officers through self assessment, however, the audit did confirm the extent of improvement needed to allow the Service to ensure its processes are sufficiently robust and fully align with National Guidance. It must be noted that this will be a common position amongst most, if not all FRS’s.
17. The final report has now been received and makes 27 recommendations, 12 of which were described as critical elements. The report is attached in Appendix 1 to this report.
18. Whilst the extent of the improvement is large there has already been excellent progress over the last 18 months, for example:
• The introduction of a new premises specific mobilising system, which went live on 8th June 2010 and has led to the creation of a new corporate gazetteer, which holds approximately 500,000 addresses. This compares with 26,000 addresses in our previous gazetteer.
• Introduction of a new corporate Geographical Information System (GIS) (go live early July 2010), which will link property information from a number of databases and display on a mapping system.
• The installation of Mobile Data Terminals (MDT) on all fire engines and specialist appliances to allow operational personnel access to risk information at incidents.
• The introduction of a revised approach to operational tactical planning and recording of site specific risk information aligned to RCC ways of working.
19. A critical aspect of moving forward is the validation and cleansing of existing risk data. In developing a new corporate gazetteer it is essential that any risk information is current and relevant. Whilst a new process has been introduced to validate and
242 keep under review new data, the validation process for legacy data is time consuming. To move this forward more quickly two data clerks have been temporally employed to help clear a backlog.
20. Moving forward there will be a need to formally establish a data management team to effectively manage the capture, collection, analysis, dissemination and review of operational risk information to support the Regional Control Centre.
21. Work to develop this team has already started through the Regional Control Centre Project Team.
STRATEGIC PLAN COMPATIBILITY
22. This directly supports all strategic objectives detailed in the Authority’s Strategic Plan.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
Finance
23. The costs associated with ensuring sufficient capacity for the effective arrangements for the capture, collection, analysis, dissemination and review of operational risk information to support the Regional Control Centre needs to be factored in to strategic planning around the Integrated Risk Management Plan 2011-14.
Resources
24. Physical resource implications primarily involve the integration of data systems. Human resource capacity requires increasing both in the introduction of a data management team and within Community Protection Units to support risk planning, information collation and risk based training.
LEGAL IMPLICATIONS
25. Failure to have an effective strategy in place for the capture, collection, analysis, dissemination and review of operational risk information would place the Authority in breach of the Fire and Rescue Services Act, however, the legislation and guidance relevant to the roles and responsibilities of the Fire and Rescue Service for obtaining and providing operational risk information is extensive, and includes the Management of Health and Safety at Work Regulations 1999, the Fire and Rescue Services (Emergencies) (England) Order 2007, the Civil Contingencies Act 2004, the Data Protection Act 1998 and the Regulatory Reform (Fire Safety) Order 2005.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
26. Human resource implications are related to the need to increase capacity to support the effective arrangements for the capture, collection, analysis, dissemination and review of operational risk information
CORPORATE RISK MANAGEMENT IMPLICATIONS
27. Risk C021 on Edition 4 of the Corporate Risk Register outlines the need to develop and integrate processes to manage operational risk information in line with national guidance.
HEALTH AND SAFETY IMPLICATIONS
28. Failure to have in place effective management arrangements would be a breach of the Management of Health and Safety at Work Regulations 1999.
243
COMMUNICATION ACTIONS ARISING
29. None arising directly.
DETAILS OF CONSULTATION
30. None applicable
BACKGROUND PAPERS AVAILABLE FOR ACCESS
FARMSS Report – June 2010
RECOMMENDATIONS RESTATED
31. Members note the contents of this report and take assurance of the proactive approach Officers are taking to improve the Service’s systems and processes for the capture, collection, analysis, dissemination and review of operational risk information.
R HANNIGAN
Officer Contact: ACO Phil Jackson 01482 567418
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
Ref; PJ/FARMMS/HFA 13th June 2010
244 Humberside Fire and Rescue Service
Humberside Fire and Rescue Authority
Review of Operational Risk Information Systems
19th March 2010
245
Issue and Audit Log
Date: Issued by: Version No: Issued to: Comments:
19/03/2010 DHB No 7 HFRS Draft for consultation 29/04/10 P Jackson No 7a FARMSS Consultation response 24/05/10 P Jackson No 7b FARMSS Inclusion of changes 14/6/2010 Final HFRS Final Report
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Contents
Page 3 Executive Summary
Page 5 Chapter 1: Introduction
Page 6 Chapter 2: Methodology
Page 9 Chapter 3: Findings of Review of Operational Risk Information Systems
Page 20 Chapter 4: Summary of Critical Elements identified in Review
Page 24 Chapter 5: Recommendations
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Executive Summary
Introduction
This report has been prepared by Fire and Risk Management Support Services Ltd (FARMSS). The researchers would like to thank those officers and personnel who provided the information requested and took part in the subsequent interviews.
Acknowledgement of direction of travel
It was acknowledged that the Authority was in the process of undertaking a series of major changes to operational policies and this is linked to the following strategic objectives:-
• Making the best use of the resources we have; • Increasing capacity for prevention activity; • Establishing new ways of working; and • Continuing to develop our committed, flexible and skilled workforce.
The review team’s findings are intended to complement and/or underpin these processes.
Prior to the review being undertaken, HFRS had started the process of aligning their operational risk information systems to the draft consultation document that had been published on ‘National Guidance for the Provision of Operational Risk Information System’ – an activity for which they are commended.
Summary of Findings
Currently the Authority is considered to be at risk from the provision and management of operational information. Examples are:
• New policies have been developed which are not yet fully supported with systems, procedures and awareness / ownership of personnel. • Operational risk information is currently held in a number of mainly disconnected silos, with the result that there is no clear quantifiable risk profile for the Service area. • There is currently no common unique identifier in place for linking appropriate risk records across multiple systems. It is acknowledged that work is at an advanced stage in developing a corporate gazetteer for go live in June 2010, which will provide a single property reference through NLPG. • The risk information held in Control has been rendered insufficient with the recent ‘updating’ which has seen much of the ‘key’ data being removed. • The risk information held in Control has been rendered insufficient with the recent cleansing of data in preparation for a new corporate gazetteer
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which has seen much of the ‘key’ data being removed. This is in line with new ways of working when FRS’s cutover to RCC’s • There is a big reliance upon MDT’s for providing operational risk information to the incident ground. Information can also be accessed from the Corporate Information Portal, but this is limited to the Command Unit at an incident and Service Control for remote incident support. • There is an over reliance upon a limited number of ‘key’ individuals for managing operational risk information. • Individuals involved in implementing change in the systems for identifying and managing operational risk information lack the necessary capacity to implement change across the Service at an acceptable rate. Critical operational risk information, in particular generated from TFS is being lost due the lack of integration between systems. • The current IT infrastructure at satellite sites is slow to operate, causing frustrations amongst users and potential loss of ownership and engagement.
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Chapter 1 Introduction
1.1 In January 2010 Fire and Risk Management Support Services Ltd (FARMSS) were commissioned to undertake a review of Humberside Fire and Rescue Services (HFRS) Operational Risk Information systems. That review took place over the period 22nd to 24th February – with a ‘hot de- brief’ taking place on 25th February.
1.2 HFRS has over recent years been the subject to a broad range of audits and reviews. It was recognised that in the most recent formal assessment of Operational performance they were scored as ‘Performing Strongly’. Following each audit officers from the Service have responded by drawing up appropriate improvement plans to address any deficiencies or improvements required arising from audit.
1.3 It was also noted that an Operational Assessment peer review, under the Comprehensive Area Assessment framework is to be undertaken during March 2010. A copy of the evidence portfolio was provided to the review team from FARMSS once they were on site. The CD ROM contained over three hundred documents that were to help sign post the peer review. A number of issues appertaining to this evidence were highlighted by the reviewers who suggested amendments and corrections prior to the evidence being formally submitted. Much of that corrective intervention was undertaken by HFRS officers before the FARMSS team left the service HQ on 25th February.
1.4 FARMSS would wish to record its thanks to members of the Policy and Performance Directorate who facilitated all aspects of the review.
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Chapter 2 Methodology
2.1 The FARMSS Review Team
Dave Berry:- Project Coordinator. Damian Smith:- Review Team lead. Garry Harney:- Lead Technical and Systems analyst. Dave Lewis:- Senior reviewer and Interviewer
All members of the FARMSS team have extensive experience within the emergency services, at a senior level, of operational risk factors, analysis of systems, and the identification and prioritisation of appropriate interventions. In particular the team used their experience in developing the draft national guidance for the Provision of Operational Risk Information as the basis for the review, audit and assessment.
2.2 A twelve stage review process was utilised.
Review Stages Approach Adopted Background Use of HFRS, CLG etc Web-sites for background info.
Initial Document Review Initial suite of documents reviewed prior to physical audit.
Agree Review methodology Process and timeframe for review, interviews etc agreed
On Site Scene setting Meeting with HFRS to initiate review and agree plan
Interviews Total 33 interviews undertaken.
Document Review Additional documents reviewed.
Systems Analysis A range of queries run over Mgt Databases impacting upon Operational risk information.
Triangulation Cross matching of evidence to ensure understanding and relevance.
Hot De-brief Members of the FARMSS team briefed DCFO Khuri, ACFO Sanders, AM Jackson and GM McKiniry on the issues emerging over the previous three days.
Report drafted A draft report was prepared
Consultation Consultation with HFRS on Draft Report
Final Report Final Report submitted to HFRS
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2.3 The first stage of any review is to get a sense and feel for an organisation through desk top research. Prior to arriving in HFRS a range of documentation was requested by the review team to allow them to develop an understanding of the organisation and to give focus to the review itself. Most of the documentation sought and received related to:-
• Policies and Guidance relating to Operational Risk Information. • Organisational structures. • Determined roles and responsibilities. • Outcomes of organisational audits and reviews.
A significant amount of research by the review team initially focussed upon recent reports, strategy documents and Authority plans; as well as the corporate risk register. In addition a significant amount of information is held on the Authority’s website.
2.3.1 The Audit and Review was specifically tailored to HFRS following initial review of associated documentation, it was intended that it would consider issues such as:
• the potential duplication of effort in the gathering and storing of operational risk information; • the competence and training of the personnel who gather, analyse and use operational risk information; • the interface with the FSEC or similar risk databases, Fire Safety Management databases, FireLink and Fire Control projects, and Local Resilience Forum.
2.3.2 On arrival agreement was reached on the personnel the review team wished to interview, by role and responsibility, and the systems that they wished to analyse. During each phase of the review the FARMSS team had unrestricted access to the personnel who support the various operational risk management systems and the databases themselves.
2.4 Key Themes for Review
The Review focused on the following areas for both interviews with reference holders and the collection of evidence.
¾ Capture and Management of Operational Risk Information o Operational Data Management Policy o Key Organisational Roles o Data Capture Process o Storage of Data /Information Command and Control System Mobile Data Terminals Fire Service Emergency Cover Community Fire Risk Management Information System HFRS Portal
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Operational Practices Training Needs General
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Chapter 3 Findings of Review of Operational Risk Information Systems
3.1 Capture and Management of Operational Risk Information
The management of operational risk information relies on the interaction of processes, individuals and systems, to enable the effective capture, holding and dissemination of information across the organisation. In order to describe this process for HFRS a diagram has been produced to indicate the interactions and key issues – See Figure 1 Operational Risk Information – Process Flow Chart below with the red lines depicting the current flow of potential risk critical information.
QA Roles Forms Personnel
CPU Operational SDM Pre-Plans
SSRI/PP6 A to D CPU OSM/PSM FSA – Part A Transfer of risk A Information to new format Level 1
Risk Plan Tech FS RORM B Level 2
Risk A Operational B Specialist Fire Safety Officers Card C Command & Control D Specialist & Non Operational Administration
CMS CFRMIS CONTROL
MDT’s HFRS Portal FSEC
Electronic Systems
Figure 1 Data Capture Process
3.1.1 Data Capture Process
Risk information that may be required in an operational environment is captured by different groups of personnel from across the organisation. These personnel groups are:
A. Operational B. Specialist Fire Safety Officers C. Service Control D. Specialist & Non-Uniformed Administration
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There appeared to be no universal understanding across all four groups that they were contributing to the collection of information, with the common objective of managing operational risk. See Recommendation 1
FARMSS found that property and site specific risk issues are being identified and raised by a range of different personnel within the organisation, but that a significant number of these had not been progressed irrespective of whether Level 1 & 2 processes or PP6 processes were applied. The review team were advised that in some cases there was some confusion as personnel assumed that information captured at Level 1 & 2 would be automatically utilised to populate PP6, whilst in other cases there were significant numbers of forms that had not been entered onto the appropriate database due to lack of resources, though there are imminent plans to increase capacity to address this issue.
The various forms used to capture risk information have been standardised by the introduction of the SSRI form based on Product 62, however this needs embedding across the organisation. See Recommendation 2)
The awareness of relevant processes and procedures relating to the capture, management and subsequent use of operational risk information is an essential element of the competence of all individuals involved in this process. See Recommendation 3
3.1.2 Operational Data Management Policy
Within HFRS there are a number of projects dealing with Operational Risk Information which have a significant level of interdependency in respect of an overall successful implementation e.g. Vision, MDT’s, Corporate Gazetteer, Corporate GIS, which present a high risk to the Authority if they fail or do not deliver on time and within budget. See Recommendation 4
A corporate gazetteer has been produced and is scheduled for go live with the replacement mobilising system in June 2010. The Corporate Gazetteer is an essential aspect for new mobilising system. Further work is required to attach the vast amount of legacy data to the property seeds. This is viewed as an organisational vision to resolve issues of silo working through introduction of NLPG Unique Number Referencing (URN). When questioned as to the quality of NLPG (LLPG) it was stated that there had been problems with variable quality of inputs from local authorities. It is agreed that this element in combination with a data cleansing exercise are key factors to the successful implementation of a cohesive operational data strategy. Recommendation 5
The FARMSS review team found that HFRS policies relating to operational risk information has been developed in line with the CFOA South East Region documentation. However whilst consideration has been given to the draft national guidance on the Provision of Operational Risk Information (published during the consultation phase), the HFRS policies have not adopted the national guidance wholesale and remain principally focused on the risk presented to the Firefighter. The FARMSS Review team believe that this places HFRS at risk, with limited emphasis being placed on the other operational risk areas where the Authority has a legislative responsibility. These risk areas include Societal & Individual Risk,
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Environmental Risk, Heritage Risk, Community Risk and Economic Risk. See Recommendation 6
The review of site specific risk information has resulted in a prioritised ranked list with a frequency of visit;
• Very High - Annual • High - Annual • Medium - Every 2 Years • Low - Every 3 years • Very Low - Every 5 Years.
In the time available to the FARMSS Review team, and due to the fact that the five databases holding information on premises do not yet share a common premises identifier protocol, it has been impossible to identify the number of premises that fall into the above categories and, therefore, the potential workload for HFRS. See Recommendation 7
Since the alignment of the current CPU’s in January 2008 the RORM and RCC Sections have identified and worked hard to ensure that the operational risk information provided to operational personnel is current and relevant. We understand that the Service is currently in the process of aligning to Regional Command & Control (RCC) Product No.62 to their risk information processes (SSRI format). In time this will provide a standard template on which accurate and relevant information will be recorded.
3.1.3 Key Organisational Roles
FARMSS queried whether there were robust systems for benchmarking information and were advised that the Resilience & Operational Risk Manager (RORM) and the Operational Support Managers (OSM’s) participate in a monthly ‘informal’ process to undertake a form of benchmarking. It is understood that no formal minutes of these meetings are kept. See Recommendation 8
3.1.4 Storage of Data/Information.
There are a number of electronic systems used for the storage of site/ premises operational risk data; these are:
¾ Command and Control system – This is currently being upgraded from one based on street mobilisation to an address specific system. Once done the premises URN needs communicating to crews on turnout to support retrieval of information from MDTs. ¾ Whilst the CFRMIS database is being used to capture Level 1 information prior to entry to FSEC, this needs replicating for Level 2 information captured during Tech fire safety activity. ¾ FSEC database primarily used for the analysis of risk related to the provision of fire cover. ¾ Mobile Data Terminals (MDT’s) – holding site specific risk information in the cabs of appliances.
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¾ HFRS Portal – Holding Risk Cards, PP6 forms (both are in the process of being replaced or converted to the SSRI form).
3.1.5 Command and Control System
The Command and Control system currently utilises street based mobilising which is incompatible with premises specific information required on NLPG and for applying specific risk information to a building. However a Fortek ‘Vision’ system is being installed, which is programmed to go live in May this year. A great deal of work has been undertaken to plot operational risk premises utilising Unique Reference Numbering, and this work will assist in implementing the new system with specific premise/ address identification.
Approximately 15 years of free text data is held on the existing system, which is unstructured information and not coded, with the result that it is extremely difficult to drill down into the data and extract meaningful information. However there is still some confusion as to who has responsibility for maintaining the availability of the information to operational personnel, however, data is in the process of being cleansed, with validated data being transferred to SSRI forms for upload on to MDTs and the Corporate Portal. However, this work is slow and lacks capacity.
Implementing the new command and control system, whilst maintaining the availability of existing operational risk information to personnel as necessary, is risk critical with the number of management systems that are either currently being revised or rolled out in the near future. See Recommendation 7
The quality of Site Specific Operational Risk Information is extremely variable. Over the duration of the review a significant amount of risk information was considered and factors relating to its preparation and use were discussed with a number of personnel. Of some considerable concern was the Corporate decision made in 2005 to rationalise the detail contained within plans for Very High Risk Premises (known as Major Risk Plans) making them little more than contact information. It is acknowledged that these have been replaced by Operational Pre-plans, but these still need populating and priority needs to be on doing this as quickly as possible. See Recommendation 9
Recently Officers from the RORM Section and North Lincolnshire CPU worked together to replace the major risk plan for Humberside Airport. The outcome was a new format for operational pre-plans. That plan was an excellent example of a working SSORI document, albeit it would be further enhanced with CAD drawing of risk areas within the airports perimeter. To enhance all plans relating to high risk sites/premises to the standard of that developed for Humberside airport will take a significant amount of time and will be resource intensive. The Authority does not have any staff employed to prepare CAD drawings. See Recommendation 10
3.1.6 Mobile Data Terminals
Each front line appliance is equipped with an MDT. These units provide access currently to between 500 and 600 premises - however this total represents only
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just over 2% of the ‘other building’ stock identified within FSEC, although it is expected that this figure is likely to rise significantly.
Evidence was presented to the review team that operational personnel seldom use the MDTs, illustrated by one of the personnel interviewed stating that ‘We don’t turn on the MDT’s because they are slow, overly complex, and they add no value', although adding that they may be used if attending incidents in an adjoining station area. This presents a significant risk to the organisation. See Recommendations 11 & 12
There was concern raised by a number of personnel about the resilience of the system, especially in terms of staff supporting the MDT’s, with currently only one Operational Risk Administrator post being employed to work specifically on the provision of mobile data information. Further, until the current roll-out of the Wi-Fi component of the system is completed, it is extremely difficult to input new or refreshed information into MDT’s, as this has to be done by physically visiting each HFRS site to update the system.
3.1.7 Fire Service Emergency Cover Model (FSEC)
The Fire Service Emergency Cover Model allows the profiling of risk information within the FRS topographical area, in respect of appliance attendance times, etc. The system provides extensive information as to the nature of the ‘other building types’ within the FRS area - this was initially provided from valuation office data sets. The FARMSS review team identified 26,845 ‘other’ premises within FSEC of which 59% of the data is still using the default values (never having been updated since first captured). See Table 1 below
Number of premises updated from Type Groups No % of Total of Other Types Default Values
Hospitals 47 0.2 41 Care Homes 565 2.1 532 HMO 1737 6.5 389 Purpose Built Flat 89 0.3 86 Hostel 40 0.1 40 Hotel 457 1.7 415 Converted Flat 153 0.6 153 Other Sleeping 311 1.2 287 Further Education 62 0.2 45 Public Building 233 0.9 117 Licensed Premises 1589 5.9 1145 School 580 2.2 363 Shop 8768 32.7 3532 Other Premises 1310 4.9 537 Factory 2567 9.6 1577 Office 3519 13.1 1220 Workplace 4818 17.9 507 Total 26845 100 10986 Table 1 FSEC 'Other Buildings' Risk Premises Profile
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The process of updating FSEC is driven by the completion of Operational (Level 1) and Fire Safety (Level 2) inspections which would initially be entered into CFRMIS and then subsequently FSEC. Unfortunately this is a manual process and therefore there are a significant number of records awaiting entry into FSEC. We were informed that there are potentially 15,000 records in CFRMIS waiting to be incorporated into FSEC, however, before this task can be undertaken a data cleansing process must be undertaken1. HFRS are awaiting the integration tool from Inogistics (Software developers of both FSEC and CFRMIS) to enable this task to be completed electronically. FRS’s have been waiting a number of years for this software integration tool.
FSEC is a very powerful tool that that is capable of managing and manipulating operational risk information far beyond that required solely for the provision of Fire Service Emergency Cover. One of the main constraints on the use of FSEC has been that it has had to be stand alone in its operation. FARMSS understands that it is quite possible that the next version of FSEC Hardware (soon to be rolled out across the FRS’s) will have the potential to be linked with other databases within the individual Fire & Rescue Service. See Recommendation 7
3.1.8 Community Fire Risk Management Information System
The CFRMIS system is utilised for capturing information from fire safety enforcement and community fire safety visits. The process in respect of fire safety enforcement is to use the data captured from the CFOA Fire Safety Audit form (in paper format) and enter the data manually into CFRMIS. The full functionality of the CFRMIS system (operational / building specific information, workload planning, etc) is not currently adopted by HFRS. A breakdown of the premises types is shown below in Table 2. It should be noted that the numbers of ‘other buildings’ extracted from CFRMIS do not currently match the records contained with FSEC and this will need to be addressed as part of the data cleansing process referenced in footnote 1. See Recommendation 7
On examining CFRMIS, which captures Part A of the CFOA Fire Safety Audit Form, it was noted that a number of areas of operational risk are identified namely Firefighter, Environment, and Heritage. A total of 614 premises have been indentified as having an issue with regard to one or more of these risks groups. The most significant (358 premises = 58%) being in relation to firefighter safety (see Appendix ‘A’ which shows a list of premises currently identified within the CFRMIS system and which includes reference to the Fire Safety Management Status [Fsstatus] - indicating the standard of management within the premises [A being excellent and E being very poor]). This information has also been produced in respect of Environment (Appendix B) and Heritage (Appendix C).
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Reference to the above Appendices will show that they are a rich source of operational risk information. However whilst the CFRMIS system administrator provides printed reports of the specific risk information (captured from the Fire Safety Audit Form – Level 2) to the C&C personnel; it would appear that the information is not currently prioritised for data entry into any electronic system, or otherwise being made available to operational crews. This presents a significant risk to the organisation as there would be ‘guilty’ knowledge should an accident / injury occur. See Recommendation 13
Interrogation of the CFRMIS through a number of queries was undertaken by FARMSS and outcomes of those queries are detailed in the table, which show the breakdown of premises by type currently in the HFRS CFRMIS. ability to clarify some of the areas highlighted for clarification.
% of Total of Type Groups No Other Types
Hospitals 90 0.046069 Care Home 674 0.345002 HMO 861 0.440723 Purpose Built Flats >=4 Storeys 147 0.075245 Hostel 54 0.027641 Hotel 518 0.26515 House converted to flat 872 0.446353 other Sleeping accommodation 153309 78.47472 Further Education 120 0.061425 Public Building 255 0.130528 Licensed Premise 1886 0.965392 School 871 0.445841 Shop 7620 3.900471 Other premises open to the public 1761 0.901408 factory or warehouse 4225 2.162663 Office 4047 2.07155 Other workplace 17594 9.005892 Unknown 457 0.233926 Total 195361 100 Table 2 CFRMIS Premises Breakdown
The Review Team was informed that those members of Technical Fire Safety who did not have a background in operational fire fighting were unlikely to be able to identify risks of hazards to operational personnel. There is, therefore, the potential for these personnel to be (a) consulted on drawings/ proposals containing risks or hazards to operational personnel, or (b) to visit premises containing such risks or hazards, and not to be able to identify them as such. See Recommendation 14
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3.1.9 Portal Information
HFRS utilise an intranet based information system (the FRS Portal) for capturing/ managing site specific operational risk information. Three document types exist: a. Risk Cards – recording information requirements for FRSA 7(2)(d) – currently being replaced by SSRI form b. Risk Plans – High Risk premises information - currently being replaced by Operational Pre Plans c. PP6 records for premises specific risk information – currently being replaced by SSRI form
The revised SSRI (PP6) process needs to ensure that the time taken for risk information to be uploaded on to MDTs and the Corporate Portal once identified is kept to the minimum. See Recommendation 15
The Portal displays all records, regardless of status – new, amended, completed, etc, on screen and would probably benefit from additional filtering of information according to an individuals access level to ensure that appropriate action was being taken at the earliest opportunity. The Review team were informed that access to the Portal, and subsequently amending the data, was protracted and that this was a considerable disincentive to its use. See Recommendations 7 & 15
The PP6 (Site Specific Risk) Information, once approved by the Resilience & Operational Risk Manager, is placed on MDT’s and the FRS Portal - however it was indicated that no feedback is given to HFRS Personnel. See Recommendation 16
It was noted that specialist Fire Safety Officers are not informed of operational risks / hazards that are identified by operational personnel. As a result Fire Safety personnel may currently, or in the future, be dealing with premises that have been identified as containing an operational risk, without taking the identified risk into account. It should be noted that the Responsible Person (within the meaning of the Fire Safety (Regulatory Reform Order) should also be made aware of any issues that may impact on the safety of relevant persons in or around their premises. See Recommendation 17
3.2 Operational Risk Information
The review team queried how risk information is captured and utilised after an incident, and were informed that there are no formalised arrangements for Formal Operational De-briefs. At present a Post Incident Review form (HS12) is used, which when complete is submitted to HQ Health and Safety Section. This process is soon to be replaced by a new policy for Operational De-briefs (the issue of a formal debriefing process was highlighted during an external audit in 2006) and a new draft document was produced in June 2009, although this has yet to be promulgated. See Recommendation 18
It was identified that new operational systems are focussing principally on Firefighter safety, for instance Procedure and Guidance Notes focus solely on 16 Page of 26 Final Version 261
provisions of 7(2)(d) of the Fire & Rescue Services Act, and not those of 8(2)(d) and 9(3)(d). It is important that when collecting operational risk information consideration should be given to the full range of emergencies attended e.g. flooding, RTC’s, etc.
It must be recognised that the legislation and guidance relevant to the roles and responsibilities of the Fire and Rescue Service for obtaining and providing Operational Risk Information is extensive. There is a significant amount of information published on the CLG Web Site, relating to legislative responsibilities and which in relation to operational risk information specifically includes:
• The Management of Health and Safety at Work Regulations 1999 • The Fire and Rescue Services (Emergencies) (England) Order 2007 • Civil Contingencies Act 2004 • Corporate Manslaughter and Corporate Homicide Act 2007
Service policies must be underpinned with relevant information and guidance, however the review team were unable to determine the links into the various risk information sources that currently exist, other than the draft consultation document that had been published by CLG. See Recommendations 19
3.2.2 Security of Information and Data Sharing
With the roll-out of the MDT’s concerns exist about the security of information in the Network. However the Review Team were informed that an officer from the service is now part of a CFOA led regional group which is considering Protective Security strategy and should report on requirements in the near future. It was noted that the Service are currently working towards ISO 27001.
The sharing of data with a broad range of partners is a core element of working with other Category 1 and Category 2 Responders, and in developing other partnerships such as those relating to Crime & Disorder. However, currently the sharing of sensitive data with partners is not possible electronically as systems have not been developed to allow the transmission and receipt of sensitive information. Whilst a draft protocol has been produced with the ‘B’ Division of Humberside police it includes a range of technical security requirements which currently cannot be achieved by the Authority. A policy for protective marking in HFRS has been introduced but it appears that this is not being applied fully.
A number of data sharing protocols have been drafted (but not implemented) that do not cover issues of protective security. The review team were informed that although the policy/ procedure for holding information relating to individuals has been refined (in order to alleviate issues pertaining to the Data Protection Act) – it is only provides partial anonymity. See Recommendation 20
All information on premises and risks will be held on MDT’s in appliance cabs. the opportunity for a review of the security of operational information should be undertaken to ensure that Authority is fully protected. See Recommendation 21
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3.2.3 Training Needs
In recent years the emphasis of operational exercises within the Service has been on themed training. However at the time of the review there appeared to be very little linkage between identified operational site or premises risk and training/ exercising requirements. In addition the Review Team was informed that the attendance of officers at those training exercises that were held was not a structured process. See Recommendations 22 & 23
The Review Team confirmed that methods of building construction are no longer included in recruit or ongoing training. This is considered to be a serious risk to operational personnel, as understanding the performance characteristics in a fire of both traditional methods of construction, and the many new building systems that have recently been developed and are increasingly being used, is considered essential. See Recommendation 24
Technical Fire Safety personnel undertake consultation with Building Control Bodies (Local Authority and Approved Inspectors), in respect of proposed new or materially altered buildings. These consultations focus on Part B (Fire Safety) of the Building Regulations. The review team were informed that the Technical Fire Safety personnel consider, and comment, only in respect to matters relating to Part B1 (Means of Warning and Escape), and Part B5 (Access and Facilities for the Fire Service).
The Review Team believe that the legal requirement for consultation is in respect of the whole of Part B, as a complete understanding of the impact of Part B2 - Internal Fire Spread (Linings), Part B3 – Internal Fire Spread (Structure), and B4 - External Fire Spread, is essential to ensuring the adequacy of the proposed provision for B1 and B5 (the latter being of particular importance for the safety of operational personnel). See Recommendation 25
3.3 General
Providing too much information, and thereby placing the recipient in ‘information overload’, is as serious as the failure to provide no risk information. The delivery of ‘Accurate, Relevant, and Timely’ information is key to the success of any emergency situation where decision making is crucial for the safety of firefighters, other emergency responders, members of the public, the environment, etc, and to ensuring a successful outcome. See Recommendation 26
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4. Summary of Critical Elements identified in Review
In Section 5 the report comments on the issues identified during the review, and makes a number of recommendations as a result of its findings. The following (also included in Section 5) are considered to be those critical findings and recommendations that will need to be actioned to underpin the subsequent development of a comprehensive and integrated operational risk management system. In no way is the omission, from this section, of any of the recommendations contained in Section 5 intended to detract from their importance.
4.1 The FARMSS review team found that HFRS policies relating to operational risk information has been developed in line with the CFOA South East Region documentation. However whilst consideration has been given to the draft national guidance on the Provision of Operational Risk Information (published during the consultation phase), the HFRS policies have not adopted the national guidance wholesale and remain principally focused on the risk presented to the Firefighter. The FARMSS Review team believe that this places HFRS at risk, with limited emphasis being placed on the other operational risk areas where the Authority has a legislative responsibility. These risk areas include Societal & Individual Risk, Environmental Risk, Heritage Risk, Community Risk and Economic Risk.
Recommendation 6. HFRS Operational Risk Policies, including the collection and dissemination of operational risk information, should encompass all areas where the Authority have a legislative responsibility, including Societal & Individual Risk, Environmental Risk, Heritage Risk, Community Risk and Economic Risk.
4.2 It is important that all the information on site and premises risk information held in the various databases is accessible to those who have a legitimate reason for accessing that information.
Recommendation 7. A review should be undertaken of the different databases holding site and premises information, and the management of the information contained in them, with a view to ensuring that all operational risk information held for sites or premises is readily and speedily available for whoever has legitimate reasons for the accessing the information. A critical element of this will be the need to ensure that all the databases share a common premises identifier protocol.
4.3 Within HFRS there are a number of projects dealing with Operational Risk Information e.g. Vision, MDT’s, Corporate Gazetteer, which present a High Risk to the Authority if they fail or do not deliver on time.
Recommendation 4. A high level programme plan should be developed which captures the critical path and interdependencies of each project relating to operational risk information, identifies any conflict and
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ensures an integrated approach to the development of the various projects. This should be cross-referenced to the HFRS IT Strategy where appropriate.
Recommendation 5. A common unique identifier must be in place across all systems in order to reduce the risk of silo information. The development of the corporate gazetteer is therefore a key element of the strategic way forward, which should include links to the Vision FX C&C system, fire safety, FSEC, and the HFRS Portal, in order to reduce the risk to HFRS which will also demand a significant effort in respect of data cleansing across all systems.
4.4 The quality of Site Specific Operational Risk Information is extremely variable. Of some considerable concern was the Corporate decision made in 2005 to rationalise the detail contained within plans for Very High Risk Premises (known as Major Risk Plans) making them little more than contact information. It is acknowledged that these have now been replaced by Operational Pre-plans, but these still need populating and priority needs to be on doing this as quickly as possible.
Recommendation 9. Whilst the decision to reduce the information held on Very High Risk sites or premises to a very basic level has been reviewed, priority should be given to populating operational pre-plans. In addition the detailed information would advise personnel, and control, who may be required to provide support at Silver or Gold Command level.
4.5 Potential specific operational risk information, irrespective of its source, should be made available to all HFRS personnel who have a legitimate need to access that information.
Recommendation 13. Information on any site or premises that has been initially identified as presenting a specific operational risk, even if this ‘risk’ has not yet been verified by the RORM Section, as a matter of priority should be identified in the C & C system with an outline of the nature of the risk, and its status, being transmitted to the attending appliances.
Recommendation 16. Each station should be informed, as soon as possible, of any new operational risk information for its station area (or any premises or site for which it could be reasonably expected to form the first attendance) as soon as it is placed on the MDT’s or temporarily held by the C & C system.
Recommendation 17. Technical Fire Safety should be informed, at the earliest opportunity, of any new operational risk information within its area as soon as it is placed on the MDT’s or temporarily held by the C & C system. A flag should be in place within the Fire Safety system to indicate that Site Specific Operational Risk Information on the premises has been identified, together with information on the nature of that risk.
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4.6 Each front line appliance is equipped with an MDT. These units provide access currently to between 500 and 600 premises - however this total represents only just over 2% of the ‘other building’ stock identified within FSEC, although it is expected that this figure is likely to rise significantly. Evidence was presented to the review team that operational personnel seldom use the system, illustrated by one of the personnel interviewed stating that ‘We don’t turn on the MDT’s because they are slow, overly complex, and they add no value', although adding that they may be used if attending incidents in an adjoining station area. This presents a significant risk to the organisation.
Recommendation 11. The use of MDT’s to provide operational risk information should be encouraged, and in particular ownership of the information, access to its use and ability to inform and support decision making for the benefit and safety of both operational personnel and society in general.
Recommendation 12. The use of MDT’s should be audited to monitor their use, including the information they supply, to support incident command.
4.7 FARMSS were advised that the Resilience & Operational Risk Manager and the Operational Support Managers (OSM’s) participate in a monthly ‘informal’ process to undertake a form of benchmarking. It is understood that no formal minutes of these meetings are kept.
Recommendation 8. A record of decisions taken at the meetings of the Resilience & Operational Risk Manager and the Operational Support Managers should be prepared and circulated as appropriate.
4.8 The Review Team was informed that those members of Technical Fire Safety who did not have a background in operational fire fighting were unlikely to be able to identify risks of hazards to operational personnel. There is, therefore, the potential for these personnel to be (a) consulted on drawings/ proposals containing risks or hazards to operational personnel, or (b) to visit premises containing such risks or hazards, and not to be able to identify them as such.
Recommendation 14. All Technical Fire Safety personnel should have appropriate knowledge and understanding of those materials, processes, goods, systems, etc, that are a hazard or risk to fire fighters.
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Chapter 5 Recommendations
The recommendations made within this chapter of the report have been drawn from the evidence detailed within chapter 3, and include the recommendation contained in Section 4.
1. A steering group, consisting of all departments that contribute to or utilise operational risk information, should be established to ensure that all departments have a full understanding of their contribution to operational preparedness
2. Depending on the Group concerned, all or part of the forms used to capture operational risk information should have a common format.
3. All personnel likely to be involved the capture, management and subsequent use of operational risk information should be trained to ensure that they have the appropriate knowledge, skills and understanding to undertake their role in the process.
4. A high level programme plan should be developed which captures the critical path and interdependencies of each project relating to operational risk information, identifies any conflict and ensures an integrated approach to the development of the various projects. This should be cross-referenced to the HFRS IT Strategy where appropriate.
5. A common unique identifier must be in place across all systems in order to reduce the risk of silo information. The development of the corporate gazetteer is therefore a key element of the strategic way forward, which should include links to the Vision FX C&C system, fire safety, FSEC, and the HFRS Portal, in order to reduce the risk to HFRS which will also demand a significant effort in respect of data cleansing across all systems.
6. HFRS Operational Risk Policies, including the collection and dissemination of operational risk information, should encompass all areas where the Authority have a legislative responsibility, including Societal & Individual Risk, Environmental Risk, Heritage Risk, Community Risk and Economic Risk.
7. A review should be undertaken of the different databases holding site and premises information, and the management of the information contained in them, with a view to ensuring that all operational risk information held for sites or premises is readily and speedily available for whoever has legitimate reasons for the accessing the information. A critical element of this will be the need to ensure that all the databases share a common premises identifier protocol.
8. A record of decisions taken at the meetings of the Resilience & Operational Risk Manager (RORM) and the Operational Support Managers should be prepared and circulated as appropriate.
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9. Whilst the decision to reduce the information held on Very High Risk sites or premises to a very basic level has been reviewed, priority should be given to populating operational pre-plans. In addition the detailed information would advise personnel, and control, who may be required to provide support at Silver or Gold Command level.
10. The provision of site drawings, or premises plans, is an efficient and effective way of providing operational personnel with relevant operational risk information. Serious consideration should be given to the provision of a resource for the updating and conversion of legacy hard copy TFS plans to electronic versions and for the drawing and storing of new plans.
11. The use of MDT’s to provide operational risk information should be encouraged, and in particular ownership of the information, access to its use and ability to inform and support decision making for the benefit and safety of both operational personnel and society in general.
12. The use of MDT’s should be audited to monitor their use, including the information they supply, to support incident command.
13. Information on any site or premises that has been initially identified as presenting a specific operational risk, even if this ‘risk’ has not yet been verified by the Risk Control Manager, as a matter of priority should be identified in the C & C system with an outline of the nature of the risk, and its status, being transmitted to the attending appliances.
14. All Technical Fire Safety personnel should have appropriate knowledge and understanding of those materials, processes, goods, systems, etc, that are a hazard or risk to fire fighters.
15. The structure and content of portal should be reviewed to ensure that optimum levels of operational information are available easily and speedily, and that all relevant pending management actions have been taken within appropriate timeframes.
16. Each station should be informed, as soon as possible, of any new operational risk information for its station area (or any premises or site for which it could be reasonably expected to form the first attendance) as soon as it is placed on the MDT’s or temporarily held by the C & C system.
17. Technical Fire Safety should be informed, at the earliest opportunity of any new operational risk information within its area as soon as it is placed on the MDT’s or temporarily held by the C & C system. A flag should be in place within the Fire Safety system to indicate that Site Specific Operational Risk Information on the premises has been identified, together with information on the nature of that risk.
18. The development of an effective debriefing process following incidents should, together with the findings of the fire investigation teams, be
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developed as essential processes in identifying operational risk information.
19. The available information, guidance and legislation, relevant to the collection and provision of operational risk information, should be reviewed, including the CLG Web Site relating to IRMPs which identifies over 1500 elements of legislation and guidance that impact on, or provide support to, the fire & rescue service.
20. Data sharing protocols for data protection etc, should be reviewed to ensure accuracy of information, and the ability of HFRS to share information with other Category 1 and 2 Responders.
21. Whilst it is assumed that the provision of data being transferred to MDT’s is being addressed through the Firelink/ FiReControl project, the opportunity for a review of the security of operational information should be undertaken to ensure that Authority is fully protected.
22. Consideration should be given to the need to provide training relevant to operational risks and hazards identified for the station areas concerned., and a process should be introduced to ensure that the learning outcomes from training exercises are taken into account for operational planning purposes.
23. Officer attendance at training exercise should be formalised in line with the Personnel Development Review (PDR) process to ensure that their ‘core’ competencies are achieved/maintained.
24. All personnel should be trained in both traditional and modern methods of construction to ensure that they can make maximum effective use of operational risk information whilst continuing to operate both effectively and safely inside a building.
25. Technical Fire Safety personnel must take into account all elements of Part B of the Building Regulations, when being consulted by the Building Control Body.
26 The structure and nature of the information provided to incident commanders, (particularly within first 10 minutes), should be reviewed to ensure that the information does not overload them and is provided in a form that will support decision making during an initial assessment.
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Agenda Item No. 20
Humberside Fire Authority Report by the 25 June 2010 Chief Fire Officer & Chief Executive
ANNUAL PERFORMANCE REPORT 2009/2010
SUMMARY
1. Following the demise of the best value performance indicators (BVPIs), which where abolished by the Government, through the Local Government and Public Involvement in Health Act 2007 the Service no longer has a statutory duty to report annually on performance except as part of the National Indicator Set reported under the Comprehensive Area Assessment framework by our Unitary Authority partners.
2. However, in line with best practice the Authority has continued to produce an Annual Performance Report. The 2009/10 report is divided in to the themed areas of Organisational Assessment, Prevention and Protection, Response, Corporate Health, including financial information.
3. The proposed abolition of the Comprehensive Area Assessment has thrown a degree of uncertainty in terms of regulation moving forward, however, it is not anticipated that this will detract from the continued production of an Annual Performance report.
RECOMMENDATIONS
4. Members consider this report and approve the attached Annual Performance Report 2009/10.
BACKGROUND
5. The Local Government and Public Involvement in Health Act 2007 launched a new set of national indicators (NIs) that replaced the BVPIs and reduce the number of overall performance indicators by making them more cross cutting and provide the assessment focus of the Area based element of Comprehensive Area Assessment.
6. That Act also abolished the requirement for English Best Value authorities to prepare Best Value Performance Plans and, as a consequence, the need to report performance information and set future performance targets
7. However in line with best practice, the Authority has continued to produce an Annual Performance Report.
8. The proposed abolition of the Comprehensive Area Assessment has thrown a degree of uncertainty in terms of regulation moving forward, however, it is not anticipated that this will detract from the continued production of an Annual Performance report.
9. The attached draft Annual Performance Report 2009/10 provides an overview of Service performance around the themed areas of; Organisational Assessment, Prevention and Protection, Response, Corporate Health, including financial information.
10. The prevention and protection theme also outlines performance against the two fire specific National Indicators 33 and 49, which have now been removed from the National Indicator set with effect from 1st April 2010.
271 STRATEGIC PLAN COMPATIBILITY
11. This directly supports all objectives within the Authority’s Strategic Plan.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
12. None arising directly
LEGAL IMPLICATIONS
13. None arising
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
14. None arising
CORPORATE RISK MANAGEMENT IMPLICATIONS
15. None arising
HEALTH AND SAFETY IMPLICATIONS
16. None arising
COMMUNICATION ACTIONS ARISING
17. The Annual Report will be provided to all stakeholders and available for comment on the HFRS website.
DETAILS OF CONSULTATION
18. None
BACKGROUND PAPERS AVAILABLE FOR ACCESS
APS Report – Developing Service Performance Indicators following the demise of Best Value Performance Indicators – June 2008 HFA Report - Annual Performance Report 2008/09 – June 2009
RECOMMENDATIONS RESTATED
19. Members consider this report and approve the attached Annual Performance Report 2009/10.
F DUFFIELD
Officer Contact: ACO Phil Jackson 01482 567418
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull PJ/HFA/2010 10th June 2010
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273
Annual Performance Report 2009/10 Contents
Foreword by Chief Fire Officer & Chair of Humberside Fire Authority...... 4 Strategic Context...... 5 The Communities We Serve...... 6 The East Riding of Yorkshire...... 6 Kingston upon Hull...... 6 North East Lincolnshire ...... 7 North Lincolnshire...... 7 Life Risk Profiling...... 8 Mosaic Profiling...... 10 274 Deprivation...... 11 Organisational Assessment...... 12 Prevention and Protection...... 13 Community Safety and Education Activities...... 13 Tackling Anti‐Social Behaviour...... 16 Service Performance Indicators...... 21 National Indicator Set ...... 22 Fire Deaths ...... 23 Accidental Dwelling Fires ...... 24 Road Traffic Collisions...... 29 Station Workload ...... 31 Emergency Response ...... 33 Version 0.10 2
Annual Performance Report 2009/10 Emergency Response Standards...... 33 Average Emergency Response Times ...... 34 After the Incident Survey ...... 35 Correspondence with the public...... 36 Corporate Health ...... 37 Finance, Estates, Procurement ...... 37 Human Resources ...... 40 Information Technology...... 41 Sickness ...... 42 Health and Safety...... 44
275 Equality and Diversity ...... 45 Customer Service Excellence ...... 47 Business Continuity Management (BCM) ...... 47 Financial Information...... 50 Revenue Expenditure...... 50 Capital Expenditure...... 51 Balances and Reserves...... 52 Further Details ...... 52 Future Spending Plans ...... 52 Efficiency Savings ...... 52 Contact Details...... 55
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Annual Performance Report 2009/10
Foreword by Chief Fire Officer & Chair of Humberside Fire Authority
We welcome you to the Humberside Fire Authority’s Annual Performance Report which provides an overview of Service performance during 2009/10. The 276 report also outlines our performance under the National Audit Framework and our progress against the two National fire indicators, which from the 1st April 2010 will be removed from the National Indicator Set.
The Service continues to make good progress in embedding performance at all levels to support continuous improvement. During 2009/10 the Service set challenging stretch targets to build on the excellent work during 2008/09. We have again made a positive impact on community safety, demonstrated by a further reduction of most headline statistics connected with fire related incidents. However, we recognise that there is still much more we can achieve in reducing the risk within our communities and it has been particularly disappointing that there has been an increase in fire related deaths during 2009/10.
Our aim remains to improve the Service wherever we can, building on the success of the work with our communities and partners in reducing fires, road traffic collisions as well as maintaining a first‐class operational response to emergencies.
John Briggs – Chair, Humberside Fire Authority
Frank Duffield – Chief Fire Officer & Chief Executive
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Annual Performance Report 2009/10
Strategic Context Our Strategic Plan is refreshed each year to ensure it continues to reflect the strategic direction of the Authority and remains flexible to consider new issues. The Plan is embedded within the organisation through Directorate Plans and underpinned by our performance management framework.
Vision ‐ Safer Communities; Safer Firefighters
Strategic Objectives
Priorities • To prevent loss of life and injuries from emergency incidents • To reduce risk in our communities • To respond quickly and effectively to emergencies when requested Enablers
277 • Making the best use of the resources we have • Increasing our capacity for prevention activity • Establishing new ways of working • Continuing to develop a committed, flexible, skilled and healthy workforce
Core Values
We will:
Be professional (through learning and development) in every way we serve our communities Act with integrity and trust, be transparent and open to improvement through change Respect one another and promote equality and diversity Help create a working environment that is stimulating, enjoyable and rewarding
The Strategic Plan can be viewed by visiting our website at www.humbersidefire.gov.uk
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Annual Performance Report 2009/10 The Communities We Serve Humberside Fire and Rescue Service cover the four unitary authority areas of Kingston upon Hull, the East Riding of Yorkshire, North Lincolnshire and North East Lincolnshire. The area has a total population of 912,140 people and covers a geographical area of 2261 square miles.
Each of the four unitary authorities is very different this makes the Humberside area very diverse, consisting of urban, rural and coastal communities and provides many different challenges to Humberside Fire and Rescue Service.
The East Riding of Yorkshire The East Riding of Yorkshire has 171 parishes and 26 wards, covering 240,768 hectares [930 square miles] and has a population of 335,049. It has just 1.4 people per hectare. The population has increased by over 6.7% since the 2001 Census. There are 149,747 households and the average house price is £134,515. The working age population is 197,412 and the authority has a larger than average number of residents aged 60 and over (24% are of pensionable age)
The black, minority, ethnic (BME) population within the East Riding of Yorkshire is 4.9%, this has increased from 2.4% in the last census. 278
Areas in Goole, Bridlington and Withernsea are amongst the most deprived 10% of areas in the country. The East Riding has an average rank of 232 in the Indices of deprivation. (1 is the most deprived, 354 is the least). Only 2.9% of Super Output areas (SOAs) in the East Riding of Yorkshire are in the most deprived 10% of SOAs. The 16+ unemployment rate for the East Riding in from October 2008 to September 2009 (latest figures available) was 6.1%.
East Riding’s coastline stretches 85 kilometres from Bempton to Spurn Point.
Kingston upon Hull Kingston upon Hull has 2 parishes and 23 wards covering 72 km squared and has a population of 258,700. It has the highest density of population in England, with over 3,593 persons per km squared. The population has increased by 5300 since the 2001 census. There are 104,288 households and the average house price is £74,957. The working population is 168,500 and the authority has a slightly lower proportion than the national average number of residents aged 60 and over (18.8% are of pensionable age).
The black, minority, ethnic (BME) population within Kingston upon Hull is 5%, this has increased from 2.3% in the last census.
Kingston upon Hull has an average rank of 11 in the Indices of Deprivation (1 is the most deprived, 354 is the least). It has the highest percentage of Lower Super Output Areas (LSOA’s) in the 10% most deprived LSOA’s in the country at 44.2%. The 16+ unemployment rate for Kingston upon Hull from October 2008 – September 2009 (latest figures available) was 13.3% which was higher than the national average at 7.4%. Version 0.10 6
Annual Performance Report 2009/10
North East Lincolnshire North East Lincolnshire has 21 parishes and 15 wards covering 192 square kilometres and has a population of 158,200. It has 824 people per square kilometre. The population has increased by 5351 since the 2001 census. There are 66,054 households and the average house price is £94,395. The working population is 95,200 and the authority has a larger than average number of residents aged 60 and over (23.2% are of pensionable age).
The black, minority, ethnic (BME) population within North East Lincolnshire is 4.1%, this has increased from 2.48% in the last census.
North East Lincolnshire has an average rank of 49 in the Indices of Deprivation (1 is the most deprived, 354 is the least). It has 26 Lower Super Output Areas (LSOA’s) in the 10% most deprived LSOA’s in the country and in total it has 52 (49%) of LSOAs ranked within the 30% most deprived LSOAs in the country. The 16+ unemployment rate for North East Lincolnshire from October 2008 – September 2009 (latest figures available) was 10% which was higher than the national average at 7.4%.
North Lincolnshire 279 North Lincolnshire has 49 parishes, 8 town councils and 17 wards covering 894 square kilometres and has a population of 160,300. It has 179 people per square kilometre. The population has increased by 2321 since the 2001 census. There are 64,014 households and the average house price is £107,668. The working population is 96,100 and the authority has a larger than average number of residents aged 60 and over (24.1% are of pensionable age).
The black, minority, ethnic (BME) population within North Lincolnshire is 5.9%, this has increased from 4% in the last census.
North Lincolnshire has an average rank of 132 in the Indices of Deprivation (1 is the most deprived, 354 is the least). It has below regional and national average scores for the percentage of Lower Super Output Areas (LSOA’s) in the 10% most deprived LSOA’s in the country. The 16+ unemployment rate for North Lincolnshire from October 2008 – September 2009 (latest figures available) was 8.4% which was higher than the national average at 7.4%.
Information sources: Indices of deprivation 2007. ONS Ethnic Estimates 2007. East Riding of Yorkshire data observatory (facts and figures). ONS 2008 midyear population estimates. Humber Economic Partnership, Progress in the Hull and Humber Ports City Region – Statistical Update March 2010. Land Registry 2009.
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Annual Performance Report 2009/10
Life Risk Profiling Figure 1 – 2007 Life Risk Figure 2 – 2010 Life Risk In order to target our community safety activity effectively a Life Risk Map is produced annually using formula and calculations from the government FSEC
Toolkit. All 2966 output areas Service wide are profiled using a 5 year rolling period of dwelling fire and census data, each area is attributed a Life Risk Score.
280 Figure 1 shows the life risk in
2007. The risk in 2010 is shown in figure 2.
More focussed community safety activity in high risk areas since 2007 has resulted in a reduction in risk in those areas.
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Annual Performance Report 2009/10 Table 1 – Community fire safety activity within high risk areas 2007 – 2010
The table below shows the Life Risk makeup of each Unitary Authority Area and what percentage of the area falls into High, Medium and Low Risk.
Table 2 ‐ Risk Area Percentages 281
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Annual Performance Report 2009/10 Mosaic Profiling All postcodes in the Humberside area have been filtered through a piece of software called Mosaic from Experian which uses social marketing data to profile each area by the characteristics of the people most commonly found living in those areas. The software groups the areas into 11 profiles; it is supplied with profile documents with details on how best to engage with the people identified in the areas.
The Humberside area can be divided up into 3 main areas; Ties of the Community (Lower middle class and skilled working class), Municipal Dependencies (Working class and poor) and Welfare Borderline (Working class and poor). These groups are some of the poorest people in the UK, with 55% of the households fitting into those 3 categories. The classifications are useful for profiling neighbourhoods and for showing us the best communication method that each postcode area is most receptive to.
Figure 3 – Mosaic Lifestyle Types
282
For further information on Mosaic classifications see www.experian.co.uk Version 0.10 10
Annual Performance Report 2009/10 Deprivation In 2007 the Indices of Deprivation were published by the government, the report centres around Lower Layer Super Output Areas (LSOA). The generation of the LSOA’s allow comparisons to be made throughout the country as each area is made up of smaller areas of population, than, for example, electoral wards. There are 32, 482 LSOAs in England each with a similar size population of between 1,000 to 3,000 people.
Humberside comprises of 4 Unitary Authority Areas with varying degrees of deprivation, 2 of the 4 Authority Areas fall within the top 50 most deprived in the country. Hull is the 11th most deprived area in England. At LSOA level one third of Humberside’s 579 LSOAs are within England’s 25% most deprived. Table 3 and Figure 4 below show the deprivation makeup of the Humberside Service Area.
Table 3 ‐ Indices of Deprivation Rank Figure 4 – Map Showing Output Area Deprivation Levels 283
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Annual Performance Report 2009/10 Our Performance
Organisational Assessment During 2009/10 our performance was assessed by the Audit Commission using the Comprehensive Area Assessment framework which was introduced on 1st April 2009. The Organisational Assessment comprises of two aspects – Use of Resources and Managing Performance. Overall Humberside Fire Authority has been assessed as performing adequately following the 2009 Organisational Assessment. The context of this assessment outcome against other fire and rescue services means that of the 47 fire and rescue services; Humberside are one of 17 Services who were assessed as performing adequately in the Organisational Assessment. One fire and rescue service scored was assessed as performing poorly, 26 as performing well and one as performing excellently.
Use of Resources
284 This part of the assessment looks at governance, financial accounting and reporting arrangements, how well the Authority plans and manages its finances and whether the Authority achieves value for money. In 2009 we were assessed as ‘Performing Adequately’ scoring 2 out of 4 in the Use of Resources elements of Managing Finances, Governing the Business and Managing Resources.
Managing Performance
This part of the assessment looks at our leadership abilities, our performance management, our strategic aims and objectives and our abilities to work collaboratively with other Services and agencies. During 2009 the judgment identified a number of areas of good performance such as meeting our emergency response targets and in preventing deaths and injuries in fires: we were also acknowledged for making good progress in reducing risk. We were assessed as ‘Performing Adequately’ scoring 2 out of 4.
Operational Assessment (Sector led)
This assessment reflects the Authority’s performance in delivering the fire and rescue service. During 2009/10 we produced a Self Assessment to highlight areas of best practice and areas for improvement and to demonstrate our self awareness. In March 2010 we invited a team of Sector peers into the Service to assess how well we are delivering a Fire and Rescue Service operationally. The primary outcome of the review was that HFRS is operationally effective and the peer review team was of the opinion that the Authority is meeting fully its statutory duties.
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Annual Performance Report 2009/10 Prevention and Protection
Community Safety and Education Activities Minimising risk is the core aim behind all of our community safety activities. We engage with the people who live in our communities 365 days of the year but this shouldn’t only be when they dial 999 and require our assistance. We believe very strongly in prevention and we work very hard utilising the excellent relationships we have established with our partner organisations to achieve our Service Delivery Priorities.
These are some of the activities that we have carried out in 2009/10.
Home fire Safety Checks In 2009/10 we almost doubled the number of Home Fire Safety Checks and smoke alarms fitted from the previous year. Home fire safety checks are free to residents but are carried out on a risk level basis which means the most vulnerable people are prioritised first. 285
Table 4 – Home Fire Safety Checks 2008/09 to 2009/10
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Annual Performance Report 2009/10 School Education We have a well established programme of school visits which ensure that every child in our area receives safety critical information at three key stages in their development. Our Schools Education and Youth Engagement programmes form an integral part of our Safeguarding Children and vulnerable adult’s policy.
Table 5 – School Education activity – 2008/09 to 2009/10
Youth Engagement 286 We recently received a national community partnerships award in the ‘Best Education Category’ for our BTEC Education programme. This was an initiative that was originally set up in conjunction with local secondary schools in the North Lincolnshire area to address the problems of young people that were not in education, employment or training and it is designed as a high impact, life changing solution to improve the prospects of disengaged young people. The BTEC Certificate is a unique qualification accredited by Edexel and delivered by qualified fire fighters. Student’s attendance is currently 90% and not one student has dropped out of the course.
Table 6 – BTEC activity
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Annual Performance Report 2009/10
Technical Fire Safety We have a well developed risk based inspection programme to enforce the Regulatory Reform (Fire Safety) Order 2005 and to target Technical Fire Safety resources towards identified risks. A phased re‐structure of the Technical Fire Safety Section is scheduled for completion in 2011. The outcome of this review will secure improved efficiency and effectiveness and a resilient workforce to take us forward into the coming years. Despite the business interruption of recruiting and developing new staff to our teams and the resultant reduction in the overall number of risk based inspections, our focused delivery programme has ensured an overall reduction in risk over the past 12 months.
Table 7 ‐ Technical fire safety inspection activity 2008/09 to 2009/10.
287
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Annual Performance Report 2009/10
Tackling AntiSocial Behaviour Anti‐social behaviour takes many forms and impacts on us all. We try to minimise the kind of behaviour that is unacceptable to most people. Some examples of anti‐social behaviour that we encounter and work proactively to reduce are:
Arson
Arson is a huge problem to society. Nationally, the cost of arson fires to society has reached over £1.3 billion a year and it is estimated that arson attacks result in insurance claims of around £550 million per year. In the last ten years, there have been around 1.7 million deliberately started fires, resulting in 22,000 injuries and 1,100 deaths.
In an average week, arson results in:
• 3,500 deliberately started fires (including primary and secondary fires)
288 • 50 injuries • 2 deaths • and a cost to society of at least £25m
Source: Home Office – Crime Reduction.
We have created a dedicated Arson Task Force in each of our CPU areas. They work closely with partner organisations such as Humberside Police to find ways to reduce the instances of arson. Over the last nine years we have reduced the number of primary fire arson incidents by an average of 9% each year. For secondary fire arson the average yearly reduction is 1% and for arson overall the reduction is 4%. The chart below shows the number of arson incidents over the past ten years. Last year we reduced the number of primary arson incidents to 968, this is the first time the level has dropped below 1,000. There was an increase in secondary arson in 2009/10; this was mainly due to a long period of dry weather towards the end of 2009 when deliberately ignited fires become more prolific. In April 2009 we started to use a National Incident Recording System which has improved the way we record incident data. Our revised quality assurance processes have identified that the new IRS has increased the number of incidents recorded as deliberate which would in previous years have been recorded as unknown cause. This new system is responsible for some of the increase in the number of deliberate secondary fires recorded though it has not had an effect on primary arson which has always been recorded by fire crews.
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Annual Performance Report 2009/10
Close partnership working with Humberside Police to apprehend offenders Consultation with local residents as to how to combat arson in their locality
Award winning BTEC Education programme for young people Volunteers from North Lincolnshire CPU carry out Arson Patrols in high risk areas. Full Programme of school education visits
Key Strategic Partners in a multi agency information sharing structure Young Arsonist Referral Programme called Common Tasking jointly plan and deliver arson reduction initiatives
Partnership work with Hull and East Riding Fire Investigation teams investigate all cases of suspected arson JusticeHow Centrewe seek and to thereduce Probation arson Service
Think Campaign ‐ Arson consequences talk given to key stage 3 students prior to start of school holidays
289 Young Fire setters Intervention Scheme
Some examples of initiatives to remove arson targets are:
Removal of abandoned gas cylinders Educations of residents to ensure wheelie bins are stored safely and securely We work with local partners to ensure void buildings are secure Removal of refuse and bonfires Provision of CCTV cameras for repeat victims Initiatives during bonfire night period ‐ facilitates the removal of bonfires before they can be set on fire Securing of letterbox for repeat victims Partnership work to ensure abandoned cars are removed Creation of a dedicated Arson Task Force in each CPU We have employed teams of Community Safety Advocates in each CPU to follow up arson referrals
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Annual Performance Report 2009/10 Figure 5 – Arson statistics 2000/01 to 2009/10
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Annual Performance Report 2009/10
Hoax Calls Hoax Calls currently cost the national fire and rescue service £230,000 a day. Approximately, 50,000 hoax calls are responded to every year, which is about 135 per day. We recognise that hoax fire calls have the potential to affect many residents of local communities, and seriously impact on the service’s ability to deliver core services; we have developed several levels of intervention to tackle this issue. In the first instance our Control room staff will tackle a caller if they believe the call to be a hoax, this means that we are not mobilising our valuable resources to such calls ensuring they are available to deal with real emergencies. We work closely with Police, telephone and mobile phone companies to ensure that people making the calls are investigated and dealt with appropriately.
Hoax Calls 2008/09 2009/10 % change 2009/10 performance against targets
Baseline Stretch 2008/09 to Actual Target Target Actual 2009/10 Baseline Target Stretch Target Number of Hoax Calls Attended 335 535 N/A 305 ‐8.96% 43% under target N/A 291 Number of Hoax Calls not Attended (Call ChallengePolicy) 500 N/A N/A 581 16.20% 13.9%over target N/A Total Hoax Calls Received 835 983 806 886 6.11% under 9.9% target 9% over target
Table 8 – Hoax calls 2009/10
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Annual Performance Report 2009/10
Attacks on Fire Service Personnel Occasionally when fire crews attend an incident they encounter hostility from members of the public. This is a severe problem which hinders the crews when dealing with emergency incidents. The attacks take many forms from verbal abuse, throwing missiles to actual physical abuse. These attacks are something that we will not tolerate and we try to eliminate them using partnership working and initiatives such as our youth engagement strategies and working closely with the police to ensure perpetrators are convicted. In the past two years the number of these incidents has fallen after a sharp rise between the years 2001/02 to 2007/08. 292
Figure 6 – Attacks on Fire Service Personnel
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Annual Performance Report 2009/10
Service Performance Indicators In 2009 we introduced a set of Service Performance Indicators (SPIs). These measures were developed to align to the National Indicators NI 33 and NI 49 and reflect the performance areas that are of most importance to the service and our partnership organisations. The indicators below form part of our performance framework and are reported to the Fire Authority and Senior Management on a quarterly basis.
These SPIs allow us to continually monitor performance and maintain the commitment to make our community a safer place to live.
Table 9 shows our current performance against our targets for 2009/10 as well a comparison between this year and 2008/09. Our baseline targets were set using an average of the actual number of incidents for the years 2004/05, 2005/06 and 2007/08 with target reductions applied. These baseline targets apply to each of the years 2008/09, 2009/10 and 2010/11. At the beginning of 2009/10 we imposed stretch targets to maintain or improve the excellent results we achieved in 2008/09.
Table 9 – Overview of Prevention/Protection related Service Performance Indicators 293
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Annual Performance Report 2009/10
National Indicator Set To comply with the Local Government and Public Involvement in Health Act 2007 we record and report indicators 33 and 49 of the National Indicator set. We use these indicators to report our performance to our Local Authority partners and to benchmark our performance against other Fire and Rescue Services. From the 1 April 2010 indicators 33 and 49 were removed from the National Indicator set, however we will continue to record them for the foreseeable future as we recognise our commitment to report performance to partners and the benefits of benchmarking.
Table 10 – Fire specific National Indicators 294
Note: due to each year’s different population figures, the figures above are slightly different to the SPI table. For all targets and 2009/10 data the mid 2008 population figure was used. For all 2008/09 data the mid 2007 population figure was used.
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Annual Performance Report 2009/10
Fire Deaths
The increasing number of vulnerable people in our communities has meant another challenging year which this has resulted in an increase in the total fire related deaths from 5 in 2008/09 to 10 in 2009/10. At the same time the number of non fatal casualties has remained stable at 53. Whilst the overall figures are relatively low we consider these a challenge to our Community Safety Strategy and have established a Fire Death and Injury Review Panel to undertake a detailed study of the pattern and trends in fire related fatalities. This has led to improved scrutiny of our strategies and activities to challenge the ways in which we asses and mitigate community risk.
We continue to work hard to address issues of vulnerability and have established plans to appoint two vulnerable adult advocates to focus on this increasing and critical area of risk. Humberside continues to lead the way in safeguarding children and our policies and procedures have been widely acknowledged as national best practice. Officers now sit at board level and below in each Unitary Authority to represent the Service on Safeguarding Children groups. During 2009/10 CPU delivery plans have focused much more on vulnerability groups such as migrant workers, elderly persons, disability 295 groups and high rise tenants.
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Annual Performance Report 2009/10 Accidental Dwelling Fires Accidental Dwelling Fires (ADF) are the main cause of preventable deaths and injuries in the Service area. Figure 7 shows how ADFs have reduced year on year for the last 4 years with a small increase in 2009/10
Figure 7 – Trend of Accidental Dwelling Fires 296
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Annual Performance Report 2009/10 In 2009/10 77% of accidental dwelling fires had a smoke alarm fitted; this is a slight decrease on the 2008/09 figure of 78.4%. 76% of the fitted smoke alarms activated during the fire, this is an improvement on 2008/09’s figure of 66%.
Table 11 – Overview of smoke alarm ownership 2008/09 – 2009/10 Smoke Alarm Ownership in Accidental Fires in Dwellings Alarm Fitted % of Total ADFs Alarm Fitted And Activated % of Total Alarms Fitted Alarm Fitted But Did Not Activate % of Total Alarms Fitted 2009/10 427 77.1 325 76.1 102 23.9 2008/09 428 78.4 284 66.4 144 33.6
Nearly 40% of the accidental dwelling fires that we attended in 2009/10 were cooking related; of which 10% were chip pan fires. Faults in and negligent use of appliances were the next biggest causes.
Table 12 – Accidental Dwelling Fire Causation – 2009/10 297
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298
Annual Performance Report 2009/10 299
The location of the Service’s accidental dwelling fires are depicted in figures 10 and 11 below it shows the change from 08/09 to 09/10
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Annual Performance Report 2009/10 300
Figure 10 – ADF locations 2008/09 Figure 11 – ADF locations 2009/10
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Annual Performance Report 2009/10
Road Traffic Collisions Humberside Fire and Rescue Service work closely with other organisations to reduce the number of road traffic collisions and the number of people killed or seriously injured (National Indicators 47 and 48). In 2009/10 the number of RTC’s that the Service attended reduced by nearly 9%. We pay particular attention to young drivers and we’ve just fitted out a special vehicle called Icar to educate drivers under 25 years of age.
Table 13 – Road Traffic Collisions – 2008/09 – 2009/10
Road Traffic Collisions CPU 2008/09 2009/10 % Change East Riding of Yorkshire 288 244 ‐15.28% Kingston upon Hull 82 72 ‐12.20% North East Lincolnshire 83 89 7.23% North Lincolnshire 126 124 ‐1.59% 301 Total 579 529 ‐8.64%
The number of people injured reduced by almost 8% and those killed reduced by almost 12%
Table 14 ‐ Road Traffic Collisions – Fatalities/non fatal casualties ‐ 2008/09 – 2009/10
Road Traffic Collisions Non‐fatal Casualties Fatalities CPU 2008/09 2009/10 % Change 2008/09 2009/10 % Change East Riding of Yorkshire 211 193 ‐8.53% 12 15 25.00% Kingston upon Hull 38 43 13.16% 4 1 ‐75.00% North East Lincolnshire 92 68 ‐26.09% 3 2 ‐33.33% North Lincolnshire 93 96 3.23% 7 5 ‐28.57% Total 434 400 ‐7.83% 26 23 ‐11.54%
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Annual Performance Report 2009/10
In 2009/10 we performed extrications on 125 vehicles to remove trapped passengers. 152 people in total were extricated. Most of these people were freed from their vehicles in 30 minutes or less.
Table 15 ‐ Road Traffic Collision extrication times ‐ 2009/10
Road Traffic Collision Extrications by Time Taken to Extricate CPU Up to 15 mins 16 ‐30 mins 31 ‐45 mins 46‐60 mins 0ver 60 mins Total East Riding of Yorkshire 23 26 7 3 1 60 Kingston upon Hull 2 8 10 North East Lincolnshire 2 10 3 1 16 North Lincolnshire 14 16 6 2 1 39 Total 41 60 16 6 2 125
302 % of Total Extrications 32.8 48 12.8 4.8 1.6
The Service’s Road Traffic Collision Extrication Centre, based within North Lincolnshire, opened during February 2010. The Centre, which has been established in partnership with the BDV group, provides the necessary facilities for our firefighters to learn the latest extrication techniques. The facility is also made available for use by our emergency services partners, such as the Police and Ambulance Services to develop their approaches to road traffic collisions, thus improving the collaborative approach to these types of incident between the blue light services.
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Annual Performance Report 2009/10
Station Workload Our 31 stations cover many diverse areas, some are rural, some coastal and some urban. They are made up of whole time and RDS and have differing degrees of workload. Kingston upon Hull and North East Lincolnshire has a bigger proportion of whole time fire stations than the East Riding of Yorkshire and North Lincolnshire. Whole time fire stations turn out quicker than retained fire stations because firefighters are already at the station at the time of call. For retained fire stations, the firefighters respond to the fire station when alerted. This difference is reflected in the figures shown in table 20.
Table 16 – Fire station response activity 2009/10 – East Riding CPU
East Riding of Yorkshire CPU Incidents in Station Area 2009/10 Station Crewing Type Primary Fire Secondary Fire Chimney Fire False Alarm Good Intent False Alarm Due to Apparatus False Alarm Malicious Special Service Beverley RDS 56 41 11 32 1 140 67 Bridlington W/T & RDS 102 89 13 64 25 186 103 Brough RDS 33 24 2 21 1 45 51 Driffield RDS 21 14 13 21 2 59 45 303 Goole W/T 53 82 2 26 3 85 74 Hornsea RDS 29 22 8 15 2 30 31 Howden RDS 27 14 1 13 0 33 26 Market Weighton RDS 19 9 10 8 0 19 17 Patrington RDS 16 6 3 8 0 12 13 Pocklington RDS 39 19 13 21 3 49 33 Preston RDS 42 29 6 16 1 21 32 Snaith RDS 7 6 0 9 0 3 8 Withernsea RDS 32 20 0 12 1 36 20
Table 17 ‐ Fire station response activity 2009/10 – Kingston upon Hull CPU
Kingston Upon Hull CPU Incidents in Station Area 2009/10 Station Crewing Type Primary Fire Secondary Fire Chimney Fire False Alarm Good Intent False Alarm Due to Apparatus False Alarm Malicious Special Service Bransholme W/T 144 427 0 123 15 133 82 Calvert Lane W/T 190 348 4 145 35 410 182 Clough Road W/T 158 301 2 81 23 191 98 East Hull W/T 154 382 0 87 23 146 99 Hull Central W/T 178 227 1 147 54 428 262
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Table 18 ‐ Fire station response activity 2009/10 – North East Lincolnshire CPU
North East Lincolnshire CPU Incidents in Station Area 2009/10 Station Crewing Type Primary Fire Secondary Fire Chimney Fire False Alarm Good Intent False Alarm Due to Apparatus False Alarm Malicious Special Service Cleethorpes RDS 57 105 2 46 8 37 65 Cromwell Road W/T 146 271 1 94 30 86 65 Immingham East W/T 21 46 1 23 3 42 35 Peaks Lane W/T 193 324 2 156 38 170 158 Waltham RDS 30 37 2 8 0 15 17
Table 19 ‐ Fire station response activity 2009/10 – North Lincolnshire CPU
North Lincolnshire CPU Incidents in Station Area 2009/10 Station Crewing Type Primary Fire Secondary Fire Chimney Fire False Alarm Good Intent False Alarm Due to Apparatus False Alarm Malicious Special Service
304 Barton upon Humber RDS 40 57 6 23 2 34 27 Brigg RDS 28 20 3 31 7 46 38 Crowle RDS 18 5 2 5 1 5 9 Epworth RDS 28 11 2 12 2 27 26 Immingham West W/T 46 41 3 10 1 9 32 Kirton in Lindsey RDS 10 17 2 6 0 1 9 Scunthorpe W/T & RDS 230 393 7 171 21 297 151 Winterton RDS 15 7 1 11 0 15 13
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Annual Performance Report 2009/10 Emergency Response
Emergency Response Standards Following the abolition of prescriptive National Response Standards, the Service introduced new local intervention standards on 1st April 2008 to meet the response needs of our communities. These standards, which are detailed below, are reviewed regularly as part of the integrated risk management planning process.
Response Standard SPI 16a – Two fire appliances will be mobilised to dwelling fires and road traffic collisions. The first will be in attendance within the following times after being mobilised on a minimum of 90% of occasions.
• Very High and High Risk Areas 8 minutes
• Medium Risk Area 12 minutes
• Low Risk Area 20 minutes 305 • Road Traffic Collision in any risk area 15 minutes
Response Standard SPI 16b – The second appliance mobilised to a dwelling fire or a road traffic collision will be in attendance within 5 minutes of the first appliance arriving at the incident on 80% of occasions.
Response Standard SPI 16c – For High Societal Risk in buildings other than dwellings, 2 pumping appliances will be in attendance within 7 minutes of receipt of the call on 90% of occasions. (This risk area is only present in Kingston upon Hull between the hours 0800 and 2000.)
Kingston East Riding North East Intervention Standards 2009/10 Target Humberside upon Hull of Yorkshire Lincolnshire North Lincolnshire SPI 16a - Two appliances mobilised to dwelling fires or RTCs 90% 95.72% 97.48% 92.48% 99.40% 93.15% within the specified time scales. SPI 16b - Second appliance mobilised to dwelling fires or RTCs in 80% 89.60% 93.88% 83.19% 93.41% 86.99% attendance within 5 minutes of the first SPI 16c - Two appliances mobilised to fires in buildings other than 90% 52.17% 52.17% N/A N/A N/A dwellings in High Societal Risk areas within 7 minutes Table 20 – Performance during 2009/10 against our Emergency Response Standards
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Annual Performance Report 2009/10
Average Emergency Response Times In 2009/10 the Service responded to 12124 incidents. To support our strategic objective ‘To respond quickly and effectively to emergencies when requested’ we have 31 fire stations strategically positioned across the fire authority area, staffed by full‐time (wholetime) and part‐time fire fighters (retained). Our operational resources are mobilised by our Service Control, where emergency calls are received.
The disposition of our resources is subject to scrutiny and review as part of our three yearly integrated risk management planning process.
We remain one of the top performing Services for first fire engine attendance in England.
North East Table 21 ‐ Average First Fire Engine Attendance/Call Kingston upon East Riding of North Lincolnshire Humberside Handling Times 2009/10 Hull Yorkshire Lincolnshire Minutes:Seconds
306 Average First Pump Attendance to Dwelling Fires 05:11 04:43 07:10 04:45 06:02 Average First Pump Attendance to Road Traffic Collisions 08:55 03:52 10:17 05:50 10:00 Average Emergency Call Handling Time 0:55 N/A N/A N/A N/A
Kingston upon Hull and North East Lincolnshire has a bigger proportion of whole time fire stations than the East Riding of Yorkshire and North Lincolnshire. Whole time fire stations turn out quicker than retained fire stations because firefighters are already at the station at the time of call. For retained fire stations, the firefighters respond to the fire station when alerted. This difference is reflected in the figures shown in table 20.
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Annual Performance Report 2009/10
After the Incident Survey It is important for us to measure how well we interact with the people in our communities when handling emergency calls. After we have attended an incident we send a survey to the occupier and ORS (Opinion Research Services) evaluate the responses for us. 339 domestic property and 54 non‐domestic property surveys were returned. We ask many different questions about the service that we provide. The main satisfaction results for 2009/10 are shown in Tables 22 and 23 below. Most people have been very satisfied with the service that they have received.
Table 22. After the incident survey results for domestic premises. Survey Question Very Fairly Neither Satisfied Fairly Very Satisfied Satisfied nor Dissatisfied Dissatisfied Dissatisfied %% % % Thinking about your initial contact with the FRS on the telephone, how satisfied were you with the service 88 10 1 0 0 you received during your call? Thinking about the FRS at the scene, how satisfied or dissatisfied were you with the service you received? 91 6 2 0 1
307 Taking everything into account, how satisfied or dissatisfied are you with the service you received from the 88 8 2 1 1 Fire and Rescue Service?
Table 23. After the incident survey results for non‐domestic premises. Survey Question Very Fairly Neither Satisfied Fairly Very Satisfied Satisfied nor Dissatisfied Dissatisfied Dissatisfied %% % % Thinking about your initial contact with the FRS on the telephone, how satisfied were you with the service 87 7 3 0 3 you received during your call? Thinking about the FRS at the scene, how satisfied or dissatisfied were you with the service you received? 97 3 0 0 0 Taking everything into account, how satisfied or dissatisfied are you with the service you received from the 93 4 0 1 1 Fire and Rescue Service?
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Annual Performance Report 2009/10 Correspondence with the public
During 2009/10 HFRS received 110 comments, compliments and letters of appreciation from members of the public. 32 complaints were received and followed up. The subject of the complaints is broken down into the following categories:
Driving 19% Damage 3% Conduct 22% Operations 28% Other 28% 308
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Annual Performance Report 2009/10 Corporate Health
Finance, Estates, Procurement UK audit agencies (Audit Commission, NAO, Audit Wales, Audit Scotland and Northern Ireland Audit Office) combined together to develop a set of indicators to measure the value for money (VFM) of support services across the public sector. The functions covered by the VFM indicators are Finance, Human Resources, ICT, Estates Management and Procurement. These functions have been identified by the Government as a priority area for securing efficiency improvements and releasing resources for use in delivering front‐line services. The Chartered Institute of Public Finance and Accountancy (CIPFA) provide a benchmarking service on these indicators which compares the organisation against other Fire Services and other organisations. Humberside Fire and Rescue Service subscribes to this service for Finance, Estates and Procurement and some results for 2008/09 (latest year available) are shown below.
Table 24 – CIPFA benchmarking of Finance, Estates, Procurement
309 Economy and Efficiency Optimum Comparison to other Fire and Comparison to all Finance Value Rescue Services Organisations Costs of the finance function as a % of the organisation’s running costs Low is good Average Lower than average
Payroll cost per employee paid Low is good Very low Very low
Costs per debtor’s invoice raised Low is good Lower Higher
Costs per invoice paid Low is good Lower Very Low
Estates
Total property costs per square metre Low is good Average Lower
Costs of the Estates function as a % of the organisation’s running costs Low is good Very low Very low
Space area per workstation High is good Lower Higher
Energy consumption Low is good Extremely low Extremely low
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Annual Performance Report 2009/10
Procurement Costs of the procurement function as a % of the organisation’s running Low is good Very low Very low costs. Costs of the function against third party spending Low is good Higher Lower
Impact on the Organisation Optimum Comparison to other Fire and Comparison to all Finance Value Rescue Services Organisations Time to produce financial reports Low is good Higher Higher
310 % Variation between forecast and actual outturn Low is good Higher Higher
% of spend having fully costed outputs High is good Average Lower
Estates
% of projects on time and to budget High is good Higher Higher
Procurement
Average invoice value Low is good Very low Very low
% Professionally qualified procurement staff High is good Lower Lower
% of non-payment spend channeled through collaborative agreements High is good Higher Very High
% of spend actively managed by the procurement section High is good Very high Very high
% of savings achieved on in-year contracts High is good Very high Very high
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Annual Performance Report 2009/10
Satisfaction
Optimum Comparison to other Fire Comparison to All Finance Value Services Organisations Staff satisfaction with the function – user surveys High is good Lower Lower
Estates
Staff satisfaction with the function – user surveys High is good Lower Lower
Procurement
Staff satisfaction with the function – user surveys High is good Lower Lower
311 Management Practices
Optimum Comparison to other Fire Comparison to All Finance Value Services Organisations Management Accounting including understanding, training and activity High is good Average (6/10) Average based costing
Estates Use of modern practices score High is good Excellent (10/10) Best Practice Excellent (10/10)
Procurement Use of modern practices score High is good Excellent (9/10) Excellent (10/10)
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Annual Performance Report 2009/10
Human Resources Table 25 – CIPFA benchmarking of Human Resources
Economy and Efficiency Optimum Comparison to other Fire and Comparison to all
Value Rescue Services Organisations Costs of the HR function as a % of the organisation’s running costs Low is good Average Higher
HR cost per employee Low is good Average Average
Cost of recruitment per vacancy Low is good Lower Lower
Impact on the Organisation 312 Average days per full time employee per year invested in learning and High is good Higher Higher development Average working days per employee per year lost through sickness Low is good Average Lower absence Cost of learning and development activity as percentage of the total pay High is good Lower Higher bill Percentage of staff who receive (at least) an annual face to face High is good Average Average performance appraisal Percentage of people who consider themselves to have a disability High is good Average Lower Percentage of Black and Minority Ethnic (BME) employees in the High is good Lower Lower workforce
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Information Technology Table 26 – CIPFA benchmarking of IT
Economy and Efficiency Optimum Comparison to other Fire and Comparison to all
Value Rescue Services Organisations Costs of the IT function as a % of the organisation’s running costs Low is good
IT cost per employee Low is good
Impact on the Organisation 313
Average working days per employee per year lost through sickness Low is good absence
Percentage of Black and Minority Ethnic (BME) employees in the
workforce
Data and measures to follow
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Annual Performance Report 2009/10
Sickness The number of shifts lost to sickness from for whole time firefighters has reduced over the last two years. This is can be attributed to improved absence management procedures and linkage to Continued Professional Development (CPD) payments, which considers attendance. Absenteeism for our support staff has increased and we are working hard to reverse this trend. CPD is not paid to support staff.
Figure 12 – Workforce Absenteeism (Wholetime) 314
Figure 13 ‐ Workforce Absenteeism (Support Staff)
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Annual Performance Report 2009/10
Figure 14‐ Workforce Absenteeism (Retained Duty System)
2550Reduced Workforce Absenteeism (Retained Duty System)
2500
2450 sickness 2400 to
lost 2350
2300 days
315 of 2250
2200 Number 2150 2008/09 2009/10 RDS Sickness 2286 2520
The number of days lost to sickness for the retained duty system personnel has increased from 2008/09 to 2009/10. An increase was only recorded in the East Riding of Yorkshire (the area with the greatest number of RDS. North and North East Lincolnshire recorded a reduction). This has mainly been caused by a small number of people who are on long term sick.
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Annual Performance Report 2009/10
Health and Safety We routinely monitor accidents in the work place in order to minimise both the incidence and the effect of such occurrences. Data for the past four years is shown in figure 14 below. The increase in accident reports was an expected result of launching a new accident reporting system (Airsweb) combined with the pro‐active approach of raising awareness of accident reporting and investigation on IOSH Managing Safely courses which were also introduced in the same year (2007).
316
Figure 15 – Accident statistics
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Annual Performance Report 2009/10
Equality and Diversity
Equality and diversity is an integral part of everything we do at Humberside Fire and Rescue Service. Each year we review our performance against the Communities and Local Government Equality and Diversity Strategy 2008 ‐2018. We ensure that we meet the requirements of equality legislation and legal duties.
This year we have challenged ourselves by developing the Single Equality Scheme which includes the six strands of diversity, (Gender, Race, Sexual Orientation, Age, Religion and Beliefs, and Disability), this will help us to make real differences to the diverse communities we serve. The scheme aims to reach our diverse and vulnerable communities who are at risk of fire. It also looks at the organisation and allows us to set targets to become a more inclusive Service.
The following tables show the Service’s current levels against our Equality and Diversity Targets for 2013 of women and ethnic (BME) colleagues within the organisation. The Service currently has 0.74% of the workforce which are (BME), this against a figure of 6.3% of the working age population. We have 4.0%
317 of colleagues in the operational sector that are female against a target of 18% by 2013.
The scheme will be measured under the Equality Framework for the Fire and Rescue Service. The commitments made in each level of the Equality Framework translate into action in five substantive areas:
Knowing your community – equality mapping
Place shaping, leadership, partnership and organisational commitment
Community engagement and satisfaction
Responsive services and customer care
A modern, diverse and reflective workforce
The Equality Framework has three levels of attainment developing, achieving and excellent. HFRS is currently assessed as “developing” but will be peer assessed for the “achieving” level by 2011 in line with the Strategic Plan.
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Customer Service Excellence The Customer Service Excellence standard is a Government initiative that allows public sector organisations to continually improve; it provides a practical tool for organisations to drive customer focused change in areas of efficiency, effectiveness and excellence.
The Standard tests an organisation in great depth in the areas that have been identified as priorities for “customers”. This focuses particularly on delivery, timeliness, information, professionalism and staff attitude. There is also emphasis placed on developing customer insight, understanding the user’s experience and robust measurement of service satisfaction.
Humberside Fire & Rescue Service attained the Standard in 2009 and following annual review during 2010 it was determined that “the award of the Customer Service Excellence Standard is continued” and that the Service had improved on its last assessment performance in a number of areas.
Business Continuity Management (BCM) The Civil Contingencies Act (CCA) 2004 requires Fire & Rescue Authorities and other Category 1 responder organisations to maintain plans to ensure that 319 they can continue to perform their functions in the event of an emergency, so far as is reasonably practicable. The duty relates to all the functions of a Category 1 responder, not just its civil protection functions.
For Category 1 responders to help others in the event of an emergency, they first need to be able to keep their own crisis response capabilities going. Category 1 responders also need to be able to continue to deliver critical aspects of their day‐to‐day functions (e.g. attending fires, community protection activities and other critical support functions) in the event of an emergency, if the impact on the community is to be kept to a minimum.
In practice, the Act requires Category 1 responders to maintain plans to ensure that they can: • Continue to exercise their civil protection functions: The legislation requires Category 1 responders to maintain plans to deal with emergencies and put in place arrangements to warn and inform the public in the event of an emergency. • Continue to perform their ordinary functions: The legislation requires Category 1 responders to make provision for ensuring that their ordinary functions can be continued to the extent required.
In fulfilling these statutory duties the Service has well developed BCM policies and arrangements, including Specific Plans relating to critical functions of the organisation (e.g. emergency call handling/mobilising, IT/communications and estates) and Generic Plans for identified disruptive scenarios such as severe staff shortages, severe flooding and pandemic influenza.
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Annual Performance Report 2009/10 These arrangements have been developed using a five‐stage process endorsed by the Business Continuity Institute, which has become widely accepted and incorporated into a British Standards Institute (BS25999) standard for BCM. The model provides a generic framework that is applicable across the public, private and voluntary sectors. The diagrams below illustrate the 5 stages of this approach.
Figure 16 – Business Continuity Institute Diagrams
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The Regulations also require Category 1 responders to put in place arrangements to exercise Business Continuity (BC) Plans to ensure they are effective and that persons identified in BC management arrangements and recovery plans are fully aware of their responsibilities and consequential actions. In Jan 2010 the Service invoked a high level ‘no‐notice’ BC exercise involving senior managers and their deputies with the aim of testing BC recovery plans across a wide range of critical functions. The event proved to be particularly challenging to all involved with key learning points captured during the debrief process and integrated into a Level 5 Improvement Plan. Version 0.10 48
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During early 2010 the Service also commissioned an external provider (Deloitte) to undertake an audit of BC management arrangements against agreed criteria. The principal object of the review was to assess the Service’s systems of internal control operating over BCM arrangements. The results from the review identified some areas for improvement and these have been included in the Improvement Plan mentioned above. It is expected that Service BC management arrangements will be subject to further scrutiny in the future as part of external audit processes, to map their alignment with BS25999 requirements. 321
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Financial Information
Revenue Expenditure The table below shows a brief summary of the Authority’s revenue budget financial performance for the 2009/10 year, based on the unaudited Statement of Accounts (not final, may be subject to change).Table 31 – Revenue Budgets 322
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The net surplus is due to a number of factors including the fire fighters pay award being less than budgeted for and vacancies across the whole establishment.
Capital Expenditure Table 32 ‐ Summary of capital scheme expenditure compared to budget for 2009/10
Capital scheme expenditure compared to budget for 2009/10 Project 2009/10 Revised Budget Actual Variance £000 £000 £000 Buildings Beverley Refurbishment (including D.D.A. works) 145 212 67 Goole Refurbishment 300 225 (75) Grimsby, Peaks Lane Refurbishment (including D.D.A. works) 350 106 (244) 323 Other D.D.A. works 13 ‐ (13) Service Headquarters Refurbishment 295 174 (121) Dignity at Work 100 ‐ (100)
Vehicles 1,418 1,569 151
Plant & Equipment IT Equipment 640 353 (287) Equipment 913 637 (276)
4,174 3,276 (898)
The reasons for the most significant variances include delays in commencement of work at Grimsby, delays in completion of work at Service Headquarters and delays in the implementation of the IT replacement programme. These were offset by completion costs for 2 10 tonne compact appliances, where budget provision was not carried forward from 2007/08, and the cost of the Icar (Road Traffic Collision Education Vehicle) which is being funded by an external grant contribution.
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Balances and Reserves Balances at 1st April 2009 stood at £5.765m. During 2009/10 £0.398m was transferred to the General Reserve and by adding £1.429m, the surplus for the year, balances at 31 March 2010 now stand at £7.592m.
Further Details Further details on the Authority's 2009/10 financial performance can be found within the Authority's published Statement of Accounts for 2009/10, available on our website at www.humbersidefire.gov.uk
Future Spending Plans The Authority on 15th February 2010 agreed a Medium Term Financial Plan for 2010/11 – 2012/13 which sets out the overall shape of the Authority’s budget by establishing how available resources will best deliver corporate objectives and to mitigate corporate risks identified in the Strategic Plan.
Efficiency Savings 324 All Fire and Rescue Authorities were requested to measure the value of efficiency savings that they expected to achieve from April 2008 onwards. An efficiency saving occurs when the cost of an activity falls, but its effectiveness is not reduced.
As at 31 March 2010 Humberside Fire Authority has achieved total efficiency savings of approximately £1,700,000. This equates to an approximate £6 saving per Band D dwelling. This is in excess of the benchmark of £4 per Band D dwelling set by Communities and Local Government (CLG).
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Annual Performance Report 2009/10 Contact Details
Humberside Fire and Rescue Service Summergroves Way Hessle Road Hull HU4 7BB
01482 565333
www.humbersidefire.gov.uk 327
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Agenda Item No. 21
Humberside Fire Authority Report by the 25 June 2010 Director of Policy, Performance and Training
REVIEW OF SERVICE PERFORMANCE TARGETS FOR 2010/11
SUMMARY
1. Members will recall that during 2008 the Service introduced a suite of performance indicators following the demise of the best value performance indicators (BVPIs), which where abolished by the Government, through the Local Government and Public Involvement in Health Act 2007, on 31st March 2008 and replaced by a suite of 198 national indicators, two relating explicitly to fire.
2. That Act also abolished the requirement for English Best Value authorities to prepare Best Value Performance Plans and, as a consequence, the need to report performance information and set future performance targets.
3. Further in December 2009 the Government published its White Paper “Putting the frontline first: smarter government”. One consequence of this White Paper was to reduce the number of national indicators from 188 to 171 on 1st April 2010. Both fire specific national indicators (NI 33 and NI 49) are among the 18 that have been removed.
4. Now following the Election, the new Coalition Government intend to abolish the Comprehensive Area Assessment framework and this will mean that the Audit Commission will cease activity in support of this framework forthwith.
5. However, targets should continue to be an important means, by which the Authority articulates its priorities and drives improvement, and, as a consequence, we shall continue to set and review our Service performance targets annually to support the delivery of our service delivery priorities.
6. Our service delivery targets for the 2008/11 period have been set against a baseline period of 2004/07 and where presented in June 2008. Officers reviewed these targets for 2009/10 based upon performance in 2008/09 and have now further reviewed these targets against performance during 2009/10 and propose to stretch a number of targets for 2010/11.
7. A number of additional targets have been set or are still in the process of being developed to support the Authority’s overarching priorities for the 2010 – 13 Strategic Plan.
RECOMMENDATIONS
8. Members consider the report and approve the revised targets for the Authority’s 2010/11 Performance Plan.
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BACKGROUND
9. The Comprehensive Spending Review 2007 launched a new set of national indicators (NIs) that replaced the BVPIs and reduce the number of overall performance indicators by making them more cross cutting and provide the assessment focus of the Area based element of Comprehensive Area Assessment.
10. Only two of the 198 NIs where specifically related to the FRS:
• NI 33 - Arson incidents • NI 49 - Number of primary fires and related fatalities and non-fatal casualties (excluding precautionary checks).
11. To assist in the external audit process and monitor Service progress against theses national fire indicators, FRS Framework and the National FRS Equality & Diversity Strategy, a suite of Service Performance Indicators (SPI) where developed and have been in place since 1st April 2008.
12. From 1st April 2010 both fire specific national indicators (NI 33 and NI 49) were removed from the National Indicator set as part of the Government’s drive for ‘Smarter Government’ outlined in its December 2009 White Paper - “Putting the frontline first: smarter government”.
13. Now following the Election, the new Coalition Government intend to abolish the Comprehensive Area Assessment framework and this will mean that the Audit Commission will cease activity in support of this framework forthwith.
14. Despite the changes nationally target setting should remain an important aspect of the Authority’s performance framework and the primary rationale that underpins the target setting process is to deliver continuous improvement.
15. The draft Service Performance Plan 2010/11 detailed in Appendix 1 provides an overview of the baseline and proposed stretch targets for this fiscal year. Whilst some targets associated with environmental impact have yet to be determined, all service delivery targets have been agreed using a consistent methodology that considers 2009/10 performance.
16. Detail of current Service performance targets where a stretch is proposed is provided in Appendix 2, which also shows 2008/09 and 2009/10 performance against baseline targets.
STRATEGIC PLAN COMPATIBILITY
17. Reviewing performance targets on an annual basis supports the strategic objective – Making the Best use of the resources we have.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
18. There is no financial, resource or value for money implications.
330 LEGAL IMPLICATIONS
19. There are no legal implications
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
20. There is no adverse equality or human resource implications
CORPORATE RISK MANAGEMENT IMPLICATIONS
21. Risk Number 012 Edition 3 of the Corporate Risk Register details the embedding of a performance management culture which links directly to response to external audit.
HEALTH AND SAFETY IMPLICATIONS
22. There are no health and safety implications.
DETAILS OF CONSULTATION
23. Revised performance targets have been agreed following full consultation with service delivery managers.
RECOMMENDATIONS RESTATED
24. Members consider the report and approve the revised targets for the Authority’s 2010/11 Performance Plan.
R HANNIGAN
Officer Contact: ACO Phil Jackson 01482 567418
Humberside Fire & Rescue Service Summergroves Way, Kingston upon Hull.
PJ/PJ/27 June 2010
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Appendix 1 – Draft Service Performance Plan 2010/11
OBJECTIVES OUTCOMES/CSF SPI MEASURE Reduced number of fire deaths from primary fires in SPI 5 The rate of dwelling fires resulting in fatalities 100,000 reduced by dwellings 25%. Stretch to 50% Reduced number of fire deaths from other types of SPI 6 The rate of fatalities in other primary fires/100,000 population primary fires reduced by 25%. Stretch to 100% Preventing loss of life and Reduced number of injuries from primary fires in SPI 7 The rate of dwelling fires resulting in injuries/ 100,000 population injuries from emergency dwellings reduced by 15%. Stretch to 55% incidents Reduced number of injuries from other types of SPI 8 The rate of injuries in other primary fires/100,000 population primary fire reduced by 18.75%. Stretch to 83% SPI 9a Contribute to the Safer Roads Humber Action Plan 2008 – 11 Reduced number people KSI on the roads target of a 40% of KSI SPI 9b Contribute to the Safer Roads Humber Action Plan 2008 – 11 Reduced number children KSI on the roads target of a 50% of KSI SPI 14a 90% of HFSC referrals actioned within targeted VH & H Risk Risk focussed fire safety programmes aimed at the Output Areas and vulnerable groups vulnerable within communities that are delivered in SPI 14b 95% of Schools Programme completed isolation or in collaboration with our partners SPI 14c 25% Risk Reduction in Very High Risk Output Areas Economic impact of fire within communities is SPI 12 Accidental fires in dwellings confined to room of origin on 90% of 333 reduced occasions The community impact of fire is mitigated SPI 15 90% completion of Technical Safety Risk Inspection Programme Reducing the risk in our Reduced number of primary dwelling fires in our SPI 1 The rate of dwelling fires/100,000 population reduced by 9%. communities communities Stretch to 20% Reduced number of other types of primary fires in SPI 2 The rate of other primary fires/10000 population reduced by 13%. our communities Stretch to 42% Reduced number of deliberate primary fires in our SPI 3 The rate of deliberate primary fires/10000 population reduced by communities 15%. Stretch to 53% Reduced number of deliberate secondary fires in SPI 4 The rate of deliberate secondary fires/10000 population reduced our communities by 14%. Stretch to 47% Responding quickly and Our resource requirements and disposition meet the SPI 17e Community risk profile maintained (KLOE) effectively to emergencies community’s changing needs when requested SPI 16 All Intervention Standard met 100% of the time SPI 18a Personnel allocated to operational duties maintain competence in risk critical areas of rolemap (PDRPro) SPI 18b WT pump crewing achieved 95% of occasions Our communities are provided with the best SPI 18c Primary special crewing achieved 90% of shifts possible response to emergencies SPI 18d First RDS appliance available on average 95% of the time and SPI 18e Second RDS appliance available on average 65% of the time (Stretch 75% of time) SPI 18f Control staffing achieved on 100% of occasions Our operational intelligence is up to date to support SPI 17a Operational risk information collated and disseminated (KLOE) emergency response
SPI 17c Operational Procedures relevant to risk (KLOE) Our operational procedures, appliances and SPI 17d Operational appliances and equipment meets organisational equipment reflect the hazards our Firefighters face needs (KLOE) We have robust arrangements to ensure that it can SPI 21a Effective transition to RCC (CLG Review) respond effectively to extreme emergencies that SPI 21b Maintain National Resilience capability (KLOE) threaten our communities SPI 21c Implement Airwave solution (CLG Review) SPI 20 Service Business Continuity arrangements achieve Level 4 when We have robust arrangements to deliver of assessed against the CFOA Business Continuity Maturity Model Category 1 Responder responsibilities
We effectively align strategic objectives to financial Strategic planning linked to financial planning (KLOE) capacity SPI 23 SPI 28 Annual Efficiency target of X% achieved We provide excellent value for money The Fire & Rescue Authority has a sound financial SPI 24 Financial strategy reflects requirements of CIPFA COP (KLOE) standing Making the best use of the We have in place effective, open and inclusive SPI 26 Governance meets CIPFA COP (KLOE) resources we have governance arrangements that ensure our decision making processes are based upon integrity and accountability We effectively manage our performance and SPI 27 Attainment of Level 4 or above using the Alarm National
334 associated risks/opportunities Performance Model SPI 10 The rate of UFS reduced/10,000p by 21%. Stretch to 28% Unwanted fire signals and malicious calls are SPI 11 The rate malicious calls received/10,000p reduced by 21.25%. reduced to enable our resources to be better utilised Stretch to 33% Increasing capacity for Our capacity and efficiency is improved through SPI 25 Partnerships effectiveness evaluated (KLOE) consultation, engagement and collaboration with prevention activity stakeholders and partners Service and community improvement is driven by Performance verification framework implemented and managed challenging and integrated targets that are owned SPI 22 (KLOE) by all employees Establishing new ways of Reduced energy consumption, waste and SPI 13b Carbon footprint identified and reduced working environmental footprint of the organisation An integrated Service wide Environmental SPI 13a Environmental Management System implemented (KLOE) Management System developed and introduced Continuing to develop our Our people have the skills to meet the requirements SPI 17b Operational training related to risk (KLOE) committed, flexible and of a flexible and modern fire and rescue service skilled workforce Our people feel informed, engaged, involved and SPI 31 valued SPI 29a Max 6 days/person lost to sickness (WDS) SPI 29b Max 6 days/person lost to sickness (Support Staff) SPI 29c Max 6 days/person lost to sickness (RDS) Our people feel safe at work and are treated in a fair SPI 29d Work related accidents reduced by 10% and dignified way SPI 30a Attainment of ‘ Achieving’ Level in the FRS Equality Framework (KLOE)
SPI 30b Attacks on firefighters reduced by 10% SPI 30c 100% of Service personnel receive annual performance development review (PDR) SPI 30d By 2013 a minimum of 15% of new entrants to operational sector The Service is representative of the communities it are women. Stretch Target 18% serves SPI 30e By 2013 a minimum of 10% of new entrants across the whole organisation are from ethnic minorities.
For 2010/11 stretch targets (highlighted in RED) have been applied to reflect 2009/10 performance.
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Appendix 2 – Overview of Proposed Stretch Targets
Proposed stretch targets SERVICE
Stretch 08/09 09/10 08/10 Actual SPI Baseline Target Target ave Stretch average Actual Actual Average New stretch 1 882 9% 802 N/A N/A 723 705 715 20% 1a 608.5 20% 487 N/A N/A 546 554 550 2 2505 13% 2084 N/A N/A 1623 1444 1535 42% 3 2069 15% 1756 N/A N/A 1118 966 1043 53% 4 4822 14% 4147 N/A N/A 2295 2804 2549 47% 5 4 25% 3 N/A N/A 2 9 5.5 50% 6 1.33 25% 1 N/A N/A 3 0 3 100% 7 87.33 15% 74 N/A N/A 40 50 45 55% 8 34.33 18.75% 28 N/A N/A 14 5 10 83% 10a 2591 21% 2047 N/A N/A 2118 1867 1993 28% 11 1247 21.25% 983 N/A N/A 835 898 866 33%
337 Figures in RED indicate under performance or SPIs that are off target
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Agenda Item No. 23
Humberside Fire Authority Report by the Director of Finance/ 25 June 2010 S.151 Officer
HUMBERSIDE FIRE AUTHORITY – ENVIRONMENTAL MANAGEMENT UPDATE
SUMMARY
1. This report provides Members with an update of the progress made to date in the implementation of a system of environmental management for the Service and towards accreditation to the environmental standard ISO14001.
RECOMMENDATIONS
2. That Members note the progress made to date on the implementation of an environmental management system (EMS) for the Authority and preparations for ISO14001 accreditation.
BACKGROUND
3. At the 30 April 2010 meeting of the Fire Authority, Members received a report detailing the Service’s plans for the implementation of an EMS and for achieving accreditation to ISO14001 during 2010/11.
4. This report is designed to provide Members with an update on the progress made to date and further actions required in order that the Authority may successfully attain ISO14001 accreditation in October 2010.
IMPLEMENTATION UPDATE
5. Since the last update to Members in April, significant additional work has been completed in order to complete the Authority’s environmental framework and to further embed environmental awareness and practices throughout the organisation.
6. A draft over-arching Environmental Policy and associated Guidance Note has been completed and is currently out for consultation prior to formal approval by the Policy Approval Team. A separate ‘Operational Environmental Incidents’ Policy has also been developed in respect of environmental considerations and practice specifically related to the incident ground and this is scheduled for consideration by the Policy Approval Team on 30 June 2010.
7. As well as setting out the Authority’s Strategic Plan aims in respect of environmental issues, the Policy also details two main targets which will be the means by which the Service will measure the effectiveness of the Policy. These are:
• To identify and reduce the organisation’s carbon footprint over the three-year life of the current Strategic Plan;
• To reduce the Service’s total energy consumption by 3% over the next twelve month period.
8. Performance against these targets will be reported as a part of the existing quarterly reporting process.
339 9. A Legal Register has now been established and is complete. This documents all relevant environmental legislation and how HFRS will ensure compliance with the requirements identified. Systems are now in place to ensure that this information is updated on a monthly basis.
10. The Environmental action plans drawn up in response to the original gap-analysis exercise have all now been subject to review and follow-up audits undertaken of the Workshops and Service Headquarters premises.
11. The action plan for Workshops which included aspects such as bunding for oil storage, additional waste containers and vehicle emissions testing, is now substantially complete, with significant progress having been made since the initial audit’s completion.
12. The audit of Service Headquarters highlighted good practice in terms of the management of waste and recycling streams and the retention of appropriate documentation. Some additional issues around fuel storage were identified during the review and action plans have now been established to address these.
NEXT STEPS TOWARDS ISO14001 ACCREDITATION
13. As reported to Members in April 2010, the timescales for the accreditation process are Stage 1 accreditation scheduled for 26th and 27th July 2010 involving an examination of the EMS framework, policy, and systems, followed by the Stage 2 Assessment on 18th - 21st October 2010, where the effectiveness of the system and how well it has been embedded across the Service will be examined and assessed.
14. An Environmental Management Team has been established including the Director of Finance/S.151 Officer, Head of Finance and Asset Management, part-time Environmental Advisor, Asset Manager and Facilities Officer. This team is now meeting every two weeks in the run-up to accreditation to ensure that progress is sustained and thereafter quarterly review meetings will be established to ensure successful compliance with the standard going forward.
STRATEGIC PLAN COMPATIBILITY
15. The implementation of an environmental management system is identified within the Strategic Plan 2010–2013 as a key contributor towards making the best use of our available resources and demonstrating the Authority’s continuing commitment to the wider environmental agenda.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
16. Any financial implications arising from the implementation of the EMS, where significant, will need to be incorporated into the Service and Finance Planning process and built into the Medium-Term Financial Plan.
17. At this stage, costs have been contained within existing budgets.
LEGAL IMPLICATIONS
18. A key element of the initial stages of the EMS implementation carried out in conjunction with the specialist Environmental Advisor was the identification of relevant environmental legislation and its potential impact upon the Authority. The implementation of a robust EMS is essential to ensure that the Authority mitigates against potential breach of statutory duty in this area.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
19. None arising directly.
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CORPORATE RISK MANAGEMENT IMPLICATIONS
20. As detailed at paragraph 10, a primary objective of the introduction of an EMS is to ensure the Authority satisfies its statutory duties in respect of environmental issues.
HEALTH AND SAFETY IMPLICATIONS
21. Consideration of relevant health and safety implications has been undertaken as an integral part of the project and specific sections on the environment have been incorporated into section health and safety plans.
COMMUNICATION ACTIONS ARISING
22. A key element of the successful implementation of the EMS will be the increased awareness of staff across the Service of environmental issues and the embedding of environmental considerations within policy, practices and planning. An internal communications plan has been developed, with staff having been informed about progress made to date and regular information is scheduled to be published via SIREN and the Portal in the period leading up to the ISO14001 Stage 2 Assessment.
DETAILS OF CONSULTATION
23. Specialist external advice has been employed to assist the Authority in the implementation of the EMS and the Authority has consulted with other relevant organisations including the Carbon Trust, Energy Saving Trust and the Environment Agency in developing its policies and plans.
BACKGROUND PAPERS AVAILABLE FOR ACCESS
24. ‘Strategic Plan 2010 – 2013’ ‘Implementation of an Environmental Management system’ – report to Fire Authority 30 April 2010.
RECOMMENDATIONS RESTATED
25. That Members note the progress made to date on the implementation of an environmental management system (EMS) for the Authority and preparations for ISO14001 accreditation.
K WILSON
Officer Contact: Kevin Wilson 01482 567183 Director of Finance/S.151 Officer
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
KW/SJ 15 June 2010
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342 Agenda Item No. 24
Humberside Fire Authority Report by the 25 June 2010 Chief Fire Officer & Chief Executive and Secretary and Director of Corporate Administration
FIRE AUTHORITY AND COMMITTEE WORKSTREAMS 2010/11
SUMMARY
1. Following a review of its corporate governance, the Humberside Fire Authority at its meeting in May 2008 adopted a Constitution and a new committee structure. Members will recall that it was agreed that the first meeting of each Committee in a new cycle should receive a report which outlines broadly the substantive reports that Members, as a minimum, can expect to receive during 2010/11. This report sets out the agreed workstreams for the Policy and Executive, Audit, Performance and Scrutiny, and the Governance and Standards Committees for 2010/11 (see Appendix 1).
2. It is important that the Fire Authority takes an overview of the forward plans of each Committee and satisfies itself that the Committees discharge their respective functions effectively and in accordance with the Constitution, which will enable Members to further see how the Committees dovetail their complementary roles and responsibilities.
RECOMMENDATIONS
3. The Fire Authority is asked to consider and confirm the workstreams of its Committees.
BACKGROUND AND WORKSTREAMS 2010/11
4. The intention behind the Committee workstreams for 2010/11 is to provide Members with a broad indication of the reports that they can expect to receive during the year. This also will enable forward planning for the Corporate Management Team and at the same time provide an early indication to the Audit, Performance and Scrutiny Committee in respect to areas for its review and scrutiny (in respect to Policy and Executive).
5. The workstreams set down are not exclusive or exhaustive. There are also standing reports to certain Committees. There is nothing to prevent Members from requesting additional agenda items in the normal way. In addition, the corporate risk/opportunity register will continue to inform the agenda of meetings.
6. With regard to the workstreams of the full Fire Authority, then essentially these are set down in Article 4 of the Constitution. In terms of 2010/11, the Authority undoubtedly will be concentrating upon the development and approval of a Strategic Plan/IRMP 2011-14 and the impact of the CSR 2011-14.
7. Members will note that each Committee will produce an annual report to the April 2011 Fire Authority meeting, which will include progress against the agreed workstreams.
STRATEGIC PLAN COMPATIBILITY
8. The enhancement of good governance forms part of the approved Strategic Plan 2008-2011. 343
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
9. None arising directly.
LEGAL IMPLICATIONS
10. None arising directly.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
11. None arising directly.
CORPORATE RISK MANAGEMENT IMPLICATIONS
12. This report supports a more robust and effective decision making process accordingly, as part of the governance arrangements of the Authority.
HEALTH AND SAFETY IMPLICATIONS
13. None arising.
COMMUNICATION ACTIONS ARISING
14. None arising directly
DETAILS OF CONSULTATION
15. Corporate Management Team.
BACKGROUND PAPERS AVAILABLE FOR ACCESS
16. Constitution approved 9 May 2008. The Constitution indicates that it is good practice for each Committee to consider workstreams at the first meeting in a new cycle.
RECOMMENDATIONS RESTATED
17. The Fire Authority is asked to consider and confirm the workstreams of its Committees.
F DUFFIELD R GRAHAM
Officer Contact: Robin Graham 01482 567443 Secretary and Director of Corporate Administration
Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
RG/SJ 17 June 2010
344 Appendix 1
AUDIT, PERFORMANCE AND SCRUTINY COMMITTEE
WORKSTREAMS 2010/11
September 2010
Audited 2008/09 Annual Accounts (including Annual Governance Statement) CIPFA benchmarking – Personnel Directorate Performance Indicators 2010/11 Due Diligence RIEP/Commissioning/Partnering CIPFA benchmarking risk management Performance Report progress on 2009/11 IRMP and Strategic Projects Financial Outlook for Humberside Fire Authority 2011/12 Onwards
November 2010
Managing Performance 2009 Assessment (including Use of Resources) Report on Organisational Assessment 2010 Outcomes
April 2011
Annual Report to Humberside Fire Authority AGS 2010/11 Internal Audit Annual Report Internal Audit Plan 2010/11 Performance Report Progress on IRMP and Strategic projects CIPFA benchmarking of certain support services
Note There are standing items including:
• ROM • Management Accounts and Prudential Indicators • Quarterly Performance Report • Internal Audit Progress Reports • Reports from OPG
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POLICY AND EXECUTIVE COMMITTEE
WORKSTREAMS 2010/11
September 2010
Third Review of Corporate Governance (link with Governance and Standards Committee) Equality and Diversity Update Internal Governance Structure Remuneration and Performance of Corporate Management Team Due Diligence: RIEP/Commissioning Draft Strategic Plan/IRMP 2011-14 Stage 2 Consultation/Engagement Strategic Plan/IRMP 2011-14 Sickness Absence Monitoring Equal Pay Review Update Equality and Diversity Update Financial Outlook for Humberside Fire Authority 2011/12 Onwards
November 2010
Update Draft Strategic Plan/IRMP 2011-14 Conduct and Performance Procedure Equality and Diversity Update Estates/IT/Vehicles Capital Proposals for 2011/12 Onwards
January 2011
Strategic Plan/IRMP 2011-14 Stage 3 Consultation/Engagement Strategic Plan/IRMP 2011-14 Post Review of FRSS Equality and Diversity Update
March 2011
Annual Report to Humberside Fire Authority Review of Communications Strategy (including Engagement and Marketing) Directorate Structures/Plans 2011 Onwards Review of “People” Strategy Fees and Charges 2011/12 Asset Management Strategy and Asset Management Plans 2011/12 Onwards
N.B. Standing items such as Management Accounts and ROM are not included
346
GOVERNANCE AND STANDARDS COMMITTEE
WORKSTREAMS 2010/11
June 2010
Third Review of Corporate Governance Enhancement Plan Standards for England Training DVD for Members on Assessments Induction of New Members Governance Enhancement: Agreed Action Plan 2010 – Progress Member Attendance 2009/10 External Annual Report
September 2010
Review Member training generally and specifically around Standards Review Member attendance Third Review of Corporate Governance – to recommend to Fire Authority Member/Officer Code of Conduct Consider public engagement
November 2010
Appointment of Independent Member of Governance and Standards Committee Consider performance against Use of Resources KLOEs – governance Consider notable practice Member Charter progress Review role of the Committee
February 2011
Review Monitoring Officer and S.151 Officer Protocol Review Constitution Review Call In Procedure
April 2011
Annual Report to Fire Authority Annual External Report
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348 Agenda Item No. 25
Humberside Fire Authority Report by the Secretary and Director 30 April 2010 of Corporate Administration
CORPORATE RISK/OPPORTUNITY MANAGEMENT
SUMMARY
1. Members will find attached at Appendix 1, Edition 4 of the Corporate Risk Register.
2. Members will see attached at Appendix 2 a summary report to assist Members identify the most significant changes in the Corporate Risk Register with the adoption of Edition 4. The Action Plans, in support of Edition 4, can be found at www.humbersidefire.gov.uk under Fire Authority documents and then clicking on ‘Corporate Risk Management’. Members will be able to click between the Action Plan and the Corporate Risk Register. Should Members wish to receive hard copies of some or all of the Plans, then this can be easily arranged.
3. Members are asked to review the Corporate Risk Register and to provide an assurance that Members consider that the Register properly reflects the key issues facing the Authority. In addition, through the Committee structure (particularly the Audit, Performance and Scrutiny Committee), Members should be satisfied that the Action Plans are effective and appropriate steps are being taken to further embed and resource corporate risk management.
4. Members are also asked to use the Corporate Risk Register as a tool to drive (in part) the agenda and discussions at the Fire Authority meetings.
RECOMMENDATIONS
5. Members are asked to consider the Corporate Risk Register and provide an assurance as to progress in the effective use of risk management.
UPDATE
6. The Corporate Risk Register is received and considered at each meeting of the three Committees of the Fire Authority (Policy and Executive, Audit, Performance and Scrutiny, and Governance and Standards).
7. The Audit, Performance and Scrutiny Committee has a particular role to play in reviewing the effectiveness of risk management. The Audit, Performance and Scrutiny Committee receive all the Directorate Risk Registers, together with the minutes from the ART (the Active Risk Team). There are three Member Champions in respect to risk management (Councillors Fudge, Jefferies and Swinburn).
8. Members are asked to take a broad assurance from progress made under the ROM Action Plan 2009/10 set out and the proposed Action Plan 2010/11 considered by the Audit, Performance and Scrutiny Committee. In addition, further assurance can be taken from the role of the Active Risk Team and the reporting of ROM.
9. Members can take assurance from the 2009 Internal Review of Corporate Governance, which includes risk management, which gave a substantial assurance. Also the draft Use of Resources score given by the Audit Commission (albeit that the scores were draft, subject to review and moderation) gave a score of 3 (performing well) against the relevant KLOEs (2.3 and 2.4) which include risk management.
349 10. The Authority has also participated in the CIPFA benchmarking of risk management (submission made beginning of June 2010). The results of the benchmarking will be considered by the Active Risk Team and the Committee in September 2010.
11. The steps outlined in this report are designed to proactively embed ROM and achieve excellence in the use of ROM, thereby providing assurance accordingly.
STRATEGIC PLAN COMPATIBILITY
12. Proposal 16 of the Strategic Plan (further embedding corporate risk management) was approved by the Fire Authority on 11 April 2008.
FINANCIAL/RESOURCES/VALUE FOR MONEY IMPLICATIONS
13. None arising directly.
LEGAL IMPLICATIONS
14. None arising directly. The processes underpinning corporate risk management provide a more robust means to identify and manage legal and regulatory risks.
EQUALITY IMPACT ASSESSMENT/HR IMPLICATIONS
15. None arising directly.
CORPORATE RISK MANAGEMENT IMPLICATIONS
16. This report supports the embedding of ROM as part of the 2010/11 Action Plan.
HEALTH AND SAFETY IMPLICATIONS
17. None arising directly.
COMMUNICATION ACTIONS ARISING
18. Sharepoint (the HFRS intranet) contains a specific section housing corporate risk management. All the Risk Registers are available for all staff to view, including the Corporate Risk Register.
DETAILS OF CONSULTATION
19. None.
BACKGROUND PAPERS AVAILABLE FOR ACCESS
20. Previous reports to Audit, Performance and Scrutiny Committee (Corporate Risk/ Opportunity Management) respectively.
RECOMMENDATIONS RESTATED
21. Members are asked to consider the Corporate Risk Register and provide an assurance as to progress in the effective use of risk management.
R GRAHAM
Officer Contact: Robin Graham 01482 567443 Secretary and Director of Corporate Administration
350 Humberside Fire & Rescue Service Summergroves Way Kingston upon Hull
RG/SJ 18 June 2010
351
352 CORPORATE RISK AND OPPORTUNITY REGISTER: 2010/11
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Reference Risk Order & Owner Risk of ActionPlan Effectiveness Risk Rating Risk or Opportunity Risk Action Plan Likely outcomes – Risk Description (Management consequences Tracking Likelihood Impact and mitigation)
• Projects not fit for purpose Click for Click for The need to effectively RH or within budget impacting 7 8 1 Risk History Action Plan manage, coordinate and review on MTFP and IRMP. critical projects • Organisation stretched by C 020 workload volume. 353 A 100 • Resources ‘spread thin’. 90 80 • Initiatives ‘Wither on vine’. 70 60 • Key projects not completed 50 Risk 40 on time. 30
• 20 Important tasks missed. 10 • Priorities not achieved. 0 Quarterly Review • Negative impact on
Organisational development. • Projects related to Strategic Plan/IRMP 2010- 14 causing increased risk and workload.
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of ActionPlan Effectiveness Reference Risk Order & Owner Risk Risk Rating Risk or Opportunity Risk Action Plan Likely outcomes – Risk Description (Management consequences Tracking Likelihood Impact and mitigation)
• Clear priorities for future 2 The development of a new CFO planning period 6 7 Click for Risk Click for Strategic Plan and IRMP 2011- • Alignment of resources History Action Plan 14 presents an opportunity to against priorities C 017 set a clear vision and priorities • Ability to deliver outcomes A 100 354 to 2014 and beyond, which will which meet needs 90 further the rate of improvement 80 • Enhanced reputation 70 60 , VFM and modernisation of the • Strategic contribution to 50 Risk 40 HFRS. Partners and partnerships 30 20 • Improved Audit Standing 10 0 • Enhanced performance Quarterly Review
• Positive staff impact and
engagement.
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of ActionPlan Effectiveness Reference Risk Order & Owner Risk Risk Rating Risk or Opportunity Risk Action Plan Likely outcomes – Risk Description (Management consequences Tracking Likelihood Impact and mitigation)
3 Service arrangements for the RH • Fail to provide accurate, 6 8 Click Click management of operational risk relevant & timely risk for Risk History for Action Plan C information are currently not information. 021 sufficiently joined up, • Failure to effectively 355 embedded or developed in line communicate critical risk A with national guidance 100 New information internally 90 • 80 Risk to 70 60 firefighter/community 50
Risk 40 safety 30 • 20 Impact on Operational 10 performance. 0 • HSE challenge Quarterly Review • Risk of Corporate Manslaughter • Impact on Service reputation
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of ActionPlan Effectiveness Reference Risk Order & Owner Risk Risk Rating Risk or Opportunity Risk Action Plan Likely outcomes – Risk Description (Management consequences Tracking Likelihood Impact and mitigation)
The emerging Strategic Plan for FD Opportunities:- 6 6 Click for Click for 4 Action Plan 2011/14 includes collaboration/ • Potential for improved Risk History shared services research which levels of efficiency, presents opportunities and risks economy and / or A 100 C 90 356 in providing support services in O22 effectiveness through 80 terms of efficiency, economy regional outsourcing / 70 60 and effectiveness. shared services 50 New Risk 40 arrangements. 30 20 • Removal of HFRS 10 0 liabilities for human and Quarterly Review physical resources in
outsourced services. • Assured levels of service provision through contractual arrangements with external providers. • Potential increased resilience and investment.
Threats:- • Potential for reduced levels of efficiency, economy and / or effectiveness through regional outsourcing / shared services arrangements. Page 4 of 19 CORPORATE RISK AND OPPORTUNITY REGISTER: 2010/11
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of ActionPlan Effectiveness Reference Risk Order & Owner Risk Risk Rating Risk or Opportunity Risk Action Plan Likely outcomes – Risk Description (Management consequences Tracking Likelihood Impact and mitigation)
• Displaced staff who are subject to HFRS redundancy / redeployment procedures (subject to applicability of
357 TUPE legislation). • Loss of control over, and responsiveness to HFRS needs, of outsourced services. • Reduced staff morale
• Failure to meet FRS 5 The Authority’s Business RH statutory responsibilities. 4 7 Click Click Continuity Planning • Reputational impact. for Risk History for Action Plan C arrangements do not fully • Effect on operational
003 sustain core service delivery capabilities. during major disruptive events, B 100 • Stakeholder & staff 90 particularly in relation to apprehension. 80 widespread staff shortages. 70 • Impact on organisational 60 Those arrangements have been 50 performance. Risk 40 tested and been subject to • Impact to the delivery of 30 Internal Audit. A number of 20 community protection 10 recommendations require 0 activities. Quarterly Review implementing. • Negative effect to key external partnerships.
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of ActionPlan Effectiveness Reference Risk Order & Owner Risk Risk Rating Risk or Opportunity Risk Action Plan Likely outcomes – Risk Description (Management consequences Tracking Likelihood Impact and mitigation)
• Reducing bullying and Click for Ensure equality and diversity is DS harassment 4 7 Click 6 Risk History embedded across the • Better protect the service for Action Plan organisation. Demonstrating against legal challenge C B 018 positive behaviours and • Core Values embedded 100 358 attitudes. Building on the Core within the organisation 90 Values of the service. 80 • Annual review of pay and 70 60 benefits to ensure equality 50 for all employees Risk 40 30 • All employees have 20 10 increased skills and 0 confidence to deal Quarterly Review effectively with diversity issues.
To meet the challenge of • Achieve Directorate Plan 7 RG 3 8 Click for Click for providing an effective Service objectives Risk History Action Plan wide IT function, which also • Meet agreed IT PIs C meets the recommendations in • 019 Audit recommendations respect to IT security. met B 100 • IT strategy delivered 90 80 • Awareness and 70 60 understanding of IT service 50 Risk 40 increased 30 20 • IT resources deployed 10 0 against agreed IT priorities Quarterly Review
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of ActionPlan Effectiveness Reference Risk Order & Owner Risk Risk Rating Risk or Opportunity Risk Action Plan Likely outcomes – Risk Description (Management consequences Tracking Likelihood Impact and mitigation)
8 FiReControl and Firelink Project RH • Operation of the Yorkshire Click Click Transition and Governance and Humberside RCC will 2 7 for Risk History for Action Plan C activities generate potential incur a net cost compared 011 financial, service delivery and to current Control Room governance risks to the Fire costs. B 100
359 Authority. 90 • No assurance that CLG 80 70 Resilience Payments, to 60 50 recompense net costs to Risk 40 30 Fire Authorities, will extend 20 10 beyond three years from 0 commencement of the Quarterly Review national cutover
programme.
• Project slippage may reduce the duration of HFRS Resilience Payments to less than 2 years. Slippage and lack of transparency regarding progress may indicate inability to deliver against the Concept of Operations.
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of ActionPlan Effectiveness Reference Risk Order & Owner Risk Risk Rating Risk or Opportunity Risk Action Plan Likely outcomes – Risk Description (Management consequences Tracking Likelihood Impact and mitigation)
• Uncertainty regarding the long term scope and future of the FiReControl Project post General Election (May 2010) may require the
360 development of an alternative strategy.
CLG reticence producing Model Agreements for the RCC/Fire Authority business relationship, restricting the development of a contractual frameworks for the LACC.
Click Failure to recognise and comply RG • Expose Authority to 2 7 Click 9 for Risk History with and/or properly manage potential liability claims for Action Plan
C the Authority’s legal and (e.g. HR, Health & Safety). regulatory responsibilities 014 • Impact on insurance, B 100 reputation, morale/culture 90 80 and reserves/financial 70 stability of HFA. 60 50 Risk 40 30 20 10 0 Quarterly Review
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of ActionPlan Effectiveness Reference Risk Order & Owner Risk Risk Rating Risk or Opportunity Risk Action Plan Likely outcomes – Risk Description (Management consequences Tracking Likelihood Impact and mitigation)
10 The service Corporate RG • Key messages do not 3 4 Click Click Communications culture is not reach target audience. for Risk History for Action Plan sufficiently embedded at all C • Key issues not widely 009 organisation levels and fails to recognised. D 100 361 support horizontal and vertical • Senior managers unaware 90 communication channels. of problems. 80 70 • Organisational dis-function. 60 50 • Impact on efficiency & Risk 40 performance. 30 20 • Negative effect on staff 10 0 morale. Quarterly Review • Impact upon engagement and partnership.
• Impact upon Audit Assessments. • Failure to achieve statutory ‘Duty to Involve’.
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of ActionPlan Effectiveness Reference Risk Order & Owner Risk Risk Rating Risk or Opportunity Risk Action Plan Likely outcomes – Risk Description (Management consequences Tracking Likelihood Impact and mitigation)
11 The going into voluntary CFO • Loss of confidence – 2 5 Click Click administration by TVAC and the operations. for Risk History for Action Plan C continued failure of the • Efficiencies not realised. TVAC/AssetCo CARP to be on • Damage to reputation. 007 D 362 the run is causing a lack of • Ongoing cost of Officer 100 confidence in the CARP. 90 time, retraining. 80 70 • Impact upon IRMP. 60 50
Risk 40 30 20 10 0 Quarterly Review
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PART 2
RISKS/OPPORTUNITIES REMOVED FROM CORPORATE RISK REGISTER
Risk or Opportunity Risk Reason why removed Description Owner
Local Government Finance Settlement Kevin The CSR position for 2007 is now known. The budget for 2008/9 has been approved (CSR07) is significantly below that planned Wilson and Precept set by the Fire Authority. for. 363
Proposed changes to emergency cover CFO The HFA at its meeting on 25 July 2008 determined the resource disposition and the disposition of resources (as Duffield proposals. informed by FSEC risk modelling) provide the opportunity for a more effective and efficient service to our communities.
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RISKS/OPPORTUNITIES REMOVED FROM CORPORATE RISK REGISTER
Risk or Opportunity Risk Reason why removed Description Owner
The resolutions of the HFA on 11 April and ACO The resolution has been implemented in respect to Sledmere. The resolutions in 25 July 2008 require management, co- Hannigan respect to Goole have progressed considerably and being dealt with at Directorate ordination and implementation level. 364
To increase our standing and reputation as CFO Duffield A new risk has been established (rated red – number 1), which subsumes much of this an effective and excellent FRA in the risk/opportunity. region, sub region and nationally and maximise benefits accordingly.
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RISKS/OPPORTUNITIES REMOVED FROM CORPORATE RISK REGISTER
Risk or Opportunity Risk Reason why removed Description Owner
The Audit Commission Direction of Travel Chief Fire This risk remains, but is now reflected in 2 new ‘Red’ risks, i.e. the risk has been Assessment 2008 presents a challenge to CMT Officer/ separated into two areas of focus. and the Fire Authority to clarify corporate Chief priorities, align resources accordingly and Executive demonstrate clearer outcomes to our communities. The Audit Assessment regime for 2009 comprising Direction of Travel, UoR, 365 Operational Assessment and CAA will be more challenging to the Authority, especially if it is to improve at a faster rate and be regarded as an overall good Fire Authority. In addition, the Audit Commission ‘Rising to the Challenge’ adds further to this challenge for HFRS. The implementation of the CPU realignment ACO The consequences of this opportunity have been realised at Corporate level, further project provides an opportunity to maximise Hannigan enhancement will take place at Directorate level. efficiency, effectiveness and deliver fit for purpose structures
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RISKS/OPPORTUNITIES REMOVED FROM CORPORATE RISK REGISTER
Risk or Opportunity Risk Reason why removed Description Owner
The Authority’s Business Continuity DCO Khuri This risk has been amalgamated with a new Risk C003 concerning business continuity arrangements are not sufficiently tested to give on 6 July 2009. confidence regarding their robustness.
366 Failure to improve performance at an Chief Fire The risk emerged from the 2007/08 Direction of Travel Audit. The Audit Commission acceptable rate. Officer/Chief Organisational Assessment 2009 is more positive in respect to performance. The Executive challenge ahead 2011-14 forms part of a new corporate risk/opportunity.
Failure to address a lack of clarity in corporate Chief Fire The Strategic Plan 2008-11 has been heavily revised and approved in June 2009. priorities. Officer/Chief The Audit Commission Assessment refers to clearer priorities accordingly. Executive
The range and number of active major work Chief Fire This risk is now consolidated into a new risk/opportunity and project management and streams and projects place an excessive Officer/Chief also the new Strategic Plan 2011-14. In addition the fundamental review of support demand on current organisational capacity. Executive services is part of the mitigation action.
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RISKS/OPPORTUNITIES REMOVED FROM CORPORATE RISK REGISTER
Risk or Opportunity Risk Reason why removed Description Owner
The Fundamental Review of Support Services Chief Fire The Fundamental Review of Support Services as approved by the Authority in provides an opportunity to ensure that fit for Officer/Chief December 2009 has now been implemented. The future delivery of support services purpose support structures are in place during Executive is reflected in new Risk/Opportunity reference C022. 2009/10.
(C006) 367
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RISKS/OPPORTUNITIES REFERRED TO DIRECTORATES FOR ACTION
Risk or Opportunity Risk Responsible Directorate Reasons for referring to Directorate Description Owner
Failure to engage in a timely and efficient ACO Community Protection Referred to Director of Community Protection - 13th Feb manner with constituent local authorities & key Hannigan 2008 partner agencies 368
Risk critical, operational policies & procedures ACO Community Protection The Operational self assessment which has included peer are not robustly embedded and tested. Hannigan challenge has concluded positively. The need to continually embed and test the relevant policies and procedures should be managed at all Directorate levels, particularly Community Protection.
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RISKS/OPPORTUNITIES REFERRED TO DIRECTORATES FOR ACTION
Risk or Opportunity Risk Responsible Directorate Reasons for referring to Directorate Description Owner
The Authority’s revenue and capital planning Kevin Wilson Finance The processes are fully aligned. Evidenced through audit processes are not subject to robust forward and owned by Directorates. planning, evaluation and challenge. 369
Ensure that organisational core values in ACO Sanders Personal and Organisational A new risk has been formulated around equality respect of equality and diversity policies and Development within the Corporate Risk Register. principles are embedded in the Service and are consistently demonstrated, measured and addressed through the attitudes and behaviours of all employees
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RISKS/OPPORTUNITIES REFERRED TO DIRECTORATES FOR ACTION
Risk or Opportunity Risk Responsible Directorate Reasons for referring to Directorate Description Owner
The need to effectively review, appraise and Kevin Wilson Finance The need to co-ordinate projects is contained in a new co-ordinate a number of critical related broader corporate role. The Estates project falls under the projects, including Clough Road, Brough, Hull Director to progress. City Centre presence and an appraisal of the current workshops 370
A Performance Management culture is not DCO Khuri Policy and Performance Performance management is embedded into day-to-day consistently and strongly embedded in all processes, although this will continue to be reviewed by organisation and management tiers. Policy and Performance.
(CO12)
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RISKS/OPPORTUNITIES REFERRED TO DIRECTORATES FOR ACTION
Risk or Opportunity Risk Responsible Directorate Reasons for referring to Directorate Description Owner
The review of Corporate Governance Robin Graham Corporate Administration A second review of Corporate Governance has taken arrangements provide an opportunity to place and the Internal Audit of Corporate Governance enhance the Authority’s performance, decision provided assurance as to arrangements in place. making capacity, engagement and communications in parallel with a strong ethical framework.
371 (CO15)
The Authority’s Corporate Risk Management Robin Graham Corporate Administration The Internal Audit of Corporate Governance provides processes are not consistently and robustly assurance as to the effectiveness of ROM. Corporate embedded in all organisation and management Administration will continue to review taking into account tiers. results of CIPFA benchmarking of ROM in 2010/11.
(CO13)
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372
SUMMARY REPORT
SIGNIFICANT CHANGES TO CORPORATE RISK REGISTER
Risk Reference and Descriptor Risk Tracking Summary
1. New Red Risk 100 Members received a report at the Fire Authority on 30 April 2010 90 C021 80 outlining the draft findings of the FARMSS audit. This risk is in 70 60 response to that audit. An action plan is being completed. Service arrangements for management 50 Risk 40 of operational risk information are 30 20 currently not sufficiently joined up, 10 embedded or developed in line with 0 Quarterly Review national guidance.
373 2. New Red Risk Members received reports at the Special Meeting of the Fire C022 100 Authority on 20 April 2010, highlighting workstreams prepared in 90 80 respect to the Strategic Plan 2011-14 and due diligence. 70 The emerging Strategic Plan for 2011- 60 14 includes collaboration/shared 50 Risk 40 services research which presents 30 20 opportunities and risks in providing 10 support services in terms of efficiency, 0 Quarterly Review economy and effectiveness.
3. C006 100 Removed from Corporate Risk Register as now implemented. 90 80 70 The Fundamental Review of Support 60 50
Services provides an opportunity to Risk 40 ensure that fit for purpose support 30 20 structures are in place during 2009/10 10 0 Quarterly Review
Risk Reference and Descriptor Risk Tracking Summary
100 4. CO15 90 The need to continue to enhance ROM has now been removed 80 70 from the Corporate Risk Register and referred to the Directorate of The review of Corporate Governance 60 Corporate Administration. The assurance provided by the Internal 50 arrangements provide an opportunity to Risk 40 Audit Review (Substantial), draft Use of Resources scores 2009 30 enhance the Authority’s performance, 20 (performing well) and the work of the Active Risk Team in terms of 10 decision making capacity, engagement 0 benchmarking and exercising its role, provide the rationale to and communications in parallel with a Quarterly Review remove from the Corporate Risk Register.
strong ethical framework
100 5. C013 90 The need to continue to enhance ROM has now been removed 80 70 from the Corporate Risk Register and referred to the Directorate of 60 The Authority’s Corporate Risk 50 Corporate Administration. The assurance provided by the Internal
Risk 40 Management processes are not 30 Audit Review (Substantial), draft Use of Resources scores 2009 20 consistently and robustly embedded in 10 (performing well) and the work of the Active Risk Team in terms of 0
374 all organisation and management tiers. benchmarking and exercising its role, provide the rationale to Quarterly Review remove from the Corporate Risk Register.
6. Other current Corporate Other corporate risk/opportunities have been adjusted in terms of Risks/Opportunities risk tracking.