Part 1 – Open Items

Headquarters Telephone No The Old Hall, Burton Road, 01332 771221 Littleover, Derby. DE23 6EH Fax No Contact Name & Address 01332 270360 Anne Wathall/Joanne Minicom Number Carter/Laura Slade 01332 271900 Contact Extension No Our Reference 7012/7005/7002 TM/LS Your Reference

Date June 2016

Dear Member

DERBYSHIRE FIRE & RESCUE AUTHORITY ANNUAL GENERAL MEETING – 30 JUNE 2016

Please attend the Annual General Meeting of Derbyshire Fire & Rescue Authority to be held on Thursday 30 June at 1030 hours at the Fire & Rescue Service Headquarters, Burton Road, Littleover, Derby, DE23 6EH (Sat Nav DE23 6EJ). Party Political Group pre-meetings will commence from 0930 hours onwards and a room for this will be allocated by the Committee Clerk on the day. The agenda is set out below.

Yours sincerely

Terry McDermott Chief Fire Officer/Chief Executive

PART 1 – OPEN ITEMS

1. To appoint the Chair of Derbyshire Fire & Rescue Authority for the 2016/17 year

2. To appoint the Vice Chair of Derbyshire Fire & Rescue Authority for the 2016/17 year

3. To confirm the Leader of the Minority Group

4. Public Question Time

5. Apologies

6. Declarations of Interest

email: [email protected] www.derbys-fire.gov.uk

Chief Fire Officer/Chief Executive Terry McDermott MA 7. To confirm the Minutes of Derbyshire Fire & Rescue Authority Meeting held on 24 March 2016

8. To confirm the Minutes of the Standards Committee Meeting held on 24 March 2016

9. To confirm the Minutes of the Inclusion & Equality Forum held on 12 April 2016

10. To confirm the Minutes of the Pensions Board Meeting held on 28 April 2016

11. To confirm the Minutes of the Governance & Performance Meeting held on 6 June 2016

12. Appointments to Committees, Groups, Panels, Forums, the Local Pensions Board and the Fire Commission 2016/17

13. Committee Annual Work Programme 2016/17

Reports for Decision:

14. External Audit Plan 2015/16 – Director of Finance/Treasurer, Simon Allsop

15. Internal Audit Annual Report 2015/16 – Director of Finance/Treasurer, Simon Allsop

16. Revenue Budget Outturn 2015/16 – Director of Finance/Treasurer, Simon Allsop

17. Capital and Prudential Outturn 2015/16 and Revised Capital Programme 2016/17 – Director of Finance/Treasurer, Simon Allsop

18. Key Performance Measures 2016/17 – Area Manager, Pete Aykroyd

19. Annual Report 2015/16 – Area Manager, Judi Beresford

20. Annual Governance Statement 2015/16 – Deputy Chief Executive, Joy Smith

21. Member Development 2016/17 – Area Manager, Rick Roberts

Please note reports for information will no longer be provided in hard copy format; these reports will only be contained in the electronic version emailed to Members. The Chair will continue to table these reports for discussion and offer the opportunity to raise questions; at this point the reports will also be displayed on the screen.

Reports for Information:

22. Verbal update from the Chief Fire Officer/ Chief Executive

23. Review of the Effectiveness of Internal Audit 2015/16 – Director of Finance/Treasurer, Simon Allsop

24. Annual Report of the Monitoring Officer 2015/16 – Solicitor/Monitoring Officer, Louise Taylor

25. Annual Report on Public Appreciations, Comments and Freedom of Information Requests 2015/16 – Solicitor/Monitoring Officer, Louise Taylor 26. Review of performance information via Performance Dashboard – Area Manager, Pete Aykroyd

Members can access the performance dashboard by logging onto FireView and following the link:

Quarter 4 Performance

PART 2 – EXEMPT ITEMS

The Authority is asked to consider in respect of the following items whether the public should be excluded from the meeting to avoid disclosure of information that is exempt for the reasons set out in the minutes and reports at items 27 to 32.

27. To confirm the Exempt Minutes of the Fire & Rescue Authority Meeting held on 24 March 2016

Exempt Reports for Decision:

28. Review of Strategic Leadership Team Structure and Responsibilities – Chair of the Fire & Rescue Authority, Councillor Steve Marshall-Clarke (contains information relating to labour relations)

29. Emergency First Responder Trial Outcome – Chief Fire Officer/Chief Executive, Terry McDermott (contains information relating to labour relations)

30. Compulsory Redundancy and On-going Workforce Planning – Area Manager, Judi Beresford (contains information relating to labour relations)

31. Officer’s Car Scheme – Area Manager, Pete Aykroyd (contains information of a commercially sensitive nature)

Exempt Reports for Information:

32. Disposal of Former Day Staffing Housing Site at Rowley Court, Swadlincote – Area Manager, Pete Aykroyd (contains information of a commercially sensitive nature) ITEM 7

MINUTES of the DERBYSHIRE FIRE & RESCUE AUTHORITY held at the Fire & Rescue Service Headquarters, Burton Road, Littleover, Derby commencing at 1030 hours on 24 March 2016

Present:

Councillors: S Marshall-Clarke, J Hill, S Brittain, C Moesby, R Hosker, B Ridgway, M Stockdale, K Gillott, S Spencer, K Buttery, E Williams, J Patten, D Lomax, R Skelton

Officers in Attendance:

L Taylor Solicitor/Monitoring Officer T McDermott Chief Fire Officer/Chief Executive L Slade Committee Clerk

Apologies:

Councillors: R Banwait, G Nawaz

S Allsop Director of Finance/Treasurer

The Chair opened the meeting by welcoming Cllr Brian Ridgway to the Fire & Rescue Authority in replacement of Cllr Brian Wright. The Chair gave thanks to Cllr Wright for his commitment during his time on the Authority.

18/16 PUBLIC QUESTION TIME

18.1 There were no questions from members of the public.

19/16 APOLOGIES

19.1 Apologies from Cllrs Banwait and Nawaz were noted.

20/16 DECLARATIONS OF INTEREST

20.1 Cllr Spencer declared an interest as a member of the Local Government Association in respect of Item 14.

21/16 TO CONFIRM THE MINUTES OF DERBYSHIRE FIRE & RESCUE AUTHORITY MEETING HELD ON 18 FEBRUARY 2016

21.1 Members confirmed the minutes as a correct record and these were signed by the Chair.

Page 1 of 7 ITEM 7 22/16 TO CONFIRM THE MINUTES OF THE GOVERNANCE & PERFORMANCE MEETING HELD ON 22 FEBRUARY 2016

22.1 Members confirmed the minutes as a correct record.

23/16 DRAFT TIMETABLE OF MEETINGS FOR 2016/17

23.1 Members approved the timetable of meetings for the 2016/17 committee year.

23.2 Members noted that the European referendum is taking place on 23 June 2016 and agreed to change the meeting date of the June AGM.

24/16 FIRE INVESTIGATION PRESENTATION BY FIRE INVESTIGATION DOG HANDLER, DAVE COSS

24.1 Members were provided with a presentation on the role of Derbyshire Fire & Rescue Services fire investigation team and how they support the strategic aims and integrated risk management planning of the Service.

24.2 The Fire and Rescue Services Act 2004 section 45 gives authorised fire investigators powers to investigate the cause and spread of fire. The National Framework 2006-2008 also laid out an expectation that Fire Authorities will carry out fire investigations on a regional basis to provide an effective and efficient regional fire investigation capability.

24.3 Assistance by the team is required at all fires involving fatalities or serious injuries, fires of suspicious origin, fires resulting in major financial loss and at the request of the police, coroner and incident commander.

25/16 REVENUE AND CAPITAL BUDGET MONITORING (APRIL TO JANUARY 2016)

25.1 Members were presented with the Revenue and Capital Budget Monitoring as at 31 January 2016, to outline progress on ‘Fit to Respond’ target savings and to report on the favourable level of Reserves.

25.2 The final outturn position will be presented to Members at the Authority meeting in June.

25.3 Cllr Brittain declared an interest in respect of paragraph 3.37 as a Member of Chesterfield Borough Council.

Resolved:

25.4 Members noted the positive Revenue Budget Monitoring and Forecast Outturn position as at 31 January 2016, being a managed underspend of £2.2m as set out in Appendix 1 and 2 of the report.

Page 2 of 7 ITEM 7 25.5 Members noted the Capital Budget Monitoring and Forecast Outturn position as at 31 January 2016 as set out in Appendix 3 of the report.

25.6 Members unanimously approved slippage of £100,000 to 2016/17 for the Agresso upgrade project, £30,000 for the Light Water Ladder and approved bringing forward £958,800 from 2016/17 into 2015/16 for the 7 new fire appliances.

25.7 Members unanimously approved the increase of the Officer Replacement Car 2016/17 budget by £20,000 to £275,000 which provides for inflation.

25.8 Members noted the significant progress in delivering the targeted 2015/16 savings through the ‘Fit to Respond’ Programme, as illustrated in Appendix 4 of the report.

25.9 Members noted the favourable level of Estimated Closing Reserves as set out in Appendix 5 of the report.

25.10 Members unanimously approved budget virements as described in paragraph 3.5 of the report.

26/16 BRIGADE MANAGERS’ PAY REVIEW

26.1 The Monitoring Officer presented a report to Members proposing recommendations made by the Brigade Managers’ Pay Review Panel at their meeting on 10 March 2016 on pay and conditions of Brigade Managers (Principal Officers) for the 2016/17 financial year.

26.2 The Brigade Managers’ Pay Review Panel had considered the benchmarking information and the Pay Policy Statement guidance. The Panel noted the salary information against the benchmark and recommended no change to Brigade Managers’ pay.

Resolved:

26.3 Members unanimously approved no change to the Chief Fire Officer/Chief Executive’s salary (to which the other Brigade Manager’s pay is linked) for the period 1 April 2016 to 31 March 2017.

27/16 PAY POLICY STATEMENT 2016/17

27.1 The Monitoring Officer presented the Pay Policy Statement for 2016/17.

27.2 The Pay Policy Statement has been reviewed in light of clarification in respect of the new National Living Wage due to come into effect from 1 April 2016.

27.3 Cllr Spencer declared an interest as a Member of the National Joint Council.

Page 3 of 7 ITEM 7 Resolved:

27.4 Members unanimously approved the Pay Policy Statement for 2016/17 as at Appendix 1 of the report.

28/16 PRESENTATION OF THE FINAL INTEGRATED RISK MANAGEMENT PLAN 2016-17

28.1 Area Manager Beresford presented the final Integrated Risk Management Plan (IRMP) 2016/17 and the outcome of the consultation with the communities of Derbyshire which took place from 5 January – 2 February 2016.

Resolved:

28.2 Members unanimously approved the final IRMP 2016/17.

28.3 Members noted the responses and the outcome of the consultation undertaken with the communities of Derbyshire as set out in Appendix 1 of the report.

29/16 THE GUIDING PRINCIPLES FOR THE INTEGRATED RISK MANAGEMENT PLAN 2017-2021

29.1 The Deputy Chief Executive presented a refreshed document known as the ‘Guiding Principles’ which sets out the outline framework for officers to work within when developing the Integrated Risk Management Plan (IRMP) 2017- 2021.

29.2 The refreshed document was debated and discussed at the Transformation Steering Group meeting on 25 January 2016 and again on 7 March 2016, where some changes were proposed and have been incorporated.

29.3 Cllr Marshall-Clarke asked if a review will be undertaken on the tenancy agreements of Service owned houses on Day Staffing stations in the future. The Chief Fire Officer responded that this will be considered as part of the Emergency Cover Review.

29.4 Cllr Spencer supported officers making recommendations to the Fire Authority based on professional opinion.

Resolved:

29.5 Members unanimously approved the content of the Guiding Principles document as set out in Appendix 1 of the report which will be used as the outline framework of guiding principles for officers in the development of the Integrated Risk Management Plan 2017-2021.

Page 4 of 7 ITEM 7 30/16 EMERGENCY SERVICES MOBILE COMMUNICATION PROGRAMME SIGN OFF

30.1 Area Manager Aykroyd presented a report to inform Members of the benefits of participating in the Emergency Services Mobile Communications Programme (ESMCP) to deliver a new Emergency Services Network (ESN) both operationally and financially. Members were also informed of the alternative options.

30.2 The intended scope of the ESMCP will include 44 Police Forces, 50 Fire and Rescue Services and 13 Ambulance Trusts. Fire and Rescue Service transition onto the new ESN is due to begin with the mobilisation phase in 2016 and will be complete by January 2020, by which time all Fire and Rescue Services will be in a steady state.

30.3 The Department of Communities and Local Government (DCLG) have made a commitment to support Fire and Rescue Authorities in the cost of transition. Cllr Moesby reiterated that £161,000 will be made available from DCLG to cover additional costs to the project and queried whether any further costs will need to be made by the Authority. In response, Area Manager Aykroyd confirmed that funding is also available regionally and will be monitored by the regional strategic board.

30.4 Cllr Spencer raised concern about poor communication signals in various areas of Derbyshire such as the High Peak and suggested that the Authority highlight their concerns to the Peak District National Park. Members acknowledged and supported the concern of Cllr Spencer. Area Manager Aykroyd confirmed the standard of coverage written into the contract and stated that this is registered on the local and regional risk registers.

Resolved:

30.5 Members unanimously approved to sign up to the Emergency Service Mobile Communications Programme.

30.6 Members agreed to the sign off that commits Derbyshire Fire & Rescue Service to taking up the new Emergency Service Network.

30.7 Members agreed to formally write to the Peak District National Park to express concerns on communication signals.

30.8 Members requested that update reports are submitted to future Authority meetings where necessary.

31/16 ICT STRATEGY 2016-2019

31.1 Area Manager Aykroyd presented Members with the ICT Strategy 2016-2019 which builds upon the work undertaken following the implementation of the

Page 5 of 7 ITEM 7 Society of Information Technology Management review to develop a flexible and scalable service with resilient core technologies.

31.2 An overarching programme of work will be developed to deliver the commitments within the strategy and will determine the funding requirements which will be reported for approval as part of the capital monitoring process.

31.3 In response to a query regarding the proposed budget to fund the strategy, Area Manager Aykroyd stated that the exact figures are yet to be finalised but will be similar to those in recent years. All elements of the work programme will be completed in line with procurement and financial regulations.

Resolved:

31.4 Members unanimously approved the ICT Strategy 2016-2019.

32/16 MEMBERSHIP OF CORPORATE ASSOCIATIONS

32.1 The Monitoring Officer presented a report to gain Members’ views on the continued funding of the annual membership of the Local Government Association (LGA) at £9,483 (plus vat) and the Chief Fire Officers’ Association (CFOA) at £9,166 (plus vat) and whether they provide benefit and value for money at a time of on-going challenge to expenditure across the Service.

32.2 Members noted the current benefits offered by the LGA and CFOA.

Resolved:

32.3 Members agreed to continue the funding for the corporate membership of the Local Government Association and the Chief Fire Officers’ Association.

33/16 APPOINTMENT OF A CO-OPTED MEMBER

33.1 The Monitoring Officer presented a report for Members to consider the inclusion of the Derbyshire Police and Crime Commissioner as a Co-opted Member with power to speak but not vote in meetings where invited by the Fire Authority.

33.2 Cllr Skelton suggested that the change should take effect from the 5 May 2016 being the date of the election of Police and Crime Commissioners.

Resolved:

33.3 Members unanimously agreed to appoint the Derbyshire Police and Crime Commissioner as a Co-opted Member with power to speak but with no voting rights in meetings where invited by the Fire Authority.

Page 6 of 7 ITEM 7 33.4 Members unanimously agreed for the Chair to invite the Derbyshire Police and Crime Commissioner to join Derbyshire Fire & Rescue Authority as a Co- opted Member.

33.5 Members unanimously agreed for the change to take effect from the date of the election for the Police and Crime Commissioner, being 5 May 2016.

Reports for Information

34/16 VERBAL UPDATE FROM THE CHIEF FIRE OFFICER/CHIEF EXECUTIVE

34.1 The Chief Fire Officer updated Members on Prevention, Protection and Inclusion activities that have taken place since the last meeting. Incidents of note were highlighted and Members were informed that a family who recently experienced fire in their home wish to work with the Service to highlight the importance of having working smoke alarms in the home.

34.2 Cllr Brittain expressed his thanks for being informed about a recent fatal fire in which he was able to involve other local councillors in assisting with queries from members of the public.

34.3 Cllr Spencer informed Members of the on-going work within the CFOA Retained Duty System Working Group looking at recruitment and retention of retained employees. Cllr Spencer, along with the Chief Fire Officer, will be writing to the Fire Minister to ask for consideration of a financial recognition for those who release their employees for retained duties.

35/16 REVIEW OF PERFORMANCE INFORMATION VIA PERFORMANCE DASHBOARD

35.1 Members noted the Quarter 3 Performance Report which had been scrutinised by the Governance & Performance Working Group at its meeting on 22 February 2016.

Page 7 of 7 ITEM 7 ITEM 8

DERBYSHIRE FIRE & RESCUE AUTHORITY

STANDARDS COMMITTEE MINUTES OF THE MEETING HELD 24 MARCH 2016

Present: Cllr M Stockdale Cllr Kevin Buttery Cllr Ruth Skelton Cllr Janet Hill Cllr Kevin Gillott Cllr Stuart Brittain Peter Wilkinson (Independent person) Richard Boneham (Head of Audit Partnership, Derby City Council)

Louise Taylor – Solicitor and Monitoring Officer

Committee Clerk: Laura Slade

1. STANDARDS COMMITTEE AND ETHICAL GOVERNANCE

Richard Boneham provided Members with a presentation on ethical governance which covered the role of the Standards Committee, code of conduct, role of the Independent Person, roles and best practice for panel members, common issues and outcomes.

Members noted the expectation of the Derbyshire Fire & Rescue Authority Members’ Code of Conduct and discussed the difficulty of determining where bullying has taken place. In some cases, behaviour could be perceived as bullying where it was not intended, therefore, each case would be reviewed on its own facts. L Taylor confirmed that the DFRA Members’ Code of Conduct provides an ethical framework to support the decisions, actions and behaviour of DFRA Members in carrying out their duties.

Members noted a requirement not to disclose confidential information and acknowledged the need to take care in what information was shared and with whom in view of the increase in electronic ways of working and Member’s increased involvement in partnership working. Confidential information properly gained by a Member as a result of their position in one group or organisation should not be disclosed or discussed elsewhere unless there is authority to do so.

R Boneham confirmed that following the introduction of the Localism Act 2011, local authorities are unable to remove a Councillor from office where there is found to be a breach of the Members’ Code of Conduct. In this instance, the Monitoring Officer is not duty bound to inform the main authority of a Councillor’s actions as any breach would be under the Code of Conduct of the authority in which the Councillor was working under at the time. But each case would have to be considered on its own facts.

Page 1 of 1 ITEM 8 ITEM 9

DERBYSHIRE FIRE & RESCUE AUTHORITY

INCLUSION & EQUALITY FORUM

MINUTES OF MEETING HELD ON 12 APRIL 2016

Present: Cllr Janet Hill (Chair) Cllr Brian Ridgway for Cllr Kevin Gillott Cllr Julie Patten DCFO Gavin Tomlinson Simon Allsop Louise Taylor AM Judi Beresford Davinder Johal SM Glenn Butler

Committee Clerk: Anne Wathall

Apologies: Cllr Kevin Gillott Cllr David Lomax Cllr Gulfraz Nawaz AM Alex Johnson AM Steve McLernon

1. Declaration of Interests

No interests were declared by Members.

2. Minutes of the Meeting held on 19 January 2016

The minutes were noted as an accurate record.

3. Minutes of the Inclusion Performance Board held on 22 March 2016

The DCFO reported on actions from the meeting and Members noted details arising.

4. Update to Terms of Reference of the Inclusion & Equality Forum

L Taylor presented revised Terms of Reference for the meeting after discussions with Cllr Gillott and D Johal. Minor amendments had been made to more accurately reflect the needs of the Service and further work on the Committee work programme would be undertaken by L Taylor and D Johal. Members noted the changes and agreed to review either annually or before if required.

5. Draft Inclusion Strategy 2016-21 and Action Plan 2016-17

D Johal presented the draft Inclusion Strategy 2016-21 which had since been amended further to include updates from managers and the FBU.

Page 1 of 3 ITEM 9 The Strategy had been agreed as a five year plan with an annual action plan published each year. It was intended to link with the five year IRMP and departmental portfolio plans to further embed inclusion into the Service.

Assurance was given that partners were committed to working together and sharing information to identify vulnerable people in the county. Examples of good practice were given alongside ongoing work to ensure that more data was shared by local authorities and agencies. Safeguarding and many other partner meetings were attended by Fire Service representatives and the DCFO emphasised the success of the DFRS ‘brand’ in reaching those at risk.

The final updated document after consultation would be brought back to the meeting.

6. Protection Case Study Presentation

SM Butler gave a presentation on a recent partnership initiative to identify and inspect Houses of Multiple Occupation (HMOs) in Shirebrook.

A taskforce had been formed by representatives from the DFRS Protection and Prevention teams, the Police, Environmental Health and Local Authority Housing, to carry out inspections on HMOs looking at fire safety standards, occupants’ health and wellbeing, criminality, modern slavery/people trafficking, HMO standards and re-housing where appropriate.

SM Butler showed examples of converted properties where rooms had been split to accommodate separate individuals in rented rooms, highlighting the lack of smoke detection, fire extinguishers and access to escape routes. One such landlord was successfully prosecuted, after he had sublet from the owner and converted the property.

After pooling resources and information, the taskforce uncovered 60 other HMO addresses in the area and out of 30 inspections, three received prohibition notices and a further seven enforcement notices were served. The Prevention team carried out a number of Home Safety Checks and fitted over 30 smoke detectors. It was found that the majority of occupants were Polish migrants working for Sports Direct at Shirebrook.

As a result, Sports Direct has recognised the issue and shared a list of employee addresses with the taskforce, many of which are in Nottinghamshire. Both DFRS and Notts FRS are therefore working together to ensure that fire safety standards are enforced. SM Butler is also working with the NG20 Shirebrook group which meet at Sports Direct and comprise of a number of other organisations and charities. A further follow-up partnership visit is planned for 19 April.

Sports Direct has also given support to DFRS for RDS recruitment in Shirebrook by allowing employees to become RDS firefighters and provide fire cover during the day.

Further discussion followed and SM Butler was thanked for his work with the taskforce.

Page 2 of 3 ITEM 9 7. Update of Prevention and Inclusion Activities

D Johal presented a report on the prevention and inclusion activities within the Service, outlining events and campaigns which had taken place since the beginning of the year and updates on protected characteristics work. Training provided by the Modern Slavery Partnership had taken place, as well as Safe and Well Visit training being delivered across the Service by Prevention Officers.

8. Date of Next Meeting

Tuesday 6 September 2016 – 1030 hours – Conference Room, HQ.

Page 3 of 3 ITEM 9 ITEM 10

DERBYSHIRE FIRE & RESCUE AUTHORITY

PENSIONS BOARD

MINUTES OF MEETING

HELD ON 28 APRIL 2016

Board Members: Cllr Steve Marshall-Clarke, Cllr Stuart Brittain, Chris Tapp (FBU), Simon Allsop, Sean Connor,

Attendees: Emma Neely (Advisor - HR), Ian Howe (Advisor – LCC Pensions)

Apologies: M Redford (FBU)

Notes: L Slade

Introductions took place and the board agreed that I Howe would be invited to future meetings in an advisory capacity, to provide input where required and in reviewing the performance of the pensions administrator. E Neely will be in attendance as additional support for S Connor during his secondment to HR Strategic Projects.

1. Minutes of the Meeting held on 26 November 2015

Board Members Training Support I Howe confirmed that the establishment of a regional board had not progressed to the Secretary of State. Local boards will continue until national guidance is released.

Transferring Pensions C Tapp queried the process for transferring pensions into different schemes. S Connor confirmed that an employer will have discretion over what the pension is equivalent to in terms of years and days of the firefighters pensions scheme; there is no multiplying factor for the Service to use.

Cllr Marshall-Clarke asked that information on the topic is provided to employees as soon as possible, on the rules and regulations for transferring pensions. This should incorporate all types of membership. Transferring of pensions will be discussed further at the next meeting.

Action: S Allsop/S Connor to provide communication for employees.

2. Terms of Reference

The board discussed the constitution of the Pension Board and agreed that the board shall appoint its own chair for a period of 12 months alternating the appointment between member representatives and employer representatives. Cllr Marshall-Clarke was appointment Chair for the next 12 months with immediate effect. Page 1 of 4 ITEM 10 Each board member shall have 1 vote and in the event of an equality of votes, a decision will be made by the Fire & Rescue Authority at its next available meeting.

The board agreed to adopt the Terms of Reference subject to the amendments discussed.

3. Work Programme

Key targets for the board were discussed and the following was agreed to be incorporated into a work programme:

 Time line for delivering annual benefit statements  Continuous communication on the role of the Pensions Board  Pension changes as and when available  Potential breach of regulations as and when they arise  Formulation of a communications strategy  Deliver of a training plan for board members  Collaboration with Nottinghamshire and Leicestershire where achievable

Action: S Allsop to lead on producing a work programme for the board.

4. Measures to Prevent Pension Rule Breaches

S Connor updated the board on the control measures that have been implemented in order to help prevent potential breaches in pension rules, to provide assurance in relation to governance of pensions. Control measures included:

 Prevention of non-compliance with loss of protection pensions age regulations

S Connor confirmed that an appropriate break in service will prevent a tax charge.

 Prevention of non-compliance with abatement regulations

Tribal and Snowdrop systems will flag up potential candidates. On receipt of a flag, HR would ensure an appropriate break in service.

 Update to Snowdrop to ensure any changes to an existing employee’s house/earning/post where abatement may be appropriate are flagged up before any variation to contract is issued

HR will liaise with the employee and consider amending the proposed change to avoid an abatement trigger.

Page 2 of 4 ITEM 10  Provision of guidance on the pension implications of undertaking secondary employment

Guidance available will allow employees to make fully informed decisions before committing to such employment.

 Breach of Lifetime Allowance / Annual Allowance thresholds due to promotion

In all selection process for Area Manager and above, candidates will be required to confirm they have read guidance provided by DFRS which raises the potential risks prior to progressing their application.

C Tapp suggested that the guidance should be available to all employees.

Action: S Connor to ensure guidance is available on FireView.

5. FireView Pension Pages

S Connor provided the board with an overview of the Pension page on FireView. The page will be used to store all information and guidance in one place for employees.

C Tapp stated that employees would like to know how to calculate their pensions and referred to a calculator used in a You Tube video produced by the FBU. Cllr Marshall-Clarke asked I Howe to review the content of the video and confirm if this would be suitable to upload to the FireView page.

The independent financial advice page will be updated with contact details as and when available.

Action: I Howe to check the appropriateness of the pensions modeller produced by the FBU.

6. Retirement Guidance Document

S Connor presented a guidance document that had been created to provide information on retirement options and processes and also advises on ways the Service can assist employees in planning for and adapting to the prospect of retirement.

C Tapp stated that there were limited resources at Leicestershire County Council to be able to assist with calculations and I Howe reaffirmed that the system used does not allow specific calculations to be made. Cllr Marshall- Clarke suggested that the board write to the national board to consider the development of software to assist. This should also be communicated to employees through the FireView page

Action: S Allsop to lead on communicating with the national board.

C Tapp enquired as to the frequency of pre-retirement courses and whether the dates are planned in advance. Cllr Marshall-Clarke suggested that the Page 3 of 4 ITEM 10 pension’s boards for Derbyshire, Nottinghamshire and Leicestershire should look at holding regional courses throughout the year. I Howe offered to discuss the suggestion further with Leicestershire County Council.

Action: I Howe to discuss with Leicestershire and feedback at the next meeting.

7. Annual Benefits Statement

The board were presented with an essential guide to issuing annual benefit statements. The guide outlines the process required to deliver the statements in a timely and accurate manner.

Cllr Marshall-Clarke asked that an update on progress in Derbyshire be discussed at the next meeting.

8. Service Level Agreement

The board were presented with a draft joint administration and communication strategy. The aim of the strategy statement is to set out the quality and performance standards expected of Leicestershire County Council in its role of administering authority, as well as the Fire Authorities. It seeks to promote good working relationships, improve efficiency by promoting consistent approaches of administration and provide good value for money for the Fire Authorities.

Cllr Marshall-Clarke asked that members of the board submit any comments to S Allsop; amendments will be agreed at the next meeting.

9. Knowledgehub Pension Board Forum

A forum for board members has been set up by the LGA to enable discussion of various issues. A training session on how to use the forum will be provided in the future.

10. Update on Pension Regulator

The Pensions Regulator had requested a progress update on the Derbyshire Pensions Board. S Allsop had confirmed that a board is in place and its terms of reference were being agreed at today’s meeting.

11. Any Other Business

C Tapp asked for input on formulation of the agenda for future meetings. It was agreed that C Tapp and S Allsop will discuss further to establish a process.

I Howe confirmed that the board should have a risk register and will send S Allsop the relevant documentation.

It was agreed that the ‘Performance and Update’ and ‘Update on Pension Regulator’ items will be deferred to the next meeting.

Page 4 of 4 ITEM 10 ITEM 11

DERBYSHIRE FIRE & RESCUE AUTHORITY GOVERNANCE AND PERFORMANCE WORKING GROUP MINUTES OF THE MEETING HELD 6 JUNE 2016

Present: Cllr Clive Moesby (Chair) Cllr Marion Stockdale Cllr Evonne Williams Cllr David Lomax Cllr Stuart Brittain Richard Boneham (Derby City Council/CMAP) Andrew Cardoza (KPMG) DCFO Gavin Tomlinson AM Rick Roberts AM Alex Johnson AM Steve McLernon AM Pete Aykroyd AM Judi Beresford Louise Taylor Simon Allsop Helen Crampton

Committee Clerk: Marie Lloyd-Jones

Apologies: DCE Joy Smith

1. DECLARATIONS OF INTEREST

No declarations of interest were given.

2. MINUTES OF THE MEETING HELD ON 22 FEBRUARY 2016

The minutes of the meeting held on 22 February 2016 were received by Members.

3. FIREFIGHTER SAFETY LAYERS OF ASSURANCE PRESENTATION

R Roberts gave a presentation on Firefighter Safety Layers of Assurance.

Members were given assurance on the following:-

 Systems are in place to cascade down information/findings.  Performance and Support Managers are in place to ensure regular interaction on at least a monthly basis.  Areas for development are being considered e.g. electronic forms.  Monitoring and auditing is kept up-to-date.  Formal reviews are carried out annually across a wide range of performance criteria.

Page 1 of 6 ITEM 11

 Issues are resolved through the line management system.  Organisational learning is shared across the Service through Organisational Assurance Bulleting/APAGs/PSMSs.

Cllr Brittain praised the team for being interactive with people and taking views into account.

Cllr Moesby noted the contents of the presentation and gave thanks for the work carried out.

4. EXTERNAL AUDIT PLAN 2015-16

A Cardoza presented the above Audit Plan and gave assurance that:-

 The Financial Statement Audit will be completed with no significant changes to the Code of Practice on Local Authority Accounting in 2015/16.  The approach to Value for Money is similar to the previous audit regime but with some notable changes.  The audit team remains unchanged.  KPMG also audit Nottinghamshire and Leicestershire Fire Service which enables comparisons to be made.  Work is underway to deliver the ‘Fit to Respond’ Programme.  There is no higher risk now the pension fund work is being carried out by Leicestershire. KPMG also audit Leicestershire and so liaise with colleagues to ensure a joined up approach. Internal audit looks at pensions and have found no errors.  Further consideration would be given to the Government’s intention to change funding sources over the next few years, with less reliance on Revenue Support Grant and increasing dependence on business rates income.  There are no significant VFM risks but the on-going rolling Internal Audit programme needs to be deliverable taking into account the pension fund and LLP.

Members noted the contents of the report and thanked KPMG for their work and for the reduction in audit fees.

5. ANNUAL AUDIT FEE LETTER 2016/17

S Allsop presented the Annual Audit Fee Letter 2016/17.

Members noted the contents of the letter.

6. KPMG FRAUD QUESTIONNAIRE

The Chair received the KPMG Fraud Questionnaire and Members scrutinised and noted the document.

Page 2 of 6 ITEM 11

7. REVIEW OF EFFECTIVENESS INTERNAL AUDIT 2015/16

S Allsop presented the Review of Effectiveness Internal Audit 2015/16.

There were no concerns with compliance of standards and the level of service provided.

Members were given assurance that automated testing and monitoring systems are audited.

Members thanked R Boneham for his services and agreed that the current service charges remain value for money.

The Chair of the GPWG sits on the Central Midlands Audit Partnership (CMAP) Board to ensure the partnership is delivering against the objectives and against its charter.

Members noted the contents of the report.

8. PENSIONS FINAL INTERNAL AUDIT REPORT

S Allsop presented the Pension Final Internal Report to Members who were assured that no errors were found in what was tested. Although testing sample was small it looked at high risk areas. Further sample testing would be undertaken next year.

Members noted the contents of the report.

9. INTERNAL AUDIT ANNUAL REPORT 2015/16

R Boneham presented the Internal Audit Annual Report 2015/17.

Members were happy overall with the audit process. CMAP have a good understanding of the Authority and have regular meetings with S Allsop and L Taylor.

Members noted the report.

10. INTERNAL AUDIT STOCKS AND STORES REPORT

R Boneham presented the Internal Audit Stocks and Stores Report.

Members noted the content and recommendations made in the report.

11. INTERNAL AUDIT PAYROLL AND OFFICERS EXPENSES AND ALLOWANCES REPORT

R Boneham presented the Internal Audit Payroll and Officers Expenses and Allowances Report.

Page 3 of 6 ITEM 11

Members noted the content of the report and that further information would be provided at the next meeting on progress with all recommendations.

12. QUARTER 4 UPDATE CLOSED DISCIPLINE, GRIEVANCE AND COMPLAINTS

L Taylor presented the Quarter 4 Update Closed Discipline, Grievance and Complaints.

Members noted the contents of the report.

13. DISCIPLINE, GRIEVANCE AND EMPLOYEE COMPLAINTS 2015/16

L Taylor presented a summary of the last quarter and a summary of last year and confirmed that further information is available on request.

L Taylor gave Members assurance on the following:-

 Members would receive reports following any industrial tribunals.  Training, monitoring and mentoring have taken place.  The Discipline Policy has been reviewed.  Action plans have been put in place.  The Workforce Planning Group (WPG) will continue to monitor work being carried with regard to investigations to ensure appropriate support is given and timescales for completion are improved.

Members noted the contents of the report.

14. PUBLIC APPRECIATIONS, COMMENTS AND FREEDOM OF INFORMATION REQUESTS 2015/16

L Taylor gave a brief overview of Appreciations and Comments and were confirmed that comments posted on Social Media would be taken into account in future reports. The Service records and investigates complaints and sees this as an opportunity to learn and improve. Members highlighted the thanks to Firefighter Roberts for saving a person’s life.

Appreciations and comments are now uploaded to the Intranet for Members to view.

With regards to Freedom of Information requests, frequently requested data is being added to the website and will be continually updated to improve transparency.

Members noted the contents of the report.

Page 4 of 6 ITEM 11

15. PERFOMANCE AND CORPORATE RISK QUARTER 4 UPDATE

S McLernon presented the online Performance Dashboard and gave an overview of the commentary.

Members were informed that DFRS do not charge for attendance at incidents and that advice is given and enforcement as required.

A different approach has been taken this year as the Service now has access to Health data (Exeter Data).

Members agreed that there will be a time when it will be difficult to keep showing improvement; however DFRS would continue to identify different ways to deliver its service.

Members were invited to attend Area Performance Action Group (APAG) meetings to gain assurance that DFRS are improving the culture of performance management.

J Beresford gave a verbal update on the Risk Dashboard and gave an overview and explanation of the higher risk areas.

Members can access the Dashboard through FireView/Service Information/Performance Dashboards.

16. DRAFT ANNUAL GOVERNANCE STATEMENT 2015/16

J Beresford presented the Annual Governance Statement which would be signed off formally once it had been audited. More information is now available in the report thanks to the Data Management team.

 Core values have been revisited;  There are high levels of customer satisfaction;  Return on investment (including social return on investment) would be looked at;  Corporate risk management is an on-going process.  The Cultural survey is included

Members noted the content of the report and commented that the links make the document more user friendly.

17. INTERNAL AUDIT PROGRESS REPORT 2016/17

R Boneham informed Members of the level of service received as a full partner. He also outlined progress in:-

 Reviewing the Authority’s medium term financial plan against best practice and other partners;  Completing the 2016/17 audit plan;

Page 5 of 6 ITEM 11

 Audit performance statistics  Service delivery and satisfaction

Members were assured that the main accounting system would be reviewed towards the end of June 2016.

Members noted the content of the report and thanked the audit team for their support and work throughout the year.

18. INTERNAL AUDIT PLAN 2016/17

R Boneham presented the report to Members.

S Allsop takes the Internal Audit Plan to SLT highlighting the all auditable areas.

Members were assured that over the next 3-5 years different areas will be considered for audit, for example, accountancy, treasury management, risk management, IT applications and infrastructure.

People management and Occupational Health will be audited during 2016.

Members noted the content of the report.

20. ANY OTHER BUSINESS

Members agreed to move the start time of GPWG meetings to 0930 hours.

Page 6 of 6 ITEM 11

ITEM 12 OPEN DECISION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF SOLICITOR/MONITORING OFFICER

APPOINTMENTS TO COMMITTEES, GROUPS, PANELS, FORUMS, THE LOCAL PENSIONS BOARD AND THE FIRE COMMISSION

1. Purpose of Report

1.1 To appoint Members to the Standards Committee of Derbyshire Fire and Rescue Authority (the Authority) and to certain other bodies for 2016/17.

2. Recommendation

2.1 That the Authority confirms the powers delegated to the Standards Committee for 2016/17.

2.2 That the Authority appoints Members to the following groups for 2016/17:

 Standards Committee  Budget Development Working Group (BDWG)  Governance and Performance Working Group (GPWG)  Transformation Steering Group (TSG)  Inclusion & Equality Forum (I&E)  Brigade Managers’ Pay Review Panel (PRP)  Brigade Managers’ Discipline/Grievance Panel (DGP)  Brigade Managers’ Appointments Panel (AP)

2.3 That the Authority appoints two Members to the Local Pensions Board.

2.4 That the Authority appoints one Member to the Local Government Association (LGA) Fire Commission.

3. Information and Analysis

3.1 Under the provisions of Part I of the Local Government and Housing Act 1989 and the Local Government (Committees and Political Groups) Regulations 1990 (as amended) the Authority is required to review the number of seats on Committees, Working Groups and Panels which are to be allocated to political parties and to make appointments in accordance with the requirements of the Act and Regulations.

3.2 Based on the provisional political representation on the Authority at this time, the allocation of seats to each political group on the Fire Authority on current Committees, Working Groups and Panels is set out below.

Page 1 of 5 ITEM 12 Standards BDWG GPWG TSG Labour Group 3 3 3 4

Conservative 1 1 1 2 Group Liberal Democrat 1 1 1 2 Group

I&E PRP DGP AP Labour Group 3 3 5 3

Conservative 1 1 2 1 Group Liberal Democrat 1 1 1 1 Group

3.3 The final allocation of seats and the names of the Members appointed to the Authority will be confirmed at the Authority’s Annual General Meeting. The 1989 Act generally requires appointments to Committees to be such that the number of seats allocated to each political group bears the same proportion to the proportion on the Authority itself. Under Section 17 of the Act the Authority may adopt alternative arrangements in relation to these appointments (and may wish to consider such at this meeting) but any such alternative arrangements have to be passed by the Authority without any Member voting against.

Committees for 2016/17

3.4 The Fire Authority is requested to appoint Members to the:

3.5 Membership of the Standards Committee and other groups in 2015/16 were as follows:

Standards Committee The Standards Committee covers both performance related issues and the standards of conduct by Members. The agreed representation is five Members with at least one Derby City Member and membership in 2015/16 was:

Councillors: M Stockdale (Chair), S Marshall-Clarke (K Gillott), J Hill, K Buttery, R Skelton

Page 2 of 5 ITEM 12 Budget Development Working Group The Budget Development Working Group monitors spending and finances. The agreed representation is five Members with at least one Derby City Member and membership in 2015/16 was:

Councillors: R Banwait (Chair), J Hill, B Wright, S Spencer, R Skelton

Governance and Performance Working Group The Governance and Performance Working Group provides independent scrutiny of the Authority’s financial performance, governance and risk management. The agreed representation is five Members with at least one Derby City Member and membership in 2015/16 was:

Councillors: C Moesby (Chair), S Brittain, M Stockdale, E Williams, D Lomax

Transformation Steering Group The Transformation Steering Group monitors Service progression against aims and objectives. The agreed representation is eight Members with at least one Derby City Member and membership in 2015/16 was:

Councillors: S Marshall-Clarke (Chair), R Banwait (Vice Chair), C Moesby, M Stockdale, S Spencer, K Buttery, R Skelton, D Lomax

Inclusion & Equality Forum The Authority has created a Member/Officer Working Group to work with representatives of the Trade Unions and others to ensure that equality and fairness is maintained throughout the Service. The agreed representation is five Members and membership of the Forum in 2015/16 was:

Councillors: K Gillott (Chair), G Nawaz (Vice Chair), J Hill, J Patten, D Lomax

Brigade Managers’ Pay Review Panel The Brigade Managers’ Pay Review Panel deals with all matters relating to review of pay for Brigade Managers. The agreed representation is five Members with at least one Derby City Member and membership in 2015/16 was:

Councillors: S Marshall-Clarke (Chair), R Banwait, K Gillott, S Spencer, R Skelton

Brigade Managers’ Disciplinary/Grievance Panel The Brigade Managers’ Disciplinary Panel deals with all matters relating to discipline, grievances and associated appeals for Brigade Managers. The agreed representation is eight Members with at least one Derby City Member and membership in 2015/16 was:

Councillors: S Marshall-Clarke (Chair), S Brittain (Vice Chair), R Banwait, B Wright, J Hill, J Patten, E Williams, R Skelton

Page 3 of 5 ITEM 12 Brigade Managers’ Appointments Panel The Brigade Managers’ Appointments Panel deals with all aspects of shortlisting and appointment of Brigade Managers. The agreed representation is five Members with at least one Derby City Member and membership in 2015/16 was:

Councillors: S Marshall-Clarke (Chair), R Banwait (Vice Chair), M Stockdale, E Williams, R Skelton

Local Pensions Board At the meeting of the Authority on 26 March 2015, Members approved that a Local Pensions Board be established to include two Members. The Authority’s current members are Councillor Marshall-Clarke and Councillor Brittain.

LGA Fire Commission This is a cross-party group that works on behalf of councils and fire authorities to ensure local government has a strong, credible voice with national government. Their aim is to influence and set the political agenda on the issues that matter to fire authorities so they are able to deliver local solutions to national problems. The Fire Commission is open to all fire authorities in membership of the LGA. The Authority’s current member is Councillor Stockdale.

4. Legal Considerations

4.1 The main implications are set out in section 3 of this report.

5. Financial Considerations

5.1 Members’ Allowances include a Special Responsibility Allowance for some roles and these are subject to regular review.

6. Inclusion and Equality Considerations

6.1 There are no Inclusion and Equality implications arising directly from this report.

This report has been consulted upon and approved by the following officers:

Chief Fire Officer/Chief Executive, Terry McDermott Deputy Chief Executive, Joy Smith Director of Finance/Treasurer, Simon Allsop

Contact Officer: Contact No: Louise Taylor, Solicitor/Monitoring Officer Tel: 01332 771221 Ext. 5666

Page 4 of 5 ITEM 12 5 COMMITTEE ANNUAL WORK PROGRAMME 2016/17

DERBYSHIRE FIRE & RESCUE AUTHORITY

Terms of Reference Area 30 Jun 29 Sep 1 Dec 23 Feb 30 Mar 22 Jun Supporting Information 2016 2016 2016 2017 2017 2017 AGM AGM Reviews / Approvals Review Work Programme X X

Verbal Update of the CFO/CE X X X X X X Monitoring Officer’s annual X X Report will include: report  Review of statutory duties and how they are being met.  Review/approval of changes to constitution Approve the IRMP X Review Effectiveness of Internal X X Audit Approve the Annual Internal X Audit Plan (Derby City) X Approve the Annual Statement X of Accounts Approve the Annual Report X

(incorporating Equality & Health ITEM and Safety) for publication 13

Page 1 of 8 23 Jun 29 Sep 1 Dec 23 Feb 30 Mar 22 Jun Supporting Information Terms of Reference Area 2016 2016 2016 2017 2017 2017 AGM AGM Revenue Budget and Capital X X X X X Programme Monitoring Approval of Prudential Code and X Treasury Management Strategy Approve the Annual X Governance Statement for X publication Review Member Allowances X Report of Member Allowance X X Expenditure Agree Member development X X needs Review performance information X X X Supported by the Performance via the Performance Dashboard. Management Dashboard – a web based application that reports on real time performance. Financial Review budget consultation X X Interim report December 2016 outcomes Full report February 2017 Set the annual Service, X Revenue Budget and Capital Programme Local review of Brigade X Managers pay and publication of Pay Policy Statement Approve Medium Term Financial X Strategy

Page 2 of 8 Areas to be reported as appropriate  Review / approve changes to schemes of delegation  Receive and consider reports from the Authority's Standards Committee and working groups.  Receive, review and respond to external reports and consultation documents.  Review significant development strategies, plans, major acquisitions, contracts etc.  HR related matters requiring FRA decision where they are not covered by the CE delegated powers.  Review / approve changes to financial regulations including any changes to contract procedure rules.  Approve tenders and raising of orders where they are not covered by the CE delegated powers.  Liaison with external auditors on Audit reports.  Review / approve changes to Members’ Code of Conduct.

Page 3 of 8 MEMBERS’ STANDARDS COMMITTEE

Terms of Reference Area 29 Sept 2016 1 Dec 2016 30 Mar 2017 Supporting Information Training of Members Provide advice and training for Members X X X Training to be provided if necessary and and Co-opted members regarding matters will be offered to all Members on the relating to the Members Code of Conduct FRA. and ethics Code of Conduct of Members Review and provide advice to the X Authority regarding the adoption/revision of the Members’ Code of Conduct Monitor the operation and effectiveness of X X X A Standards Committee update is the Members’ Code of Conduct, when included in the Monitoring Officer’s appropriate Annual Report

Review and, where acceptable, grant X X X dispensations to members and co-opted members from the requirements relating to interests as set out in the Members Code of Conduct, when appropriate Consider applications for exemption from X X X political restriction and take appropriate action, when appropriate Complaints / Misconduct relating to Members Perform initial assessments of allegations X X X of misconduct, when raised Action requests to review assessment X X X decisions, when raised Take appropriate action in response to X X X complaint investigations against a Member, when raised Page 4 of 8 Terms of Reference Area 29 Sept 2016 1 Dec 2016 30 Mar 2017 Supporting Information External Inputs Review and action reports from the X X X Monitoring Officer, when appropriate Review and action reports from the X X X Department for Communities and Local Government, when appropriate Assess reports from the Ombudsman, X X X when issued, and develop protocols accordingly Monitoring Activities Maintain an overview of the constitution, X X X as required Maintain an overview of whistle blowing X X X activities, as appropriate relating to Members Promote and maintain high ethical X X X Carried out by enforcing Members’ standards Code of Conduct and by training

Page 5 of 8 GOVERNANCE & PERFORMANCE WORKING GROUP

Terms of Reference Area 12 Sep 14 Nov 20 Feb 5 June 2016 2016 2017 2017 Supporting Information Audit Activity Scrutinise recommendations of external X X X X  Quarterly progress reports audit reports  Annual audit and inspection letter

Review internal audit activity (actual and X proposed) to ensure it provides the required level of assurance and recommend the annual internal audit plan to FRA Monitor progress of significant audit X X corrective actions

Governance & Risk Management Framework Oversee information for the production of X X X X the AGS Scrutiny reviews As directed, ensuring Members engage in the scrutiny process. Consider use of criteria to determine need Annual report and opinion from Internal X To support the preparation of the AGS Audit Independent evaluation of Internal Audit X Review of the IRMP including community, X X Report using the Performance Management corporate and portfolio risks Dashboard – a web-based application that reports on real time performance.

Page 6 of 8 Scrutiny Functions Scrutinise relevant performance X X X X Supported by the Performance Management management information, Dashboard – a web-based application that reports on real time performance.

Accounts Scrutinise and review the Annual Statement X of Accounts Areas to be reported as appropriate  Review issues arising from external audit reports as appropriate  Treasurer updates as required

Page 7 of 8 INCLUSION AND EQUALITY FORUM

Terms of Reference Area 6 Sep 17 Jan 4 Apr 2016 2017 2017 Supporting Information Reviews/Approvals Monitor and constructively challenge evidence of X X X performance progress against objectives in the Inclusion Strategy and associated Fire and Rescue Service Equality Framework Contribute to the setting of Inclusion and Equality X performance targets, where applicable and annual monitoring associated with performance statistics Develop, implement, monitor and review of policy, planning, X X X procedures and practice to support the Inclusion Strategy including action planning Monitor effectiveness of formal partnership agreements in X relation to Inclusion and Equality issues

Review and monitor the effectiveness of the corporate X Inclusion and Equality training programme Review the corporate Equality Impact Assessment (EIA) X X X programme and audit a sample of EIAs as available through the corporate programme Areas to be reported as appropriate  Receive progress reports from the Inclusion Department on service improvements and progress against statutory equalities duties  Identify priority areas requiring improvement and progress in relation to Inclusion and Equality issues to meet service priorities  Consider the consequential impact of relevant new legislation and national guidance and make recommendations for change to the Service  Act as a consultative forum on key Inclusion and Equality strategies and policies  Ensure that equality, fair treatment and social inclusion are integral to all DFRS decision-making.

Page 8 of 8 ITEM 14 OPEN DECISION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF DIRECTOR OF FINANCE/TREASURER

EXTERNAL AUDIT PLAN 2015/2016

1. Purpose of Report

1.1 To approve the External Audit Plan 2015/16.

2. Recommendation

2.1 That Members approve the Plan at Appendix 1.

3. Information and Analysis

3.1 The External Audit Plan was scrutinised by the Governance and Performance Working Group (GPWG). This covers the external audit work for the current year, in particular, the audit of accounts and the Value for Money (VFM) work the auditors undertake.

This report has been consulted upon and approved by the following officers:

Strategic Leadership Team – 8.6.16

Contact Officer: S Allsop, Director of Finance/ Treasurer Contact No: Ext. 7212 (01332) 771221 ext. 7212

Background Papers: None

Page 1 of 1 ITEM 14 External Audit Plan 2015/2016

Derbyshire Fire Authority

March 2016 Headlines

£ Financial Statement Audit £ Value for Money Arrangements work

There are no significant changes to the Code of Practice on Local Authority Accounting The National Audit Office has issued new guidance for the VFM audit which applies in 2015/16, which provides stability in terms of the accounting standards the Authority from the 2015/16 audit year. The approach is broadly similar in concept to the previous need to comply with. VFM audit regime, but there are some notable changes: Materiality ■ There is a new overall criterion on which the auditor’s VFM conclusion is based; and Materiality for planning purposes has been based on this year’s budgeted ■ This overall criterion is supported by three new sub-criteria. expenditure and is set at £600k. Our risk assessment is ongoing and we will report VFM significant risks during our We are obliged to report uncorrected omissions or misstatements other than those audit. which are ‘clearly trivial’ to those charged with governance and this has been set at £30k. See pages 6 to 9 for more details.

Significant risks Those risks requiring specific audit attention and procedures to address the likelihood of a material financial statement error have been identified as: Logistics ■ Management override of controls; Our team is: ■ Fraudulent revenue recognition; ■ Andrew Cardoza – Director ■ New firefighters’ pension scheme; ■ Accounting for the LLP; and ■ Helen Brookes – Manager ■ New payroll system. ■ Kanika Bassi – Audit Assistant More details are on page 12. Other areas of audit focus Our work will be completed in four phases from January to September and our key Other areas of audit focus are those risks with less likelihood of giving rise to a deliverables are this Audit Plan and a Report to those charged with governance as material error but which are nevertheless worthy of audit understanding. We have outlined on page 11. not identified any such risks at this stage but we will review how amendments to Our fee for the audit is £32,706 (£43,608 2014/2015) see page 10. accounting standards affect the Authority. We will also review the Authority’s arrangements for restructuring its finance lease payments. See pages 3 to 5 for more details

Background and Statutory responsibilities Financial Statements Audit This document supplements our Audit Fee Letter 2015/16 presented to you in April 2015, Our financial statements audit work follows a four stage audit process which is identified which also sets out details of our appointment by Public Sector Audit Appointments Ltd below. Appendix 1 provides more detail on the activities that this includes. This report (PSAA). concentrates on the Financial Statements Audit Planning stage of the Financial Statements Audit. Our statutory responsibilities and powers are set out in the Local Audit and Accountability Act 2014 and the National Audit Office’s Code of Audit Practice. Financial Control Substantive Our audit has two key objectives, requiring us to audit/review and report on your: Statements Audit Completion Evaluation Procedures Planning ■ Financial statements (including the Annual Governance Statement): Providing an opinion on your accounts; and ■ Use of resources: Concluding on the arrangements in place for securing economy, efficiency and effectiveness in your use of resources (the value for money Value for Money Arrangements Work conclusion). Our Value for Money (VFM) Arrangements Work follows a five stage process which is identified below. Page 6 provides more detail on the activities that this includes. This report The audit planning process and risk assessment is an on-going process and the concentrates on explaining the VFM approach for 2015/16. assessment and fees in this plan will be kept under review and updated if necessary. Acknowledgements Identification Risk VFM We would like to take this opportunity to thank officers and Members for their continuing of significant Conclude Reporting Assessment audit work help and co-operation throughout our audit work. VFM risks

Financial Statements Audit Planning Our planning work takes place during January-February 2016. This involves the following key aspects: ■ Risk assessment; Remuneration ■ Determining our materiality level; and disclosures Impairment of ■ Issuing this audit plan to communicate our audit strategy. PPE Financial Risk assessment Instruments Pension disclosures assets Professional standards require us to consider two standard risks for all organisations. We are not elaborating on these standard risks in this plan but consider them as a matter of Compliance to Revenue course in our audit and will include any findings arising from our work in our the Code’s recognition ISA 260 Report. disclosure requirements ■ Management override of controls – Management is typically in a powerful position to LLP perpetrate fraud owing to its ability to manipulate accounting records and prepare Accounts Management fraudulent financial statements by overriding controls that otherwise appear to be override of New payroll Pension operating effectively. Our audit methodology incorporates the risk of management controls system override as a default significant risk. In line with our methodology, we carry out liability assumptions appropriate controls testing and substantive procedures, including over journal Key financial entries, accounting estimates and significant transactions that are outside the normal systems Bad debt New course of business, or are otherwise unusual. firefighters’ provision Controls pension fund ■ Fraudulent revenue recognition – We do not consider this to be a significant risk for over local authorities as there are limited incentives and opportunities to manipulate the transactions way income is recognised. We therefore rebut this risk and do not incorporate specific Accounting work into our audit plan in this area over and above our standard fraud procedures. for leases Shared The diagram opposite identifies significant risks, which we expand on overleaf. The services diagram also identifies a range of other areas considered by our audit approach.

Keys:  Significant risk  Other area of audit focus  Example other areas considered by our approach

Significant Audit Risks Those risks requiring specific audit attention and procedures to address the likelihood New payroll system of a material financial statement error. ■ New payroll system – the Authority has replaced its payroll provider and system in 2015/16. There are inherent risks around loss of data and maintenance of its integrity when migrating to new systems, as well as the risk New pension fund that controls could be compromised. ■ A new pension fund has been introduced for firefighters from 1 April 2015 and ■ We will review the Authority’s arrangements for data migration and the the 2015/16 accounts will now include this scheme as well as the previous two effectiveness of the controls in the new payroll system. pension schemes and the injury benefit scheme, adding to the complexity of the disclosure. The new arrangements provide for different membership categories, depending on factors such as age and the number of years to retirement. There is a risk that the data provided to the actuary for such factors is inaccurate and that these inaccuracies affect the actuarial figures in the accounts. ■ As part of our audit, we will need to agree the data provided to the actuary Other areas of audit focus back to the systems and reports from which it was derived, and test the Other areas of audit focus are those risks with less likelihood of giving rise to a material accuracy of this data. We will liaise with the separate KPMG audit team at error but which are nevertheless worthy of audit understanding. Our audit will consider Leicestershire County Council to verify the accuracy of the data. changes to accounting standards such as IFRS 13 which impacts on surplus assets and IFRIC 21 which relates to recognition of liabilities from levies but there is not expected to be any significant impact on the Authority as a result of these changes. Accounting for LLP transactions The Authority is also planning to restructure its finance lease payments and we will review the revised arrangements. ■ The new joint HQ is accounted for via a LLP which is led by Derbyshire Fire Authority. As the build progresses, capital expenditure will become more material and we will need to verify that the correct accounting approach has been taken within your accounts. ■ We will review your arrangements for accounting for all LLP transactions and the assurance you have obtained over the completeness and accuracy of the year end figures provided by the LLP. .

Materiality Reporting to the Authority We are required to plan our audit to determine with reasonable confidence whether or not Whilst our audit procedures are designed to identify misstatements which are material to the financial statements are free from material misstatement. An omission or misstatement our opinion on the financial statements as a whole, we nevertheless report to the Authority is regarded as material if it would reasonably influence the user of the financial statements. any unadjusted misstatements of lesser amounts to the extent that these are identified by This therefore involves an assessment of the qualitative and quantitative nature of our audit work. omissions and misstatements. Under ISA 260(UK&I) ‘Communication with those charged with governance’, we are Generally, we would not consider differences in opinion in respect of areas of judgement obliged to report uncorrected omissions or misstatements other than those which are to represent ‘misstatements’ unless the application of that judgement results in a financial ‘clearly trivial’ to those charged with governance. ISA 260 (UK&I) defines ‘clearly trivial’ as amount falling outside of a range which we consider to be acceptable. matters that are clearly inconsequential, whether taken individually or in aggregate and whether judged by any quantitative or qualitative criteria. Materiality for planning purposes has been set at £600k which equates to around 1.5% percent of gross expenditure. In the context of the Authority, we propose that an individual difference could normally be considered to be clearly trivial if it is less than £30k. We design our procedures to detect errors in specific accounts at a lower level of precision which is £450k. If management have corrected material misstatements identified during the course of the audit, we will consider whether those corrections should be communicated to the Authority to assist it in fulfilling its governance responsibilities. £,000’s Materiality for the Authority based on 2,000 the previous year’s gross expenditure

1,500 Procedures £450k designed to detect individual errors

1,000

Individual errors, where identified, reported to 500 £30k Authority

£600k

0 2015/16

Background to approach to VFM work The Local Audit and Accountability Act 2014 requires auditors of local government bodies Overall criterion to be satisfied that the authority ‘has made proper arrangements for securing economy, In all significant respects, the audited body had proper arrangements to ensure it took efficiency and effectiveness in its use of resources’. properly informed decisions and deployed resources to achieve planned and sustainable outcomes for taxpayers and local people. This is supported by the Code of Audit Practice, published by the NAO in April 2015, which requires auditors to ‘take into account their knowledge of the relevant local sector as a whole, and the audited body specifically, to identify any risks that, in the auditor’s judgement, have the potential to cause the auditor to reach an inappropriate conclusion on the audited body’s arrangements.’ Working The VFM approach is fundamentally unchanged from that adopted in 2014/2015 and the Informed Sustainable with process is shown in the diagram below. However, the previous two specified reporting decision resource partners criteria (financial resilience and economy, efficiency and effectiveness) have been making deployment and third replaced with a single criteria supported by three sub-criteria. These sub-criteria provide a parties focus to our VFM work at the Authority. The diagram to the right shows the details of this criteria.

No further work required VFM audit risk assessment

Identification of Assessment of work by other review VFM conclusion significant VFM risks (if agencies any) Conclude on arrangements to secure VFM

Specific local risk based work

Financial statements and other audit work Continually re-assess potential VFM risks

VFM audit stage Audit approach

VFM audit risk assessment We consider the relevance and significance of the potential business risks faced by all local authorities, and other risks that apply specifically to the Authority. These are the significant operational and financial risks in achieving statutory functions and objectives, which are relevant to auditors’ responsibilities under the Code of Audit Practice. In doing so we consider: ■ The Authority’s own assessment of the risks it faces, and its arrangements to manage and address its risks; ■ Information from the Public Sector Auditor Appointments Limited VFM profile tool; ■ Evidence gained from previous audit work, including the response to that work; and ■ The work of other inspectorates and review agencies.

Linkages with financial There is a degree of overlap between the work we do as part of the VFM audit and our financial statements audit. For example, our financial statements and other statements audit includes an assessment and testing of the Authority’s organisational control environment, including the Authority’s financial audit work management and governance arrangements, many aspects of which are relevant to our VFM audit responsibilities. We have always sought to avoid duplication of audit effort by integrating our financial statements and VFM work, and this will continue. We will therefore draw upon relevant aspects of our financial statements audit work to inform the VFM audit.

Identification of The Code identifies a matter as significant ‘if, in the auditor’s professional view, it is reasonable to conclude that the matter would be of interest to the significant risks audited body or the wider public. Significance has both qualitative and quantitative aspects.’ If we identify significant VFM risks, then we will highlight the risk to the Authority and consider the most appropriate audit response in each case, including: ■ Considering the results of work by the Authority, inspectorates and other review agencies; and ■ Carrying out local risk-based work to form a view on the adequacy of the Authority’s arrangements for securing economy, efficiency and effectiveness in its use of resources.

VFM audit stage Audit approach

Assessment of work by other Depending on the nature of the significant VFM risk identified, we may be able to draw on the work of other inspectorates, review agencies and other review agencies relevant bodies to provide us with the necessary evidence to reach our conclusion on the risk. and If such evidence is not available, we will instead need to consider what additional work we will be required to undertake to satisfy ourselves that we have reasonable evidence to support the conclusion that we will draw. Such work may include: Delivery of local risk based work ■ Meeting with senior managers across the Authority; ■ Review of minutes and internal reports; ■ Examination of financial models for reasonableness, using our own experience and benchmarking data from within and without the sector.

Concluding on VFM At the conclusion of the VFM audit we will consider the results of the work undertaken and assess the assurance obtained against each of the VFM arrangements themes regarding the adequacy of the Authority’s arrangements for securing economy, efficiency and effectiveness in the use of resources. If any issues are identified that may be significant to this assessment, and in particular if there are issues that indicate we may need to consider qualifying our VFM conclusion, we will discuss these with management as soon as possible. Such issues will also be considered more widely as part of KPMG’s quality control processes, to help ensure the consistency of auditors’ decisions.

Reporting On the following page, we report the results of our initial risk assessment which is ongoing. We will report on the results of the VFM audit through our ISA 260 Report. This will summarise any specific matters arising, and the basis for our overall conclusion. The key output from the work will be the VFM conclusion (i.e. our opinion on the Authority’s arrangements for securing VFM), which forms part of our audit report.

Significant VFM Risks Those risks requiring specific audit attention and procedures to address the likelihood that proper arrangements are not in place to deliver value for money.

Significant Risk 1 ■ Risk The Government’s Autumn Statement and Spending Review indicated its intention to change funding sources over the next few years, with less reliance on Revenue Support Grant and increasing dependence on business rates income. The Authority has anticipated the reductions in Government funding in budget forecasts, as well as inflationary pressures, but it will need to ensure that it continues to deliver efficiencies. The Authority is currently reporting a managed underspend of £2.2m at the end of 2015/16, although half of this underspend reflects the level of vacancies in both operational and support functions, with consequent risks around capacity. Significant level of savings have been made over the past four years, almost half of which are recurrent . Work is underway to deliver the ‘Fit to Respond’ Programme which is designed to make savings of £1.6m over the medium term. ■ Approach Our value for money work will assess the arrangements the Authority has in place to maintain its record of meeting efficiency savings to address national funding changes. We will rely on our accounts audit work where relevant, underpinned by a review of the Authority’s budget setting process, financial management processes, and discussions with the senior management team. In conjunction with our VFM work we will critically assess the controls the Authority has in place to ensure a sound financial standing and review how the Authority is planning and managing its savings plans.

Whole of government accounts (WGA) Independence and Objectivity We are required to review your WGA consolidation and undertake the work specified under Auditors are also required to be independent and objective. Appendix 3 provides more the approach that is agreed with HM Treasury and the National Audit Office. Deadlines for details of our confirmation of independence and objectivity. production of the pack and the specified approach for 2015/16 have not yet been confirmed. Audit fee Our Audit Fee Letter 2015/2016 presented to you in April 2015 first set out our fees for the Elector challenge 2015/2016 audit. This letter also sets out our assumptions. The Local Audit and Accountability Act 2014 gives electors certain rights. These are: The planned audit fee for 2015/16 is £32,706. This is a reduction in audit fee, compared ■ The right to inspect the accounts; to 2014/2015, of £10,902 (25%). ■ The right to ask the auditor questions about the accounts; and Our audit fee includes our work on the VFM conclusion and our audit of the Authority’s financial statements. ■ The right to object to the accounts. As a result of these rights, in particular the right to object to the accounts, we may need to undertake additional work to form our decision on the elector's objection. The additional work could range from a small piece of work where we interview an officer and review evidence to form our decision, to a more detailed piece of work, where we have to interview a range of officers, review significant amounts of evidence and seek legal representations on the issues raised. The costs incurred in responding to specific questions or objections raised by electors is not part of the fee. This work will be charged in accordance with the PSAA's fee scales. Our audit team As in the previous year, your audit team will be led by Andrew Cardoza and Helen Brookes remains as your audit manager to ensure continuity. Appendix 2 provides more details on specific roles and contact details of the team. Reporting and communication Reporting is a key part of the audit process, not only in communicating the audit findings for the year, but also in ensuring the audit team are accountable to you in addressing the issues identified as part of the audit strategy. Throughout the year we will communicate with you through meetings with the finance team and the Authority. Our communication outputs are included in Appendix 1.

Continuous communication involving regular meetings between Authority, Senior Management and audit team

Audit strategy Interim report ISA 260 (UK&I) Annual Audit D&A and plan (if required) Report Letter ENABLED AUDIT METHODOLOGY Communication

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Driving more value from the audit through data and analytics Initial planning Year end audit of Sign Technology is embedded throughout our audit approach financial meetings and risk Interim audit audit to deliver a high quality audit opinion. Use of Data and assessment statements and opinion annual report Analytics (D&A) to analyse large populations of transactions in order to identify key areas for our audit focus is just one element. We strive to deliver new Planning Control evaluation Substantive testing Completion quality insight into your operations that enhances our and your preparedness and improves your collective ■ Perform risk ■ Understand accounting ■ Plan substantive procedures ■ Perform completion ‘business intelligence.’ Data and Analytics allows us to: assessment and reporting activities procedures ■ Perform substantive ■ Obtain greater understanding of your processes, to procedures ■ Evaluate design and procedures ■ Perform overall automatically extract control configurations and to and identify implementation of evaluation obtain higher levels of assurance. Audit workflow Audit risks ■ Consider if audit evidence is selected controls sufficient and appropriate ■ Form an audit opinion ■ Focus manual procedures on key areas of risk and ■ Determine ■ Test operating on transactional exceptions. audit strategy ■ Authority reporting effectiveness of selected ■ Identify data patterns and the root cause of issues to ■ Determine controls increase forward-looking insight. planned audit ■ Assess control risk and We anticipate using data and analytics in our work approach risk of the accounts around key areas such as payroll and journals. We also being misstated expect to provide insights from our analysis of these tranches of data in our reporting to add further value from our audit.

Your audit team has been drawn from our specialist public sector assurance department. Andrew Cardoza remains the engagement lead for the Derbyshire Fire and Rescue Authority audit for 2015/16.

Name Andrew Cardoza Name Helen Brookes

Position Director Position Manager

‘My role is to lead our team and ensure the ‘I an responsible for the management, review and delivery of a high quality, valued added external delivery of the whole audit and producing quality audit opinion. assurance for any technical accounting areas. I I will be the main point of contact for the will work closely with the Director to ensure we Authority and Corporate Directors.’ add value.

Andrew Cardoza Helen Brookes Director Manager 0121 232 3869 0115 945 4476 [email protected] [email protected]

Name Kanika Bassi

Position In-charge Auditor

‘I will be responsible for the on-site delivery of our work and will supervise the work of our audit assistants.’

Kanika Bassi In-charge Auditor 07468 367 202 [email protected]

Independence and objectivity ■ No member or employee of the firm should accept or hold an appointment as a member of an audited body whose auditor is, or is proposed to be, from the same firm. Professional standards require auditors to communicate to those charged with governance, In addition, no member or employee of the firm should accept or hold such at least annually, all relationships that may bear on the firm’s independence and the appointments at related bodies, such as those linked to the audited body through a objectivity of the audit engagement partner and audit staff. The standards also place strategic partnership. requirements on auditors in relation to integrity, objectivity and independence. ■ Audit staff are expected not to accept appointments as Governors at certain types of The standards define ‘those charged with governance’ as ‘those persons entrusted with the schools within the local authority. supervision, control and direction of an entity’. In your case this is the Authority. ■ Auditors and their staff should not be employed in any capacity (whether paid or KPMG LLP is committed to being and being seen to be independent. APB Ethical Standard unpaid) by an audited body or other organisation providing services to an audited body 1 Integrity, Objectivity and Independence requires us to communicate to you in writing all whilst being employed by the firm. significant facts and matters, including those related to the provision of non-audit services and the safeguards put in place, which in our professional judgement, may reasonably be ■ Auditors appointed by the PSAA should not accept engagements which involve thought to bear on KPMG LLP’s independence and the objectivity of the Engagement Lead commenting on the performance of other PSAA auditors on PSAA work without first and the audit team. consulting PSAA. Further to this auditors are required by the National Audit Office’s Code of Audit Practice to: ■ Auditors are expected to comply with the Terms of Appointment policy for the Engagement Lead to be changed on a periodic basis. ■ Carry out their work with integrity, independence and objectivity; ■ Audit suppliers are required to obtain the PSAA’s written approval prior to changing any ■ Be transparent and report publicly as required; Engagement Lead in respect of each audited body. ■ Be professional and proportional in conducting work; ■ Certain other staff changes or appointments require positive action to be taken by ■ Be mindful of the activities of inspectorates to prevent duplication; Firms as set out in the Terms of Appointment. ■ Take a constructive and positive approach to their work; Confirmation statement ■ Comply with data statutory and other relevant requirements relating to the security, We confirm that as of March 2016 in our professional judgement, KPMG LLP is transfer, holding, disclosure and disposal of information. independent within the meaning of regulatory and professional requirements and the objectivity of the Engagement Lead and audit team is not impaired. PSAA’s Terms of Appointment includes several references to arrangements designed to support and reinforce the requirements relating to independence, which auditors must comply with. These are as follows: ■ Auditors and senior members of their staff who are directly involved in the management, supervision or delivery of PSAA audit work should not take part in political activity.

© 2016 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 13 This report is addressed to the Authority and has been prepared for the sole use of the Authority. We take no responsibility to any member of staff acting in their individual capacities, or to third parties. We draw your attention to the Statement of Responsibilities of auditors and audited bodies, which is available on Public Sector Audit Appointment’s website (www.psaa.co.uk). External auditors do not act as a substitute for the audited body’s own responsibility for putting in place proper arrangements to ensure that public 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.

© 2016 KPMG LLP, a UK limited liability partnership and a member firm of the We are committed to providing you with a high quality service. If you have any concerns or are KPMG network of independent member firms affiliated with KPMG dissatisfied with any part of KPMG’s work, in the first instance you should contact Andrew Cardoza, the International Cooperative (“KPMG International”), a Swiss entity. All rights engagement lead to the Authority, who will try to resolve your complaint. If you are dissatisfied with reserved. your response please contact the national lead partner for all of KPMG’s work under our contract with Public Sector Audit Appointments Limited, Andrew Sayers, by email to [email protected] The KPMG name, logo and “cutting through complexity” are registered After this, if you are still dissatisfied with how your complaint has been handled you can access trademarks or trademarks of KPMG International. PSAA’s complaints procedure by emailing [email protected] by telephoning 020 7072 7445 or by writing to Public Sector Audit Appointments Limited, 3rd Floor, Local Government House, Produced by Create Graphics/Document number: CRT053550A Smith Square, London, SW1P 3HZ. ITEM 15 OPEN DECISION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF DIRECTOR OF FINANCE/TREASURER

INTERNAL AUDIT ANNUAL REPORT 2015/2016

1. Purpose of Report

1.1 To approve the Internal Audit Annual Report 2015/16.

2. Recommendation

2.1 That Members approve the Report at Appendix 1.

3. Information and Analysis

3.1 The Internal Audit Annual Report for 2015/16 was scrutinised by the Governance and Performance Working Group (GPWG) at the meeting on 6 June 2016. This covers the Internal Audit work completed for the current year, and confirms an ‘acceptable’ level of internal control is in place within the organisations systems and procedures. The assessment is either ‘acceptable’ or ‘unacceptable’.

This report has been consulted upon and approved by the following officers:

Strategic Leadership Team – 8.6.16.

Contact Officer: S Allsop, Director of Finance/ Treasurer Contact No: Ext. 7012 Ext. 7212

Background Papers: None.

Page 1 of 1 ITEM 15 Appendix 1

Derbyshire Fire & Rescue Service – Internal Audit Annual Report 2015-16 Our Vision Contents Page

Through continuous improvement, the central midlands audit partnership will strive to provide cost Introduction 3 effective, high quality internal audit services that Head of Audit’s Opinion 2015-16 4 meet the needs and expectations of all its partners. Audit Coverage 5 Control Assurance Ratings 6 Performance Measures 7 Performance Measures 8 Contacts Customer Satisfaction Returns 9 Audit Recommendations 10 Richard Boneham Adrian Manifold Recommendations Action Status 11 Head of the Audit Partnership Audit Manager c/o Derby City Council c/o Derby City Council Council House Council House Corporation Street Corporation Street Derby Derby DE1 2FS DE1 2FS Tel. 01332 643280 Tel. 01332 643281 [email protected] adrian.manifold@centralmidlands audit.co.uk

Providing Excellent Audit Services in the Public Sector Governance & Performance Working Group: 6th June 2016 Derbyshire Fire & Rescue Service – Internal Audit Annual Report 2015-16 Introduction How an Audit Opinion is Formed Basis for Opinion A fundamental role of Internal Audit is to provide members and senior The Internal Audit Service for Derbyshire Fire & Rescue Service is provided management with independent assurance on the Organisation’s overall by the Central Midlands Audit Partnership (CMAP). The Partnership control environment, comprising the systems of governance, risk operates in accordance with standards of best practice applicable to management, and internal control and to highlight control weaknesses Internal Audit (in particular, the Public Sector Internal Audit Standards – together with recommendations for improvement. The annual Audit Plan PSIAS). CMAP also adheres to the Internal Audit Charter. sets out proposals on how this will be achieved in the year ahead. In preparing the overall opinion, the Head of Audit has reviewed all audit The Audit Plan must incorporate sufficient work to enable the Head of activity carried out during 2015-16 and noted any issues arising from Audit to give an opinion on the adequacy of the Organisation’s overall those audits that have carried forward into 2015-16. Each individual control environment. Internal Audit must therefore have sufficient audit undertaken contains a control assurance rating (opinion) on the resources to deliver the Audit Plan. adequacy and effectiveness of controls in place to mitigate the risks The audit work planned for 2015-16 has informed the Head of Audit’s identified. Where weaknesses in control are identified, an action plan is opinion on the internal control environment that exists within the agreed with management. Progress with these agreed actions is Organisation. The Head of Audit reports his overall opinion to the Audit monitored by Internal Audit during the year through follow up audit work. Committee on an annual basis. The Head of Audit will use the individual assurance ratings from the audits The Head of Internal Audit provides this written report to those charged conducted in 2015-16 and the progress with agreed actions to form the with governance which gives an opinion on the overall adequacy and overall opinion. effectiveness of the organisation’s internal control environment. This is In presenting his opinion, the Head of Audit will identify where reliance timed to support the Annual Governance Statement, which is also being has been placed on work by other assurance bodies. His opinion will be presented to this Working Group for review by members before being based on the work of Internal Audit and his understanding of work signed off by the Fire Authority. carried out by external assurance agencies. Management is responsible for the system of internal control and should In respect of the key financial systems of the Organisation, based on the set in place policies and procedures to help ensure that the system is Internal Audit work undertaken in the year, the Head of Audit will be able functioning correctly. Internal Audit review, appraise and report on the to give an overall assurance on the adequacy and effectiveness of the effectiveness of financial and other management controls. internal controls operating in these systems. The Head of Audit’s overall audit opinion is based on the work undertaken by internal audit in 2015-16. The reporting of the incidence of significant control failings or weaknesses has also been covered in the progress reports to the Working Group on Internal Audit’s progress against the annual audit plan.

Page 3 of 11 Governance & Performance Working Group: 6th June 2016 Derbyshire Fire & Rescue Service – Internal Audit Annual Report 2015-16

Head of Audit’s Opinion 2015-16 Based on the work undertaken during the year, I have reached the  No system of control can provide absolute assurance against overall opinion that there is an acceptable level of internal control within material misstatement or loss, nor can Internal Audit give absolute the Organisation’s systems and procedures. I have arrived at this opinion assurance. having regard to the following:  Full implementation of all agreed actions is essential if the benefits of the control improvements detailed in each individual audit  The level of coverage provided by Internal Audit was considered report are to be realised. minimal.  1 report provided a ‘Limited’ control assurance rating, another 3 were either ‘Comprehensive’ or ‘Reasonable’.  There were no ‘critical risk’ recommendations made and only 1 recommendation attracted a ‘significant risk’ rating within any audit reports issued in 2015-16.  There were no adverse implications for the Authority’s Annual Governance Statement arising from any of the work that Internal Audit has undertaken in 2015-16.  All of the issues raised within the internal audit reports have been accepted.  Internal Audit’s recommendations, or alternative proposed actions made by Management in response to the risk issue, have been agreed to be implemented in all cases.  Internal Audit has not been involved in any anti-fraud and corruption work or investigations for the organisation during 2015- 16.  My understanding of the Authority’s Governance arrangements through attendance at the Governance & Performance Working Group and regular meetings with the Monitoring Officer and the s151 Officer.  Our review of the Authority's approach to Corporate Risk Management was concluded during 2014-15 and the overall level of assurance was considered Comprehensive. This opinion is provided with the following caveats:

Page 4 of 11 Governance & Performance Working Group: 6th June 2016 Derbyshire Fire & Rescue Service – Internal Audit Annual Report 2015-16 Audit Coverage The following charts seek to demonstrate the breadth of audit coverage provided to the Fire & Rescue Service during 2015-16. The third table and chart shows for those audits finalised during 2015-16, the number of controls examined and an evaluation of their adequacy. Fire & Rescue 2015-16 Evaluated Controls 93 Adequate Controls 66 Partial Controls 5 Weak Controls 22

Page 5 of 11 Governance & Performance Working Group: 6th June 2016 Derbyshire Fire & Rescue Service – Internal Audit Annual Report 2015-16

Control Assurance Ratings All audit reviews contain an overall opinion based on the adequacy of the level of internal control in existence at the time of the audit. These are graded as either:  N/A – The type of work undertaken did not allow us to reach a conclusion on the adequacy of the overall level of internal control.  Comprehensive - We are able to offer comprehensive assurance as the areas reviewed were found to be adequately controlled. Internal controls were in place and operating effectively and risks against the achievement of objectives were well managed.  Reasonable - We are able to offer reasonable assurance as most of the areas reviewed were found to be adequately controlled. Generally risks were well managed, but some systems required the introduction or improvement of internal controls to ensure the achievement of objectives.  Limited - We are able to offer limited assurance in relation to the areas reviewed and the controls found to be in place. Some key risks were not well managed and systems required the introduction or improvement of internal controls to ensure the achievement of objectives.  None - We are not able to offer any assurance. The areas reviewed were found to be inadequately controlled. Risks were not being well managed and systems required the introduction or improvement of internal controls to ensure the achievement of objectives. This report rating is determined by the number of control weaknesses identified in relation to those examined, weighted by the significance of the risks.

Page 6 of 11 Governance & Performance Working Group: 6th June 2016 Derbyshire Fire & Rescue Service – Internal Audit Annual Report 2015-16 Performance Measures Service Delivery (% of Audit Plan Completed) At the end of each month, Audit staff provide the Audit Manager with an estimated percentage complete figure for each audit assignment they have been allocated. These figures are used to calculate how much of each organisation’s Audit Plans have been completed to date and how much of the CMAP’s overall Audit Plan has been completed. Shown across is the estimated percentage complete for Fire & Rescue’s 2015-16 Audit Plan (including incomplete jobs brought forward from the 2014-15 Audit Plan) at the end of the Audit Plan year. The monthly target percentages are derived from equal monthly divisions of an annual target of 91% and do not take into account any variances in the productive days available each month.

Page 7 of 11 Governance & Performance Working Group: 6th June 2016 Derbyshire Fire & Rescue Service – Internal Audit Annual Report 2015-16

Performance Measures Productivity (Chargeable Days as % of Days Potentially Available for Audit) Audit staff record the time they spend on audit assignments, administration and management in our bespoke database. Every minute worked is logged against an appropriate code. This time is analysed and compared to planned audit work Time is analysed between Productive and Non-productive time. We aim to achieve a target productive rate of 71.5% for the year. The average productive rate for the year was 71.8%. The chart opposite shows how the productivity of the team has fluctuated over the year.

Page 8 of 11 Governance & Performance Working Group: 6th June 2016 Derbyshire Fire & Rescue Service – Internal Audit Annual Report 2015-16 Customer Satisfaction Returns The Audit Section sends out a customer satisfaction survey with the final audit report to obtain feedback on the performance of the auditor and on how the audit was received. The survey consists of 11 questions which require grading from 1 to 5, where 1 is very poor and 5 is excellent. Appendix A summarises the average score for each category from the 4 responses received. The average score from the surveys was 48.7 out of 55. The lowest score received from a survey was 41, while the highest was 53. The overall responses are graded as either: • Excellent (scores 46 to 55) • Good (scores 38 to 46) • Fair (scores 29 to 37) • Poor (scores 20 to 28) • Very poor (scores 11 to 19) Overall 2 of 3 responses categorised the audit service they received as excellent and the other 1 was considered good. There were no overall responses that fell into the fair, poor or very poor categories.

Page 9 of 11 Governance & Performance Working Group: 6th June 2016 Derbyshire Fire & Rescue Service – Internal Audit Annual Report 2015-16

Audit Recommendations To help management schedule their efforts to implement our recommendations or their alternative solutions, we have risk assessed each control weakness identified in our audits. For each recommendation a judgment was made on the likelihood of the risk occurring and the potential impact if the risk was to occur. From that risk assessment each recommendation has been given one of the following ratings:  Critical risk.  Significant risk.  Moderate risk.  Low risk. These ratings provide managers with an indication of the importance of recommendations as perceived by Audit; they do not form part of the risk management process; nor do they reflect the timeframe within which these recommendations can be addressed. These matters are still for management to determine. A summary of recommendations made, by directorate, for 2015-16 is shown in the table below.

Page 10 of 11 Governance & Performance Working Group: 6th June 2016 Derbyshire Fire & Rescue Service – Internal Audit Annual Report 2015-16

Recommendations Action Status During 2015-16, Internal Audit did not follow-up audit recommendations; these were monitored by the organisation’s management. For 2016-17 Internal Audit will send emails, automatically generated by our recommendations database, to officers responsible for action where their recommendations’ action dates have been exceeded. We will request an update on each recommendation’s implementation status, which will be fed back into the database, along with any revised implementation dates. Each recommendation made by Internal Audit will be assigned one of the following “Action Status” categories as a result of our attempts to follow-up management’s progress in the implementation of agreed actions. The following explanations are provided in respect of each “Ac tion Status” category:  Implemented = Audit has received assurances that the agreed actions have been implemented.  Being Implemented = Management is still committed to undertaking the agreed actions, but they have yet to be completed. (This category should result in a revised action date).  Superseded = Audit has received information about changes to the system or processes that means that the original weaknesses no longer exist.  Accept Risk = Management has decided to accept the risk that Audit has identified and take no mitigating action.  Action Due = Audit have been unable to ascertain any progress information from the responsible officer.  Future Action = The recommendations haven’t reached their agreed action date .

Page 11 of 11 ITEM 16 OPEN DECISION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF CHIEF FIRE OFFICER/CHIEF EXECUTIVE AND DIRECTOR OF FINANCE/TREASURER

REVENUE BUDGET OUTTURN 2015/2016

1. Purpose of Report

1.1 To present to Members the 2015/2016 Revenue Budget Outturn (the year end position), to outline ‘Fit to Respond’ savings, and to report on the level of Closing Reserves as at 31st March 2016.

2. Recommendations

2.1 That Members note the favourable Revenue Outturn position for 2015/2016, being a managed underspend of £2.4m, as set out in Appendices 1 and 2.

2.2 That Members note the significant progress in delivering the targeted 2015/2016 savings through the ‘Fit to Respond’ Programme, as illustrated in Appendix 3 and outlined in paragraph 3.14 onwards.

2.3 That Members approve all Movements on Reserves and note the favourable level of Closing Reserves, being a balance of £22.7m, as set out in Appendix 4.

2.4 That Members approve Carry Forward requests as outlined in paragraph 3.6.

2.5 That Members approve revenue financing of £0.4m from the Capital Finance Deferral Reserve, and a transfer of £0.2m to the Vehicle Replacement Fund.

3. Information and Analysis

3.1 Appendix 1 summarises the Revenue Outturn, being a managed underspend of £2.4m, achieved through forward planning and robust budget management. It comprises:

 Original Budget, (as approved by Members in February 2015);  Updated Budget (being the Original Budget updated for budget virements approved by Members during the year), and;  Actual Expenditure in Year, and Variance.

3.2 The position compares to an underspend of £2.2m reported to Members in March 2016. Movements reflect that savings of £0.6m arising through the restructuring of the leasing portfolio will slip to 2016/2017 onwards although the total net saving over the period to 2025/2026 will be fully realised. An

Page 1 of 13 ITEM 16 underspend of £0.42m on Revenue Contributions to Capital offsets this for the most part and is due to reduced levels of expenditure on the Capital Programme. A separate report on this agenda, Capital and Prudential Outturn 2015/2016, refers to this. Further smaller variances include Communications and Computing and Miscellaneous Expenses. These are outlined in this report.

3.3 Underspends reported largely reflect the Authority’s concerted efforts to make savings before the full impact of continuing funding reductions in line with the approved Medium Term Financial Strategy. This allows the Authority to effectively plan workforce changes. By the end of financial year 2014/2015 the Service had experienced a funding reduction of around £4.8m. A further funding reduction of £1.6m was experienced through the 2015/2016 Settlement Funding Assessment. Had the Authority not taken decisive action to address these funding reductions in a timely manner, then the Service would be experiencing an overspend in the region of £4m in the current financial year, and the Authority’s level of reserves would be much reduced.

3.4 Budget adjustments provide for the full year effect of changes to the Swadlincote Fire Station duty system, being £564,800 and for the part year effect of the Middle Managers Review £208,100 (full year effect circa £0.4m). A further budget adjustment of £11,690 provides for the use of 2013/2014 carry forwards specific to vehicle livery.

3.5 Other small adjustments (£15,000 and below) provide for the realignment of the Transport Budget, Catering Budget and Procurement Budget, all of which are within Portfolio limits and represent good housekeeping. The adjusted budget is summarised under ‘Updated Budget 2015/2016’ in Appendix 1.

Carry Forward Requests

3.6 An order for £935, consisting of 8 helmets for high rise use, remains outstanding despite the order being raised in a timely manner and delivery being scheduled before the end of the financial year. A further order for central compressors, totalling £15,480, has not yet been delivered despite the order being processed in November 2015. The delivery delay is partly due to the parts coming from Italy, as the only supplier could be sourced abroad.

3.7 It is considered that the combined cost of these orders should be carried forward to 2016/17 and that the request should be approved accordingly.

Future Outlook

3.8 Members are reminded of further funding reductions in Revenue Support Grant of approx. £1.3m in 2016/2017, £1.6m in 2017/2018, £0.7m in 2018/2019 and £0.4m 2019/2020, equivalent to around 23% of our grant allocation. This is set out in the Medium Term Financial Forecast 2016/2017 to 2019/2020, as approved in February 2016, with a 1.98% increase in Council Tax having being agreed, effective from April 2016.

Page 2 of 13 ITEM 16 Emergency First Response Pilot

3.9 DFRS were approached, along with Nottinghamshire, Leicestershire, Lincolnshire, Northamptonshire, and Humberside Fire and Rescue Services, to develop common arrangements for delivering an Emergency First Responder Scheme in the region. A joint working group was established and, in February 2015, Members gave approval for DFRS to join the pilot, with DFRS going live on 23rd May 2015.

3.10 In brief, the scheme operates on the principal that East Midlands Ambulance Service (EMAS) contribute towards the cost of one firefighter attending emergency calls in the role of Emergency First Responder, and vehicle costs amounting to £1,000 per station over a six month period. DFRS are meeting the cost of the second firefighter responding for the period of the trial.

3.11 During the 2015/2016 financial year the Service incurred gross costs of approximately £120,800. These comprise of the following:

Staffing Costs £91,830 (of which £24,900 relates specifically to RDS training) External Training Costs £23,780 (all of which relates to driver training) Fleet Maintenance £3,000 Other Revenue Costs £2,160

3.12 Recoverable income from EMAS for the period 23rd May 2015 to the end of March 2016 amounts to £29,172. The net cost of the scheme to the end of March (10 months) is in the region of £91,600.

3.13 Through the scheme DFRS firefighters enhance the safety of the community through medical intervention to patients aged 12 years and older. Additional benefits include obtaining access to vulnerable persons who may require DFRS assistance, for example through a Home Fire Safety Check. This collaborative working will also aid and strengthen our contribution to the Health and Wellbeing agenda. An internal evaluation of the pilot is currently being undertaken and will be reported to Members in the near future.

‘Fit to Respond’ Programme 2015/2016

3.14 Through the Fit to Respond Programme, the Service is targeting savings in the region of £1.6m over the period 2017/2018 to 2019/2020 (as updated through the Medium Term Financial Forecast 2016/2017 to 2019/2020). Initial savings of £1.3m were identified in 2015/2016 through the budgeting exercise, as illustrated in Appendix 3, which also shows targeted savings for 2016/2017. Savings of £0.95m have been achieved ahead of target (full year effect 2016/2017) and relate to the change in duty system at Swadlincote Fire Station, and the Middle Managers Review. Following the December announcement of the 2016/2017 Settlement, estimates to 2019/2020 still identify a potential deficit in the region of £1.6m (assuming council tax increases of 1.98% in future years).

3.15 During 2015/2016 savings in the region of £3.7m have been achieved and include ongoing savings of £1.3m as outlined above. Annual savings in the region of £0.5m (Swadlincote Fire Station duty system), and £0.4m (Middle

Page 3 of 13 ITEM 16 Managers Review) were approved by Members in June and staffing budgets have been adjusted to reflect associated savings, with the 2015/2016 part year saving amounting to £0.7m. Opportunities for additional cost recovery, through the Emergency First Responder pilot, are outlined in paragraph 3.9.

3.16 The graph below demonstrates the concerted efforts made to achieve savings ahead of the funding reductions. The Service has been successful in achieving ongoing savings of £7.6m over the period 2011/2012 to 2015/2016.

Revenue

3.17 Expenditure provides for a 1% pay award for all category of employees, in accordance with announcements made as part of the Chancellor’s Summer Budget, with Admin, Professional, Technical and Clerical staff having been awarded an increase of 2.2% over the period 2014/2015 and 2015/2016 (January 2015 to March 2016).

3.18 Direct Employee Expenses – a staffing budget underspend of £1.049m (4%) is in keeping with the level of underspend forecast and reported to Members during the year. It reflects the level of vacancies experienced in year and increased officer challenge around holding vacancies and recruitment on a like for like basis. Staffing vacancies experienced are illustrated in the graph below (June 47*, September 55, December 28, March 28). Vacancies at March 2016 comprised of operational vacancies 11, support vacancies 17.

Page 4 of 13 ITEM 16 ACTUAL FTE VS ESTABLISHMENT FTES 2015/2016

*Note that numbers of establishment FTEs were reduced by 14 Wholetime Firefighter posts with effect from June 2015, this is in respect to the change in duty system at Swadlincote Fire Station.

3.19 Admin, Professional, Technical & Clerical – underspends of £314,485 (5.5%) reflect proactive vacancy management and scrutiny by the Workforce Planning Group. An Agency Budget overspend of £32,578 is contained within this budget heading but offset by funding from vacancies.

3.20 Wholetime Operational Pay – underspends of £899,331 (5.5%) are principally due to proactive vacancy management and the retirement profile.

3.21 RDS Pay – the 2015/2016 budget has overspent as forecast, by £211,144 (7.5%), with overspends arising through increased activity, particularly in the areas of Emergency First Response, Community Fire Safety, and Direct Engagement Activity. A further pressure has arisen through the increased costs associated with many RDS taking up the opportunity to join the 2015 and Modified Firefighter’s Pension Scheme. The 2016/2017 budget has been increased to reflect these additional pressures, and will be subject to a further review subject to the outcome of the Emergency First Responder review and continuing monitoring of the implementation of the safe and well checks.

3.22 Pensions – the Service budgets for a set number of ill health retirements each year, with this being particularly difficult to predict. An underspend of £67,209 reflects that the number of ill health retirements were opportunely less than budgeted for during 2015/2016.

3.23 Training Budget – a slight overspend of £9,217 reflects that the corporate Training Budget has been subject to additional pressure during 2015/2016, in particular with the wholetime firefighter recruitment drive and ongoing RDS recruitment. Additionally, external driver training costs of £23,800 were incurred

Page 5 of 13 ITEM 16 through the Emergency First Responder pilot. The budget is subject to robust monitoring.

3.24 Recruitment Advertising – an overspend of £18,793 on this budget heading is pertaining to costs arising through the current wholetime recruitment drive, and appointment to the position of Chief Fire Officer.

3.25 Premises Related Costs – underspends of £20,175 are a direct result of the proactive challenge of NNDR charges by the Property Portfolio. Energy budget underspends total £61,365.

3.26 Direct Transport Costs – the outright purchase 7 Fire Appliance chassis (in place of borrowing) will be funded by reserves. This approach ensures value for money as it avoids interest costs over the life of the asset.

3.27 Fleet Maintenance budget overspends of £40,644 are due to the number and cost of repairs experienced in year, and are offset fully by an underspend of £40,852 in relation to Fuel costs.

3.28 Equipment, Furniture and Materials – an underspend in the region of £24,036 relates to the purchase of Community Safety Deliverables, and a further underspend of £28,624 to Smoke Alarms. This is due to there being a high level of stock at the start of the financial year which has now been redistributed across the county to meet demand. Work to review the current home safety check process has now been completed and this will see the introduction of targeted Safe and Well Checks. Home visits are being undertaken by frontline employees, including RDS, as well as partner agencies. Further underspends relate to Hydrant Maintenance £13,507, and Training / Teaching Equipment £ 17,548. General Equipment overspends amount to £27,564, of this £18,000 relates to the purchase of 10 Portable Misting Systems. Partnership income of £18,000 associated with this purchase offsets in full.

3.29 Catering – underspends amount to £19,939, even after allowing for additional costs arising through recruitment and training.

3.30 Services – one off overspends of £101,144 in relation to Professional Fees, include the costs of Night Time Security at Rowley Court £37,040 and Joint Headquarters Feasibility costs of £33,540 as funded from reserves (see Contribution to / from Earmarked Reserves in Appendix 1). Additional costs of £28,308 consist of revenue costs associated with the Tri Control project, being the DFRS share of training and the Project Manager’s salary which are met from the Tri-control reserve.

3.31 Communications and Computing – the Service anticipated a budget overspend, being additional payments in relation to maintenance costs associated with the Tri Control project. These additional costs have subsequently been netted off against payments made to Systel, in the capital programme. Other variances include overspends on Communication Licences and Rentals £49,653, offset by underspends in the areas of Computer Hardware / Software £75,045, and Communication Equipment Maintenance £17,373. An overall underspend has been achieved through

Page 6 of 13 ITEM 16 diligent scrutiny and challenge on the part of the Portfolio, and the changing Service needs as the move to the new HQ approaches.

3.32 Miscellaneous Expenses – a Sprinkler Match Funding budget underspend of £62,350 arises through delayed partner expenditure. Expenditure levels are expected to increase in 2016/2017 onwards.

3.33 The 2014/2015 accounts provided for penalty exposure costs of £51,900 arising through the voluntary disclosure of Construction Industry Scheme (CIS) to HMRC. The Service has since received confirmation from HMRC that no penalty costs apply and the provision has been written back to revenue accordingly during the 2015/2016 financial year.

3.34 Interest Payments – early termination of finance leases has resulted in higher interest payments in the current year, as the Service has absorbed an element of future year’s interest. This additional cost of £237,488 is offset fully by savings achieved through the restructuring of the lease portfolio in years 2016/2017 onwards.

3.35 Minimum Revenue Provision – underspends of £148,495 arise through the purchase of 7 Water Ladders in place of leasing. The 2016/2017 budget has been reduced by £0.7m in light of substantial savings associated with the restructuring of the leasing portfolio, realisable 2016/2017 onwards. It was hoped that some higher level of saving would be achieved during the 2015/2016 financial year although Members were highlighted to the possibility of slippage in the March 2016 report.

3.36 Write Down of Deferred Charges – this cost relates to the rescheduling of the finance leases as approved by Members at the February Fire Authority meeting. The costs have been charged to the Revenue Account rather than the Capital Programme as originally intended. The cost of this transaction will be met from underspends and reserves, in line with the February Fire Authority report. A corresponding entry has been made through a Contribution from Earmarked Reserves (see Appendix 1).

3.37 Revenue Contributions to Capital – the Original Budget of £1.7m was increased to £2.4m through the recognition of reduced staffing budget requirements in year. This was due to savings arising through changes to the duty system at Swadlincote Fire Station, and the Middle Managers Review. Revenue financing of the capital programme in 2015/2016 amounts to £2.024m, resulting in an underspend of £427,010. This is due to reduced expenditure than anticipated in year. A separate report on this agenda, Capital and Prudential Outturn 2015/2016, refers.

Income

3.38 Precept Income and Surplus on Collection Fund – a reduction in income reflects a Business Rates Collection Fund deficit, as advised by the Billing Authorities in May 2016. The Council Tax Collection Fund achieved a higher surplus than forecast, and Business Rates Pool income of £101,138 was achieved in year.

Page 7 of 13 ITEM 16 3.39 Government Grant Income – an additional £104,639 relates to Section 31 grant, with the level of grant received being greater than budget. This element of Section 31 grant is cited as the Business Rates Autumn Statement Reimbursement for 2015/2016 Grant Determination, which aims to reimburse authorities in respect of the impact of tax changes incurred under the business rates retention scheme. The payment concerns the cost to authorities in 2015/2016 of the changes announced as part of the 2012 to 2014 Autumn Statements.

3.40 The Finance Act 2010 (and subsequent Finance Acts up to and including the Finance Act 2014) introduced changes to the rate of Corporation Tax and Writing Down Allowances. The terms of the Authority’s lease agreements required adjustment for this, and the Service received additional income of £84,628 retrospectively in the current financial year.

3.41 Income of £50,000 from Chesterfield Borough Council is in relation to the surrender of the ground lease for the former Chesterfield Fire Station site. The agreement provided for £500,000 to be paid upon signing of the surrender document, with a further £50,000 being payable to the Authority 2 years after the date of surrender, and was received during the 2015/2016 financial year.

3.42 A further £34,142 has been generated through the retrospective renegotiation of lease break clauses, and principally results through lower rates of interest payable, which reflects the current economic conditions.

3.43 The 2015/2016 budget did not provide specifically for either the costs or income associated with the Emergency First Responder pilot, which commenced in late May 2015. Additional income generation of £29,172 relates directly.

3.44 Income of £10,000 is in connection with a Bellwin scheme claim for the mobilisation of Derbyshire Fire and Rescue Service personnel to Lancashire in early 2016, to assist with issues of severe flooding. Lancashire Fire and Rescue Service will recover 85% of costs directly through the scheme, and have reimbursed DFRS fully. An invoice has been raised accordingly.

Reserves

3.45 The Closing Reserves Balance of £22.7m reflects the favourable 2015/2016 Outturn position, and that of previous years. A summary of Reserves is as follows and is also illustrated in Appendix 4:

Capital Financing Deferral £15.3m Earmarked Revenue Reserves £1.7m General Reserve £2.5m Strategic Reserve £0.8m Invest to Save Reserve £0.5m Tri Control Reserve £1.9m

TOTAL £22.7m

Page 8 of 13 ITEM 16 DFRS Closing Reserves 2011/2012 to 2015/2016

3.46 The Capital Financing Deferral Reserve consists principally of prior year underspends, after providing for a transfer to the Vehicle Replacement Fund in each year. The 2015/2016 Closing Balance of £15.3m has been affected by the level of capital expenditure incurred throughout the financial year on projects such as the Training Centre and new Joint Headquarters, after taking account of £1.5m Transformation Funding. The closing balance also takes account of costs associated with the restructuring of the leasing portfolio, with writing down of deferred charges amounting to £2.54m. This reserve is committed to fund the capital programme for the next four years.

3.47 The Closing Reserves position provides for the transfer of the Retained Duty Staff Pensions and Pensionable Pay Reserve £0.6m, and the RDS Pensions – Day Staffing Reserve £0.13m to the Capital Financing Deferral Reserve, as arrangements around the additional backdated pension cost relating to the Part Time Workers (Prevention of Less Favourable Treatment) Regulations have either concluded, or will be addressed through future pension contributions as determined by the Government’s Actuary Department. This increase in Capital Finance Deferral Reserve will provide for additional costs in relation to the Joint Training Centre and Firing Range building in partnership with Derbyshire Police.

3.48 Members are reminded of the uncertainty surrounding future Capital Grant / Transformation Funding (from 2016/2017 onwards). Although the Authority was successful in its £1.5m Transformation Fund bid to help fund the new headquarters, further Capital Grant awards are unlikely.

Page 9 of 13 ITEM 16 3.49 In the absence of any future Capital Grant funding, all capital related expenditure will fall to either the revenue budget or the Capital Financing Deferral Reserve in future years. It will be essential in supporting the Capital Programme, the Authority’s commitment to longer term planning, and the future development of the Service. For every £1m of capital expenditure which has not had to be borrowed, the Service saves around £32,000 of ongoing revenue expenditure, broadly equivalent to a wholetime fire fighter’s salary. The Reserve will safeguard the Service from the shortfall in capital funding over the medium term.

3.50 The Closing Reserves balance takes account of the cost of Vehicle Livery Signage £5,310, as funded through prior year carry forwards. The remaining Reserve balance has been transferred to the Invest to Save Reserve. Future livery costs will be met from the Revenue Budget directly.

3.51 Vehicle Replacement Fund – this Reserve enables the Service to replace those vehicles purchased outright (in place of borrowing) during 2015/2016 and previous years. A contribution is made to this fund each year. Members are accordingly referred to the recommendation in paragraph 2.5.

3.52 Expenditure of £33,540 has been applied to the Joint Headquarters Feasibility Reserve. The Reserve was approved under delegated powers during financial year 2014/2015. The remaining balance of £7,600 has been written back to the Invest to Save Reserve.

3.53 Night time Security – Rowley Court, Swadlincote – this reserve was established to meet the cost of security during the sale period. A total of £37,040 was incurred during 2015/2016, leaving a balance of £2,960.

3.54 HQ Telecoms – Legal Costs - a new reserve for the value of £75,000 was established during 2015/2016 to provide for possible legal costs in relation to the decommissioning of a telecommunication mast at the Littleover HQ site. In the event that court proceedings and the DFRS claim is successful, which is considered likely at the current time, approximately 75% of our costs would be recoverable. Costs of £6,580 were funded through the reserve during 2015/2016.

3.55 Invest to Save Reserve – the closing balance on this Reserve is £ 0.45m.

3.56 Upon completion of the Tri Control Project, the remaining balance on reserves will be transferred to support the Emergency Services Mobile Communicating Project as appropriate.

3.57 New Earmarked Reserves, as approved by Members in February 2016 consist of Protecting the Most Vulnerable £0.25m, FireLink Grant £0.16m, Estimated Mileage Costs – Joint Headquarters £0.1m, and Estimated Removal Costs – Joint Headquarters £0.02m, and will be reported to Members during the 2016/2017 financial year.

3.58 The General Reserve continues to be held at 6% of net expenditure in line with the Medium Term Financial Strategy. This provides uncommitted reserves of £2.5m.

Page 10 of 13 ITEM 16 3.59 The reserves position is subject to regular robust review. The Reserve Strategy forms part of the Authority’s Medium Term Financial Strategy 2016/2020, as reported to and approved by Members in December 2015. A comprehensive review of the Authority’s current and future reserves has been undertaken in arriving at a Medium Term Financial Forecast 2016/2017 to 2019/2020, as approved by Members in February 2016.

Future Outlook

Autumn Statement 2015

3.60 The local government settlement announcement contained within it some significant changes; an easing in the pace of cuts, a change in the way cuts are allocated (according to reliance on government grant), and assumed council tax increases. The government has eased the pace of fiscal tightening in the short term, increasing 2016/2017 spending on public services, capital investment and welfare comparatively.

3.61 The Medium Term Financial Forecast reported to Members in February 2016 was established on this basis and assumed a further 23% reduction in overall funding over the period 2016/2017 to 2019/2020.

Budget 2016 Headlines

3.62 The budget did not specify anything directly to do with fire and rescue services.

 The Office for Budgetary Responsibility commented that ‘the weaker than expected outlook had blown a £56bn hole in the public finances over the next five years – more than twice the £27bn improvement that George Osborne was handed in the Autumn Statement.’

 Further implied cuts of £3.5bn by end of the Parliament – subject to a ‘departmental efficiency review’ to inform future spending decisions.

 The Chancellor highlighted that all economic forecasts made by the Office for Budgetary Responsibility are predicated on the UK remaining part of the European Union.

3.63 In the March 2016 budget George Osborne highlighted the need to keep public sector pensions ‘sustainable’. He stated that reforms made in the last parliament would save over £400bn in the long term and revealed that unfunded public sector employer pension contributions will increase by an estimated £2bn per annum. It is recognised that continuing pressures around employer pensions contributions will result in substantially increased costs to the Service in 2019 onwards. The Medium Term Financial Plan will be updated and reported to Members as the position, and cost implications, become clearer.

Page 11 of 13 ITEM 16 Integrating Police and Fire and Rescue Services

3.64 The Policing and Crime Bill introduces a new statutory duty for emergency services to collaborate and the opportunity for Police and Crime Commissioners to take over the governance of their local fire and rescue service or potentially even create a single employer of police officers, firefighters and staff. Implications of the transfer from DCLG to the Home Office remain unclear including any potential funding changes.

3.65 The Service is in an enviable position due to its concerted approach to forward planning and its favourable level of reserves. It has taken a long term approach to providing a resilient and sustainable Service through a managed approach to securing savings and to protecting the front line. In focusing on medium and longer term operational delivery, and strategic financial planning the Service is in a strong financial position and maintains a firm financial foundation for the future. The Service continues to look to greater collaboration for the benefit of its community

3.66 It remains clear, however, that we are not yet through a radical period of change in the size and shape of the state. Public finances can be prone to shock and funding from business rates particularly can be volatile. The government also continues to deal with rising pension costs, rising health and social care costs, and the deficit, as illustrated below.

Source: Institute for Fiscal Studies

Page 12 of 13 ITEM 16 This report has been consulted upon and approved by the following officers:

Strategic Leadership Team – 8.6.16

Contact Officer: Director of Finance/Treasurer, Simon Allsop Contact No: Ext. 7212

Background Papers:

Updated Medium Term Financial Forecast 2015/2016 to 2018/2019 and Revenue Budget Monitoring 2014/2015 (April 2014 – January 2015) Revenue Budget Outturn 2014/2015

Capital and Prudential Outturn 2014/2015 and Revised Capital Programme 2015/2016

Revenue Budget Monitoring 2015/2016 (April – July 2015)

Capital Monitoring and Prudential Update 2015/2016

Revenue Budget Monitoring (April - October 2015)

Capital Monitoring and Prudential Update 2015/2016

Medium Term Financial Strategy 2016/2017 to 2019/2020

Revenue Budget Monitoring 2015/2016 (April to December)

Revenue Budget 2016/2017 and the Medium Term Financial Forecast 2016/2017 to 2019/2020

2016/2017 to 2019/2020 Capital Programme, Prudential Code Report and Treasury Management Strategy

Revenue and Capital Budget Monitoring (April to January 2016)

Page 13 of 13 ITEM 16 Derbyshire Fire and Rescue Authority APPENDIX 1 Revenue Budget Outturn 2015/2016

Original Budget Updated Budget Actual Variance 2015/2016 2015/2016 Apr -Mar 2016 £ £ £ £ EMPLOYEES DIRECT EMPLOYEE EXPENSES 26,759,900 25,987,000 24,937,288 (1,049,712) INDIRECT EMPLOYEE EXPENSES 394,600 394,600 422,950 28,350 PENSION 807,700 807,700 740,491 (67,209) PREMISES RELATED REPAIRS, ALTERATIONS AND MAINTENANCE OF BUILDINGS 731,100 731,100 732,085 985 ENERGY COSTS 410,000 410,000 348,635 (61,365) RENTS 2,000 2,000 308 (1,692) RATES 892,000 892,000 871,825 (20,175) WATER 80,000 80,000 80,393 393 CLEANING AND DOMESTIC SUPPLIES 108,000 108,000 114,605 6,605 GROUNDS MAINTENANCE COSTS 28,000 28,000 28,170 170 PREMISES INSURANCE 39,000 39,000 35,521 (3,479) REFUSE COLLECTION 20,000 20,000 21,376 1,376 TRANSPORT RELATED DIRECT TRANSPORT COST 944,000 970,690 959,647 (11,043) CONTRACT HIRE AND OPERATING LEASES 162,500 162,500 151,521 (10,979) PUBLIC TRANSPORT 14,200 14,200 14,230 30 CAR ALLOWANCES 52,500 52,500 53,129 629 TRANSPORT INSURANCE 142,000 142,000 154,293 12,293 SUPPLIES AND SERVICES EQUIPMENT, FURNITURE AND MATERIALS 672,700 672,700 603,985 (68,715) CATERING 59,000 58,000 38,061 (19,939) CLOTHES, UNIFORMS AND LAUNDRY 216,000 216,000 226,506 10,506 PRINTING, STATIONERY AND GENERAL OFFICE EXPENSES 87,500 87,500 92,347 4,847 SERVICES (Includes Occ Health, Insurance, External Auditor Fees) 550,900 535,900 629,492 93,592 COMMUNICATIONS AND COMPUTING 1,512,000 1,512,000 1,460,571 (51,429) EXPENSES 21,500 21,500 28,562 7,062 GRANTS AND SUBSCRIPTIONS 37,000 37,000 45,000 8,000 MISCELLANEOUS EXPENSES 237,000 238,000 117,165 (120,835) THIRD PARTY PAYMENTS OTHER LOCAL AUTHORITIES 89,300 89,300 133,775 44,475 CAPITAL FINANCING COSTS INTEREST PAYMENTS 713,750 713,750 951,238 237,488 OTHER MINIMUM REVENUE PROVISION 1,316,900 1,316,900 1,168,404 (148,496) WRITE DOWN OF DEFERRED CHARGES 0 0 2,543,646 2,543,646 REVENUE CONTRIBUTIONS TO CAPITAL 1,678,510 2,451,410 2,024,400 (427,010) CONTRIBUTION TO / FROM EARMARKED RESERVE 330,000 318,310 (2,713,032) (3,031,342) SUBTOTAL EXPENDITURE 39,109,560 39,109,560 37,016,587 (2,092,973) INCOME PRECEPT INCOME AND SURPLUS ON COLLECTION FUND (23,942,570) (21,124,652) (21,049,722) 74,9300 REVENUE SUPPORT GRANT (14,106,940) (8,610,270) (8,610,267) 3 NATIONAL NON DOMESTIC RATES 0 (8,443,588) (8,363,158) 80,430 OTHER GOVERNMENT GRANTS AND OTHER INCOME (1,060,050) (931,050) (1,354,246) (423,196) SUBTOTAL INCOME (39,109,560) (39,109,560) (39,377,393) (267,833) 0 OVERALL TOTAL 0 0 (2,360,806) (2,360,806) APPENDIX 2

DERBYSHIRE FIRE AND RESCUE AUTHORITY

REVENUE BUDGET OUTTURN 2015/2016

Updated Budget Actual 2015/2016 Apr -Mar 2016 Variance £ £ £ DIRECT EMPLOYEE EXPENSES

ADMIN, PROFESSIONAL, TECHNICAL AND CLERICAL 5,722,300 5,407,815 (314,485) OPERATIONAL PAY 16,498,600 15,599,269 (899,331) CONTROL STAFF PAY 946,000 898,959 (47,041) RETAINED FIREFIGHTER PAY 2,820,100 3,031,244 211,144

INDIRECT EMPLOYEE EXPENSES TRAINING 315,000 324,217 9,217 ALLOWANCES 30,400 27,399 (3,001) PENSION 807,700 740,491 (67,209) OTHER 49,200 71,335 22,135

27,189,300 26,100,729 (1,088,571) APPENDIX 3

Fit to Respond- Targeted on-going savings - £4.1m

Corporate layers of assurance 334

Service Improvement 650 to our community risks, to the needs of our communities, to match resources to the incidents 1,600

we face, to meet the financial challenges Collaboration £'000

Community Safety and 1460 Partnership Working Duty systems and ways of working 50

SERVICE PLAN WORK PROGRAMME SAVINGS TOWARDS 2019/2020 TARGET

BUDGETED TARGET TARGET SAVINGS SAVINGS SAVINGS SAVINGS ACHIEVED IN 2016/2017 2017/2018 FUTURE YEARS SERVICE DEVELOPMENT DESCRIPTION TARGET SAVINGS 2015/2016 Note 1 Note 1 Note 1 £ £ £ £ £ Assurance: ‘Just in time’ not Review Corporate Layers of just in case Assurance 334,000 Collaboration and Shared Services: Joint Police and Fire Headquarters and Tri-Control Note 2 Project 1,460,000 Community Safety and Partnership The Service will explore the Workings: opportunities to further develop collaboration and partnership working

50,000 121,800 Service Improvement: To improve the efficiency and effectiveness of service delivery through developing our people, processes and systems Made up of: Level 1: Day to day continuous Support services - Effective improvement procurement, people and budget management 877,300 133,000 Support services - Treasury Level 2: Review of processes and 650,000 Management 96,000 700,000 systems Support services - ICT Systems 190,000

Level 3: Fundamental change projects

Review Staffing Levels, Duty Systems This will focus on matching the and Ways of Working: Service's limited and reducing resources to the level of community and firefighter risk 1,600,000 950,000

4,094,000 1,285,100 1,783,000 Note 1 Subject to further analysis as business cases and reviews are developed Note 2 Collaboration and Shared Services - subject to business case and further analysis of joint headquarters opportunities APPENDIX 4 DERBYSHIRE FIRE AND RESCUE AUTHORITY Outturn 2015/2016

Reserves 'A' 'B' 'C' = A+B+C Opening Movement in Closing Reserves Transfer of Balance Year Balance 01/04/2015 Reserve 31/03/2016

EARMARKEDEarmarked Reserves RESERVES

14,964,787 Capital Financing Deferral 730,000 (392,840) 15,301,947 400,000 Workforce Contingency Reserve 400,000 97,272 BA Training House R&M fund 20,000 117,272 14,372 System Development Reserve 14,372 11,689 Vehicle Livery Signage (6,379) (5,310) (0) 582,816 Vehicle Replacement Fund (Replacement Fleet Programme) 210,000 792,816 600,000 Retained Duty Staff Pensions and Pensionable Pay (600,000) 0 130,000 RDS Pensions - Day Staffing (130,000) 0 330,000 Council Tax Benefit Grant 330,000 41,158 Joint Headquarters Feasibility Reserve (7,618) (33,540) 0 20,000 Night Time Security - Rowley Court, Swadlincote 20,000 (37,040) 2,960 0 HQ Telecoms - Legal Costs 75,000 (6,580) 68,420

17,192,093 SUBTOTAL - EARMARKED RESERVES 81,003 (245,310) 17,027,786

2,500,000 General Reserves 2,500,000 849,629 Strategic Reserve 849,629 533,123 Invest To Save Reserve (81,003) 452,120 720,302 TriControl Capital Grant (720,302) 0 1,879,559 TriControl 1,879,559

23,674,706 TOTAL RESERVES (720,302) (245,310) 22,709,094

CAPITAL FINANCING DEFERRAL £ Starting Balance 2015/2016 14,964,787 Transfer of previously Earmarked Reserves 730,000 Adjust for year end Revenue Budget underspend -182,840 After writing down of deferred charges Less Transfer to Vehicle Replacement Fund -210,000 Closing Capital Financing Deferral Reserve 2015/2016 15,301,947 ITEM 17 OPEN DECISION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF CHIEF FIRE OFFICER/CHIEF EXECUTIVE AND DIRECTOR OF FINANCE/TREASURER

CAPITAL AND PRUDENTIAL OUTTURN 2015/16 AND REVISED CAPITAL PROGRAMME 2016/17

1. Purpose of Report

1.1 To note the capital outturn position as at 31 March 2016.

1.2 To provide an update on borrowing and lending position as at 31 March 2016 and report on the prudential indicators as required under the CIPFA Prudential Code of Practice.

1.3 To provide information on revisions to the 2016/17 Capital Programme following updates since the 24 March 2016 report and to take account of the 2015/16 outturn position.

2. Recommendations

2015/16 Outturn

2.1 To note the addition of £30,000 to the 2015/16 Capital Programme of a scheme approved under delegated powers for new ventilation equipment (PPV) (section 3.6)

2.2 To note the outturn position and the funding of the 2015/16 Capital Programme (sections 3.1 to 3.10).

2016/17 Capital Programme

2.3 To approve the transfer of £0.525m of the remaining lease termination budgets (£0.948m) from Capital to Revenue (sections 3.7 - 3.9).

2.4 To approve slippage of £2.0m into 2016/17 (section 3.10).

2.5 To note the Treasury Management update and change to the Capital Financing Requirement (sections 3.11 – 3.16)

2.6 To approve the 2016/17 revised capital programme totalling £11.491m and related funding (sections 3.17 - 3.25).

Page 1 of 6 ITEM 17 2.7 To increase the 2016/17 Tri Control budget by £88,000 to £0.957m (section 3.18), and to increase the Networking budget by £50,000 to £0.25m (section 3.22) and to increase the Swadlincote Fire Station budget by £25,000 to cover the purchase of land (section 3.23).

2.8 To approve a new £75,000 scheme to the 2016/17 programme to facilitate the move of Occupational Health to Alfreton Fire Station (sections 3.19 - 3.20).

2.9 To approve the bringing forward of the £0.255m budget for officer lease cars from 2017/18 to 2016/17 (section 3.21).

3. Information and Analysis

Capital Monitoring

3.1 The 2015/16 capital outturn position is shown in Appendix 1. It shows total expenditure for the year of £7.1m which represents 56% of the total year budget of £12.7m. £3.8m of the variance relates to the lease termination, some of which have been charged to the Revenue Account rather than Capital (section 3.7 – 3.9). £2.0m of the variance requires slipping into 2016/17 (section 3.10).

3.2 The presentation of Appendix 1 has been changed slightly to that previously presented to Fire Authority. This is to reflect the more complex partnership arrangements in place for some of the projects.

Property

3.3 Members will be aware that the Training Centre and New Headquarters are being delivered through the DPFP LLP arrangements. Expenditure on these projects is included in Appendix 1 in the Partnership Expenditure Column. In the Statement of Accounts the expenditure will be shown as an investment in the LLP rather than DFRS Capital Expenditure. The HQ building is nearing completion and staff will be transferring to the new building in the Autumn. Slippage of £236,800 is required for the HQ project, which represents less than 8% of the £3m annual budget. The Training centre has spent slightly ahead of schedule and £9,000 transfer from 2016/17 budget is required to cover this.

3.4 The Tri Control project also contains £0.8m expenditure which relates to the element of the project attributable to Nottinghamshire and Leicestershire Fire and Rescue Authorities. It is included in the Partnership column for information as DFRS are the Accountable Body for the project. The Tri Control system has now gone live and remaining budget relates to further system improvement and development. Slippage of £0.869m is required to complete this work.

ICT

3.5 The ICT (Information, Communication and Technology) strategy mainly relates to the upgrade and enabling work to facilitate the move to the new Headquarters. Whilst there have been some under / over spends on individual projects, total expenditure has been kept within the £0.97m originally approved for this project. Slippage totalling £56,000 is required on the Professional

Page 2 of 6 ITEM 17 Services Project (£46,000) and Professional Support (£10,000) for work which had not been completed at 31 March 2016.

Equipment

3.6 An additional project was approved under delegated powers for the purchase of Positive Pressure Ventilation equipment (PPV) for the appliances. The cost of the equipment is £30,290. Members are asked to note the addition to the programme.

Lease repayment

3.7 The £3.9m rescheduling of the Authority’s finance leases was approved at Fire Authority on 18 February 2016. Four of the six leases were terminated before the end of March 2016 at a total cost of £2.6m, £0.2m below the original estimate of £2.8m for these leases.

3.8 The termination costs have been split between the lease repayments and the final purchase cost for taking ownership of the vehicle. The purchase costs remain capital costs, but the lease repayments are revenue expenditure and have been included in the Revenue report. Both the Capital and Revenue costs are funded from reserves and the funding will be transferred into either the revenue account or capital according to the expenditure split.

3.9 Two of the lease terminations (WL55-62 and WL63-65) have been subject to protracted negotiations regarding the purchase price of the vehicles should the leases be terminated. These negotiations are not yet complete and in order to keep options open, approval is sought to slip the budget for these leases into 2016/17 and split them between capital and revenue as follows:

Table 1 – split of lease costs

Lease Original New Capital New Revenue Saving Budget Budget Budget £ £ £ £ WL55-62 603,000 254,000 349,000 0 WL63-65 345,000 84,000 176,000 85,000 Total 948,000 338,000 525,000 85,000

Slippage of the 2015/16 capital programme

3.10 Slippage of £2.0m is requested into 2016/17, details of which can be found in Appendix 1. The main schemes requiring slippage are:

 The new Headquarters - £237,000 (see section 3.3);

 Tri Control Project - £0.869m (section 3.4).

 ICT schemes - £56,000 (section 3.5)

 Lease termination payments - £0.338m Capital and £0.525m Revenue (section 3.9).

Page 3 of 6 ITEM 17 Funding of the 2015/16 Capital Programme

Funding of the programme will be as follows:

Financing of 2015/16 Capital Programme £’000 Reserves 2,931 Revenue 2,024 Capital Grant 2,119 Capital Receipts 6 Leasing 0 Borrowing 0 Total 7,080

Treasury Management Annual report

3.11 The Authority is required to receive a report on the year end position of the Authority’s investments and any updates against the strategy.

3.12 Total investments stood at £18m at 31 March 2016. Details of the investments are shown in the table below.

Counterparty Amount Interest Rate Term £’000 Barclays 4,000 0.40% Call Local Authorities 4,000 0.38% 2 day notice Local Authorities 2,000 0.40% 6 months Bank of Scotland 3,000 0.57% 32 day notice Lloyds 3,000 0.57% 32 day notice Nationwide 2,000 0.66% 6 Months Total 18,000

3.13 Total interest for the year on investments was £0.146m. The average rate of interest for investments held during 2015/16 is 0.51%, which is an increase from 0.43% for 2014/15. The recommended benchmarking rate for Authorities is average 7 day LIBID rate which is 0.45%.

3.14 Interest rates achieved by the Authority have declined during the year as investments have purposely been moved away from the more volatile banking sector to Local Authorities, which attract lower rates of interest due to the lower risk of investments. All investments are placed in line with the Treasury Management Strategy approved by Fire Authority.

3.15 Outstanding borrowing at the end of March 2015 stands at £11.4m from loans and £0.61m from finance leases following early termination of several leases (see 3.7 -3.9). Loans will continue to be repaid as the Authority funds the capital programme from other sources of funding. The remaining finance leases will be repaid during 2016/17 providing that negotiations surrounding the purchase costs can be agreed. Leasing will continue to be used as a source of funding for specialist vehicles in future years subject to a review to ensure that

Page 4 of 6 ITEM 17 this option offers the authority value for money over the life of the vehicle. No long term loans or finance leases were entered into during 2015/16. Borrowing remained within the Authorised Limit of £17.220m.

3.16 The Capital Financing Requirement (CFR) as at 31 March 2016 stood at £12.020m (£15.733m 31 March 2015). This is the amount of overall borrowing still outstanding to fund capital expenditure in 2015/16 and previous years. The reduction is due to existing borrowing being repaid and the finance lease terminations (see 3.7 - 3.9). The February Capital Monitoring and Prudential Code forecast a CFR as at 31 March 2015 as £11.386m. The actual figure is higher due to the 2 lease terminations not being completed by the end of the financial year (see 3.9). The CFR will need to be increased for 2016/17 should the leases not be terminated following negotiations.

2016/17 Capital Programme

3.17 The revised 2016/17 Capital Programme totalling £11.491m is attached at Appendix 2. The programme includes £2.0m slippage from 2015/16 (see 3.10). There are also some amendments required to the programme as detailed below.

3.18 The Tri Control project has received an additional £88k from Systel, the company delivering the scheme, as a contribution towards some additional costs incurred. Approval is sought to increase the budget for the Tri Control project to £957k. This includes slippage from 2015/16 (section 3.4)

3.19 Following the move to the new Joint Headquarters building at Ripley the existing site at Littleover will become surplus to requirements and will be placed on the market for disposal. In order to dispose of the site both the L&D and Occupational Health Departments will have to be relocated. The L&D teams will move to the new Training Centre site at Ripley when completed, leaving Occupational Health to be found new accommodation within the existing DFRS estate.

3.20 Following discussions and analysis with the team it has been decided that relocating Occupational Health to Alfreton Fire Station would represent the optimum solution both in terms of location and availability of accommodation. The move will require alterations/refurbishment works at a cost of £75,000. Approval is sought to add this scheme to the capital programme, to be funded from reserves.

3.21 The 2017/18 capital programme includes a budget of £0.255m to replace officer cars. These are due to be replaced early in 2017/18 and it is proposed to undertake a joint tendering exercise with those cars due to be replaced in September 2016. This would enable delivery at the end of March in order to allow fitting of blue lights before the existing lease end date. Approval is therefore sought to bring forward the £0.255k budget from 2017/18 to 2016/17.

3.22 The ICT project for installing networking in the new Headquarters requires some additional storage to enable the backing up of data. This was not included in the original budget. Approval is sought to increase the budget by £50,000 to £250,000 to cover these costs.

Page 5 of 6 ITEM 17 3.23 A bid for the sale of the Rowley Court houses at Swadlincote has been accepted from South Derbyshire District Council. Under the agreement DFRS are purchasing a small plot of land at the front of the station to provide ownership of the station access rights for £25,000. The purchase was approved under delegated powers and the Swadlincote Fire Station scheme has been increased by this amount.

3.24 The programme includes an additional ICT scheme GIS Upgrade which has been approved in line with the ICT strategy requirements.

3.25 The 2016/17 programme is funded as follows:

Financing of 2016/17 Capital Programme £’000 Reserves 7,684 Revenue 1,088 Capital Grant 1,294 Capital Receipts 875 Operational Leasing (revenue) 550 Borrowing 0 Total 11,491

4. Financial Considerations

4.1 Future year capital programmes and financing decisions will continue to be updated as more information becomes available and will be presented to Fire Authority. The Authority continues to fund its capital programme in line with its agreed Medium Term Financial Strategy and will consider the funding options available to it to meet the proposed capital construction programme for 2015- 2018.

5. Other Considerations

5.1 None.

This report has been consulted upon and approved by the following officers:

Strategic Leadership Team – 8.6.14

Contact Officer: Simon Allsop Contact No: 01332 771221 Ext. 7212

Background Papers:

2016/17 – 2019/20 Capital Programme, Prudential Code Report and Treasury Management Strategy, 18 February 2016

Page 6 of 6 ITEM 17 Appendix 1 Derbyshire Fire and Rescue Service Capital Budget Monitoring For the Financial Year 2015/16

2015/16 2015/16 Funding Scheme Total Project Approved DFRS Partnership Total Year End Slippage (Under) / Budget Budget Expenditure Expenditure Expenditure Variance Overspend £ £ £ £ £ £ £ £

Property Programme Training Centre Project 6,050,000 100,000 0 109,337 109,337 9,337 9,337 Reserves New Head Quarters 6,030,000 3,000,019 0 2,763,178 2,763,178 (236,841) (236,841) Capital Grant, revenue & reserves Belper Fire Station (NETRAS Unit garage) 78,000 1,014 238 238 (777) (777) Revenue New Swadlincote Fire Station 3,050,000 - 399 399 399 399 Revenue 0 ICT Strategy projects 0 0 Upgrade Agresso 100,000 0 0 0 0 0 0 Reserves Test system development 30,000 30,000 26,677 26,677 (3,323) (3,323) Revenue Document Management 26,000 17,852 0 0 (17,852) (17,852) Reserves Infrastructure Improvements 450,000 43,683 48,593 48,593 4,910 4,910 Revenue New Payroll System 67,000 13,451 0 0 (13,451) (13,451) Reserves Compass Gazetteer service improvement 50,000 0 0 0 0 0 0 Reserves Sharepoint Development 50,000 0 0 0 0 0 0 Reserves GIS Upgrade Project 14,700 14,700 7,500 7,500 (7,200) (7,200) Revenue HQ Network Security 40,000 40,000 39,173 39,173 (827) (827) Revenue Sharepoint 13 Upgrade 70,000 70,000 58,456 58,456 (11,544) (11,544) Revenue

New Headquarters - ICT infrastructure 970,000 0 0 0 0 0 Server Hardware 65,000 65,261 65,261 261 261 Capital Grant Data Storage 165,000 154,547 154,547 (10,453) (10,453) Capital Grant Server Network Switches 75,000 87,129 87,129 12,129 12,129 Capital Grant Server Licensing 35,000 37,004 37,004 2,004 2,004 Capital Grant VDI Infrastructure 245,000 227,464 227,464 (17,536) (17,536) Capital Grant VDI Licencing 275,000 290,746 290,746 15,746 15,746 Capital Grant Professional Services 25,000 0 0 (25,000) (25,000) Capital Grant Anti Virus and DR software 75,000 52,190 52,190 (22,810) (22,810) Capital Grant Support 10,000 0 (10,000) (10,000) Capital Grant 0 0 East Midlands Tri Control Project 5,400,000 2,160,904 430,587 861,173 1,291,760 (869,144) (869,144) Capital Grant 0 0 Vehicles and equipment 0 0 Fire appliances x 7 - complete build (WL 32-39) 1,714,790 1,714,790 1,320,897 1,320,897 (393,893) (393,893) 0 Revenue Refurbishment of Water Carriers WC06 & 07 400,000 150,000 24,417 24,417 (125,583) (125,583) 0 Revenue Replacement vans (for UV21/22/23) UV85 & 86 (UV82 purchased in 2014/15) 54,000 43,279 42,775 42,775 (504) 0 (504) Revenue 2015/16 2015/16 Funding Scheme Total Project Approved DFRS Partnership Total Year End Slippage (Under) / Budget Budget Expenditure Expenditure Expenditure Variance Overspend £ £ £ £ £ £ £ £ Light van replacements UV25-36 (12) 216,000 216,000 135,982 135,982 (80,018) 0 (80,018) Revenue Light Water Ladder WL04 100,000 70,000 69,869 69,869 (131) 0 (131) Revenue Positive pressure ventilation (PPV) project 30,290 30,290 30,290 30,290 0 0 0 Revenue Purchase of 3 Appliances WL52-54 72,350 72,350 72,350 72,350 0 0 0 Revenue / Cap receipt Purchase of Chassis WL70-74 lease termination 308,200 308,200 194 194 (308,006) 0 (308,006) Revenue Purchase of Bodies WL70-74 lease termination 431,562 431,562 194 194 (431,368) 0 (431,368) Revenue Purchase of WL75-79 - Lease termination 908,000 908,000 399 399 (907,601) 0 (907,601) Revenue Purchase of WL55-62 - Lease termination 603,000 603,000 0 0 (603,000) (254,000) (349,000) Reserves Purchase of WL63-65 - Lease termination 345,000 345,000 0 0 (345,000) (84,000) (261,000) Reserves Purchase of WL66-69, ALP04&05, HL01&02, CU01 - Lease termination 1,330,000 1,330,000 122,583 122,583 (1,207,417) 0 (1,207,417) Revenue

Total Capital Expenditure 12,684,094 3,345,912.76 3,733,688.01 7,079,600.77 (5,604,493) (2,046,379) (3,558,114)

Capital Funding Description Budgeted Funding DFRS Partnership Total Year End Slippage (Under) / Expenditure Expenditure Expenditure Variance Overspend £ £ £ £ £ £ £ Capital Funding 2015/16 Reserves 7,783,190 58,115 2,930,630 2,988,745 (4,794,445) (1,121,575) (3,558,114) Revenue 1,240,000 2,024,400 0 2,024,400 784,400 0 Capital Grant 3,660,904 1,315,869 803,058 2,118,927 (1,541,977) (924,804) Capital Receipts 0 5,643 5,643 5,643 0 Leasing 0 0 0 0 0 Loan 0 0 0 0 0 Total Funding 12,684,094 3,404,028 3,733,688 7,137,715 (5,546,379) (2,046,379) (3,558,114) Appendix 2 Capital Programme 2016/17 to 2019/20

Capital Programme 2016/17 Expenditure Funding Finance Operational Total Scheme Approved 2015-16 Amendments Revised Lease Lease Transformation Budget Budget Slippage for Approval Budget Reserves Revenue Capital Grant Grant Capital Receipts Borrowing Total £ £ £ £ £ £ £ £ £ £ £ £ £ £

Property Programme Training Centre Project 6,050,000 2,000,000 (9,337) 1,990,663 115,663 1,000,000 875,000 1,990,663 New Headquarters 6,030,000 2,998,000 236,841 3,234,841 3,234,841 3,234,841 Swadlincote Fire Station 3,050,000 300,000 25,000 325,000 325,000 325,000 Ripley Fire Station Occupational Health accommodation 75,000 75,000 75,000 75,000 75,000

ICT Strategy New Headquarters related schemes: Telephony 200,000 200,000 200,000 0 200,000 200,000 Desktops 150,000 150,000 150,000 0 150,000 150,000 Networking 200,000 200,000 50,000 250,000 230,660 19,340 250,000 Conference Facilities 70,000 70,000 70,000 70,000 70,000 WAN upgrades 85,000 85,000 85,000 85,000 85,000 Corporate wifi 90,000 90,000 90,000 90,000 90,000 Professional Services 45,660 45,660 45,660 45,660 Support 10,000 10,000 10,000 10,000

Upgrade Agresso 100,000 100,000 100,000 100,000 100,000 Document Management 26,000 17,852 17,852 17,852 17,852 GIS Upgrade Project 14,700 7,200 7,200 7,200 7,200 Sharepoint 13 Upgrade 70,000 11,544 11,544 11,544 11,544

East Midlands Tri Control Project 5,400,000 869,143 88,000 957,143 88,000 869,143 957,143

Vehicles Fire appliances x 7 - complete build (WL 32-39 replacements) 1,714,790 0 393,893 393,893 393,893 393,893 Refurbishment of Water Carriers - WC06 & WC07 and purchase of demountable bulk foam POD 150,000 125,583 125,583 125,583 125,583 Trial "Light Water Ladder""Response Vehicle WL04 100,000 30,000 30,000 30,000 30,000 7 light van replacements UV37-43 126,000 126,000 126,000 126,000 126,000 Replacement training cars CR24-27 68,000 68,000 68,000 68,000 68,000 Replacement officer cars CT01-15 275,000 275,000 255,000 530,000 530,000 530,000 Replacement car SO03 20,000 20,000 20,000 20,000 20,000 Fire appliances - ALP 750,000 750,000 750,000 750,000 750,000 5 Water Ladders 1,250,000 1,250,000 1,250,000 1,250,000 1,250,000 Environmental Vehicle EU01 replacement 150,000 150,000 150,000 150,000 150,000 Replacement minibusses NX13 /14 /15 90,000 90,000 90,000 90,000 90,000 Purchase of WL55-62 - Lease termination 603,000 0 254,000 254,000 254,000 254,000 Purchase of WL63-65 - Lease termination 345,000 0 84,000 84,000 84,000 84,000

8,952,000 2,046,379 493,000 11,491,379 7,684,236 1,088,000 0 550,000 869,143 425,000 875,000 0 11,491,379 ITEM 18 OPEN DECISION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF CHIEF FIRE OFFICER/CHIEF EXECUTIVE

KEY PERFORMANCE MEASURES (KPM) 2016/17

1. Purpose of Report

1.1 To inform Derbyshire Fire and Rescue Authority Members of the proposed KPM targets for the period 2016/17 and to provide a summary of changes to the current KPM to be adopted to monitor Service performance from April 2016 approved by SLT.

2. Recommendation

2.1 That Members agree to adopt the proposed KPM targets and recommended amendments for 2016/17.

3. Information and Analysis

3.1 The KPM targets proposed for approval have been outlined for the year 2016/17, please refer to appendix 1.

3.2 Both national and local data indicates that incidents levels have generally plateaued from 2012/13 onwards and the reduction rates have reduced considerably (please see appendix 2 and subsequent chart) and therefore setting stretched and percentage reduction targets based on current trends has proven difficult to achieve during the last 12 months.

Incident related KPM - 7 year performance analysis 3000 2500 2000 1500

Actual 1000 500 0 2015/16 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 e Accidental Dwelling Fires 522 505 473 468 435 450 412 Fatalities and Casualties 51 69 54 79 67 41 51 Primary Fires 1751 1586 1526 1254 1292 1188 1173 Deliberate fires 2079 1714 1819 1065 1088 1021 997 High Consequence RTC 193 172 175 169 205 181 158 AFA's 2415 1967 1482 1188 923 933 961 Non-Domestic Premises 275 274 267 180 225 176 194

Page 1 of 4 ITEM 18 3.3 In response to national and local intelligence it is proposed that annual incident related targets are to be less than or equal to the lowest annual total between 2009/10 and 2015/16.

3.4 A review of the current KPM has been undertaken with the following recommended outcomes:

3.5 KPM1.10 Percentage of HSC’s delivered to vulnerable groups this measure will be amended to account for the change from Home Safety Checks to Safe and Well Checks (SWC) and will become KPM1.15 – Percentage of SWC’s delivered to vulnerable groups the measure will continue to give assurance that our resources are being deployed to those residents deemed vulnerable by the intelligence available.

3.6 KPM1.11 – Percentage of HSC’s delivered to vulnerable underrepresented groups: From 1 April 2016 direct engagement lists are being produced from existing risk data and will also include the additional data supplied by the NHS (Exeter data). The properties that the Service will target will be based on highest risk i.e. older people, distance from the nearest fire station and single occupancy. Equalities data will be collated during the safe and well visit to allow monitoring to be undertaken. It has been identified that this will allow targeting based on risk and not equalities data. Monitoring will ensure that all parts of the community that are vulnerable have access to the safe and well service.

3.7 KPM1.12 – Direct engagement with vulnerable people outside the 10 minute response standard: It is planned that the majority of properties identified for direct engagement outside the 10 minute response standard will have been visited by the end of the year, if not completed this will continue under direct engagement.

3.8 KPM4.3 Percentage of calls answered by control room personnel within 30 seconds: This measure will become a secondary measure from April 2016 and will be reviewed in line with the Response Portfolio Plan which aims to develop a suite of performance measures to coincide with the introduction of a new Performance Dashboard for the Command and Control function in 2016/17.

3.9 KPM5.4 – Organisational Assurance this measure has been disbanded, the supporting secondary measures will feature separately on Station Performance Dashboards.

3.10 The following KPM are new measures that are to be introduced from April 2016.

3.11 KPM1.13 – Direct Engagement Conversion Rates – To give assurance that our direct engagement programme is allowing crews to deliver SWC’s to the most vulnerable. KPM1.14 – SWC’s referral rate (%) – to measure our referral rates of vulnerable people to external agencies following a successful SWC.

Page 2 of 4 ITEM 18 3.12 KPM2.6 Hazard Spotting – to measure hazard spotting activity within the county as part of our risk reduction strategy within the business community.

3.13 KPM5.2 – Shifts lost to sickness (Wholetime Uniformed Staff) and KPM5.3 – Shifts lost to sickness (All Staff) both measures to be re-introduced to monitor sickness levels within the organisation and to improve performance reporting on the Balanced Scorecard as targets are re-introduced at Station levels.

3.14 KPM7.1 Training Provision - Percentage of training places provided to give assurance that Learning and Development are making courses available to allow employees to select a course to satisfy the requirements of their Core Skills. KPM7.2 Training Assurance – Number of quality assurance activities undertaken – giving assurance of Learning and Developments interaction with identified units. KPM7.3 Training Satisfaction – Percentage of “good” results from quality assurance activities undertaken to ensure the training delivered receives a “good” or better satisfaction level.

4. Options Appraisal

4.1 Not applicable.

5. Legal Considerations

5.1 To meet the Service requirements of the Local Government Act 1999, the Act requires every best value authority to secure continuous improvement in the way its functions are exercised, having regard to a combination of economy, efficiency and effectiveness.

5.2 The monitoring of performance indicators and performance standards is one measure by which the Secretary of State can assess the economy, efficiency and effectiveness of an authority.

6. Financial Considerations

6.1 None, there are no additional costs to the Service regarding collation of data for and monitoring against the performance measures.

7. Inclusion and Equality Considerations

7.1 This report accords fully with the Corporate Services Equality Impact Assessment.

8. Further Considerations

8.1 None.

This report has been consulted upon and approved by the following officers:

Steve McLernon – Area Manager Alex Johnson – Area Manager Pete Aykroyd – Area Manager

Page 3 of 4 ITEM 18 Helen Minion – Strategic HR Partner Clive Stanbrook – Station Manager Learning & Development Diane Smith – Training Centre Manager Sheril Buxton – Head of Service Improvement Rachel McNamee – Head of Accountancy Strategic Leadership Team – 8.6.16

Contact Officer: Carl Wilton, Performance and Date Lead Contact No: Ext. 7922 01332 771221

Page 4 of 4 ITEM 18 Derbyshire Fire and Rescue Service

Key Performance Measure Targets 2016 – 2017 – Appendix 1

Measure Title Measure Description Actual Target Lead &Target 2016/17 2015/16 KPM1.1 – Total number of accidental dwelling 412 (FA) Accidental Dwelling fire incidents attended 412 Service Delivery 416 (T) Fires KPM1.1 Target based on 2015/16 forecasted outturn data KPM1.2 – Fatalities Number of people killed or seriously 51 (FA) 41 Service Delivery and Casualties injured in all primary fires 48 (T) KPM1.2 Target based on 2014/15 actual outturn data KPM1.3 – Primary Number of primary fire incidents 1173 (FA) 1173 Service Delivery Fires attended 1093 (T) KPM1.3 Target based on 2015/16 forecasted outturn data KPM1.4 – Number of deliberate fires attended 997 (FA) 997 Service Delivery Deliberate Fires 906 (T) KPM1.4 Target based on 2015/16 forecasted outturn data KPM1.9 – High High consequence RTC incidents 158 (FA) Service Delivery 158 consequence RTC’s attended by DFRS 192 (T) KPM1.9 Target based on 2015/16 forecasted outturn data KPM1.13 – Direct Percentage of direct engagement Engagement activities resulting in a Safe and New 25% Service Delivery Conversion Rates Well Check KPM1.14 – SWC’s Percentage of Safe and Well New Baseline Service Delivery Referral rate Checks referred to other agencies KPM1.15 – Safe Percentage of SWC’s delivered to 75.7% (A) and Well Checks vulnerable groups 80% Service Delivery 75% (T) undertaken KPM2.3 – False Number of false alarms caused by 961 (FA) Alarms automatic fire detection in non- 923 Service Delivery 897 (T) domestic properties KPM2.3 Target based on 2013/14 actual outturn data KPM2.5 – Non The number of fires in non-domestic 194 (FA) 176 Service Delivery Domestic Premises buildings 198 (T) KPM2.5 Target based on 2014/15 actual outturn data KPM2.6 – Hazard Number of Hazard Spotting New 5,856 Service Delivery Spotting activities undertaken KPM3.1 – WDS Percentage availability of 99.6% (A) Availability - Staffing Wholetime/Day Crewed appliances 99% Service Delivery 99% (T) (staffing) KPM3.2 – RDS Percentage availability of Retained 76.6% (A) 75% Service Delivery Availability - Staffing appliances (staffing) 75% (T) KPM3.3 – WDS Percentage of core competency (via Core Competency assessment) measures performing 100.8% (A) 100% Service Delivery on target for Wholetime/day crew 100% (T) personnel KPM3.4 – RDS Percentage of core competency (via 100.4% (A) Core Competency assessment) measures performing 100% Service Delivery 100% (T) on target for Retained personnel KPM3.5 – Officer Percentage of core competency (via 100.5% (A) Core Competency assessment) measures performing 100% Service Delivery 100% (T) on target for Officers KPM4.1 – Response Percentage of response standards st st 78.8% (A) Standards 1 pump met for life risk fire incidents – 1 80% Service Delivery 80% (T) pump KPM5.1 – Post Percentage of respondents to post 94.6% (A) 98% Service Delivery contact satisfaction contact surveys who showed 98% (T) satisfaction with the Service KPM5.2 – Shifts lost Average working days/shifts lost to to Sickness (WT) sickness absence by wholetime New TBC Human Resources uniformed staff KPM5.3 – Shifts lost Average working days/shifts lost to New TBC Human Resources to Sickness (All) sickness absence by all staff KPM5.5 - CIPFA Compliance with CIPFA code of 100% (A) Corporate Financial 100% Governance 100% (T) Services KPM5.7 – Service Number of Service improvement Improvement activities (e.g. Lean Reviews) 30 (A) All (Executive 119 started to support the Service 90 (T) Support) becoming Fit to Respond KPM6.1 – Financial Achievement of medium term 100% (A) Corporate Financial Strategy financial strategy to deliver cost 100% 100% (T) Services effective services KPM6.2 – Service Total Service expenditure per head £20.27 (A) Corporate Financial £36.70 Expenditure of population £27.96 (T) Services KPM6.3 – Response Total cost of response per head of £9.49 (A) Corporate Financial £18.99 Expenditure population £12.19 (T) Services/Response KPM6.4 – Total cost of community safety per Corporate Financial £1.82 (A) Community Safety head of population £3.08 Services/Community £2.41 (T) Expenditure Safety KPM6.5 – Non Total cost of non-operational Corporate Financial £8.96 (A) Operational expenditure per head of population £14.64 Services £13.36 (T) Expenditure KPM6.6 – Band D Cost of Service per band D dwelling £52.35 (A) Corporate Financial £71.18 Council Tax charge council tax £52.35 (T) Services KPM7.1 – Training Percentage of training places Learning and New 110% Provision provided Development KPM7.2 – Training Number of quality assurance Learning and New 32 Assurance activities undertaken Development KPM7.3 – Training Percentage of “good” results from Learning and New 80% Satisfaction level quality assurance activities Development

Key: NA – Data not available at time of the release of the report B – Baseline year a target will be determined next year based on the data collected this year TBC – Awaiting budget and other data for confirmation of target FA – Forecasted Actual based on target data (February and March 2016) A – Actual achieved as at 31/01/2016 Derbyshire Fire and Rescue Service – National Statistics Comparison 2005/06 – 2014/15 18 September 2015 (APPENDIX 2)

The following data is taken from the Fire Statistics Monitor (Aug 2015) compiled by Department of Communities and Local Government (CLG). The data reported for 2014/15 is currently provisional.

All fires (England)

Local Authority FRS attended around 154,700 fires in England in 2014/15; this is the second lowest number of fire incidents attended. The record low number of fires in 2012/13 was the result of fewer outdoor fires due to the above average rainfall that year.

44% of all incidents attended were false alarms. This was one percentage point greater than in the previous year. FRS attended more false alarms than fires in 2014/15, as has been the case every year since 2004/05. Fire Statistics Monitor 2014/15 – Department of Communities and Local Government August 2015

Derbyshire 10 year comparison with English Non-Metropolitan Brigades

English non-metropolitan brigade incident Derbyshire Fire and Rescue Service incident statistics for the period 2005/06 to 2014/15 statistics for the period 2005/06 to 2014/15

250000 7000

6000 200000 5000

150000 4000

3000 100000 Number of Incidents of Number Number of Incidents of Number 2000 50000 1000

0 0 ---- All Incidents ---- Primary ---- Secondary ---- Chimney ---- False Alarms *ESS data is not reported in Fire Statistics monitor ---- ESS* until 2008/09

Summary

Between April 2005 and March 2015 Derbyshire has seen:

 52% reduction in all fire incidents attended; compared to the national reduction of 53%;

 46% reduction in primary fire incidents attended; compared to the national reduction of 46%;

 59% reduction in secondary fire incidents attended; compared to the national reduction of 60%;

 25% reduction in chimney fire incidents attended; compared to the national reduction of 26%;

 52% reduction in false alarm incidents attended; compared to the national reduction of 37%;

 34% reduction in Emergency Special Service (ESS) incidents attended compared to the national reduction of 11% (Based on 7 years data). Breakdown of incident data related to Derbyshire’s Key Performance Measures (KPM)

English non-metropolitan brigade incident Derbyshire Fire and Rescue Service incident statistics for the period 2005/06 to 2014/15 statistics for the period 2005/06 to 2014/15

120000 3,500

100000 3,000

2,500 80000 2,000 60000 1,500 40000 1,000 Number of Incidents of Number 20000 Incidents of Number 500

0 0

---- All Deliberate Fires (KPM1.4) ---- Deliberate Primary Fires (SM1.4a) ---- Deliberate Secondary Fires (SM1.4b) ---- Accidental Dwelling Fires (KPM1.1) ---- Non-Domestic property fires (KPM2.3) Summary

Measure Derbyshire percentage English Non-Metropolitan reduction (10 years) percentage reduction (10 years) Deliberate Fires (KPM1.4) 66% 69% Deliberate Primary Fires (SM1.4a) 71% 73% Deliberate Secondary Fires (SM1.4b) 64% 68%  Ranked 13th* for the number of deliberate fire incidents attended (1021 incidents), Cleveland was top with 2744 incidents,  Ranked 16th for the number of deliberate primary fires attended (278 incidents), Kent was top with 563 incidents,  Ranked 13th for the number of deliberate secondary fires attended (743 incidents); Cleveland was top with 2452 incidents. Measure Derbyshire percentage English Non-Metropolitan reduction (10 years) percentage reduction (10 years) Accidental Dwelling Fires (KPM1.1) 22% 23%  Ranked joint 12th (with Humberside) for the number of accidental dwelling fires incidents attended (455 incidents); Devon and Somerset were top with 919 incidents. Measure Derbyshire percentage English Non-Metropolitan reduction (10 years) percentage reduction (10 years) Non-domestic property fires (KPM2.3) 44% 41%  Ranked 20th for the number of fires attended in non-domestic properties (182 incidents); Devon and Somerset were top with 449 incidents.  Since 2013/14, Derbyshire has seen the third highest reduction (22%) in non-domestic property fires - Isle of Scilly were top with 67% and Cumbria were second with 23%  Since 2013/14, 15 other brigades saw an increase in incidents of this type.

*Total number of non-metropolitan Fire & Rescue Service is 39 Fatal casualties

The Fire Statistics Monitor reports a total of 161 fatal casualties within the non-metropolitan FRS as per the chart below in which Derbyshire ranks joint 8th with 2 fatalities.

Number of fatal casualties for the period 2014 - 2015 - non metropolitan FRS

0 ITEM 19 OPEN DECISION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF CHIEF FIRE OFFICER/CHIEF EXECUTIVE

ANNUAL REPORT 2015/16

1. Purpose of Report

1.1 The purpose of the report is to seek approval of the Draft Annual Report 2015/16 (Appendix 1).

2. Recommendation

2.1 That Members consider, make any recommendations and approve the report.

3. Information and Analysis

3.1 Each year the Service produces an Annual Report in line with best practice.

3.2 The report is a reflective document, for the year April 2015 – March 2016, and provides communities and stakeholders with a candid and open account of how the Service has progressed over the year.

3.3 It illustrates achievements and accomplishments that directly support each of the Service Key Themes from the Service Plan 2014 -17, as well as our budgetary spent and key performance measures.

3.4 Although there are graphics throughout the report, these will be upgraded to a professional standard by the Graphics department once the Authority has reviewed and approved the report.

4. Options Appraisal

4.1 Not applicable.

5. Legal Considerations

5.1 The CLG’s Code of Recommended Practice for Local Authorities on Data Transparency states that ‘greater transparency of public bodies is at the heart of enabling the public to hold … public bodies to account. Where public money is involved there is a fundamental public interest in being able to see how it is being spent, to demonstrate how value for money has been achieved or to highlight inefficiency.

Page 1 of 2 ITEM 19 5.2 The National Framework Document for England further states that Fire & Rescue Authorities ‘need to have transparent processes in place to deliver (accountability) and engage with their communities to provide them with the opportunity to influence their local service. Local accountability is a vital check on the services provided by fire and rescue authorities.

This report has been consulted upon and approved by the following officers:

Strategic Leadership Team – 8.6.16

Contact Officer: Jane Cork, Planning & Projects Officer Contact No: 01332 771221

Page 2 of 2 ITEM 19 APPENDIX 1

DERBYSHIRE FIRE & RESCUE SERVICE ANNUAL REPORT 2015/16 INCORPORATING OUR STATEMENT OF ASSURANCE

“What a difference a year makes”

Page 1 of 49 Draft Annual Report 2015 16 Content 1. Foreword

2. Introduction

3. Our Vision, Priorities and Values

4. The Role of the Authority

5. Statement of Assurance

6. Delivering against the Service Plan 2014/17 – Year Two of Three

7. Key Performance Measures: How We Performed in 2015/16

8. Prevention & Inclusion

9. Protection

10. Response

11. Key Achievements: Learning and Development

12. Delivering the People Strategy 2015/17 – Year One

13. Diversity & Inclusion

14. Our Financial Budget – what we spent in 2015/16

Page 2 of 49 Draft Annual Report 2015 16 Foreword

Chief Fire Officer / Chief Executive Terry McDermott and Chair of the Fire & Rescue Authority Cllr Stephen Marshall - Clarke.

The purpose of this Annual Report is to others such as the Police and Ambulance provide the communities of Derbyshire with Service to improve outcomes for the public, a transparent account of how the Service whilst reviewing how we balance our has progressed towards achieving the operational resources to meet reducing objectives set out in our Service Plan risk. 2014/17, along with the key performance Derbyshire Fire & Rescue Authority has measures for 2015/16. It also explains how already achieved over £7.85m of on-going we believe we have met the government’s savings and is rising to the challenge to expectations in relation to providing meet a projected further deficit of around communities with an Annual Statement of £2m by 2018/19. Over the last four years Assurance for 2015/16. we have worked hard to achieve this by challenging everything we spend, ensuring Through effective community safety advice that the Service focuses its limited and prevention activities the Service has resources on those who are most experienced an overall reduction in the vulnerable and by working in partnership to number of incidents it has attended over reduce community risk in the broadest the last decade. This reduction in activity sense. has allowed us to review the level and range of services that we provide to ensure Financial efficiencies have again been the most efficient and effective delivery achieved ahead of schedule and models for emergency response. collaborative work such as the co-location of ambulances on fire stations, Emergency Despite our efforts to prevent emergencies Medical First Responder Scheme, health the Service was still called to respond to prevention activities and the joint Police / 7600 incidents resulting in 566 rescues Fire Headquarters projects have all been from fires, road traffic collisions and other successfully progressed throughout the incidents. The range and diversity of calls year. the Service experiences require our firefighters to be highly trained to maintain We would like to take this opportunity to competence in a wide range of skills thank our employees and our communities enabling safe and effective response at all for their continued efforts to drive down risk times. across Derbyshire. Together we have proactively identified service improvements The Authority continues to face ongoing and efficiencies that have enabled all the budgetary challenges through diminishing planned savings to date to be realised. grants from government. The Service has Employees consistently challenge our ways continued to progress forward, looking at of working to find smarter, more efficient alternative ways to support funding and, ways to deliver our services. increasingly, working in partnership with

Page 3 of 49 Draft Annual Report 2015 16 We recognise that as a single service we communities, in a more effective and can only achieve so much and as such we efficient way. have a strong commitment to working in collaboration with our key partners. By Please take time to the read the report and working with other agencies that share the links to the associated documents to common goals we can address the needs gain assurance that the service remains of the most vulnerable through our diverse committed to ensuring Derbyshire remains a safer place to live work and visit.

Introduction The purpose of this Annual Report is to provide the communities of Derbyshire with a candid and open account of how the Service has progressed towards achieving the objectives set in the Service Plan 2014 – 2017 (Year 2 of 3) “Fit To Respond”. The Service’s objectives are often achieved through working in partnership with other organisations, emergency services and community groups. This report will illustrate how effectively these partnerships work together to achieve the Service’s Vision of ‘Making Derbyshire a safer place to live, work and visit’.

All links illustrated within this report are available through: www.derbys-fire.gov.uk

Below you can see in graphical detail, the number of incident-related key performance measures based over a seven year period.

Incident related KPM - 7 year performance analysis 3000

2500

2000

1500 Actual 1000

500

0 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Accidental Dwelling Fires 522 505 473 468 435 450 448 Fatalities and Casualties 51 69 54 79 67 41 44 Primary Fires 1751 1586 1526 1254 1292 1188 1253 Deliberate fires 2079 1714 1819 1065 1088 1021 1060 High-Consequence RTC 193 172 175 169 205 181 149 AFAs 2415 1967 1482 1188 923 933 986 Non-Domestic Premises 275 274 267 180 225 176 201

Page 4 of 49 Draft Annual Report 2015 16 Our Vision, Service Priorities and Values OUR VISION ‘Making Derbyshire a safer place to live, work and visit’ OUR SERVICE PRIORITIES PREVENTING fire and other emergencies by working with partners, communities and individuals to develop a risk based intellegence led approach to preventing emergency situations

PROTECTING people, property and the environment by working with partners and other enforcement agencies to ensure a joined up approach and comply with statutory obligations

RESPONDING to fire & rescue emergencies when you need us, taking when necessary, calculated risks to save life, protect your property and the environment and rendering humanitarion services

National Core Values The Authority has adopted the National Core Values, underpinned by its own Core Values.

Derbyshire Fire & Rescue Service Core Values LEADERSHIP

We listen, develop and champion our people

RESPECT

We value the opinions of our people

INTEGRITY

Our actions will always be well intended

OPENNESS

We won’t hide anything and will share our experiences and knowledge

TEAMWORK

We will achieve more together

AMBITION

We will always do the best we can

Page 5 of 49 Draft Annual Report 2015 16 The Role of Derbyshire Fire & Rescue Authority

Derbyshire Fire & Rescue Service is governed by the Fire & Rescue Authority (FRA), which is made up of locally elected members from Derby City (four councillors) and Derbyshire County Council (12 councillors). You can find out more about the Authority, the committee structure and working groups at: Derbyshire Fire & Rescue Authority.

Statement of Assurance

The National Framework published in 2012 requires all FRAs to provide annual assurance to their communities on the following four key areas:

 financial information  governance  operational matters  having due regard to the requirements included within framework

This is usually provided through the development of a document called an Integrated Risk Management Plan or IRMP. Our IRMP describes the risks in the County along with information about our Service and how we will work as a Fire & Rescue Service to minimise those risks. See our IRMP IRMP.

For many years, the Service has provided the public with transparency and openness in these particular areas on the Service’s website: www.derbys-fire.gov.uk

 Financial information The Authority publishes financial information, including ‘Income and Expenditure’ (includes Statement of Accounts), ‘Our Budget and Your Council Tax’, ‘Expenditure over £250’ and ‘Our Procurement Procedures’. This information can be obtained by clicking: What we spend and how we spend it

 Governance: Governance and Performance Working Group.

Corporate governance is about how the Authority ensures the right things are being done in the right way, for the right people, in a timely, inclusive, open, honest and accountable manner. To support this, the Authority produces a range of documents including a Code of Corporate Governance, an Annual Governance Statement, Members Handbook and Members allowances. The Authority Documents are available to view here. A link to our Data Transparency section that brings together this information to make it more accessible is available here: Data Transparency.

 Operational Information Fire & Rescue Authorities work within a clear, legal and policy-led framework. This is captured and delivered in the IRMP through the three service delivery portfolios: Prevention, Protection and Response.

Page 6 of 49 Draft Annual Report 2015 16 Prevention: People who work within the Prevention Portfolio work with partners, communities and individuals to develop a risk-based approach to preventing emergency situations. This is delivered through innovative prevention activities, which are targeted at those most vulnerable within our communities.

Protection: The Protection part of our Service ensures that buildings subject to the Fire Safety Order (mainly business premises) are compliant with legal requirements. This is achieved by our staff undertaking a risk-based inspection programme along with fire safety enforcement activities that together, aim to prevent fire-related deaths and reduce the number and severity of fires in non-domestic premises.

Response: When the Service responds to incidents, the aim is to provide the highest quality of service and deal with people and incidents in a safe and professional manner. The Service ensures it has the right people, in the right place, at the right time, with the right equipment and training to achieve the right outcome.

 Regard for the National Framework

The Secretary for State on Fire & Rescue Authorities in his report to Parliament in July 2014 said each fire & rescue authority has:

 Complied with the publication of their annual statement of assurance element;

 Complied with the publication of their updated Integrated Risk Management Plan element;

 Complied with the national resilience assurance elements.

Other Key Reports:

 Annual Health and Safety Report 2015/16

The Service is committed to achieving the very highest standards of health and safety for all our employees and other persons, visitors and contractors. We strive for continual improvement and development of our safety and risk management system. Our annual Safety and Risk Management report is an opportunity to look back on the progress we have made throughout 2015/16. The full report can be viewed here (link to be inserted once completed).

 Public Sector Equality Duty

The Service is required to publish equality information to comply with the equality duty. This information can be accessed here (link to be inserted once completed).

Page 7 of 49 Draft Annual Report 2015 16 Delivering against the Service Plan 2014 – 2017: Year Two of Three. The Service Plan, launched in June 2014, sets out the Service’s priorities for the three year period 2014 – 17. The Plan describes how these aspirations will be achieved through the ‘Fit to Respond’ programme. This consists of five Service Development Themes each underpinned by a series of activities that will be delivered over the period of the plan. Here are some key pieces of work we have done during 2015/16 to deliver each theme.

1. Collaboration and Shared Services: Joint Police and Fire Headquarters and Tri-Control Project.

We said: We would develop a single shared Police and Fire & Rescue Service headquarters to share costs of construction and running costs of the new building and deliver more efficient ways of working.

We have: In December 2014, the Fire & Rescue Authority agreed to collaborate with Derbyshire Constabulary to build a new joint headquarters, replacing the existing Police site at Ripley. The building is registered under a limited liability partnership between Derbyshire Fire & Rescue Authority and the Police and Crime Commission called Derbyshire Police and Fire Partnership Limited Liability Partnership (DPFP LLP).

In August 2015 a ground breaking ceremony took place to commemorate commencement of the building construction. The build is on schedule for both Fire and Police personnel to move in September 2016 – November 2016.

Building relationships between the two organisations and understanding ways of working has been paramount with many workshops taking place throughout the delivery of the project.

Front elevation of the building April 2016

Page 8 of 49 Draft Annual Report 2015 16 We said: Deliver a new Tri Service Control Mobilising System

We have: In August 2015 the Service, along with Leicestershire and Nottingham Fire & Rescue Services, went live with a new Tri-Service Control Centre. As well as each service having their own new mobilising system, there were new station end equipment, pagers and alerters, Mobile Data Terminals (MDTs) and a new rostering system (Nottinghamshire and Derbyshire FRSs).

The new Control Centre in Derbyshire.

2. Review Staffing Levels, Duty (shift) Systems and Ways of Working: This will focus on matching the Service’s limited and reducing resources to the level of community and firefighter risk.

We said: We would review the staff numbers needed on stations, relative to the level of risk in the local community.

We have: In July 2014 the Service identified a suitable full-time fire station where it would be appropriate to trial a change in duty system that aligned staff numbers to the community’s risk profile. Swadlincote fire station was used to pilot a change in duty system which meant that the station would go from being staffed 24/7, to being fully staffed during the day, with ‘On-call’ / Retained firefighters during the night. Throughout the trial, statistical information on incidents attended was also captured to see if this change impacted on the time taken to get to an incident.

In June 2015, the Authority approved a permanent change in duty system at Swadlincote fire station that would align resources to risks and meet the financial challenges facing the Service.

Page 9 of 49 Draft Annual Report 2015 16 We said: We would undertake a review of the Middle Management tier and Officer’s operational cover (flexi-duty system) to realise efficiencies through new ways of working.

We have: The purpose of the project was to review and ascertain the number of operational Middle Managers (Group Managers/Station Managers GM/SMs) required to effectively manage the Service. The proposed outcomes would realise potential savings by a reduction in posts without jeopardising service delivery.

The Service structure had 35 operational middle managers consisting of 10 Group Managers (GM) and 25 Station Managers (SM).

The first stage determined the number of GM/SMs required within service portfolios to effectively manage the Service. This was achieved through a thorough analysis of each position in terms of activities undertaken, priority of activity, whether or not it could be delivered in a different way or even delivered by non-operational / other roles within the Service.

The second stage determined the number of GM/SMs required for Incident Command purposes.

In alignment with to this project, several internal portfolio reviews were undertaken, of which their outcomes would be linked to this project.

Once the established number of Officers was identified, a revised Officers Rota was implemented.

In February 2015, the Authority approved to reduce the number of GMs to 8 and the number of SMs to 20. Delivering this project has brought service improvement in terms of ensuring the Service has the right number of GMs/SMs in place to manage and deliver an effective service against a background of budgetary restraints and organisational reforms.

We said: We would research and procure a Small Response Vehicle (Light Water Ladder).

We have: A key outcome of the Service plan was to support the introduction of smaller response vehicles as a more appropriate response to risk.

The Service has taken the opportunity to review and rationalise, where necessary, the fleet options within the Service. Following a comprehensive feasibility study, the Service procured a Light Water Ladder vehicle in December 2015. The Light Water Ladders are the latest vehicles in emergency vehicle design to meet the ever increasing demands of a modern Fire & Rescue Service. These types of vehicles are able to perform a multitude of tasks depending on the situation, ranging from bin fires, car fires in urban areas, moorland wild fires and property fires.

The vehicle is presently located at Clay Cross fire station and is being evaluated.

Page 10 of 49 Draft Annual Report 2015 16 We said: We would align Retained Duty System (RDS) training to fire station risk profile.

We have: Each RDS station was asked to identify risks within their station area that they do not currently train for. They were also asked to identify the time needed to train on these risks and highlight any areas within the annual training programme where there was an over-provision of training compared to station risk.

The majority of risks identified in this process fell into the category ‘Restricted Role Attendance’ which was introduced in 2012 after the modified role was removed following concerns raised by the FRS Circular 18/2009 ‘Firefighter Safety at Operational Incidents’.

Over the last four years significant changes have taken place regarding the training and assessment of RDS supervisory managers which has alleviated many of the original concerns. As such, a recommendation of the project was to remove the Restricted Role Attendance for RDS crews and reinstate Chemical Protection Suits back on RDS appliances.

Following approval of the findings, the restriction has been lifted allowing the Service to mobilise the nearest and quickest appliance to every community within Derbyshire, regardless of what duty system is in operation in that area. A summary of each station’s risk findings has now been incorporated within their station plan and RDS crews carry out bespoke training on those risks every twelve weeks (as identified within the annual training plan) as a minimum. This does not detract from core training.

3. Community Safety and Partnership Working: The Service will explore the opportunities to further develop collaboration and partnership working and health and wellbeing.

We said: We would conduct an Emergency First Responder pilot scheme.

We have: In May 2015, the Service embarked on an Emergency First Responder (EFR) pilot scheme with East Midlands Ambulance Service (EMAS) which formed part of an overall regional working trial scheme involving five other Fire & Rescue Services (Nottinghamshire, Leicestershire, Northamptonshire, Lincolnshire and Humberside).

The pilot scheme involved RDS/On-Call fire fighters from four fire stations (Buxton, Dronfield, Staveley and Matlock) who responded to Category ‘Red 1’ (immediately life-threatening, e.g. cardiac arrest) & ‘Red 2’ (immediately life-threatening, e.g. chest pain / stroke)’ incidents, giving medical treatment in line with the EMAS clinical governance arrangements. They provided medical intervention, including the use of defibrillators to patients aged 12 years and older, and remained at the incident until EMAS clinicians arrive.

Page 11 of 49 Draft Annual Report 2015 16 Since the scheme commenced feedback from the public has been very positive and illustrates how collaboration is working well from the communities’ perspective. The graph below shows the number of EFR incidents the four fire stations has attended since the pilot scheme launched in May 2015 through to March 2016.

This collaboration benefited our fire fighters by developing a wider skills base for incident responses as well as increasing call out activity. It aimed to support and improve patient outcomes in each fire station area.

4. Assurance: Review corporate layers of assurance to ensure they are effective by removing duplication and waste. Also ensure they are managed at the appropriate level.

We said: We would review layers of assurance relating to firefighter safety.

We have: During the summer of 2014, a review took place to examine the ways in which we ensure fire fighter safety. This included looking at the way we carry out audits, training and the equipment in place to ensure we have the right level of assurances, in the right areas.

This review identified areas of duplication and waste which we are now working hard to remove.

During 2015/16 a number of working / task and finish groups were established to deliver the service improvements identified in the review.

Page 12 of 49 Draft Annual Report 2015 16 5. Service Improvement: To improve the efficiency and effectiveness of service delivery through developing our people, processes and systems.

We said: We would implement the People Strategy 2015/17.

We have: The Service launched its three-year People Strategy in April 2015. A comprehensive range of objectives have successfully been implemented in 2015/16. Details of this can be found further on in the report.

We said: We would conduct a cultural survey within the Service. We have: As part of the People Strategy, the Service conducted an internal cultural survey during the autumn 2015.

The cultural survey was ‘customer-focused’ and allowed the Service to determine if management and employees were working towards and living the organisation’s values and priorities. It’s an insightful look at understanding the culture and its impact on employee morale.

The Service employed a reputable external organisation to conduct the survey which ran between 28 October – 25 November 2015 on the Service’s intranet system.

There were 481 employees who completed the survey, equivalent to 58%.

From the results, the Service had an ‘engagement score’ of 85% which far exceeded the result of seven other Fire & Rescue Services the external company had worked with (based over 2011 – 2015). Some key positive results to questions included:

90% Agreed ‘I believe that 90% Agreed health & safety is something DFRS ‘I understand the takes very 97% need for change at seriously’ DFRS given the Agreed challenges it faces’ ‘I care about the future of DFRS’

Page 13 of 49 Draft Annual Report 2015 16 The Procurement Fleet Framework – a year on

The Procurement Framework which provides the Service and the UK Fire & Rescue Services with the provision of new pumping, aerial and special fire appliances, generated a potential £19m of contracts in its first year for UK and European bodybuilders. Authorities placed orders for:

 39 heavy/medium pumping appliances

 five light pumping appliances

 five special appliances through the Framework Agreement.

Nine pre-qualified suppliers were selected following a competitive tender procedure undertaken by Derbyshire Fire & Rescue Service.

The Procurement Fleet Framework was nominated for the ‘GO’ (Government Opportunity) Excellence in Public Procurement Awards in March 2016. Attending the ceremony were Area Manager Corporate Services Peter Aykroyd, Helen Tideswell, Transport Manager, and Group Manager Corporate Services Sean Wells.

How our employees have made a difference to our financial challenges and created service improvement opportunities

Over recent years the Service has worked hard to meet the financial challenges it faces and has made great progress towards achieving the savings required. Contributions have come from all departments of the Service and their savings have made a real difference without jeopardising the quality of service provided.

Savings Achieved Over £15,000 saved in recycling and re- using PPE for new recruits. £1,586 saved last year in retrieving over ordered stock on stations.

Achieved in excess of £150,000 additional interest receivable on bank balances over the period 2014/2015 £8,639.93 p.a. for and 2015/2016. This is due to bringing the Treasury Waste Contract. Management function in house.

Re-negotiating contracts e.g. First Aid, Approx £5,000 cost savings: washing flash saving £692.88 p.a., laundry contract £480.00 hoods, bear suits and blankets to re-use on p.a. stations.

Page 14 of 49 Draft Annual Report 2015 16 Recycling Other items we recycle include batteries, light bulbs, uniform, flash hoods, blankets, dry suits. All undress uniform now washed here when returned. All condemned PPE donated to third world countries, hoses to Twycross Zoo and Monkey World.

Procurement Working Collaborative with:

 Derbyshire Dales County Council for venue hire  Derbyshire Procurement Officer Group, looking at ways of working together  Derbyshire Constabulary on the Joint HQ Build and future joint contracts.  Future collaborations with the Derbyshire Constabulary: MFD’s, stationery, waste, safety glasses, and office cleaning.  Waste Disposal Tender with East Midlands Strategic Commercial Unit and the Derbyshire Constabulary.

 The Service has an internal Service Improvement site whereby employees can register any improvements they have realised. Some key improvements included:

Accident reporting for DFRS vehicles – A new list created on service intranet for Working with Data Management to the recording of vehicle incidents to streamline processes, removal of dual automate budget reporting. reporting by Transport and Investigating Officers as the separate accident report Approximate time saving: 7 hours a is no longer required. month.

Linking Incident activity to MOSAIC types - For performance reporting purposes we now can auto-match the incidents (UPRN) to the mosaic data to enhance reporting as to who is having fires, who the casualties and fatalities are. This data can be back dated.

Changes to the Whole-time recruitment process meant the process was reduced from 8 months to 4 months from going live with advertising and an on-line JRT to the start date for new recruits.

Performance Reporting: Additional data placed on the Performance Dashboard to ensure better reporting in the future.

Page 15 of 49 Draft Annual Report 2015 16 How we performed in 2015/16

A Key Performance Measure (KPM) is a measurable value that demonstrates how effective we are at achieving our key service objectives.

Since 2014/15 the number of incidents attended by Derbyshire Fire & Rescue Service increased by 1% which equates to 84 more incidents. Primary fires incidents, which includes houses, businesses and road vehicles increased by 5%, the number of casualties and fatalities from accidental primary fires including precautionary checks increased by 7% and the number of arson-related incidents increased by 4%.

A targeted approach to Home Safety Checks* (HSCs) to those considered vulnerable within our communities has seen an increase of 14% in HSCs delivered to those occupants who are most at risk from fire.

Key Code

Surpassing target by more than 5% On target or surpassing target by up to 5% Off target by up to 5% Off target by more than 5% Direction An indication of performance compared of travel to activity in 2014/15 N/A New KPM not previously measured

Prevention and Inclusion

Direction KPM Key Performance Measure Actual Target Target Actual/Target of 2014/15 Ref (KPM) 2015/16 2015/16 Met travel Actual: 450 1.1 Accidental dwelling fires 448 416 Accidental dwelling fires attended X  Target: 447 Fatalities and casualties Actual: 41 1.2 Persons injured by fire in accidental 44 48   Target: 43 primary fires Actual: 1,188 1.3 Primary fires 1253 1093 Primary fires attended X  Target: 1,236 Actual: 1,021 1.4 Deliberate fires 1061 906 Deliberate fires attended X  Target: 1,065 High-consequence RTCs Actual: 181 1.9 High-consequence RTC incidents 149 192   Target: n/a attended HSCs to vulnerable groups Actual: 71.1% 1.10 HSCs delivered to vulnerable 79.4% 75.0%   Target: 70% groups (%) HSCs to vulnerable Actual: n/a 1.11 underrepresented groups 1.1% 6.0% n/a HSCs delivered to vulnerable X Target: n/a under-represented groups (%) Direct engagement Actual: n/a 1.12 Direct engagement with vulnerable 3329 3475 n/a X Target: n/a people outside 10-minute response

Page 16 of 49 AR 2015 16 030616 Protection

Direction KPM Key Performance Measure Actual Target Target Actual/Target of 2014/15 Ref (KPM) 2015/16 2015/16 Met travel Non-domestic false alarms False alarms caused by automatic Actual: 933 2.3 986 897 fire detection in non-domestic X  Target: 1,040 properties Fires in non-domestic Actual: 176 2.5 premises 201 198 X  Target: 193 Fires in non-domestic buildings

Response

Direction KPM Key Performance Measure Actual Target Target Actual/Target of 2014/15 Ref (KPM) 2015/16 2015/16 Met travel WDS availability Actual: 98.9% Availability of Wholetime/Day 3.1 99.6% 99%   Target: 99% crewed appliances (Staffing) (%) RDS availability Actual: 75.5% 3.2 Availability of stations' first RDS 77.3% 75%   Target: 75% appliances (Staffing) (%) WDS core competency Actual: 3.3 WDS core competency (via 100.5% 100%   101.6% assessment) (Weighted index) Target: 100% RDS core competency Actual: 99.5% 3.4 RDS core competency (via 100.3% 100%   Target: 100% assessment) (Weighted index) Officer core competency Actual: 3.5 Officers core competency (via 100% 100%   101.9% assessment) (Weighted index) Target: 100% Response standards (1st Actual: 79.3% 4.1 pump) 80.4% 80% Response standards met for life-   Target: 80% risk fire incidents - 1st pump (%) Calls answered in 30 Actual: 98.9% 4.3 seconds 99.6% 97% Calls answered in 30 seconds   Target: 97% (%) Post-contact satisfaction Percentage of respondents to Actual: 97.1% 5.1 post-contact surveys who 94.9% 98% X  Target: 98% showed satisfaction with the Service

Page 17 of 49 AR 2015 16 030616 Corporate

Direction KPM Key Performance Measure Actual Target Target Actual/Target of 2014/15 Ref (KPM) 2015/16 2015/16 Met travel Organisational assurance Actual: 120% 5.4 Organisational Assurance 124% 100%   Target: 100% (Weighted index) CIPFA code of governance Actual: 100% 5.5 Compliance with CIPFA code of 100% 100%   Target: 100% Governance Service development Actual: 70 5.7 activity 70 119 Number of service development X  Target: n/a activities started Financial strategy Actual: 100% 6.1 Achievement of medium-term 100% 100% financial strategy to deliver cost-   Target: 100% effective services Service expenditure Actual: £33.77 6.2 Total service expenditure per £34.55 £ 37.27   Target: £38.59 head of population Response expenditure Actual: £14.87 6.3 Response expenditure per head £14.93 £ 16.25   Target: £16.28 of population Community safety Actual: £2.61 6.4 expenditure £2.49 £ 3.21 Community safety expenditure   Target: £3.22 per head of population Non-operational Actual: £16.29 6.5 expenditure £17.13 £ 17.81 Non-operational expenditure per   Target: £18.11 head of population Actual: £68.45 6.6 Band D council tax £ 69.80 £ 69.80 Band D council tax   Target: £68.45

*In 2016/17, the Service will replace the delivery of HSCs with Safe & Well Checks.

For further performance related information please visit our website: Our Performance Information

Page 18 of 49 AR 2015 16 030616 Prevention & Inclusion Portfolio

Working together to reduce risk Prevention & Inclusion (P&I) work with partners, communities and individuals to develop a risk-based approach to preventing emergency situations. This is delivered by giving advice and support to our diverse communities through collaboration and partnership work. We also visit people in their home, at work, at school or while out and about, informing them of how to prevent fires and emergencies and what to do in the event of a fire. The Service works collaboratively with partner agencies in identifying persons living at risk within our communities. Through local joint information sharing and risk reduction action planning, we are able to work together to protect vulnerable people and improve outcomes. Integral with P&I, the Service strives to embrace inclusion, equality and diversity and provide a workplace environment where everyone can be themselves and expect to be treated fairly and with respect. As a Public Sector service we have a legal, financial and most importantly moral obligation to ensure that we are compliant with all relevant equality legislation and that we are open to challenge and scrutiny to ensure this.

Intended outcomes include:

Reducing the number of accidental fires in Reducing the number of deaths and the home injuries that occur from fire in the home

Mitigating the severity of fires in the home Reducing deaths and injuries on Derbyshire’s roads. Reducing the number of deliberate fires

Following a review of Prevention and Inclusion in 2015/16, four key work streams were identified:

 Health and Wellbeing  Road Safety  Youth Engagement  Diversity & Inclusion

Health and Wellbeing

The Service recognises the link between health inequality, lifestyle and the risk of fires in the home and is therefore committed to support the health and wellbeing of our residents. By working alongside City and County Health and Wellbeing Boards and improving our data sharing facilities we aim to deliver health and wellbeing initiatives.

Page 19 of 49 AR 2015 16 030616 VARM

Prevention & Inclusion is a key partner in the delivery of the Vulnerable Adults Risk Management (VARM) process supporting vulnerable adults who do not meet the threshold for adult safeguarding, ensuring risk from fire is mitigated as appropriate. Good News Case achieved through the VARM process from one of our Community Safety Officers (CSOs).

An 85-year-old female living alone in a privately owned home receives some support from a neighbour but up until very recently was not receiving any support from any other services or familymembers.

A local Police Community Support Officer requested a Community Safety Officer (CSO) from the Service to visit her in February. However the occupant refused all entry to emergency services and didn't want to engage with anyone.

Adult care was notified and visited the property to find the female was:

 living in a small section of a bedroom upstairs  the home was entirely full of discarded items which restricted access throughout the property  stagnant water in the property  no source of hot water or toilet facilities available  the kitchen wasn't fit for purpose  no central heating or working boiler.

A VARM was called with Adult Care, Environmental Health Officer, CSO, and the Police.

A prohibition notice was served on the property and the occupant reluctantly went to stay at a local respite care home. · All the agencies concerned have worked together to ensure the requirements served in the notice have been fulfilled – work is underway to ensure that hot water is available, there is heating in her home and she can use the bathroom facilities. She has also helped in clearing discarded items – it is hoped that she can return home soon.

During the initial visit, the CSO was unable to walk around the property- now they have been able to fit three new smoke alarms.

This truly illustrates the importance and value of VARM working together to achieve life-changing experiences for someone’s health and wellbeing.

Jan ’16: Training commenced and processes amended to introduce Safe and Well Checks which would replace Home Safety Checks.

Page 20 of 49 AR 2015 16 030616 Safeguarding Safeguarding is multi-agency partnership which is aimed at protecting children and adults with care and support needs from abuse and neglect.

Agencies such as police, social and health services need to work together to prevent or stop abuse. The Service has an important role to play in preventing and reporting concerns of abuse. The multi-agency work associated with safeguarding adults is led by the Derbyshire Safeguarding Adults at Risk Partnership Board (DSAB).

In 2015, the Service accepted the chair of the DSAB Learning and Development sub group and led on revisions to the group’s terms of reference and the production of an action plan. P & I Officers have contributed to the development of the Board’s policies and plans and have been actively involved in delivering Vulnerable Adult Risk Management (VARM) refresher training to a multi-agency audience alongside partners during the year. A new training course has been developed to raise awareness and increase knowledge of safeguarding to all front line employees. A new fire service policy and accompanying procedures have been implemented to support safeguarding. Quarterly reports of safeguarding activities and training are submitted by P&I to the safeguarding boards.

A pilot partnership with Derbyshire Community Health Services NHS Foundation Trust.

A new pilot partnership commenced in August with Derbyshire Community Health Services NHS Foundation Trust (DCHS). Based at Ascot Drive Fire Station, it provided access to the station gym facilities for pulmonary rehabilitation patients. Exercise is critical in the rehabilitation of pulmonary patients, helping to build physical fitness, which in turn helps improve the wellbeing of people with chronic breathing problems.

William Jones, Chief Operating Officer for DCHS: “DCHS is pleased to be working with Derbyshire Fire & Rescue Service on this innovative pilot, whereby our pulmonary rehabilitation patients are given access to fire service gyms”.

Page 21 of 49 AR 2015 16 030616 Dementia Friend Information Sessions

The Service recognises the importance of mental health as part of health and wellbeing and the effect this can have on the safety of the communities of Derbyshire.

As part of the Alzheimer’s Society’s biggest ever programme to change people’s perception of dementia – the ‘Dementia Friends’ programme, the Service carried out a number of sessions for staff around the county. Over 200 operational and support employees have now received this training.

Dementia Friends awareness session: Dementia Friend training to Age UK Bakewell Swadlincote Blue Watch. Day Centre

‘ICE’ Initiative

The Service led on a winter wellbeing initiative over the winter period in the aim of reducing winter deaths. Along with some of our key partner agencies, Age UK, events were held around the county giving advice on:

 Fire safety  Health and wellbeing  Energy efficiency  Advice on flu vaccinations  Fall prevention  Electric blanket amnesty  Avoiding isolation

Winter packs were handed out and overall over 400 referrals were received.

Delivering fire safety and winter wellbeing advice at the Bakewell Day Centre.

Page 22 of 49 AR 2015 16 030616 Derbyshire County Council (DCC) Healthy Home Project

This project was delivered in partnership with eight Derbyshire District Councils, Derbyshire Public Health and the GP Practice network across the County. The purpose of the project is to help people with specific long term health conditions which may be made worse by living in a cold damp home.

Experience has identified some vulnerable households are too frightened to use their old, unreliable heating system because of high fuel costs. Sometimes households on a fixed income are faced with struggling with their finances to avoid facing a ‘food or fuel’ crises.

Once a Derbyshire Healthy Home Project Client Referral Form is completed it is assessed by the project group to see if free assistance can be offered to support wellbeing issues relating to their health.

Case Study – a success story

The Service visited a female in Clowne following an incident. A visit had been made about 18 months previous to install some smoke alarms and issue fire-proof bedding as she smokes in bed.

The incident occurred after she put her dinner in the microwave and fell asleep after drinking some wine. The smoke alarms woke her up and the crews from Staveley fire station attended.

When the CSO visited her, they noticed that her house was very cold and she said she couldn’t afford to heat her property. She also used a very old electric blanket that someone had given her and an old chip pan. These were swapped for a deep fat fryer and a fleecy under blanket and completed a referral to the Healthy Homes Project Team.

They made a home assessment and arranged for oil-filled radiators and her heating to be sorted out – when they visited, her home was 9 degrees! With their help she now has a warm and ‘healthy’ home and is very happy.

She was very grateful to everyone for saving her life and with the support she received. Quote from Derbyshire County Council

“The Derbyshire Healthy Home programme provides a range of interventions to help people with cold-sensitive health conditions afford to keep warm and well in their home. During a Home Safety Check, Community Support Officers sometimes identify poorly householders who are struggling to keep warm and refer them to the Healthy Home programme for assistance. This partnership arrangement helps provide essential support for vulnerable householders who would otherwise have slipped through the net”.

Page 23 of 49 AR 2015 16 030616 Success in securing funding for Derbyshire Dales residence.

The Service was successful in obtaining funding of £3,000 from Derbyshire County Council to work with vulnerable residence in Derbyshire Dales. Examples of how the funding was used to improve their health and wellbeing included removal of low level clutter which is likely to cause falls/injury and removal of household items to enable equipment to be installed i.e. loft installation or radiators/boilers.

A small team was put together, including DCC Healthy Homes and Derbyshire Dales Community Voluntary Services, to see who would most benefit from this.

Portable Misting Systems

In 2015/16, the Service installed 13 Portable Misting Systems in properties in Derbyshire. They are installed in properties where there is a high probability of fire in the home, due to the vulnerability of the resident, and where they have little or no chance of escaping in the event of a fire.

Over the year the Service attended six activations which were caused by genuine fires. These ranged from kitchen fires to fires in the living room.

Two CSOs trained in chair-based exercise

Two CSOs have successfully completed a four-day Level 2 Central YMCA qualification in chair based exercise for the frailer, older adult. Delivered by Age UK working in partnership with Derby Community Health Services, the course was commissioned by Derbyshire County Council as part of the Strictly No Falling initiative. The Service recognises the link that exists between people’s health and their vulnerability to the risk of fire, which in turn supports the health and wellbeing of the people living in Derbyshire.

CSO – Safety improvement Electronic ID badges for lone Success in securing 1,000 free carbon workers – can press button if feel in any danger monoxide units from National Grid, along with sponsoring 500 smoke alarm testers.

Referrals received from EMAS for Safe & Well checks

Bolsover Local Area Coordinator

The Service was asked by Bolsover District Council to be involved in the recruitment process of two Local Community Co-ordinators.

They support people with disabilities, mental ill health, older people including their families and carers to build and pursue their personal vision for a good life, stay

Page 24 of 49 AR 2015 16 030616 strong, safe and connected as contributing citizens and find practical, non-service solutions to problems wherever possible.

Quote from Bolsover District Council

“As Local Area Coordination develops, the continued involvement of Derbyshire Fire & Rescue is very much welcomed. The culture of a ‘can do’ attitude within the Derbyshire Fire & Rescue Service and desire to help people achieve a better life fits well with Local Area Coordination and is an important requirement to help develop and sustain it into the future”.

Multi-agency hoarding protocol in partnership with Derby University

A project was implemented whereby health and social care university students developed a multi-agency hoarding protocol as part of their year two assignment.

They worked two days a week for nine weeks as part of the Prevention and Inclusion team to develop and research the protocol. The students also liaised with many partner organisations, including the Safer Derbyshire Unit, Adult Care, Environmental Health and Social Services, to gain a better understanding of the way organisations currently identify hoarders and how those organisations work together to address and assist with the issue.

Having received the highest possible mark for their assignment, the completed protocol has now been handed over to year three students who will work with the Service to launch the protocol at a multi-agency conference later this year.

Chloe went onto to echo Stephanie’s comments and express an interest in a possible future career within the fire service. Safer Derbyshire event held at Chesterfield library. Elderly could swop old electric blankets for free fleece topper and advice.

Speaking at a presentation of certificates to mark their time at DFRS, Stephanie said: “I have really enjoyed my time working in the fire service. Everyone has been very friendly and welcoming and I am thankful for opportunity I have had to be part of that team.”

Page 25 of 49 AR 2015 16 030616 Modern Day Slavery

The Service is an integral partner of the Derby and Derbyshire Modern Slavery Partnership. This supports and enables the discovery of and response to incidents of human trafficking and modern day slavery through a victim centred, multidisciplinary and collaborative community effort.

Professional training has been provided to service personnel regarding Modern Slavery including:

 How to identify and react to a potential victim of human trafficking/modern slavery  Understand and apply the local contingencies/response procedures  Barriers to disclosure of human trafficking

Some key areas of work delivered from the Partnership include:  Establishment of a multi-agency tactical intelligence group  Sharing of information from Divisional Organised Crime Groups to Operation Advenus (a central intelligence hub) where slavery or exploitation is suspected.  The development of a referral pathway for professionals and includes general indicators and sample questions to ask the potential victim.  Compilation of information and data from partner agencies to inform the Modern Slavery Assessment for Derby and Derbyshire.

Domestic and Sexual Violence The Service supports all five MARAC (Multi Agency Risk Assessment Conference) in the county and city by sharing risk intelligence data that is fire related and we subsequently update risk information received to safeguard our officers.

The Derby Derbyshire Road Safety Partnership (DDRSP)

The Derby and Derbyshire Road young drivers as well as young Safety partnership deliver passengers. educational workshops to schools and colleges throughout the county in Learn Safe, Drive Safe – DDRSP an attempt to change the attitudes of working with driving instructors offering free three hour advanced training if you have past your test and are aged 25 and under.

Page 26 of 49 AR 2015 16 030616 Young Drivers Education Workshop

Last year the Service attended 24 schools (Year 12) and colleges, reaching 2,480 pupils, working in partnership with Derbyshire Constabulary, Derbyshire County Council and the Road Safety Partnership. The session was split into workshops looking at collision investigation, distraction and drink and drugs. Dying2Drive Campaign

Five events were held, in conjunction with Road Safety Partnership at Broomfield College, Ecclesbourne School, Chesterfield College, Glossop, Bolsover. These were multi-agency events which incorporated educational, technical and RTC scenarios.

Chesterfield College

Students at Chesterfield College took part in the Dying2Drive campaign, which linked into key pieces of assignment work they were studying. The day gave them ‘hands on’ experience into how emergency services respond and work together at RTC incidents.

‘Think Big’ event at Broomfield College – 20 October 2015

In conjunction with our Primary Authority Scheme partner O2/Telefonica UK Ltd, the Service conducted a ‘safe driving event’ at Broomfield College with 80 students participating. The day was based around safe driving for young people with classroom technical input as well as an RTC demonstration. Students also worked with O2 to come up with a road safety application with the winner visiting O2 to develop their app.

Adrian Gorham, Head of Business Operation at O2 quoted:

“I would just like to congratulate everyone involved in Tuesday’s Young Driver Safety day at Derby College. Bringing together O2 and Derbyshire Fire & Rescue Service to deliver an action packed day certainly gave the 80 students from Derby College an experience which I’m sure they won’t forget. The students were a real credit to Derby College and showed engagement throughout the day. The student ideas for the Road Safety App were very innovative and we look forward to welcoming the winning App team to Slough to experience a day at O2.We look forward more opportunities to work with Derbyshire Fire & Rescue Service as part of our long-term partnership and youth engagement initiatives through Think Big”.

YES! Scheme

The Service’s Youth Engagement Scheme (YES!) aims to engage with young people from areas of deprivation and from unstable backgrounds and empower them to think about the consequences of their actions. Some

Page 27 of 49 AR 2015 16 030616 of the key outcomes include:

 Positive outcomes for the young people, their families and the community including increased self-esteem and achievement  Improved aspiration – some moved onto fire cadets and finding employment  A return to education or training - school, college, work placement

In 2015/16, the Service delivered a YES scheme at Ascot Drive.

YES Awards ceremony held in December 2015. Gold star award goes to Darnell Johnson for a great attitude, pictured with CFO/CE Terry McDermott and the Chair of the Authority Steve Marshall-Clarke.

Fire Cadets

Derbyshire Fire & Rescue Service is proud to deliver Cadet Units across the whole of Derbyshire. Aged between 13 and 18, all units are supported by our Youth Support Workers, instructors, operational fire fighters and volunteers. Through a mixture of practical and classroom activities, cadets will perform fire & rescue service activities. We currently run the units at Ilkeston, Nottingham Road, Swadlincote, Chesterfield, Staveley and Shirebrook fire stations. Further information is available here: Fire Cadets.

Fire cadets at Ilkeston working towards their Fire cadets clean for the Queen. Level 3 BTec Award.

Page 28 of 49 AR 2015 16 030616 Police cadets visit Glossop fire station for fire safety careers in the Service in February.

Volunteers

National Volunteers week: June 2015: Signing of the Volunteer Charter At an event to say thank you and acknowledge the outstanding work undertaken by all of the Service’s volunteers, Terry McDermott signed the Volunteer Charter and pledged the Service’s commitment to the on-going recruitment, retention and support of fire service volunteers.

Speaking at the event, Terry said: “It is an honour to have so many dedicated and valued volunteers working within the Service. They all give their time freely to assist Derbyshire Fire & Rescue Service in making Derbyshire a safer place to be. “It has been a pleasure to hear from some of our volunteers today, and inspirational to hear many of their stories.” Fire Bike Safety Patrol Volunteers The Service was delighted to receive a grant of £3,000 from Derbyshire Police and Crime Commissioner’s fund to procure six fire bikes for our volunteers. Volunteers work in pairs and will be able report issues relating to fly tipping, keep an eye on void properties, provide current prevention advice and information and generally have a visible presence in the community.

Page 29 of 49 AR 2015 16 030616 Derbyshire Fire & Rescue Service actively seeks volunteers for many roles within the Service. To find out more about volunteering with Derbyshire Fire & Rescue Service please visit: http://www.derbys-fire.gov.uk/volunteering/

Schools Education programme

The Service recognises that the education of young people about the dangers from fire and fire setting throughout the county makes a significant contribution to reducing risk in the community. For this reason dedicated Community Support Officers visit Year 2 and 6 pupils in primary schools across Derbyshire.

FireSafe

Firesafe is our Fire-setter Intervention Scheme is designed to advise children and young people with fire-setting behaviour to understand and control the feelings and circumstances that lead them to set fires. Trained advisors help the young person to understand the results of their actions through a series of visits and educational exercises at their home or other neutral venue. We have visited 130 young people through this scheme which includes referrals from partner agencies.

Feedback from Youth Offending Service

“The young person said that he really enjoyed the programme especially the way that you presented it, you made it fun to learn but importantly got the message over to him just how dangerous fire can be”.

A case study: A bedroom fire at a property in Derbyshire was caused by a four-year-old boy “playing” with a lighter. All the family had a lucky escape after being alerted by a smoke alarm. A Firesafe intervention was arranged for the young boy and his family.

Page 30 of 49 Draft Annual Report 2015/16 170616 Using the intelligence available to us Derbyshire’s Prevention team and crews focus a huge amount of resource into preventing fires within the homes of those most vulnerable to be most at risk from fire.

High Peak: PMS Installed: 4 – Activated: 2 North East Derbyshire: Chesterfield: HSC: 1,632, PMS Installed: – Activated: 1 PMS Installed: 1 – Activated: 0 Direct Engagement: 3,646 HSC: 1,331, Direct Engagement: HSC: 1,330, Direct Engagement: 2,981 Smoke Alarms fitted 848 Smoke Alarms fitted: 1,708 3,242 : Accidental house fires: 42, Smoke Alarms fitted: 1,184 Accidental house fires: 61 Accidental fatalities/casualties: 2 Accidental house fires: 25 Accidental fatalities/casualties: 3 Accidental fatalities/casualties: Accidental fatalities/casualties:1 Derbyshire Dales: Bolsover: PMS Installed: 1 – Activated: 0 PMS Installed: 0 – Activated: 1 HSC: 1,289, Direct Engagement: HSC: 1,710, Direct Engagement: 4,978 1,305, Smoke Alarms fitted: 1,033 Smoke Alarms fitted: 1,089 Accidental house fires: 20 Accidental house fires: 28 Accidental fatalities/casualties:2 Accidental fatalities/casualties: 4

Derby City: Amber Valley: PMS Installed 4: – Activated: 0 PMS Installed: 2 – Activated: 1 HSC: 2,252, Direct Engagement: HSC: 2,112, Direct Engagement: 5,220 7,469 Smoke Alarms fitted: 1,659 Smoke Alarms fitted: 1,824 Accidental house fires: 63 Accidental house fires: 126 Accidental fatalities/casualties: 1 Accidental fatalities/casualties: 11

South Derbyshire: Erewash: PMS Installed: 1 – Activated: 0 PMS Installed: 0– Activated: 1 HSC: 1,327, Direct Engagement: Key: HSC: 2,068, Direct Engagement: 4,743 2,277 PMS – Portable Misting System Smoke Alarms fitted: 1,374 Smoke Alarms fitted 943 : HSC – Home Safety Check Accidental house fires: 54 Accidental house fires: 29 undertaken Accidental fatalities/casualties: 14 Accidental fatalities/casualties: 6

(Please note: where there were no PMS installations but PMS activation, a PMS system is already installed in the property.)

Page 31 of 49 Draft Annual Report 2015/16 170616 Protection Portfolio Fire Safety at work and other places

As part of our work to keep Derbyshire safe, the Service advises, visits and audits fire safety measures in non-domestic premises. If we discover circumstances that do not meet the requirements of legislation and regulation, we offer advice, guidance and actions to assist the responsible person to take action, usually within a specified time, to ensure they comply with their obligations.

We can take formal action but this is avoided whenever possible. The options open to us are an agreed action plan, enforcement notices, prohibition notices and in extreme cases, prosecution.

We carry out these activities under our obligations under the Fire Safety Order 2005; and we are required by the Environment and Safety Information Act 1988 to maintain a public register which gives information about enforcement notices.

Key achievements in 2015/16

Outcome of the Protection Review

Following a review of Protection in 2014/15, the portfolio commenced implementing the recommendations made last year. Key changes that have taken place include:

 A reduction of personnel from 22.5 FTE (Full Time Equivalent) to 20 FTE

 Training, qualifications and progression that now matches the National Competency Framework for Fire Safety Inspectors

 Allowing experienced Fire Inspecting Officers to use their interpretation of risk to indicate re-inspection (residual risk) rather than the rigid previous system (potential risk)

 Altering the ‘Risk-Based’ Inspection Program to reflect operational risk (from 10 levels to 5)

 Fire Inspecting Officers visiting Risk Levels 4 & 5  Operational Crews visiting Risk Levels 1,2 & 3 (Hazard Spotting)

 Introduced the ‘Short Audit’ from CFOA to reduce the burden on business, only carrying out a ‘full audit’ when circumstances require it

 Introducing new ‘Letters and Notices’, again from CFOA, to ensure conformity to national standards and simplicity for businesses across FRS boundaries.

Page 32 of 49 Draft Annual Report 2015/16 170616 The changes to competency and risk management systems will mean risk is more effectively controlled by:

 All 30,5000 non-domestic properties visited by Operational crews over 5 years

The outcome of the review identified many areas of improvement in relation to efficiency and effectiveness, including financial savings to the Service and improved processes, without jeopardising the quality of the services it delivers.

CFOA Short Audits

Short audits were introduced in May 2016 to better assist business in reducing the amount of time spent on site by the Service. We will still address safety issues as and when they arise, but this initiative is designed to reduce the regulatory burden on business.

New Fire Safety Laws for Landlords

New laws came into force in October 2015 that made it compulsory for all private landlords to fit smoke alarms on every level of rented homes, as well as carbon monoxide alarms in properties which burn solid fuels.

In preparation for this, the government supplied the Service with smoke and carbon monoxide alarms that were despatched to landlords throughout the county. In total almost 6,000 smoke alarms and over 2,000 carbon monoxide alarms have been given to private landlords, along with the relevant safety information and their legal responsibilities.

Private landlords must now check all alarms are working at the start of every new tenancy, with potential penalties of up to £5,000 if they don’t comply.

Engaging with Diverse Businesses

Staff from the Protection portfolio attended a national event looking at assisting the Service to better meet the demands of a diverse and culturally varied business sector. We’ve taken the ideas and best practice from this event and others and are now meeting diverse businesses across the county and improving the communication between us.

For instance, we are setting up educational visits to different sections of the community and in the community, listening to concerns, explaining the responsibilities of business owners and assisting them to meet the expectations of fire safety law. We have designed and printed guidance and letters in the languages that our diverse businesses need.

Page 33 of 49 Draft Annual Report 2015/16 170616 In March Fire Inspection Officers attended a BME SME fire safety & food standards event for members of the Chinese Community.

Public Register of Notices

In 2015/16, the Protection Team served 29 Enforcement Notices and 12 Prohibition Notices. You can view these notices using the below link:

Public Register of Notices Served. and http://www.cfoa.org.uk/11823.

The Service was successful in prosecuting three businesses last year for failing to comply with the Regulatory Reform (Fire Safety) Order 2005.

Case Date Award

Landlord of rented Jan 2016 Convicted and fined a total of £6,052 accommodation convicted of including costs for five offences in offences against the Fire Safety relation to premises he let and Order 2005. Shirebrook. subsequently sub-let.

Responsible person of a August 2015 Convicted and fined a total of £10,217 nightclub convicted of offences including costs to Derbyshire Fire & against the Fire Safety Order Rescue Service and Chesterfield 2005. Chesterfield. Borough Council.

Landlord of guest house 2015 Convicted and fined a total of £24,074 convicted of Breaches of the including costs and a victim surcharge Fire Safety Order 2005. Belper. of £120.

Primary Authority Scheme (PAS) – A Year On.

The recent application of the Primary Authority Scheme (PAS) to fire & rescue services has resulted in the development of many partnerships across the Country. The aim of the scheme is for the primary regulatory partner to provide robust, reliable and consistent advice on compliance issues in respect of the Regulatory Reform (Fire Safety) Order 2005 and the advice followed will be suffice to satisfy regulatory compliance across local authority boundaries. In 2014/15, the Service was proud to sign a PAS with Telefonica UK (O2).

Page 34 of 49 Draft Annual Report 2015/16 170616 This partnership has resulted in the provision of comprehensive assured advice and by close examination of the company’s fire safety measures a portfolio of evidence has been produced to illustrate how Telefonica meets each of its statutory obligations under the Regulatory Reform (Fire Safety) Order 2005. The system has been tried and tested and enables the Service to make a quick and timely response to any inquiry from external regulators. The Service is currently in the process of finalising further PAS agreements with two major social landlords in the region and continues to provide support to local business through our Business Support Initiatives.

Care Home Managers Fire Safety Seminars

Last year the Service hosted a number of fire safety awareness events for Care Home owners / managers and other agencies at fire stations. The events proved very successful and valuable to those who attended.

Fire safety awareness event to care home owners and managers: 29 Oct 2015.

Fire Investigation

The Service conducts Fire Investigations using its powers under the Fire Services Act 2004.

The outcomes are used to initiate and support the Service in its primary role of reducing community risk. Investigating the cause and spread of fire provides evidence, reports and statistical data which inform our Prevention, Protection and Response activities supporting our Integrated Risk Management Plan.

As well as sharing these with other Fire & Rescue Services, they are also shared with our partners, in particular the Police, Crime Scenes Investigators and The Crown Prosecution Service to reduce fire crime.

The Service attended 122 Level 2 Fire Investigations which included nine over- border incidents. These investigations included fatal fires, arson incidents and accidental fires.

Page 35 of 49 Draft Annual Report 2015/16 170616 They have helped secure a number of convictions for arson in 2015/16 with sentences ranging from 24 months to 24 years.

Following an intensive training period and a successful, robust two-day assessment to attain a licence to work, Dexter, a 14- month-old black and white cocker spaniel, is to take over the lead for fire investigation from a much loved and long serving fire investigation dog ‘Freckle’. Watch Manager Dave Coss with Dexter.

Domestic Sprinkler Systems. Think Sprinkler Campaign

Over the years the Think Sprinkler campaign has gone from strength to strength. Last Year:-

 Parkside Sheltered Housing in Chesterfield is a new build, which opened in spring 2016; this now means that all of Chesterfield Borough Council sheltered housing schemes will be protected by sprinklers

 In the future all new builds and refurbishments in Chesterfield will be either built with sprinkler systems or retrofitted

 Derby Homes will, over the next five years, install sprinklers in 700 homes that will either be built or refurbished

“Derby Homes are committed to the installation of Sprinklers in all new build and major refurbishment projects; I am pleased to announce that, working in partnership with Derby City Council we have installed sprinklers into over 250 homes. We can now reassure our tenants that both these homes and the people living within them will be protected from fire and its devastating effects into the future” Mike Ainsley, Chair of Derby Homes  South Derbyshire District Council are now fitting sprinklers as standard in a new development at Lullington Road

 Bolsover District Council are hoping to build another 100 homes fitted with sprinklers

 Bolsover are involved in installing new pipework and sprinklers in over 200 properties which will be carried out over the next two years.

Page 36 of 49 Draft Annual Report 2015/16 170616 In October 2015 the Service ran a successful sprinkler event which highlighted the good work that we are doing in partnership with our local authority ‘Think Sprinkler’ partners. The day was well attended and progress made in reaffirming the ‘Think Sprinkler’ message.

Matt Hands Derby Homes Paul Stepto Chesterfield Borough Council

Roger King OBE, OSt.J, QFSM, Caroline Tucker and CFO/CE Terry McDermott

“By building homes with domestic sprinklers; builders, architects and planners are not only safeguarding the lives of those who live in their properties, but also future proofing the design for the aging population” CFO/CE Terry McDermott, Derbyshire Fire & Rescue Service.

Derby University

Derbyshire Fire & Rescue Service has identified that architects, building designers and building engineers often think about fire safety much later in the design process. Therefore we initiated contact with Derby University to educate their students early on their careers. What started as two small trials is now growing to include students from across the campus and across several disciplines, and they really enjoy the Service’s fire safety and knowledge input. Students had the opportunity to take part in technical workshops, practical exercises, to view a live fire and to witness demonstrations regarding fire, combustion and smoke spread.

Page 37 of 49 Draft Annual Report 2015/16 170616 Response Portfolio

The Response Portfolio ensures that we have our operational resources in the right place, at the right time, staffed by personnel who have the right skills, training and equipment to resolve the full range of incidents that they may face, effectively and professionally.

Despite all the efforts of individuals and the Prevention and Protection activities, Derbyshire’s firefighters still respond to over 6000 emergency incidents a year. Whilst we have seen a reduction in calls to fires, we are still responding to a yearly average of over 500 RTCs where we performed 215 rescues and numerous water- related incidents, carrying out an average of 41 rescues per year.

The Response Portfolio responds to a range of incidents such as -

 Fire  Animal Rescue  Road Traffic Collisions (RTC)  Water Rescue  Chemical  Flooding

In total our response crews were called upon to attend 7600 emergency incidents throughout the year. This is an increase of 16% compared to last year; however this is due to the introduction of the Emergency First Responder scheme at Dronfield, Staveley, Buxton and Matlock fire stations.

By removing the EFR incidents the number of incidents has increased slightly from 6520 to 6583 which equates to 1%.

Whole-time Recruitment

The Service undertook a Whole-time fire fighter recruitment campaign. Prior to commencement, a complete review and redesign of the process took place as the Service hadn’t recruited since 2009. Some of the key areas that were reviewed included the introduction of an on-line recruitment process, role of a modern day fire

Page 38 of 49 Draft Annual Report 2015/16 170616 fighter, pre-entry criteria, medical requirements and assessments undertaken. As part of this project the Migration Policy was reviewed and updated to open up recruitment opportunities for interested RDS personnel.

Publicity and positive action events took place in May/June, with the on-line recruitment site opened in July. Job-related tests assessments, interviews and medical checks followed. The uptake, as expected, was high.

The 15-week course commenced at the end of Novembers 2015 and by March 2016, the Service was proud to announce the employment of 10 new Whole-time fire fighters.

A proud day for the Service as 10 new Whole-time firefighters are honoured at the Pass Out ceremony

Retained Duty System Recruitment

Over the year, the Service recruited for Retained Duty System firefighters. Five courses were undertaken in 2015/16 with 37 new recruits starting. Retained Duty Firefighters are an essential part of our response capability, often serving the more rural parts of Derbyshire and we will continue to recruit through 2016/17 and beyond further strengthening our overall ‘blue light’ response.

Ten new Retained Duty System / On-call Firefighters have finished their initial training Oct 15.

Page 39 of 49 Draft Annual Report 2015/16 170616 In March ‘16 Staveley RDS welcomed two new …and Bakewell RDS train their liquid-tights recruits to the team suits

“Migration of RDS to Role of Firefighter” Service Procedure Updated As part of the WT recruitment campaign and a review of our processes, the Migration to Role of Fire Fighter Policy was updated.

The procedure sets out the parameters to be adopted for migration and promotion of existing Retained Duty System (RDS) employees onto the Whole-time Duty System (WDS).

Key changes included:

 A new document title that is more inclusive of the opportunities now opened to RDS personnel wishing to consider a Whole-time fire fighter position: “Retained Duty System (RDS) Migration to Whole-time Duty System (WDS) Firefighter Roles Plus Promotion from RDS to WDS Roles”  Changes to the process  Change to eligibility and promotion.

Due to this change three RDS personnel commenced the Whole-time recruitment course in November 2015.

Multi fatal fire – Langley Mills prosecution

At 03:59 hours on Sunday 21 June 2015, Derbyshire Fire & Rescue Service (DFRS) received a call to attend a car fire at a property on North Street, Langley Mill. At 04:01 hours a further call was received reporting a house fire, with persons reported, at the same address.

Tragically three people died as a consequence of the fire. Investigations into the cause of the fire identified the cause to deliberate ignition.

Page 40 of 49 Draft Annual Report 2015/16 170616 In February 2016 following a trial at Nottingham Crown Court three men were found guilty of murder and deliberate starting the fire and sentenced to a total of 81 years in prison.

Derbyshire Fire & Rescue Service has its own specialist Fire Investigation Unit and works closely in partnership with Derbyshire Police in investigating acts of arson and deliberate fire setting.

Prevention-related Activities

The downward trend in the number of emergency calls responded to reflect the commitment and energy our response crews have made during 2015/16. This has been achieved by working with Derbyshire communities to make people safer in their homes, businesses, at leisure and on our roads through the provision of information, support and advice. Such prevention work is becoming more and more an essential part of the role of the firefighter in Derbyshire. As we move forward into 2016/17 and beyond, our crews will become even more focused in assisting communities, particularly the more vulnerable, to become safer.

It is important that all Derbyshire communities are able to develop a productive relationship with the Firefighters in their local areas. This helps to further develop the ‘community contract’ highlighting the key role local people play as the first part of the ‘wall of defence’ against fires and other emergencies. To that end during 2015/16 we increased the number of station open days held and we plan to hold many more moving forward.

Crews carry out Safe and Well Checks

In January 2016, the Service commenced training operational crews to undertake Safe and Well Checks which would replace the Home Safety Checks.

They will still comply with our statutory duties but will expand to include information on the health and wellbeing of residents. People who are in poor health, live with mental illness or reside in poor housing are particularly more likely to come to harm. When someone is at risk of a slip, trip or fall because of mobility problems or sensory impairment, or when someone has become socially isolated or lives in fuel poverty, it is a strong indicator that they are more likely to be at risk of fire.

Operational Crews trained to deliver hazard spotting following the Protection Review

Page 41 of 49 Draft Annual Report 2015/16 170616 Working with other Emergency Services improving our joint response

During 2015/16 we have worked closely with response colleagues in the other Emergency Services (predominantly Derbyshire Police and East Midlands Ambulance Service-EMAS) in training together under the banner of the Joint Emergency Services Interoperability Programme. (JESIP) This is a national work- stream aimed at ensuring Police, Fire and Ambulance, the first responders to emergencies, are even more effective at working seamlessly together particularly during major emergencies such as for example during severe weather or at major transport accidents.

Working with other emergency services / agencies on a two day multi-agency exercise in October 2015

HVP deployed to Lancashire floods December 2015

Page 42 of 49 Draft Annual Report 2015/16 170616 Modern ‘fit for purpose’ Emergency Vehicles

Procurement of new fire appliances

The Service procured seven new Scania fire appliances as part of the Transport Strategy 2014-18. Working jointly with Nottinghamshire FRS on the vehicle specification/design, these appliances have been designed with the latest technology and fire fighter safety in mind including, integrated snow chains, an integrated 100 litre foam tank and CCTV recording/imaging. The CCTV camera system installed has all outward facing cameras that cover the front, rear and sides of the appliance. There is no facility for audio recording. CCTV recordings/image information can be used for a variety of reasons including the following:  Anti-Social Behaviour Investigation, including attacks on fire crews  Fire Investigation  Incident Debriefing  Accident Investigation.

Additional Transport updates included:  Replacement of 14 light vehicles  Tended for a Bulk Foam Pod to be transported by our existing prime movers. Refurbishment of our two existing bulk Water/Foam Carriers at Ilkeston and Staveley, transforming them into 9000 litre Bulk Water Carriers.

Planning a better Response

During 2015/16 Operational Crews also continued to invest considerable time in becoming familiar with the risks in their areas. This involves the provision and subsequent testing of operational plans so that if a fire or another emergency does occur firefighters are on the front foot in knowing the specific risks they face dealing with whatever confronts them, increasing the likelihood of successfully protecting life and reducing damage to property and the environment.

Belper, Wirksworth and Alfreton Green Watch Breathing Apparatus training in January

Page 43 of 49 Draft Annual Report 2015/16 170616 Key achievements made by Learning & Development

Learning & Development have worked hard over 2015/16 to improve their ways of working and created several service improvement opportunities.

 A total of 864 core skills training courses/modules were delivered in 2015/16  The new L&D Instructor shift system enabled training to be run 7 days a week resulting in 22% (190) of core skills training courses being delivered at the weekend  One WDS recruit Phase One course and four RDS recruit Phase one courses took place  75 Firefighters are currently being supported on Phase 2 development.  Regional working was progressed resulting in collaborative training provision for Driving Courses

 We supported the Emergency First Responder trial through the provision of Trauma and Driver Training

 We achieved awarding centre status for Level 5 Fire Investigation for the region

 We successfully introduced an apprentice post into the L&D portfolio

 We introduced a new Inclusive Management and Leadership Development Programme (MLDP) providing a defined pathway for development and progression across the service

 We upgraded our BA complex facility to better integrate Breathing Apparatus BA and Compartment Fire Behaviour Training CFBT

 We enabled and supported year on year take up increase for Institute of Fire Engineers (IFE) qualifications. In October 2015, 50 applicants undertook 93 IFE papers. In March 2016, 85 applicants undertook 148 papers.

EMAS at Kingsway fire station training site taking part in some joint training February 2016.

Page 44 of 49 Draft Annual Report 2015/16 170616 Delivering against the People Strategy: Year One

People Strategy 2015-17

Our people are our most valuable asset. The Service has developed a three-year strategy to ensure that we have the capacity and capabilities to deliver a modern Fire & Rescue Service to our communities.

In 2015/16, the Service has worked hard to deliver a large amount of actions set out in the People Strategy.

Some of the key achievements delivered against the key themes in Year One included:

Outstanding Leadership

 Developed and introduced a Management & Leadership Development programme (MLDP)  Introduced the iPerform programme for all Strategic and Senior Managers to support performance improvement and engagement ( initially as a trial)  Established a promotion and selection process for all levels  Developed a Service Progression Procedure And Managerial & Leadership Development Programme.

Shaping Our Workforce

 Updated our workforce plan and refreshed the data to include age, gender and protected characteristics  Completely redesigned and undertaken a significant recruitment campaign for Whole-time firefighters  Increased the number of Retained firefighters using a refreshed recruitment process  Updated our workforce plan to anticipate the retirement profile  Developed accurate establishment data which is provided to key stakeholders every month.

Page 45 of 49 Draft Annual Report 2015/16 170616 Developing and Rewarding Our People

 Remodelled and re launched the Appraisal process  Renewed the contract for the employee benefits scheme (Firesaver)  Put in one place the current suite of offers and schemes available to all employees.

Engaging Our People  Directly engaged with our employees on the HQ relocation  Continued to undertake station and departmental visits by the Strategic Leadership team  Further developed the Well4work website to include information on personal resilience and suicide  Signed up to the ‘Time to Change’ pledge to support mental health initiatives  Introduced technical solutions to improve auto population of sickness absence notifications and return to work meetings (RTW).

Positive Working Environment and Culture

 Delivered a conference for Middle Managers to contribute to organisational goals and priorities  Refreshed the organisational values  Undertaken a cultural survey.

Success in reducing our sickness levels

‘Well4work’ is the Intranet platform that provides information, guidance and support for Service personnel around Occupational Health, Fitness, Health and Lifestyle, Attendance Management and Wellbeing.

The priorities set out in the Service Plan are supported by our People Strategy 2015- 17, with employee motivation, satisfaction and commitment being fundamental to effective service delivery.

In 2014/15, the Service saw a rise in sickness absence levels that cost of increase to £579,072 amounting to 8143 total shifts lost. An appraisal of our processes and people management capability showed:

 High absence attributed to mental health issues  Lack of ownership of processes by managers  Limited information on health matters

Page 46 of 49 Draft Annual Report 2015/16 170616 With senior managers’ approval, HR led on a project with the primary objectives of:

 Improving systems  Increasing managers’ capability for responsive intervention  Developing our network of prevention solutions  Advancing employees’ understanding of health risks  Reducing absence levels

The Senior HR Partner developed the ‘Well4Work’ website and worked with Occupational Health, the Systems Administrator, Service Improvement Adviser and managers to obtain feedback on management processes. Through data analysis and process mapping the points of failure and areas for improvement were identified. The Data Analyst created the program required to auto-populate forms and create reports and the Systems Administrator made adjustments to electronic workflows to automatically generate emails to managers where triggers were reached.

By working in collaboration with key stakeholders and professionals across the organisation we are proud to report the following outcomes/achievements:

 14% reduction in cost of sickness absence  21% reduction in total shifts lost  23% reduction in shifts lost to long term sickness  Mental health absence no longer the top reason for absence

Diversity and Inclusion

We recognise that diversity, inclusion and equality run through every aspect of the Service. It is of utmost importance in both our outward facing service delivery activities and inward facing responsibilities as an employer.

There have been several initiatives to support service delivery activities, ensuring that we direct limited resources on a risk-based intelligence-led basis to the most vulnerable and in need within our community without prejudice. The Equality Act 2010 says public authorities must comply with the public sector equality duty. This is in addition to their duty not to discriminate against employees / service users. The duty aims to make sure public authorities think about things like discrimination and the needs of people who are disadvantaged or suffer inequality, when they make decisions about how they provide their services and implement policies. Therefore, we continue to be active partners in delivering health and wellbeing strategies and in dealing with poverty, health inequalities, social deprivation and social exclusion helping to build stronger, safer more resilient communities.

The Independent Community Inclusion Board (ICIB) meet quarterly and allow the Service to more proactively engage with minority and emerging groups from the diverse communities of which we serve. The Board represents the various protected characteristics including but not limited to race, gender, disability, sexual orientation, religion/belief, age and transgender.

Page 47 of 49 Draft Annual Report 2015/16 170616 There have been key legislation changes affecting the Service which include:

 Shared Parental Leave and Pay  The Care Act 2014  Modern Slavery Act 2015

The Service actively supports and encourages engagement with the Asian Fire Service Association (AFSA), Women in the Fire Service (WFS) and Stonewall.

Awarded the A joint Lead Chaplain has Disability Two Ticks been recruited for award from Job Derbyshire Police and Centre Plus Derbyshire Fire Service, to support employees from across both services.

Two awareness days were held at Kingsway and Staveley Fire Station, to promote the role of a firefighter to female and BME (Black Minority Ethnic). Several events and campaigns held to support and engage with communities across the county. These include:

 Ramadan  “Elf” and Safety  Derbyshire PRIDE  ICE Winter Wellbeing  Derby West Indian Carnival  Dignity Day  Brighton PRIDE  International Women’s Day  Diwali  Hoarding Event  Halloween  Electric Blanket Amnesty  Think Big  Health Promotion Event at  Think Sprinkler West Indian, Hindu and Indian  12 Days of Christmas Community Centre

External Customer Satisfaction Reports Carried Out in 2015/16

The Service recognises the importance of ensuring the quality of its services meets the needs and requirements of our communities. To this end, the Service provides an opportunity for customers to complete a satisfaction survey depending on the services used.

Below are the current satisfaction surveys with the results for each quarter in 2015/16.

Page 48 of 49 Draft Annual Report 2015/16 170616 Customer Satisfaction Quarter 1 Quarter 2 Quarter 3 Quarter 4 survey

After the Incident 83% (28) 100% (16) 83% (17) 93% (13)

Home Safety Check 96% (47) 100% (56) 98% (128) 96% (124)

Business Fire Safety 89% (18) (0)* 60% (5) 95% (36)

*- The form for Business Fire Safety was under review in Q2 so no results were captured.

Our Financial Budget – What we spent in 2015/16

By the end of the 2015/16 financial year the Service will have already saved £7.85m since 2011 and the reduction in grant for DFRS is equivalent to 53% or £4.4m. It is anticipated that a further £1.6m - £2m saving will be required by 2019/20. These savings have been delivered primarily through a review of corporate budgets and a restructure of our support staff. Further details can be found in the Fire & Rescue Authority 2015/16 Budget Report .

Derbyshire Fire & Rescue Service has continued to be proactive in its approach to meeting significant and on-going reductions in Government funding.

Diagram / Figures for 2015/16 figures to be inserted once approved at June ’16 Authority.

PREVENTION MESSAGE

Page 49 of 49 Draft Annual Report 2015/16 170616 ITEM 20 OPEN DECISION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF CHIEF FIRE OFFICER/CHIEF EXECUTIVE

ANNUAL GOVERNANCE STATEMENT 2015/16

1. Purpose of Report

1.1 To present Members with the Annual Governance Statement (AGS) for 2015/16 to consider and approve (Appendix 1).

2. Recommendation

2.1 That Members approve the AGS for 2015/16.

3. Information and Analysis

3.1 The Authority is required to prepare and approve the draft AGS by 30 June 2016 and publish the final audited Statement by 30 September 2016.

3.2 The AGS has been developed in accordance with the principles outlined in the CIPFA/SOLACE Framework - Delivering Good Governance in Local Government. A comprehensive and inclusive process has been followed to ensure that the statement is understood and owned by the wider service. The guidance requires the AGS to be signed off by the Chief Fire Officer / Chief Executive and the Chair of the Fire & Rescue Authority.

3.3 Information available to Members has grown significantly over the years. The Service dashboard supported by performance data and other information systems are easily accessible, providing access to current information enabling Members to scrutinise the Service and hold them to account. 3.4 Following approval by the Authority to change the AGS process in 2015, specific subject matter experts were invited to attend each GPWG meeting during 2015/16. The subjects that were discussed either included a change in its process, or informed Members of work that would have an impact on governance arrangement. This gave Members the opportunity to scrutinise, ask questions and challenge the process with the responsible owner of the subject, ensuring all measures were sufficient and in place. Subject matters discussed included:

 The process for Safeguarding  The outcome of the Protection Review  Outcome of the Review of Assurance for firefighters.

3.5 Questions and answers were documented in the meeting minutes; Members so far are satisfied with the level of assurances met.

Page 1 of 3 ITEM 20 3.6 The AGS continues to be a live document until it is published in September 2016 as part of the Statement of Accounts.

4. Legal Considerations

4.1 The Accounts and Audit Regulations 2011 refer to the Authority’s statutory responsibilities and financial management and internal audit as follows. There is also a requirement to produce an annual statement of assurance under the Fire and Rescue Service National Framework

4.2 The following areas need to be reported on in the Annual Governance Statement under the CIPFA Code of Corporate Governance.

Responsibility for Financial Management

4.3 Regulation 4 Paragraph 1 - The relevant body shall be responsible for ensuring that the financial management of the body is adequate and effective and that the body has a sound system of internal control which facilitates the effective exercise of that body’s functions and which includes arrangements for the management of risk.

4.4 Regulation 4 Paragraph 2 - The relevant body shall conduct a review at least once in a year of the effectiveness of its system of internal control.

4.5 Regulation 4 Paragraph 3 - The findings of the review referred to in Paragraph two shall be considered by a committee of the relevant body, or by the Members of the relevant body meeting as a whole, and following that consideration, shall approve a statement on internal control, prepared in accordance with proper practices in relation to internal control.

4.6 Regulation 4 Paragraph 4 - The relevant body shall include the statement referred to in Paragraph 3 with:–

(a) Any statement of accounts it is obliged to publish in accordance with Regulation 11; or

(b) Any income and expenditure account, statement of balances or record of receipts and payments it is obliged to publish or display in accordance with Regulation 12.

Internal Audit

4.7 Regulation 6 Paragraph 1 - A relevant body shall maintain an adequate and effective system of internal audit of its accounting records and of its system of internal control in accordance with the proper practices in relation to internal control.

4.8 Regulation 6 Paragraph 2 - Any officer or member of a relevant body shall, if the body requires:–

(a) Make available such documents of the body which relate to its accounting and other records as appear to that body to be necessary for the purpose of the audit; and

Page 2 of 3 ITEM 20 (b) Supply the body with such information and explanation as that body considers necessary for that purpose.

4.9 Regulation 6 Paragraph 3 - The relevant body shall, at least once in each year, conduct a review of the effectiveness of its system of internal audit.

4.10 Regulation 6 Paragraph 4 - The findings of the review referred to in paragraph three shall be considered, as part of the consideration of the system of internal control referred to in paragraph (3) of regulation 4, by the committee or meeting referred to in that paragraph.

4.11 The Fire & Rescue Service National Framework Document for England states that: “Fire & Rescue Authorities must provide assurance on financial, governance and operational matters and show how they have had due regard to the expectations set out in their Integrated Risk Management Plan and the requirements included in this Framework. To provide assurance, Fire and Rescue Authorities must publish and Annual Statement of Assurance”.

4.12 Production of the AGS is an essential component of the Annual Statement of Assurance. The Service fully complies with the Annual Statement of Assurance requirements for 2015/16 in its Annual Report for 2015/16. The requirements will be published after approval of the Annual Report at the Authority meeting in June 2016. It is important to note that any significant matters affecting the AGS must be considered up to the date of approving the annual statement of accounts. The Authority will need to ensure that if a review is undertaken of a required area under the CIPFA Code of Corporate Governance at the start of the year, the arrangements are still operating effectively at the end of the year to be able to sign off the statement.

5. Risk Management Considerations

5.1 The effective review of governance and financial management controls provides assurance that related corporate risks are being managed.

6. Other Considerations

6.1 There are no other considerations to take into account.

This report has been consulted upon and approved by the following officers:

Simon Allsop - Director of Finance/ Treasurer Louise Taylor – Solicitor / Monitoring Officer Judi Beresford – AM Executive Support Governance & Performance Working Group – 6.6.16

Contact Officer: Jane Cork, Planning & Projects Officer Contact No: 01332 771221

Background Papers: Appendix A: Annual Governance Statement 2015/16

Page 3 of 3 ITEM 20 Appendix 1

DERBYSHIRE FIRE & RESCUE AUTHORITY

ANNUAL GOVERNANCE STATEMENT 2015/16

“The right things are being done, in the right way, for the right people, in a timely inclusive, open, honest and accountable manner”

Page 1 of 18 Final Draft Annual Governance Statement June 2016 Content of the Annual Governance Framework 1. What is an Annual Governance Statement? 2. Scope of Responsibility 3. The Purpose of the Governance Framework 4. The Governance Framework (4.1 – 4.13) a. Review of Effectiveness 5. Corporate Documents Published as Sources of Assurance 6. Significant Governance Issues 1. What is an Annual Governance Statement?

 Explains publicly how an organisation manages its governance and internal control measures  An open and honest account of how an organisation ensures its financial management system are adequate and effective  Demonstrates the organisation has a sound system of internal control, assuring utmost integrity in all its dealing.

Regulation 4 of the Accounts and Audit (England) Regulations 2011 requires Derbyshire Fire & Rescue Authority to conduct a review at least once a year, and publish a statement by 30 September along with the Statement of Accounts. This also acts as our Statement of Assurance under the requirements of the National Framework 2012.

2. Scope of Responsibility  Derbyshire Fire & Rescue Authority (the Authority) is responsible for ensuring that its business is conducted in accordance with the law and proper standards, and that public money is safeguarded, properly accounted for and used economically, efficiently and effectively. The Authority 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.

 In discharging this overall responsibility, the Authority is responsible for putting in place proper arrangements for the governance of its affairs, facilitating the effective exercise of its functions, which includes arrangements for the management of risk.

 The Authority 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 Authority’s code is on our website, www.derbys-fire.gov.uk Code of Corporate Governance. This AGS explains how the Authority has complied with the code and also meets the requirements of Accounts and Audit (England) Regulations 2011, regulation 4(3).

Page 2 of 18 Final Draft Annual Governance Statement June 2016 3. The Purpose of the Governance Framework

The governance framework comprises the systems and processes, culture and values by which the Authority is directed and controlled, along with its activities through which it accounts to, engages with and leads its communities. It enables the Authority to monitor the achievement of its strategic priorities and to consider whether those outcomes have led to the delivery of appropriate services and value for money.

The system of internal control is a significant part of the framework and is designed to manage risk to a reasonable level. It cannot eliminate all risk of failure to achieve policies, aims and outcomes and can therefore only provide reasonable and not absolute assurance of effectiveness. The system of internal control is based on an on-going process designed to identify and prioritise the risks to the achievement of the Authority’s policies, aims and outcomes, to evaluate the likelihood and potential impact of those risks being realised, and to manage them efficiently, effectively and economically.

4. The Governance Framework

The main body of the Authority’s governance framework consists of six core principles, adopted from the CIPFA/SOLACE framework document ‘Delivering good Governance in Local Government’. These principles are the foundation to the Authority’s Code of Corporate Governance, which can be accessed here: Code of Corporate Governance. The governance framework during 2014/15 incorporated, at the highest level, elected Members of the Authority, with sub- committees and working groups nominated to review and scrutinise specific areas of service performance. Introduction to the Authority and its Committee Structure. The roles and responsibilities of the overall Service and its constituent parts in respect of Governance can be summarised in the following model. The effectiveness of controls and the arrangements to cover risk diminish the further removed they are from the Services activities.

Risk and Control

1ST Business Operations > An established risk and control environment

Risk and Control

2nd Oversight functions > Strategic Management Finance, HR, Quality and Risk Management >Policy and procedure setting Risk and> Control Functional Oversight

Risk and Control

3rd Interdependent assurance: >Provide independent challenge and assurance Internal Audit, External Audit and other Independent assurance providers

Page 3 of 18 Final Draft Annual Governance Statement June 2016 Review of Effectiveness

4.1 Identifying and communicating the Authority’s Vision of its purpose and intended outcomes for citizens and service users.

Our Vision, Service Priorities and Core Values are based on external drivers and consultation feedback relating to what local people say matters most to them. The Vision describes the long term aspirations, with the Service Priorities ensuring the Authority’s resources are focused on reducing risk to the most vulnerable people in Derbyshire, underpinned by the Core Values that describe the way the Service and employees will conduct themselves.

The Authority identifies and communicates its Vision, Service Priorities and intended outcomes for the communities of Derbyshire in a series of strategic plans, including the Integrated Risk Management Plan, and reports that are updated and published annually on the external website: Corporate Plans.

The Service continues to increase its use of social media tools including Facebook, Twitter, YouTube, Vine and Audio Boom to communicate key prevention messages to ensure the Vision and Service Priorities are achieved.

4.2 Reviewing the Authority’s Vision and its implications for the Authority’s governance arrangements.

The Authority considers it imperative that there are robust arrangements in place for reviewing the Vision and so it is reviewed annually as part of the Strategic Planning Cycle. This strengthens the link between the aspirations of the Vision and the realisation of individual Portfolio objectives and projects achieved. The Authority scrutinises specific areas of service performance relevant to contributing towards the Vision through the Governance and Performance Working Group (GPWG) who meet quarterly.

Review of portfolio assurances In 2015/16 the Service introduced a new method of securitising portfolio assurances. This followed a review of assurances that underpin the AGS process last year as part of the key theme: ‘layers of assurances' in the Service Plan 2014-17. During the quarterly GPWG meetings, specific subject matters were discussed that had a change in its process or informed Members of work that would have an impact on governance arrangement. Subject matters discussed included:  The outcome of the Protection Review  The process for Safeguarding  Outcome of the Review of Assurance for firefighters. It gave members the opportunity to scrutinise, ask questions and challenge the process, ensuring all measures were sufficient and in place.

The Service produces and publishes an Annual Report which highlights key achievements made against its Vision / Service Priorities in the format of ‘what the Service said it would do’, followed by ‘what it did and how it actually performed’. The constitutional framework that determines how Authority Members deliver good governance is reviewed annually by the Solicitor/Monitoring Officer and Page 4 of 18 Final Draft Annual Governance Statement June 2016 subsequently approved by the full Authority with the effectiveness of internal control considered annually by the Director of Finance/ Treasurer.

Six Service Core Values introduced In December 2015, the Authority approved the introduction of six core values that underpin the national core values already in place. They were created by our employees setting out the attitudes, behaviours and culture which we expect of everyone working for and on behalf of Derbyshire Fire and Rescue Service.

4.3 Measuring the quality of services for users, for ensuring they are delivered in accordance with the Authority’s objectives and for ensuring that they represent the best use of resources.

External Customer Satisfaction Reports Carried Out in 2015/16

Below are the current satisfaction surveys with the results for each quarter in 2015/16.

Customer Satisfaction Quarter 1 Quarter 2 Quarter 3 Quarter 4 survey

After the Incident 83% (28) 100% (16) 83% (17) 93% (13)

Home Safety Check 96% (47) 100% (56) 98% (128) 96% (124)

Business Fire Safety 89% (18) (0)* 60% (5) 95% (36)

*- The form for Business Fire Safety was under review in Q2 so no results were captured.

Where a customer does not show a level of satisfaction (have not identified satisfied/not satisfied) the percentage figure drops. Where they have identified a level of non-satisfaction, this is escalated to the appropriate Group Manager/Lead to follow through and contact the customer direct.

Evaluation of our services

As part of the planning process the Service undertakes evaluations on projects, initiatives and events they host / are involved in. By doing the evaluation, the Service can consider whether the activity was effective or not, and help to inform and implement improvements. Recommendations and an action plan are produced for the responsible owner.

A robust and auditable evaluation system is essential in deciding where to prioritise resources especially in light of challenging budgets. In the year 2015/16, the Service conducted several evaluations including; schools and education packages, hoarding and VARM process, YES scheme and enforcement visits / fire protection.

Page 5 of 18 Final Draft Annual Governance Statement June 2016 Performance Management and Data Quality

To ensure services are delivered in accordance with the Authority’s objectives, performance reports are scrutinised monthly by the Strategic Leadership Team (SLT), quarterly by GPWG, and biannually by the full Fire & Rescue Authority.

Performance monitoring is captured through the Service Performance Dashboard which provides 'live' incident data allowing service managers and Authority Members to make truly informed decisions. This has increased the level of transparency and scrutiny within the Service.

Further assurances are embedded through the Service Delivery Performance Board, Area Performance Action Group and Local Performance Action Group. These groups have ownership and accountability for station performance and how it is managed and monitored. See the diagram below:

Governance level Fire & Rescue Authority Governance & Performance Working Group (GPWG)

Strategic level Service Delivery Performance Board (SDPB)

Area level Area Performance Action Group (APAG)

Station level Local Performance Action Group(LPAG)

Authority Members have the opportunity and have attended the Service Delivery Performance Board meetings.

There have been major improvements to capture and analyse performance management information. The introduction of a balanced scorecard approach to performance management, which will integrate four key principles:

 Are we demonstrating value for money?  What must we excel at?  Can we continue to improve and create value?  How do our customers see us?

Page 6 of 18 Final Draft Annual Governance Statement June 2016 Link to Our Performance

Corporate Risk Management

Corporate risk management is a central role of the SLT and is the process whereby the Service methodically address the risks attached to its activities. To achieve this, the Service has a dynamic Corporate Risk Register (CRR) that identifies the threats and opportunities that could impact on its Service Priorities.

The management of the CRR is carried out by members of the SLT, with assistance from the Service Management Group (SMG), and GPWG who regularly review existing and emerging risks and where appropriate take mitigation action to reduce the level of risk, down to tolerable level. The management of corporate risks are held within the Performance Dashboard.

Internal Audit

Financial Management arrangements have been reviewed by internal and external audits and are embedded. The annual Internal Audit opinion for 2015/16 confirmed ‘an acceptable level of assurance’ is in place. Active budget monitoring takes place at all levels of the Service and regular and comprehensive reporting takes place to the full Authority.

The Service has an independent Head of Internal Audit via the Central Midlands Audit Partnership, of which Derbyshire Fire and Rescue Service are a partner, who carry out a schedule of internal audit activities. A fundamental role of Internal Audit is to provide Members and senior management with independent assurance on the Authority’s overall control environment, comprising the systems of governance, risk management, and internal control and to highlight control weaknesses together with recommendations for improvement.

External Audit

The Authority's accounts are subject to external audit by KPMG with no significant audit risks identified in the 2015/16 Audit Plan.

4.4 Defining and documenting the roles and responsibilities of the executive, non-executive, scrutiny and officer functions, with clear delegation arrangements and protocols for effective communication.

The roles and responsibilities for the respective functions of the Authority, the Authority’s Principal Officers, Monitoring Officer and Treasurer, the Scheme of Delegation, Standing Orders, contract standing orders and financial regulations, together with the protocols for effective communication and escalation are detailed in the Authority’s Members Handbook 2015 16, which is located on the website. Arrangements are in place for these matters to be reviewed periodically, with recommendations made to the Authority for updates or amendments where necessary. During 2015/16, the Service has reviewed the roles and responsibilities of the Authority, Standards Committee, working groups, Scheme of Delegation and the compliance with the financial regulations, in line with good practice guidance.

Page 7 of 18 Final Draft Annual Governance Statement June 2016 4.5 Developing, communicating and embedding codes of conduct, defining the standards of behaviour for Members and staff.

The Service has Core Values which detail the Authority’s expectations with respect to standards of behaviour. Supporting these Core Values, the Authority has in place Codes of Conduct for both its Members and staff. The Codes of Conduct are supported by a comprehensive framework of processes and procedures for employees and Members.

Affiliations to professional associations are encouraged, with Members complying with the Local Government Association’s code of ethics and behavioural standards.

The Authority has a robust zero tolerance strategy in place to eliminate bullying and harassment from the workplace. This involves strong leadership, Core Values, a comprehensive set of policy documents, training for employees and a range of active and reactive measures.

The Authority continues to place great emphasis upon the importance of ethical standards of elected Members. To ensure transparency and ethical standards are maintained, the Monitoring Officer supplies an Annual Report. Also, the Authority has implemented a voluntary Standards Committee,

The Authority has appointed one Independent Person and can use the services of other local authorities’ Independent Persons if required. A robust constitution, strong ethical standards framework coupled with appropriate guidance and the independent overview ensure high standards of conduct by Members (Councillors) on the Authority using an appropriate and measured response to any issues.

Internal Cultural Survey

As part of the People Strategy, the Service conducted an internal cultural survey during the autumn 2015.

The cultural survey was ‘customer-focused’ and allowed the Service to determine if management and employees were working towards, and living the organisation’s values and priorities. It’s an insightful look at understanding the culture and its impact on employee morale.

It was agreed to employ a reputable external organisation to conduct the survey as it would provide:

 Anonymity of the respondents  External benchmarking against other FRS’s and organisations  External expertise to implement an engagement programme that delivers measurable, positive change across the organisation

The survey ran: 28 October – 25 November 2015 on the Service’s intranet system.

There were 481 employees who completed the survey, equivalent to 58%.

Page 8 of 18 Final Draft Annual Governance Statement June 2016 From the results, the Service had an ‘engagement score’ of 85% - far exceeding seven other fire and rescue services the external company had worked with (based over 2011 – 2015). Some key positive results to questions included:

 ‘I care about the future of DFRS’ – 97% agreed  ‘I understand the need for change at DFRS given the challenges it faces’ – 90% agreed  I believe the health & safety is something DFRS take very seriously’ – 90%

Although the results were incredibly positive, recognition and scrutiny has been given to the areas of weaknesses identified. In particular, we will continue to face up to any bullying which may be perceived. The results of the survey told us that 36% of employees strongly believe that bullying and harassment are effectively managed with a further 38% agreeing with that view. The fact that 17% of people felt that they had witnessed bullying is obviously a matter for the Strategic Leadership Team to follow up to ensure that our zero tolerance approach is even further embedded.

Feedback from the survey has been presented to various workshops which have included a wide range of operational and support staff. An Engagement programme has been put in place to address these issues and will be monitored.

No significant issues have been raised in 2015/16.

4.6 Reviewing and updating standing orders, standing financial instructions, a scheme of delegation and supporting procedure notes/manuals, which clearly define how decisions are taken and the processes and controls required to for managing risks.

The Authority has in place a comprehensive set of standing orders, financial regulations and delegated powers which clearly define how decisions are taken and associated authorisation levels. These are all subject to annual review.

The Authority delegates powers to the Chief Fire Officer / Chief Executive along with the Director of Finance/ Treasurer and Solicitor/ Monitoring Officer to ensure the efficient functioning of the Service utilising a Scheme of Delegation. The scheme complies with the Accounts and Audit Regulations 2011 and details the powers and responsibilities allocated to the main roles within the organisation and which powers are permitted to be delegated. Scrutiny of the Scheme of Delegation is achieved through the Annual Governance Statement review and the Authority’s meeting structure.

No significant issues have been raised in 2015/16.

4.7 Ensuring the Authority’s financial management arrangements conform to the governance requirements of the CIPFA Statement on the Role of the Chief Financial Officer in Local Government (2010).

The Authority complies with the guidance issued by CIPFA entitled ‘Statement on the Role of the Chief Financial Officer in Public Service Organisations’ which was further supplemented by the ‘Statement on the Role of the Chief Financial Officer in Local Government (2010)’.

Page 9 of 18 Final Draft Annual Governance Statement June 2016 The Director of Finance/ Treasurer monitors the Authority’s compliance with the requirements in the statement and the current arrangements ensure the Treasurer is able to discharge their responsibilities to the Authority and influence and advise on key decisions.

During 2015/16 the Authority’s financial management arrangements were subject to an independent audit conducted by the Central Midlands Audit Partnership.

No significant issues have been raised in 2015/16.

4.8 Undertaking the core functions of an audit committee, as identified in CIPFA’s Audit Committee – Practical Guidance for Local Authorities.

The Authority’s arrangements for the core functions of an Audit Committee as defined in CIPFA’s Audit Committees Practical Guidance for Local Authorities are constituted and discharged through the Authority’s governance framework, with GPWG acting as the custodians for audit and scrutiny. Through this framework, the audit and scrutiny of both constitutional and service issues by Members of the Authority are assured. All key responsibilities are allocated through detailed terms of reference and annual work programmes for the Authority and each sub-committee and working group. These can be found in the Members Handbook.

4.9 Ensuring compliance with relevant laws and regulations, internal policies and procedures, and that expenditure is lawful.

The in-house Solicitor/Monitoring Officer is qualified and annually recertified to practice as a solicitor and receives national advisory circulars and attends regular law updates to ensure any forthcoming legislation is identified so that compliance is assured. Continuing Professional Development training ensures that a ‘best practice’ approach is adopted within the organisation to mitigate against the corporate risk of legislative change.

The Solicitor/Monitoring Officer has the specific duty to ensure that the Authority, its Officers, and its elected Members maintain the highest standards of conduct in all they do. The Solicitor/Monitoring Officer also monitors and reviews the operation of the Authority’s Constitution. This ensures that the aims and principles of the Constitution are given full effect against matters of interpretation of the Constitution's Rules and Procedures. Policies and Procedures are also reviewed according to an agreed regular review mechanism.

The Monitoring Officer has conducted training for Members in relation to carrying out this role annually. Arrangements for formal reporting to the Authority with respect to the Annual Statement of Accounts, the Annual Governance Statement, Internal and External Audit, Treasury Management and the Capital Strategy are built into the annual working group and Authority work programmes. The Director of Finance/ Treasurer also has specific responsibilities in respect of any unlawful expenditure covered in the CIPFA Statement on the Role of the Chief Financial Officer in Local Government (2010).

Page 10 of 18 Final Draft Annual Governance Statement June 2016 No significant issues / non-compliance with relevant laws and regulations have been raised in 2015/16.

4.10 Whistle-blowing, receiving and investigating complaints.

A Whistle-Blowing Policy is in place, along with a free confidential helpline to support staff. During 2014/15, the Monitoring Officer was responsible for keeping the central record of issues reported under the policy.

The Service has subscribed to a package with Public Concern at Work, a charity providing independent and confidential advice to workers who are unsure whether or how to raise a public interest concern. The Service will also work with the charity to identify where improvements can be made.

When necessary, the monitoring officer will liaise with the internal/external auditor for further information.

No whistle-blowing cases have been presented under the Whistle-Blowing Public Interest Disclosure Policy since 1 April 2015. Anonymous complaints are shared with the Services internal auditor at Derby City Council.

Human Resource and Legal Services ensures that internal complaints are logged and investigated in accordance with the service procedure. They assure that all discipline, grievance & complaints under Dignity at Work Policy are processed in accordance with this policy.

Internal complaints and complaints relating to elected Members are dealt with by the Voluntary Standards Committee. The Committee have not had to consider any referrals in respect of allegations of breaches of the Members Code of Conduct during 2015/16. Furthermore there has been no need for the Solicitor/ Monitoring Officer to make a formal report under Section 5 of the Act. Complaints and Feedback.

The Solicitor / Monitoring Officer monitor external complaints in accordance with the policy. In 2015/16 18 complaints were received, addressed and subsequently report to the GPWG. Letters of Appreciation

The Authority also receives a number of letters of appreciation to thank them for the various services they provide. During 2015/16, 76 letters of appreciation were received.

The Service also received 117 Freedom of Information requests with no significant issues to report. Charges can be incurred if the request takes longer than 18 hours.

4.11 Identifying the development needs of Members and senior officers in relation to their strategic roles, supported by appropriate training.

Page 11 of 18 Final Draft Annual Governance Statement June 2016 Members have elected not to undertake an appraisal specific to the Service. Appraisals are carried out within their Local Authorities.

Members developed and produced the content of their annual development plan, which was approved and agreed at the Fire & Rescue Authority in June 2012. Development sessions now take place at the start of each Authority meeting. These sessions offer updated information and development of Members in key areas.

Examples include:

 The Prudential Code and Treasury Management  Fire Investigation Presentation  Internal audit requirements and assurances relating to governance.

Additionally there is a dedicated member development budget for any additional external training needs that are identified.

New Chair and Vice-Chair appointed. In September 2015, a new Chair and Vice Chair were appointed to the Fire & Rescue Authority. In their role they are provided with support and advice from the Principal Officers, the Director of Finance/ Treasurer and Solicitor/Monitoring Officer, along with SLT members.

The Service’s Appraisal System.

The appraisal system was available to all employees and is conducted by their line manager with standards being monitored and reviewed on a regular basis.

A new Performance Appraisal and Development Review In 2015, the Service reviewed and changed the current appraisal system, which went live in January 2015. This was undertaken as part of the People Strategy implementation and also as feedback from the cultural survey which identified the process as an area of weakness. The new process now reflects a more balanced approach covering the areas of self-appraisal, manager’s appraisal, development areas, personal objectives and personal development plan. Through this system, senior management can identify key objectives to be delivered that underpin the service priorities. To date the deadline for appraisal completion returns have been slow, but this will be reviewed prior to September.

4.12 Establishing clear channels of communication with all sections of the community and other stakeholders, ensuring accountability and encouraging open consultation.

Data Transparency

The Fire and Rescue Service National Framework 2012 made compliance with the ’Code of Recommended Practice for Local Authorities on Data Transparency’ an essential requirement (2.9).

Page 12 of 18 Final Draft Annual Governance Statement June 2016 The local Government Transparency Code 2015 reiterates the necessity to publish data held by the Authority to the public to make it easier for local people to contribute to the local decision-making process and help shape public services.

The Service has reviewed its compliance with this code and has ensured the requirements are met. Data Transparency available on our website.

Consultation on the Integrated Risk Management Plan (IRMP) 2016/17

In January 2016, the Service conducted a four week electronic consultation on the IRMP 2016/17. It is important and integral to the planning cycle to consult with our communities on our strategy. This ensures the Service informs the communities of its plans to manage risk and sets the direction of the Service in these austere times.

The questions were based on collaborative and partnership working as this is seen as a vital part of improving efficiencies, but crucially improving outcomes and providing a better service to the communities of Derbyshire. In total 55 questionnaire responses were received the results positively agreed that it was vital to work together with other emergency services/ partners. The responses were: 1. 96% of respondents (53 people) said they would support the Service in continuing to work in collaboration or partnership with other emergency services and agencies/ organisations. 2. 96% of respondents (53 people) said they agreed with other emergency services co-locating on fire stations in Derbyshire. 3. 89% of respondents (49 people) agreed that the Service should continue with the Emergency First Responder Scheme.

A copy of the final report is available: IRMP 2016/17 Consultation: Final Report.

Consultation on: Change of Duty System at Swadlincote Fire Station.

In May 2015, the Service conducted a consultation with the community of Swadlincote on a proposed change in duty system at the fire station. The communities were initially informed via a press release and other social media sites.

Consultation took place at the ‘Delph’ in Swadlincote on 22 May 2015.In total 137 surveys were completed.

1. 34% stated they were aware of the changes to shift patterns at Swadlincote station. 2. 30% did not think that the changes in shift pattern would have an effect on them. 3. 68% agreed with the change of duty system at Swadlincote.

Following a trial and the responses received, approval was granted by the Authority to change the duty system accordingly.

Partnership Register and Toolkit

Page 13 of 18 Final Draft Annual Governance Statement June 2016 Portfolios within the Service work in partnership with a range of organisations from the private, public and third sectors. These partnerships ensure effective and collaborative delivery of all their services

The Service has a Partnership Register and Toolkit in place which acts as a governance mechanism for the partnerships it is engaged with and these are accessible to all employees.

The Authority has established clear channels of communication with the communities and other stakeholders at both strategic and local level. The Authority is an accountable strategic partner in the Derby & Derbyshire Neighbourhood Partnership, Health and Wellbeing Boards in Derbyshire and Derby City and Derbyshire Safer Community Board to name but a few. There are many more partnerships within the Service that are available to view: Our Partnerships.

4.13 Incorporating good governance arrangements in respect of partnerships and other group working as identified by the Audit Commission’s report on the governance of partnerships, and reflecting these in the authority’s overall governance arrangements.

Derbyshire Police Fire Partnership (DPFP) Limited Liability Partnership (DPFP LLP) In December 2014 Derbyshire Fire & Rescue Authority formally approved and committed to the build of a joint Fire Police Headquarters at Ripley Police HQ. To ensure the smooth governance arrangement of this partnership a Limited Liability Partnership was formed called DPFP LLP. The Chair of the Fire Authority is an appointed Chairperson of the LLP and has delegated powers to act on behalf of the Fire Authority in making decisions regarding the management and business of the LLP. The LLP has adopted the financial regulations of DFRS and this ensures that financial decisions are made in accordance with the agreed protocols and reported to the Authority annually through the Annual Financial Statement. Budget reporting will continue throughout the financial year and the LLP accounts will be subject to external audit. A management board has been formed which sits below the LLP Board and this deals with the day to day running of the LLP. This operates in accordance with the same delegated powers and reports to the Board quarterly. The LLP has developed Terms of Reference and Key Operating Principals which have been approved by the Authority. These provide guidance on the remit and working practises. A copy of the LLP Business Plan is available here.

Page 14 of 18 Final Draft Annual Governance Statement June 2016 Joint Training Centre and Firing Range, Police, Ripley

During 2015/16, initial meetings took place with Derbyshire Police to consider building a new joint training centre and fire range at Ripley under the DPFP LLP.

Emergency First Responder (EFR) pilot scheme with East Midlands Ambulance Service (EMAS)

During 2015 the Authority agreed to trial an Emergency First Responder pilot scheme. This formed part of a regional pilot project, including Nottingham, Leicestershire, Lincolnshire and Humberside fire and rescue services.

The aim was to provide a professional blue light (24/7) EFR pilot scheme across participating FRSs in partnership with EMAS on a part cost recovery basis for FRSs. EMAS has a statutory response obligation to respond to Category ‘Red 1 & Red 2’ medical emergencies within eight minutes on 75% of occasions.

The Service has provided an Emergency First Response when operational crewing levels permits at four stations: Buxton, Dronfield, Staveley and Matlock.

This scheme will be governed by the provisions and policies within EMAS and respective Fire & Rescue Services. The scheme agreement has been formalised with a Memorandum of Understanding, and signed by all partners to ensure a common and robust framework is in place to support the scheme.

Page 15 of 18 Final Draft Annual Governance Statement June 2016 As part of this project, the Service has linked in with the National Joint Council for Local Government Association – Fire and Rescue Service.

Tri Service Control Project

The Authority acts as the Accountable body to the Tri Service Control Project with the Director of Finance/ Treasurer monitoring expenditure on behalf of the three authorities through an agreed accountable body agreement.

The in-life governance arrangements for the Tri Control Project are now in place and established.

The technical solution delivers secure communications over the existing TETRA based (Airwave) network. This network is now due to be replaced through a National programme to a commercially based 4G network. As part of the East Midland Region, DFRS is expecting to transition onto the new network from December 2017. DFRS has established local and Regional project management to implement the change and manage any associated risks caused by the direction given by Central Government Departments on the network change.

5. Corporate Documents Published as Sources of Assurance  Integrated Risk Management Plan 2013/16  Service Plan 2014 17  Portfolio Statement of Assurances 2015/16  Annual Report 2014/15  Strategic Planning Cycle 2015  Fire Authority Members Handbook 2015/16  Fire Authority Members Code of Conduct  Code of Conduct for Employees,  Code of Corporate Governance  Protocol on Member/Officer Relations  Audit Inspection Reports Includes: Statement Of Accounts, Revenue and Capital Budgets, Annual Audit and Inspection Letter, Public Notifications, Medium Term Financial Strategy 2014/18, Financial Regulations, Scheme of Delegation  Standards Committee Duties  Authority Documents

Review of the CIPFA/SOLACE Framework

In the summer of 2015, CIPFA and SLOACE drew upon a joint working group to undertake a major review of the Framework “Delivering Good Governance in Local Government” to ensure that it was still fit for purpose.

With further funding cuts set to continue, local authorities will need to continue to adapt the way in which it operates, especially in terms of collaboration and partnership working. Whether working with other public sector bodies, the third sector or private sector providers, local authorities must establish robust governance

Page 16 of 18 Final Draft Annual Governance Statement June 2016 arrangements at the outset. These should include a shared view of expected outcomes supported by effective mechanisms for control and risk management thereby ensuring that the public purse is properly protected. The proposal set out by the working group was to use the International Framework: Good Governance in the Public Sector (CIPFA/IFAC 2014). The revised Framework developed by the CIPFA/SOLACE joint working group on Good Governance in Local Government builds on the International Framework: Good Governance in the Public Sector (CIPFA/IFAC 2014). The International Framework places sustainable economic, societal and environmental outcomes as a key focus for governance processes and structures. It emphasises the importance of considering the longer term and the links between governance and public financial management – all key considerations for local authorities in today’s climate. In the spring of 2016, CIPFA produced the new guidelines for producing an Annual Governance Framework from 2016/17 onwards.

Enabling closer working between Emergency Services – duty to collaborate, Police and Crime Bill

In January 2016, the government announced the transfer of Fire & Rescue Service Policy from the Department of Community & Local Government to the Home Office. In addition to this, the Government went out to consultation on a proposal for ‘Enabling closer working between Emergency Services’. Following the consultation, amendments have been laid before Parliament which makes changes to the Police and Crime Bill which, if it proceeds will place a statutory duty upon Emergency Services to ‘keep collaboration under consideration’ – ‘in the interests of effectiveness and efficiency’.

The Service already has positive and proactive steps to work more closely with emergency services and there will continue to be a drive to collaborate. An invitation has been offered to the Police and Crime Commissioner to attend the Authority meetings as outlined in the enabling legislation. Appropriate governance arrangements for these collaborations are in place.

Transformation Steering Group (TSG)

TSG was formed in February 2014 and is an Authority Member-led group that leads on key change management in service delivery and focuses on addressing the challenges in the Service. They are a ‘non-decision making’ sounding board who provide scrutiny and explore the details and implications of subject areas which are present to them. The full Terms of Reference and defined meeting dates are now established in the Fire & Rescue Authority Members’ Handbook.

Financial Challenges

During the course of the year, the Authority has dealt with a number of issues listed below and continues to actively manage these during the next financial year.

The Service has taken comprehensive and timely action to address the severe funding reductions associated with the Comprehensive Spending Review in 2010. This was managed through our Effectiveness Programme. Page 17 of 18 Final Draft Annual Governance Statement June 2016 By the end of the 2015/16 financial year the Service will have already saved £7.85m since 2011 and the reduction in grant for DFRS is equivalent to 53% or £4.4m. It is anticipated that a further £1.6m - £2m saving will be required by 2019/20. These savings have been delivered primarily through a review of corporate budgets and a restructure of our support staff. Further details can be found in the Fire & Rescue Authority 2015/16 Budget Report .

Business Continuity

All Business Continuity Local Recovery Plans are amended by 01 April each year. This enables a more robust audit mechanism of plans in date and can be reported by means of a specific performance indicator.

Organisational Structure

The interim arrangements that were in place in the absent of CFO/CE Frayne remained until the appointment of the new CFO/CE Terry McDermott in September 2015.

6. Significant Governance Issues

There have been no significant issues raised in 2015/16.

The statement is therefore recommended to the Authority for approval.

Signed…………………………………………………..

Terry McDermott – Chief Fire Officer / Chief Executive of Derbyshire Fire & Rescue Service

Signed…………………………………………………..

Councillor Stephen Marshall-Clarke - Chair of Derbyshire Fire & Rescue Authority

Page 18 of 18 Final Draft Annual Governance Statement June 2016 ITEM 21 OPEN DECISION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF CHIEF FIRE OFFICER/EXECUTIVE

MEMBER DEVELOPMENT DRAFT PLAN 2016 - 2017

1. Purpose of Report

1.1 To provide Members with information relating to proposed Member development activities for 2016/17.

2. Recommendations

2.1 That Members consider the range of implicit development opportunities already available to them and as a consequence the need for an annual Members’ development plan.

2.2 That Members adopt a ‘needs must’ basis to Member development during Fire and Rescue Authority (FRA) meetings.

2.3 Members use the Buddy system as a mechanism to identify and communicate development needs.

3. Information and Analysis

3.1 There has been an ongoing commitment to the development of Fire and Rescue Authority (FRA) Members for some years. This has been demonstrated through the production and achievement of activities contained within the annual Member Development plan.

3.2 Previously, Members have suggested that their development needs are best met by short focussed presentations delivered at the beginning of Fire and Rescue Authority meetings. However, over the 12 months only one of the planned, short focussed presentations, identified on the 2015/16 Member Development Plan was achieved. This was due to FRA agendas becoming increasingly lengthy and the requirement for detailed discussions leading to decisions on key service improvement projects. However, a number of non- planned presentations were delivered throughout the year due to evolving Service needs, these were:

 Safeguarding presentation - 10 December 2015  Member visit to Staveley Station regarding Emergency First Responder – 16 December 2016  Fire Investigation presentation 24 March 2016

Page 1 of 3 ITEM 21 3.3 Additionally, Members have many development opportunities throughout the year. Examples include:

3.3.1 Annual Members’ development days – the next one planned for 8th September 2016.

3.3.2 External development opportunities such as: LGA Fire Conference, CFA Fire Conference, LGA specific leadership development opportunities, and events held through the Fire Service College. These events will be circulated through Political Leaders for nominations as they arise.

3.3.3 Members continue to be invited to join Principal Officers on visits to Fire Stations and Offices to meet our employees and understand their views. Please notify Principal Officer Support should you wish to attend.

3.3.4 Member development is implicit within reviewing FRA papers and presentations.

3.3.5 Specific development opportunities are contained within each of the FRA’s sub-groups/committees to enable Members to fully understand and effectively scrutinise the Service.

3.3.6 Members also have access to the Service’s online intranet, ‘Fireview’, which provides a wealth of information about the service, people, policies, procedures.

3.3.7 Access to the Service’s Balanced Scorecard and dashboards that provide Members with a rich picture of Service performance. This is augmented though invitations to attend the quarterly ‘Service Delivery Performance Meeting’ and the monthly Area Performance Action Group (APAG) meetings. Please notify Principal Officer Support should you wish to attend.

3.3.8 The Buddy scheme provides Members with a direct contact to a representative of the Strategic Leadership Team to keep them updated on Fire & Rescue Service matters and answer any queries members may have between meetings.

3.4 As a result of the above, it is recommended that formal development events planned annually for the start of each FRA meeting are ceased. Instead development events will be planned in on a ‘needs must’ basis, trigged by either changes made to legislation, guidance etc. or where Members identify a specific development need. The Buddy scheme will be the ideal mechanism to identify and communicate development needs.

3.5 It is also recommended that this approach is reviewed by Members in September 2017 to determine its suitability.

4. Options Appraisal

4.1 None considered in the development of this report.

Page 2 of 3 ITEM 21 5. Legal Considerations

5.1 The Authority’s agreed code of conduct for Elected Members are based on the Committee on Standards in Public Life’s seven principles of public life (the ‘Nolan principles’). In their role as democratically elected representatives Members are committed to continuing self-development, keeping up to date with key strategic issues relating to the Fire and Rescue Authority business and a range of training and development opportunities are provided to assist Members of the Fire Authority.

6. Financial Considerations

6.1 Costs relating to Member development can be contained from within the existing Learning and Development budgets.

7. Inclusion and Equality Considerations

7.1 The provision of training and development opportunities would be in accordance with Service policy in relation to Inclusion and Equality.

This report has been consulted upon and approved by the following officers:

Simon Allsop, Director of Finance and Treasurer Louise Taylor, Solicitor and Monitoring Officer Strategic Leadership Team – 8.6.16

Contact Officer: Area Manager Rick Roberts Contact No: Ext. 7740

Page 3 of 3 ITEM 21 ITEM 23 OPEN INFORMATION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF CHIEF FIRE OFFICER AND DIRECTOR OF FINANCE/TREASURER

REVIEW OF THE EFFECTIVENESS OF INTERNAL AUDIT 2015/16

1. Purpose of Report

1.1 This report is designed to give Members an overview of the Effectiveness of Internal Audit in 2015/16, a key part of the Authority’s overall Governance arrangements.

2. Recommendation

2.1 That Members note the findings and the conclusion that there is overall compliance with the Public Sector Internal Audit Standards (PSIAS).

3. Information and Analysis

3.1 With effect from 1 April 2013, Public Sector Internal Audit Standards (PSIAS) were introduced as mandatory guidance that constitutes the principles of the fundamental requirements for the professional practice on internal auditing within the public sector and for the evaluation of the effectiveness of Internal Audits performance. These standards have replaced the CIPFA Code of Practice for Internal Audit in Local Government as the mandatory guidance for internal audit in the public sector and the Charter incorporating the Standard is included as Appendix 1 to the report.

3.2 The Accounts and Audit Regulations 2011 state ‘the relevant body shall, at least once in each year, conduct a review of the effectiveness of its system of internal audit’. The regulations go on to state that the findings of this review be considered by a committee of the relevant body, or by members of the relevant body as a whole, as part of the wider consideration of the Authority’s system of internal control.

3.3 Internal Audit is one of the key areas of assurance for the Authority and has a significant impact on the Authority’s Annual Governance Statement. It is important that those charged with governance, the Authority, are assured that Internal Audit itself is effective. The Treasurer also has a responsibility under legislation to maintain an effective Internal Audit function.

3.4 Under the previous professional guidance, there was no mandatory requirement or guidance on who should perform the review. However, from 1 April 2013 this changed with a requirement for an external assessment of Page 1 of 3 ITEM 23 compliance with the standards within 5 years of its introduction. For 2015/16, it is considered appropriate that the Director of Finance/Treasurer carries out an assessment which is then reviewed by the Strategic Leadership Team (SLT) and the Governance and Performance Working Group (GPWG). This also builds on previous reviews of Internal Audit by External Audit and addresses any issues raised. The independent review will in future be conducted for all Central Midlands Audit Partnership (CMAP) members to ensure the requirements are met. The PSIAS criteria have been applied in making the assessment and the full assessment is included in Appendix 2.

Findings

3.5 There are no significant areas of non-compliance with the standards. Evidence to demonstrate compliance is contained in Appendix 1. The GPWG have greater clarity of reporting and all recommendations highlighted by Internal Audit are monitored by the respective portfolio leads. There are no significant recommendations from Internal Audit in the year which require follow up through the GPWG. Recent market testing has shown the cost for the current service (£17,000) remains competitive along with competitive hourly rates and the fee has been frozen for 4 years. Quality remains high and feedback is positive. This is included in the Annual Report from the Head of Internal Audit. The Service continually liaises with Internal Audit to ensure the requirements of the standards are met and the Service applies best practice.

3.6 To this end, the Service recognises the need to continue to:

 Secure optimal and cost effective assurance over its key activities in light of increasing financial challenges and continuing reviews of activities and processes. The Service continued to make progress moving from a relatively immature approach to assurance to a more mature position as outlined in Appendix 3 as part of its review of corporate layers of assurance.

 Continue to ensure appropriate ICT audit expertise is used in reviewing the Service’s ICT developments; and

 Maintain a facility to undertake future VFM or process reviews to adopt a more risk based approach to the level of control exercised by the Service.

Meetings are held between the Treasurer and Head of Governance and Assurance to monitor the audit plan and SLT approve the Internal Audit Plan each year.

4. Legal Considerations

4.1 The requirements under the Accounts and Audit regulations and Public Sector Internal Audit Standards have been met.

Page 2 of 3 ITEM 23 5. Financial Considerations

5.1 Provision will need to be made for an independent review of compliance with the standards in the future. This can be met from the existing budget for professional fees.

6. Inclusion and Equality Considerations

6.1 There are no inclusion and equality implications. The Service Level Agreement and associated documents are consistent with the Authority’s expectations and policies on Inclusion and Equality.

This report has been approved by the following officers:

Governance & Performance Working Group – 6.6.16

Contact Officer: Simon Allsop Contact No: 01332 7712221 x7212

Background Papers:

Review of the Effectiveness of Internal Audit 2010/11 - 2014/15

Page 3 of 3 ITEM 23 Appendix 1

Internal Audit Charter

Providing Excellent Audit Services in the Public Sector November 2013 Our Vision

Through continuous improvement, the central midlands audit partnership will strive to provide cost effective, high quality internal audit services that meet the needs and expectations of all its partners.

Richard Boneham Adrian Manifold Head of Governance & Assurance Audit Manager c/o Derby City Council c/o Derby City Council Council House Council House Corporation Street Corporation Street Derby Derby DE1 2FS DE1 2FS Tel. 01332 643280 Tel. 01332 643281 [email protected] [email protected]

Providing Excellent Audit Services in the Public Sector Internal Audit Charter

Table of Contents 1 Introduction...... 4 1.1 Background...... 4 1.2 Content...... 4 1.3 Definitions...... 4 2 Attribute Standards...... 6 2.1 Responsibilities...... 6 2.2 Objectives...... 6 2.3 Independence ...... 7 2.4 Reporting Lines & Relationships...... 7 2.5 Internal Audit Remit...... 8 2.6 Review of Control Environment...... 8 2.7 Resources...... 8 2.8 Audit Opinion ...... 9 2.9 Anti-Fraud / Consultancy Work ...... 9 2.10 Authority (Rights of Access) & Confidentiality ...... 10

Page 3 of 11 Internal Audit Charter

1 Introduction

1.1 Background 1.1.1 This Charter provides partner organisations and stakeholders with a formally defined purpose, authority and responsibility of their Internal Audit activity as well providing arrangements for avoiding conflicts of interest. It has been developed in accordance with the Public Sector Internal Audit Standards (PSIAS) which took effect from 1st April 2013 and demonstrates that the Central Midlands Audit Partnership is adhering with this Standard. The PSIAS are based upon the Institute of Internal Auditors (IIA) mandatory guidance which includes a Definition of Internal Auditing, a Code of Ethics and the International Standards for the Professional Practice of Internal Auditing. Each year, the Head of the Audit Partnership will, in consultation with the Operational Management Board, review this Charter, and submit any recommended amendments, to the Partnership Board for review and approval. 1.1.2 Annually the Head of the Audit Partnership will assess Internal Audit’s compliance with PSIAS by completing the Compliance Checklist prepared by CIPFA. The results of this self assessment will be reported to the Partnership Board. A Quality Assurance and Improvement Programme (QA&IP) will need to be in place requiring both internal and external assessments. The external assessment will be required at least every 5 years. The Head of the Audit Partnership is required to include a statement on the results of the QA&IP in the annual report. The external assessment must be carried out by a qualified and independent assessor from outside the organisation. It can be a full external evaluation or a self-assessment with independent external validation.

1.2 Content 1.2.1 This document will:  Define the terms “Board” and Senior Management”.  Define the responsibilities and objectives of Internal Audit.  Define the organisational independence of Internal Audit.  Detail the reporting lines and relationships between Internal Audit and other internal and external parties.  Define Internal Audit’s remit in respect of the organisation’s control environment.  Identify Internal Audit’s contribution to the review of the effectiveness of the control environment.  Describe how the Head of the Audit Partnership will deliver annual audit opinions.  Define the role of Internal Audit in relation to any fraud-related or consultancy work.  Explain how Internal Audit’s resource requirements will be assessed.  Establish Internal Audit’s right of access to all records, assets, personnel and premises, including those of customer organisations outside of the partnership, and its authority to obtain such information and explanations as it considers necessary to fulfil its responsibilities.

1.3 Definitions 1.3.1 PSIAS specify that the purpose and definition of Internal Audit is as follows:

Page 4 of 11 Internal Audit Charter

“Internal Auditing is an independent, objective assurance and consulting activity designed to add value and improve an organisation’s operations. It helps an organisation accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes.” 1.3.2 The PSIAS require that this Charter must define the terms “Board” and “Senior Management” for the purposes of internal audit activity. The PSIAS defines the Board as: “The highest level of governing body charged with the responsibility to direct and/or oversee the activities and management of the organisation. Typically this includes an independent group of directors (e.g. a board of directors, a supervisory board or a board of governors or trustees). If such a group does not exist, the “Board” may refer to the head of the organisation, “Board” may refer to an audit committee to which the governing body has delegated certain functions.” The following bodies shall be defined as the Board for each of the organisations where we provide their internal audit services:

Organisation Board Derby City Council Audit & Accounts Committee South Derbyshire District Council Audit Sub-Committee Derby Homes Audit Committee Amber Valley Borough Council Governance & Audit Board Derbyshire Fire & Rescue Service Governance & Performance Working Group

1.3.3 The PSIAS defines Senior Management as “Those responsible for the leadership and direction of the Council.” The following bodies shall be defined as Senior Management for each of the organisations where we provide their internal audit services:

Organisation Senior Management Derby City Council Chief Officer Group South Derbyshire District Council Senior Management Team Derby Homes Executive Team Amber Valley Borough Council Management Team Derbyshire Fire & Rescue Service Strategic Leadership Team

Page 5 of 11 Internal Audit Charter

2 Attribute Standards

2.1 Responsibilities 2.1.1 The Responsible Financial Officer at each organisation has a statutory responsibility for the overall financial administration of the organisation’s affairs and is responsible for maintaining an adequate and effective Internal Audit of the financial and other records, systems and procedures for control of the organisation’s resources. 2.1.2 Internal Audit is responsible for:  Checking that management’s arrangements for the control of finance, stocks and assets are adequate.  Highlighting weaknesses in controls.  Checking that financial and other systems and procedures are sound.  Appraising the adequacy of procedures to secure economy, efficiency and effectiveness in the use of resources.  Offering advice and suggesting improvements which ensure the organisation obtains value for money.  Reviewing, on behalf of the Responsible Financial Officer, any new systems for maintaining financial records or records of assets or changes to such systems.  Investigating promptly any suspected fraud, theft, irregularity, improper use or misappropriation of the organisation’s property or resources identified by or notified to the Head of the Audit Partnership.  Ensuring that issues raised by External Audit are brought to the attention of the relevant Board, and if appropriate to the relevant Chief Executive and to the relevant member body.  Providing consultancy services, such as training, facilitation where considered beneficial to the organisation’s control environment.  Providing internal audit services to other external organisations on a contractual basis, with the agreement of the Partnership Board and where resources permit. 2.1.3 The relevant Board at each organisation the Partnership serves has the responsibility for overseeing all of these responsibilities in accordance with its own terms of reference.

2.2 Objectives 2.2.1 Internal Audit’s objectives are as follows:  Provide an assurance on the organisation’s internal control system, and hence there is need to audit areas of financial and non-financial risk as this will encompass some of the key governance systems.  Audit the main financial systems and other systems related to possible material misstatements, regardless of comparative risk.  Deliver risk based assurance on those controls that manage significant risks.  Fully comply with best practice as defined by PSIAS.  Better integrate the outcomes and other information gathered as part, of the internal audit process, with the risk management processes of each organisation.  Maintain ongoing effective relationships with the relevant External Auditors and deliver complementary plans of work so as to deliver an efficient audit service collectively, for each organisation.  Ensure that appropriate resources, suitably experienced, and with skills to deliver the whole plan of work are maintained within Internal Audit.  Improve the efficiency and effectiveness of operations of the service.

Page 6 of 11 Internal Audit Charter

 Promote good corporate governance and control practices and contribute to a good governance culture.  Work in a positive manner alongside clients, supporting them in the effective management of risk and service delivery.  Contribute to embedding risk management throughout each organisation’s processes.  Contribute to the development and maintenance of an effective counter fraud culture within each organisation.

2.3 Independence 2.3.1 Internal Audit must be independent of the activities that it audits to enable auditors to perform their duties in a way that allows them to make impartial and effective professional judgements and recommendations. As such, Internal Auditor staff have no operational responsibilities and report directly to management in the name of the Head of the Audit Partnership. With the exception of Information Governance, Insurance, Risk Management and Taxation functions at Derby City Council where the Head of the Audit Partnership has Line Management responsibilities. In these instances, reports will be issued to management in the name of the Audit Manager. 2.3.2 The Head of the Audit Partnership is free to report directly to each organisation’s relevant Board on all Internal Audit matters. 2.3.3 The Head of the Audit Partnership is jointly managed by the Partnership’s Operational Management Board and on a day-to-day basis by Derby City Council’s Strategic Director – Resources who is also member of the Operational Management Board. This level of status within the organisational structure ensures that the Head of the Audit Partnership is sufficiently influential in the maintenance and development of each organisation’s control environment. 2.3.4 Internal Audit has produced a policy which sets out principles for minimising and managing potential conflicts of interest for Internal Audit staff. The Head of the Audit Partnership maintains a register of annual declarations of interest and Auditor declarations are made in relation to each individual audit assignment. Auditors are required to refrain from involvement in assessing specific operations where they have had a previous responsibility or a personal relationship. 2.3.5 The Head of the Audit Partnership will confirm to each organisation’s relevant Board at least annually, the organisational independence of the internal audit service.

2.4 Reporting Lines & Relationships 2.4.1 The Section 151 Officers from each partner organisation, along with the Head of the Audit Partnership, will form the Operational Management Board. As host authority, Derby City Council’s Strategic Director – Resources has line management responsibilities for the Head of the Audit Partnership. 2.4.2 The Head of the Audit Partnership reports to the relevant Board of each organisation on the following:  The planned programme of internal audit work for the year.  Progress in implementing the planned audit programme, including a report following the year-end.  The findings of each audit to a degree of detail to be determined by each Board.  Progress made in implementing agreed actions arising from internal audits. 2.4.3 Internal Audit endeavours to work with the relevant External Auditor and share plans so as to avoid potential duplication of work and to deliver an effective corporate assurance service to each organisation. Internal Audit regularly liaises with the External Auditor.

Page 7 of 11 Internal Audit Charter

External Audit’s joint approach with Internal Audit is based upon the Audit Commission’s “managed audit” concept. A managed audit involves co-ordination of the work of External and Internal Audit to ensure that audit resources are deployed with the greatest efficiency. Wherever possible and if appropriate, this entails External Audit placing reliance on the work of Internal Audit. Their audit fee is set on the assumption that they can rely upon Internal Audit work in a number of key areas. 2.4.4 To maintain a co-operative relationship with management, Internal Audit consults with management on audit work both at the annual planning stage and prior to commencing the assignment. This ensures that the timing of the audit is not inconvenient and the scope of the work is not inappropriate.

2.5 Internal Audit Remit 2.5.1 Internal Audit’s remit encompasses the entire control environment of each organisation. This extends to all of the controls and procedures (financial or otherwise) in operation in all services provided by each organisation. Currently, the section provides Internal Audit services to Amber Valley Borough Council, Derbyshire Fire & Rescue Service, St Benedict’s School Academy, St George’s School Academy and Liversage Trust on a contractual basis.

2.6 Review of Control Environment 2.6.1 Annually, the Head of the Audit Partnership produces an Audit Strategy which defines the approach that will be used to manage the following:  How the service is delivered.  The provision to the organisation, through the relevant Board of an overall opinion each year on the organisation’s risk management, control and governance, to support the Annual Governance Statement.  Audit of the organisation’s risk management, control and governance systems through audit plans in a way which affords suitable priority to the organisation’s objectives and risks.  The identification of audit resources required to deliver an audit service which meets required professional standards.  The relative allocation of resources between assurance, fraud related and consultancy services provided by Internal Audit. 2.6.2 The Head of the Audit Partnership also produces a risk based Audit Plan to deliver the Audit Strategy. The Annual Audit Plan is developed with due regard to the information produced by each organisation’s risk and performance management systems in order that audit resources may be targeted at areas of greatest risk to the organisation. It is primarily based on Internal Audit’s own risk assessment of each organisation’s whole control environment. It is in part based on subjective judgment, but modelling techniques are also used to ensure that the approach is systematic. Stakeholders are consulted on the contents of the Audit Plan. The Audit Plan is a flexible document and it is inevitably subject to some changes during the year as a result of emerging issues deemed as a high risk, the need to divert audit resources to investigation work and changes in staffing resources available for audit work.

2.7 Resources 2.7.1 Internal Audit must be appropriately resourced to meet its objectives. It should have appropriate numbers of staff in terms of grades, qualifications, personal attributes and experience or have access to appropriate resources in order to meet its objectives and audit standards.

Page 8 of 11 Internal Audit Charter

The Head of the Audit Partnership is CIPFA qualified and has over 20 years Local Government Internal Audit experience. The Head of the Audit Partnership is responsible for recruiting appropriate staff and ensuring that job descriptions and person specifications reflect the needs of the service. Each year Internal Audit staff receive an appraisal and are measured against the skills and competencies framework described in CIPFA’s Excellent Internal Auditor publication. This is used to identify the training and development needs of individuals. 2.7.2 Nonetheless, Internal Audit has finite resources which can be deployed to meet the Annual Audit Plan. Where the Head of the Audit Partnership considers available resources do not balance with the organisation’s Internal Audit requirements, he will take a report to the relevant Board suggesting proposed solutions. When the in-house resources or skills cannot meet each organisation’s or our external clients demand for control assurance or advice, Internal Audit has a long-standing arrangement with an external provider whereby additional resources can be readily available.

2.8 Audit Opinion 2.8.1 The Head of the Audit Partnership will provide a written report to those charged with governance which gives an opinion on the overall adequacy and effectiveness of each organisation’s internal control environment. Management is responsible for the system of internal control and should set in place policies and procedures to help ensure that the system is functioning correctly. Internal Audit review, appraise and report on the effectiveness of financial and other management controls. The overall audit opinion is based on the work undertaken by internal audit. The reporting of the incidence of significant control failings or weaknesses is also covered in the progress reports to the relevant Board on Internal Audit’s progress against the Annual Audit Plan. In preparing the overall opinion, the Head of the Audit Partnership reviews all audit activity carried out during the previous Audit Plan year. Each individual audit undertaken contains a control rating (opinion) on the adequacy and effectiveness of controls in place to mitigate the risks identified. 4 levels of “assurance rating” are given for each audit review, ranging from “Comprehensive” through to “None”. Where weaknesses in control are identified, an action plan is agreed with management. Progress with these agreed actions is monitored by Internal Audit through follow up audit work. The Head of the Audit Partnership uses the individual control ratings from the audits conducted in the Audit Plan year and the progress with agreed actions to form the overall opinion. When presenting the opinion, the Head of the Audit Partnership also identifies where reliance has been placed on work by other assurance bodies.

2.9 Anti-Fraud / Consultancy Work 2.9.1 Managing the risk of fraud and corruption is the responsibility of management, but In accordance with the each organisation’s internal rules, Internal Audit will promptly investigating any suspected fraud, theft, irregularity, improper use or misappropriation of property or resources on behalf of the relevant Responsible Financial Officer. The Head of the Audit Partnership should also be specifically mentioned in each organisation’s Anti-Fraud and Corruption Strategy, Fraud Response Plan and Confidential Reporting Code (Whistleblowing Policy) as a point of contact for anyone who suspects a fraud has been committed.

Page 9 of 11 Internal Audit Charter

Although Internal Audit does not have responsibility for the prevention or detection of fraud and corruption, it has taken steps to develop proactive anti-fraud and corruption initiatives. Internal Audit uses internal data matching to enhance and build upon the National Fraud Initiative exercise and seeks to develop a corporate approach to addressing fraud across the organisation. 2.9.2 Internal Audit may be asked by clients to conduct consultancy work. Acceptance of the assignment will be dependant on available resources, the nature of the assignment and any potential impacts on assurances. The role of Internal Audit in a consultancy assignment is to provide advice, facilitation and support to management who retain the responsibility for the ultimate decisions taken within the area under review.

2.10 Authority (Rights of Access) & Confidentiality 2.10.1 As representatives of the relevant Responsible Financial Officer, all Internal Audit staff have authority to:  Enter at all reasonable times any of the organisation’s premises or land.  Have access to all records, documents and correspondence relating to any financial and other transactions of the organisation, and the management of its risks.  Require and receive explanations as necessary about any matter under examination.  Require any employees of the organisation to produce cash, stores or any other of the organisation’s property under their control. For the avoidance of doubt, the authority detailed above relates to any other establishment operated within the organisation’s financial accounts. In relation to rights of access, Internal Audit staff are expected to have a personal responsibility to observe the highest standards of confidentiality and personal integrity during the course of their work.

The central midlands audit partnership was formed to provide shared internal audit services to local authorities in the region. CMAP currently provides audit services to two District Councils, a Unitary Council, a Housing ALMO and a Fire Authority and welcomes further public sector partners or clients from within the region.

Providing Excellent Audit Services in the Public Sector Model of Assurance Appendix 2

The Service is here

Page 1 of 1 ITEM 24 OPEN INFORMATION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF THE MONITORING OFFICER

ANNUAL REPORT OF THE MONITORING OFFICER 2015/16

1. Purpose of the Report

1.1 To give the Derbyshire Fire and Rescue Authority (the Authority) assurance on legal and ethical issues.

1.2 This is the Monitoring Officer’s Annual Report for the period April 2015 to March 2016. This report gives an update on Member Conduct issues and the work of the Authority’s Standards Committee and the Monitoring Officer.

2. Recommendation

2.1 That the Authority notes the report.

3. Information and Analysis

Legal and Governance Matters

3.1 Each year the Monitoring Officer reports in the terms set out in paragraphs 3.2 to 3.6 below.

3.2 The External Auditors included a recommendation in the Annual Audit Management letter 2003 that the Authority should consider an Annual Report on the activities of the Monitoring Officer and the Standards Committee.

3.3 There is no longer a requirement to provide an annual Monitoring Officer report to the Authority. However, as a matter of good practice, the Monitoring Officer will continue to submit an annual report since the recommendation was clearly intended to ensure that the Authority’s arrangements comply with legal requirements, principles of good corporate governance and standards of conduct.

3.4 The Local Government and Housing Act 1989 formally requires the Authority to designate one of its officers as Monitoring Officer and to provide the officer with sufficient resources to allow him or her to perform the duties of the post. As a backdrop, the duties require the Monitoring Officer to prepare a formal report to the Authority where it appears that the Authority has or is likely to act illegally or in breach of a statutory code of practice or in such manner as to constitute maladministration or injustice.

Page 1 of 3 ITEM 24 3.5 The Monitoring Officer has to have the full co-operation of the Chief Fire Officer/Chief Executive, the Deputy Chief Executive, the Deputy Chief Fire Officer and the Treasurer to the Authority, with the confidence that they subscribe to the principles and requirements referred to above. That co- operation and competence is fully available in Derbyshire and over 2015/16 there has been no need for the Monitoring Officer to make a formal report under Section 5 of the Local Government and Housing Act 1989. These principles have been formalised in the Monitoring Officer Protocol that the Authority has adopted.

3.6 The Authority’s decision-making arrangements, including discussion at pre- agenda and pre-Authority stages, provide opportunities for legality and propriety to be considered. The format of reports encourages this.

Statistics

3.7 No complaints about Member Conduct issues or potential complaints were received.

3.8 The Monitoring Officer has provided general Monitoring Officer support to Staffordshire Fire and Rescue Authority due to the temporary unavailability of their Monitoring Officer.

3.9 The Monitoring Officer is required to establish and maintain a register of Disclosable Pecuniary Interests (DPIs) of Members and co-opted members of the Authority. All Members have completed and returned their registers and these are kept by the Monitoring Officer and available for public inspection on the Authority’s website.

3.10 Publication of the register of member's interests on the website began in December 2011, which includes a facility to see at a glance, the record of declarations of interest made by every Member of the Authority.

3.11 Internal Audit and External Audit carry out an annual check of the register of Members’ interests to ensure that they are completed, and the Monitoring Officer sends a reminder letter to Members and any Co-opted Members each year to ensure their register is kept up to date.

Standards Committee

3.12 Following changes in legislation under the Localism Act 2011, the Authority adopted new procedures and established a voluntary Standards Committee and a new Members’ Code of Conduct on 1 July 2012.

3.13 The Standards Committee has met on three occasions since the last Annual General Meeting. It has considered the proposals for the future safeguarding of high standards of conduct of Members of the Authority with training and updates being provided to Members. In 2015/16 the Standards Committee

Page 2 of 3 ITEM 24 has not had to consider any referrals in respect of allegations of breaches of the Members’ Code of Conduct.

3.14 The Standards Committee does have the power to make amendments to the procedure and the assessment criteria it uses. It is suggested that the process for receiving, processing and assessing complaints, although not fully used as yet, should be allowed to operate in its current state and be the subject of a review next year. Any changes to the Member’s Code of Conduct would need to be approved by full Authority.

Risk Management

3.15 Risk management is an integral part of good governance. The Authority has a responsibility to identify and manage threats and risks to achieve its strategic objectives and enhance the value of services it provides to the community.

Risk Description Action to avoid or mitigate risk Reputation Failure to adopt robust arrangements The Monitoring Officer about Councillor Conduct could has provided advice on result in reputational damage, registration and particularly if Members partake in disclosure of interests decision-making which is to Members. inconsistent with the seven principles of public life.

Constitution

3.16 The Monitoring Officer has carried out a review of the documentation in place and has updated the Standing Orders to reflect changes introduced by the Government’s Transparency Agenda. The Monitoring Officer will continue to update the Constitution as necessary.

Legislation

3.17 The Localism Act 2011 required a revision of the composition of the Committee Structure with the introduction of ‘Independent Persons’. One ‘Independent Person’ was appointed and access to other authorities’ Independent Persons, where required, has been agreed.

3.18 The Monitoring Officer remains satisfied that the legal, ethical and governance issues within the Authority are being dealt with appropriately.

This report has been consulted upon and approved by the following officers:

Terry McDermott – Chief Fire Officer/Chief Executive Joy Smith – Deputy Chief Executive Gavin Tomlinson – Deputy Chief Fire Officer Simon Allsop – Director of Finance/Treasurer

Contact: Contact No: Louise Taylor, Solicitor and Monitoring Officer 01332 771221 Ext 5666

Page 3 of 3 ITEM 24 ITEM 25 OPEN INFORMATION

DERBYSHIRE FIRE & RESCUE AUTHORITY

30 JUNE 2016

REPORT OF CHIEF FIRE OFFICER/CHIEF EXECUTIVE

ANNUAL REPORT ON PUBLIC APPRECIATIONS, COMMENTS AND FREEDOM OF INFORMATION REQUESTS 2015-16

1. Purpose of Report

1.1 This report informs members of the complaints and appreciations received by Derbyshire Fire and Rescue Service (DFRS) in 2015/16.

2. Recommendation

2.1 That Members note the contents of the report.

3. Information and Analysis

Complaints

3.1 For the financial year 2015/16 there were 18 complaints. A summary of the complaints received is attached at Appendix 1.

3.2 Obtaining feedback from service users is one of the effective ways to enable DFRS to achieve the objective of providing quality services to meet the needs of the community.

3.3 Complaints, as well as appreciations, serve as useful indicators of service user satisfaction. Rather than treating those in a negative perspective, complaints and feedback are regarded as an opportunity to improve our services. DFRS also uses Satisfaction (Experience) Surveys to proactively engage people for feedback.

3.4 Complaints may arise from a diverse number of causes. These include: unmet expectations, dissatisfaction with services provided, miscommunications and attitude problem that required clarification. The aim of the DFRS complaint handling system is therefore to provide an easily accessible, efficient and effective avenue for addressing complaints fairly, impartially and effectively, both for the complainants and those complained against.

3.5 In complaint handling, it is essential to be just and fair to both the complainant and staff in the review of matter(s) under complaint, and DFRS has adopted the following approaches:

Page 1 of 3 ITEM 25 − Both the complainant’s and staff’s versions of the incident are given due consideration.

− All the concerns and allegations of the complainant are addressed and the decision reached is clearly explained.

− Suitable acknowledgement is given if a complaint is justified. Where a complaint is not justified, the complainant should be informed accordingly and the staff must be fairly treated.

− To provide appropriate assistance to staff and complainants as far as possible.

Service Delivery Considerations

3.6 The complaints received have provided valuable feedback on how DFRS is perceived and how services are provided. Where action has been taken to improve services this has been recorded on the summary of complaints (Appendix 1).

Appreciations and Comments

3.7 For the financial year 2015/16 there were 70 letters, emails or cards of appreciation received. A summary of the appreciations received is attached at Appendix 2.

3.8 The majority of appreciations are sent by residents, school children and youth groups as a result of visits, talks and incidents. This summary does not include the increasing number of comments of appreciation made on Social Media and these will be collected in future.

3.9 There were letters of thanks and recognition for the dedication and professionalism of DFRS personnel in dealing with incidents and queries from members of the public. We also received thanks from other Fire Services where our staff provided assistance with major fire incidents during the year and the flooding incidents over the Christmas period.

3.10 The comments of appreciation indicate that DFRS personnel have provided a good service or gone beyond what would be expected. All appreciations are passed to the individuals in question, posted on the intranet (FireView) and shown in the Weekly Information Sheet sent to all personnel.

3.11 Customer Satisfaction Surveys carried out in 2015/16 resulted in an overall satisfaction level of 95%.

3.12 The appreciations received, whilst positive for the individuals referred to, are not always informative in terms of quality assurance and continuous improvement. The qualitative information as to the public’s perception of DFRS is obtained through evaluation and surveys conducted by Executive Support.

Page 2 of 3 ITEM 25 Service Aims & Objectives

3.13 The effective operation of the Complaints Procedure supports the DFRS’s priorities by providing feedback on all aspects of the Service and promoting continuous improvement. In particular, it demonstrates that the Service is engaging and listening to the community.

4. Inclusion and Equality Considerations

4.1 The revised procedure introduced equalities monitoring to establish any trends in the way DFRS is perceived or in accessing the complaints procedure.

4.2 Of the 18 complaints received 8 were from females, 9 were from males and 1 was unknown.

This report has been consulted upon and approved by the following officers:

Terry McDermott – Chief Fire Officer/Chief Executive Joy Smith – Deputy Chief Executive Gavin Tomlinson – Deputy Chief Fire Officer Simon Allsop – Director of Finance/Treasurer

Contact Officer: Louise Taylor, Solicitor & Monitoring Officer Contact No: Ext. 5666

Page 3 of 3 ITEM 25 COMPLAINTS RECEIVED - 1 APRIL 2015 TO 31 MARCH 2016

Page 1

No COMPLAINT/ENQUIRY Male/ DATES COMMENTS

s s

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Female y

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N N 1 Behaviour by an off-duty Firefighter Male 1 N/A Unable to investigate because limited information was provided and there was no reply to requests for more details. 2 Objection to leaflet Male 1 6 It was not our leaflet. Discussion with complainant as to the leaflets we provide and the work we carry out in the community. 3 Noise levels at Nottingham Road Fire Station, Derby Male 1 4 Discussion with complainant as to work carried out to minimise noise levels where possible. 4 Wholetime recruitment process Male 1 12 Explanaton given as to how the process was run.

5 Concerns as to possible fire hazards at a public house Female 1 3 Confirmed that an audit of the premises showed the owner complied with the Fire Safety Order. 6 Allegation as to employee's behaviour Female 1 20 The matter was investigated. An apology was given and a discussion had with the employee. 7 Allegation as to employee's behaviour at an incident Male 1 3 On investigation the actions by the Watch were found appropriate. Discussion with complainant as to our policy and procedure. 8 Supervision on Station Female 1 1 Response to complainant to explain that action had already been taken.

9 Allegation as to employee's behaviour by an off-duty Not 1 2 The matter was investigated. An apology was given and a Firefighter known discussion was had with the employee. COMPLAINTS RECEIVED - 1 APRIL 2015 TO 31 MARCH 2016

Page 2 No COMPLAINT/ENQUIRY Male/ DATES COMMENTS

Female

taken to reply to taken

to acknowledge to

No.working days No.working days 10 Allegation as to inappropriate driving Male 1 9 The appliance was driving on blue-lights in an emergency response to an incident. An apology was given and the supervisory manager will monitor the driving by crew members. 11 Behaviour of people visiting complainant's house Female 1 2 These were not our officers. A Community Safety Officer visited the complainant to explain what our officers do.

12 Allegation as to employee's behaviour Male 1 N/A Limited investigation because more information was required but there was no reply to requests for more 13 Firefighter wearing uniform when off duty Female 1 2 Jacket with logo being worn when off duty. Discussion with employee to highlight policy that clothing with logo is not to be worn when off duty. 14 Allegation as to employee's behaviour Female 1 2 The matter was investigated. Training given to the employee. 15 Enforcement Notice received Male 1 11 Explanation as to the process to be followed if he disagrees with the Notice. 16 Attendance time to incident Male 1 5 The matter was investigated. The matter was discussed with the complainant with an explanation of call-out procedures and availability. 17 Damage to hedge Female 1 5 The matter was investigated. The matter was discussed with the complainant with an explanation as to the work required on site to deal with the fire. 18 Damage to lamp when people visited the complainant's Female 1 2 These were not our officers. A Community Safety Officer house visited the complainant to explain what our officers do. Date Title Organisation/Address Gender/ Thanks to Comments Received Group/M edia 18/02/2016 Langley Mill House Fire Belper Family Ilkeston Fire We wish to thank all the fire crew members who attended the Langley Mill house fire last June. We would like to officially recognise the work of the crew and also the detailed Crew fire investigation team. Please pass on our sincere thanks to those at the scene who rescued others, quelled the fire and chaos of that awful morning and those who produced tirelessly detailed fire evidence in court. Our kind regards, Mr & Mrs Green 22/03/16 Fire at Howden Moor National Trust, Peak All who Dear Mr McDermott District attended I just wanted to say a massive thank you to your fire crews for combating the fire at Howden Moors this week. The combined efforts of the Fire Service, keepers, the National Trust, and National Park Authority ensured the fire was controlled and its spread minimised.

We really appreciate the commitment Derbyshire Fire Service shows to safeguarding our moors. They are hugely important wildlife habitat and a key landscape of the National Park, which people love. They also provide water to millions of people, help with flood risk attenuation downstream and in the face of climate change the peat soils are a massive carbon store. We are seeking to conserve and restore them but your Service’s commitment and effort are essential when we get these wildfires, which badly affect the moors many values to society.

Please pass my thanks on to the crews involved and I’d be grateful if you’d let me know if any other Services were involved so I can thank them.

If there are any lessons you think we can learn I’d also appreciate your thoughts.

Kind regards Jon

Jon Stewart General Manager, Peak District National Trust

21/03/16 Wonderful Workshop Derby Bosnia Herzegovina Shareen Thank you once more for delivering a wonderful workshop on Saturday. We have received some excellent feedback from people involved. Centre Akhtar/Ascot Drive Green As promised, please find attached some of the photos I have taken. Should you want any of them in higher resolution, please let me know and I will send it to you. Watch - Thanks to Shareen Akhtar and Ascot Drive Green Watch

17/03/16 Vehicle Collision and Fire Chief Fire Officer/Chief Group Crews from As you may have heard, either by word of mouth or through social or mainstream media, at 16.07 hours today, Ascot Drive Blue Watch were involved in an incident on the Executive Terry Nottingham A50. McDermott Road, Kingsway, Having attended an initial incident reported as a vehicle fire between junction 2 & 1 of the A50, the crew of four were in the appliance waiting to leave the scene when a waste Long Eaton tanker travelling along the A50 collided with the fire appliance which was parked in the fend off position. and Loughborough The Nottingham Road crew were also in attendance at the initial car fire, but not involved in the accident.

The collision occurred at speed wrecking both the fire appliance and the lorry which were then ignited and destroyed by fire.

All four members of the crew were seen by the Helimed Doctor at the scene and thankfully no major injuries were sustained. The driver of the lorry was also seen by the Helimed Doctor, and was taken to hospital for precautionary checks.

As with any incident, the Service will provide comprehensive welfare support to the crew as needed.

Of course a full investigation into the accident will be undertaken by Derbyshire police and we will of course assist with this as required.

We all take great pride in working for an emergency service that springs into action when our communities most need our help, it therefore takes us by surprise when we ourselves are the ones needing help. I would therefore like to thank and acknowledge crews from Nottingham Road, Kingsway, Long Eaton and Loughborough for assisting at the scene and helping to ensure the safety of Ascot Drive Blue Watch and everyone else involved today. 15/03/16 Off-Duty Assistance East Midlands Ambulance Group FF Graham Hi Service Cooper and Could you please pass on my thanks to Firefighter Cooper who stopped off duty today to render aid to a casualty who was injured on the spancar crossroads. teams at Chesterfield The following Firefighters from Chesterfield and Clay Cross were a good example of teamwork alongside my Ambulance colleagues for what I hope will be a good outcome for and Clay Cross the casualty.

Kind regards

14/03/16 Chimney Fire Incident Swadlincote Family Rob Chappell Please see attached and Swadlincote Blue Watch 12/03/16 Team Meeting Ashbourne and Etwall Group Jag Hayer Hi Jag, Presentation Mutli Agency Team On behalf of Kathryn Goodwin, MAT Manager and the Ashbourne and Etwall MAT Team, thank you for your most excellent presentation at our team meeting this morning. The feedback from the team is that they found your talk to be most interesting and informative.

Kind Regards

03/03/16 Roof Tile Incident EYRES of Chesterfield Group Buxton White See file attached Limited Watch and the ALP 16/02/16 Replacement of Smoke Melbourne Male Emily Harrison Emily Detectors I’ve just received a telephone call from the Social Worker of a resident in Melbourne. She was ringing to thank you for attending Matthew’s house yesterday and for replacing his smoke detectors – he is very happy with the service he received.

Kind regards

Jane Proud

17/02/16 Thank you letters Derby University Female Julie Crooks To Everyone at Derbyshire Fire & Rescue Service and DFRS Thank you for providing me with a fantastic placement. I could not have wished for a better one. I have thoroughly enjoyed working with you all and thank you for making me feel part of the team. I really appreciate all the effort that has been made to ensure that we have a valuable learning experience. The knowledge that I will be leaving With is invaluable. I will miss seeing you all. Thank you so much – Steph Grey – Year 2 Health & Social care student – Derby University

To everyone at Derbyshire Fire & Rescue Service I want to say a massive thank you for having me on placement with you. The experience, knowledge, skills and understanding you’ve given Me has been incredible and I couldn’t thank you enough. The effort that has been made in making me feel welcome has been amazing and I couldn’t have asked for a better placement. Thank you – Chloe Straw – Year 2 Health & Social care student – Derby University

To Julie Crooks I personally want to thank you – you’ve been absolutely amazing! You’ve given me experience and knowledge that is out of this world! I cannot thank you enough for everything you’ve done for me. You’ve allowed me to feel proud of myself, not only myself but my family too. It has given me an insight into what I would like to do in the future. Thank you Julie, Kind regards Chloe Straw

Many thanks Julie 17/02/16 Response to Wood Pulp Celanese and Squibb Group Kingsway Please see attached Fire Group Limited White, Ilkeston White, Duffield RDS, Staveley White and BA Crews

12/02/16 Community Assembly Chesterfield Borough Group Community Good Afternoon Meetings Council Safety Teams Thank you so much for attending the two community assembly meetings to talk about Fire Safety and the Health and Wellbeing work you do. Both very interesting and entertaining presentations which was enjoyed by all.

Best Wishes and thanks once again for attending an evening meeting for us.

Community Development Worker Policy Chesterfield Borough Council

11/02/16 Christmas Raffle Thank FireFighters Charity and Group Chesterfield See letters attached You The Air Ambulance Service Fire Station

10/02/16 Road Safety Conference RoSPA Group Craig See file attached Shawcroft 25/01/16 Trama Care Course DFRS Employees Male A Shimwell, A Commentary has been received detailing how the learning undertook recently on an L&D Trauma Course in the 1st week of March was quickly put into operational use to good Mountain and effect. the L&D Trainers In the week following the course we attended an incident whereby myself and FF Smith were able to give basic life support to a casualty involving Op airway, BVM and defib.

Thanks to the course I was confident and surprisingly calm. Ambulance staff were impressed by our level of competence, i.e. airway management etc.

Please pass on thanks to the instructors, in particular A Shimwell and A Mountain.

FF Ormston - Glossop

15/01/16 Conveyance of Thanks Resident Female DFRS Mrs Davidson, the wife of the late Glyn Davidson, wishes to pass on thanks, from her and close family for the ongoing support and attendance of so many DFRS colleagues both serving and retired at Glyn’s funeral on the 8th March. A guard of honour was formed by DFRS personnel and the funeral cortège was led by Chesterfield Station’s Fire Appliance. 20/01/16 Prison! Me! No Way! The No Way Trust Ltd, Hull Group Jay Hayer, As the founder and CEO of Prison! Me! No-Way! It is my privilege to lead a dedicated team of staff and volunteers supported by inspiring and dedicated partners like the Shareen Derbyshire Fire Service. At a recent Crime and Safety Awareness Day on Friday 12th February 2016 at William Allitt School, Swadlincote I observed an exceptional presentation Akhtar and provided by three of your staff including Jag Hayer and Shareen Alchter; regrettably I do not have the name of the third member of Derbyshire Fire Service present. youth workers Gary and Jodie Derbyshire Fire Service staff had the group of young people absorbed and each worked hard to ensure information provided was age relevant and understandable. Your staff epitomised the highest professional standards; caring and considerate but leaving young people in no doubt about the care needed around fire, staying safe, consequences of arson and hoax calls and permanent injuries that can be caused through fire. The awareness they created amongst their young audience without doubt will help save lives or prevent injury in the future. Excellent.

Please pass on my heartfelt thanks to your dedicated and loyal staff.

Best regards 28/01/16 Thanks to FF Robertson DFRS Employee Male FF Robertson FF Robertson from Alfreton RDS was travelling in his car on the 08/02/2015 when he stumbled across a road traffic accident, the accident involved a car that had rolled over and left the roadway on Dunston Rd, Chesterfield and although he had not witnessed the accident happening he immediately stopped his vehicle and gave assistance to an unconscious casualty who was not breathing. FF Robertson acted in a professional manner and his initial actions may have saved the casualties life. The EMAS paramedic who was on scene at the incident, passed on his recognition and has complimented FF Robertson on his skills and the approach he took whilst off duty. I would like to congratulate FF Robertson on his actions and give him the credit he deserves for acting quickly and in a professional manner which may have ended so differently without his intervention. FF Robertson recently attended a trauma care training course and commented that it gave him the confidence to deal with the incident he faced. I would like to take this opportunity to highlight the high standard of training that is being delivered by Learning & development trainers, their dedication and professionalism is making a real difference and importantly giving our employees the skills and confidence required. SM Nathan Stevens Learning & Development

26/01/16 Thanks to Stefan and Lee Resident of Coal Aston Female Stefan and Lee I’ve just taken a phone call from a resident of Coal Aston. Yesterday two firefighters direct engaged at her address to offer her a Home Safety Check. from Dronfield RDS Dronfield RDS She wanted to pass on her thanks that both Lee and Stefan from Dronfield RDS carried out a very professional job, they were thorough in their advice and assistance to her and she would highly recommend the service.

17/01/16 Thanks to Rob Chappell Rob Chappell Please see attached thank you card. and his Watch 11/01/16 Vehicle Incident Resident Male CM Lee Jones Call recieved from the member of the public whose vehicle was involved in an incident. He was very enthusiastic about the crew who attended and asked for his profuse thanks and to be passed on and said they were a credit to the service. The crew stayed in attendance to fend the vehicle off and protect it until it was recovered. Ashbourne Retained 18/01/16 Home Safety Check Resident Male Mark Slack Indivial was very happy with the service he received from us and was very thankful and really appreciated it. Mark was knowledgeable, polite and helpful. 16/12/15 Re-Cert Training WM Mears Male I just wanted to inform you of an Incident we attended on 1st Feb 2016 @ 18:00hrs delivered by L&D Trainers We attended an incident which was a request to assist Ambulance to gain access to a property whereby an 80yr old female had suffered a fall. When we arrived, we were met by her Son who could not gain access due to not having a key, no Ambulance was present.

We quickly gained access through a window that was ajar and commenced a casualty assessment. The Ambulance took approx. 10 minutes to arrive by which time we had carried out a primary and secondary survey and diagnosed a possible CVA, this was quickly confirmed by a Paramedic following their arrival. She is currently in hospital and her condition is stable.

FF Nige Brown was the appointed casualty carer having returned from his Re-Cert course less than an hour earlier. I was very impressed with his calm and methodical approach and his swift and accurate diagnosis and thought it worthy of an e-mail to you guys to thank you for your valuable input and development during his Re-Cert course which without doubt had a significant contribution.

Well done guys!

Regards,

WM Rob Mears Chestefield Green Watch

18/12/15 Thank you Middlecroft, Staveley Male Staveley Fire Hi Station, CM Paul Revill and I would like to compliment and thank the crew from Staveley Fire Station who responded to my home when wife called for help when i was taken ill. FF Craig Wilson I cant thank them enough for there speedy response and care.

Thank you. Resident Middlecroft Staveley. 10/12/15 Smoke alarm check Normanton, Derby Female Kingsway Blue Dear Derbyshire Fire Service Watch Many thanks to whichever team turned out to my 94 year old Mum's activated smoke detector yesterday evening. Having spoken to her this morning she said how friendly and reassuring you were and put her mind at rest. Can you confirm that even these integrated units should be tested periodically?

Best regards

07/12/15 Thank you to Ascot Drive Alvaston, Derby Male Kate Hi Kate McLaughlin and Ascot A resident from Alvaston has phoned and asked me to pass a message on to you and Ascot Drive Red, he asked me to say thank you for everything you have done for him this Drive week.

Regards Helen

04/12/15 Campaign supporting Cemetery Lodge, Stenson Female Kingsway Red Please see attached elderly people at Rd, Derby Watch Christmas 01/12/15 Horse Rescue Resident in Matlock Female Matlock Red Please see attached and Blue Watch 17/11/15 Defibillator Coaching Female WM Mark On behalf of all those who took advantage of attending Burnham this coaching session, thank you for the really warm instructing welcome we received on Tuesday evening. with Long Mark and his team worked hard to help us have more Eaton Red confidence in using a defibrillator. Watch To have the chance to get 'hands on' with this and to practice the correct resuscitation technique was invaluable. I am sure everyone came away from this session with the feeling they would be better able to help in an emergency. Again thank you for your time and effort on our behalf.

David and Hazel Brown. 11/10/15 North Yorkshire Fire and Headquarters, Thurston Group Derbyshire A thank you letter for assisting with flooding incidents over the Christmas period. Rescue Service Road, Nortallerton DL6 Fire and 2ND Rescue Service

14/10/15 Y9 Option Awareness New Mills School Female CSO Carol Hi all, Day Wilson and FF Josh Can I thank you all for your involvement in the Y9 options day at New Mills School. It was a really successful day and the student feedback was very positive and the sessions Charlesworth delivered were excellent.

Thank you for giving up your time to support our students in making their decisions.

Emma

06/10/15 Padley Group Derby Group All who Please see attatched letter of thanks donated food 22/07/15 Attending an Incident - Riddings This incident was received at 07:37 on the 20th September which would have meant that it was Green watch night shift, WM Anna Cartwright was in charge as first appliance Riddings Explosion on scene, although Red Watch Would have come on Duty at 0800 hours and would have relieved the night crew at some point that morning. White Watch Crews also attended on 21st

This incident was ongoing and did not fully close until 22nd September, but last crews were on scene on 21st September at 1600 hours

Please find below the Appliances that attended the incident

20/01/15 Thank you - Tommy's Derby Female Hi Shareen, Visit to Fire Station I just wanted to say a big thank you for arranging for Tommy to visit the Fire Station. As you are aware Tommy was worried about the possibility of a fire occurring in the home. This was affecting his emotional wellbeing causing him to have many sleepless nights. The visit helped to ease some of the worries he was experiencing.

Everyone was so supportive and sensitive around how Tommy was feeling. I would like to thank the firemen/women for the amount of time they invested in helping to make him feel better. He thoroughly enjoyed the visit and talked about it all the way home. I also found it very informative and interesting.

Thank you again Shareen for all your support in making this visit possible. I am sure this will make a positive difference to Tommy’s wellbeing and will be memorable for him.

20/07/15 Thank you from Andrew Hampshire Male Derbyshire Young boy sent Thank you cards to Stations he has visited across Derbyshire. I have attached the letter we recieved on 21/12/16 Dane Impey Fire & Rescue Service 08/07/15 Thanks from NSPCC - Derbyshire Group Please see attached. Alfreton Fire Station 07/07/15 Carol Service Lichfield - Lichfield Group All who Hi Jess, thanks for that, would appreciate if you could pass on my thanks to all your guys, who attended our Carol Service last night at Lichfield Cathedral. Thank you! attended Carol Can I take this opportunity to wish you and your family seasons greetings and a prosperous and healthy 2016. Service Kind regards Lichfield 07/07/15 Presentation Female Mat Lee & Dear Mat and Dave Dave Coss I just wanted to thank you so much for the presentation last night - it was illuminating, intriguing and fascinating- the whole audience was transfixed from start to finish!

I really hope the research and development go well with a good outcome for all . Good luck with the PhD, Dave. I am sure you will excel. It is very fitting that some good can come out of such a tragedy.

I would also like to thank you on behalf of the Jessica Hope Foundation for your very kind donation of your Honorarium to the Foundation. It will be put to great use in respect of :- • HeadSmart (early diagnosis of Brain tumours in children); • University Hospital Trust (to make young cancer patient's lifes a bit nicer at such a difficult time); • Brain Tumour Research Centre • and Rainbows Children's Hospice for children with a life limiting illness.

Thanks once again for a great professional information evening - you make a great team.

I would also like to thank you and the entire Fire and Rescue Service, personally, for the tremendous work you all do 24/7. THANK YOU.

Keep in touch.

Best wishes

Helen 07/07/15 Horse Rescue MRCVS, Bakewell Equine Group Red Watch Centre Alfreton & Matlock, Alfreton Retained, OIC SM M Bailey 04/07/15 Attendance at a RTC Nicola Murray Female White Watch Chesterfield & Staveley 22/06/15 Emergency Services 999 Notts FRS Group All DFRS Day Personnel Involved in helping 25/06/15 Thank you Female Julie Crooks Dear Julie Crooks

Having taken delivery of the mattress topper which was part of the electric blanket amnesty; I have

had the best night's sleep for months. This promotion in partnership with Derbyshire County Council

is priceless. The fire safety information together with the home security information was so helpful and

was a wake-up call especially to all senior citizens as I am in my 80th year so was pleased I made the effort

to attend this event at Swadlincote library. Wishing continued success to all services who contribute to

This promotion. – Mrs Moon.

12/06/15 Thanks to Jag Hayer - Female Dear Sir/Madam Community Team I am writing to thank you following my experience with your community team, in particular a lady called Jag. Having a 14 month old and a 3 week old I have come across Jag leading talks at the new parents group at Matlock surestart on two occasions. Both times these have been very useful and informative and I was pleased to recall a lot of the information from the first talk had stayed with me. As a result of the first talk I went away and checked our fire alarms, which we now do regularly, had our chimney swept which I had never even considered before, and made general sense checks with regard to plugs and electrical items. The talk could well have saved n incident in our families home and for this I am extremely grateful. I was supprised and disaapionted to hear that these talks will no longer be happening, and wanted to take the opportunity to feedback what a valued service this is, and urge you to reconsider provision in the future.

Regards

01/06/15 Thanks to Adam Hind Female Adam Hind Individual would like to thank SM Adam Hins for his kind and helpful advice givemn regarding Fire Safety 29/05/15 Feedback for Green Long Eaton Group Please see attached. Watch 19/05/15 RDS Unit Staveley Thank Staveley Male CM Kieran On the 6th October 2 responders from Staveley received a EMAS emergency call to my neighbour who was very ill. With the action of the responders and the paramedic they you! Derricott & FF helped treat my neighbour and get him to hospital care. My neighbour is now back at home and he has given me a thank-you card for the responders and asked if they can be James Jones thanked for their efforts. Staveley RDS Can you please put the thank you to :

CM Kieran Derricott and FF James Jones from Staveley RDS.

Thank you from Mick Kerry and WM Paul Hudson For their efforts on a EFR incident on the 6/10/15. 19/05/15 Thank you Ilkeston Green Long Eaton Police Male Ilkeston Green PC 1396, Grant Tiers from Long Eaton Police Station, has called to pass on his thanks and appreciation to the crew that attended an incident on Pelham Avenue yesterday Watch Watch evening (Tuesday 13 Oct / Inc Ref 2693). Fire Crews had extinguished a fire and were able to resume, however remained on scene with a lone PC until further Police back-up arrived, due to there being males in the vicinity wanted for robbery.

So, from PC Tiers to Ilkeston Green Watch; Thank you!

20/05/15 Thank you - Chivalry is Chesterfield Female Chesterfield The following email was received: not dead! Red Watch I would like to say a massive thanks to the firefighters who came to mine and my firends rescue when her tyre punctured and became destrpyed approaching Whittington Moor roundabout. They stopped, assisted us to a safe place and changed the tyre in the pouring rain. They're kind behaviour and friendly attitude made light of a near disaster.

And they say chivalry is dead! Not in Chesterfield. Thanks once again guys! Our heroes!

Eternally grateful Helen and Lisa 27/05/15 Alfreton Fire Station Visit Family Group CM Craig Craig, Shawcroft Thank you so much, Otto had a great time - it was very good of you to accomadate our visit. Thank you!

Warmest Wishes,

20/05/15 Community Day and New Community Projects Group CSO's Carol Thanks for a presentation given to the school during their "Community Day" Mills School Officer - Staffs Moorlands Wilson and DC/High Peak BC Chris Lofley

22/05/15 Loan of Smoke Tent for Staffordshire Fire & Group Derbyshire Thanks to DFRS for the loan of the Smoke Tent and personnel from P&I Team who attended the Tutbury Fire Stations 50th Anniversary Open Day Tutbury Fire Station 50th Rescue Service Fire & Rescue Anniversary Open Day Service

12/05/15 HFSC- Oxygen User Visit Resident Female CSO Jag Hayer Thanks for providing kindness/reassurance to the family 06/05/15 Chatsworth Fire Exercise Chatsworth House Group SM R Barker See attached letter from Richard Axon, Head of Operations at Chatsworth 24 June 2015 and all personnel involved int he exercise 06/05/15 Rescue of Horse Resident Female OIC Dave thanks to all involved in rescue of horse Crowther, Personnel from Matlock & Crich 05/05/15 Osmaston Park SCX (Sinfin Community Group Shareen Thanks to all those who took part in the community event. Community Funday - 4 Exchange) Akhtar & July 2015 Kingsway White Watch 29/04/15 Assistance given to Chair of Whaley Bridge Group Whaley Bridge Thanks to personnel from Whaley Bridge Station who helped with putting the Well Dressing Boards up. Whaley Bridge Well Well Dressing Team Station Dressing Team Personnel 11/04/15 Players Street Fire Notts FRS Group All Personnel Thanks to all personnel who attended the incident involved 07/04/15 Donations from Fire Fighters Charity Group All DFRS Thanks to all DFRS personnel and volunteers who have raised money for the FF Charity Derbyshire to Firefighters Personnel and Charity Volunteers 07/04/15 Visit to Buxton Fire Sheffield Male Rob Taylor and Letter of thanks following a visit to the Station to view the Unimog and tour of the station Station White Watch Buxton 02/04/15 AFSA AGM & Asian Fire Service Group DCFO Letter of thanks to DCFO McDermott for his contribution to the workshop event Development Day 2015 Association McDermott 22/05/15 Incident at Crich Crich Tramway Village & Male Matlock Bue Please convey my thanks to all those members of the East Midlands Ambulance Service and Derbyshire Fire and Rescue who attended the incident on Wednesday and who did Tramway Village National Tramway Watch, and everything they could to help Mr John Shawcross who unfortunately died. Museum Crich As you can imagine it was has been difficult to deal with the loss of such a long-serving and respected volunteer, but we thank you for doing all that you could.

The speed at which assistance arrived and the scale of the support that John received was amazing and we will remain ever grateful.

We opened again today slightly subdued but determined to carry on, which is what John would have wanted.

Thank you again for your diligent and dedicated professionalism, care and support to help our friend. John’s wife, Christine, will always be indebted to you for doing all you can.

General Manager 30/04/15 Fete & Duck Race Thistly Meadow, Female Kingsway Thanks received for attending event. Staffordshire Green Watch; South Area Response, Chris Lloyd- Jones and Pete Janes 05/05/15 The Duke of Devonshire Chatsworth Male Matlock Red Thank you letter received. Watch; Buxton "it was immensely reassuring for all of us at Chatsworth to see how professionally the Fire Services managed the situation." White Watch; Control White "great thanks to every member of your team for their diligence and attention to every detail". and Red Watch; SM Barker; SM Shipley and SM Wort 05/05/15 Fire Station Visit Hillsborough Fire DP, Group Kingsway Red Thanks for allowing us to spend time with fellow fire fighters during our visit to Kingsway Fire Station. Canada Watch; Red See attached letter for more details. Watch at BA; Rescue/Phase 1 Section; Terry Hughes 03/05/15 Community Fire Safety Hallowes Court, Dronfield Group CSO Jeffrey CSO Lloyd was informal, professional and full of nice relevant stories which everyone enjoyed..he really got the elderly residents thinking and engaging Talk Lloyd 18/04/15 Thank you for Animal RSPCA Inspector Group SM Bailey and Everything was done so professionally, so promptly and thank you Rescue Chesterfield Blue watch 02/04/15 Thank you for the Simmondley, Glossop Family Blue Watch This was a kitchen fire at Simmondley, Glossop. Attended by Blue Watch. support! Glossop It was a very emotional event for the family losing their beloved pet dog Molly, the crew purchased and presented soon after the event, flowers, chocolate and a card for the family as we too were very sorry and upset for their loss.

Kind Regards

WM Simon Booth Blue Watch Glossop

16/04/15 SM Ronnie Barker DFRS Group CM Charity bag pack and Easter raffle with the staff of Shirebrook Co-Op, to raise money for the firefighters charity. Newcombe, £1200 raised. Cm Ratcliffe, We would also like to wish them well throughout the year, as they have other events planned, with the aim of raising a total of £5000. FF Fletcher, FF Oakley, FF Turner, FF Reeves, FF Poynton, FF Wilkinson 02/04/15 Thank you for help and Radbourne Street Derby Ann Sharp in Ann Sharp in Control for her kindness and reassurance. WM Mark Caine and the crew of Kingsway Red Watch for their help and wonderful service service Control; WM Mark Caine and Kingsway Red Watch 05/04/15 WM M Caine - Kingsway DFRS Group All Involved Thanks received for very successful Charity event. Raised £701.10 (Our Best Total)

02/04/15 Steve Richards DFRS Male Ripley RDS, Thanks to all those who supported the Ripley Car Wash. Alfreton RDS, Amy Thorpe (Control Green) & Macaulay Kennelly (Volunteer