WEST YORKSHIRE FIRE AND RESCUE AUTHORITY
ANNUAL MEETING TO BE HELD ON FRIDAY, 27 JUNE 2008 IN THE TRAINING AND CONFERENCE SUITE, TRAINING CENTRE, BIRKENSHAW COMMENCING AT 11.00AM
AGENDA
1. APPOINTMENT OF CHAIR
2. APPOINTMENT OF VICE-CHAIR
3. MEMBERSHIP OF THE AUTHORITY (pp 1- 3)
(Report of the Director of Corporate Resources enclosed)
4. CHAIRMAN’S ANNOUNCEMENTS
5. ADMISSION OF THE PUBLIC
The Committee is asked to consider whether, by resolution, to exclude the public from the meeting during the items of business marked with an ‘E’ reference, because of the possibility of the disclosure of exempt information.
6. URGENT ITEMS
To determine whether there are any additional items of business which, by reason of special circumstances, the Chair believes should be considered at the meeting
7. DECLARATIONS OF INTEREST
To consider any Declaration of Interest in relation to any item of business on the agenda.
8. COMMITTEE MEMBERSHIPS AND APPOINTMENTS 2008 / 2009 (pp 6 - 8)
(Report of the Director of Corporate Resources enclosed)
9. NOMINATION OF MEMBERS TO ANSWER QUESTIONS AT MEETINGS OF CONSTITUENT AUTHORITIES (pp9 - 10)
(Report of the Director of Corporate Resources enclosed)
10. REPRESENTATION ON OUTSIDE BODIES FOR 2008 / 2009 (pp 11 - 13)
(Report of the Director of Corporate Resources enclosed)
11. NOMINATION OF MEMBER CHAMPIONS 2008 / 2009 (pp 14 - 15)
(Report of the Director of Corporate Resources enclosed)
12. MINUTES OF THE LAST MEETING HELD ON 18 APRIL 2008 (pp 16 - 21)
(Enclosed)
13. MINUTES OF THE FINANCE AND RESOURCES COMMITTEE HELD ON 25 APRIL 2008 (pp 22 - 28)
(Enclosed)
14. MINUTES OF THE EXECUTIVE COMMITTEE HELD ON
(i) 9 MAY 2008 (pp 29 – 31) (ii) 11 JUNE 2008 (pp 32 – 35)
(Enclosed)
15. MINUTES OF THE AUDIT COMMITTEE ON 13 JUNE 2008 (pp 36 – 41)
(Enclosed)
16. MINUTES OF THE LOCAL GOVERNMENT ASSOCIATION (pp 42 – 49)
a) Fire Services Management Committee - 12 May 2008
b) Safer Communities Board * - 12 May 2008
c) Fire Forum - 11 April 2008
(Enclosed) * Not yet available
17. MINUTES OF THE REGIONAL MANAGEMENT BOARD (convened as Shadow Board for the Local Authority Controlled Company) HELD ON 16 MAY (pp 50 - 52)
(Enclosed)
18. PERFORMANCE MANAGEMENT REPORT (pp 53 - 75)
(Report enclosed)
19. FINANCIAL OUTTURN 2007 / 8 ( pp 76 - 148)
(Report enclosed)
20. CALENDAR OF MEETINGS 2008 / 9 – AMENDMENT (pp 149 – 150)
(Report enclosed)
21. INTEGRATED RISK MANAGEMENT PLAN – CONSULTATION (pp 151 - 188)
(Report enclosed)
22. LOCAL AREA AGREEMENTS – UPDATE (pp 189 - 211)
(Report enclosed)
23. ETHICAL GOVERNANCE HEALTH CHECK (pp 212 - 230)
(Report enclosed)
24. CORPORATE HEALTH – ANNUAL UPDATE REPORT (pp 231 - 237)
(Report of the Director of Corporate Resources enclosed)
25 MEMBER CHAMPIONS 2007 / 8 – UPDATE (pp 238 – 242)
(Report enclosed)
26. FIRE SAFETY GROUP ACTIVITIES (pp 243 – 256)
(Report of the Director of Fire Safety and Technical Services attached)
27. FIRECONTROL / FIRELINK UPDATE (pp 257 - 263)
(Report enclosed)
WEST YORKSHIRE ITEM NO FIRE AND RESCUE AUTHORITY 27 June 2008 AUTHORITY
REPORT OF: THE DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO ADVISE OF A CHANGE IN MEMBERSHIP OF THE AUTHORITY
RECOMMENDATION: THAT THE REPORT BE NOTED.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: NIL
ACCESS CONTACT OFFICER: NICOLA HOUSEMAN 01274 655740
BACKGROUND PAPERS OPEN TO INSPECTION: LETTERS OF APPOINTMENT FROM DISTRICT COUNCILS
Library:WYFS Document Name:_Auth_29_6_07.DOC Document #: 4877 Version:v1 Author_Id: CAM
1 BACKGROUND
1.1 The District Councils have notified the Authority of the following changes in Members:
Bradford - Cllr David Gray (Liberal Democrat) replacing Councillor J Cole (Liberal Democrat)
Calderdale - Councillor David Ginley (Con) replacing Councillor R Taylor (Con)
Leeds - Councillor Mohammed Rafique (Labour) replacing Councillor A Ogilvie (Labour) Councillor Ann Castle (Con) replacing Councillor G Wilkinson (Con)
Kirklees - Councillor Khizar Iqbal (Con) replacing Councillor M Harkin (Labour) Councillor David Ridgway (Liberal Democrat) replacing Councillor G Beever (Lib Dem)
Wakefield - Councillor A Wallis (Labour) replacing Councillor D Atkinson (Labour)
1.2 Membership of the Authority is now as follows;
BRADFORD CALDERDALE
Councillor V Binney Councillor D Ginley Councillor J Godward Councillor B Smith Councillor D Gray Councillor N Ikram Councillor M Jamil
KIRKLEES LEEDS
Councillor K Iqbal Councillor S Armitage Councillor M Khan Councillor A Castle Councillor R Light Councillor M Coulson Councillor D Ridgway Councillor P Harrand Councillor D Hollingsworth Councillor G P Kirkland Councillor A McKenna Councillor M Rafique Library:WYFS Document Name:_Auth_29_6_07.DOC Document #: 4877 Version:v1 Author_Id: CAM WAKEFIELD
Councillor P Booth Councillor T Hardwick Councillor A Wallis
1.3 For the information of Members, the political composition of the Authority, from midnight on 27 June 2008, will be as follows;
LABOUR CONSERVATIVE LIBERAL DEMOCRAT
Cllr S Armitage Cllr V Binney Cllr D Gray Cllr M Coulson Cllr P Booth Cllr D Hollingsworth Cllr J Godward Cllr A Castle Cllr G P Kirkland Cllr T Hardwick Cllr D Ginley Cllr D Ridgway Cllr N Ikram Cllr P Harrand Cllr M Khan Cllr K Iqbal Cllr A McKenna Cllr M Jamil Cllr M Rafique Cllr R Light Cllr B Smith Cllr A Wallis 10 (-1) 8 (+1) 4
Library:WYFS Document Name:_Auth_29_6_07.DOC Document #: 4877 Version:v1 Author_Id: CAM WYFRA FULL AUTHORITY 27 JUNE 2008 ITEM No
REPORT OF: DIRECTOR OF CORPORATE RESOURCES (CLERK TO THE AUTHORITY AND MONITORING OFFICER)
PURPOSE OF REPORT: TO CONSIDER THE APPOINTMENT OF COMMITTEES AND THEIR COMPOSITION INCLUDING THE APPOINTMENT OF CHAIRS AND VICE CHAIRS, MEMBERS AND SUBSTITUTES FOR 2008/2009
RECOMMENDATIONS: i) THAT THE AUTHORITY DETERMINE THE ALLOCATION OF COMMITTEE SEATS AS BETWEEN THE POLITICAL GROUPS IN ACCORDANCE WITH THE PRINCIPLES OF DETERMINATION SET OUT IN SECTIONS 15 AND 16 OF THE LOCAL GOVERNMENT AND HOUSING ACT 1989, AS RECOMMENDED IN THIS REPORT.
ii) THAT THE AUTHORITY MAKES APPOINTMENTS TO THE POSITIONS OF CHAIRS AND VICE CHAIRS OF THE ORDINARY COMMITTEES (EXCEPTING THE STANDARDS COMMITTEE)
iii) THAT SUBJECT TO THE ALLOCATION REQUIRED BY THE 1989 ACT THE AUTHORITY MAKES APPOINTMENTS OF MEMBERS AND THEIR SUBSTITUTES TO THE AUTHORITY’S COMMITTEES.
iv) THAT THE AUTHORITY MAKES APPOINTMENTS TO THE MEMBERSHIP OF THE COMMITTEE BRIEFING GROUPS.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
Exemption Category: NIL
Contact Officer: M G Barnes. Tel: 01274 655710
Background Papers: None other than statutory acts and regulations.
1
1. BACKGROUND
1.1 There are 22 Members of the Authority. There are 3 political groups represented on the Authority. The political balance has changed following the 2008 elections and as at the date of this annual meeting, political groups are represented as follows:
Labour Conservative Liberal Democrat 10 8 4
1.2 The Authority is required by Sections 15 and 16 of the Local Government and Housing Act 1989 to review the allocation of committee seats to political groups at each annual meeting and as the Monitoring Officer I am required to submit recommendations which, in my opinion, best meet the requirements of the Act. It should be noted Section 17 of the Act permits alternative arrangements but these can only be implemented with the unanimous agreement of all members present.
1.3 The following calculations are based on the statutory formula set out in the 1989 Act applied to the overall number of seats and committee composition determined by the Authority at the 2007 AGM:
Total number of ordinary committee seats 36 Executive Committee 6 Finance and Resources Committee 12 Personnel and Training Committee 12 Audit Committee 6
Committee Allocations: Labour Conservative Liberal Democrat 16 13 7
Executive Committee Labour Conservative Liberal Democrat 3 2 1
Audit Committee Labour Conservative Liberal Democrat 3 2 1
Finance and Resources Committee Labour Conservative Liberal Democrat 5 5* 2*
Personnel and Training Committee Labour Conservative Liberal Democrat 5 4* 3*
Footnote * Option to alternate Conservative and Liberal Democrat group numbers as between Finance and Resources Committee and Personnel and Training Committee.
2
The Standards Committee
The Standards Committee is not subject to the political proportionality requirements. It now consists of 9 members. 3 members are independents, 1 of whom serves as the Chair of the Committee in accordance with best practice recommended by the Standards Board for England. Prior to changes approved earlier this year the committee had only 5 members with one from each political group. If the same approach is taken to the revised composition then each group would appoint 2 members. :
Labour Conservative Liberal Democrat 2 2 2
2. APPOINTMENT OF CHAIRS AND VICE CHAIRS
2.1 The Authority itself makes the appointments to the positions of Chair and Vice Chair of the 4 Standing Ordinary Committees:
Executive Committee Chair Vice Chair Finance & Resources Chair Vice Chair Personnel & Training Chair Vice Chair Audit Committee Chair Vice Chair
3. BRIEFING GROUPS
3.1 There is a long-standing arrangement for leading members to be briefed prior to formal committee meetings. These briefing groups are not subject to the political proportionality rules since they are non-executive, non-decision making meetings. The current arrangements, which are recommended for continuance, include the respective Chairs and Vice Chairs plus 1 member each political group, not already represented by a Chair or Vice Chair attending the briefing group meeting.
4. SUBSTITUTES
4.1 It is necessary for substitutes to be appointed on a formal basis as alternative members for substantive members who cannot attend committee meetings.
3
WEST YORKSHIRE ITEM NO FIRE AND RESCUE FULL 27 June 2008 AUTHORITY AUTHORITY
REPORT OF: THE DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO CONSIDER THE NOMINATION OF MEMBERS TO ANSWER QUESTIONS AT MEETINGS OF CONSTITUENT AUTHORITIES
RECOMMENDATION: THAT NOMINATION OF MEMBERS BE MADE AS REQUIRED BY THE LOCAL GOVERNMENT ACT 1985, FOR THE PURPOSE OF ANSWERING QUESTIONS AT MEETINGS OF CONSTITUENT COUNCILS FOR THE YEAR 2008 / 2009.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: NIL
ACCESS CONTACT OFFICER: NICOLA HOUSEMAN 01274 655740
BACKGROUND PAPERS OPEN TO INSPECTION: NONE
1 BACKGROUND
1.1 Under the Local Government Act 1985, the Authority is required to nominate a Member from each constituent Council on the Authority to answer questions within the Council on the discharge of functions etc by the West Yorkshire Fire Authority.
1.2 At the Annual meeting in July 2007, the following Members were nominated to answer such questions for the Municipal Year 2007 / 2008:-
Councillor J Godward Bradford Councillor R Taylor Calderdale (no longer a member) Councillor G Beever Kirklees (no longer a member) Councillor D Hollingsworth Leeds Councillor P Booth Wakefield
1.3 It is recommended that nomination of members be made as required by the Local Government Act 1985, for the purpose of answering questions at meetings of constituent councils for the year 2008 / 2009.
AGENDA WEST FULL AUTHORITY NO YORKSHIRE FIRE 27 JUNE 2008 AND RESCUE AUTHORITY
REPORT OF: DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO MAKE APPOINTMENTS TO LOCAL GOVERNMENT ASSOCIATION AND OTHER OUTSIDE BODIES FOR THE YEAR 2008 / 2009
RECOMMENDATION: THAT THE AUTHORITY DETERMINES ITS APPOINTMENT OF REPRESENTATIVES TO THE LOCAL GOVERNMENT ASSOCIATION AND OTHER OUTSIDE BODIES AS DETAILED IN THIS REPORT FOR THE YEAR 2008 / 2009
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY:
CONTACT OFFICER: M G BARNES - 01274 655732
BACKGROUND PAPERS OPEN TO INSPECTION:
Library:WYFS Document Name:_Auth_29_6_07.DOC Document #: 4878 Version:v1 Author_Id: CAM
1 BACKGROUND
1.1 The Local Government Association and other outside bodies to which the Authority is entitled to make appointments together with details of the appointments for last year are set out below:
Body Number 2005/2006 Representatives of Seats
LGA General Assembly 4 Chair Councillors G Beever* (Lib Dem), M Coulson (Labour) and P Harrand (Con) (or their nominees)
LGA Fire Forum 3 Councillors M Coulson (Lab), P Harrand (Con) and G Beever* (Lib Dem) (or their nominees)
LGA Urban Commission ** 2 Chair Vice Chair
Footnote: The Authority’s 17 votes on the LGA General Assembly have previously been allocated in accordance with political proportionality on the basis of Labour Group (11), Conservative Group (7) and Liberal Democrat Group (4). The Chair to exercise the corporate vote. This should now be revised to Labour Group (10), Conservative Group (8) and Liberal Democrat Group (4).
* No longer Member of the Authority
** Representatives only attend the LGA Urban Commission when matters of direct relevance to Fire and Rescue Service affairs are scheduled for discussion – this is rare.
Yorkshire and Humberside 1 Chair Regional Employers’ Forum
Yorkshire Purchasing 1 Councillor D Hollingsworth Organisation Management Committee
Library:WYFS Document Name:_Auth_29_6_07.DOC Document #: 4878 Version:v1 Author_Id: CAM
Yorkshire and Humberside Fire 4 Councillors R Light Authorities’ Regional Management (Conservative), **G Beever Board (Liberal Democrat), **D Atkinson (Labour) and M The political balance on the Coulson (Labour) Authority requires this allocation to remain at 2 Labour seats, 1 (plus named substitutes Cllrs Conservative seat and 1 Liberal P Booth, G P Kirkland, B Democrat seat. Smith and M Khan)
Bradford Crime and Disorder 1 Councillor J Cole** Partnership
Local Government Yorkshire and 1 Councillor P Booth Humber ***
*** LGYH are also looking to appoint a representative of this Fire Authority to sit on the Employers’ Committee 2008 / 9.
1.2 The Local Government Association encourages a practice of appointing to LGA seats on a party political proportionality basis but this is not a legal requirement under the 1989 Act and nor does such a requirement apply to bodies to which the Authority makes less than three appointments anyway. The LGA constitution permits national top-up appointments to ensure a political balance is achieved if this is necessary.
1.3 The Authority should note that the Local Government Association may appoint any of this Authority’s representatives to serve on its behalf on the various specialist national bodies such as the Central Fire Brigades’ Advisory Council, the National Joint Council for Local Authorities’ Fire Brigades etc. Councillor Khan had been appointed to the Local Government Association Fire Services Management Committee for which travel and subsistence allowances would be paid by this Authority.
1.4 These bodies also organise seminars, conferences, courses etc from time to time relating to topics of interest to the Authority, the Local Government Association and to which Members (additional to the nominated Members) might be invited to attend. In some instances the LGA pays the relevant allowances and in other cases individual fire authorities are required to pay any associated costs.
1.5 In conclusion, the Authority is invited to determine its nominations for appointment to the above listed external bodies for the year 2008/09. Library:WYFS Document Name:_Auth_29_6_07.DOC Document #: 4878 Version:v1 Author_Id: CAM
WEST YORKSHIRE ITEM NO FIRE AND RESCUE FULL 27 June 2008 AUTHORITY AUTHORITY
REPORT OF: THE DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO CONSIDER THE NOMINATION OF MEMBER CHAMPIONS
RECOMMENDATION: (i) THAT NOMINATION BE MADE FOR THE FOLLOWING MEMBER CHAMPIONS;
EQUALITY AND FAIRNESS LEARNING AND DEVELOPMENT E-CHAMPION BEST VALUE PERFORMANCE AND IMPROVEMENT RISK MANAGEMENT ENVIRONMENT
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: NIL
ACCESS CONTACT OFFICER: NICOLA HOUSEMAN 01274 655740
BACKGROUND PAPERS OPEN TO INSPECTION: NONE
1 BACKGROUND
1.1 In 2007 / 8 the Authority appointed Member champions to key areas as follows;
Equality and Fairness Councillor John Cole (not returned 2008 / 9) Learning and Development Councillor Naveeda Ikram E-champion Councillor Bryan Smith Best Value Councillor Peter Harrand Performance Management Councillor Mehboob Khan Risk Management Councillor Philip Booth
1.2 Member Champions provide vision and leadership at a strategic level and are available to assist appropriate officers with regard to policy development and other specific aspects of work relevant to their individual project area.
1.3 It is recommended that nomination of member champions be made for 2008 / 09 municipal year and that consideration be given to the appointment of a new Environment Member Champion in response to the “use of natural resources” theme under the Comprehensive Area Assessment process and to the Government’s carbon footprint agenda.
West Yorkshire Fire & Rescue Service
PPeerrffoorrmmaannccee MMaannaaggeemmeenntt aanndd AAccttiivviittyy RReeppoorrtt 22000088//0099
Period Covered: 1 April 2008 – 30 April 2008
Date Issued: 5 June 2008 Table of Contents
Contents Page No.
1 Introduction/Summary 3 2 Target Summary - Overview 4 3 Corporate Health Indicators 5 Corporate Health – Performance 5 Corporate Health – Local Indicators 8 4 Service Delivery Indicators 9 Service Delivery Indicators – Performance 9 5 MACC Call Handling Times 13 6 Best Value Performance Indicators – Comparison with other Metropolitan Fire and Rescue Services 14 7 Special Service Call Incidents 16 Special Service Calls – District Performance 17 8 ‘Five Pumps and Above’ Incidents 18 General Commentary 18 9 Home Fire Safety Checks 19 Smoke Alarm Ownership 20 10 Compliments and Complaints 21 Commentary 21 11 Violence at Work 22
1 Introduction/Summary
The purpose of this report is to provide information regarding the performance of West Yorkshire Fire and Rescue Service against selected national and local targets to enable the Authority to measure, monitor and evaluate performance.
The national targets identified in this report are contained within the following performance indicators: • Best Value Performance Indicators (Corporate Health) • Best Value Performance Indicators (Service Delivery)
The Best Value indicators inform the ten Comprehensive Performance Assessment (CPA) indicators, which were used by the Audit Commission to determine the performance information element of the service assessment for 2007/08.
CPA service assessment calculations are made by averaging Best Value service delivery indicator performance over a period of one to five years, dependent upon the CPA indicator.
In this report, appropriate and progressive monthly statistics have been utilised to identify trends in performance, with corresponding information regarding the action being taken to address any areas of under-performance. Information regarding a selection of local performance targets has also been provided in this report and comparisons have been made with the previous fiscal year’s performance.
All data, unless specified, is for the reporting period 1 April – 30 April 2008.
A traffic light system has been employed to provide a straightforward visual indicator of performance against each specific target.
Comparative data, in respect of other Metropolitan Fire Authorities and Local Authorities, will be included periodically in this report, to allow West Yorkshire Fire and Rescue Service to benchmark its performance against those of similar Authorities.
Graphical representation of the performance of West Yorkshire Fire and Rescue Service is available via the Performance Information Management System (PIMS), which is accessed via the Service’s intranet / internet site.
Performance Management Report Page 3 of 24
2 Target Summary - Overview
Legend
Purple indicates target not applicable Red indicates not achieving target Amber indicates satisfactory performance (within 10% of target) Green indicates achieving or exceeding target BVPI Indicator used for CPA reporting process Direction of travel, compared to position at this time last year
Targets by Indicator Category
National Corporate National Service Local Service Indicators Health Indicators Delivery Indicators
BVPI 2(a) BVPI 142(ii) Recruitment from ethnic minorities
BVPI 2(b) BVPI 142(iii) Recruitment of females
BVPI 3 BVPI 143(i) Call Handling Times
BVPI 8 BVPI 143(ii) Special Service Calls
BVPI 11(a) BVPI 144 Incidents – Five Pumps and Above
BVPI 11(b) BVPI 146(i) Home Fire Safety Checks
BVPI 11(c) BVPI 146(ii) Compliments/Complaints
BVPI 12(i) BVPI 149(i) Violence at Work
BVPI 12(ii) BVPI 149(ii)
BVPI 15(i) BVPI 149(iii)
BVPI 15(ii) BVPI 206(i)
BVPI 16(a)(i) BVPI 206(ii)
BVPI 16(a)(ii) BVPI 206(iii) BVPI 16(b) BVPI 206(iv)
BVPI 17(a) BVPI 207
BVPI 17(b) BVPI 208 BVPI 150 BVPI 209(i) BVPI 210 BVPI 209(ii)
BVPI 209(iii)
Performance Management Report Page 4 of 24
3 Corporate Health Indicators
Corporate Health – Performance
Direction Cumulative Year to Date Performance of Travel compared BVPI Description Target Comment to Full To 30 To 31 To 30 To 31 To 31 To 30 To 31 To 30 To 31 To 31 To 29 To 31 position at this Year Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar time last year The level (if any) of External validation at the Equality Standard Level 3 has been BVPI for Local Government 3 4 achieved and we will 2(a) to which the Authority be at Level 4 by conforms December 2008 Final two indicators refer to reporting BVPI The duty to promote racial incidents * 95% 95% 2(b) race equality (must be reported to the police who follow up complaints) Similar results for other West Yorkshire The percentage of authorities, but most The result for BVPI 3 is obtained from a three-yearly survey citizens satisfied with recent QOS survey carried out in conjunction with West Yorkshire local authorities. BVPI 3 the overall service 51.0% N/A showed satisfaction The most recent result was obtained in April 2007. provided by the levels of 97% for In the previous report dated April 2004, the result obtained was 61.2%. Authority persons who have actually come into contact with WYFRS The percentage of Progressive roll-out of invoices for goods the corporate credit BVPI 8 and services paid by 97.8% 100.0% card will increase the the Authority within proportion of invoices 30 days paid within 30 days Good progress made. BVPI The percentage of the We are now focusing 4.35% 3.00% 11(a) top 5% of earners on the progression of who are women operational women. * BVPI 2b – Racial incidents do not include attacks on firefighters by ethnic groups Performance Management Report Page 5 of 24
Direction Cumulative Year to Date Performance of Travel compared BVPI Description Target Comment to Full To 30 To 31 To 30 To 31 To 31 To 30 To 31 To 30 To 31 To 31 To 29 To 31 position Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar at this Year time last year The percentage of the top 5% of earners Mentors/coaches BVPI have yet to be who are from 0.00% 0.75% 11(b) ethnic minority identified to support communities progress in this area The percentage of the There is a robust BVPI top 5% of earners 2.61% 1.60% process in place to 11(c) who have a disability capture this data. The number of Revised sickness working days/shifts protocols and robust BVPI per employee lost management 0.63 6.50 12(i) due to sickness continue, however absence – there has been an Uniformed Staff increase in long term The number of sickness. Systems working days/shifts development is under BVPI per employee lost 0.70 6.75 way to provide a 12(ii) due to sickness breakdown and absence – All Staff identify any trends. Employees retiring on ill health grounds as a BVPI percentage of the There is a robust 0.00% 0.65% 15(i) total workforce – policy framework Firefighters Pension supporting this Scheme performance. Employees retiring on Redeployment ill health grounds as a procedures assist BVPI percentage of the with keeping these 0.00% 0.80% 15(ii) total workforce – figures at a low level. Local Government Pension Scheme
Performance Management Report Page 6 of 24
Direction Cumulative Year to Date Performance of Travel compared BVPI Description Target Comment to Full To 30 To 31 To 30 To 31 To 31 To 30 To 31 To 30 To 31 To 31 To 29 To 31 position at this Year Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar time last year The percentage of whole time and Position improved BVPI retained duty system 1.91% 1.90% from April 2007 as a 16a(i) employees with a result of more disability accurate data being The percentage of obtained through the BVPI control and non- self-declaration 13.32% 12.00% 16a(ii) uniformed employees survey. with a disability
The percentage of Figure obtained from BVPI the economically census data 15.34% N/A 16(b) active population in and provided for FRS area with a information only. disability
The percentage of There are four BME BVPI uniformed staff from 2.3% 7.9% trainee firefighters 17(a) minority ethnic on the May course. communities The percentage of the economically Figure obtained from BVPI census data active population in 11.5% N/A 17(b) FRS area from ethnic and provided for minority communities information only. Expenditure per head The total to date is BVPI of population on the the revised 2006/07 £38.78 £39.28 150 provision of fire and outturn figure – this is rescue services to be updated shortly
There are two women BVPI The percentage of 2.45% 14.00% trainee firefighters 210 female firefighters on the May course.
Performance Management Report Page 7 of 24
Corporate Health – Local Indicators
Cumulative Year to Date Performance Target BVPI Description To 30 To 31 To 30 To 31 To 31 To 30 To 31 To 30 To 31 To 31 To 29 To 31 Full Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Year
Uniformed recruits from ethnic minority First trainee course Local communities as a Nil 8.00% for 2008/09 takes percentage of total place in May. uniformed recruits
Uniformed female First trainee course recruits as a Local Nil 8.00% for 2008/09 takes percentage of total place in May. uniformed recruits
Performance Management Report Page 8 of 24
4 Service Delivery Indicators
Service Delivery Indicators – Performance
Direction Cumulative Year to Date Performance of Travel compared BVPI Description Target Comment to Full To 30 To 31 To 30 To 31 To 31 To 30 To 31 To 30 To 31 To 31 To 29 To 31 position at this Year Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar time last year Number of calls to Consistent BVPI fires attended: performance is being 1.82 29.6 142(ii) Primary fires per maintained against 10,000 population this indicator. Number of calls to: Consistent BVPI Accidental Fires in performance is being 1.25 17.6 142(iii) Dwellings per maintained against 10,000 dwellings this indicator. Number of deaths arising from Consistent BVPI performance is being accidental fires in 143(i) 0.00 0.70 dwellings per maintained against this indicator. 100,000 population Number of Injuries arising from Consistent BVPI performance is being accidental fires in 0.93 11.71 143(ii) dwellings per maintained against 100,000 population this indicator.
The percentage of Performance BVPI accidental fires in trend improving – 83.8% 94.9% 144 dwellings confined to training taking room of origin place to ensure consistent reporting.
Performance Management Report Page 9 of 24
Direction Cumulative Year to Date Performance of Travel compared BVPI Description Target Comment to Full To 30 To 31 To 30 To 31 To 31 To 30 To 31 To 30 To 31 To 31 To 29 To 31 position at this Year Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar time last year Number of calls to Consistent malicious false performance is BVPI alarms per 1000 0.08 1.3 being maintained 146(i) population – against not attended this indicator. Consistent Number of calls to performance is BVPI malicious false 0.05 0.9 being maintained 146(ii) alarms per 1000 against population – attended this indicator. False alarms caused Significant by automatic fire BVPI improvement on detection apparatus 6.96 114.6 149(i) previous year’s per 1000 non performance. domestic properties Number of those Significant BVPI properties in 149i with improvement on 124 1,247 149(ii) more than one previous year’s attendance performance. Percentage of false alarms caused by Significant BVPI AFD to a non- improvement on 23.7% 67.8% 149(iii) domestic property previous year’s with more than one performance. attendance
Performance Management Report Page 10 of 24
Direction Cumulative Year to Date Performance of Travel compared BVPI Description Target Comment to Full To 30 To 31 To 30 To 31 To 31 To 30 To 31 To 30 To 31 To 31 To 29 To 31 position at this Year Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar time last year Number of deliberate Consistent BVPI primary fires performance is being 0.25 8.1 206(i) (excluding vehicles) maintained against per 10,000 population this indicator. Number of deliberate Consistent BVPI primary fires performance is being 0.72 12.1 206(ii) in vehicles maintained against per 10,000 population this indicator. Number of deliberate BVPI secondary fires Long term trend is 3.56 56.4 206(iii) (excluding vehicles) positive. per 10,000 population Number of deliberate Consistent BVPI secondary fires performance is being 0.05 1.7 206(iv) in vehicles maintained against per 10,000 population this indicator. Performance against this target varies Fires in non-domestic month to month, BVPI premises per 0.56 10.7 however the long 207 1000 non-domestic term trend indicates premises consistent activity with previous year. The percentage of people in accidental BVPI dwelling fires who Long term trend 86.4% 94.1% 208 escape unharmed shows improvement. without FRA assistance
Performance Management Report Page 11 of 24
Direction Cumulative Year to Date Performance of Travel compared BVPI Description Target Comment to Full To 30 To 31 To 30 To 31 To 31 To 30 To 31 To 30 To 31 To 31 To 29 To 31 position at this Year Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar time last year The percentage of Performance against fires attended in this target has BVPI dwellings where a 55.8% 36.1% improved significantly 209(i) smoke alarm had and consistently since activated November 2006. BVPI 209(ii) is impacted by the The percentage of increase in smoke fires attended in alarm ownership, BVPI dwellings where a 16.3% 9.7% since it includes 209(ii) smoke alarm was incidents where, for fitted but did not legitimate reasons, activate the smoke alarm has not activated.
The percentage of Linked to 209(i). fires attended in BVPI Targeted HFSC dwellings where no 209(iii) 27.9% 53.6% activity is delivering smoke alarm was significant impact. fitted
Performance Management Report Page 12 of 24
5 MACC Call Handling Times
Direction Cumulative Year to Date Performance of Travel BVPI Description compared Target Comment To 30 To 31 To 30 To 31 To 31 To 30 To 31 To 30 To 31 To 31 To 29 To 31 to position Full Year Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar at this time last year
Time taken from accepting a call from Performance trend the British Telecom 60 has improved operator, to 56.01 Local seconds consistently during mobilisation of Fire the year and Rescue Service resources
Performance Management Report Page 13 of 24
6 Best Value Performance Indicators – Comparison with other Metropolitan Fire and Rescue Services
The metropolitan Fire and Rescue Services share information on a quarterly basis in respect of BVPIs. Information to the end of the financial year (31st March 2008) and positions for the individual BVPIs are shown below. The information is unaudited and therefore may be subject to minor amendments, but it does allow performance comparisons to be made between WYFRS and similar ‘family group’ Fire and Rescue Services.
West Greater South Tyne & West BVPI Description London Merseyside Yorkshire Manchester Yorkshire Wear Midlands The level (if any) of the Equality BVPI Standard for Local Government 3 2 5 2 1 3 2 2(a) to which the Authority conforms BVPI The duty to promote race equality 95% Not yet 74% 100% 74% 100% 100% 2(b) known
BVPI The percentage of invoices for Not yet Not yet 97.8% 90.2% 99.8% 92.6% 96.8% 8 goods and services paid by the known known Authority within 30 days BVPI The percentage of the top 5% of 4.24% 10.5% 11.06% 6.49% 4.17% 13.9% 7.51% 11(a) earners who are women The percentage of the top 5% of BVPI earners who are from 11(b) 0.00% 0.80% 7.29% 0.00% 2.08% 2.50% 3.29% ethnic minority communities
BVPI The percentage of the top 5% of 11(c) earners who have a disability 3.39% 0.00% 4.27% 0.00% 1.04% 1.3% 1.41%
The number of working days/shifts BVPI per employee lost due to sickness 7.83 5.83 7.76 7.27 7.68 7.3 6.28 12(i) absence – Uniformed Staff The number of working days/shifts BVPI per employee lost due to sickness 12(ii) 8.48 6.70 8.72 7.16 7.85 8.03 6.18 absence – All Staff Employees retiring on ill health BVPI grounds as a percentage of the 15(i) total workforce – 0.07% 0.05% 0.08% 0.60% 0.24% 0.32% 0.00% Firefighters Pension Scheme Employees retiring on ill health BVPI grounds as a percentage of the 15(ii) total workforce – Local 0.00% 0.04% 0.08% 0.00% 0.00% 0.00% 0.16% Government Pension Scheme BVPI The percentage of whole time and 16a(i) retained duty system employees 1.95% 1.91% 1.51% 1.73% 1.09% 0.64% 2.16% with a disability The percentage of control and BVPI Not yet non-uniformed employees 13.28% 7.15% 1.68% 3.86% 2.6% 5.50% 16a(ii) with a disability known
BVPI The percentage of uniformed staff 17(a) from minority ethnic communities 2.3% 1.82% 10.5% 3.8% 2.2% 0.72% 6.6%
BVPI The percentage of Not yet 2.48% 3.52% 2.74% 3.50% 4.3% 3.29% 210 female firefighters known
Performance Management Report Page 14 of 24
West Greater South Tyne & West London Merseyside BVPI Description Yorkshire Manchester Yorkshire Wear Midlands Number of calls to fires attended: BVPI 25.41 34.26 18.66 33.45 33.27 33.1 24.38 Primary fires 142(ii) per 10,000 population (5492) (8729) (14016) (4568) (4302) (3602) (6339) BVPI Number of calls to: 15.19 23.52 18.10 21.66 16.64 23.4 18.4 142 Accidental Fires in Dwellings (iii) per 10,000 dwellings (1347) (2661) (5857) (1286) (910) (1109) (1959) Number of deaths arising from BVPI 0.46 0.75 0.52 0.59 0.54 0.37 0.31 accidental fires in dwellings 143(i) per 100,000 population (10) (19) (39) (8) (7) (4) (8) Number of Injuries arising from BVPI 6.94 3.57 16.45 5.05 6.42 4.32 5.27 accidental fires in dwellings 143(ii) per 100,000 population (150) (91) (1236) (69) (83) (47) (137) The percentage of accidental BVPI fires in dwellings 144 92.7% 94.9% 90.1% 97.9% 91.6% 94.2% 87.6% confined to room of origin Number of calls to malicious false BVPI 0.90 1.10 0.93 0.16 0.09 0.19 1.14 alarms per 1000 population – 146(i) not attended (1955) (2792) (6985) (220) (112) (208) (2972) Number of calls to malicious false BVPI 0.64 0.67 0.39 0.59 0.44 0.63 0.83 alarms per 1000 population - 146(ii) attended (1373) (1698) (2896) (806) (566) (685) (2158) False alarms caused by automatic BVPI 82.17 122.39 112.06 93.80 67.84 89.00 75.17 fire detection apparatus per 1000 149(i) non domestic properties (6171) (11087) (31473) (3655) (2486) (2774) (6886) BVPI Number of those properties in 149i 149(ii) with more than one attendance 829 1167 4407 603 388 439 924 BVPI Percentage of false alarms caused 149 by AFD to a non-domestic property 48.0% 38.4% 73.8% 41.2% 55.8% 79.0% 63.4% (iii) with more than one attendance Number of deliberate primary fires BVPI 4.73 7.48 2.78 8.44 7.42 6.7 5.20 (excluding vehicles) 206(i) per 10,000 population (1022) (1905) (2089) (1153) (959) (726) (1353) BVPI Number of deliberate primary fires 9.81 9.83 3.25 9.16 12.27 8.9 6.07 206(ii) in vehicles per 10,000 population (2120) (2505) (2442) (1251) (1587) (967) (1578) BVPI Number of deliberate secondary 51.64 52.00 11.57 75.87 65.40 72.3 36.65 206 fires (excluding vehicles) (iii) per 10,000 population (11160) (13248) (8691) (10363) (8455) (7859) (9530) BVPI Number of deliberate secondary 0.74 0.29 0.78 0.63 0.76 0.35 0.50 206 fires in vehicles (iv) per 10,000 population (161) (75) (585) (86) (98) (38) (129) BVPI Fires in non-domestic premises 8.66 14.59 10.20 12.47 13.75 18.2 10.72 207 per 1000 non-domestic premises (650) (1322) (2865) (486) (504) (566) (982) The percentage of people in BVPI accidental dwelling fires 208 who escape unharmed 90.9% 81.5% 94.1% 93.6% 86.9% 95.0% 87.2% without FRA assistance The percentage of fires attended in BVPI dwellings where a smoke alarm 209(i) 45.8% 43.8% 23.6% 53.8% 43.5% 53.6% 38.1% had activated The percentage of fires attended in BVPI dwellings where a smoke alarm 209(ii) 18.5% 16.3% 8.2% 9.0% 12.4% 10.9% 11.8% was fitted but did not activate BVPI The percentage of fires attended in 209 dwellings where no smoke alarm 35.7% 39.9% 67.8% 37.2% 44.1% 35.5% 50.1% (iii) was fitted
Note 1: Actual numbers shown in brackets Key 1st (Best) 3rd 5th 7th (Worst)
Note 2: Where two FRS's have achieved equal placing, both are shown in the same colour 2nd 4th 6th
Performance Management Report Page 15 of 24
7 Special Service Call Incidents
General Commentary
Special service calls are non-fire related incidents, which require an emergency response and represent a growing challenge for the Authority. Examples include road traffic collisions, hazardous materials incidents, water rescues, floodings and lift rescues.
Section 8 of the Fire and Rescue Services Act 2004, imposes a statutory duty for Fire and Rescue Authorities (FRA’s) to make provision for rescuing persons from road traffic accidents and for dealing with the aftermath of such accidents. Section 9 of the Act also places a duty on FRA’s to respond to particular types of emergency, as defined by order, such as flooding and terrorist incidents.
The chart below summarises the number of special service calls by West Yorkshire Fire and Rescue Service for the financial year to date and provides a comparison with the figures for 2007/08. The chart highlights the large number of special service calls in June 2007 which resulted from the extraordinarily heavy rainfall and the subsequent flooding.
Total Special Service Calls by Month 2007/08 2008/09 900 773 800 700 600 500 397 346 342 400 305 317 336 277 287 284 293 338 300 268 200 100 0
y a er ry pril une uly b ber ber ber ch A M J J m m ua tem cto Mar August O Jan ep February S Nove Dece
Performance Management Report Page 16 of 24
Special Service Calls – District Performance
Section 19 of the Fire and Rescue Services Act authorises fire and rescue services to charge for, or recover costs in respect of, certain incidents where services are provided. With the exception of medical emergencies, all special services are potentially chargeable and West Yorkshire Fire and Rescue Service recovers its costs accordingly. A charge will not normally be incurred where the service is of a humanitarian nature, however, an exception to this is the release of persons from lifts, when the service will seek to recover its associated costs.
Sums recovered to date for the financial year 2007/08 are £159,343 for lift rescues and £238,657 for other special service calls, making a total of exactly £398,000.
The chart below summarises the response to and performance of special services by each respective district for the 2008/09 financial year to date.
Specific performance information, relating to road traffic collisions and lift rescues, has been included, as these types of incident occur more frequently than other categories of special service calls.
Special Service Calls 2007/08 by District
140 RTC 121 120 Lift Rescues
100 Total SSC's
80 57 60 37 35 40 32 31 18 13 11 13 20 7 8 1 4 0 0 Bradford Calderdale Kirklees Leeds Wakefield
Performance Management Report Page 17 of 24
8 ‘Five Pumps and Above’ Incidents
Pumps Date & Premises Station Number of Address Cause Plus Time Use Area Personnel Specials Woolston House 10/04/08 40 Accidental 16 pumps 10 Officers Grattan Road Industrial 12:33 (Bradford) (Welding) 7 specials 88 FFs Bradford Yorkshire Television Accidental 24/04/08 31 17 pumps 9 Officers Sunny Bank Mills Industrial (Cutting 00:18 (Stanningley) 6 specials 90 FFs Town Street, Farsley Equipment)
07/05/08 Blake Lee Lane 68 12 pumps 8 Officers Moorland Deliberate 18:19 Marsden (Marsden) 4 specials 65 FFs Meltham Mills 11/05/08 69 12 pumps 9 Officers Meltham Mills Road Industrial Deliberate 21:47 (Meltham) 3 specials 63 FFs Meltham Tyke Rollers Accidental 15/05/08 71 11 pumps 7 Officers Colliers Way Industrial (Static 23:49 (Skel/thorpe) 4 specials 60 FFs Clayton West Electricity) Industrial Estate 24/05/08 20 Accidental 11 pumps 6 Officers Forge Lane Industrial 14:40 (Leeds) (Blowlamps) 3 specials 55 FFs Armley Baitings Reservoir 26/05/08 64 Not yet 14 pumps 8 Officers Rochdale Road Moorland 06:33 (Halifax) recorded 3 specials 70 FFs Ripponden Marsden Moor 26/05/08 72 7 pumps 4 Officers New Hey Road Moorland Deliberate 15:44 (Slaithwaite) 1 special 34 FFs Scammonden
General Commentary Incidents requiring five or more pumping appliances are classified as ‘Five Pumps and Above’ incidents. A number of additional pumping and special appliances are often mobilised to these types of incidents to undertake supporting activities. Fire-related incidents of this type require the attendance of a fire investigation officer to determine the cause of the fire. The cause is included in the table, but in some circumstances, it may be uncertain, as follows: Not known – the evidence that remained after the fire was insufficient to determine the cause Doubtful – thought to have been deliberate, but an accidental cause cannot be ruled out Not yet recorded / Pending Investigation – as stated For fires identified as deliberate, we work in accordance with a regionally agreed Memorandum of Understanding with the police, who are responsible for the investigation of all deliberate fires.
Performance Management Report Page 18 of 24
9 Home Fire Safety Checks
Total Home Fire Safety Checks Completed The number of completed 7000 home fire safety checks for 5724 5566 6000 5441 5426 53 53 April has been recorded 4911 5240 5248 5049 on the Performance 4522 4796 5000 4277 4229 Information Management System (PIMS) as 5,353, 4000 which exceeds the average monthly target. 3000
2000 The chart shows performance against the average monthly 1000 target and is formatted as per the traffic light colour scheme. 0 l r r r ri y e st e er ry h ril p b rc p A Ma Jun July mbe ob mbe A te Ma Augu Oct ep Februa No.of HFSCs Completed S Nove Decem January 2008 Average M onthly Target Annual Target = 56250 Average Monthly Target = 4688
Red indicates target not achieved Amber indicates satisfactory performance (within 10% of target) Green indicates target achieved or exceeded
HFSCs Progress against Overall Target The Year 2 IRMP specifies a target of 450,000 home fire 500000 safety checks to be completed 450000 by 31 March 2013. Averaged 450000 Actuals Cumulative 393750 over the eight-year period, this 400000 Target sets an annual target of 56,250. 337500 350000 The number of completed home 281250 fire safety checks for 2007/08 300000 186425 w as recorded on PIMS as 250000 225000 60,429 w hich is 107% of this 120643 target. This total easily exceeds 200000 168750 the 2006/07 total of 58,593. 150000 112500 From the beginning of 2005/06 100000 to date, a total of 186,425 home 56250 fire safety checks have been 50000 completed, representing progress of 41% tow ards the 0 4 5 7 9 0 1 2 overall 2013 target of 450,000. /0 /0 1 /1 4 1 06 003/0 008/0 2 200 2005/06 20 2007/08 2 2009/ 2010/1 201 2012/13
Performance Management Report Page 19 of 24
Smoke Alarm Ownership
From 2005/06 performance in this area became subject to a BVPI, for which better performance is indicated by a lower percentage. Targets were initially set in March 2006, based on the 2005/06 outturn of 59.6%, and aiming for an actual reduction of 2% each year.
The chart below shows month by month performance against target and is formatted as per the traffic light colour scheme.
Through analysis of high risk areas and groups, with improvements in partner referrals and the targeting of resources, performance has continued to improve during 2007/08, leading to a significantly improved outturn figure of 35.7%, far exceeding the target of 55.6%, and this improvement has continued in the first month of 2008/09. This area is subject to a specific CPA indicator from 2007/08.
Percentage of Dwelling Fires Attended Where No Smoke Alarm Was Fitted 70
61.2 62.3 62.1 Target 2006/07 57.6% 59.6 55.3 60 Target 2007/08 55.6%
Target 2008/09 53.6% 50
40 35.7
30 27.9
20
10
0
/03 /04 /07 /08 -08 05/06 2002 2003 2004/0520 2006 2007 Apr
% Performance Target
Purple indicates no target set Red indicates target not achieved Amber indicates satisfactory performance (within 10% of target) Green indicates target achieved or exceeded
Performance Management Report Page 20 of 24
10 Compliments and Complaints
Commentary
The charts below show by type the number of compliments and complaints received by West Yorkshire FRS since 1 April 2007, and provide a comparison between the years 2007/08 and 2008/09.
In the first month of the financial year 2008/09, West Yorkshire FRS has recorded 27 compliments, which is in line with the previous year’s average of approximately 25 per month (301 in total).
Compliments by Type 90 2007/08 78 80 2008/09 70 60 48 50 45 44 38 40 35 30 20 12 5 77 10 1 4 1 3 0 Co mmercial CFS Fundraising HFSC Incident Other School Visit Station Visit Visit
After one month of the new financial year, we have received three complaints, which is a little lower than the monthly average for 2007/08 of 4-5 per month (54 in total). Two of the three complaints have been resolved at stage one of the complaints procedure, with one complaint currently ongoing. Both resolved complaints were upheld. All complaints are dealt with in a consistent manner, with appropriate remedial action taken where necessary.
Complaints by Type 2007/08
14 13 2008/09 12 12 11 Operational complaints are those arising from 10 attendance at incidents and resultant inconvenience to the complainant 8 e.g. evacuation, appliance manoeuvring / parking, hose laying, damage to property, charges levied for lift rescues. 6 5
4 3 3 2 2 2 2 1 1 1 1
0 At tit ude CFS Driving Off Dut y On Dut y Operat ional Premises Recruitment Secondary Emp Training Water
Performance Management Report Page 21 of 24
11 Violence at Work
Attacks on Firefighters as a Percentage of Incidents Attended
No.of Incidents Physical Weapon Aggressive Racist Verbal District / Station Attended Assault Brandished Firework Missile Stoning Behaviour Abuse Abuse Total Percentage Bradford District Bradford 267 1 1 1 3 1.12% Bingley 48 nil FWG 168 nil Haworth 3 nil Idle 81 1 1 1.23% Ilkley 19 nil Keighley 97 nil Odsal 229 1 1 0.44% Otley 18 nil Shipley 92 1 11.09% Silsden 26 nil District Total10481002010260.57% Calderdale District Brighouse 46 2 2 4.35% Elland 58 nil Halifax 157 nil Illingworth 52 nil Todmorden 20 nil District Total 333 0 0 0 0 0 0 0 2 2 0.60% Kirklees District Huddersfield 261 1 1 0.38% Batley 83 nil Cleckheaton 72 nil Dewsbury 103 nil Holmfirth 25 nil Marsden 10 nil Meltham 9 nil Mirfield 24 nil Mytholmroyd 14 nil Skelmanthorpe 15 nil Slaithwaite 15 2 2 13.33% District Total 631 0 0 0 0 0 2 0 1 3 0.48% Leeds District Leeds 343 nil Cookridge 71 nil Garforth 33 nil Gipton 294 nil Hunslet 217 1 1 0.46% Moortown 138 nil Morley 67 nil Rawdon 44 nil Rothwell 44 nil Stanks 73 nil Stanningley 176 1 1 0.57% Wetherby 28 nil District Total15280001000120.13% Wakefield District Wakefield 172 nil Castleford 84 nil Featherstone 40 nil Hemsworth 34 nil Knottingley 44 nil Normanton 31 nil Ossett 75 nil Pontefract 94 nil South Elmsall 54 1 1 1.85% District Total 628 0 0 0 1 0 0 0 0 1 0.16%
OSU Attendances 24
Totals419210040306140.33%
Performance Management Report Page 22 of 24
Attacks on Firefighters In the first month of 2008/09, there have been 14 incidents of violence reported by West Yorkshire FRS staff, which is in line with the 166 incidents recorded for 2007/08. The previous table summarises these reported events. For clarification, 'stoning' covers any thrown object identified as a stone; 'firework' covers fireworks thrown or launched; and 'missile' covers any other object used as a projectile. To put the figures into perspective, the table and the graph below show the number of incidents in which firefighters were subject to violence as a percentage of incidents attended, by station and in the table by district as well. However, there is a danger that the frequency and severity of the 14 attacks out of 4,192 incidents attended may seem insignificant when considering these very small percentages (0.33% overall). It is worth noting that some smaller stations appear to suffer a relatively high percentage of attacks, but this is largely due to the smaller number of incidents attended from such stations.
Attacks on Firefighters as a Percentage of Incidents Attended shown by Station
14.00%
12.00%
10.00%
8.00%
6.00% Percentage
4.00%
2.00%
0.00%
d e d y r ey el ite Idl fi a dfo ipl s Odsal h ra S ghouse er ithw Hunslet B ri la B udd S tanningle H S South Elmsall Stations
Districts are taking the following actions: Bradford - Following on from the work done in BD3, crews are now engaged in face to face contact with the young people of the BD3 area. Fire crews have been talking with the youths in the local mosques, attending events in the area. The way forward, to continue to reduce these occurrences, is full engagement - the community of BD3 will be invited to a community day at the station and a recruitment day. A full community meeting will be held in Aug/Sept 2008, to address any potential issues. A pleasing note is the reduction in the number of rubbish fires in the area, which has seen a 60% reduction for April 2008. Calderdale - Met with local MP to discuss; met local newspaper asking them not to sensationalise attacks; supported local inter-agency initiative over bonfire period; SMs raising at APT meetings with police and community representatives; raised as a standing agenda item at district management meetings; introduced daily recording. Kirklees - Reporting directly to the council through the Strategic Intelligence Assessment; close links with the police resulted in one arrest and two referrals to the neighbourhood policing team. Leeds - Engaging with the public through community work; good links with the police and Youth Offending Teams; Young Firefighter courses at Gipton and Rothwell; encouraging the reporting of incidents and vigilant use of 'silent witness' cameras. Wakefield - Reporting directly to the council through the Strategic Intelligence Report and liaising with the police through the weekly tasking meeting; raised as a standing agenda item at district management meetings; introduced daily recording system. Recent attacks in South Elmsall have been referred by the Station Commander to the local Neighbourhood Policing Team forum.
Performance Management Report Page 23 of 24
West Yorkshire Fire and Rescue Service Oakroyd Hall Birkenshaw BD11 2DY
www.westyorksfire.gov.uk
WEST YORKSHIRE FULL AUTHORITY 27 JUNE 2008 ITEM No FIRE AND RESCUE AUTHORITY
REPORT OF: CHIEF FINANCE OFFICER
PURPOSE OF REPORT: TO REPORT ON THE FINANCIAL OUTTURN FOR 2007/2008, TO PRESENT THE FORMAL STATEMENT OF ACCOUNTS FOR 2007/08, TO PRESENT THE ANNUAL REPORT FOR TREASURY MANAGEMENT FOR 2007/08 AND TO REPORT ON THE LEVEL OF MEMBERS’ ALLOWANCES IN 2007/08 . RECOMMENDATIONS:
It is recommended:- i) that the Revenue and Capital Outturn for 2007/2008 is noted; ii) that the Authority approve the Annual Governance Statement iii) that the Statement of Accounts for 2007/2008 be approved. iv) that the Treasury Management Report for 2007/2008 is noted; and v) that the report on Members’ Allowances for 2007/2008 is noted.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY:
CONTACT OFFICER: G. Maren Chief Finance Officer – 01274 655711 A. Wood Finance Manager – 01274 655759
BACKGROUND PAPERS OPEN TO INSPECTION:
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
INTRODUCTION
The purpose of this report is to present a comprehensive review of the financial activity of the Authority for the financial year 2007/2008. The report is in five sections:
Section 1 – Revenue Expenditure This section compares the actual expenditure for the year with the revenue budget and enables the Authority to measure financial performance. The report is in a similar format to the revenue monitoring reports presented to each meeting of the Finance and Best Value Committee and is in effect the last monitoring report of the year.
Section 2 - Capital Expenditure Outturn This section reports on actual capital expenditure for the year, compares this performance with the approved Capital Plan, and describes the more significant variations.
Section 3 – Annual Governance Statement This section presents the annual governance statement which was approved by the Audit committee on 13 June 2008.
Section 4 - Statement of Accounts This section presents the Authority’s formal Statement of Accounts for 2007/2008, including the Annual Governance Statement
Section 5 - Treasury Management Report This section describes the treasury management activity of the Authority for the year. This identifies the borrowing and cash flow requirements, sets out the arrangements made and compares this with the Authority’s Treasury Management strategy.
Section 6 – Members’ Allowances Outturn Finally, and for the purposes of convenience, the report includes details of the sums paid to individual members in respect of their various allowances. This is a statutory requirement under Regulation 26A of the Local Authorities (Member Allowances) Regulations 1991, as amended.
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
SECTION 1 - REVENUE EXPENDITURE
1. REVENUE EXPENDITURE OUTTURN
1.1. During the course of the financial year reports have been presented to each meeting the Finance and Best Value Committee monitoring expenditure against the approved revenue budget. The overall net expenditure of £84.854m represents an underspending of £1.4m (1.5%) against the approved budget.
1.2 An analysis of the revenue outturn shows that there have been significant underspending on employees coupled with a surplus on income generation which have been offset by overspendings on supplies and services and transport headings. A summary of the outturn is attached to this report.
1.3 Explanations of the major variations have been provided throughout the year and detailed below are brief explanations of the major areas of variation.
1.3.1 Uniformed staffing
The total underspending on uniformed staffing is £0.315m. This is a result of retirements exceeding those anticipated when the revenue budget was prepared.
1.3.2 Firefighters pensions
Actual expenditure on firefighter pensions totalled £1.113m which is an underspending of £0.546m against the approved budget. The principal reason for this is the fact that there was only one ill health retirement during the whole financial year. In addition it was identified during the year that transfer values of £50k paid to government last year were in fact due to the Authority and have now been reclaimed.
1.3.3 Transport costs
Increasing cost of fuel coupled with an overspending on public transport costs and car allowance has resulted in an overspending of £159k on transport costs.
1.3.4 Supplies and Services
The largest overspending is in the area of supplies and services which is showing an overspending of £274k. This has been caused by a number of factors:-
In the area of communications and information technology there has been on overspending of £76k on mobile telephone charges and a further £82k on the operation and maintenance of the network.
1.3.5 Income
Throughout the year we have been reporting the level of government grants and the revenue outturn has been in line with the forecast with additional income of £0.2m. However the biggest area of variation is in the area of other income where there has been a significant increase. Once again an increase in special service charges including lift rescues and flooding has generated income of £390k. In addition http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
income from secondment of officers to both Fire Service College and the Government Office has resulted in additional income of £200k.
1.2 ADJUSTMENT TO CAPITAL FINANCING CHARGES
At the April meeting of the Fire Authority a change to the method of calculating the amount that should be set aside to repay debt (minimum revenue provision) was approved for implementation as part of the 2007/2008 accounts. As part of the preparation for the implementation of this change Kirklees Council who deal with treasury management and capital financing on behalf of the Fire Authority have reviewed their calculation of the Minimum Revenue Provision. This has identified that the Authority has over provided for the repayment of debt by a total of £0.5m over the last 2 years. This has been revised as part of the closure of the 2007/2008 accounts resulting in an increase in revenue balances of £0.5m.
1.3 REVENUE BALANCES
Any variations between actual expenditure and the approved revenue budget will have an impact on the revenue balances of the Authority. When the revenue budget was prepared it was on the basis that £0.8m of the general balance would be required to support the revenue budget.
The impact of the actual revenue outturn coupled with the adjustment to capital financing charges is that the Authority’s revenue balance will stand at £6.3m at 1 April 2008 of which £1.6m is required as the minimum revenue balance and a further £2.5m is committed as part of the current three year revenue budget strategy. Movement in the revenue balances can be seen in the statement on page 14 of the statement of accounts.
SECTION 2 - CAPITAL EXPENDITURE OUTTURN
2.1 Revised Capital Programme 2007/2008
In February 2007 the Authority approved a three year capital plan totalling £32.8m with expenditure of £9.528m programmed for 2007/2008. The nature of major capital schemes is that expenditure often slips between financial years and as a consequence the capital programme is revised throughout the financial year. The revised plan for the 2007/2008 financial year approved at the Finance and Resources Committee in March 2008 is £12.912m
2.2 Capital Outturn 2007/2008
The actual capital outturn for 2007/2008 was £6.823m equating to just over 53% of the approved capital plan. Whilst this level of delivery is disappointing in comparison of the overall plan it is in large a result of problems encountered by the Authority in acquiring land to enable it to progress with the fire cover review in North Wakefield. Details of the major variations from the plan along with details of the major areas of expenditure are detailed below. A summary of the outturn is attached to this report
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
2.2.1 Information Technology
There was total expenditure on IT schemes of £0.654m representing 59% of the revised capital plan. The majority of the underspending relates to schemes for the purchase of information systems. The majority of the expenditure incurred was on the purchase and upgrade of computer equipment along with the purchase of software licences.
2.2.2 Operations Equipment
There was total expenditure on operations schemes of £0.450m representing 80% of the revised capital plan. The majority of the expenditure has been on a number of small schemes with a value below £50,000. The exception to this being expenditure of £0.259m on the replacement and refurbishment of fire hydrants.
2.2.3 Property
This is by far the largest section of the capital plan accounting for over 60% of total capital expenditure. Expenditure on property schemes totalled £2.67m representing 38% of the revised capital plan. Included within the plan were three major schemes Fire Place Development, IRMP land purchase and FSHQ additional site entrance which together totalled £2.6m. Owing to delays caused by land purchase and planning processes only £0.2m has been spent against these schemes, it is however anticipated that there will be significant progress on all three schemes in 2008/2009.
2.2.4 Human Resources
There was total expenditure on Human Resources schemes of £0.220m representing 30% of the revised capital plan.
2.2.5 Fire Safety
There was total expenditure on Fire Safety and Community Relations schemes of £1.141m representing 79% of the revised capital plan. The major item of expenditure is the cost of purchasing and installing smoke alarms at a cost of £0.964m. The other significant scheme was the investment of over £68k on equipment and adaptations for the young firefighters scheme.
2.3 Capital Financing
Of the total capital spend of £6.82m a total of £5.689m was funded by borrowing of which £4.2m was supported borrowing. The remainder was funded £0.556m through capital grants and £0.576 capital receipts.
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
SECTION 3 – ANNUAL GOVERNANCE STATEMENT
3.1 The purpose of the Annual Governance Statement is to set out the formal procedures for governance within the Authority, to report upon their effectiveness and to identify any significant issues. Although it forms part of the statement of accounts it relates to the overall governance of the Authority rather than just the financial systems. The statement is prepared by the Chief Executive and his Management Board and is signed by the Chief Executive, the Chair of the Authority and the Chief Finance Officer.
3.2 The Form of the Statement
3.2.1 The statement is split into six sections which explain how the system of governance work and what procedures and policies are in place to ensure that the systems remain effective. Detailed below is a brief explanation of each of the sections.
i) Scope of responsibility sets out the requirements that the Authority has to conduct its business lawfully and ensure the proper safeguards are in place ii) The Code of Corporate Governance sets out the basic principals of corporate governance within West Yorkshire Fire Authority and shows how these align with the six fundamental principals of good governance as set out in the Cipfa Solace framework.
iii) The Purpose of the Governance Framework– provides a brief explanation of the purpose of the Governance Framework and provides assurance that the framework has been in place for the whole of the financial year 2007/2008.
iv) The Governance Framework –provides a detailed explanation of the core elements that make up the governance framework within West Yorkshire Fire Authority and how they contribute to it achieving its aim of ‘Making West Yorkshire Safer’
v) Review of Effectiveness - The Authority has a responsibility to review the effectiveness of the systems of governance annually. This section sets out the processes that are in place to provide this review by both internal and external systems.
vi) Significant Governance Issues
The final section identifies the key areas of challenge to the systems of governance that the review of the governance has identified :- • The extended role of Standards Committee • Environmental Footprint • Challenge of Corporate Area assessment
The statement then provides an assurance that these areas will be addressed during the current year
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
SECTION 4 – STATEMENT OF ACCOUNTS
4.1 The formal Statement of Accounts for 2007/08 is attached at Appendix 3.
4.2 The preparation, format and approval procedures for the Statement of Accounts have been carried out in accordance with the requirements of the Code of Practice on Local Authority Accounting in the United Kingdom, (the Code of Practice) published by Chartered Institute of Public Finance and Accountancy (CiPFA). The accounts for 2007/08 require member approval before the end of June 2007.
4.3 Over the last few years, the Statement of Recommended Practice (SORP) has been changing local authority accounting to align it more closely with private sector accounting practice. The major changes being the introduction of depreciation in 1994/95 and the change in pension accounting introduced in 2003/2004.
4.4 The SORP for 2007/08 introduces a number of technical changes principally in the presentation of the balance sheet. A brief explanation of the key financial statements is provided below.
4.5 The Income and Expenditure Account reports (page 20) This reports the Authority’s net cost of providing its services for the year and demonstrates how that cost has been financed from government grants and income from local taxpayers. This is prepared in line with UK GAAP (Generally Accepted Accounting Principles) which means that it must show the full pension liability including the value of future benefits which total £50m. As a consequence this shows a deficit of £49m
4.6 The Statement of Movement on the General Fund Balance (pages 21-22) This Statement then adjusts the surplus/deficit on the Income and Expenditure Account to bring expenditure in line with statutory provisions required when raising Council Tax. The primary adjustments are: • Adjustment of the pension costs to show the amounts payable in the year, rather than as future benefits are earned.
• Capital investment is accounted for as it is financed, rather than when the fixed assets are consumed (depreciation).
The net balance on the statement shows a closing revenue balance of £6.3m
4.7 Consolidated Balance Sheet (page 24) This Statement shows the financial position of the Authority at 31 March 2008 and summarises its assets, liabilities and fund balances at that date. The Authority’s net worth is a negative position due to the way the Authority has to account for its pension liabilities. However, statutory arrangements for funding pensions’ deficits mean that the Authority’s financial position remains healthy:
• the deficit on the Local Government Pension Scheme will be made good by increased contributions over the remaining working life of employees, as assessed by the scheme actuary.
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
• finance is only required to be raised to cover Fire-fighters’ pensions when the pensions are actually paid.
4.8 Cash Flow Statement (pages 25-26) This Statement summarises all the inflows and outflows of cash arising from the transactions with employees and outside bodies.
SECTION 5 – TREASURY MANAGEMENT REPORT 2007/2008
5.1 Background
The Authority has adopted the CIPFA Code of Practice on Treasury Management and operates its treasury management activities in compliance with this Code and various statutory requirements. These require that the prime objective of the activity is the effective management of risk, and that its borrowing is undertaken on a prudent, affordable and sustainable basis.
Financial Procedure Rules require that the Authority receives an annual report on treasury management activities for the previous financial year. The report reviews borrowing and investment performance, prudential indicators, and risk and compliance issues. In reviewing 2007/08, reference will be made to the treasury management strategy and investment reports that were approved by the Authority on 16 February 2007.
5.2 Borrowing Strategy The Authority’s strategy for 2007/08 was formed against a background of a tightening of monetary policy following buoyant economic activity in 2006/07. There were fears that the Bank of England would maintain a cautious policy approach to interest rates in 2007/08 because of continued risks of a revival in inflation pressures. Maintaining higher interest rates would be expected to lead to a deceleration in economic activity and a reduction in inflationary pressure. It was hoped that success in this approach would leave scope for modest reductions in short term rates and eventually longer term rates as well. Our treasury management advisors suggested that short term rates would average around 5.25% and longer term rates might provide opportunities to borrow at 4.5% or less.
Against this background, the approved strategy was to take a pragmatic approach to how capital expenditure might be financed. The Chief Finance Officer, under delegated powers, would take the most appropriate form of borrowing depending on the prevailing interest rates at the time. If rates performed as forecast then new borrowing would be kept to shorter periods at variable rates. However, if opportunities arose to obtain long-term loans at levels below 4.5% then these would be considered. This could include borrowing in advance of need.
In addition, the Chief Finance Officer would also look for opportunities to restructure the Authority’s debt portfolio either to make savings, enhance the maturity profile and/or the balance of volatility.
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
5.3 Performance The short-term interest rate predictions proved somewhat optimistic. Base Rate averaged 5.56% for the year, opening at 5.25%, rising 0.25% in both May and July and then falling back to 5.25% by the end of the year. This reflected increasing fears over inflation earlier in the year and possible recession later in the year. In addition, the ‘credit crunch’ caused nervousness amongst investors leading to liquidity problems in the market. This caused short term money market interest rates to rise to levels well above the Base Rate.
Longer term rates rose to around 5% earlier in the year but as fears of recession both at home and abroad have increased, rates have fallen steadily and have provided some good borrowing opportunities at rates below 4.5%. The table below summarises interest rate movements:
Table 1. Interest Rate Movements 2007/08
Base PWLB (Maturity loans) Rate 5-yr 25-30yr 45-50yr 2007 April 5.25 5.40 4.65 4.45 July 5.50 5.85 5.10 4.80 October 5.75 5.15 4.80 4.70 January 5.50 4.58 4.45 4.42 2008 April 5.25 4.14 4.55 4.43
Because of the relative attractiveness of long-term rates, the Authority took £7.5 million of new long-term loans during the year in order to finance the capital programme and replace short-term borrowing:
Table 2. New Long Term Loans 2007/08
Date Amount Interest Rate Type Period £000s (years) 03/07/07 1,000 4.85% Maturity 40.5 02/08/07 1,500 4.55% Maturity 50.0 23/08/07 500 4.45% Maturity 46.0 23/08/07 500 4.45% Maturity 47.0 23/11/07 500 4.50% Maturity 45.0 23/11/07 500 4.50% Maturity 49.5 10/01/08 1,000 4.42% Maturity 38.5 10/01/08 1,000 4.42% Maturity 43.5 08/02/08 250 4.31% Maturity 3.0 08/02/08 250 4.33% Maturity 3.5 07/03/08 500 4.30% Maturity 5.0
The risk of interest rate volatility was mitigated by spreading the taking of new loans throughout the year. The average rate of interest on new loans taken from the PWLB – 4.50% - was less than the average rates offered by the PWLB for the year – 4.60% (45 – 50 years) to 4.74% (25-30 years).
The Authority has one LOBO, £2 million taken out in 2006/07 which accounts for 5.3% of total long-term debt as at 31 March 2008. It is a requirement of the Authority’s Treasury Management Strategy that LOBOs should not exceed 10% of long-term debt because of the uncertainty attached to these loans
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
The Authority also took advantage of an opportunity to restructure its loan portfolio, replacing 5 existing loans totalling £2.46m million with longer term loans at lower rates. Total savings are dependent on future interest rate movements but could total £123k over the next 26 years.
Long-term loans at the year end, including those with less than one year to mature, totalled £37.8 million, of which £35.8 million were with the PWLB (fixed rate of interest) and £2 million were with Dexia Credit Local (LOBO). Long-term interest payments totalled £1.584 million. The average interest rate on long term borrowing in 2007-08 is calculated to be 4.70%, compared with 4.98% in 2006-07. The maturity profile (Appendix 1) is such that no more than 6% of fixed rate debt (with the exception of 2011/12 when the initial fixed period of the LOBO expires) is due to be repaid in any one year. This is good practice as it reduces the Authority’s exposure to a substantial borrowing requirement in future years when interest rates might be at a relatively high level.
There were no short-term loans outstanding at the year-end, but there had been an average balance during the year of £1.9 million. Total interest payments were £0.107 million. The Authority’s temporary borrowing performance was monitored and measured throughout the year against a 7 day LIBOR (London Interbank Offered Rate). The weighted average LIBOR rate for 2007/08 was 5.70% compared to an average borrowing rate for the Authority of 5.67%.
5.4 Investments Strategy The Authority’s investment strategy gave priority to security and liquidity. It was agreed that, in the interests of safeguarding the Authority’s position on future expenditure, revenue balances of a permanent nature be invested. These balances were considered to be around £5 million.
5.5 Performance Short-term investments at the end of the year totalled £1.6 million all of which was held in bank deposit accounts, with an average balance during the year of £5.4 million. Total interest received was £0.315 million. The Authority’s investment performance was monitored and measured throughout the year against the 7 day LIBID rate. The weighted average LIBID rate for 2007/08 was 5.65% compared to an average investment rate of 5.76% for the Authority.
5.6 Prudential Indicators The Authority is required by the Prudential Code to report to members the “actual” prudential indicators for the year. Appendix 2 provides a schedule of all the mandatory indicators.
5.7 Risk and Compliance Issues The Authority has complied with all of the relevant statutory, regulatory and internal requirements which limit the levels of risk associated with its treasury management activities. In particular, its adoption and implementation of both the Prudential Code and the CIPFA Code of Practice on Treasury Management means that both its capital expenditure is prudent, affordable and sustainable, and its treasury practices demonstrate a low risk approach.
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
Kirklees Council manages the treasury management function on behalf of the Authority. Their officers are fully aware of the risks of passive management of the treasury portfolio and, with the support of the Council’s consultants, have proactively managed the debt and investments over the year. The Authority has continued to utilise low borrowing costs and there is little risk of volatility of cost as interest rates of debt in the portfolio are predominantly fixed.
SECTION 6 – MEMBERS’ ALLOWANCES OUTTURN
6.1 Under Regulation 26A of the Local Authorities (Member Allowances) Regulations 1991, as amended, the Authority is required to publish details of all sums paid within the year under the scheme to each individual member in respect of Basic allowance, Special Responsibility allowance. This information is provided in Appendix 6 to this report.
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC APPENDIX 4
Appendix 1 - WYFRA Long-Term Debt Maturity Structure
£2,500,000
£2,000,000
£1,500,000 LOBO MAT EIP
£1,000,000 Principal RepaymentPrincipal
£500,000
£0
-10 12 -16 18 -22 24 -28 30 -34 36 -40 42 -46 48 -52 54 -58 1-32 7-38 3-44 9-50 5-56 3 3 4 4 009 011- 015 017- 021 023- 027 029- 033 035- 039 041- 045 047- 051 053- 05 057 2007-082 2 2013-142 2 2019-202 2 2025-262 2 20 2 2 20 2 2 20 2 2 20 2 2 2 2 Financial Year
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
APPENDIX 5 PRUDENTIAL INDICATORS ACTUALS 2007/08
Capital Expenditure, Capital Financing Requirement and External Debt The table below draws together the main strategy elements of the capital plans, highlighting the supported and unsupported elements of the capital programme, and the financing arrangements for this capital expenditure. The table also shows the Capital Financing Requirement (CFR), which is the Authority’s underlying external indebtedness for a capital purpose, compared to the expected borrowing position.
2006/07 2007/08 Actual Estimate Actual £000s £000s £000s Capital Expenditure 9,588 9,528 6,823 Less estimated over-programming 28 9,500 Financed by - Supported Borrowing 4,166 4,166 4,166 Unsupported Borrowing 4,331 4,834 1,524 Capital Receipts 813 500 565 Capital Grants 278 0 568 CFR as at 31 March 37,032 43,216 41,358 External debt as at 31 March Borrowing 32,637 42,684 37,784 Other LT Liabilities 617 532 528 Total Debt 33,254 43,216 38,312
The difference between the CFR and external borrowing reflects the amount of internal balances that are being “borrowed” to finance capital indebtedness. A higher CFR reflects higher capital expenditure than expected after allowing for over-programming.
Limits to Borrowing Activity The first key control over the Authority’s borrowing activity is a Prudential Indicator to ensure that over the medium term, net borrowing will only be for a capital purpose. Net external borrowing should not, except in the short-term, exceed the total CFR for 2007/08 plus the expected changes to the CFR over the next two financial years. This allows some flexibility for limited early borrowing for future years. As can be seen from the table above, the Authority comfortably complied with this requirement in 2007/08.
A further two Prudential Indicators control overall levels of borrowing. These are the Authorised Limit and the Operational Boundary. The Authorised Limit represents the limit beyond which borrowing is prohibited. It reflects the level of borrowing which, while not desired, could be afforded in the short-term, but is not sustainable. It is the expected maximum borrowing need with some headroom for unexpected movements. This is the statutory limit determined under section 3(1) of the Local Government Act 2003.
The Operational Boundary is based on the probable external debt during the course of the year. It is not a limit and actual borrowing could vary above this boundary for short times during this year.
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
2006/07 2007/08 Actual Estimate Actual (max) (max) £m £m £m Authorised limit for external debt Borrowing 35.3 45.4 36.8 Other Long Term Liabilities 0.6 0.6 0.6 Total 35.9 46.0 37.4 Operational boundary for external debt Borrowing 35.3 39.4 36.8 Other Long Term Liabilities 0.6 0.6 0.6 Total 35.9 40.0 37.4
The Authority was well within its Authorised Limit and operated below the Operational Boundary during the year
Affordability Prudential Indicators Ratio of financing costs to net revenue stream and impact of capital investment decisions on the Precept These indicators identify the cost of capital (borrowing costs net of investment income) against the net revenue stream, and the impact of the capital programme compared to the Authority’s original budget commitments. The net revenue stream is defined as the amount to be met from government grants, local taxpayers and balances.
2006/07 2007/08 Actual Estimate Actual Ratio of financing costs to net revenue 5.16% 4.84% 4.66% stream Incremental impact of capital investment £0.18 £0.12 £0.07 decisions
The impact of the capital investment is net of government support for borrowing.
Treasury Management Prudential Indicators Interest Rate Exposures While fixed rate borrowing can contribute significantly to reducing the uncertainty surrounding future interest rate scenarios, the pursuit of optimum performance justifies retaining a degree of flexibility through the use of variable interest rates on at least part of the treasury management portfolio. The Prudential Code requires the setting of upper limits for both variable rate and fixed interest rate exposure:
Limit Set Actual 2007-08 2006-09 Interest at fixed rates as a percentage 60% - 100% 97% of net interest payments Interest at variable rates as a 0% - 40% 3% percentage of net interest payments
The estimated interest payments were within the limits set.
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
Maturity Structure of Borrowing This indicator is designed to prevent the Authority having large concentrations of fixed rate debt needing to be replaced at times of uncertainty over interest rates.
Amount of projected borrowing that is fixed rate Actual maturing in each period as a percentage of total Limit Set Levels projected borrowing that is fixed rate 2007-08 2006-07 Under 12 months 0% -20% 1% 12 months to 2 years 0% -20% 1% 2 years to 5 years 0% - 50% 7%-10% 5 years to 10 years 0% - 80% 3%-4% More than 10 years 20% - 100% 85%-88%
The limits on the proportion of fixed rate debt were adhered to.
Total principal sums invested for periods longer than 364 days This indicator was set at zero as there was no intention to hold investments for treasury management purposes with maturity dates in excess of a year. There was no change to this position.
http://portal.westyorksfire.gov.uk/SiteDirectory/committeeservices/Authority/2008 - 9/Auth 27.6.08/Financial outturn - AUth 27.6.08.DOC
West Yorkshire Fire and rescue Authority Members Allowances Outturn 2007/2008
Basic Special Travel Total Allowance Responsibility and Allowance Subsistence
S Armitage £3,320.04 £113.82 £3,433.86 D Atkinson £3,320.04 £1,156.70 £366.00 £4,842.74 G Beever £3,320.04 £11,421.85 £1,661.65 £16,403.54 V Binney £2,739.99 £2,747.25 £172.96 £5,660.20 P Booth £3,320.04 £16,051.20 £1,602.44 £20,973.68 T Brice £553.34 £22.32 £575.66 J Cole £3,320.04 £692.05 £4,012.09 M Coulson £3,320.04 £2,806.83 £711.76 £6,838.63 R Finnigan £553.34 £553.34 E Firth £1,021.59 £17.86 £1,039.45 J Godward £3,320.04 £95.38 £3,415.42 S Hanson £830.01 £228.99 £22.32 £1,081.32 T Hardwick £2,855.95 £31.82 £2,887.77 M Harkin £1,789.13 £1,789.13 PM Harrand £3,320.04 £282.00 £3,602.04 A McKenna £3,320.04 £129.47 £3,449.51 D Hollingsworth £3,320.04 £383.70 £3,703.74 N Ikram £2,847.02 £30.13 £2,877.15 M Jamil £3,320.04 £226.45 £102.65 £3,649.14 L Joyce £330.22 £16.74 £346.96 M Khan £3,270.04 £3,445.17 £512.68 £7,227.89 G Kirkland £3,320.04 £3,663.02 £213.87 £7,196.93 RC Light £3,320.04 £1,388.04 £93.46 £4,801.54 A Ogilvie £2,545.36 £2,545.36 B Smith £3,320.04 £200.60 £3,520.64 R Taylor £3,320.04 £689.51 £89.28 £4,098.83 AR Wallis £553.34 £553.34 G Wilkinson £3,320.04 £555.79 £3,875.83
£73,009.97 £44,517.06 £7,428.70 £124,955.73
WEST YORKSHIRE FIRE AND RESCUE AUTHORITY
STATEMENT OF ACCOUNTS 2007/2008
G Maren, CPFA Chief Finance Officer Oakroyd Hall Birkenshaw West Yorkshire BD11 2DY
CONTENTS
Page
Explanatory Foreword 2
Statement of Responsibilities and Certificates 4
Statement on the System of Internal Control 5
Statement of Accounting Policies 8
Main Financial Statements:
Income and Expenditure Account 13
Statement of Movement on the General Fund Balance 14
Statement of Total Recognised Gains and Losses 16
Balance Sheet 17
Cash Flow Statement 18
Notes to the Main Financial Statements 20
Firefighters’ Pension Fund 40
Glossary of Terms 41
EXPLANATORY FOREWORD
Introduction I am pleased to introduce the Authority’s Statement of Accounts for 2007/2008. These accounts demonstrate the Authority’s financial performance for the year ended 31 March 2008, and have been prepared in accordance with accounting principles set out in the Code of Practice on Local Authority Accounting in the United Kingdom (the Code of Practice) published by the Chartered Institute of Public Finance and Accountancy (CIPFA), which is a Statement of Recommended Practice (SORP). Each of the main accounting statements contains an explanatory note covering the purpose of the account, together with detailed notes explaining key items.
Where possible, to facilitate understanding, technical accounting terms have been explained either in the main text or in the glossary at the back of this publication.
Form of the Accounts The statement of accounts is made up of 5 key financial statements all of which are linked and together provide details of the Authority’s financial performance for the financial year 2007/2008 along with a summary of the Authority’s financial position at 31 March 2008. An explanation of the purpose of each of them is provided below.
• Income and Expenditure Account The purpose of this statement is to report the net cost of the services provided during the financial year and then to demonstrate how these have been funded from grants from central government and local tax payers.
• Statement of Movement in General Funs Balance Having established the net cost of service in the income and expenditure account it is adjusted to take account of capital expenditure and retirement benefits which are not actually paid within the year. Having made these adjustments this statement shows the overall impact on the revenue balances of the Authority.
• Statement of Total Recognised Gains and Losses This statement identifies what the total change in the net worth of the Authority has been over the year.
• Balance Sheet The balance sheet summarises the financial position of the Authority at the 31 March 2008. This is done by taking the position at 31 March 2007 and adjusting it for the transactions which are shown in the three previous statements to demonstrate what impact the provision of the service has had on the overall financial position of the Authority.
• Cash Flow Statement The final statement is the cash flow statement which tracks the movement of cash within the financial year. A number of the transactions included within the accounts are purely accounting transactions which do not involve the movement of cash. The purpose of this statement is to remove all these transactions to demonstrate how the money raised through taxation is actually spent.
Financial Performance When the Revenue Budget for 2007/2008 was approved, the Authority was under pressure to keep precept increases to below 5% or face the threat of capping. For the first time in 2006/2007 government had provided provisional details of the 2007/2008 revenue support grant which meant that the Authority had these details available at the beginning of the planning process. The Authority by the careful management of expenditure, and use of balances, delivered a precept increase of 4.7% whilst at the same time funding £0.6m of essential service developments.
2
EXPLANATORY FOREWORD
The approved Revenue Budget was as follows:
£000s Service Standstill 85,945 Service development bids 632 Efficiency savings -292 Less use of balances -800 Budget Requirement 85,485
Funded by - Revenue Support Grant 7,695 Non Domestic Rates 45,852 Surplus from Billing Authorities’ Collection Funds 276 Precept 31,662 85,485
In 2007/2008 the Authority underspent compared to its budget by £1.4 million. The underspending largely occurred in two areas, firefighters pensions as a direct result of the low number of ill health retirements during the year., and secondly as a result of an increase in external income both in the form of Government Grants and charges for services. This underspending, coupled with an adjustment to capital financing charges, increased the Authority’s General Fund Balances to £6.3 million at the year end. In the light of possible strategic, operational and financial risks that the Authority faces, it is considered that £1.6 million is the minimum balance needed.
In February 2007, the Authority also approved a Capital Budget of £9.5 million for 2007/08. This included a provision of £5m for property schemes including £2.5m for major developments in Leeds, Wakefield and at Fire service Headquarters, Actual capital expenditure for the year was £6.8m principally as a result of delays in the three major schemes.
£000s Refurbishment of existing properties 2,673 Information Technology and Communications 654 Vehicles 1,684 Operational Equipment 1,812 6,823
Although the balance sheet shows a negative net worth for the Authority due to the effects of accounting for retirement benefits, the Authority’s financial position remains healthy because of the statutory arrangements for funding pensions’ deficits.
Long-term liabilities as at 31 March 2008, excluding those relating to pensions, were £38.0 million, almost all of which related to long-term borrowing. During the year, new loans totalling £9.9 million were taken, with £2.8 million repaid. Short-term borrowing decreased by £2.0 million during the year to £0.3 million.
3
EXPLANATORY FOREWORD
Conclusion The Authority continues to be successful in managing its finances and has maintained a sound financial base from which it can meet increasing demands and future developments.
I would like to thank staff for their hard work, commitment and conscientiousness throughout the year in maintaining the financial systems and records, and reporting to management and members.
G Maren, CPFA Chief Finance Officer
4
STATEMENT OF RESPONSIBILITIES & CERTIFICATES
The Authority’s Responsibilities
The Authority is required to:
• make arrangements for the proper administration of its financial affairs and to secure that one of its officers has the responsibility for the administration of those affairs. In this Authority, that officer is the Chief Finance Officer; • manage its affairs to secure economic, efficient and effective use of resources and safeguard its assets; • approve the Statement of Accounts.
The Chief Finance Officer’s Responsibilities
The Chief Finance Officer is responsible for the preparation of the Authority’s Statement of Accounts in accordance with proper practices as set out in the CIPFA / LASAAC Code of Practice on Local Authority Accounting in the United Kingdom (“the Code of Practice”).
In preparing this Statement of Accounts, the Chief Finance Officer has:
• selected suitable accounting policies and then applied them consistently; • made judgements and estimates that were reasonable and prudent; • complied with the Code of Practice.
The Chief Finance Officer has also:
• kept proper accounting records which were up to date; • taken reasonable steps for the prevention and detection of fraud and other irregularities.
Certificates
I certify that this Statement of Accounts presents fairly the financial position of the West Yorkshire Fire and Rescue Authority at 31 March 2008, and its income and expenditure for the year then ended.
G Maren, CPFA June 2008 Chief Finance Officer
I certify that this Statement of Accounts was approved by the Audit Committee at its meeting on 13 June 2008.
Cllr Philip Booth Chair, Audit Committee
5
ANNUAL GOVERNANCE STATEMENT
1. SCOPE OF RESPONSIBILITY
1.1 The Annual Governance Statement is a formal statement that recognises records and publishes the formal procedures for governance within West Yorkshire Fire Authority and reports on their effectiveness and any significant issues arising. Prior to 2007/2008 the Authority was required to publish along with the Statement of Accounts a statement setting out the arrangements for internal control within the organisation. This has now been extended to cover all areas of governance within the organisation and provides the Authority with the opportunity to consider the robustness of its governance arrangements.
1.2 In providing the service the Authority is responsible for ensuring that all its business is conducted in accordance with the law and proper standards, and that public money is safeguarded and properly accounted for, economically, efficiently and effectively. The Authority has a duty to achieve best value in the way it functions and ensure that arrangements are in place to secure continuous improvement in all areas of service provision. 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 and make arrangements for the management of risk.
1.3 West Yorkshire Fire and Rescue Authority sets out the arrangements for the governance of its affairs in its constitution (a copy of this can be found at www.westyorksfire.gov.uk). Included within the constitution is the Authority’s Code of Corporate Governance which is consistent with the principles of the CIPFA / SOLACE Framework Delivering Good Governance in Local Government.
1.4 The purpose of this statement is to explain how the Authority has complied with the Code and meets the requirements of regulation4(2) of the Accounts and Audit Regulations 2003 as amended by the Accounts and Audit (Amendment) (England) Regulations 2006 in relation to the publication of a statement of internal control.
2. CODE OF CORPORATE GOVERNANCE
2.1 Corporate Governance is the system by which local government directs and controls their functions and relate to their communities. The general public have a right to expect the highest standards of conduct from its community leaders and institutions in the delivery of public services. The West Yorkshire Fire and Rescue Authority code identifies the three core principles which underpin good Corporate Governance in the delivery of the service which are • Openness and inclusivity • Accountability • Integrity
2.2 It then relates these principles to the 5 key dimensions of the service and provides specific guidance of how they should be applied to each of them.
The 5 key dimension of service provision are • Community focus • Service delivery arrangements • Structures and processes • Risk management and internal control • Standards of conduct
6
ANNUAL GOVERNANCE STATEMENT
Cipfa \ Solace have set out the 6 key principles of good governance and the table below shows how the Authority’s key dimensions link to the 6 fundamental principles through the basic elements of its management and policy framework. WYFRA Key Dimensions CIPFA Solace Fundamental Principles
Focussing on the purpose of Membership of LAAs for 5 the Authority and on constituent districts outcomes for the community Community focus and creating and implementing a vision for the local area
IRMP consultation Service Delivery IRMP including risk reduction arrangements strategy Three year corporate plan Best Value Reviews
Performance management framework Members and officer working together to achieve a common Structures and Annual improvement plan purpose with clearly defined processes functions
Authority Constitution Promoting values for the Authority and demonstrating Authority Committee structure the values of good Standards Committee governance through upholding high standards of conduct and behaviour Management Structures
Internal audit Taking informed and transparent decisions which Risk Management and Internal control are subject to effective internal control Business continuity plan scrutiny and managing risk Risk Management Working Group
Staff appraisal and training Developing the capacity and Member development and capability of members and training officers to be effective Member champions for key areas
Member and Officers code of Standards of conduct conduct Members/Officer relation protocol External audit and CPA Engaging with local people Publication of audit reports on and other stakeholders to the internet ensure robust accountability
7
ANNUAL GOVERNANCE STATEMENT
3. THE PURPOSE OF THE GOVERNANCE FRAMEWORK
3.1 The governance framework comprises of the systems and process, and cultures and values, by which the Authority is directed and controlled and its activities through which it accounts to and engages with and leads the community. It enables the Authority to monitor the achievement of its strategic objectives and to consider whether those objectives have led to the delivery of appropriate, cost effective services.
3.2 The system of internal control is a significant part of that framework and is designed to manage risk to a reasonable level. It cannot eliminate all risk of failure to achieve policies, aims and objectives and can only therefore provide reasonable and not absolute assurance of effectiveness. The system of internal control is based on an ongoing process designed to identify and prioritise the risks to the achievement of the Authority’s policies aims and objectives, to evaluate the likelihood of those risks being realised and the impact should they be realised, and to manage them efficiently effectively and economically.
3.3 The governance framework has been in place at West Yorkshire Fire Authority for the year ending 31 March 2008 and remains in place up to the date of the approval of the statement of accounts.
4. THE GOVERNANCE FRAMEWORK
Summarised below are some of the key elements of the governance framework
4.1 Strategic Objectives and the Corporate Planning Process
The Authority’s ambition is ‘Making West Yorkshire Safer’ and it strives to deliver this by achieving its aim which is to
‘Provide an Excellent Fire and Rescue Service that works in partnership with others to reduce death, injury and economic loss due to fire and other emergencies’
To deliver this the Authority has established 4 key strategic objectives • Deliver a professional and resilient emergency response service • Deliver proactive fire and community safety and well being programme • Provide a competent skilled, safe and diverse workforce • Provide effective efficient and economic governance and resource management
These objectives are set out in the Authority’s corporate plan which is then cascaded to departmental plans and ultimately station plans. There is an ongoing system of monitoring and reporting achievement of the Authority against its corporate aims. Reports on progress against the corporate plan are considered by each meeting of the Audit Committee and the Management Team. Copies of the plan are distributed to all fire stations and departments of the Authority. In addition it is available on the internet along with copies of the reports on progress against corporate aims.
8
ANNUAL GOVERNANCE STATEMENT
4.2 The Internal Control Environment
It is accepted that the Authority cannot eliminate all risks of failure to achieving its aims and objectives, and the purpose of the system of internal control is to manage risk to a reasonable level. The system of internal control within West Yorkshire Fire Authority is an ongoing process designed to identify the risks and to evaluate what impact failure would have on the organisation. Once identified the Authority where possible eliminates the risks and if this is not possible establishes procedures to manage the risks effectively, efficiently and economically.
4.3 The Constitution
The Authority has a written constitution which is published on its internet site and is included within the body of evidence which supports this statement. This document forms the basis of the Governance Framework and sets out the way the Authority is governed and is made up the following documents :-
Authority Committee Standing orders and procedures Access to information rules Contract standing orders Financial Procedure Rules Anti fraud and corruption strategy Code of corporate governance Members code of conduct Officers code of conduct Member\ officer relations protocol Officers employment rules Members allowances Management structures Officer delegation scheme Complaints procedure Whistle blowing policy
The constitution is kept under constant review by the Clerk to the Authority and is formally reviewed by the Full Authority at the Annual General Meeting.
4.4 The Committee Structure
As mentioned in the previous paragraph the constitution sets out the Framework under which the Authority is governed. It sets out in detail the composition of the Authority, the role and functions of the elected members, the roles and responsibilities of designated office holders and the roles, functions and terms of reference of the Authority and its Committees.
The Authority has three standing committees each of which along with the Authority meet 5 times per year :-
Personnel and Training (12 members) This committee deals with all issues relating to the employment of staff including conditions of service, industrial relations, equal opportunities and training.
9
ANNUAL GOVERNANCE STATEMENT
Finance and Resources (12 members) This committee is responsible for all issues relating the Assets of the Authority. This includes Finance (including recommendation to the Authority in relation to the revenue budget and precepts), Insurance, Buildings land and property, purchasing and supplies and data protection and computer development.
Audit Committee. (6 members) This committee was established in accordance with Cipfa guidance ‘Audit Committees – Practical Guidance for Local Authorities.’ In addition to all matters relating to both internal and external audit the committee is responsible for performance review and risk management and business continuity. In addition the Authority has an Executive Committee of 5 members which deals with any urgent matter and a Standards Committee which was established in accordance with the requirements of the Local Government Act 2000.
The terms of reference of all the Authority’s committees are available on the Authority’s web site. All meetings are open to the general public and wherever possible items are considered within the public sessions of the meetings. Copies of reports and minutes of all meetings are published on the Authority’s web site.
4.5 Management Structure
The Authority has a Corporate Management Board made up of the Chief Executive\ Chief Fire Officer, three Service Directors, the Director of Corporate Resources and the Chief Finance Officer which meets monthly. This is supported by a management team which in addition to the Board includes senior officers from both the operational and non operational sides of the Authority.
There is a close interaction between management and elected members based around a formal briefing process prior to each committee. In addition Management provide additional briefings when required by elected members or when key issues are being addressed e.g. revenue budget and IRMP
In addition to the normal meeting the meetings of the Management Board the Chief Executive chairs a monthly strategy group to consider wider issues. This meeting is attended by the management board and bi-monthly by the Chair and Vice Chair of the Authority.
These are the key elements which make up the Governance Framework. Other areas including officer and member training and development, communication strategy and examples of the performance management structure are provided in the supporting evidence.
5. REVIEW OF EFFECTIVENESS
The Authority has responsibility for conducting, at least annually, a review of the effectiveness of its governance framework including the system of internal control. The review of effectiveness is informed by the work of the Management Board and other senior managers within the Authority who have responsibility for the development and maintenance of the governance environment, the Head of Internal Audit’s annual report, and also by comments made by the external auditors and other review agencies and inspectorate.
10
ANNUAL GOVERNANCE STATEMENT
The process of review has been carried out throughout the financial year by the following
The Authority and its Committees Management review Internal audit External bodies
5.1 The Authority and Its Committees
5.1.1 The Audit Committee
The Audit Committee forms part of the review of effectiveness by reviewing performance in the following areas :-
Audit The committee receives quarterly reports on the activity of internal audit including details of the levels of assurance offered by systems on each audit. The committee approves the Audit Plan following recommendation from the Management Board and considers the Annual Report of Internal Audit. The Committee endorsed the assurance of the Chief Finance Officer that the system of internal audit during the year was found to be effective as required under Regulation 6 of the Accounts & Audit(Amendment)(England) Regulations.
The committee receives all reports of the Authority’s external Auditors prior to them being presented to the full Authority including the annual audit and inspection letter. Both the external Auditor and the internal audit manager are invited to attend the Audit Committee to present to report to the committee. The committee also approves both the annual statement of accounts as well as the Statement of Internal Control \ Annual Governance Statement.
Performance Management The committee considers detailed reports on performance management at each of its meetings along with reports on progress against the Authorities improvement plan.
Best Value The committee receives reports on all best value reviews carried out by the Authority. These reviews have resulted in significant changes in the establishment of the organisation and contributed to the £10m of efficiency savings the Authority has delivered over the last 3 years. Risk Management and Business Continuity Planning The committee approves and monitors the Authority’s risk management and business continuity plan. The Authority is proud of the work it has done in this area with its risk management matrix being recommended to other authorities by the Local Government Association as best practice. The work done in this area has contributed to the Authority’s excellent record on liability claims which has resulted in significant savings in insurance premiums. 5.1.2 The Standards Committee The purpose of the Committee is to promote and maintain high standards of conduct by the Elected and Co opted members of the Authority. The Monitoring Officer monitors and reviews the Authority’s Code of Conduct for members as well as considering guidance from the Standards Board on matters relating to the conduct of members. There have been no significant issues in 2007/2008.
11
ANNUAL GOVERNANCE STATEMENT
5.1.3 The Full Authority The Full Authority reviews the constitution of the Authority annually at the annual general meeting. It considers the minutes of meetings of all other committees and receives a report on performance against the Authority’s key targets at each of its meetings. 5.2 Management Structures Included within the day to day management of the organization are a number of key systems designed to review the effectiveness of systems 5.2.1 Performance Management There is a comprehensive system of performance management and review embedded within the Authority management structure. This system breaks down the Authority’s key objectives to Directorate and ultimately station level providing targets for performance. Reports on performance are provided at all levels with summaries published on the intranet. Reports on performance are considered by the management team, management board and the Audit Committee. 5.2.2 Performance Improvement Following the external review as part of the Comprehensive Performance Assessment Process a number of areas for improvement were identified. Progress against these areas is constantly monitored with reports on progress being presented to both management and the Authority through the Audit Committee. 5.2.3 Risk Management and Business Continuity Planning The corporate risk management group chaired by the Deputy Chief and attended by the Chair of the Authority has continued to meet quarterly to consider and update the Authority’s risk matrix which is a document in which all the perceived risks to the Authority are listed. This document prioritizes risks in order of severity and identifies controls for minimizing risks effectively, economically and efficiently. The risk matrix is approved by the Audit Committee. The Authority has also prepared a detailed business continuity plan which has been tested by means of a table top exercise within the financial year. 5.2.4 Financial Management The Chief Finance Officer and his team ensure that the Authority approves realistic and affordable revenue and capital budgets. The Authority approves a three year medium term financial plan for both revenue and capital expenditure which links to the corporate plan. These are supported by a effective expenditure monitoring systems providing information to all levels of the organization form cost centre managers through to the Finance and Resources Committee. 5.2.5 Integrated Risk Management Planning (IRMP) The Authority is systematically reviewing the service it provides through out the county through the IRMP process. This process aims to improve community safety and reduce the risk of fires in homes. The process is based on data which identifies the areas of the county at most risk from fire and reviews the level of fire safety provision and fire cover in that area. This process has delivered significant improvements in the level of service and of staffing levels at stations. A fundamental part of the process is community safety which has resulted in the Authority fitting over 56,000 smoke alarms per year in homes throughout the county. The 2007/2008 plan will result in the construction of three new Wholetime fire stations in the Wakefield area to replace 4 existing stations. The process has enabled the Authority to reduce the size of its fleet of special appliances and transfer the staffing resources into fire safety.
12
ANNUAL GOVERNANCE STATEMENT
5.2.6 Human Resources
The Authority has a full range of robust policies and procedures to underpin the conduct of staff from Discipline through Performance Plan, Annual Performance Development Reviews, Absence Management procedures to Flexible Working practices. The Authority provides excellent and regular training on the 'cradle to grave' principle, with a 13 week initial firefighter trainee course (both whole time and retained duty system staff) to pre retirement courses. Considerable work has been undertaken to underpin regional training and development, with various courses and Assessment & Development Centres now shared across the region. Taking the sickness absence policy as an example, this Authority has the second best sickness figures of all Metropolitan FRSs. To ensure fairness and equality in the recruitment and progression the Authority has fully adopted the National Firefighter Recruitment System, IPDS and the Assessment & Development systems.
The Authorities pro-active Occupational Health and Safety Unit has produced policies that have reducing the ill-health retirements to levels well below those required by CLG or achieved in other FRAs. The Unit is also very successful in reducing the accident and injuries with a continued downward trend in the number and severity.
The Authority's track record in Equality and Diversity is demonstrated by a recent audit which confirmed level 3 for the Equality Standard for Local Government, work is now in progress to achieve level 4 later this year and our position in Stonewall being the highest ranking West Yorkshire local authority and one of only two FRAs to achieve a top 100 position.
5.2.7 Internal Audit The Authority procures the internal audit service under a service level agreement from Kirklees MC. The service operates to the CIPFA Code of Practice for Internal Audit in Local Government and with its scope of activity set out in the Authority’s Financial Procedure rules. The majority of the work of internal audit related to a review of key financial systems and processes plus a review of a broad range of business and governance controls. The Annual Report of Internal Audit was presented to the Audit Committee in April 2008 and concluded that audit work during the year provided assurance that there were no major concerns regarding the Authority’s control environment and that key controls were effective and robust. Copies of this report along with the quarterly activity report can be found on the Authority’s web site. 5.4 External review
The Principal Body for external review of the organisation is the Audit Commission which in addition to carrying out the audit of accounts also carried out the comprehensive performance assessment review of the Authority. The Authority received an unqualified opinion on the statement of accounts in 2006/2007 and anticipates a similar outcome to the current financial year. In terms of CPA the Authority received excellent results including the highest score of level 4 in both operational assessment and use of resources. The audit commission also assessed the Authority as good in its assessment of its direction of travel.
Other external assessors include the Rospa review of Health and Safety which awarded the Authority the gold award. Investors in People and Charter Mark including 5 areas of best practice.
13
ANNUAL GOVERNANCE STATEMENT
We have been advised on the implications of the results of the review of effectiveness of the governance framework by the Audit Committee and plan to address the weaknesses and ensure continuous improvements of the system is in place.
6. SIGNIFICANT GOVERNANCE ISSUES
As part of the review of governance arrangements the following issues have been identified
• Standards Committee the Authority has approved a revised structure for its standards committee increasing the size from 5 to 9 members to enable it to meet the new procedural requirements. The Authority needs to fill vacancies for • independent members and provide suitable training to all members of the committee to ensure it can fulfil its wider remit. • Environmental Footprint the Authority has a responsibility to safeguard the environment and to protect both the community and the natural environment we serve. The Authority needs to ensure that it has the correct policies and procedures in place to fulfil this responsibility. • Comprehensive Area Assessment The change in emphasis of CAA to area based performance provides the Authority with a significant challenge if it is to maintain its high performance. The Authority needs to ensure that it is engaging with the five district Councils at the right levels and contributing towards the wider wellbeing of the area as a whole via the LAA’s.
We propose over the coming year to take steps to address the above matters to further enhance our governance arrangements. We are satisfied that these steps will address the need for improvements that were identified in our review of effectiveness and will monitor their implementation and operation as part of our next annual review.
Signed
Philip Toase Chief Fire Officer / Chief Executive
Signed
Cllr Philip Booth Chair, West Yorkshire Fire & Rescue Authority
Signed
Geoffrey Maren Chief Finance Officer
14
STATEMENT OF ACCOUNTING POLICIES
The accounts have been prepared in accordance with the requirements of the Code of Practice on Local Authority Accounting in the United Kingdom 2007. The Code has been approved as a Statement of Recommended Practice (SORP). The accounting convention adopted is historical cost, modified by the revaluation of certain categories of tangible fixed assets.
The accounts also comply with the Best Value Accounting Code of Practice (BVACoP). This Code establishes proper practice with regard to consistent financial reporting.
The following accounting concepts have been applied and policies adopted in preparing the financial accounts:
FUNDAMENTAL ACCOUNTING CONCEPTS
(i) The financial statements, other than cash flow information, are prepared on an accruals basis. This means that revenue and capital expenditure and income are recognised in the accounts in the period in which they are incurred or earned, not as money is paid or received.
(ii) Consistent accounting policies have been applied both within the year and between years unless otherwise identified.
(iii) The accounts have been prepared on a going concern basis, that is on the assumption that the authority will continue in operational existence for the foreseeable future.
(iv) The concept of materiality has been utilised such that insignificant items and fluctuations under an acceptable level of tolerance are permitted, provided in aggregate they would not affect the interpretation of the accounts.
(v) Where specific legislative requirements and accounting principles conflict, legislative requirements are applied.
ACCOUNTING POLICIES
Contingent Assets and Liabilities Any contingent assets and liabilities are not recognised in the accounting statements, but are disclosed by way of notes.
Deferred Charges Deferred charges represent expenditure which may properly be capitalised, but which does not represent fixed assets. Deferred charges are written off to revenue in the year the expenditure is incurred. Examples of deferred charges include smoke alarms provided and installed in homes.
Events after the Balance Sheet Date Any material events after the balance sheet date which provide additional evidence relating to conditions existing at the balance sheet date, or indicate that application of the going concern concept is not appropriate, have been included in the accounts. Any material events after the balance sheet date which relate to conditions which did not exist at the balance sheet date have been disclosed on a separate note to the accounts.
Events after the balance sheet date are reflected up to the date when the Statement of Accounts were authorised for issue.
15
STATEMENT OF ACCOUNTING POLICIES
Exceptional Items, Extraordinary Items and Prior Year Adjustments Any exceptional items are included in the cost of service to which they relate or on the face of the Income and Expenditure Account if such a degree of prominence is necessary to give a fair presentation of the accounts. Details of such items are given in the notes to the accounts.
Any extraordinary items are disclosed on the face of the Income and Expenditure Account, after dealing with all the items within the ordinary activities of the authority, and are explained fully in the notes.
Material prior year adjustments arising from changes in accounting policies or from the correction of fundamental errors have been accounted for by restating the comparative figures in the financial statements and notes. The cumulative effect of any adjustments is noted at the foot of the Statement of Total Recognised Gains and Losses, if appropriate.
Grants and Contributions Revenue grants and contributions are credited to income in the same period in which the related expenditure was charged. Where the acquisition of an asset is financed either wholly or in part by a grant or contribution, the amount is credited initially to the Grants Deferred Account and written off in the service revenue account over the useful life of the asset to match the depreciation of the asset to which it relates.
Intangible Assets Expenditure on the acquisition of the intangible assets (software licences) are capitalised, brought onto the balance sheet at cost and are being amortised over the period benefit is received. Estimated lives for new intangible assets vary. The Authority’s intangible assets are software and associated licences. Where the period of the licence is known the actual length is used as its useful life. Where this is not know a life of five years is assumed.
Straight-line amortisation has been adopted and it is assumed that residual value is insignificant or nil. Intangible assets are reviewed annually for impairment. All services are charged with a provision for amortisation and, where required, any related impairment loss, for all intangible assets used in the provision of the service.
Investments Investments are shown in the Balance Sheet at cost.
Leases The Authority accounts for leases as finance leases when substantially all the risks and rewards relating to the leased items transfer to the Authority. Rental payments are apportioned between the finance charge and the reduction of the outstanding lease obligation (deferred liability). Fixed assets recognised under finance leases are accounted for using the policies applied to Tangible Fixed Assets.
Leases that do not meet the definition of finance leases are accounted for as operating leases. Rental payments under operating leases are charged to revenue on a straight line basis over the term of the lease.
Any rental income received from the Authority acting as a lessor is recognised on a straight line basis over the period of the lease.
Overheads In accordance with current CIPFA guidelines, the costs of support services are recovered from users either by charges under service level agreements or by cost apportionments (based on time spent or usage). The costs of the corporate and democratic core and of non distributed costs are allocated to a separate objective expenditure and are not apportioned to services.
16
STATEMENT OF ACCOUNTING POLICIES
Retirement Benefits Accounting for retirement benefits is carried out in line with Financial Reporting Standard 17 (FRS17). FRS17 requires an authority to see beyond its commitment to pay contributions to pension funds and to determine the full longer-term effect that the award of retirement benefits in any year has had on the authority’s financial position. Inclusion of the attributable share of the fund assets and liabilities does not mean that legal title or obligation has passed to the employer. Instead it represents the employer’s commitment to increase contributions to make up any shortfall in attributable net assets, or its ability to benefit via reduced contributions from a surplus in the scheme.
FRS17 only applies to defined benefit schemes, that is those where retirement benefits are determined independently of the investments of the scheme and employers have obligations to make contributions where assets are insufficient to meet employee benefits. Defined contribution schemes, that is where an employer pays fixed amounts into the scheme and has no obligation to pay further amounts if the scheme does not have sufficient assets to pay employee benefits, are accounted for by charging employer contributions to revenue as they become payable.
The Authority participates in four different retirement benefit schemes which meet the needs of uniformed and non-uniformed employees and which provide members with defined benefits related to pay and service. The schemes are as follows:
Uniformed Firefighters Uniformed Firefighters may be members of either the 1992 Firefighters’ Pensions Schemes (FPS) or the 2006 (New) Firefighters’ Pensions Schemes (NFPS). These schemes are unfunded, which means they have no investment assets to cover their liabilities, and cash has to be generated to meet actual payments as they fall due. On 1 April 2006 new arrangements came into being for funding and accounting for the Firefighters Schemes. Previously the Authority’s revenue account was used to receive employee contributions and to pay former employees on a ‘pay-as-you-go’ basis. Central Government funding was received as part of the general formula grant to support payment of pensions. From 1 April 2006 the Authority has set up a Firefighters’ Pensions Fund from which pension payments are made and into which all contributions (employees and employers) are received. The fund is topped up as necessary by specific government grant.
Uniformed Firefighters are also entitled to injury awards and injury awards payable on death (to their dependants) irrespective of whether the firefighter is a member of the Firefighters’ Pension Schemes. From 1 April 2006 all such injury awards paid under the new Firefighters’ Compensation Scheme (FCS) must be paid from the Authority’s revenue account.
Other Employees Other employees, subject to certain qualifying criteria, are eligible to join the West Yorkshire Pension Fund, which is part of the national Local Government Pension Scheme (LGPS). This is a funded scheme, meaning that the Authority and employees pay contributions into a fund, calculated at a level intended to balance the pensions liabilities with investment assets.
FRS17 requires the following: • the recognition of the net asset/ liability and a pensions reserve in the Balance Sheet; • current service (pensions) cost, past service costs, gains and losses on settlements and curtailments to be charged in the Net Cost of Services section of the Income and Expenditure Account; • interest cost (pensions) and expected return on assets to be charged in the Net Operating Expenditure section of the Income and Expenditure Account; • reconciling entries in the Statement of Movement on the General Fund Balance which ensures that FRS17 remains neutral in terms of its impact on Council Tax levels; •
17
STATEMENT OF ACCOUNTING POLICIES
• actuarial gains and losses between years being recognised in the Statement of Total Recognised Gains and Losses.
The attributable assets of the LGPS have been measured at fair value. These valuations are either objective (requiring reference to published market information) or based on the opinion of an expert valuer. Assets include current assets, such as debtors and cash, as well as the investment portfolio.
Liabilities largely comprise benefits promised under the formal terms of the pension schemes, but also include any discretionary benefits offered. The attributable liabilities of each scheme have been measured on an actuarial basis using the projected unit method. This method examines all the benefits for pensioners and deferred pensioners, and their dependents and the accrued benefits for current members of the scheme, making allowance for projected scheme member earnings. The valuation has been carried out by an actuary, in accordance with Guidance Note GN26 issued by the Faculty and Institute of Actuaries. Scheme liabilities have been discounted at a rate that reflects the time value of money and the characteristics of the liability. For the 2007/08 accounts, a rate of 6.1% has been used, based on the current rate of return on a high quality corporate bond of equivalent currency and term to scheme liabilities.
The actuarial gains and losses, arising where actual events have not coincided with the actuarial assumptions made for the last valuation or where the actuarial assumptions have been changed, have been taken into account in the pensions liability.
The current service cost has been based on the most recent actuarial valuation at the beginning of the period, with the financial assumptions updated to reflect conditions at that date. Employee contributions during the period have been set off against the current service cost. Discretionary benefits, particularly added years, awarded on early retirement have been treated as past service costs. Where settlements or curtailments have arisen, a calculation has been carried out of the net pension asset/ liability before and after the event to determine the net movement attributable to the changes arising from the settlement or curtailment.
Interest cost was based on the discount rate mentioned above and the present value of scheme liabilities at the beginning of the period, reflecting any changes in the liabilities during the year. Actuarial advice was sought in setting expected rates of return on assets.
Explanations of many of the above terms can be found in the glossary.
Repurchase of Borrowing As the repurchase of borrowing has been coupled with a restructuring of borrowing with substantially the same overall economic effect, gains or losses are recognised in the Income and Expenditure Account over the life of the replacement borrowing.
Reserves These are amounts set aside for purposes falling outside the definition of provisions. The Authority has both Capital and Revenue Reserves, some of which can be used to support expenditure and others which have been established for other purposes. The FRS17 Pensions Reserve cannot be called upon to support spending. The Usable Capital Receipts Reserve can be used to meet expenditure designated as expenditure for capital purposes. The General Fund Balance can be used to meet both capital and revenue expenditure
Revaluation Reserve The revaluation reserve contains revaluation gains recognised since 1 April 2007 only, the date of its formal implementation. Gains arising before that date have been consolidated into the capital adjustment account.
18
STATEMENT OF ACCOUNTING POLICIES
Stocks and Work in Progress Stocks are shown in the Income and Expenditure Account at the lower of cost and net realisable value.
Tangible Fixed Assets Recognition and Measurement - All expenditure on the acquisition, creation or enhancement of tangible fixed assets is capitalised provided that the asset yields benefits to the Authority for a period of more than one year. This excludes expenditure on routine repairs and maintenance of fixed assets which is charged directly to service revenue accounts.
Property assets are formally revalued every five years. The most recent valuation was carried out as at 31 March 2005. Valuations are carried out on the basis recommended by CIPFA and in accordance with the Statements of Asset Valuation Principles and Guidance Notes issued by the Royal Institution of Chartered Surveyors (RICS). Assets are classified into the groupings required by the Code of Practice, and are valued in the Balance Sheet on the following bases:
• Operational assets - the lower of net current replacement cost and net realisable value in existing use • Assets that are surplus to requirements - market value • Fixed assets under construction - historic cost
Depreciation and Impairment - Depreciation is provided for on all fixed assets except for freehold land and assets under construction. Assets are depreciated on a straight-line basis over their estimated useful lives. Residual values are taken into account in the calculation of depreciation, where appropriate. Estimated lives for new assets vary but are mainly as follows:
• Buildings 50 years • Vehicles and operational equipment 10 years • Computer equipment 5 years
Assets have been reviewed for any material impairment loss. Those arising as a result of a consumption of economic benefits have been recognised in service revenue accounts.
Disposals - Any income (capital receipts) from the disposal of fixed assets is accounted for on an accruals basis and credited to the Usable Capital Receipts Reserve.
Charges to Revenue for the Use of Fixed Assets - Revenue Accounts are charged with depreciation and where required, any related impairment loss, for all fixed assets used in the provision of services. Surplus assets held for disposal also incur these charges and are shown within Non Distributed Costs.
All expenditure on repairs and maintenance relating to fixed assets are charged to the appropriate service revenue account.
Finance costs, including interest payable, are charged to the Net Operating Costs section of the Income and Expenditure Account.
Value Added Tax Value Added Tax is included in the accounts only to the extent that it is irrecoverable and therefore charged to service expenditure as appropriate.
19
INCOME AND EXPENDITURE ACCOUNT
The Income and Expenditure Account reports the net cost for the year of all the functions for which the Authority is responsible, and demonstrates how that cost has been financed from general government grants and income from local taxpayers.
2006/07 2007/08 Net Gross Gross Net Expenditure Expenditure Income Expenditure £000s £000s £000s £000s Notes 6,645 Community Fire Safety 7,958 -1,568 6,390 79,638 Firefighting & Rescue Operations 81,591 -2,372 79,219 Fire Service Emergency Planning 350 948 -322 626 and Civil Defence 389 Corporate and Democratic Core 465 -23 442 148 Non Distributed Costs 597 0 597 87,170 Net Cost of Services 91,559 -4,285 87,274 1,578 Interest payable or similar charges 1,774 -153 Interest income -344 Pensions interest cost and expected 41,737 45,569 Note 26 return on pensions assets 130,332 Net Operating Expenditure 134,273 -8,454 Revenue Support Grant -7,695 Contribution from Non-Domestic -43,669 -45,852 Rate Pool -29,863 Precepts -31,662 Note 9 Surplus from Billing Authorities’ -314 -276 Note 8 Collection Funds 48,032 Deficit for the year 48,788
20
STATEMENT OF MOVEMENT ON THE GENERAL FUND BALANCE
The Income and Expenditure Account shows the Authority’s actual financial performance for the year, measured in terms of the resources consumed and generated over the last twelve months. However, the Authority is required to raise precepts on a different accounting basis, the main differences being:
• Capital investment is accounted for as it is financed, rather than when the fixed assets are consumed • Retirement benefits are charged as amounts become payable to pension funds and pensioners, rather than as future benefits are earned
The General Fund Balance compares the Authority spending against the precepts that it raised for the year, taking into account the use of reserves built up in the past and contributions to reserves earmarked for future expenditure.
This reconciliation statement summarises the difference between the outturn on the Income and Expenditure Account and the General Fund Balance.
2006/07 2007/08 £000s £000s -48,032 Deficit for the year on the Income and Expenditure Account by -48,788 statutory and proper practices Net additional amount required to be credited to the General Fund 49,443 49,939 Balance for the year (detailed below) 1,411 Increase in General Fund Balance for the Year 1,151 3,784 General Fund Balance brought forward 5,195 5,195 General Fund Balance carried forward 6,346
21
STATEMENT OF MOVEMENT ON THE GENERAL FUND BALANCE
Details of the net additional amount required to be credited to the General Fund Balance for the year are set out below.
2006/07 2007/08 £000s £000s Items required by statute to be excluded when determining the Movement on the General Fund Balance for the year 4,251 Depreciation and impairment 4,643 -779 Grants deferred amortisation 964 2,009 Deferred charges write down -556 Net loss on sale of fixed assets -9 Premium Adjustments -1 71,184 Net charges made for retirement benefits in accordance with FRS17 74,124 76,665 79,165 Items required by statute to be included when determining the Movement on the General Fund Balance for the year -1,251 Statutory provision for the repayment of debt -1,481 -24,470 Employer’s contributions payable to the Pensions Account -26,730 -25,721 Transfers to or from the General Fund Balance -1,501 Voluntary Revenue Provision for the repayment of debt -1,015 0 Net transfer to/from Earmarked Reserves -1,501
Net additional amount required to be credited to the General 49,443 49,939 Fund Balance for the Year
22
STATEMENT OF TOTAL RECOGNISED GAINS AND LOSSES
This Statement brings together all the recognised gains and losses of the Authority during the period and identifies those which have and have not been recognised in the Income and Expenditure Account. The Statement separates the movements between capital and revenue reserves.
2006/07 2007/08 £000s £000s Notes -48,032 Deficit on the Income and Expenditure Account for the year -48,788 -1,572 Loss arising on revaluation of fixed assets 234 52,756 Actuarial gains/losses(-) on pension fund assets and liabilities 143,867 Note 25 0 Financial Instruments Adjustment Account 49 3,152 Total recognised gains and losses(-) for the year 95,362
23
BALANCE SHEET
The Balance Sheet shows the financial position of the Authority at 31 March and summarises its assets, liabilities and fund balances at that date.
31 March 2007 31 March 2008 £000s £000s £000s £000s Notes Original Restated Fixed Assets 561 561 Intangible Assets 554 Tangible Assets 86,505 86,505 Operational 87,940 8,062 8,062 Non-operational 7,352 1,366 1,366 Deferred Premiums 0 96,494 96,494 Total Long Term Assets 95,846
Current Assets 439 439 Stocks 436 3,406 3,406 Debtors & Prepayments 3,418 600 600 Investments 0 1,700 1,700 Cash in Hand and Bank 4,174 8,028 102,639 102,639 103,874 Current Liabilities -2,392 -2,392 Short Term Borrowing -326 Note 18 -5,600 -5,600 Creditors -4,053 -377 -377 Bank Overdraft -181 -4560 94,270 94,270 Total Assets Less Current Liabilities 99,314
-30,245 -30,245 Long Term Borrowing -37,857 Note 18 -617 -617 Deferred Liabilities -528 -117 -117 Deferred Discounts 0 Net Liability related to Defined -852,623 -852,623 -756,150 Note 26 Benefit Pension Scheme -789,332 -789,332 Total Assets Less Liabilities -695,221
66,368 0 Fixed Asset Restatement Account 0 -8,272 0 Capital Financing Account 0 0 58,095 Capital Adjustment Account -55,784 0 0 Revaluation Reserve 0 0 -1,250 Financial Instruments Adjustment Account 1,201 -852,623 -852,623 FRS17 Pensions Reserve 756,150 Note 25 -5,195 -5,195 General Fund Balance -6,346 -789,332 -790,583 Net Worth 695,221
24
CASH FLOW STATEMENT
The Cash Flow Statement summarises the inflows and outflows of cash arising from transactions with third parties for revenue and capital purposes.
2006/07 2007/08 £000s £000s Notes Revenue Activities Cash Outflows -64,130 Cash paid to and on behalf of employees -67,144 -17,086 Other operating cash payments -18,796 -81,216 Total Payments -85,940
Cash Inflows 29,863 Precepts 31,661 313 Surplus from Billing Authorities’ Collection Funds 276 8,454 Revenue Support Grant 7,695 43,669 NNDR from National Pool 45,853 902 Government grants 3,172 Note 27 609 Cash received for goods and services 451 1,101 Other operating cash receipts 1,152 84,911 Total Receipts 90,260
3,695 Net Cash Inflow from Revenue Activities 4,320 Note 28
Returns on Investments and Servicing of Finance Cash Outflows -1,391 Interest paid -2187 -36 Interest element of finance lease rental -51
Cash Inflows 157 Interest received 345
Net Cash Outflow from Investments and -1,270 -1,893 Servicing of Finance
25
CASH FLOW STATEMENT
2006/07 2007/08 £000s £000s Notes Capital Activities Cash Outflows -9,823 Purchase of fixed assets -6,558 -55 Premiums on early repayment of loans 0
Cash Inflows 813 Sale of fixed assets 565 616 Capital Grants 578 119 Discounts on early repayment of loans 1
-8,330 Net Cash Outflow from Capital Activities -5,414
-5,905 Net Cash Outflow before Financing -2,987 Note 29
Management of Liquid Resources 1,900 Net increase(-)/decrease in short term deposits 600 Note 31
Financing Cash Outflows -15,293 Repayments of long term loans -2,863 -84 Capital Element of Finance Lease -89 -1,650 Net increase(-)/decrease in temporary loans -1,950
Cash Inflows 21,802 New long term loans 9,960 4,775 Net Cash Inflow from Financing 5,058 Note 30
770 Increase/Decrease(-) in Cash 2,671 Note 32
26
NOTES TO THE MAIN FINANCIAL STATEMENTS
1. Prior Year Adjustment Premiums and Discounts Under the Local Authority (Capital Finance and Accounting) (England) (Amendment) Regulations 2007(SI 2007 no 573) Premiums and Discounts arising from the early repayment of loans should be written off over future financial years not in the year the loan was repaid.
The 2006/2007 balance sheet has therefore been restated to remove the provision for deferred premiums and deferred discounts from the opening balance sheet and write them off to the financial instrument adjustment account so that they can be written off over future years. This has had the effect of increasing the net worth of the Authority by £1.251m.
2. Section 5 Local Government Act 1986 The following expenditure on publicity was incurred under the terms of Section 5 of the Local Government Act 1986.
2006/07 2007/08 £000s £000s 59 Staff Advertising 115 7 General Advertising 10 33 Publicity - Fire Safety 43 99 Total 168
3. Local Authority (Goods and Services Act) 1970 4. The Authority is empowered by this Act to provide goods and services to other public bodies. Expenditure and income relating to this work were as follows:
2006/07 2007/08 Expenditure Income Expenditure Income £000s £000s £000s £000s Administrative, professional or technical 165 187 358 376 services
4. Members’ Allowances The Accounting Code of Practice requires the disclosure of the total amount of Members’ Allowances paid.
2006/07 2007/08 £000s £000s 130 Total amount of members’ allowances paid 148
27
NOTES TO THE MAIN FINANCIAL STATEMENTS
5. Remuneration of Employees The number of employees whose gross remuneration was £50,000 or more was as follows:
Number of Number of Employees Employees 2006/07 Remuneration Band (£) 2007/08 14 50,000 - 59,999 18 2 60,000 - 69,999 1 3 70,000 - 79,999 3 1 80,000 - 89,999 2 1 90,000 - 99,999 0 1 100,000 - 109,999 0 1 110,000 - 119,999 3 1 120,000 - 129,999 0 0 130,000 - 139,999 1 1 140,000 - 149,999 0 0 150,000 – 159,999 1
6. Related Party Transactions The Authority is required to disclose material transactions with related parties – bodies or individuals that have the potential to control or influence the Authority or to be controlled or influenced by the Authority. Disclosure of these transactions allows stakeholders to assess the extent to which the Authority might have been constrained in its ability to operate independently or might have secured the ability to limit another party’s ability to transact freely with the Authority.
Kirklees Metropolitan Council provides the Authority with the following support services, under a Service Level Agreement:
2006/07 2007/08 £000s £000s 193 Financial Support Services 203 77 Cleaning Services 88 58 Property Repairs 50 14 Refuse Collection 17 24 Other Services 32 366 Total 390
28
NOTES TO THE MAIN FINANCIAL STATEMENTS
7. Disclosure of Audit Costs The Authority incurred the following fees relating to external audit and inspection -
2006/07 2007/08 £000s £000s Fees payable to the Audit Commission with regard to external 60 54 audit services carried out by the appointed auditor Fees payable to the Audit Commission for the certification of 0 0 grant claims 60 54 Total
8. Surplus from Billing Authorities’ Collection Funds Billing authorities are required to estimate any surplus or deficit for the financial year on their Collection Funds relating to Council Tax. Any such estimated surplus or deficit is shared between the billing authority and the major precepting authorities in the following year. The sum of £0.276 million taken into the accounts in 2007/08 relates to the Authority’s share of the billing authorities’ estimated Collection Funds’ surpluses for 2006/07. Any difference between the estimate and the actual for 2006/07 has been taken into account in the estimate for 2008/09.
The apportionment between the billing authorities and the precepting authorities is based on the relative proportions of the billing authorities’ demands and the precepts for the financial year preceding that in which the transfer of an estimated surplus or deficit is made.
9. Summary of Precepts Receivable
2006/07 2007/08 £000s £000s 6,436 Bradford 6,869 2,842 Calderdale 3,010 5,609 Kirklees 5,969 10,467 Leeds 11,049 4,509 Wakefield 4,765 29,863 Total 31,662
29
NOTES TO THE MAIN FINANCIAL STATEMENTS
10. Summary of Capital Expenditure and Sources of Finance The Authority incurred capital expenditure in the year and funded it as follows:
2006/07 2007/08 £000s £000s Capital Expenditure 8,523 Fixed Assets 5,858 1,065 Deferred Charges 965 9,588 6,823 Sources of Finance 8,497 Borrowing 5,690 813 Capital receipts 565 278 Capital Grants 568 9,588 6,823
As at 31 March 2008, the Authority had no major contractual commitments in excess of £100,000.
11. Fixed Asset Valuation The freehold and leasehold properties of the Authority were formally revalued as at 31 March 2005. The most recent formal valuation was carried out by M Riordan MRICS, Team Leader, District Valuer Services (Leeds) on the undermentioned bases in accordance with the Appraisal and Valuation Manual published by the Royal Institution of Chartered Surveyors. The valuations were prepared on the following assumptions: • that no potentially deleterious material was used in the construction of the assets and that none has subsequently been incorporated; • that the properties and their values are unaffected by any matters which would be revealed by a local search or inspection of any register; • that the use and occupation of the properties are both lawful; • that inspection of those parts which have not been inspected would not cause the Valuer to alter the opinion of value; and • that the land and properties are not contaminated. No mining subsidence reports were commissioned as part of the revaluation exercise. Fixed plant and machinery is included in the valuation of the buildings.
Properties regarded by the Authority as operational were valued on the basis of open market value for existing use or, where this could not be assessed because there was no market for the subject asset, the depreciated replacement cost. Properties regarded by the Authority as Surplus Assets were valued on the basis of open market value.
30
NOTES TO THE MAIN FINANCIAL STATEMENTS
12. Movement in Tangible Fixed Assets 2007/08
Operational Assets Non-Operational Assets Land & Vehicles, Assets Surplus Total Buildings Plant & under Assets Equipment Construction £000s £000s £000s £000s £000s Cost or Valuation 1 April 2007 82,302 17,141 706 7,934 108,083 Adjustments -299 299 Additions 2,291 2,948 226 5,465 Adjustments 444 -407 37 Disposals -303 -347 -650 31 March 2008 84,593 20,230 226 7,886 112,935
Depreciation & Impairment 1 April 2007 4,455 8,483 0 578 13,516 Charge for year 1,892 2,334 192 4,418 Adjustments Disposals -281 -10 -291 31 March 2008 6,347 10,536 0 760 17,643
Net Book Value 1 April 2007 77,847 8,656 706 7,356 94,567 31 March 2008 78,246 9,694 226 7,126 95,292
31
NOTES TO THE MAIN FINANCIAL STATEMENTS
13. Movement in Intangible Assets 2007/08
Software Licences £000s Cost or Valuation 1 April 2007 790 Additions 218 Disposals 31 March 2008 1,008 Depreciation & Impairment 1 April 2007 229 Charge for year 225 Disposals 31 March 2008 454 Net Book Value 1 April 2007 561 31 March 2008 554
14. Information on Assets The Authority owned the following operational fixed assets:
31 March 2007 31 March 2008 Buildings 1 Headquarters 1 1 Training Centre 1 1 Mobilising and Control Centre 1 1 Workshop 1 48 Fire Stations 47 1 Houses 1 Vehicles 71 Pumping and Special Appliances 81 25 Cars and Vans 15
The Authority uses a number of Pumping and Special Appliances which are on operating leases. Under this method of financing the asset is not owned by the Authority and therefore does not appear within the above table.
32
NOTES TO THE MAIN FINANCIAL STATEMENTS
15. Deferred Charges The Authority is treating expenditure on the supply and fitting of smoke alarms as a deferred charge.
2006/07 2007/08 £000s £000s 0 Balance as at 1 April 0 944 Adjustment 964 1,065 Expenditure in year -556 -2,009 Amounts written off during the year 408 0 Balance as at 31 March 0
16. Finance and Operating Leases The Authority has acquired certain fire appliances under finance leases. The rental payable in 2007/08 was £0.122 million (2006/07 £0.123 million), with £0.034 million finance costs charged to the Income and Expenditure Account and £0.089 million relating to the write-down of obligations to the lessor (Deferred Liability).
The following values of assets are held under finance leases by the Authority, accounted for as part of Tangible Fixed Assets:
2006/07 2007/08 £000s £000s Cost or Valuation 952 1 April 920 -32 Disposals 0 920 31 March 920
Depreciation 216 1 April 276 92 Charge for year 80 -32 Disposals 0 276 31 March 356
Net Book Value 736 1 April 644 644 31 March 564
33
NOTES TO THE MAIN FINANCIAL STATEMENTS
Outstanding obligations to make payments under these finance leases (excluding finance costs) at 31 March 2008 are as follows:
£000s Obligations payable in 2008/09 95 Obligations payable between 2009/10 to 2012/13 433 Obligations payable 2013/14 onwards 0 Total liability at 31 March 2008 528
The Authority also uses vehicles financed under terms of an operating lease. The amount paid under these arrangements in 2007/08 was £0.855 million (2006/07 £0.784 million). The Authority is committed at 31 March 2008 to making payments of £0.609 million in 2008/09, comprising the following elements:
£000s Leases expiring in 2008/09 107 Leases expiring between 2009/10 to 2012/13 502 Leases expiring 2013/14 onwards 0 609
In addition, rental income of £0.197 million was received in 2007/08 (2006/07 £0.203 million), mainly from the leasing of space on telephone masts and other structures to telecommunication companies.
17. Deferred Premiums/Discounts In accordance with the Code of Practice, premiums and discounts arising on the early settlement of borrowing, coupled with a refinancing with substantially the same overall economic effect, are being written off to revenue over the life of the replacement borrowing.
34
NOTES TO THE MAIN FINANCIAL STATEMENTS
18. Borrowing The analysis below shows the Authority’s borrowing by type and by maturity period.
31 March 31 March 2007 2008 £000s £000s Analysis of loans by type 28,687 Public Works Loan Board 35,783 1,950 Other Local Authorities 2,000 Banks and other financial institutions 2,000 32,637 Total Borrowing 37,783
Analysis of loans by maturity Long Term Borrowing 404 Between 1 and 2 years 235 938 Between 2 and 5 years 1,706 1,563 Between 5 and 10 years 1,177 1,445 Between 10 and 15 years 902 23,895 More than 15 years 31,437 2,000 LOBOS 2,000 30,245 Total Long Term Borrowing 37,457
Short Term Borrowing 442 Long term borrowing with less than 12 months to mature 326 1,950 Temporary loans 2,392 Total Short Term Borrowing 326
32,637 Total Borrowing 37,783
The Authority has £2 million of debt outstanding in the form of Lender Option Borrower Option loans (LOBOs). The £2 million LOBO taken out during the year is at a fixed rate for 5 years, with lender options becoming effective in 2011/12. If the lender exercises their option to raise interest rates, then the Authority has the option to agree to the new rate or repay the loan (at no extra cost). The LOBO has a maximum maturity of 60 years.
19. Insurance The Authority has not set up an Insurance Fund. The main risks that have not been insured, and where no provisions exist, are possible claims for Third Party Asbestos, Professional Indemnity and Pollution.
35
NOTES TO THE MAIN FINANCIAL STATEMENTS
20. Summary of Movement on Reserves
1 April Net 2007 Movement 31 March (Restated) in Year 2008 Main Purpose of Reserve £000s £000s £000s
58,096 Capital -2,312 55,784 Stores of capital resources set Adjustment aside to meet past Account expenditure
0 Revaluation 0 0 A reserve which holds the Reserve gains and losses on the revaluation of assets
-1,250 Financial 49 -1,201 Shows the gains or losses on Instruments the value of financial Adjustment instruments Account
-852,623 FRS17 Pensions 96,473 -756,150 Balancing account to allow Reserve inclusion of Pensions Liability in Balance Sheet –Note 25 5,195 General Fund 1,151 6,346 Resources available to meet Balance future running costs for General Fund services – see Movement on the General Fund Balance -790,582 95,361 -695,221
36
NOTES TO THE MAIN FINANCIAL STATEMENTS
21. Revaluation Reserve The balance on this account represents the amounts arising from the revaluation of fixed assets.
2006/07 2007/08 £000s £000s 0 Balance as at 1 April 0
0 Balance as at 31 March 0
22. Capital Adjustment Account The Balance Sheet figures for 31 March 2007 have been adjusted from those included in the Statement of Accounts for 2006/07 to accommodate the implementation of the Revaluation Reserve. The revaluation Reserve replaces the Fixed Asset Restatement Account [FARA]. The credit balance of £66.368m on the FARA at 31 March 2007 has been written off to the Capital Financing Account (£8.272m credit balance) to form the new Capital Adjustment Account with a balance of £58.095m. The Revaluation Reserve has then been included in the Balance Sheet with a zero opening balance. The closing position on the Reserve at 31 March 2008 therefore only shows revaluation gains accumulated since 1 April 2007. The balance is not available to meet expenditure whether it is revenue or capital.
2006/7 Restated 2007/8 2006/7 £000 £000 £000 8,272 Capital Financing Account 0 -66,367 Fixed Asset Restatement Reserve 0 -58,095 Transferred to Capital Adjustment Account 1/4/08
Balances as at 1 April -58,095
Amount Charged as Depreciation 4,643 Minimum Revenue Provision -1,481 Voluntary set aside from revenue in excess of MRP -1,015 Capital Receipts Applied -565 Write down of deferred charges 408 Disposal of Assets 555 Write down of asset disposal gains -234
-58,095 -58,095 Balance as at 31 March 2008 -55,784
37
NOTES TO THE MAIN FINANCIAL STATEMENTS
23. Usable Capital Receipts Reserve The reserve represents the capital receipts available to finance capital expenditure in future years.
2006/07 2007/08 £000s £000s 0 Balance as at 1 April 0 813 Capital Receipts in Year 564 -813 Financing of Capital -564 0 Balance as at 31 March 0
24. Contingent Liabilities The Authority has the following contingent liabilities where it is not possible to quantify the financial implications for the Authority:- i) a claim for pension rights by employees formerly working less than 15 hours per week. ii) public liability claims relating to the period when the Authority’s public liability insurers were Independent Insurance, which has gone out of business. The Authority is not aware of any such claims, but it has no insurance against them. In addition to the above, a former insurer for the Authority, Municipal Mutual Insurance (MMI) is running down its business, whilst paying agreed claims in full. MMI has, however, entered into a Scheme of Arrangement in case of insolvency, which would involve a levy against claims paid and future payments. In the unlikelihood that the Scheme comes into effect, the Authority may be liable to clawback of up to £0.703 million.
25. FRS17 Pensions Reserve The FRS17 Pensions Reserve below shows the movement in the reserve in relation to all four retirement benefits schemes the Authority participates in: • 1992 Firefighters’ Pension Scheme (FPS) • 2006 (New) Firefighters’ Pension Scheme (NFPS) • Firefighters’ Compensation Scheme (FCS) • Local Government Pension Scheme (LGPS)
38
NOTES TO THE MAIN FINANCIAL STATEMENTS
2007/08
FPS NFPS FCS LGPS Total £000s £000s £000s £000s £000s Balance as at 1 April -829,340 -200 -14,580 -8,503 -852,623 Injury Awards liability as at 1
April -829,340 -200 -14,580 -8,503 -852,623 Pension cost payable to 24,610 1,030 1,090 26,730 Pension Fund Actuarial gain/ loss (-) 150,400 -580 -400 -5,553 143,867 Reversal of FRS17 entries -70,820 -990 -760 -1,554 -74,124 Balance as at 31 March -725,150 -1,770 -14,710 -14,520 -756,150
2006/07
FPS NFPS FCS LGPS Total £000s £000s £000s £000s £000s Balance as at 1 April -848,040 0 0 -10,625 -858,665 Injury Awards liability as at 1 14,670 - -14,670 - - April -833,370 0 -14,670 -10,625 -858,665 Pension cost payable to 22,670 0 860 940 24,470 Pension Fund Actuarial gain/ loss (-) 50,200 70 -70 2,556 52,756 Reversal of FRS17 entries -68,840 -270 -700 -1,374 -71,184 Balance as at 31 March -829,340 -200 -14,580 -8,503 -852,623
Included within the actuarial gain is an adjustment of £11.0m resulting from an adjustment to prior years gross pensionable pay.
39
NOTES TO THE MAIN FINANCIAL STATEMENTS
26. Retirement Benefits As part of the terms and conditions of employment of its employees, the Authority offers retirement benefits. The Authority participates in four retirement benefits schemes, as detailed in the Accounting Policies.
Transactions Relating to Retirement Benefits The cost of retirement benefits is recognised in the Net Cost of Services when they are earned by employees, rather than when the benefits are eventually paid as pensions. However, the charge required to be made against local tax is based on the cash payable in the year, so the real cost of retirement benefits is reversed out in the Statement of Movement in the General Fund Balance. The following transactions have been made in the Income and Expenditure Account and the Statement of Movement in the General Fund Balance during the year:
2007/08 FPS NFPS FCS LGPS Total £000s £000s £000s £000s £000s Current Service Cost 26,000 950 1,200 28,150 Past Service Cost/ Gain (-) 405 405 Curtailment 0 Interest Cost 44,820 40 760 2,249 47,869 Expected Return on Assets -2,300 -2,300 Movement on Pensions -46210 -990 270 -464 -47,394 Reserve Employer’s contributions paid 24,610 0 1,030 1,090 26,730 to schemes
2006/07 FPS NFPS FCS LGPS Total £000s £000s £000s £000s £000s Current Service Cost 27,880 260 0 1,290 29,430 Past Service Cost/ Gain (-) 0 0 0 0 0 Curtailment 0 0 0 17 17 Interest Cost 40,960 10 700 2,024 43,694 Expected Return on Assets 0 0 0 -1,957 -1,957 Movement on Pensions -46,170 -270 160 -434 -46,714 Reserve Employer’s contributions paid 22,670 0 860 940 24,470 to schemes
40
NOTES TO THE MAIN FINANCIAL STATEMENTS
Assets and Liabilities in Relation to Retirement Benefits The underlying assets and liabilities for retirement benefits attributable to the Authority are as follows:
2007/08 FPS NFPS FCS LGPS Total £000s £000s £000s £000s £000s Estimated liabilities in schemes -725,150 -1,770 -14,710 -45,959 -787,589 Estimated assets in schemes 31,439 31,439 Net liability -725,150 -1,770 -14,710 -14,520 -756,150 2006/07 FPS NFPS FCS LGPS Total £000s £000s £000s £000s £000s Estimated liabilities in schemes -829,340 -200 -14,580 -41,466 -885,586 Estimated assets in schemes 0 0 0 32,963 32,963 Net liability -829,340 -200 -14,580 -8,503 -852,623
The liabilities show the underlying commitments that the Authority has in the long-term to pay retirement benefits. The total liability of £852.6 million has a substantial impact on the net worth of the Authority, resulting in a negative overall balance of £789.3 million. However, statutory arrangements for funding the deficit mean that the financial position of the Authority remains healthy: • the deficit on the LGPS will be made good by increased contributions over the remaining working life of employees, as assessed by the scheme actuary. • finance is only required to be raised to cover Firefighters’ pensions when the pensions are actually paid.
Basis for Estimating Assets and Liabilities Liabilities have been assessed for the LGPS following the approach set out by CIPFA. The assumptions are based on those adopted during the latest full actuarial valuation of the West Yorkshire Pension Fund at 31 March 2004. W Mercer, an independent firm of actuaries, has undertaken this work.
Liabilities for the Firefighters’ Schemes have been arrived at using the approach set out in the joint Government Actuary’s Department (GAD) / CIPFA paper ‘Assessment of Pension Liabilities for Disclosure for the Year 2006/07', as realised in the GAD model, in order to satisfy the disclosure requirements of the Statement of Recommended Practice.
The main assumptions used in the calculations are:
Firefighters LGPS 2006/07 2007/08 2006/07 2007/08 % % % % Rate of inflation 3.4 3.7 3.1 3.6 Rate of increase in salaries 4.9 5.2 4.85 5.35 Rate of increase in pensions 3.4 3.7 3.1 3.6 Rate for discounting scheme liabilities 5.4 6.9 5.4 6.1
41
NOTES TO THE MAIN FINANCIAL STATEMENTS
The Firefighters’ Pension Scheme has no assets to cover its liabilities. Assets in the LGPS are valued at fair value and consist of the following categories, by proportion: -
31 March 2007 31 March 2008 Category Expected Category Expected Return Return % % % % Equity investments 73.6 7.5 71.7 7.5 Government bonds 7.3 4.7 9.3 4.6 Other bonds 4.1 5.4 4.1 6.1 Property 5.3 6.5 5.1 6.5 Cash/ Liquidity 5.2 5.25 3.6 5.25 Other 4.5 7.5 6.2 7.5 100 100
Actuarial Gains and Losses The actuarial gains and losses identified as movements on the Pensions Reserve in 2007/08 can be analysed into the following categories, measured as absolute amounts and as a percentage of assets or liabilities: -
Local Government Pension Scheme 31/03/2004 31/03/2005 31/03/2006 31/03/2007 31/03/2008 £000s % £000s % £000s % £000s % £000s % Difference between the expected and 2,827 13.1 1,297 5.3 4,431 14.6 359 1.1 3,414 10.9 actual return on assets
Differences between actuarial assumptions 0 0 -1,608 -4.6 -949 -2.3 0 0 261 0.6 about liabilities and actual experience
Changes in assumptions underlying the 0 0 -6,155 -17.4 -3,368 -8.2 2,197 5.3 1,878 4.1 present value of pension liabilities 2,827 13.1 -6,466 -18.3 114 -0.3 2,556 6.2 5,553 15.6
42
NOTES TO THE MAIN FINANCIAL STATEMENTS
1992 Firefighters’ Pension Scheme 31/03/2004 31/03/2005 31/03/2006 31/03/2007 31/03/2008 £000s % £000s % £000s % £000s % £000s % Differences between actuarial assumptions -11,090 -2.2 1,380 0.2 -2,120 -0.2 -860 -0.1 5,000 0.7 about liabilities and actual experience
Changes in assumptions underlying the -73,990 -14.4 -150,680 -21.8 -118,520 -14.0 51,060 6.2 133,990 18.5 present value of pension liabilities -85,080 -16.6 -149,300 -21.6 -120,640 -14.2 50,200 6.1 138,990 19.2
2006 (New) Firefighters’ Pension Scheme 31/03/2004 31/03/2005 31/03/2006 31/03/2007 31/03/2008 £000s % £000s % £000s % £000s % £000s % Differences between actuarial assumptions 50 25.0 -1,320 -74.6 about liabilities and actual experience
Changes in assumptions underlying the 20 10.0 740 41.8 present value of pension liabilities 70 35.0 -580 -32.8
43
NOTES TO THE MAIN FINANCIAL STATEMENTS
Firefighters’ Compensation Scheme 31/03/2004 31/03/2005 31/03/2006 31/03/2007 31/03/2008 £000s % £000s % £000s % £000s % £000s % Differences between actuarial assumptions -580 -4.0 -990 -6.7 about liabilities and actual experience
Changes in assumptions underlying the 510 3.5 590 4 present value of pension liabilities -70 -0.5 -400 2.7
It should be noted that actuarial calculations involve estimates based on assumptions about events and circumstances in the future, which may mean that the result of actuarial calculations will be affected by uncertainties within a range of possible values.
27. Analysis of Government Grants Received
2006/07 2007/08 £000s £000s 72 Arson Reduction 0 -10 Civil Defence 0 395 Community Fire Safety 367 0 Innovation Funding 0 0 National Co-ordination Centre 560 167 New Dimension Programme 1,713 24 Operations Funding 0 254 Regional Control Centre 532 902 3,172
44
NOTES TO THE MAIN FINANCIAL STATEMENTS
28. Reconciliation of Net Deficit on the Income and Expenditure Account to Revenue Activities Cash Flow
This reconciliation identifies items included within the revenue accounts that do not result in cash flows under the revenue activities in the statement.
2006/07 2007/08 £000s £000s -48,032 Deficit for the year -48,788 1,270 Interest 1,791
Non-Cash transactions 71,184 Net charges made for retirement benefits in accordance with FRS17 74,124 -24,470 Employers’ contributions payable to the Pensions Account -26,730 4,251 Depreciation and impairment 4,643 1,230 Deferred Charges Write Down 408 0 Grants deferred amortisation 0 59 Premiums 48 5,492 5,496
Items on an accruals basis -10 Increase in Stock 3 -779 Increase in Revenue Debtors 16 -1,008 Increase/Decrease(-) in Revenue Creditors -1,195 3,695 Net cash inflow from revenue activities 4,320
45
NOTES TO THE MAIN FINANCIAL STATEMENTS
29. Reconciliation of Net Cashflow to Movement in Net Debt
2006/07 2007/08 £000s £000s 770 Decrease in cash in the period 2,670 -1,900 Cash used to reduced resources -600 16,943 Cash used to repay debt 4,813 84 Cash used to repay leasing obligations 89 -21,802 New loans -9,959 -5,905 Change in net debt -2,987 -25,426 Net debt as at beginning of period -31,331 -31,331 Net debt as at end of period -34,318
Change 1 April 31 March Change 2006/07 2007 2008 2007/08 £000s £000s £000s £000s 1,147 Cash in Hand and Bank 1,700 4,174 2,474 -377 Bank Overdraft -377 -181 196 -6,988 Long Term Borrowing -30,245 -37457 -7,212 2,129 Short Term Borrowing -2,392 -326 2,066 84 Deferred Liabilities -617 -528 89 -1,900 Investments 600 0 -600 -5,905 -31,331 -34,318 -2,987
30. Analysis of Changes in Financing
Change 1 April 31 March Change 2006/07 2007 2008 2007/08 £000s £000s £000s £000s -6,988 Long Term Borrowing -30,245 -37,457 -7,212 Short Term Borrowing: - Long term loans with less than 479 -442 -327 115 12 months to maturity 1,650 Temporary loans -1,950 0 1950
84 Deferred Liability -617 -528 89 -4,775 -33,254 -38,312 -5,058
46
NOTES TO THE MAIN FINANCIAL STATEMENTS
31. Liquid Resources As at 31 March 2008, there were no short term investments held. (£0.600 million at 31 March 2007)
32. Analysis of Changes in Cash
Change 1 April 31 March Change 2006/07 2007 2008 2007/08 £000s £000s £000s £000s 1,147 Cash in Hand and Bank 1,700 4,174 2,475 -377 Bank Overdraft -377 -181 196 770 1,323 3,993 2,671
33. Regional Management Board (RMB) The Yorkshire and Humberside Regional Management Board (RMB) is a joint committee set up by the four Fire Authorities in the region (North, South and West Yorkshire, and Humberside). It is responsible for carrying forward six strategic tasks on behalf of all four Authorities - resilience, common services, regional control rooms, procurement, training and personnel management. Its role is still developing and the four Authorities have agreed to bear their own costs of contributing to its development, other than any significant additional expenditure specifically incurred. The latter is to be shared pro rata to the Council Tax base. No such additional expenditure arose during 2007/08 and all RMB - related transactions appear within the accounts of the individual constituent Authority. The cost to West Yorkshire FRA in 2007/2008 totalled £0.080m. A set of memorandum accounts have been prepared for the Board, bringing together qualifying income and expenditure on RMB activities. These are available separately.
34. Disclosure of nature and extent of risks arising from financial instruments The Authority’s activities expose it to a variety of financial risks:
• Credit risk – the possibility that other parties might fail to pay amounts due to the Authority. • Liquidity risk – the possibility that the authority might not have funds available to meet its commitments to make payments. • Market risk – the possibility that financial loss might arise for the Authority as a result of changes in such measures as interest rates and other financial market movements.
The Authority’s overall risk management programme focuses on minimising any potential adverse effects on the resources available to fund services. Risk management is carried out by the Chief Finance Officer. In particular, on treasury management, guidance is provided by specialist staff at Kirklees Council who manage the function on behalf of the authority under policies approved by Members in the annual treasury management strategy and the treasury management policy statement and practices.
47
NOTES TO THE MAIN FINANCIAL STATEMENTS
35. Financial Instrument Balances The borrowings and investments disclosed in the Balance Sheet are made up of the following categories of financial instruments:
Long-term Current 31 March 2008 31 March 2008 £000s £000s Financial liabilities at amortised cost 37,857 326 Total borrowings 37,857 326
Loans and receivables 0 0 Total investments 0 0
36. Financial Instrument gains and losses The gains and losses recognised in the Income and Expenditure Account and STRGL in relation to financial instruments are made up as follows:
Financial Financial Assets Total Liabilities Loans and Available-for-sale measured at receivables assets amortised cost £000s £000s £000s £000s Interest expense -1,691 0 0 -1,691
Loss on -1,249 0 0 -1,249 derecognition*
Interest payable -2,940 0 0 -2,940 and similar charges
Interest income 0 242 0 242 Interest and 0 242 0 242 investment income
Gains/losses -2,940 242 0 -2,698 * One-off loss arising on derecognition of all premiums and discounts from the Balance sheet on the introduction of FRS 26.
48
NOTES TO THE MAIN FINANCIAL STATEMENTS
37. Fair Value of assets and liabilities carried at amortised cost Financial liabilities and assets represented by loans and receivables are carried in the Balance Sheet at amortised cost. Their fair value can be assessed by calculating the present value of the cash flows that will take place over the remaining term of the instruments, using the following assumptions: Interest rates used for long term loans at 31 March are those quoted by the Public Works Loan Board for the early repayment of loans. • No early repayment or impairment is recognised
The fair values calculated are as follows:
31 March 2008 Carrying amount Fair value £000s £000s Financial liabilities 37,857 40,052 Loans and receivables 0 0
The fair value for financial liabilities is more than the carrying amount because the authority’s portfolio of loans includes a number of fixed rate loans where the interest rate payable is higher than the rates available for similar loans at the Balance Sheet date. This commitment to pay interest above current market rates increases the amount the authority would have to pay if the lender requested or agreed to early repayment of the loans.
Short-term trade receivables and payables are excluded from the note as it is believed the carrying amount will be a reasonable approximation of fair value.
49
NOTES TO THE MAIN FINANCIAL STATEMENTS
Credit risk Credit risk arises from deposits with banks and other financial institutions, as well as credit exposures to the authority’s customers. Deposits are not made with banks and other financial institutions unless they are rated by one of the main credit rating companies with a minimum rating of F1+/F1 (Fitch) and P-1 (Moody’s). The authority has a policy of not lending more than £1.5 million of its surplus balances to any counterparty and of not making commitments longer than one year.
In respect of trade debtors wherever possible the Authority has a policy of charging although in practice this is limited to the provision of training. The majority of debtor income is from charges for the provision of special services such as lift rescues. In these cases it is not possible to invoice in advance or indeed carry out credit checks prior to the provision of the service. The total value of trade debtors at 31 March 2008 is £0.26m
The authority has minimal exposure to credit risk on its short-term cash deposits (£1.6m as at 31 March 2008). This is based on the type of deposit (instant access deposit accounts held with banks) and the experience of default over the last five financial years as calculated by the credit rating agencies.
No credit limits were exceeded during the reporting period.
Of the trade debtor balance above, £0.127m is past its due date for payment (£0.017m over six months, £0.015 over one year).
Liquidity risk As well as keeping much of its investments in instant access deposit accounts, the authority currently has ready access to borrowings from the Public Works Loan Board. Because of this, there is no significant risk that it will be unable to raise finance to meet its commitments. Instead, the risk is that the authority will be bound to replenish its borrowings at less favourable rates or, alternatively, liquidate its investments at more favourable rates. The strategy is to ensure that the loan repayment profile is even with no large concentration of loans due to mature in any one year. As at 31 March 2008, the largest amount of loans maturing in any one year (as a percentage of all loans) was 7%. The maturity analysis of financial liabilities are shown in Note 18. .
All trade debtors are due to be paid in less than 21 days.
Market risk The authority is exposed to significant risk in terms of its exposure to interest rate movements. This relates primarily on borrowing as investment activity is relatively small. Movements in interest rates have a complex impact on the authority. For instance, a rise in interest rates would have the following effects:
• Borrowings at variable rates – the interest expense charged to the Income and Expenditure account will rise • Borrowings at fixed rates – the fair value of the liabilities will fall
Borrowings are not carried at fair value, so nominal gains and losses on fixed rate borrowings would not impact on the Income and Expenditure account or STRGL. Changes in interest payable on variable rate borrowings will be posted to the Income and Expenditure Account and effect the General Fund Balance £ for £.
50
NOTES TO THE MAIN FINANCIAL STATEMENTS
The Authority has a number of strategies for managing interest rate risk. Policy is to keep a maximum of 40% of its borrowings in variable rate loans. During periods of falling interest rates, and where economic circumstances make it favourable, fixed rate loans may be repaid to limit exposure to losses. The risk of loss is ameliorated by the fact that a proportion of government grant payable on financing costs will normally move with prevailing interest rates and provide compensation for a proportion of any higher borrowing costs.
The treasury management strategy is proactive, providing for the constant assessment of interest rate exposures and deciding whether new borrowing taken out is fixed or variable.
According to this assessment strategy, at 31 March 2008, if interest rates had been 1% higher with all other variables held constant, there would be no material impact on Income and Expenditure account or STRGL. This is due to there being no variable rate borrowing and only small amounts of investments. However, the fair value of fixed rate borrowing would have decreased by approximately £0.075m. The impact of a 1% fall in interest rates would be similar, but with the movements being reversed.
The authority does not invest in equity is not therefore exposed to losses arising from movements in the prices of shares. The authority has no financial assets or liabilities denominated in foreign currencies, and thus has no exposure to loss arising from movements in exchange rates.
51
FIREFIGHTERS’ PENSION FUND
The Authority administers and pays firefighters’ pensions, and is required to manage a Firefighters’ Pension Fund Account. The fund provides for the payment of defined retirement benefits to members, or their dependants, from firefighters’ and employer contributions. The fund is topped up and balanced to nil as necessary by government grant if contributions are insufficient to meet the cost of retirement benefits.
The Firefighters’ Pension Fund has the legal status of a pension fund (albeit there is no investment of surplus funds) and as such the Authority is obliged to include the fund in the Statement of Accounts.
The Pension Fund statements have been compiled in accordance with the SORP, as detailed in the Accounting Policies. The following statements do not take account of the liabilities for future retirement benefits, which are recognised in the main accounts of the Authority. Pension Fund
2006/07 2007/08 £000s £000s £000s Contributions receivable From employer -8,978 Normal -9,542 -262 Ill Health retirements -128 -5,249 From members -5,034 -14703
Transfers in -275 Individual transfers in from other schemes -375
Benefits payable 18,429 Pensions 19,394 4,024 Lump sum retirement benefits 5,614
Payments to and on account leavers 233 Individual transfers out to other schemes
7,922 Sub-total: Net amount payable for the year 9,930
-7,922 Top-up grant receivable from sponsoring department -9,930
0 Net amount receivable for the year 0
Net Assets Statement
31 Mar 2007 31 Mar 2008 £000s £000s Net current assets and liabilities 1,309 Pension top-up grant receivable from sponsoring department 2,788 2 Transfers in from other schemes net receivable Employee contributions due but not paid 176 Pension payments due but not paid -447 -73 Unpaid pension benefits -1,238 Cash overdrawn -2517
0 Net assets of the scheme 0
52
FIREFIGHTERS’ PENSION FUND
Firefighters Pension Scheme 1992 Commutation Factors
Fire Pensions Circular 5/2008 issued on 21 May 2008 sets out revised commutation factors payable under Rule B7 of the Firefighters Pension Scheme 1992 with effect from 1 October 2007. This information was received too late for inclusion in either the FRS17 calculation of pension liabilities or the 2007/2008 pension account. It is estimated that this could result in additional pension liabilities of £0.8m in 2007/2008. The method of funding firefighters pensions means that these additional costs will be met directly by Central Government and therefore will have no impact on the overall financial position of the Authority as set out in the statement of accounts.
53
GLOSSARY OF TERMS
Accruals The concept that income and expenditure are recognised as they are earned or incurred, not as money is received or paid.
Budget A statement defining in financial terms the Authority’s plans over a specified period. The budget is prepared as part of the process of setting the precept.
Capital Expenditure Expenditure on the acquisition of a fixed asset or expenditure which adds to and not merely maintains the value of an existing fixed asset.
Capital Financing Account This account provides a balancing mechanism between the different rates at which assets are depreciated and financed.
Capital Receipts These are the proceeds from the sale of capital assets and are treated in accordance with statutory provisions.
Contingent Liability A possible obligation which exists at the balance sheet date, whose existence will be confirmed only on the occurrence or non-occurrence of one or more uncertain future events. Where a material loss can be estimated with reasonable accuracy a liability is accrued in the financial statements. If, however a loss cannot be accurately estimated or its occurrence is not considered sufficiently probable to accrue it, the obligation is disclosed in a note to the balance sheet. Examples of contingent liabilities include legal claims pending settlement.
Corporate and Democratic Core The Corporate and Democratic Core is concerned with the costs of corporate policy making and all member-based activities, together with costs that relate to the general running of the Authority including those relating to corporate management, public accountability and treasury management.
Creditors Amounts owed by the Authority for work done, goods received or services rendered but for which payment has not been made at the balance sheet date.
Debtors Sums of money due to the Authority but unpaid at the balance sheet date.
Current Service (Pensions) Cost The current service cost is an estimate of the true economic cost of employing people in a financial year, earning years of service that will eventually entitle them to a pension when they retire. It measures the full liability estimated to have been generated in the year (at today’s prices) and is thus unaffected by whether any fund established to meet liabilities is in surplus or deficit.
Deferred Liabilities These represent the outstanding obligations on finance leases.
Deferred Premiums and Discounts These are payment penalties (premiums) or gains (discounts) incurred on certain loans that have been repaid prematurely. The premium or discount is equal to the present value of the difference between the remaining payments, which would have been made on the repaid loan, and the amount that could be received if the sum prematurely repaid was re-advanced at the current rate on a new loan for a period equal to the unexpired term of the original loan.
54
GLOSSARY OF TERMS
Defined Benefit Pension Scheme Retirement benefits are determined independently of the investments of the scheme and employers have obligations to make contributions where assets are insufficient to meet employee benefits. Accounted for by recognising liabilities as benefits are earned (i.e. employees work qualifying years of service), and matching them with the organisation’s attributable share of the scheme’s investments. Depreciation The wearing out, consumption, or other reduction in the useful economic life of a fixed asset, whether arising from use, effluxion of time or obsolescence through technological or other changes. Expected Rate of Return on Assets (Pensions) The expected return is a measure of the return on the investment assets held by the scheme for the year. It is not intended to reflect the actual realised return by the scheme, but a longer-term measure, based on the value of assets at the start of the year (taking into account movement in assets during the year) and an expected return factor. Fixed Assets Tangible assets that yield benefits to the Authority and the services it provides for a period of more than one year. Funded Pension Scheme A funded pension scheme is one in which the future liabilities for pension benefits are provided for by the accumulation of assets held externally to the employer’s business. The Authority’s employees, with the exception of firefighters, are covered by such a scheme, which is managed on its behalf by Bradford Metropolitan Council. Fixed Asset Restatement Account This provides the matching entry when fixed assets are restated, either through revaluation or disposal. Intangible Assets These are non-financial fixed assets that do not have a physical substance but are identifiable and utilised by the Authority through legal or custody rights. Interest Cost (Pensions) For a defined benefit scheme, the expected increase during the period in the present value of scheme liabilities because the benefits are one period closer to settlement. Leasing A method of financing capital expenditure which allows the Authority to use, but not own an asset. A third party (the lessor) purchases the asset on behalf of the Authority (the lessee) which then pays the lessor a rental over the life of the asset.
A finance lease substantially transfers the risks and rewards of ownership of a fixed asset to the lessee. An operating lease is any lease other than a finance lease. Net Book Value This is the gross cost of an asset adjusted for depreciation. Net Current Replacement Cost The cost of replacing or recreating an asset in its existing condition and in its existing use, i.e. the cost of its replacement or of the nearest equivalent asset, adjusted to reflect the current condition of the existing asset. Net Realisable Value The open market value of the asset in its existing use (or open market value in the case of non- operational assets), less the expenses of realising the asset.
55
GLOSSARY OF TERMS
Non-Distributed Costs These are overheads from which no service now benefits. Costs that may be included are certain pension costs and expenditure on certain unused assets. Non-Operational Assets Fixed assets held by the Authority but not directly occupied, used or consumed in the delivery of services. Examples of non-operational assets are assets that are surplus to requirements, pending sale or redevelopment.
Operational Assets Fixed assets held and occupied, used or consumed by the Authority in the direct delivery of services for which it has either a statutory or discretionary responsibility.
Past Service (Pensions) Costs Past service costs are a non-periodic cost, arising from decisions taken in the current year, but whose financial effect is derived from years of service earned in earlier years. Discretionary benefits, particularly added years, awarded on early retirement are treated as past service costs.
Precept This is a charge levied by a local authority which is collected on its behalf by another authority. It does this by adding the precept to its own Council Tax and paying over the appropriate cash collected.
Related Parties Two or more parties are related parties when at any time during a financial period: • one party has direct or indirect control of the other party; or • the parties are subject to common control from the same source; or • one party has influence over the financial and operational policies of the other party to an extent that the other party might be inhibited from pursuing at all times its own separate interests; or • the parties, in entering a transaction, are subject to influence from the same source to such an extent that one of the parties to the transaction has subordinated its own separate interests
Reserves A reserve is an amount set aside for a specific purpose in one financial year and carried forward to meet expenditure in future years.
Revenue Expenditure This is money spent on the day to day running costs of providing services. It is usually of a recurring nature and produces no permanent asset.
Settlements and Curtailments (Pensions) Settlements and curtailments are non-periodic costs. They are events that change the pensions liabilities but are not normally covered by actuarial assumptions, for example a reduction in employees through a transfer or termination of an operation.
Unfunded Pension Scheme An unfunded pension scheme is one in which liabilities for pension benefits are charged to the employer’s revenue account in the year in which they arise and are not financed from investments held. The Authority operates such a scheme for its firefighters.
56
WYFRA FULL AUTHORITY 27 JUNE 2008 ITEM
REPORT OF: THE DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO CONSIDER AN AMENDMENT TO THE APPROVED PROGRAMME OF MEETINGS FOR 2008 / 2009.
RECOMMENDATION: THE REVISED PROGRAMME OF MEETINGS FOR 2008 / 2009 BE APPROVED.
______
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: None
ACCESS CONTACT OFFICER: Nicola Houseman 01274 655740
BACKGROUND PAPERS OPEN TO INSPECTION: None
1 BACKGROUND
1.1 The programme of meetings for the current municipal year was approved at a meeting of the Full Authority in April 2008 as follows;
FRIDAY 11AM FRIDAY 11AM FRIDAY 11AM FRIDAY 11AM
PERSONNEL & FINANCE & AUDIT AUTHORITY TRAINING RESOURCES COMMITTEE COMMITTEE COMMITTEE
11 July 2008 18 July 2008 19 Sept 2008 5 September 2008 26 Sept 2008 17 October 2008 31 October 2008 19 December 2008 5 December 2008 30 January 2009 23 January 2009 13 February 2009 27 February 2009 13 March 2009 27 March 2009 24 April 2009 3 April 2009 17 April 2009 12 June 2009 26 June 2009
* The Executive Committee will meet, if required, on the 3rd Friday of the month and Standards Committee will meet on a six monthly basis (October and April)
1.2 The Audit Committee met on 13 June 2008 (as previously scheduled) where consideration was given to the Statement of Accounts for 2007 / 8. Whilst preparing for that meeting it became apparent that the timescale was difficult in terms of the closure of accounts and the production of the report in time for the statutory despatch of papers for Audit Committee.
1.4 Accordingly, it is suggested that the meeting of the Audit Committee currently scheduled for 12 June 2009 be moved to 19 June with the resulting calendar for 2008 / 9 being as follows;
FRIDAY 11AM FRIDAY 11AM FRIDAY 11AM FRIDAY 11AM
PERSONNEL & FINANCE & AUDIT AUTHORITY TRAINING RESOURCES COMMITTEE COMMITTEE COMMITTEE
11 July 2008 18 July 2008 19 Sept 2008 5 September 2008 26 Sept 2008 17 October 2008 31 October 2008 19 December 2008 5 December 2008 30 January 2009 23 January 2009 13 February 2009 27 February 2009 13 March 2009 27 March 2009 24 April 2009 3 April 2009 17 April 2009 19 June 2009 26 June 2009
WYFRA FULL 27 JUNE 2008 ITEM No. AUTHORITY
REPORT OF: CHIEF FIRE OFFICER/CHIEF EXECUTIVE
PURPOSE OF REPORT: DRAFT COPY OF THE INTEGRATED RISK MANAGEMENT PLAN (IRMP) FOR 2009-2012
RECOMMENDATIONS: THAT MEMBERS APPROVE THE DRAFT 2009/12 PLAN FOR INCLUSION IN THE CORPORATE PLAN
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
CONTACT OFFICER: DEPUTY CHIEF FIRE OFFICER
AREA MANAGER PAUL CUMMINS
EXEMPTION CATEGORY: NONE
BACKGROUND PAPERS
OPEN TO INSPECTION: IRMP GUIDANCE NOTES
IRMP’s 1-5 1 BACKGROUND
1.1 Since April 2004 Fire and Rescue Authorities have been required to produce an Integrated Risk Management Plan (IRMP), which provides the foundation for Fire and Rescue Services to deliver prevention, protection and response services against central government expectations and the needs of local communities as part of LAA/CAA and LRF arrangements.
1.2 During November 2007, Communities and Local Government (CLG) circulated the proposed Governmental expectations for Fire and Rescue Services contained within the 2008-11 Fire and Rescue Service National Framework (consultation document). This document states that each Fire and Rescue Service must produce a publicly available IRMP covering a minimum three-year time span which:
Is regularly reviewed/revised, reflective of current risk information and service delivery outcomes; Has regard to risk analysis completed by Local and Regional Resilience Forums, including the Community Risk Register (CRR) and internal risk registers. Reflects effective consultation processes during its development and at all review stages, inclusive of all stakeholders and sections of the community. Demonstrates how prevention, protection and response activities will be implemented, to secure optimum mitigation of risk to communities and in a cost effective manner. Provides details of how objectives will be delivered and meet local community needs via partnership working. Has undergone an effective equality impact assessment process.
2 INFORMATION
2.1 The new requirement to provide an IRMP for a minimum of a three-year period has been used as an opportunity to change the previous format of the document and the methodology by which it is communicated to members of the community.
2.2 The updated IRMP format will comply with the requirements of the National Framework and reflects a greater variety of risk information than its predecessors.
2.3 The Action Plan proposals that are presented provide annual phases of activity which are summarised within a series of tables, providing a simple illustration and overview of proposals in respect of Prevention, Protection and Response initiatives. This information is supplemented by further detail in a separate section of the document.
2.4 In total sixteen items are included within the tables, reflecting the Authority’s three areas of service delivery, Prevention, Protection and Response. These are items are listed below: Prevention Continued reduction of accidental fires, deaths and injuries and to ensure the delivery of national indicator set targets. Achieve a reduction in the number of dwelling fires and deliver the 2009- 2012 phase of the Integrated Community Fire Safety Strategy. Conduct a review of the high-risk strategy for dealing with members of the community falling within a “High risk” category following a home fire safety check and the expansion of specialist referral schemes to all districts within West Yorkshire. Deliver a strategy to reduce the incidence of non-accidental fire deaths and injuries. Undertake a review of arson and fire reduction strategies to ensue performance against the national indicator set targets. Review and deliver the objectives set in respect of the 2008-09 Road Safety Strategy. Open and develop the Bramley “Centre for Excellence” (SAFETY-CENTRAL) headquarters for community safety. Undertake a review of the Young Firefighter Scheme and ensure its availability within all five Districts of West Yorkshire.
Protection Ensure that fire safety enforcement and inspections are in compliance with the Government’s “Better regulation” agenda. Introduce, monitor and evaluate the new national Incident Reporting System (IRS). Evaluate premises risk data collected by operational crews and referrals made to specialist fire safety inspectors.
Response Conduct a fundamental review of the current roles, expectations and capabilities of retained duty system staff (RDS) commencing 2009/10. To continue with the review of duty systems and seek implementation of alternative systems on 1st January 2010. Undertake a targeted review of emergency response provision for the populated areas of the county to assess measures that will assist in maintaining average attendance times and commence implementation of recommendations from this review during 2009/10. Review provision of specialist appliances and specialist rescue resources and commence progression of recommendations during 2009/10. Conduct a review into the managerial and command capacity of the organisation and commence implementation of subsequent recommendations during 2009/10.
2.5 These proposals aim to improve community safety, whilst maintaining efficient use of our resources.
2.6 It is intended to release a series of annual Action Plans, in addition to the 2009- 2012 IRMP Action Plan. These plans will act as, “Sister documents” to the original plan and identify specific recommendations identified following the respective review of operational response items.
2.7 As Response initiative proposals are restricted to a series of reviews it is not envisaged that formal consultation with stakeholders will be required until recommendations have been made following that process. The IRMP itself forms part of the Corporate Plan for the first time so will be made subject to public consultation in any case as part of that exercise. Once the findings of the reviews are worked up into formal actions any of which directly impact a specific community of location within the county the previous method of pre-public and formal public consultation will take place by approval of the Authority.
2.8 Consultation with representative bodies of the staff that the review outcomes may have an impact upon has taken place. Management will be encouraging local FBU, FOA, Unison, and RFU officials to contribute to specific areas of the review programme so that their members can be kept abreast of developments and progress being made.
3.0 FINANCIAL IMPLICATIONS
3.1 The three year IRMP is taking a fundamental review of a wide area of the service and it is likely to result in significant financial implications. These will be reported to the committee as each of the areas of review is completed.
3.2 In addition as a result of the scale of the review there may be a need to commit additional resources to the review process which could result in additional expenditure, as with the overall financial implications these will be reported to committee as they are identified.
4.0 FAIRNESS AND EQUALITY IMPLICATIONS
4.1 An Equality Impact Assessment (EIA) has been completed, in consultation with the EDM, for response proposals contained within the 2009-2012 Action Plans. Two of these proposals have necessitated a very detailed analysis and have presented a number of issues for further consideration.
5.0 CONCLUSIONS
5.1 The Action Plan proposals, in respect of Prevention, Protection and Response are longer-term initiatives than those associated with the IRMP process thus far.
5.2 Several of the Action Plan proposals refer to strategic reviews of current service delivery and staffing arrangements and it is necessary that such review processes are undertaken prior to progression of individual initiatives.
5.3 It is difficult to anticipate the content of future Action Plans, due to the nature of the fundamental review process planned for a number of Response items.
6.0 RECOMMENDATIONS
6.1 That members note and approve the content of this report in association with the Corporate Plan.
6.2 That Directorates assume lead responsibilities for progression of the following proposals:
Lead Proposal Directorate Conduct a fundamental review of the current roles, expectations Operations and capabilities of retained duty system staff (RDS) commencing (Command) 2009/10 Human To continue with the review of duty systems and seek Resources implementation of alternative systems on 1st January 2010 Undertake a targeted review of emergency response provision for the populated areas of the county to assess measures that Operations will assist in maintaining average attendance times and (Policy) commence implementation of recommendations from this review during 2009/10. Review provision of specialist appliances and specialist rescue Operations resources and commence progression of recommendations (Policy) during 2009/10 Conduct a review into the managerial and command capacity of Corporate the organisation and commence implementation of subsequent Resources recommendations during 2009/10
6.3 That a number of specific “Working Groups” be established to progress each individual review process.
6.4 For consideration to be given to the workload and associated resource commitments required for the review process to take place. 2009-2012
WYFRS Integrated Risk Management Plan 2009-2012 1
Table of Contents
Table of Contents ...... 2 Foreword ...... 3 An Introduction to Integrated Risk Management Planning...... 4 At Your Service...... 4 Our Strategic Priorities ...... 5 Our Previous Achievements ...... 5 Risk Analysis Process ...... 7 Overview ...... 7 Analysis of Deprivation Levels ...... 7 Analysis of Activity Levels...... 8 Operational Activity Level Predominance...... 10 Incident Rates...... 11 Risk Matrix...... 13 Planning for The Unexpected...... 15 A Regional Perspective...... 16 Community Risk Register ...... 16 Risk Analysis Summary ...... 17 Our Areas of Service Delivery...... 18 Prevention...... 18 Protection...... 18 Response...... 18 Looking Ahead - Our Future Action Plans...... 19 Fire Safety and Community Relations – Prevention...... 19 Fire Safety and Community Relations - Protection ...... 20 Operations – Responding ...... 21 Our Action Plans -The Details...... 22 Prevention...... 22 Reduction of Accidental Fires, Deaths and Injuries...... 22 Deliberate Fire Reduction Strategy...... 23 Road Safety Strategy ...... 24 Protection...... 25 Fire Safety Enforcement...... 25 Incident Recording System...... 25 Response...... 27 Retained Duty System Review...... 27 Duty Systems Review...... 28 Targeted Review of Emergency Response Times...... 28 Specialist Appliance and Rescue Resource Review...... 29 Review the Managerial and Command Capacity of the Organisation...... 30 How We Will Monitor and Review Progress...... 31 Consultation Arrangements ...... 32 Glossary of Terms ...... 33
WYFRS Integrated Risk Management Plan 2009-2012 2
Foreword
MAKING WEST YORKSHIRE SAFER
West Yorkshire Fire and Rescue Authority is pleased to present to the communities of West Yorkshire its sixth Integrated Risk Management Plan (IRMP) for the years 2009-2012. This document continues the innovative and challenging modernisation agenda for West Yorkshire Fire and Rescue Service and seeks to build upon previous improvements made to the safety of our communities within the county.
The Integrated Risk Management Planning process forms a key component of our modernisation programme and significantly contributes toward achievement of our ambition and strategic priorities. The process enables fire and rescue services to direct resources to areas of greater need, based upon local risk analysis and assessment, together with the freedom to develop individual plans based around the needs of their respective communities.
During 2007 a team of assessors from the Audit Commission carried out an evaluation of our service delivery standards, how efficiently our resources were being utilised and how much progress was being made by our organisation. Following this evaluation, we received recognition as an Authority that is, “Improving well” and “Performing well in all areas of service delivery”. We also attained a maximum rating in regard to the Use of Resources element of the assessment, which relates to financial accounting procedures, how well we plan and manage our finances and whether the Authority achieves value for money.
The traditional fire related risks posed to communities have been reduced significantly since our first IRMP was released in 2004, however, the diversity of risks has increased over time and now includes those connected to climatic change and resilience issues. There is, therefore, no place for complacency in our planning arrangements and we will continue to introduce effective and innovative initiatives to further improve safety for our resident population in West Yorkshire.
Our ambition to “Make West Yorkshire Safer” can only be realised by the development, progression and delivery of prevention, protection and response initiatives. We are proud of the progress we have made since 2004 and this is testament to the continued professionalism of our staff.
The proposals within this three-year plan strive to build upon this progress and continue to make advancements in community safety, whilst maintaining efficiency in the use of our resources.
Chair of the Authority Chief Fire Officer/Chief Executive Councillor Philip Booth Phil Toase CBE, BSc, MCGI, FIFireE
WYFRS Integrated Risk Management Plan 2009-2012 3
An Introduction to Integrated Risk Management Planning The Fire and Rescue Framework identifies national priorities and expectations for English Fire and Rescue Services. Since April 2004 every Fire and Rescue Authority has been required to produce a publicly available Integrated Risk Management Plan (IRMP), which provides the foundation for Fire and Rescue Services to deliver Governmental expectations and respond to the needs of local communities.
The introduction of the IRMP process has reformed the methodology by which fire and rescue services are delivered and has allowed greater flexibility to deliver improved prevention, protection and response initiatives within communities. The overall aim of these plans is to facilitate improved community safety measures and make more effective use of fire and rescue service resources by:
Reducing the incidence of fire. Reducing loss of life in fires and accidents. Reducing the number and severity of injuries occurring in fires and other emergencies. Reducing the commercial, economic and social impact of fires and other emergency incidents. Safeguarding the environment and protecting the national heritage. Providing communities with value for money.
To deliver these measures, a full analysis of risk is undertaken for the county, together with the likely corresponding impact upon the communities of West Yorkshire. This analysis contributes to the establishment of our organisational priorities and resource requirements for the forthcoming years.
At Your Service West Yorkshire Fire and Rescue Service serves a resident population of 2,125,000 and provides an emergency response across 202,924 hectares. Our emergency response is currently provided from 34 whole-time fire stations and 14 retained (part-time) fire stations, based within the five Districts of the county. We employ 1,514 wholetime firefighters, 196 part-time firefighters, 60 mobilisation and communication staff members and 343 fire and rescue (non-uniformed) staff.
Our reviewed corporate “Ambition” and strategic priorities focus upon “Making West Yorkshire Safer” and continue to inform and determine our prevention, protection and response strategies. Proactive targeting and education of members of the community most at risk from fire and accidents, together with our continued commitment to home fire safety check visits, lie at the heart of the strategies used to achieve our “Ambition”.
The establishment of a District based structure in January 2008, has provided each of the five districts within West Yorkshire with the necessary resources to contribute effectively to local partnerships and deliver upon targets generated by their respective Local Area Agreements (LAA’s). Participation in local partnerships and our inclusion within LAA’s will allow us to build upon existing links with other agencies and ultimately improve safety within communities.
WYFRS Integrated Risk Management Plan 2009-2012 4
Our Strategic Priorities Our strategic priorities are clearly defined and are underpinned by a series of separate directorate priorities in respect of Operations, Fire Safety and Community Relations, Human Resources and Corporate Resources.
Fire Safety and Corporate Operations Community Human Resources Resources Relations Provide effective Deliver a Deliver a proactive Provide a ethical governance professional and fire and community competent, skilled, and efficient resilient emergency safety and well safe and diverse environmentally response service being programme workforce sustainable resource management
These priorities facilitate achievement of our ambition of “Making West Yorkshire Safer” and our aim to, “Provide an excellent Fire and Rescue Service working in partnership to reduce death, injury, economic loss and contributes to community well being”.
To achieve our “Ambition” and “Aim” we embrace a culture of prevention and protection in order to maximise our response arrangements. Our staff are fully engaged in the delivery of the Authority’s priorities by the achievement of specific objectives with corresponding accountability.
All aspects of our service delivery are closely monitored, following our established performance management framework protocols, which in turn are linked to performance against national indicators, Public Service Agreement (PSA) targets and other locally established objectives.
Our Corporate Plan acts as a single reference source in the provision of information relating to our key priorities, objectives, targets, performance and budgetary information.
Our Previous Achievements West Yorkshire’s first IRMP was produced in 2004 and has since been followed by four further documents (excluding this one). Each of these documents have addressed a number of risks presented to our communities at the time they were published, together with the corresponding proposed control measures to reduce them.
Some of these proposals have been extremely challenging and innovative in nature and although our Service has now subsequently adopted many of them as custom and practice, they warrant a particular mention within this document.
Highlights Our Integrated Community Fire Safety Strategy was implemented in 2005 and established a countywide target to undertake a minimum of 56,000 home fire safety checks each year together with a long-term commitment to complete a total of 450,000 initial and return visits to West Yorkshire households by 2013. Since the introduction of this strategy, accidental dwelling fires in West Yorkshire have reduced by 15% and the corresponding deaths and injuries sustained at these incidents have reduced by 33% and 49% respectively. These figures are extremely encouraging, but despite those members of West Yorkshire’s community benefiting from our free service and being much safer from the risk of fire, we realise that there is much more work to do and that the most vulnerable and at risk members of our community are often the hardest to influence.
WYFRS Integrated Risk Management Plan 2009-2012 5
To enable us to focus our efforts upon risk reduction and the provision of resources to facilitate objectives associated with prevention work, it has been necessary to re-position certain intervention resources and make them available for risk reduction initiatives. This has been achieved via a number of specific IRMP proposals over the years including:
The reduction of pre-determined attendances to automatic fire alarm actuations. Changing the crewing systems at four separate fire stations. The removal of an over provision of front-line appliances at two fire stations. The relocation of specialised appliances from whole-time fire stations to retained duty system stations. Rationalisation of our aerial appliance fleet.
We believe that the redirection of resources from intervention to prevention is having a significant and positive impact upon the safety of communities within the county and “Making West Yorkshire Safer”.
WYFRS Integrated Risk Management Plan 2009-2012 6
Risk Analysis Process Overview Our risk analysis process is driven by a number of different sources to ensure that we target our priorities, policies and resources to areas of greatest need and to effectively manage the risks posed to the communities of West Yorkshire.
Professional knowledge and experience is supplemented by sophisticated statistical data representation, risk modelling and mapping systems to provide a community risk profile for each fire station area in the county.
We continue to utilise the Fire Service Emergency Toolkit (FSEC) to assess risk, aid resource planning, predict the consequence of redeployment of resources and also identify specific areas for community safety initiatives. By using mapping software in conjunction with Census, Neighbourhood Statistics, Office of National Statistics and Index of Multiple Deprivation (IMD) information we are also able to provide a visual picture of risk within West Yorkshire.
Analysis of Deprivation Levels Each of the five Districts in West Yorkshire has very different levels of social, educational, behavioural and demographic characteristics, which are all important in terms of influencing the associated risks from fire. The majority of studies of fire incidence and socio-economic characteristics have shown that social deprivation is either directly, or indirectly linked to an increased fire risk, and, consequently the frequency of fire related injuries and deaths are usually higher among lower socio-economic groups. Collaborative working within newly formed Local Strategic Partnerships (LSP’s) and LAA forums has led to greater levels of information, relative to risk, which is facilitating improved targeting initiatives at a local level.
The map, below, illustrates the current IMD levels across West Yorkshire. Areas colour coded red indicate higher levels of deprivation.
WYFRS Integrated Risk Management Plan 2009-2012 7
Analysis of Activity Levels The maps, below, provide a simplistic geographical representation of levels of operational activity during 2005-2007 in West Yorkshire. Our information technology software suite is continually being updated and recent developments now facilitate an improved mechanism for geographically indicating the location of incidents and this facility will be fully utilised in future risk analysis and planning initiatives.
Dwelling Fires (accidental & deliberate)
Primary Fires (excluding dwellings)
WYFRS Integrated Risk Management Plan 2009-2012 8
Secondary Fires
Road Traffic Collisions
WYFRS Integrated Risk Management Plan 2009-2012 9
Operational Activity Level Predominance Incident activity levels do not remain static throughout a 24-hour period and there are specific periods during each day/night where operational activity levels are more predominant. The following charts represent operational activity levels for the three-year period 2005-2007 in relation to their respective time of occurrence.
3year Average Incident Attendance by Time of day
3,500 3,000 2,500 2,000 1,500 1,000 500 0 00:59 20:59 01:59 21:59 02:59 22:59 03:59 23:59 04:59 05:59 06:59 07:59 08:59 09:59 10:59 11:59 12:59 13:59 14:59 15:59 16:59 17:59 18:59 19:59
------
00:01 01:00 21:00 02:00 22:00 03:00 23:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00
2005-2007 Incident Profile by Time of Occurrence
3500
3000
2500
2000
1500
1000 2007 2006 500 2005 0 00:59 20:59 01:59 21:59 02:59 22:59 03:59 23:59 04:59 05:59 06:59 07:59 08:59 09:59 10:59 11:59 12:59 13:59 14:59 15:59 16:59 17:59 18:59 19:59
------
00:01 01:00 21:00 02:00 22:00 03:00 23:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00
The charts, above, illustrate that 54% of all incidents attended have occurred during 08:00 and 19:00 hours, coinciding with the current start and finish times of the wholetime shift pattern operated by West Yorkshire Fire and Rescue Service. By dividing a complete 24- hour period into three separate time bands, the differential in incident occurrence and corresponding operational resource demands is clearly evident.
WYFRS Integrated Risk Management Plan 2009-2012 10
25000
20000
15000 ttendances A 10000
5000 Incident 0 00:00-07:59 08:00-5:59 16:00-23:59 Time Band
The above chart provides a visual indication of operational activity levels for West Yorkshire’s front line fire appliances and the clear differentials in resource deployment levels.
Incident Rates An alternative approach for benchmarking operational activity levels is to compare incidents occurrences within specific LAA areas with their corresponding population levels. This methodology produces a rate of incident occurrence per million population and can be benchmarked against similar rates for neighbouring LAA areas and national averages provided by FSEC.
The following table compares the average accidental and deliberate dwelling fire rates (per million population) including associated casualty rates for each of our five LAA areas. Three yearly data (2005-2007) has been used in conjunction with population statistics (provided by Neighbourhood Statistics) to generate average performance rates. The national average figures have been taken from the Communities and Local Government (CLG) document, “Fire and Rescue Service partnership working toolkit for Local Area Agreements” and are averages based upon 2005 data.
Accidental All Accidental Accidental All Dwelling Dwelling LAA Area Dwelling Dwelling Dwelling Fire Fire Fires Fire Deaths Fires Injuries Injuries Bradford 803 209 1 1063 256 Calderdale 732 162 7 886 207 Kirklees 591 151 4 740 177 Leeds 790 178 5 1040 212 Wakefield 517 126 9 660 163 National 763 153 5 925 182 Average
The incidence of fire related deaths and injuries are subject to a fair degree of volatility, isolated incidents together with lower population levels, can significantly affect rate levels. Injury rates can also be open to interpretation and the above figures include those individuals receiving a “precautionary check up”, whereby traditional reporting of accidental dwelling fire information in conjunction with Best Value Performance Indicators (BVPI’s), has excluded precautionary check up data. The above figures represent generically higher values than the respective national average figure, but are reflective of higher deprivation and overall geographical risk levels associated with Metropolitan Fire Authority areas. It is WYFRS Integrated Risk Management Plan 2009-2012 11 therefore, useful to benchmark our incident occurrence rate with that of other Metropolitan Fire and Rescue Services.
In total there are seven Metropolitan Fire and Rescue Services, including West Yorkshire and a “Family Group” comparison often provides a better reflection of compatible risk levels across the areas served by these Authorities.
The following table and data is reflective of information provided by 2006 national fire service statistics and published by CLG. The population figure used for calculating corresponding incident rates is 2,161,000 for West Yorkshire.
All Dwelling All Dwelling All Dwelling Fire Authority Fires Fire Injuries Fire Deaths Greater Manchester 1597 488 9 Merseyside 1434 269 3 South Yorkshire 957 251 7 Tyne & Wear 1718 261 6 West Midlands 1064 115 9 London 975 233 5 West Yorkshire 925 202 8
WYFRS Integrated Risk Management Plan 2009-2012 12
Risk Matrix Data has been combined, sorted and mapped for the three-year period 2005-2007 to indicate areas of operational activity for all types of incidents and provides an illustration for activity within each of our respective fire station areas. This data has been further represented by the provision of a statistical overview of risk levels via a simple spreadsheet, which indicates activity levels for each area and facilitates benchmarking of risk levels across the county.
Initial analysis concentrated upon fire station activity levels to provide an overview for levels of risk populated by operational activity within each respective fire station area. This activity data has subsequently been sorted into several fields to create an activity level benchmarking/ranking order for each fire station area. An overall activity ranking has also been applied to provide a simplistic measure of the risk for each fire station area.
In total, eleven risk indicators have been included on the risk matrix spreadsheet, each indicator being categorised by four separate risk ratings - very high, high, medium or low risk. The methodology used to determine each risk rating has been to subtract the lowest value recorded from the highest recorded value to determine the range; the range has subsequently been divided into quartiles to provide the individual risk categorisation range.
For example, in 2007 Gipton responded to 177 dwelling fires and Meltham to just 2. The range is therefore calculated by subtracting 2 from 177, equalling 175 and quartiles of this figure equal 44.
This first quartile value is added to the lowest value therefore in this case 44 added to 2 equals 46. Any values between 2 and 46 have therefore been allocated a low risk categorisation; those between 47 and 91 receive a medium risk categorisation etc.
The majority of our fire station areas, which attract a predominance of very high or high-risk categorisation values across the range of risk indicators, have historically been provided with two whole-time pumping appliances. This is not the case for certain station areas with a predominance of medium risk categorisation values across the range of risk indicators, with some areas being served by one whole-time pumping appliance and others two whole-time pumping appliances.
Fire station areas attracting a predominance of low risk categorisation values across the range of risk indicators, have been resourced with a mixture of single whole-time staffed pumping appliances, retained duty system (part-time) staffed appliances and day-crewed (whole-time staffed) appliances.
The risk matrix methodology assists us in determining whether our current positioning of operational resources corresponds to the areas of greater need and whether the duty systems being employed at fire stations are appropriate.
The following spreadsheet is an example of one of the risk matrixes used for our risk analysis process and includes data specific to 2007. Similar versions of the matrix are maintained which utilise data in respect of a three and five year period, providing a reliable and longer term evaluation of risk, which is not overly influenced by spate incident attendances in any one isolated yearly period.
WYFRS Integrated Risk Management Plan 2009-2012 13
2007 Risk matrix Example-2006-2007 Data
Risk le
b ng
n ic lli
Very High s o Fires ff risk) ns
g
Fires 1,000 Fires
o we ra e Fires f
High Service Incidents
er D Fires
r T
System (li
p f rivati o
llisi
Medium ar p Preventa ndary ad o
e o C Fatalities o dwellin uty Risk ecial Co uilding
Maj welling alls D R tal p
Low D ate e B D C Fires f S Sec R To Station Li Gipton Whole Time 47 177 58 812 163 0 1 5 29 50 285 Huddersfield Whole Time 30 129 73 625 162 1 0 2 50 61 261 Bradford Whole Time 54 129 77 739 164 0 0 7 57 49 253 Leeds Whole Time 35 125 80 591 115 2 2 5 51 63 268 Hunslet Whole Time 47 112 75 989 153 5 0 4 37 39 225 Odsal Whole Time 36 108 69 816 194 0 0 3 41 45 222 FWG Whole Time 39 83 59 665 171 1 0 3 37 45 186 Stanningley Whole Time 28 74 29 557 97 0 0 2 41 48 151 Moortown Whole Time 25 69 39 288 88 1 1 2 32 33 140 Idle Whole Time 33 62 43 329 57 1 0 2 23 32 137 Wakefield Whole Time 25 61 57 418 81 3 0 2 38 43 161 Halifax Whole Time 27 50 45 383 93 0 0 2 39 41 134 Keighley Whole Time 31 46 25 363 70 1 0 2 14 17 88 Shipley Whole Time 25 42 16 216 62 1 0 1 22 25 83 Cookridge Whole Time 19 41 19 185 88 0 0 2 24 31 91 Dewsbury Whole Time 35 41 43 369 50 1 0 2 14 22 106 Batley Whole Time 29 40 22 321 35 0 0 2 16 20 82 Illingworth Whole Time 32 38 11 320 81 1 0 2 19 16 65 Morley Whole Time 22 36 27 203 38 0 0 2 50 49 111 Castleford Whole Time 39 31 29 330 47 2 0 2 30 28 87 Stanks Whole Time 32 27 14 167 36 1 1 1 22 19 58 Pontefract Whole Time 25 26 21 145 34 0 0 1 31 25 68 Cleckheaton Whole Time 21 25 20 200 51 0 0 2 26 26 71 Brighouse Whole Time 18 23 23 148 32 0 0 2 29 24 67 Rawdon Whole Time 12 23 10 79 25 0 0 2 15 14 47 Ossett Whole Time 20 20 27 134 43 0 1 1 16 19 66 Knottingley Day Crewed 37 18 8 183 50 0 0 1 13 11 37 Mirfield Retained 16 16 11 72 30 1 1 2 7 9 32 Rothwell Whole Time 25 15 18 112 34 0 0 1 33 27 60 Normanton Retained 28 14 7 104 22 0 0 2 11 7 28 Bingley Whole Time 15 13 6 62 22 0 0 2 11 20 39 South Elmsall Whole Time 37 12 15 222 30 2 1 1 20 14 41 Holmfirth Retained 14 12 12 47 17 0 0 2 13 5 29 Slaithwaite Retained 20 12 7 52 15 0 0 1 5 8 27 Garforth Whole Time 15 11 22 144 50 0 0 2 26 22 55 Elland Whole Time 20 11 13 81 43 1 0 1 43 23 47 Hemsworth Retained 40 11 13 216 35 0 0 3 10 13 36 Todmorden Day Crewed 28 10 9 80 16 0 0 1 16 15 32 Wetherby Whole Time 9 10 14 43 13 0 1 1 19 17 40 Mytholmroyd Retained 21 7 6 61 7 1 0 1 4 7 20 Featherstone Retained 32 6 14 199 17 0 0 1 12 13 33 Skelmanthorpe Retained 12 6 14 50 13 1 0 1 24 16 36 Haworth Retained 17 6 3 28 5 0 0 1 5 4 12 Marsden Retained 23 6 3 18 4 0 0 1 5 2 11 Otley Retained 10 5 5 26 6 0 0 1 13 11 21 Silsden Retained 12 3 1 11 1 0 0 1 3 2 6 Ilkley Retained 7 2 2 34 7 0 0 1 7 12 15 Meltham Retained 15 2 2 34 7 0 0 1 7 9 13
WYFRS Integrated Risk Management Plan 2009-2012 14
Planning for The Unexpected We maintain a number of business continuity plans, which specifically address service delivery in the event of a catastrophic event together with policies and procedures for traditional incident attendances. We are continually monitoring “New Dimension” planning requirements and assessing our capabilities to respond to large catastrophic incidents. The established resources for mass decontamination; urban search and rescue, high volume pumping and detection, identification and monitoring of substances provide the county with an equipped and resilient response to these risks.
Our on-going commitment to the FiReControl and Firelink programmes will continue and result in the establishment of an enhanced control service and the introduction of an interoperable radio communications system.
Recent large-scale incidents have emphasised the important role that fire and rescue services have in regard to national resilience and the need to maintain a capability to effectively respond to an increasingly diverse variety of incidents.
The severe flooding which affected much of the country during June and July 2007 followed the wettest ever May to July period since national records began in 1766 and prompted a review by CLG into the corresponding fire and rescue service response. The Chief Fire and Rescue Adviser, Sir Ken Knight, has conducted this review which has focussed upon the operational lessons learned and feedback received in relation to the many incidents attended and dealt with by respective fire and rescue services. The terms of reference for the review have now been published and circulated to all fire and rescue services. The Department for Environment, Food and Rural Affairs (Defra) has also commissioned an independent review of the flooding events led by Sir Michael Pitt and the Cabinet Office. This review will address all implications of the summer floods, including its wider effects on society, flood prediction/prevention and the response arrangements to flooding events. It is expected that the final conclusions and recommendations resulting from this review will be available in summer 2008.
Such flooding events will continue to present the fire and rescue service with significant challenges and we are therefore developing our existing resilience arrangements accordingly, to address this. The recommendations resultant from the independent review process will, where appropriate, be adopted and incorporated into our policies, procedures, business continuity and resource planning arrangements.
At the opposite end of the climatic change spectrum lies the probability of longer periods of protracted dry weather, which again presents a number of challenges to the West Yorkshire Fire and Rescue Service. Given the right weather conditions, large and prolonged fires affecting grassland and moorland can develop rapidly and adversely affect the community in which they are located. Such effects may lead to personal injury, damage or destruction of property (dwellings and other agricultural, commercial or industrial properties), damage or destruction to habitat/wildlife areas of special scientific interest, environmental pollution (including smoke polluting the atmosphere) and the interruption to electricity supplies through damage to overhead power lines.
Longer, hotter summers and drier winters combined with increased access to the countryside for leisure activities have increased the likelihood for the occurrence of large rural wildfires.
A number of incidents involving buildings and sites of cultural or historic importance have also recently featured within national media reports. The fire damage sustained by the Cutty Sark ship, whilst moored in London, Information Plans (TIP) specifically created for each premise and resultant from operational intelligence gathering processes.
Specific establishment levels for both managerial and operational officer roles are utilised to ensure that sufficient incident command and management resources are maintained and WYFRS Integrated Risk Management Plan 2009-2012 15 facilitate consistency with our established incident command system protocols. The allocation of operational resources is planned strategically to facilitate the IRMP. Fire appliance staffing arrangements are determined according to their respective area risk determination and with consideration being given other countywide demand levels. Our staff members are conditioned to a series of differing duty systems appropriate to risk levels. Additional resilience is provided by recall to duty, pre-arranged overtime working, pre arranged detached duties and the provision of additional peak period appliances available to meet exceptional and spate condition demand levels.illustrated the potential risk to our national heritage properties and the need to have effective planning arrangements in place for sites of this nature. We are currently awaiting further guidance from CLG in regard to heritage risks; however, prevention, protection and response arrangements for such premises throughout West Yorkshire are already in existence and underpinned by a number of specific Tactical
A Regional Perspective Sections 13 and 16 of the Fire and Rescue Services Act 2004 provide clear instructions for fire and rescue services in regard to mutual assistance and the discharge of functions by others. A Regional Management Board (RMB) representing all fire and rescue services within the Yorkshire and Humber region meets regularly to develop collective working arrangements, in conjunction with the above legislation and for six specific business streams:
Resilience arrangements. Establishment of common and specialist services. Establishment of regional control rooms. Regional procurement, compliant with national standards. Development and delivery of regional training initiatives. Regional personnel management and human resource management functions.
West Yorkshire FRS has been highly influential within the RMB forum and continues to take a leading role in the sharing of resources and co-operative working within the region supporting our regional partners with the provision of a number of facilities and resources including resilience, line rescue and fire investigation support. The provision of such services complement the existing commitment toward cross-border assistance arrangements provided by West Yorkshire FRS and all of our border county fire and rescue services.
We will continue to collaborate and work alongside our regional partner FRS’s within the established business streams, which will further facilitate the management of risk both within West Yorkshire and at a regional level.
Community Risk Register Our planning process is reflective of those risks prevalent within the Community Risk Register (CRR) for West Yorkshire and those, which have been highlighted by Local Resilience Forums (LRF). We have a duty under part one of the Civil Contingencies Act 2004 to co-operate with other responders and organisations engaged in emergency response within West Yorkshire and as part of the LRF, contribute to the population and update of the CRR.
The risks contained within the CRR vary from the traditional ones associated with fire and rescue, to newer emerging risks such as those associated with the threat of terrorism and climatic change. The risk assessment framework, for the Register, is divided into ten different risk categories, with each category entry being allocated a specific risk number and a corresponding national risk reference. The broad categories of risk are:
Industrial accidents and environmental pollution. Transport accident. Severe weather. Structural.
WYFRS Integrated Risk Management Plan 2009-2012 16
Human health. Animal health. Industrial action. International event. Industrial technical failure. Public protest.
The Register contains an explanation for each risk entered under each specific category together with an accompanying outcome description, likelihood value, impact value, overall risk rating (very high – low) and the control measures in place for the risk.
The CRR facilitates members of the LRF to prepare and test emergency plans and maintain focus upon planning based upon priority and need. It does not cover all eventualities and, indeed, those risks, which are prevalent within the core duties of emergency responders such as a routine attendance at a fire, are not included within the Register and only those events, which constitute as a major incident, are included.
The Community Risk Register risk assessment framework can be accessed by the following link: http://www.westyorkshire.police.uk/files/docs/crr_risk_assesment_framework.pdf.
Risk Analysis Summary The nature of risk is constantly changing in response to social, economic and environmental developments. We will continue to develop our risk analysis methodologies to ensure that we can continue to make a positive impact upon them and improve the safety of our communities. Our IRMP process will continually inform strategies consistent with our three key areas of service delivery, “Prevention, protection and response”.
We will continue to comply with our statutory obligations, effectively contribute to improving local and national resilience against the diversity of risks posed to our communities and continue to work together with other members of the Local Resilience Forum in the development and progression of risk mitigation initiatives and the improvement of public safety and security. We will continue to reduce the risk from fire and other emergency incidents within the communities of West Yorkshire by implementing ambitious prevention and protection initiatives and by effectively working within LSP and LAA arenas and alongside partner organisations throughout each of the five Districts in West Yorkshire.
Our analysis of risk will continue to embrace new and emerging methodologies and allow us to manage our resources and assets in the most effective manner and continue to deliver a highly professional service to the communities of West Yorkshire.
WYFRS Integrated Risk Management Plan 2009-2012 17
Our Areas of Service Delivery Prevention Our “Ambition” is to “Make West Yorkshire safer” by the provision of an excellent and modern fire and rescue service. By working in partnership with other organisations we strive to reduce death, injury, economic loss and contributes to community well being. To achieve our future Aim we need to look at our current service provision and determine how we need to deliver services in the future. The three step service delivery process of prevention, protection and intervention will continue as the primary methodology in the provision of policies to address the increasing variety of risks posed to the communities of West Yorkshire.
Our prevention plans will focus upon how to reduce the risk of fires and other emergencies arising and to mitigate their respective impact when they do occur. We have a statutory and moral duty to ensure that the communities of West Yorkshire are safe and we must be prepared to respond to new opportunities and challenges when they arise.
The formation of LSP’s and LAA’s has provided an excellent opportunity to respond collectively to societal problems and the provision of resources to address these. Such partnerships will provide a forum for setting the strategic vision for each of our five districts within West Yorkshire and for delivering sustainable community strategies.
By working with our partners within the respective districts we will continue to deliver a collaborative and more effective approach to safer communities.
Protection Since its enactment on 1st October 2006 we have had a direct responsibility to enforce the Regulatory Reform (Fire Safety) Order in a wide variety of premises throughout West Yorkshire. By adhering to the principles contained within the “Enforcement Concordat” and by working closely with businesses and property owners, we will continue to offer workable solutions to the risk of fire.
West Yorkshire Fire and Rescue Service recognise the value of commercial premises to the local economy along with the impact caused by the loss of such premises. We will therefore, continue to manage the risk in premises via a combination of measures, which are suitable and proportionate to each individual premise.
Response We have a number of established policies and procedures to ensure that the correct operational response is deployed where prevention and protection initiatives have been unsuccessful. Operational intervention is the final piece in the jigsaw for the management of risk and is complemented by the preceding prevention and protection strategies.
Operational response resource requirements are determined by our risk analysis process and predicted levels of operational activity. Our planning arrangements do not discount preparedness and resilience to respond to serious protracted and spate incidents and specific plans have been put in place to address these risks.
WYFRS Integrated Risk Management Plan 2009-2012 18
Looking Ahead - Our Future Action Plans The following tables provide a simplistic illustration and overview of our three-year plans in respect of prevention, protection and response initiatives. Objectives have been situated in order of priority.
Fire Safety and Community Relations – Prevention Service Provision Priority Continued reduction of accidental fires, deaths and injuries and to ensure delivery of “National Indicator” set targets The Government has introduced a new set of 198 national indicators for English local authorities and local authority partnerships. High A number of these indicators hold particular relevance to fire and rescue services and two directly measure fire outcomes: Arson incidents (deliberate fires); and The number of primary fires, related fatalities and non-fatal casualties. Achieve a reduction in the number of dwelling fires and deliver the 2009-2012 phase of the integrated risk reduction strategy West Yorkshire Fire and Rescue Service commenced a free home fire safety check service in 1996, including the free fitting of smoke alarms. This service forms the basis of our county wide integrated risk reduction High strategy, due to be completed in 2013. During 2009-2012 we aim to complete 168,000 home fire safety checks in dwellings throughout West Yorkshire and place greater emphasis upon revisiting dwellings identified as higher risk. Undertake a review of the strategy, to address members of the public who fall within a ‘High Risk’ category following a home fire safety check and expand specialist referral schemes to all West Yorkshire’s Districts via effective High partnership working. Review to commence 2009/10 A multi-agency approach is sometimes required to effectively address fire risks, posed to members of the community. Deliver a strategy, for the three-year period 2009-2012, to reduce the number of non-accidental fire deaths and injuries High This strategy will be reflective of the new national indicators for fire and rescue services. Undertake a review (2009/10) of the arson and deliberate fire reduction strategy to ensure performance against the new “National Indicator” set targets. This type of incident is indicative of anti social behaviour and impacts strongly High upon communities and local economies. These types of incident are still the largest single cause of fire in West Yorkshire. Deliver and review Action Plan objectives set, during 2008/09 in respect of the Road Safety Strategy. To commence 2009/10 The purpose of the Road Safety Strategy is to work with partners to reduce Medium the number of incidents associated with roads in West Yorkshire set against Public Service Agreement (PSA) targets, which are established both nationally and locally. During 2009/10 open and develop the Bramley “Centre for Excellence” (SAFETY - CENTRAL) headquarters for Community Safety Medium The former Bramley fire station site is currently being converted into a “Flagship” community safety centre. Undertake a review of the Young Firefighter Scheme and ensure its availability in all Districts Medium This scheme enables positive interaction, between community youth groups and fire fighters, working within their respective communities.
WYFRS Integrated Risk Management Plan 2009-2012 19
Fire Safety and Community Relations - Protection Service Provision Priority Ensure that fire safety enforcement and inspections are in compliance with the Government’s “Better Regulation” agenda Embed a risk-based, proportionate and targeted approach to regulatory inspection and enforcement of commercial and industrial premises within West Yorkshire. Use our resources in a way that gets the most value out of the effort that we make, whilst delivering significant benefits to low risk and compliant High businesses through better focused inspection activity, increased use of advice for businesses and lower compliance costs. Adopt a positive and proactive approach towards ensuring compliance by: Helping and encouraging regulated entities to understand and meet regulatory requirements more easily; and Responding proportionately to regulatory breaches. Introduce, monitor and evaluate the new Incident Recording System (IRS) IRS is a national project led by Communities and Local Government and forms part of the Fire and Rescue Service Improvement Programme. It will provide the essential information required for efficiently monitoring and High managing the use of our resources. The system will provide the basis for policy decisions that have to be taken in formulating Integrated Risk Management Plans and will contribute to the National Performance Indicators. Evaluate premises risk data collected by operational crews and referrals made to specialist fire safety inspectors In compliance of the Fire and Rescue Services Act 2004 our operational fire Medium crews undertake a number of specific risk inspections within premises throughout West Yorkshire.
WYFRS Integrated Risk Management Plan 2009-2012 20
Operations – Responding Service Provision Priority Conduct a fundamental review of the current roles, expectations and capabilities of Retained Duty System (RDS) staff commencing 2009/10 West Yorkshire currently has 14 fire stations, which are staffed by part time firefighters each with varying staff availability levels. High RDS firefighters are required to fulfil the same role map as whole-time firefighters. Current training obligations placed upon RDS staff do not match those of whole-time firefighters. Continue with the review of duty systems and seek implementation of alternative systems on 1st January 2010 West Yorkshire FRS currently utilises three different duty systems for operational fire-fighters: Shift duty (two days, two nights, four rest days) Day crewing four days duty including, four nights on call from home, followed by four rest days. High Retained duty system, for part time firefighters A review of potential duty systems, for operational staff, commenced in 2006 to establish whether alternative duty systems would offer greater efficiency. The current agreement is for a new duty system, if required, to commence no sooner than January 2010. We will establish a Review Team in lieu of this project. Undertake a targeted review of emergency response provision for the populated areas of the county to assess measures that will assist in maintaining average attendance times and commence implementation of recommendations from this review during 2009/10 Medium The average incident attendance time for 2007 was 5 minutes, 56 seconds It is likely that more complex recommendations relating to redeployment of resources may be longer-term objectives. Review provision of specialist appliances and specialist rescue resources and progression of recommendations during 2009/10 The current operational specialist appliance fleet includes, six aerial appliances, a command unit, six prime movers and associated demountable unit resources. Medium Improvement and additions to existing front line appliance rescue equipment may affect the requirement for certain specialist resources. A Review Team will be established in lieu of this project and will undertake a gap analysis and evaluation of the suitability of current specialist resources. Conduct a review into the managerial and command capacity of the organisation and commence implementation of subsequent recommendations during 2009/10 The review will include an analysis of training needs, command capabilities and operational requirements. Medium The review will be required to make an assessment of the current resource availability against the desired skills base and also assess the managerial capacity required to meet organisational objectives. The managerial requirements associated with all IRMP review recommendations will be reflected by the result of this specific review.
WYFRS Integrated Risk Management Plan 2009-2012 21
Our Action Plans -The Details Prevention Reduction of Accidental Fires, Deaths and Injuries In 1996 we commenced a free home fire safety check service in West Yorkshire inclusive of free fitting of smoke alarms in all houses visited by our officers. Our second IRMP presented a structured development of this service, to implement a two-stage integrated community safety strategy.
It is our intention, under this “Level 1 County-wide Strategy” to undertake initial and return visits to approximately 450,000 households in West Yorkshire by 2013, with operational crews visiting a minimum of 42,500 households per year, supplemented by a further 13,500 household visits per year by our specialist community fire safety teams.
Level 2 of our County-wide Strategy will continue to be employed where specific IRMP proposals exist to modify the operational resources within a particular area. This element of the strategy will, in future, be subject to a risk assessment of areas directly affected by specific proposals and where appropriate, will combine dedicated risk reduction resources with local fire crews to reduce the risk from fire and other emergencies prior to implementation of proposals.
During the period 2002-2004 there were 48 accidental dwelling fire deaths and 866 accidental dwelling fire injuries in West Yorkshire. Within a similar 3-year period for 2005- 2007 these figures have both reduced significantly to 29 (40% reduction) and 641 (26% reduction) respectively. The occurrence of accidental dwelling fires has also been moderately decreased (7%) over the same period of time.
Accidental Dwellings Fires 2002-2008
1700 1650 1600 1550 1500 1450 1400 1350 1300 1250 2002 2003 2004 2005 2006 2007
Accidental Dwelling Fire Deaths & Injuries 2002-2008
350 Injuries
300 Deaths
250
200
150
100
50
0 2002 2003 2004 2005 2006 2007
WYFRS Integrated Risk Management Plan 2009-2012 22
As the Integrated Community Fire Safety Strategy was implemented on 1st April 2005 these figures suggest that it has had a positive impact upon the number of accidental dwelling fire deaths, injuries and to a lesser extent accidental dwelling fire occurrences.
The free fitting of smoke alarms and other safety equipment as part of our home fire safety check service, has not necessarily prevented fires from occurring in dwellings but has provided the occupants with an improved opportunity to escape. The focus for the forthcoming three-year period will be to ensure that dwelling fires occurring within West Yorkshire are reduced at a greater rate than at present.
We recognise that each fire is a significant event for those members of the community whom are unfortunate enough to experience one and that there are also a financial implications resulting from fire related incidents.
A recent document released by CLG entitled, “Fire and Rescue Service Partnership Working Toolkit for Local Area Agreements” provides estimated costs to the community for each fire related incident.
The following values have been attributed to each respective fire event:
Fatality £1,546,688. Non-fatal injury involving burns £174,354. Non-fatal injury involving overcome by smoke, or fumes £44,019. Fires (property damage) £8,507.
By using these financial values and combining them with two sets of three-yearly data (2002- 2004 and 2005-2007) we have estimated that a saving of almost 100 million pounds has been made to the community of West Yorkshire. Although it is impossible to place an actual value upon life, the figures do provide some representation of the financial benefits of community safety work in addition to the moral and social benefits.
Our commitment to the Integrated Community Fire Safety Strategy will continue as it is, delivering significant improvements to the safety of West Yorkshire’s communities and reducing the financial burden upon the county’s population.
Deliberate Fire Reduction Strategy In addition to our ongoing commitment to the home fire safety check service, we are also committed to driving down the number of arson/deliberate and nuisance fires within the county. This type of incident is often indicative of anti social behaviour and impacts strongly upon communities and local economies.
These types of incident are still the largest single cause of fire in West Yorkshire and we will continue to invest in arson reduction initiatives and work alongside partner organisations to reduce their occurrence.
Engaging with young people is another of our key community safety strategies, which is facilitating the education of school children in respect of fire, road and water safety via a structured schools visit programme. The continuation and expansion of the Young Firefighter Scheme across the majority of our community fire stations will continue to provide positive interaction between community youth groups and fire fighters, working within their respective communities.
Better understanding and improved relationships will continue to reduce the number of fire setting and hoax call incidents, along with the generic reduction of anti social behaviour and overall community cohesion.
WYFRS Integrated Risk Management Plan 2009-2012 23
Road Safety Strategy Road accidents cause immense human suffering and according to Department for Transport statistics, around 3,500 people are killed, every year on Britain's roads and 40,000 are seriously injured. In total, there are over 300,000 road casualties, in nearly 240,000 accidents, and about fifteen times that number of non-injury incidents. This represents a serious economic burden; as the direct cost of road accidents involving deaths or injuries is thought to be in the region of £3billion a year.
During 2007, West Yorkshire Fire and Rescue Service resources were mobilised to 1110 road traffic collisions. Of these incidents 483 resulted in public injuries and there were, sadly, 37 resultant fatalities. A number of additional road accidents and subsequent deaths and injuries are attended by West Yorkshire Police, Yorkshire Ambulance Service and Local Authority resources, which do not require our resources.
The incidence of road traffic related deaths and injuries are therefore much greater than those associated with fire related incidents and we are actively working with partner organisations to reduce this incidence.
Our 2008/09 IRMP pledged our commitment to improving road safety by adopting guidance issued by the Chief Fire Officers Association (CFOA) relating to five main work streams:
Inter agency working and partnerships. Prevention. Protection. Intervention. Marketing.
In 2000 the Department for Transport published a document entitled, “Tomorrows Roads: Safer for Everyone” which established a number of targets for the reduction of the number of road casualties by 2010. These targets are summarised below:
A 40% reduction in the number of people killed or seriously injured in road accidents; A 50% reduction in the number of children killed or seriously injured; and A 10% reduction in the slight casualty rate, expressed as the number of people slightly injured per 100 million vehicle kilometres.
The new performance framework for local government, outlined in the White Paper, “Strong and Prosperous Communities” is about improving the quality of life in places and better public services. A clear set of national outcomes and a single set of national indicators by which to measure progress against them are a key building block for this new framework. Two of these indicators will directly measure road safety outcomes:
NI 47 People killed or seriously injured in road traffic accidents. NI 48 Children killed or seriously injured in road traffic accidents.
During 2009/10 we will continue to work together with our local partners to develop existing road safety strategies and align them to the targets set by the Department of Transport and the new national indicator set.
WYFRS Integrated Risk Management Plan 2009-2012 24
Protection Fire Safety Enforcement We will continue to reduce the risk from fire in commercial and industrial premises by embedding a risk based and targeted enforcement programme for such premises throughout West Yorkshire. Our enforcement officers will inspect premises identified at most risk by our inspection programme and ensure that the Authority’s statutory responsibilities are discharged in accordance with the principles of the “Enforcement Management Model” and the “Regulators’ Compliance Code”.
The Regulators’ Compliance Code is a central part of the Government’s better regulation agenda. Its aim is to embed a risk-based, proportionate and targeted approach to regulatory inspection and enforcement among the regulators, which it applies to. The Code has been issued with parliamentary approval, following a wide and lengthy consultation process, and came into force on 6th April 2008 by virtue of the Legislative and Regulatory Reform Code of Practice (Appointed Day) Order 2007.
In England, the Code applies to local authority functions like trading standards, environmental health and licensing, as well as fire and rescue authorities. The Department for Business Enterprise and Regulatory Reform (BERR) expect regulators to integrate the Code’s standards into their regulatory culture and processes. In general, regulators are asked to consider:
Supporting economic progress - Performing regulatory duties should not impede business productivity. Risk assessment - Undertaking a risk assessment of all their activities. Information and advice - Providing information and advice in a way that enables businesses to clearly understand what is required by law. Inspections - Only performing inspections following a risk assessment, so resources are focused on those least likely to comply. Data requirements - Collaborating with other regulators to share data and minimise demand on businesses. Accountability - Increasing the transparency of regulatory organisations by asking them to report on outcomes, costs and perceptions of their enforcement approach.
Our internal inspection and enforcement policies have been reviewed and regard has been given to the Compliance Code. We will continue to progress collaboration with other regulators to share data and minimise demand on businesses and our ability to report on outcomes, costs and perceptions of our enforcement approach.
Wherever possible, our officers will adopt a positive and proportionate approach to ensuring compliance with fire safety legislation and work proactively with businesses and property owners.
Our enforcement and inspection programme will also incorporate a degree of flexibility to ensure that focus is maintained upon the premises considered to be at the highest risk. Operational fire crews will continue to undertake specific risk inspections of premises located within the area of each respective fire station. Information gathered during these inspections will be used in conjunction with that obtained during enforcement inspections to populate our data systems and determine a corresponding fire risk profile for commercial premises.
Incident Recording System All Fire and Rescue Services are required, by 1st April 2009, to introduce and utilise a new national Incident Recording System (IRS). Introduction of this system has been resultant from a national project led by CLG and forms parts of the Fire and Rescue Service Improvement Programme.
It is a data system, which will provide the essential information that is required for efficiently monitoring and managing the use of fire and rescue service resources. Data, extracted from WYFRS Integrated Risk Management Plan 2009-2012 25 the incident recording system will populate national performance indicators and our subsequent performance against these, the system will also be a valuable source of information for policy decisions and future IRMP’s.
Work has already commenced in developing an interface facility, which will allow our current information technology systems to be linked to the national IRS system and for reports to be pre-populated with information. This developmental work will continue and deliver a fully functioning interface, which facilitates exchange of information between West Yorkshire FRS systems and those of CLG.
Once developmental work has been completed, the information systems will be fully tested and evaluated, prior to being made live on 1st April 2009.
WYFRS Integrated Risk Management Plan 2009-2012 26
Response Retained Duty System Review West Yorkshire FRS currently employs 198 RDS staff at our 14 retained fire stations throughout West Yorkshire. Retained firefighters are generally employed by us on a part- time basis and often have primary employment with another organisation or company. They need to live or work within a one-mile radius of a retained fire station and be able to respond to that site within 5 minutes of an emergency call.
National Occupational Standards (NOS) are in existence for all fire and rescue service roles, which objectively measure individual competence against role related tasks and populate each individual fire and rescue service role map unit.
The operational role map for a retained fire fighter is no different to that of a whole-time fire fighter and they are expected to provide a similar level of service and maintain a similar standard of operational competence. On average, each RDS staff member is required to undertake 3 hours operational training each week, whilst each whole-time fire-fighter currently dedicates 8 hours per week to this activity. Operational exposure opportunities for RDS staff are generally less than those afforded to their whole-time colleagues and also vary greatly between each respective RDS fire station.
Due to no differential in the role map requirements for RDS staff, it is necessary to reflect this during recruitment of retained fire-fighters and each prospective retained fire-fighter is now required to undergo the same recruitment selection process as whole-time fire-fighters. The application of this process has led to further difficulties in recruiting sufficient individuals for RDS vacancies and consequently some of our retained fire stations are unable to maintain 100% fire appliance availability for their respective areas.
The following table summarises 2007 performance levels for all of West Yorkshire’s RDS fire stations:
Accidental Total Road Total Total Average Total Dwelling Traffic Special Number of RDS Station Appliance Incidents Fires Collisions Service Incidents Availability (Own Area) (Own area) (Own area) Calls Attended Otley 94.5% 4 13 32 209 293 Ilkley 86.62% 2 7 33 174 235 Silsden 94.9% 2 3 9 154 292 Haworth 79.49% 5 5 11 81 99 Mytholmroyd 90.83% 6 4 28 152 216 Slaithwaite 99.42% 12 5 23 221 292 Marsden 93.4% 6 5 9 51 97 Meltham 99.25% 1 7 20 99 178 Holmfirth 99.42% 12 13 26 258 340 Skelmanthorpe 99.74% 5 21 71 259 292 Mirfield 96.67% 15 7 33 265 371 Normanton 87.36% 9 11 27 271 343 Featherstone 97.42% 5 12 35 363 450 Hemsworth 81.04% 9 10 48 471 472
The table illustrates the clear differentials for appliance availability, activity levels and operational exposure opportunities for RDS staff members serving at each retained fire station. The differential in both training commitments and operational exposure levels between whole-time and RDS staff members, presents itself as a corporate risk and we will, therefore, conduct a fundamental review into the roles occupied by retained fire-fighters, our expectations of them and what capability levels are in existence.
WYFRS Integrated Risk Management Plan 2009-2012 27
Duty Systems Review The challenges now faced by modern fire and rescue services demand flexible resource management options to secure a balance between resource requirements, resilience and budgetary constraints.
The predominant duty system employed by West Yorkshire FRS is the 2 days, 2 nights, 4- rest days (2x2x4) rota, which utilises four Watches (shifts) and has been in operation for more than three decades. A much lesser number of our operational staff members are conditioned to three other duty systems, day crewing, day duties and the retained duty system (part time). Although these systems do possess some in built resilience, in terms of maintaining staff availability this is achieved by generically over resourced establishment levels.
A review of potential duty systems, for operational staff members commenced in 2006 to establish whether alternative duty systems could offer greater efficiency to those currently being employed by West Yorkshire FRS. We will evaluate the results of this review and explore whether there are viable, more demand led alternatives to the existing shift systems and commence appropriate implementation on 1st January 2010.
Targeted Review of Emergency Response Times The Fire and Rescue Services Act 2004 replaced the previous 1947 Act and instructed fire and rescue services to utilise the integrated risk management planning process to determine the required speed and weight of attendance for emergency calls. This methodology, replaced the previous determination whereby attendance standards were based upon the predominance of certain buildings within an area and subsequent categorisation of A, B, C, D, or Remote Rural risk.
Although the previous methodology is outdated and solely concerned with property risk, it is still useful to compare our current attendance standard with the maximum attendance standards set by the previous Act.
Incident response times are continually monitored and the average appliance attendance times for West Yorkshire validate the improvements made in operational response service delivery. Due to the success of prevention and protection risk reduction initiatives in higher risk areas of the county, there are fewer incidents within areas where we would traditionally have provided a faster response. This does inevitably have a negative impact upon the average incident attendance times recorded for our appliances.
The table, below, identifies three year’s data for front line appliance incident attendance times and the maximum attendance times set by previous legislation.
Target Incident Attendance Time Risk A B C D Category Average Performance Standard 5 minutes 5 minutes 8-10 minutes 20 minutes 2005 4 mins 21 5 mins 5 5 mins 40 8 mins 39 5 mins 43 Performance secs secs secs secs secs 2006 4 mins 28 5 mins 12 5 mins 53 8 mins 46 5 mins 55 Performance secs secs secs secs secs 2007 4 mins 36 5 mins 14 5 mins 53 8 mins 52 5 mins 56 Performance secs secs secs secs secs
We intend to undertake a comprehensive review of our current incident attendance capabilities and consider whether additional prevention, protection or response arrangements are required for areas of the county not currently benefiting from the average incident attendance performance standard. Consideration will be given to the degree of risk WYFRS Integrated Risk Management Plan 2009-2012 28 presented to each community from fire, road traffic collisions and other life threatening incidents.
The map below identifies our current capability to respond to areas of West Yorkshire within a 5 minute 41 second window from our existing fire station sites (compliance shaded blue). This target response standard has been established following analysis of previous speed and weight of response data.
As can be seen from the illustration, there are a number of areas, where we are not currently able to meet our target response time. It is our intention to evaluate the risk within these areas and implement appropriate prevention, protection and response solutions where the risk is at an intolerable level.
Specialist Appliance and Rescue Resource Review Fire and Rescue Services currently have a statutory duty under the Fire and Rescue Services Act 2004 to make provision for the purpose of:
Extinguishing fires in its area. Protecting life and property in the event of fires in its area Rescuing people in the event of road traffic accidents in its area; Protecting people from serious harm, to the extent that it considers it reasonable to do so, in the event of road traffic accidents in its area.
This provision includes suitable arrangements for the provision of personnel, training, services and equipment to meet all normal requirements.
Despite the limitations of our statutory duties, we fully recognise the broader role which our fire-fighters undertake by responding to a much wider variety of operational incidents. The importance of maintaining operational competence, knowledge and understanding for such incidents is matched by the need to provide efficient and suitable operational appliances and equipment.
Our current fleet of specialist appliances includes six aerial appliances, a command unit, six prime movers and associated demountable unit resources. This fleet is supplemented by
WYFRS Integrated Risk Management Plan 2009-2012 29 resources, provided in support of the “New Dimension” planning programme, including an incident response (mass decontamination) unit, urban search and rescue resources, high volume pumps and a detection, identification and monitoring facility. We anticipate that the current fleet of specialist appliances would benefit from the addition of further resources, targeted towards growing areas of service provision.
It is our future intention to include a mix of dedicated aerial appliances with Combined Aerial Rescue Pumps (CARP) to provide a cost effective methodology for high-rise rescue and firefighting operations. A CARP is a vehicle that is similar to a normal fire appliance with the exception that it is also fitted with a hydraulic boom or ‘sky-lift’ enabling it to be utilised as an aerial appliance as well as a conventional fire appliance.
The number of non-fire related incident attendances (special service calls) are increasing and their associated variety and complexity provides a firm challenge to West Yorkshire FRS. The modern technological advancements being made, in regard to fire and rescue equipment, is impressive and we intend to fully explore initiatives, such as the CARP appliance for viability.
We will undertake a review of our current specialist appliance fleet in conjuction with the services we currently provide and determine whether scope exists to increase capacity and examine the capability of existing equipment carried by each specialist appliance, to determine its future viability. An assessment of front line appliance rescue equipment capability will also be carried out, to identify service delivery improvements are available and whether items carried by certain specialist appliances are still required.
Review the Managerial and Command Capacity of the Organisation The demands of the Fire and Rescue Service National Framework, together with increasing legal and statutory responsibilities, have led to an increase in the number of major projects being managed by West Yorkshire FRS and greater expectations being placed upon our Directorates and managers. Such projects are generally managed in-house, using existing staff members and often without any assessment of their respective managerial capabilities and skills base.
We will undertake a review of each department’s respective skills base, managerial capacity level, command capabilities and overall resource availability levels. The review will encompass an overarching gap analysis and training needs analysis for the Service in order for us to meet our future organisational objectives.
WYFRS Integrated Risk Management Plan 2009-2012 30
How We Will Monitor and Review Progress Progress against our IRMP objectives will continue to be robustly monitored and reported upon in cognisance with our established performance management protocols.
The Performance Management Framework document formalises our policies, procedures and reporting processes in regard to monitoring performance and serves as a viable toolkit for all members of our staff involved in the progression of particular objectives.
The various plans across the different parts of our organisation are aligned to our corporate “Ambition” and strategic priorities to provide a coherent approach to effective service delivery to the communities of West Yorkshire. We have adopted the “Golden Thread” principle for the management of objectives whereby individually cascaded tasks are linked to strategic objectives and to their influence upon them.
A simplistic “Plan, do, check and act” process is applied for the measurement of success and performance. This process is compliant with the acclaimed Health and Safety Guidance (HSG 65) document, “Successful Health and Safety Management” and provides a clear, auditable framework for planning and implementing policy, monitoring and reviewing outcomes and feeding back into policy making and strategic planning as appropriate. The illustration, below, summarises the cyclical performance management process applied within our organisation.
We will continue to conduct an annual review of our risk management arrangements, together with an analysis of progress toward previous action plan proposals, objectives and outcomes. The review process will include an assessment of the county’s risk profile and any changes to the availability of resources to provide prevention, protection and response arrangements. Overall responsibility for audit, monitoring and review processes lies with the Director of Corporate Resources and details of these processes will continue to be reported to the elected Members of the Fire Authority as part of our existing reporting protocols.
WYFRS Integrated Risk Management Plan 2009-2012 31
Consultation Arrangements The Government has established clear consultation requirements in respect of IRMP’s, initially via a specific guidance circular and more recently within the Fire and Rescue National Framework.
We recognise the importance of wide consultation with stakeholders to ensure that we capture the full range of organisational and individual opinions and respond effectively to these views. By consulting with our stakeholders we improve interaction with communities in respect of their individual respective needs at an early stage within the planning process.
Your ideas and opinions are important to us and vital for the development and improvement of our delivery of services to you. We will therefore continue to exploit opportunities to enter into dialogue with our stakeholders, organisations and communities likely to be affected by our proposals.
The embedded process for informing and involving stakeholders within our annual IRMP process will be maintained, with initial consultation taking place with principle stakeholders during the summer months of each year. This initial phase of consultation will, where appropriate, be followed by liaison with District Authorities and members of individual communities via public meetings.
Proposal options will continue to be considered, along with feedback from the consultation phases and discussed via management teams and management board meetings prior to final proposals being presented to Members of the Fire Authority for approval. Following this, consultation takes place within the District Authorities and also in public meetings, particularly in areas that may be affected by proposals. This consultation process has previously resulted in identifiable changes to original Action Plan proposals.
Milestone Action Period Principal stakeholder consultation June, July August Draft IRMP published on our Internet site August Second phase of consultation (local) September, October, November Cessation of formal consultation December Fire Authority meets to consider proposals December
As the current response proposals identified within this document, relate to a series of review processes it is not envisaged that any consultation with stakeholders will be required until subsequent recommendations from these reviews are made. It is anticipated that such recommendations will be reported in a subsequent annual Action Plan together with specific consultation details.
WYFRS Integrated Risk Management Plan 2009-2012 32
Glossary of Terms
BERR Business Enterprise and Regulatory Reform BVPI Best Value Performance Indicators CARP Combined Aerial Rescue Pump CFOA Chief Fire Officers Association CLG Communities and Local Government CRR Community Risk Register COMAH Control of Major Accident Hazards FRS Fire and Rescue Service FSEC Fire Service Emergency Toolkit IMD Index of Multiple Deprivation IPDS Integrated Personal Development System IRMP Integrated Risk Management Plan IRS Incident Reporting System LAA Local Area Agreement LRF Local Resilience Forum LSP Local Strategic Partnership NOS National Occupational Standards PSA Public Service Agreement RDS Retained Duty System RMB Regional Management Board TIP Tactical Information Plan WYFRS West Yorkshire Fire and Rescue Service
WYFRS Integrated Risk Management Plan 2009-2012 33
27 JUNE 2008 WYFRA FULL AUTHORITY ITEM No.
REPORT OF: DIRECTOR OF FIRE SAFETY AND COMMUNITY RELATIONS
PURPOSE OF REPORT: TO INFORM MEMBERS OF THE PROGRESS MADE TOWARDS ACHIEVING THE TARGETS OF THE LOCAL AREA AGREEMENT AT THE FISCAL YEAR END 2007/8 AND PROVIDE AN UPDATE ON DISTRICT ACTIVITY.
RECOMMENDATION: THAT MEMBERS NOTE THE CONTENTS OF THE REPORT.
______
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: NONE
CONTACT OFFICER: ACO CRAIG McINTOSH 01274 655705
BACKGROUND PAPERS OPEN TO INSPECTION:
1
1. Background
1.1 The purpose of this report is to highlight the progress towards the achievement of the Local Area Agreement Targets across the five districts of West Yorkshire for the fiscal year 2007/8.
1.2 Local Area Agreements (LAAs) have now been in place in Leeds, Wakefield and Kirklees for two years, Bradford for three years and in Calderdale the first year of LAAs has just been completed.
2. Information
2.1 Bradford
Accidental dwelling fire related deaths
6.0
5.0
4.0
3.0
2.0
1.0
0.0 Baseline 2005/ 06 2006/ 07 2007/ 08 2008/ 09
Series1 5.2 0.0 1.0 2.0 Series2 5.2 5.2 4.16 4.16 4.16
Deliberate Fires
6000
5000
4000
3000
2000
1000
0 Baseline 2005/06 2006/07 2007/08
Actual 3953 3565 3891 3936 Target 3953 3821 3689 3558
2 Primary Fires
3000
2500
2000
1500
1000
500
0 2005/06 2006/07 2007/08 2008/09
Actual 1691 1616 1480 Target 2567 2310 2310 2310
Accidental Dwelling Fire Injuries
160
140
120
100
80
60 40
20 0 Baseline 2006/07 2007/08 2008/09 Actual 139 108 84 Rolling Average 139 124 110 Target 111 111 111
2.1.1 Primary Fires and Deliberate Fires
2.1.2 The LAA targets set within Bradford to be achieved by 2008 were to reduce the number of primary fires from a baseline of 2567 to reach a target of 2310 by 2008. Figures at the end of the 2007/08 fiscal year show this target has been achieved, with a total of 1480 primary fires, 36% below the target of 2310 and a reduction of 136 primary fires compared to the 2006/07 fiscal year.
2.1.3 Year end figures for 2007/08 show the target set within the LAA of 3558 a 10% reduction from a baseline figure of 3953 has not been met,
3 with a total figure of 3936 deliberate fires in the district. Totalling approximately 10.6%, 378 incidents above target. Over 44%, 1751 incidents during the fiscal year happened over a 4 month period of August to November 07.
2.1.4 Compared with figures for the year end 2006/07, and 2005/06, figures show an increase year on year, which is a trend that will need to be addressed. With an increase of 326 incidents at the end of 2006/07 compared to 2005/06, and a further increase for 45 for 2007/08 compared with 2006/07. This smaller increase indicates that an impact is being made in this area by the work underway in district to address this trend; Activity taking place in the district to address the issue includes: • The work of the Arson Task Force is vital to reducing this figure, and continued work with our partners will eventually have an impact on the number of deliberate fires. Already in the month of April 2008 we have seen a 52.77% reduction in calls to rubbish fires across the district.
• Neighbourhood Policing Teams and Bradford Council have been supplied with fire data reflecting the increase in deliberate fires, with station areas also been identified as a focus of activity.
• Arrangements have been put in place with the environmental task force, and positive work is being done in the hot spot areas.
2.1.5 Accidental Dwelling Fire Injuries and Deaths
2.1.6 Figures for 2007/08 fiscal year end show an encouraging reduction in the number of accidental dwelling fire related injuries with a total of 84, and are 26 incidents (23%) below the target set within the LAA of 111.
2.1.7 On comparison with figures for 2006/07, this shows a further reduction of 24 incidents.
2.1.8 There have been 2 recorded accidental fire related deaths for the Bradford district over 2007/08, this figure is encouraging and is below the reduction target of 4.16. Therefore achieving the target over a 3 year period, of reducing the number of accidental dwelling fire related deaths in the home by 20%; from a baseline of 5.2.
2.1.9 District Update
2.1.10 Within the Bradford District, West Yorkshire Fire and Rescue Service had representation on the top level partnership Bradford Vision, but since the restructure of this partnership, West Yorkshire Fire and Rescue Service are no longer represented. The service does however have representation on the Safer Stronger Communities Partnership, Criminal Damage Board, Adult and Healthier Communities Partnership Board, Children and Young People Partnership Board and the Performance Commissioning Group. Through these WYFRS can assist in the delivery of targets set within the Local Area Agreements through these boards.
4 2.2 Leeds
Deliberate Primary Fires
4000
3500
3000
2500
2000
1500
1000
500
0 2001/02 - baseline 2006/ 07 2007/ 08 2008/09
Actual 3583 1253 1096 Government Target 3583 3359 3314 3269 Stretch Target 3583 2559 2355 2150
Accidental Dwelling Fire Deaths
8
7
6
5
4
3
2
1
0 Baseline 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 Actual 537437 Rolling Average 5.0 4.0 5.0 4.8 4.4 4.8
2.2.1 Deliberate Primary Fires
2.2.2 Targets set within the LAA for deliberate primary fires were to reduce the incidents by 10% in the Leeds district. Figures for 2007/08 show that not only this target has been achieved with a total of 1096 incidents over the year, 67%, 2218 incidents below the target set of 3314. The stretch target of 2355 has also been achieved.
2.2.3 Figures compared to the year end figures for 2006/07 also shows incidents are continuing to reduce and have fallen by another 157 from a total of 1253 in 2006/07.
5
2.2.4 Accidental Dwelling Fires Related Deaths
2.2.5 Year end figures for the Leeds district show there have been 7 accidental fire related deaths for 2007/08, resulting in the rolling average target of 4.8 not being met.
2.2.6 Figures also show there has been an increase in the number of incidents by 4 compared with the 2006/07 year end total.
2.2.7 The action being taken on district to address this trend includes;
• Carrying out further work to identify those deemed most vulnerable to fire in the district. This will be done through analysis of previous trend patterns and liaison with key partner agencies. • A focus can then be given to providing the necessary preventative and protective messages to those vulnerable groups identified. Providing education in how to prevent a fire in the first place and having a prepared escape plan should one occur.
2.2.8 District Update
2.2.9 Within the Leeds District, West Yorkshire Fire and Rescue Service are not currently represented at the top level Partnership, the Leeds Initiative and have not been invited to have a seat on this board. The Fire Service does however have representation on some of the partnerships which sit directly underneath Leeds Initiative. The CDRP – Safer Leeds Executive Board and Safer Leeds Board and the Healthier Communities Board, providing opportunities to target vulnerable groups within the District and can assist in the delivery of targets set within the Local Area Agreements through these boards.
2.3 Kirklees
Accidental Dwelling Fire related Deaths
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.00 Baseline 2006/07 2007/08 2008/09 Actual 3.20 2.00 1.00 Rolling 3.20 2.60 2.07 Average Target 2.99 2.78 2.56
6
Accidental Dwelling Fire Injuries
100
90
80
70
60
50
40
30
20
10
0 Baseline 2006/07 2007/08 2008/09 Actual 86 37 25 Target 86 77 73 69
Deliberate Primary Fires
700
600
500
400
300
200
100
0 Baseline 2006/07 2007/08 2008/09 Actual 641 518 469 Target 641 609 593 577
2.3.1 Accidental Dwelling Fire Injuries and Deaths.
2.3.2 Targets set for the Kirklees district within the LAA for accidental dwelling fire injuries were to reduce from a baseline of 86, to 73 incidents by 2007/08. Figures for 2007/08 showed WYFRS stayed on track to achieve this target, with a total number of 25 incidents, 48 (66%) below target.
2.3.3 Figures compared to the year end figures for 2006/07 also show incidents are continuing to fall.
7
2.3.4 Deliberate Primary Fires
2.3.5 WYFRS had a target within Kirklees LAA to reduce the number of deliberate primary fires from a baseline of 641, to 593 by 2007/08. Figures for 2007/08 year end show that this target has been achieved with a total of 469 incidents over the year.
2.3.6 The figures also show a reduction when compared to the same period in 2006/07.
2.3.7 District Update
2.3.8 Within Kirklees District, West Yorkshire Fire and Rescue Service have two seats on the top level partnership Board, Kirklees Local Strategic Partnership. The Fire Service is also represented on the partnerships which sit directly underneath, the Safer Stronger Communities Local Public Service Board, Children and Young People Local Public Service Board, and the Healthier Communities & Older People Local Public Service Board. Linking to the above with representation also on the Respect Steering Group, Safer Programme Team and Stronger Programme Team and can assist in the delivery of targets set within the Local Area Agreements through these boards.
2.4 Wakefield
Primary Fires
1400
1200
1000
800
600
400
200
0 Baseline 2006/07 2007/08 2008/09 (2001/02) Actual 1146 838 721 Stretch Target 1146 1088 1031 974
2.4.1 The target within the Wakefield LAA for WYFRS was to reduce the incidence of primary fires in the District (both deliberate and accidental) from the 2001/02 baseline of 1146 to 1079 by 2007/08. Figures for the 2007/08 period show that this target has been achieved with a total of 721 incidents over the year, 358 (33%) below the target of 1079. The stretch target set within Wakefield of 1031 has also been achieved. 8
2.4.2 A comparison of the figures for 2006/07 fiscal year show the figures are continuing to fall, with a further reduction of 117 incidents on 2006/07 figures in 2007/08.
2.4.3 District Update
2.4.4 West Yorkshire Fire and Rescue Service are represented within the Wakefield District on the top level local strategic partnership, Wakefield Together Board. The Fire Service is also represented on the following partnerships which sit directly underneath Wakefield Together. The Safer Stronger Executive Board, Community Safety Partnership and the Healthier Communities Board.
2.4.5 Wakefield is the only one out of the five West Yorkshire Districts to have a Fire Service target included within the Draft Local Area Agreement. With NI 33 Arson Incidents, along with the existing LAA stretch target relating to the incidence of primary fires in the District both deliberate and accidental.
2.4.6 Targets for Wakefield District LAA have been set through work with Wakefield’s analyst for Primary fires using a baseline of 2007/08, 391 fires (12.2 fires per 10,000 population), for a reduction of 16% over 3 years to 329 fires (10.2 fires per 10,000 population). Secondary fires have a target set for a 10% reduction over 3 years, using a baseline of 2005/06 to 2007/08 average of 1882 fires (58.6 fires per 10,000 population). To reach 1694 (52.7 fires per 10,000 population) by 2010/11.
9 2.5 Calderdale
Deliberate Primary Fires
350
300
250
200
150
100
50
0 Baseline 2006/07 2007/08 2008/09 2009/10 Actual 328 265 256 Target 328 320 312 303 295
Secondary Fires (exc Grass)
1200
1000
800
600
400
200
0 Baseline 2006/07 2007/08 2008/09 2009/10 Actual 912 831 964 Target 912 889 866 844 821
10
Accidental Dwelling Fire Injuries
30
25
20
15
10
5
0 Baseline 2006/07 2007/08 2008/09 2009/10 Actual 26 23 11 Target 26 25 23 21 20
2.5.1 Deliberate Primary Fires
2.5.2 Targets set within the Calderdale LAA were to reduce incidents of primary fires from a baseline of 328 in 2005/06. Figures for 2007/08 show that this target has been achieved, with a total of 256 incidents throughout the year.
2.5.3 Figures for 2007/08 show a slight reduction of incidents compared with 2006/07
2.5.4 Secondary Fires (Exc Grass)
2.5.5 Targets set within the LAA for Secondary Fires (exc Grass) were to reduce these from a baseline of 912 (05/06) to 866 in 2007/08. This target has not been achieved, with a figure of 964 in 2007/08, 98 (11%) above target.
2.5.6 A comparison of figures from the year end 2006/07, show figures in 2007/08 have increased by 133 incidents. This is a trend that will need to be addressed.
2.5.7 The action being taken to address this on district includes;
• Introduction of a new system of reporting rubbish accumulations, involving all operational crews, Street Wardens, Town Centre Ambassadors, Street Angels and Calderdale Council fly tipping officer. This should result in fewer fires due to early intervention.
• Partnership working has been recognised as an important factor in developing a referral system with Calderdale Council Cleansing department and the reporting of rubbish accumulations.
11 • Following the large number of rubbish fires between September and November 2007, a major campaign will be started in August 2008 to prevent any reoccurrence.
2.5.8 Accidental Dwelling Fire Injuries
2.5.9 Figures show the year end target for accidental dwelling fires has been achieved in 2007/08 for Calderdale District. 11 Incidents occurred during the fiscal year, which is below the target set of 23 by 12 (52%).
2.5.10 This is an encouraging figure compared with the year end figures for 2006/07, of 23 incidents.
2.5.11 District Update
2.5.12 West Yorkshire Fire and Rescue Service are represented on the Local Strategic Partnership for Calderdale, and as representation on the partnerships which sit directly underneath. The Safer Stronger Communities Delivery Partnership, the Stronger Communities Executive and the Safer Communities Executive Board. Along with representation on the YOT Steering Group, DAAT Steering Group, Road Safety Partnership, Adult/Child Safety Panels and the Community Safety Team Steering Group. Through these WYFRS can assist in the delivery of targets set within the Local Area Agreements through these boards.
2.6 West Yorkshire Wide Information
2.6.1 Local Area Agreements, selecting up to 35 National Indicators which the Local Strategic Partnership within each district sees as key improvement priorities (and 16 Education based indicators) have been drafted in all 5 districts of West Yorkshire. The WYFRS targets (NI 33 & NI 49) have not been included in 4 out of the 5 districts. Whilst this could be viewed as disappointing it also shows that WYFRS work in districts has been successful in reducing incidence of fires to the point where it is not seen as a major cause for concern.
2.6.2 Wakefield is the only draft Local Area Agreement that includes any fire related targets. NI 33 is currently included in the Safer and Stronger Communities block of the draft Local Area Agreement. Along with the stretch target from the current LAA for incidence of primary fires in the district both deliberate and accidental.
2.6.3 Work as been done within WYFRS to identify those of the 198 National Indicators the Service can contribute towards the achievement of, and / or those that should directly relate to a reduction in deliberate and accidental fires.
2.6.4 The list below (Appendix 1) identifies which 35 national indicators (including 16 education based indicators) have been selected by districts in the New Local Area Agreements, and highlights which of these it is felt West Yorkshire Fire and Rescue Service can help contribute towards the achievement of targets set within these.
12
2.6.5 This list is no way definitive or exhaustive; more a set of options that involve our target groups or areas, where through collaborative working targets can be achieved.
3. Financial Implications
3.1 The Authority received the following funding from the district councils in 2007/2008
Bradford £ 50,000 Leeds £160,000 Wakefield £ 60,000
4. Equality and Fairness Issues
4.1 This report provides evidence towards Level 4 of the ESLG and the National E&D strategy.
5. Conclusion
5.1 Three targets within the LAAs have not been achieved, these are: the Bradford deliberate fire target, Calderdale secondary fire (exc grass), and accidental fire deaths target for the Leeds area. All of the remaining areas have exceeded the targets set within the LAA, with stretch targets being achieved where set.
13 Appendix one
List of National Indicators identified in Districts Local Area Agreements and Identified by West Yorkshire Fire and Rescue Service.
Outcome National Indicator WYRFS Wakefield Bradford Leeds Calderdale Kirklees Comments How WYFRS Can Contribute Safer and Stronger WYFRS NI 1 % of people who believe people from different backgrounds get on well Contributed towards through the Communities together in their local area PSA 21 Young Firefighters Programme
WYFRS Contributed towards through the NI 2 % of people who feel that they belong to their neighbourhood PSA 21 Young Firefighters Programme
WYFRS Contributed towards through the NI 3 Civic participation in the local area PSA 15 Young Firefighters Programme West Yorkshire fire and Rescue Service works hard along with
NI 4 % of people who feel they can influence decisions in their locality PSA WYFRS local authorities in communities to 21 reduce and identify risk.
WYFRS Work of the Arson Task force in partnership with agencies to clean up areas and reduce arson NI 5 Overall/general satisfaction with local area CLG DSO incidences. NI 6 Participation in regular volunteering CO DSO NI 7 Environment for a thriving third sector CO DSO NI 8 Adult participation in sport DCMS DSO NI 9 Use of public libraries DCMS DSO NI 10 Visits to museums or galleries DCMS DSO NI 11 Engagement in the arts DCMS DSO
WYFRS Contributed towards through the work with YOTs and Probation NI 16 Serious acquisitive crime rate PSA 23 Services
14 Outcome National Indicator WYRFS Wakefield Bradford Leeds Calderdale Kirklees Comments How WYFRS Can Contribute
WYFRS Youth Inclusion programme, NI 17 Perceptions of anti-social behaviour PSA 23 Young Firefighters programme NI 18 Adult re-offending rates for those under probation supervision PSA
23 NI 20 Assault with injury crime rate PSA 25
NI 24 Satisfaction with the way the police and local council dealt with anti- social behaviour HO DSO
Contributed towards through the WYFRS work with YOTs and Probation NI 30 Re-offending rate of prolific and priority offenders HO DSO Services NI 32 Repeat incidents of domestic violence PSA 23 Work of WYFRS to reduce
NI 33 Arson incidents HO DSO WYFRS deliberate fires
WYFRS WYFRS is a cat 1 responder under the CCA and part of both NI 35 Building resilience to violent extremism PSA 26 LRFs and RRFs NI 39 Alcohol-harm related hospital admission rates PSA 25 NI 40 Drug users in effective treatment PSA 25
WYFRS WYFRS attend RTCs, deliver Year 5 talks, development of NI 47 People killed or seriously injured in road traffic accidents DfT DSO Road Safety Strategy
WYFRS WYFRS attend RTCs, deliver Year 5 talks, development of NI 48 Children killed or seriously injured in road traffic accidents DfT DSO Road Safety Strategy Existing NI 49 Number of Primary fires and related fatalities and non fatalities WYFRS Stretch (excluding precautionary checks) Target
15 Outcome National Indicator WYRFS Wakefield Bradford Leeds Calderdale Kirklees Comments How WYFRS Can Contribute
Children & WYFRS Young People Contributed towards through the NI 50 Emotional health of children PSA 12 Young Firefighters Programme NI 53 Prevalence of breastfeeding at 6 – 8 weeks from birth PSA 12 NI 56 Obesity among primary school age children in Year 6 DCSF DSO
NI 57 Children and young people’s participation in high-quality PE and sport WYFRS Contributed towards through the DCSF DSO Young Firefighters Programme
WYFRS Contributed towards through the NI 58 Emotional and behavioural health of children in care DCSF DSO Young Firefighters Programme
NI 59 Initial assessments for children’s social care carried out within 7 working days of referral DCSF DSO
NI 60 Core assessments for children’s social care that were carried out within 35 working days of their commencement DCSF DSO NI 63 Stability of placements of looked after children: length of placement
DCSF DSO
NI 66 Looked after children cases which were reviewed within required timescales DCSF DSO
WYFRS Contributed towards through the NI 69 Children who have experienced bullying DCSF DSO Young Firefighters Programme
NI 72 Achievement of at least 78 points across the Early Years Foundation Stage with at least 6 in each of the scales in Personal Social and Emotional Development and Communication, Language and Literacy PSA 10
NI 73 Achievement at level 4 or above in both English and Maths at Key Stage 2 (Threshold) PSA 10
NI 74 Achievement at level 5 or above in both English and Maths at Key Stage 3 (Threshold) PSA 10
16 Outcome National Indicator WYRFS Wakefield Bradford Leeds Calderdale Kirklees Comments How WYFRS Can Contribute
NI 75 Achievement of 5 or more A*-C grades at GCSE or equivalent WYFRS Contributed towards through the including English and Maths (Threshold) PSA 10 Young Firefighters Programme
NI 78 Achievement of 5 or more A*-C grades at GCSE and equivalent WYFRS Contributed towards through the including GCSEs in English and Maths (Floor) PSA 10 Young Firefighters Programme
WYFRS Contributed towards through the NI 79 Achievement of a Level 2 qualification by the age of 19 PSA 10 Young Firefighters Programme NI 80 Achievement of a Level 3 qualification by the age of 19 PSA 10 NI 83 Achievement at level 5 or above in Science at Key Stage 3 DCSF DSO
WYFRS Contributed towards through the NI 87 Secondary school persistent absence rate DCSF DSO Young Firefighters Programme NI 88 Number of Extended Schools DCSF DSO
NI 92 Narrowing the gap between the lowest achieving 20% in the Early Years Foundation Stage Profile and the rest PSA 11 NI 93 Progression by 2 levels in English between Key Stage 1 and Key Stage
2 PSA 11 NI 94 Progression by 2 levels in Maths between Key Stage 1 and Key Stage 2
PSA 11 NI 95 Progression by 2 levels in English between Key Stage 2 and Key Stage
3 PSA 11 NI 96 Progression by 2 levels in Maths between Key Stage 2 and Key Stage
3 PSA 11 NI 97 Progression by 2 levels in English between Key Stage 3 and Key Stage
4 PSA 11 NI 98 Progression by 2 levels in Maths between Key Stage 3 and Key Stage
4 PSA 11 NI 99 Children in care reaching level 4 in English at Key Stage 2 PSA 11
17 Outcome National Indicator WYRFS Wakefield Bradford Leeds Calderdale Kirklees Comments How WYFRS Can Contribute
NI 100 Children in care reaching level 4 in Maths at Key Stage 2 PSA 11
NI 101 Children in care achieving 5 A*-C GCSEs (or equivalent) at Key Stage WYFRS Contributed towards through the 4 (including English and Maths) PSA 11 Young Firefighters Programme
NI 102 Achievement gap between pupils eligible for free school meals and WYFRS Contributed towards through the their peers achieving the expected level at Key Stages 2 and 4 PSA 11 Young Firefighters Programme
WYFRS As with the ones above, plus the work a number of FRS do with Princes Trust, Duke of Edinburgh, and Youth Inclusion, working with young offenders to understand the consequences of their actions NI 110 Young people’s participation in positive activities PSA 14 and to make reparations.
WYFRS Contributed towards through the Young Firefighters Programme and Youth Inclusion work, work NI 111 First time entrants to the Youth Justice System aged 10 – 17 PSA 14 with Probation service and YOTs. NI 112 Under 18 conception rate PSA 14
WYFRS Contributed towards through the NI 115 Substance misuse by young people PSA 14 Young Firefighters Programme
18
Outcome National Indicator WYRFS Wakefield Bradford Leeds Calderdale Kirklees Comments How WYFRS Can Contribute
WYFRS As with the ones above, plus the work a number of FRS do with Princes Trust, Duke of Edinburgh, and Youth Inclusion, working with young offenders to understand NI 117 16 to 18 year olds who are not in education, training or employment the consequences of their actions (NEET) PSA 14 and to make reparations.
Adult Health & People die in fires and RTCs, and WYFRS Wellbeing typically the most vulnerable to these causes are the most vulnerable from other causes, hence the work we do with PCTs to identify vulnerable people and reduce risk in their homes and on NI 120 All-age all cause mortality rate PSA 18 the roads.
WYFRS Young firefighters programme, NI 121 Mortality rate from all circulatory diseases at ages under 75 DH promoting physical activity in DSO young people
19
Outcome National Indicator WYRFS Wakefield Bradford Leeds Calderdale Kirklees Comments How WYFRS Can Contribute
WYFRS The biggest single cause of fire deaths, and very much the focus NI 123 16+ current smoking rate prevalence PSA 18 of our work with PCTs
WYFRS The majority of accidental fire deaths occur amongst elderly people who are on the verge of needing extra support in order to look after them properly. Our work with PCTs, Housing Trusts and direct interventions and safety equipment provision must NI 125 Achieving independence for older people through be considered as a fundamental rehabilitation/intermediate care PSA 18 par of any care package. NI 126 Early access for women to maternity services PSA 19
NI 130 Social Care clients receiving Self Directed Support (Direct Payments and Individual Budgets) DH DSO NI 132 Timeliness of social care assessment DH DSO NI 133 Timeliness of social care packages DH DSO
20
Outcome National Indicator WYRFS Wakefield Bradford Leeds Calderdale Kirklees Comments How WYFRS Can Contribute
The majority of accidental fire deaths occur amongst elderly people who are on the verge of WYFRS needing extra support in order to look after them properly. Our work with PCTs, Housing Trusts and direct interventions and safety equipment provision must NI 136 People supported to live independently through social services (all be considered as a fundamental ages) PSA 18 par of any care package. NI 137 Healthy life expectancy at age 65 PSA 17 NI 138 Satisfaction of people over 65 with both home and neighbourhood
PSA 17 NI 139 People over 65 who say that they receive the information, assistance and support needed to exercise choice and control to live independently PSA 17 NI 140 Fair treatment by local services PSA 15 NI 141 Number of vulnerable people achieving independent living CLG DSO
The majority of accidental fire deaths occur amongst elderly people who are on the verge of WYFRS needing extra support in order to look after them properly. Our work with PCTs, Housing Trusts and direct interventions and safety equipment provision must NI 142 Number of vulnerable people who are supported to maintain be considered as a fundamental independent living PSA 17 par of any care package.
21 Outcome National Indicator WYRFS Wakefield Bradford Leeds Calderdale Kirklees Comments How WYFRS Can Contribute
Young Firefighter programme is WYFRS all inclusive, potentially giving children skills needed in NI 146 Adults with learning disabilities in employment PSA 16 employment NI 148 Care leavers in employment, education or training PSA 16
NI 150 Adults in contact with secondary mental health services in employment PSA 16
Local Economy & Young Firefighter programme, WYFRS providing young people Environmental disaffected through education Sustainability with potential skills for NI 151 Overall employment rate PSA 8 employment NI 152 Working age people on out of work benefits PSA 8
NI 153 Working age people claiming out of work benefits in the worst performing neighbourhoods DWP DSO NI 154 Net additional homes provided PSA 20 NI 155 Number of affordable homes delivered (gross) PSA 20 NI 158 % decent council homes CLG DSO NI 161 Learners achieving a Level 1 qualification in literacy PSA 2 WYFRS Young Firefighers programme NI 163 Working age population qualified to at least Level 2 or higher PSA 2 qualification NI 164 Working age population qualified to at least Level 3 or higher PSA 2 NI 165 Working age population qualified to at least Level 4 or higher PSA 2 WYFRS Young Firefighers programme NI 166 Average earnings of employees in the area BERR DSO qualification NI 167 Congestion – average journey time per mile during the morning peak
PSA 5 NI 168 Principal roads where maintenance should be considered DfT DSO
22 Outcome National Indicator WYRFS Wakefield Bradford Leeds Calderdale Kirklees Comments How WYFRS Can Contribute
NI 169 Non-principal roads where maintenance should be considered DfT
DSO
NI 170 Previously developed land that has been vacant or derelict for more than 5 years CLG DSO NI 171 VAT registration rate BERR DSO NI 173 People falling out of work and on to incapacity benefits DWP DSO WYFRS Young Firefighter programme
NI 185 CO2 reduction from Local Authority operations PSA 27
NI 186 Per capita CO2 emissions in the LA area PSA 27
Those who live in fuel poverty are those who are most vulnerable WYFRS from fire. WY certainly participates in affordable warmth NI 187 Tackling fuel poverty – people receiving income based benefits living schemes including Warmzones in homes with a low energy efficiency rating Defra DSO and hot spots.
WYFRS responding to flooding WYFRS emergencies, and reducing the NI 188 Adapting to climate change PSA 27 numbers of fires.
Work of the Arson Task Force in WYFRS cleaning up areas, Young Firefighters programme and youth NI 192 Household waste recycled and composted Defra DSO inclusion work NI 193 Municipal waste land filled Defra DSO
Work of the Arson Task Force WYFRS which has had major impact on NI 195 Improved street and environmental cleanliness (levels of graffiti, these issues along with reducing litter, detritus and fly posting) Defra DSO levels of nuisance fires. NI 198 Children travelling to school – mode of travel usually used DfT DSO
23
WYFRA FULL AUTHORITY 27 JUNE 2008 ITEM
REPORT OF: THE DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO CONSIDER THE FINAL ETHICAL GOVERNANCE HEALTH CHECK REPORT PRODUCED BY THE IMPROVEMENT AND DEVELOPMENT AGENCY.
RECOMMENDATION: TO NOTE THE CONTENT AND RECOMMENDATIONS OF THE REPORT AND ACTION AS APPROPRIATE.
______
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: None
ACCESS CONTACT OFFICER: Nicola Houseman 01274 655740
BACKGROUND PAPERS OPEN TO INSPECTION: None
1 BACKGROUND
1.1 The Ethical Governance Health Check assessment was undertaken by a team from the Improvement and Development Agency (I&DeA) on 12 and 13 May 2008.
1.2 The purpose of the Health Check, which had been commissioned at a meeting of the Executive Committee at a meeting held on 26 March 2007, was to test how well embedded good ethical governance was within the Authority and how this translated into good ethical behaviour.
2 INFORMATION
2.1 The I&DeA team, comprising a representative from I&DeA (David Armin) together with a member peer (Councillor Peter Hillman) and an officer peer (Anthony Hillman), interviewed a cross section of officers and Members during their visit to Headquarters and have subsequently produced a final report on their findings (attached at Annex A).
3 RECOMMENDATION
3.1 A summary of the team’s recommendations is detailed at page 3 of the annex attached to this report which Members are invited to consider.
WEST YORKSHIRE ITEM No FIRE AND RESCUE AUTHORITY 27 JUNE 2008 AUTHORITY
REPORT OF: DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO PROVIDE MEMBERS WITH AN ANNUAL UPDATE RELATING TO THE CORPORATE HEALTH OF THE AUTHORITY
RECOMMENDATION: THAT THE REPORT IS NOTED
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: NIL
CONTACT OFFICER: ALISON DAVEY CORPORATE SERVICES MANAGER 01274 655801 [email protected]
BACKGROUND PAPERS: AUTHORITY CONSTITUTION AND CORPORATE POLICIES DESCRIBED IN THIS REPORT.
G:Management Support/Performance Review/Users/ Corporate Health/Report 07-08 Page 1 of 7 1 INTRODUCTION
1.1 The Authority adopted a Code of Corporate Governance in 2003 and pursuant to the corporate performance monitoring processes an annual ‘corporate health’ report is submitted to the Annual General Meeting of the Authority.
1.2 In April 2005 the Authority adopted a new formal Constitution which, along with a range of existing policies and standing orders, also incorporated new provisions relating to citizens rights and the role and responsibilities of Members. The Constitution is a voluntary commitment to seeking to achieve best practice standards of corporate governance as the LGA 2000 statutory requirement to adopt a formal constitution does not apply to Fire and Rescue Authorities.
2 CORPORATE HEALTH
2.1 Compliments and Complaints
The graph below summarises our performance compared to previous years’ figures. During the period 1 April 2007 to 31 March 2008 West Yorkshire Fire and Rescue Service received 301 compliments, which is a significant increase on the 233 received in 2006/7. The 54 complaints received during 2007/8 equals exactly the figure for 200/7 and although disappointing not to have reduced the figure this year it continues the reduction trend from previous years.
Compliments and Complaints
350 308 301 300 260 257 274 233 250 195 208 200 150 Total 81 92 100 53 52 47 64 54 54 50 0 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Year
Compliments Complaints Compliments Trendline Complaints Trendline
2.2 Complaints
The receipt of a complaint either by telephone, email or letter is, if possible, to be resolved at the point of contact. The Service Standards Officer is advised via the compliments/complaints website, by telephone or e-mail, giving details of the complaint and the subsequent action taken.
2.3 If the complaint cannot be resolved quickly the Service Standards Officer will monitor progress and, if necessary, prompt the investigating officer for updated information and ensure the complainant is contacted regularly to advise of progress being made; as detailed in the Compliments and Complaints Policy. This Policy is reviewed on an annual basis but, in the interim, if it is highlighted a change in the procedure needs to be made the Policy will be updated immediately.
G:Management Support/Performance Review/Users/ Corporate Health/Report 07-08 Page 2 of 7
2.4 If a complaint is received directly by the Service Standards Officer, the information will be passed on to an appropriate officer to undertake an investigation. Should a complaint proceed to Stage II the Service Standards Officer will undertake that investigation.
2.5 Of the 54 complaints received in 2007/8 twenty-four were upheld. All complaints have been resolved at Stage I to the satisfaction of the complainant with no complaints progressing to Stage II. All complaints are dealt with in a consistent manner, being fully investigated with appropriate remedial action taken where necessary. A breakdown of complaints by type is given below:
Complaints by Type 2007/08
13 12 11
5 3 3 2 1 1 2 1
Attitude Community Driving Off On Operational Premises Recruitment Sec Training Water Fire Safety Duty Duty Employment
2.8 The following indicates examples of remedial action taken, where appropriate, following the receipt of a complaint:
Number Details 375/07 Wrong telephone number given for Bradford CFS. The telephone lists have been examined and updated following the move to new premises in the Fire Station at Leeds Road, Bradford. 377/07 No contact from local fire station after approx 2/3 weeks following a request for a HFSC and smoke alarm installation. HFSC completed 21/4/07. 378/07 Complained Slaithwaite and Elland Fire Stations were undertaking training on land run as a wildlife site during nesting. Telephone contact will be made with land owner prior to undertaking any further training. Station Manager agreed not to use the area during March to June (nesting). 380/07 Damage to car when driven over a large diameter water hose running outside property due to incident 15529071. Damage repair cost £23.50. Whilst not accepting liability for the damage, a cheque for this amount sent in full and final settlement. 384/07 Felt frequency of visits and the judgements being made about complainant’s home and personal safety standards amounted to harassment. Wanted the alarm removing completely with assurances that no further visits would be made. Station Manager managed to convince complainant that the alarm should remain in situ and gave his assurance that the fire service would not be calling again. Email sent out to line managers to circulate information to CFS staff, likely to have complainant’s address on a revisit or follow up database, that no visits should be carried out at this address.
G:Management Support/Performance Review/Users/ Corporate Health/Report 07-08 Page 3 of 7 385/07 Complained that the person who answered the telephone did not portray a professional image and had been unprofessional. An e-mail to be sent to all CFS line managers and staff reminding them of the protocol to be adopted when receiving telephone calls and use of the telephone system. 403/07 Complaint that following Mirfield Fire Station crews’ testing of hydrants the water supply was discoloured. Arrangements have been made that crews will not fully flush the hydrants but slowly open the main partially to ensure any sediment in the main is not disturbed. 417/08 Complaint about the furrows left on the grass verge outside house following an appliance’s manoeuvre in the cul de sac trying to avoid parked cars, trees and lamp posts. Idle Fire Station purchased a bag of compost and members of the crew repaired the area on the grass verge by levelling the furrows.
3 COMPLIMENTS
3.1 The majority of the 301 compliments received have arisen directly as a result of daily interaction with the public, either at incidents or when providing community fire safety education throughout local communities.
3.2 On the 25 June 2007 much of England experienced torrential rain, which contributed to unprecedented levels of rainfall in June falling on already saturated ground and adding to already swollen rivers.
3.3 WYFRS experienced spate conditions throughout the period 09:00 to midnight on the 25 June. During these 15 hours the Service took around 1,300 calls for assistance, made 390 flooding related attendances and carried out 83 water related rescues whilst also continuing ‘normal operations’. In the same 15 hour period during 2006 WYFRS took 194 calls.
3.4 During this period West Yorkshire recovered more quickly than South Yorkshire and Humberside and gave assistance by mobilising resources to support them. As a result of the help given by WYFRS, the Authority received compliments and letters of thanks from the general public in those communities, Police, Councillors, MPs, the Mayor of Doncaster and others.
3.5 A breakdown of the areas the compliments referred to is given below:
90
80 78
70
60
50 48 45 44 38 40 35
30
20 12
10 1 0 Commercial Community Fundraising Home Fire Incident Other School Visit Station Visit Visit Fire Safety Safety Check
With 8 of these compliments we received donations for the FSNBF totalling £647.24 G:Management Support/Performance Review/Users/ Corporate Health/Report 07-08 Page 4 of 7 4 Best Value Performance Indicators (BVPI’s)
4.1 The overall purpose of BVPI’s is to contribute to and facilitate the continuous improvement in efficiency and effectiveness of services. The outturn figures for each of the BVPI’s for 2007/8 are shown in the table below along with the figures for 2006/7
Corporate Health Indicators 2006/7 2007/8 BVPI Description of Indicator Outturn Outturn 2a The level (if any) of the Equality Standard for Local Government to which 3 3 the Authority conforms 2b The duty to promote race equality 95% 95% 3 The percentage of citizens satisfied with the overall service provided 51.0% 51.0% 8 The percentage of invoices for commercial goods and services which were paid by the Authority within 30 days of such invoices being received 97.5% 97.8% by the Authority 11a The percentage of top 5% of earners that are women 2.24% 4.24% 11b The percentage of top 5% of earners from ethnic minority communities 0.00% 0.00% 11c The percentage of top 5% of earners with a disability 2.99% 3.39% 12i The number of working days/shifts per employee lost due to sickness 6.83 7.83 absence – Uniformed staff 12ii The number of working days/shifts per employee lost due to sickness 7.54 8.48 absence – All staff 15i The percentage of those employees retiring on ill health grounds as a 0.20% 0.07% percentage of the total Workforce – Firefighters’ Pension Scheme 15ii The percentage of those employees retiring on ill health grounds as a 0.00% 0.00% percentage of the total Workforce – Local Government Pension Scheme 16a The percentage of wholetime and retained duty system employees with a 1.88% 1.95% (i) disability 16a The percentage of Control and non-uniformed employees with a disability 13.24% 13.28% (ii) 16b The percentage of the economically active population in the FRA area 15.34% 15.34% who have a disability 17a The percentage of uniformed staff from ethnic minority communities 2.2% 2.3% 17b The percentage of the economically active (persons aged 18 to 54) 11.5% 11.5% population from ethnic minority communities in the FRA area. 150 Expenditure per head of population on the provision of fire and rescue £38.78 £38.78* services 210 Percentage of women firefighters 2.17% 2.48%
* Figure for 2007/8 not available until year end accounts are completed.
G:Management Support/Performance Review/Users/ Corporate Health/Report 07-08 Page 5 of 7 5 Charter Mark
5.1 The Charter Mark Standard will, in June 2008, be replaced by the Government’s new ‘Customer Service Excellence’ standard.
5.2 Because the new standard does not come into effect until June 2008, in order for WYFRS to retain the Charter Mark award, an assessment was carried out by the external assessor on a one day visit on 21 April 2008 as opposed to the usual two day visit. This visit also included an assessment of WYFRS’ preparation of evidence towards the new standard, which will concentrate on the following criteria:
Criterion 1 Customer Insight
Criterion 2 The Culture of the Organisation
Criterion 3 Information and Access
Criterion 4 Delivery
Criterion 5 Timeliness and Quality of Service
5.3 It was confirmed that WYFRS has again been awarded the Charter Mark, in recognition of continued high standards in the delivery of customer-focused services, receiving full compliance against 58 criteria and five Best Practice awards for the following areas:
• Monitoring our performance against standards
• Use of technology to provide information about, and access to, services where appropriate
• Improvement of services and facilities over the last three years, and ability to measure or demonstrate the improvements
• Giving corporate support and investing appropriate resources for involvement with the community
• Positive involvement with the community for six months or more
5.4 The following is a quote from the Charter Mark report:
“Charter Mark are particularly delighted to highlight that WYFRS are one of only a few services who have gone through the Charter Mark process who currently have no partial compliances. This means your service is meeting or, in the areas of best practice, exceeding all requirements of the Charter Mark criteria. This is an indication of great commitment and an excellent service from the members of staff involved in your service, many congratulations.”
G:Management Support/Performance Review/Users/ Corporate Health/Report 07-08 Page 6 of 7
6 Standards Board Complaints
During the year ending 31 March 2008 no complaints were received.
7 Complaints to the Local Government Commissioner (Ombudsman)
During the year ending 31 March 2008 no complaints were received.
8 Whistleblowing Complaints
During the year ending 31 March 2008 no complaints were received.
9 Corporate Governance Policies
The following policies are implemented in a systematic approach to Corporate Governance.
Compliments & Complaints Procedure Health and Safety Policy Comprehensive Equality Policy Records Management Policy Authority IEG Statement Freedom of Information Act Policy Information Systems Security and Conduct Policy RIPA 2000 Policy Customer Care Standards Policy Whistleblowing Policy Data Protection Policy Statement Members’ Standards Code of Conduct Equal Opportunities Policy
10 Financial Implications
There are no significant new financial implications associated with this report.
11 Equalities and Fairness Implications
Equality Impact Assessments have been completed for all Corporate Governance Policies. There are no significant new equality and fairness implications associated with this report.
G:Management Support/Performance Review/Users/ Corporate Health/Report 07-08 Page 7 of 7
ITEM NO
WYFRA FULL AUTHORITY 27 JUNE 2008
REPORT OF: THE DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO PROVIDE AN UPDATE ON THE MEMBER CHAMPION APPOINTMENTS
RECOMMENDATION: THAT THE REPORT BE NOTED.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: None
CONTACT OFFICER: NICOLA HOUSEMAN - 01274 655740
BACKGROUND PAPERS OPEN TO INSPECTION:
NIL
Library:WYFS Document Name:_Auth_29_6_07.DOC Document #: 4904 Version:v1 Author_Id: CAM
1 BACKGROUND
1.1 In 2007 / 8 the Authority had a number of Member champions appointed to diverse areas of the service as follows;
Function Member champion
Equality and Fairness Councillor John Cole * Learning and Development Councillor Naveeda Ikram E-champion Councillor Bryan Smith Best Value Councillor Peter Harrand Performance & Improvement Councillor Mehboob Khan Risk Management Councillor Philip Booth
* No longer a Member of the Authority
1.2 The Member Champions report on a six-monthly basis as agreed at the 30 June 2006 meeting of the Authority.
2 INFORMATION
2.1 Reports from the Members champions are attached as an annex to this report.
2.2 The next update from the Authority’s Member Champions will be given at the 19 December 2008 meeting.
Library:WYFS Document Name:_Auth_29_6_07.DOC Document #: 4904 Version:v1 Author_Id: CAM Risk Management Member Champion Cllr Booth
The risk management strategy group continues to assess the risk which the Authority has identity in its risk matrix. The group meets regularly and all existing and new risks are discussed to ensure that the assigned control measures are still appropriate. These measures are designed to reduce business risk to the Authority and therefore allow it to continue to be able to provide a first class service to all the communities of West Yorkshire.
Since my last summary both the risk management matrix and the business continuity plan have been updated.
The group is currently making arrangements to test its business continuity plan in the form of a Hydra exercise scheduled for Nov 2008. These exercises are designed to test our business continuity plan and lessons learnt will allow us to strength our planning arrangements.
I therefore look forward to continuing to support the Risk Management Strategy Group as their member champion.
Performance Management and Improvement Member Champion Cllr Khan
Performance management and improvement planning continues to see further development. The layout of the performance report has change since my last update and the Authority Improvement plan now contains the recommendations of our most recent CPA and Charter Mark assessments. It is encouraging to see that both these assessments show that significant progress continues to be made in this critical area. The following quote from the Charter Mark assessor is clear evidence of this “This means the service is meeting, or in the areas of best practice exceeding, all requirements of the Charter Mark criteria, which is an indication of excellent service provided by West Yorkshire Fire & Rescue Service”.
The performance management and improvement steering group also meet on a regular basis and the group is already looking at future requirements with regards to CAA reporting which will lead to the strengthening of our internal performance procedures and greater scrutiny by the Audit Committee.
I have also worked closely with the group in terms of the setting of the corporate Priorities and Objectives for 2008/11 at a strategic level. This has seen the development of a three yearly Corporate Plan which was recently approved by the Audit Committee and is being issued at today’s Authority Committee.
The recent Ethical Governance review is also encouraging and this is likely to lead to changes to the roles of our Standards and Audit Committees.
I therefore look forward in continuing to support the group as their member champion.
Best Value Member Champion Cllr Harrand
The Best Value review of Information Technology has been completed and the changes recommended to the structure of the IT department are currently being pursued via the Personnel and Training Committee with a report scheduled for the July 2008 committee.
The Best Value review of the Operations department has been completed on time and the results are inline with the CPA Operational assessment, which gave the Authority a top score of 4. Recommendations highlighted in the report will be made in this financial year.
The Finance department Best Value as started and further work is scheduled for completion by the end of the financial year.
The Best Value review scheduled for this year will see the Training Development department being assessed as part of our scheduled programme of carrying out one major review each financial year. I look forward to working with the review team on this next review.
E Champion Report – Cllr Smith
The compliments and complaints procedures are accessible via the internet and this process is currently under review to see how it can be improved.
A project has been initiated to provide a new internet site which will provide users with easy access to a wide range of information and services.
Procurement cards have been introduced which enables internet buying where appropriate and has improved the service that supplies can offer.
Work is underway on an E-Recruitment system which will give potential applicants the ability to register interest in working for the Authority, view vacancies and apply on-line.
WEST YORKSHIRE ITEM No. FIRE & RESCUE FULL AUTHORITY 27 JUNE 2008 AUTHORITY
REPORT OF: DIRECTOR OF FIRE SAFETY & COMMUNITY RELATIONS
PURPOSE OF REPORT: TO INFORM MEMBERS OF ACTIVITIES WITHIN THE FIRE SAFETY GROUP TOGETHER WITH ANNUAL STATISTICS - 1 APRIL 2007 TO 31 MARCH 2008
RECOMMENDATION: THAT THE REPORT BE NOTED
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS)
EXEMPTION CATEGORY: NONE
CONTACT OFFICER: DC McINTOSH 01274 655705
BACKGROUND PAPERS: NONE “Making West Yorkshire Safer”
1. BACKGROUND
1.1 Attached is a report detailing Fire Safety and Community Relations activity within the County for year April 2007 – March 2008, together with future service targets.
2. INFORMATION
2.1 During the year, we have increased the efforts put into fire safety by:
Offering free home risk assessments to people most at risk from fire; Expanding our work with young people who have a history of starting fires or of making false alarm calls; Targeting our fire safety activities at people who are known to be at higher risk from fire; Reducing the number of deliberate fires; and Reducing the number of unwanted fire signals from automatic fire detection systems in commercial premises. Developing our road safety policy.
3. FINANCIAL IMPLICATIONS
3.1 There are no additional financial implications arising from this report.
4. EQUALITY & FAIRNESS ISSUES
4.1 No equality and fairness issues to report
5. SUMMARY
5.1 The attached report summarises our performance against national and locally set service targets for 2008.
Fire Safety & Community Relations Activity Report Period - 1 April 2007 to 31 March 2008 Page - 2 “Making West Yorkshire Safer”
PSA Target - To reduce the number of accidental fire-related deaths in the home by 20% averaged over the 11 year period to 2010 compared with the average recorded in the five year period to 1999 – with no local authority fire brigade having a fatality rate more than 1.25 times the national average by 2010.
25 9 20 15 On Target 10
5
0 5-year 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 avg
Accidental Fire Deaths 23 14 10 17 17 15 11 12 11 Rolling Average 23.4 18.7 15.8 16.1 16.3 16.1 15.3 14.9 14.5 Target of 20% reduction 18.4 18.4 18.4 18.4 18.4 18.4 18.4 18.4 18.4 18.4
Commentary – From 2001/02 WYFRA has consistantly performed better than the set target.
PSA Target - To reduce by 10% the number of deliberate primary fires by March 2010 from the 2001-2002 baseline.
9000
7500
9 6000 On Target 4500
3000
1500
0 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 Baseline Deliberate Primary Fires 8513 7754 6973 4866 3946 3496 3142 Targets 851384078300819480887981787577687662
Commentary – The Authority has achieved year on year improvement over the last 6 years and will target resources to continue this trend.
Fire Safety & Community Relations Activity Report Period - 1 April 2007 to 31 March 2008 Page - 2 “Making West Yorkshire Safer”
Local Target - Emergency calls (Target: = 15% reduction from 51,748 to 43,986 by March 2010)
60000
50000
9 40000
On Target 30000
20000
10000
0 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 Emergency Calls 51748 49608 52909 43812 42347 42770 41373 Targets 51748 50778 49807 48837 47867 46897 45926 44956 43986 Commentary –The Authority has made steady progress year on year in reducing the number of emergency calls attended.
Local Target - All fires (Target = 10% reduction from 27,396 to 24,656 by March 2010)
30000
25000
9 20000 On Target 15000
10000
5000
0 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 All Fires 27396 25932 28234 20236 19156 19049 17953 Targets 27396 27054 26711 26369 26026 25684 25341 24999 24656
Commentary – The Authority has achieved year on year improvement over the last 4 years and has exceeded the 2010 target.
Fire Safety & Community Relations Activity Report Period - 1 April 2007 to 31 March 2008 Page - 3 “Making West Yorkshire Safer”
Local Target - Accidental fire injuries (Target = 20% reduction from 339 to 271 by March 2010)
400
9 300 On Target 200
100
0 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 Accidental Fire Injuries 339 306 262 292 257 200 150 Targets 339 331 322 314 305 297 288 280 271
Commentary – A significant reduction of fire related injuries has been achieved during 2007/08.
Local Target - Unwanted fire signals from commercial AFD equipment (Target = 10% reduction from 9,359 to 8,422 by March 2010)
10000
9000
8000
9 7000
On Target 6000
5000
4000
3000
2000
1000 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 False Alarm AP Commercial 9358 9062 8392 8585 6171 Targets 9359 9202 9046 8890 8734 8578 8422 Commentary – Significant improvement has been made against this indicator during 2007/08. This has been achieved by targeting resources at, and effective liaising with, ownwers of buildings who’s premises generate high leveles of unwanted fire signals. Fire Safety & Community Relations Activity Report Period - 1 April 2007 to 31 March 2008 Page - 4 “Making West Yorkshire Safer”
Local Target - Malicious false alarms (Target = annual 5% reduction from 2,416 to 1,706by March 2010)
3000
2500
9 2000 On Target 1500
1000
500
0 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 False Alarm Malicious 2416 2321 1961 1840 1595 1373 Targets 2416 2295 2205 2095 1990 1890 1796 1706 Commentary – The Authority continues to achieve year on year improvement against this indicator.
Local Target - ‘Home Fire Safety Checks’ District Visits (Target = 56,000 HFSC’s by 31 March 2008) Leeds 21522 Bradford 14875 7000 Kirklees 9522 Calderdale 5790 Wakefield 8387 Non-addressed 333 6000 Total 60,429
5000
4000
Number 3000
2000
1000
0 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
2007/08 4277 4911 4522 5441 5240 5248 5724 5426 4229 5566 5049 4796 Target 4667 4667 4667 4667 4667 4667 4667 4667 4667 4667 4667 4667 Commentary – This is the third year in sucsession that the Authority has delivered over 56,000 HFSC’s within the year.
Fire Safety & Community Relations Activity Report Period - 1 April 2007 to 31 March 2008 Page - 5 “Making West Yorkshire Safer”
Local Target - ‘Home Fire Safety Checks’ - 6 Year Comparison – 02/03 to 07/08
Total HFSC's
70000
60000
50000
40000
Number 30000
20000
10000
0 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 Total HFSC's 14943 12076 27414 62050 58593 60429 Commentary – Authority staff have delivered neary a quarter of a million HFSC’s over the last 6 years.
Fire Safety - Smoke Alarm Ownership Percentage of Dwelling Fires Attended Where No Smoke Alarm Was Fitted
70
61.2 62.3 62.1 59.6 55.3 60 Target 2006/07 57.6% Target 2007/08 50 55.6% 44.1 40 40.3 39 40 37.3 35.9 34.3 34.2 34.1 9 32.8 On Target 30 27.8 24.1
20
10
0
y y r r r r h 03 4 5 06 7 7 a y y M Jul be be be June m tobe 04/0 c em em nuar bruar Marc 2002/ 2003/0 20 2005/ 2006/0 Apr-0 August O Ja e ov ec F Septe N D
% Performance Target
Commentary –The Authority has achieved performance better than the set target.
Fire Safety & Community Relations Activity Report Period - 1 April 2007 to 31 March 2008 Page - 6 “Making West Yorkshire Safer”
Fire Safety – Notices Issued
180 160 140
120 100 80 60 40 20 0 Leeds Bradford Kirklees Calderdale Wakefield Enforcement Notices 42 16 7 5 8 Extensions of Time 309411 Prohibition / Restriction 75101 Notices Action Plans 16565456043 Prosecutions 12010
Prosecution Details
Leeds – Lords of Linen (RRO – failure to comply with the Order and putting persons at risk of injury or death in case of fire)
Bradford – Panshee (RRO – failure to comply with a Prohibition Notice) & Odsal (MSER Domestic – IIlegal storage of Fireworks)
Calderdale - Illingworth (MSER Domestic– IIlegal storage of Fireworks)
Fire Safety & Community Relations Activity Report Period - 1 April 2007 to 31 March 2008 Page - 7 365 days in year 31-Mar-2008 Brigade Totals Totals for current reporting period covering 12 months Local Targets - Fire Authority strategic targets set using a performance baseline Total Total of 2001/02 (False alarm apparatus and Targets for during Cause malicious baseline of 2002/03) current same period period last year Public Service Agreement (PSA) - Accidental Deliberate National Targets set by CLG using a Total
baseline of 1998/99 for fire related caused Deliberately deaths and 2001/02 for deliberate fires occurrences Primary Fires 10779 7871 5492 6132 2350 = 43% 3142 = 57% Secondary Fires 14562 12190 12461 12917 1140 = 9% 11321 = 91% Total - All Fires 25340 20061 17953 19049 3490 = 19% 14463 = 81% False Alarm due to apparatus (commercial) 8197 6171 8585 False Alarm due to apparatus (domestic) 964 5660 4867 False Alarm Good Intent 5921 4719 False Alarm Malicious 1812 1373 1595 1373 Fires Caused deliberately 20061 14463 14874 Special Service Calls 4295 3955 Total emergency responses 45924 41373 42770
Primary Fires by Premises Use
Agricultural 35 26 29 38 8 = 28% 21 = 72% Commercial 44 21 47 61 27 = 57% 20 = 43% Dwellings 1256 344 1058 1265 775 = 73% 283 = 27% Further Education 13 9 15 19 7 = 47% 8 = 53% Hospitals 44 23 28 38 14 = 50% 14 = 50% Hotels 7 0 13 10 11 = 85% 2 = 15% Houses converted to flats 63 18 60 65 46 = 77% 14 = 23% Industrial 232 83 181 206 135 = 75% 46 = 25% Licensed 85 32 67 78 54 = 81% 13 = 19% Other 397 297 249 304 82 = 33% 167 = 67% Sports Grounds etc 22 18 18 27 6 = 33% 12 = 67% Other sleeping accommodation 35 19 38 47 19 = 50% 19 = 50% Post box 66 66 42 34 0=0% 42 = 100% Private Garage 130 111 98 108 29 = 30% 69 = 70% Private shed/greenhouse 106 88 163 132 41 = 25% 122 = 75% Public Buildings 47 32 34 40 17 = 50% 17 = 50% Residential Care Homes 30 7 19 28 15 = 79% 4 = 21% Road Vehicles 6271 5772 2547 2772 458 = 18% 2089 = 82% Schools 70 56 31 54 15 = 48% 16 = 52% Sheltered Housing 652 154 642 655 526 = 82% 116 = 18% Shops 123 50 109 144 64 = 59% 45 = 41% Telephone Kiosks 11 11 4 7 1 = 25% 3 = 75%
Secondary Fires by Premises Use Bonfires 1293 979 1244 1333 173 = 14% 1071 = 86% Chimney - Residential 180 3 128 113 125 = 98% 3 =2% Chimney - Non Residential 7 2 4 8 2 = 50% 2 = 50% Derelict Vehicles 597 552 173 183 12 = 7% 161 = 93% Grassland/Heathland 2329 1764 1665 2844 224 = 13% 1441 = 87% Intentional Stubble Burning 67 51 40 32 4 = 10% 36 = 90% Refuse/Refuse Containers 8113 7169 7237 6565 397 = 5% 6840 = 95% Derelict Building/Under Demolition 874 862 761 599 30 = 4% 731 = 96% Trees/Fences etc 1102 944 1209 1240 173 = 14% 1036 = 86%
Total Fire Deaths 25 19 12 = 48% 13 = 52% Dwelling Fire Deaths 10 21 15 11 = 52% 10 = 48% Total Injuries exc PCU 406 22 233 288 186 = 80% 47 = 20% Dwelling Fire Injuries exc PCU 339 15 182 242 149 = 82% 33 = 18% Key to performance Performance is more than 10% above the standard required to achieve the target Performance is within + or - 10% from the standard required to achieve the target
Performance is more than 10% below the standard required to achieve the target 365 days in year 31-Mar-2008 Leeds District Totals for current reporting period covering 12 months Total Total Local Targets - Fire Authority strategic Targets for during Cause targets set using a performance baseline current same of 2001/02 (False alarm apparatus and period period malicious baseline of 2002/03) last year
Public Service Agreement (PSA) - Accidental Deliberate
National Targets set by CLG using a Total baseline of 1998/99 for fire related deaths caused Deliberately Deliberately and 2001/02 for deliberate fires occurrences Primary Fires 4313 3313 1952 2180 857 = 44% 1095 = 56% Secondary Fires 5698 5101 4248 4351 327 = 8% 3921 = 92% Total - All Fires 10011 8414 6200 6531 1184 = 19% 5016 = 81% False Alarm due to apparatus (commercial) 3021 2488 3230 False Alarm due to apparatus (domestic) 292 1517 1284 False Alarm Good Intent 2268 1765 False Alarm Malicious 583 470 539 470 Fires Caused deliberately 8414 5016 5206 Special Service Calls 1684 1566 Total emergency responses 17262 14627 14915
Primary Fires by Premises Use
Agricultural 14 9 11 9 2 = 18% 9 = 82% Commercial 18 8 23 26 15 = 65% 8 = 35% Dwellings 492 143 458 512 328 = 72% 130 = 28% Further Education 6 3 6 6 5 = 83% 1 = 17% Hospitals 18 7 15 21 8 = 53% 7 = 47% Hotels 3 0 7 5 7 = 100% 0 =0% Houses converted to flats 32 9 34 32 26 = 76% 8 = 24% Industrial 68 31 39 54 27 = 69% 12 = 31% Licensed 38 14 25 29 22 = 88% 3 = 12% Other 125 88 76 91 33 = 43% 43 = 57% Sports Grounds etc 7 5 3 9 0=0% 3 = 100% Other sleeping accommodation 20 13 18 26 12 = 67% 6 = 33% Post box 37 37 18 19 0=0% 18 = 100% Private Garage 45 41 28 30 12 = 43% 16 = 57% Private shed/greenhouse 34 29 53 46 10 = 19% 43 = 81% Public Buildings 16 10 12 11 8 = 67% 4 = 33% Residential Care Homes 9 1 5 7 3 = 60% 2 = 40% Road Vehicles 2700 2529 874 962 142 = 16% 732 = 84% Schools 17 14 11 18 6 = 55% 5 = 45% Sheltered Housing 218 59 200 207 169 = 85% 31 = 16% Shops 39 19 33 56 21 = 64% 12 = 36% Telephone Kiosks 7 7 3 4 1 = 33% 2 = 67%
Secondary Fires by Premises Use Bonfires 431 336 358 407 43 = 12% 315 = 88% Chimney - Residential 27 2 15 22 15 = 100% 0 =0% Chimney - Non Residential 1 0 1 3 1 = 100% 0 =0% Derelict Vehicles 253 237 52 49 4=8% 48 = 92% Grassland/Heathland 827 709 544 733 46 = 8% 498 = 92% Intentional Stubble Burning 8 8 4 6 0=0% 4 = 100% Refuse/Refuse Containers 3406 3143 2630 2566 154 = 6% 2476 = 94% Derelict Building/Under Demolition 284 294 224 179 8=4% 216 = 96% Trees/Fences etc 462 426 420 386 56 = 13% 364 = 87%
Total Fire Deaths 11 8 7 = 64% 4 = 36% Dwelling Fire Deaths 6 10 4 7 = 70% 3 = 30% Total Injuries exc PCU 135 8 90 80 64 = 71% 26 = 29% Dwelling Fire Injuries exc PCU 111 4 71 67 51 = 72% 20 = 28% Key to performance Performance is more than 10% above the standard required to achieve the target Performance is within + or - 10% from the standard required to achieve the target
Performance is more than 10% below the standard required to achieve the target 365 days in year 31-Mar-2008 Bradford District Totals for current reporting period covering 12 months
Local Targets - Fire Authority strategic Total Total targets set using a performance baseline Targets for during Cause of 2001/02 (False alarm apparatus and current same malicious baseline of 2002/03) period period last year
Public Service Agreement (PSA) - Accidental Deliberate National Targets set by CLG using a Total baseline of 1998/99 for fire related deaths caused Deliberately Deliberately and 2001/02 for deliberate fires occurrences Primary Fires 2971 2299 1480 1616 570 = 39% 910 = 61% Secondary Fires 4080 3421 3269 3235 241 = 7% 3028 = 93% Total - All Fires 7051 5720 4749 4851 811 = 17% 3938 = 83% False Alarm due to apparatus (commercial) 2024 1247 1844 False Alarm due to apparatus (domestic) 411 2302 2306 False Alarm Good Intent 1431 1012 False Alarm Malicious 551 390 390 390 Fires Caused deliberately 5720 3938 3891 Special Service Calls 841 838 Total emergency responses 12850 10960 11241
Primary Fires by Premises Use
Agricultural 6 6 3 8 1 = 33% 2 = 67% Commercial 7 5 8 12 3 = 38% 5 = 63% Dwellings 349 100 270 357 193 = 71% 77 = 29% Further Education 6 5 3 7 0=0% 3 = 100% Hospitals 11 7 6 7 2 = 33% 4 = 67% Hotels 3 0 1 3 1 = 100% 0 =0% Houses converted to flats 15 6 13 15 11 = 85% 2 = 15% Industrial 45 15 43 36 34 = 79% 9 = 21% Licensed 16 8 15 25 12 = 80% 3 = 20% Other 85 64 52 66 10 = 19% 42 = 81% Sports Grounds etc 6 5 4 11 2 = 50% 2 = 50% Other sleeping accommodation 4 0 4 7 4 = 100% 0 =0% Post box 12 12 10 7 0=0% 10 = 100% Private Garage 29 27 33 38 10 = 30% 23 = 70% Private shed/greenhouse 20 19 39 34 12 = 31% 27 = 69% Public Buildings 11 8 9 17 4 = 44% 5 = 56% Residential Care Homes 7 3 8 10 6 = 75% 2 = 25% Road Vehicles 1733 1624 723 734 82 = 11% 641 = 89% Schools 31 27 8 16 3 = 38% 5 = 63% Sheltered Housing 162 31 192 172 159 = 83% 33 = 17% Shops 29 9 36 33 21 = 58% 15 = 42% Telephone Kiosks 1 1 0 1 0= 0 =
Secondary Fires by Premises Use Bonfires 449 347 328 406 47 = 14% 281 = 86% Chimney - Residential 27 0 28 16 27 = 96% 1 =4% Chimney - Non Residential 2 1 0 1 0= 0 = Derelict Vehicles 179 166 67 71 3=4% 64 = 96% Grassland/Heathland 391 272 235 454 39 = 17% 196 = 83% Intentional Stubble Burning 13 7 4 8 1 = 25% 3 = 75% Refuse/Refuse Containers 2478 2173 2082 1810 76 = 4% 2006 = 96% Derelict Building/Under Demolition 271 270 199 158 8=4% 191 = 96% Trees/Fences etc 271 223 326 311 40 = 12% 286 = 88%
Total Fire Deaths 7 3 2 = 29% 5 = 71% Dwelling Fire Deaths 3 5 3 2 = 40% 3 = 60% Total Injuries exc PCU 118 8 63 92 55 = 87% 8 = 13% Dwelling Fire Injuries exc PCU 100 6 52 79 48 = 92% 4 =8% Key to performance Performance is more than 10% above the standard required to achieve the target Performance is within + or - 10% from the standard required to achieve the target
Performance is more than 10% below the standard required to achieve the target 365 days in year 31-Mar-2008 Kirklees District Totals for current reporting period covering 12 months
Local Targets - Fire Authority strategic Total Total targets set using a performance baseline Targets for during Cause of 2001/02 (False alarm apparatus and current same malicious baseline of 2002/03) period period last year
Public Service Agreement (PSA) - Accidental Deliberate
National Targets set by CLG using a Total baseline of 1998/99 for fire related deaths caused Deliberately Deliberately and 2001/02 for deliberate fires occurrences Primary Fires 1423 895 852 953 382 = 45% 470 = 55% Secondary Fires 1811 1352 1777 1968 253 = 14% 1524 = 86% Total - All Fires 3234 2248 2629 2921 635 = 24% 1994 = 76% False Alarm due to apparatus (commercial) 1497 1055 1563 False Alarm due to apparatus (domestic) 154 865 697 False Alarm Good Intent 911 799 False Alarm Malicious 354 285 359 285 Fires Caused deliberately 2248 1994 2102 Special Service Calls 698 603 Total emergency responses 6777 6443 6942
Primary Fires by Premises Use
Agricultural 4 3 6 10 3 = 50% 3 = 50% Commercial 3 3 6 13 2 = 33% 4 = 67% Dwellings 188 45 142 169 105 = 74% 37 = 26% Further Education 1 1 2 2 1 = 50% 1 = 50% Hospitals 8 6 3 6 2 = 67% 1 = 33% Hotels 0 0 0 0 0= 0 = Houses converted to flats 5 0 10 9 8 = 80% 2 = 20% Industrial 65 19 39 52 31 = 79% 8 = 21% Licensed 8 1 7 9 5 = 71% 2 = 29% Other 82 62 36 45 12 = 33% 24 = 67% Sports Grounds etc 4 4 6 2 2 = 33% 4 = 67% Other sleeping accommodation 5 0 2 1 2 = 100% 0 =0% Post box 10 10 6 2 0=0% 6 = 100% Private Garage 26 23 14 25 2 = 14% 12 = 86% Private shed/greenhouse 25 19 44 25 8 = 18% 36 = 82% Public Buildings 12 8 5 5 1 = 20% 4 = 80% Residential Care Homes 8 3 2 2 2 = 100% 0 =0% Road Vehicles 706 626 376 414 82 = 22% 294 = 78% Schools 12 10 6 8 3 = 50% 3 = 50% Sheltered Housing 117 33 124 135 100 = 81% 24 = 19% Shops 25 10 15 18 11 = 73% 4 = 27% Telephone Kiosks 1 1 1 1 0=0% 1 = 100%
Secondary Fires by Premises Use Bonfires 179 118 177 178 44 = 25% 133 = 75% Chimney - Residential 18 0 27 12 27 = 100% 0 =0% Chimney - Non Residential 4 0 2 2 1 = 50% 1 = 50% Derelict Vehicles 76 70 18 20 2 = 11% 16 = 89% Grassland/Heathland 392 259 271 591 61 = 23% 210 = 77% Intentional Stubble Burning 7 4 4 6 2 = 50% 2 = 50% Refuse/Refuse Containers 869 702 1012 863 70 = 7% 942 = 93% Derelict Building/Under Demolition 117 103 93 96 9 = 10% 84 = 90% Trees/Fences etc 148 112 173 200 37 = 21% 136 = 79%
Total Fire Deaths 4 2 1 = 25% 3 = 75% Dwelling Fire Deaths 1 4 2 1 = 25% 3 = 75% Total Injuries exc PCU 66 3 37 46 29 = 78% 8 = 22% Dwelling Fire Injuries exc PCU 59 2 31 41 24 = 77% 7 = 23% Key to performance Performance is more than 10% above the standard required to achieve the target Performance is within + or - 10% from the standard required to achieve the target
Performance is more than 10% below the standard required to achieve the target 365 days in year 31-Mar-2008 Wakefield District Totals for current reporting period covering 12 months
Local Targets - Fire Authority strategic Total Total targets set using a performance baseline Targets for during Cause of 2001/02 (False alarm apparatus and current same malicious baseline of 2002/03) period period last year
Public Service Agreement (PSA) - Accidental Deliberate
National Targets set by CLG using a Total baseline of 1998/99 for fire related deaths caused Deliberately Deliberately and 2001/02 for deliberate fires occurrences Primary Fires 1060 684 733 838 322 = 44% 411 = 56% Secondary Fires 1825 1385 2043 2118 206 = 10% 1837 = 90% Total - All Fires 2885 2069 2776 2956 528 = 19% 2248 = 81% False Alarm due to apparatus (commercial) 1075 1012 1376 False Alarm due to apparatus (domestic) 49 526 247 False Alarm Good Intent 786 626 False Alarm Malicious 174 112 129 112 Fires Caused deliberately 2069 2248 2322 Special Service Calls 651 479 Total emergency responses 5072 5863 5813
Primary Fires by Premises Use
Agricultural 9 6 6 6 1 = 17% 5 = 83% Commercial 11 4 6 6 6 = 100% 0 =0% Dwellings 140 38 123 131 94 = 76% 29 = 24% Further Education 0 0 3 3 1 = 33% 2 = 67% Hospitals 5 2 4 3 2 = 50% 2 = 50% Hotels 0 0 4 2 2 = 50% 2 = 50% Houses converted to flats 6 2 1 3 1 = 100% 0 =0% Industrial 28 5 28 35 24 = 86% 4 = 14% Licensed 12 5 11 5 7 = 64% 4 = 36% Other 79 65 47 70 16 = 34% 31 = 66% Sports Grounds etc 3 2 4 5 2 = 50% 2 = 50% Other sleeping accommodation 6 6 14 13 1=7% 13 = 93% Post box 6 6 7 5 0=0% 7 = 100% Private Garage 22 18 18 8 2 = 11% 16 = 89% Private shed/greenhouse 22 18 21 25 9 = 43% 12 = 57% Public Buildings 6 5 5 3 4 = 80% 1 = 20% Residential Care Homes 3 0 2 6 2 = 100% 0 =0% Road Vehicles 636 546 339 410 86 = 25% 253 = 75% Schools 6 2 4 10 2 = 50% 2 = 50% Sheltered Housing 84 18 71 68 55 = 77% 16 = 23% Shops 19 6 15 20 5 = 33% 10 = 67% Telephone Kiosks 1 1 0 1 0= 0 =
Secondary Fires by Premises Use Bonfires 134 105 210 217 23 = 11% 187 = 89% Chimney - Residential 88 1 46 48 45 = 98% 1 =2% Chimney - Non Residential 1 1 1 2 0=0% 1 = 100% Derelict Vehicles 45 39 23 31 2=9% 21 = 91% Grassland/Heathland 526 388 455 653 54 = 12% 401 = 88% Intentional Stubble Burning 31 29 25 9 1=4% 24 = 96% Refuse/Refuse Containers 753 624 901 802 55 = 6% 846 = 94% Derelict Building/Under Demolition 97 89 183 119 4=2% 179 = 98% Trees/Fences etc 149 125 199 237 22 = 11% 177 = 89%
Total Fire Deaths 2 4 2 = 100% 0 =0% Dwelling Fire Deaths 1 1 4 1 = 100% 0 =0% Total Injuries exc PCU 49 2 27 41 22 = 81% 5 = 19% Dwelling Fire Injuries exc PCU 39 1 18 30 16 = 89% 2 = 11% Key to performance Performance is more than 10% above the standard required to achieve the target Performance is within + or - 10% from the standard required to achieve the target
Performance is more than 10% below the standard required to achieve the target 365 days in year 31-Mar-2008 Calderdale District Totals for current reporting period covering 12 months
Local Targets - Fire Authority strategic Total Total targets set using a performance baseline Targets for during Cause of 2001/02 (False alarm apparatus and current same malicious baseline of 2002/03) period period last year
Public Service Agreement (PSA) - Accidental Deliberate
National Targets set by CLG using a Total baseline of 1998/99 for fire related deaths caused Deliberately Deliberately and 2001/02 for deliberate fires occurrences Primary Fires 1012 679 475 545 219 = 46% 256 = 54% Secondary Fires 1148 931 1124 1245 113 = 10% 1011 = 90% Total - All Fires 2160 1609 1599 1790 332 = 21% 1267 = 79% False Alarm due to apparatus (commercial) 580 369 572 False Alarm due to apparatus (domestic) 58 450 333 False Alarm Good Intent 525 517 False Alarm Malicious 150 116 178 116 Fires Caused deliberately 1609 1267 1353 Special Service Calls 421 469 Total emergency responses 3963 3480 3859
Primary Fires by Premises Use
Agricultural 2 2 3 5 1 = 33% 2 = 67% Commercial 5 2 4 4 1 = 25% 3 = 75% Dwellings 87 18 65 96 55 = 85% 10 = 15% Further Education 1 1 1 1 0=0% 1 = 100% Hospitals 2 1 0 1 0= 0 = Hotels 2 0 1 0 1 = 100% 0 =0% Houses converted to flats 5 1 2 6 0=0% 2 = 100% Industrial 26 14 32 29 19 = 59% 13 = 41% Licensed 11 4 9 10 8 = 89% 1 = 11% Other 26 18 38 32 11 = 29% 27 = 71% Sports Grounds etc 3 3 1 0 0=0% 1 = 100% Other sleeping accommodation 1 0 0 0 0= 0 = Post box 0 0 1 1 0=0% 1 = 100% Private Garage 7 3 5 7 3 = 60% 2 = 40% Private shed/greenhouse 4 4 6 2 2 = 33% 4 = 67% Public Buildings 2 0 3 4 0=0% 3 = 100% Residential Care Homes 2 1 2 3 2 = 100% 0 =0% Road Vehicles 497 447 235 252 66 = 28% 169 = 72% Schools 5 3 2 2 1 = 50% 1 = 50% Sheltered Housing 71 13 55 73 43 = 78% 12 = 22% Shops 11 5 10 17 6 = 60% 4 = 40% Telephone Kiosks 1 1 0 0 0= 0 =
Secondary Fires by Premises Use Bonfires 100 73 171 125 16 = 9% 155 = 91% Chimney - Residential 20 0 12 15 11 = 92% 1 =8% Chimney - Non Residential 0 0 0 0 0= 0 = Derelict Vehicles 44 41 13 12 1=8% 12 = 92% Grassland/Heathland 192 135 160 413 24 = 15% 136 = 85% Intentional Stubble Burning 6 3 3 3 0=0% 3 = 100% Refuse/Refuse Containers 608 527 612 524 42 = 7% 570 = 93% Derelict Building/Under Demolition 105 106 62 47 1=2% 61 = 98% Trees/Fences etc 72 58 91 106 18 = 20% 73 = 80%
Total Fire Deaths 1 2 0=0% 1 = 100% Dwelling Fire Deaths 0 1 2 0=0% 1 = 100% Total Injuries exc PCU 37 1 16 29 16 = 100% 0 =0% Dwelling Fire Injuries exc PCU 30 0 10 25 10 = 100% 0 =0% Key to performance Performance is more than 10% above the standard required to achieve the target Performance is within + or - 10% from the standard required to achieve the target
Performance is more than 10% below the standard required to achieve the target WYFRA FULL 27 JUNE 2008 ITEM No AUTHORITY
REPORT OF: CHIEF FIRE OFFICER/CHIEF EXECUTIVE
TITLE OF REPORT: FIRECONTROL & FIRELINK PROJECT UPDATE
PURPOSE OF REPORT: TO ADVISE MEMBERS OF PROGRESS TOWARDS MIGRATION TO FIRECONTROL REGIONAL CONTROL CENTRE AND THE IMPLEMENTATION OF A NEW DIGITAL MAIN SCHEME RADIO SYSTEM
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS:
CONTACT OFFICER: DCFO/Director of Operations
SM Berry, FiReControl/Firelink Co-ordinator Tel. (01274) 473757
EXEMPTION CATEGORY: NONE
BACKGROUND PAPERS: CLG STRATEGIC BUSINESS CASE 1 INTRODUCTION
1.1 FiReControl
1.1.1 The FiReControl project is part of the fire resilience programme, which is led by Central Government’s Communities & Local Government department and comprises three major projects:
• New Dimension, is delivering special purpose vehicles and equipment to the Fire and Rescue Service (FRS) in England and Wales, together with the necessary command and support arrangements, to tackle natural disasters and major incidents
• Firelink, which will deliver a national digital radio network for the FRS in England, Scotland and Wales capable of interoperation with all FRSs and other emergency services
• FiReControl, which will deliver a network of regionally-based control centres (RCCs) for England, operated from purpose-built accommodation. FiReControl will make full use of the capabilities offered by Firelink and will provide the necessary capabilities to ensure effective use of New Dimension assets.
1.1.2 There are significant dependencies between the three projects, in particular inter-relationship of the FiReControl and Firelink projects.
1.2 Firelink
1.2.1 The purpose of the Firelink project is to provide all FRSs with communication facilities necessary to mobilise resources in response to receipt of emergency calls and maintain communications between the control room (Regional Control Centre) and the incident commander and other responding resources. The system that Firelink will deliver is based on the Airwave network, which is a national TETRA (Terrestrial Trunked Radio) secure digital wide area radio network used by Police and Ambulance services throughout England, Scotland and Wales. 1.2.2 The project will replace each FRS's current main scheme radio technology with a single wide-area communications capability in England, Scotland and Wales.
2 INFORMATION
2.1 FiReControl
2.1.1 The FiReControl project will deliver a network of nine regional-based control centres, in new purpose-built accommodation equipped with modern technology. The project aims to deliver the following:
• greater ability to use control centre capacity nationally to meet extremes of operational demand placed on the service (arising, for example, from major incidents or high volumes of calls), thereby delivering an improved service to the public
• increased levels of security and resilience in terms of buildings and technology to ensure continuity of service in case of natural or man-made disasters, or failures of systems
• provide the FRS in England with the operational capabilities that are currently available to only a few, thereby improving the effectiveness of both control room and front line operations. Examples of these capabilities include: provision of risk and other critical operational data to firefighters via mobile data terminals in all appliances or on handheld terminals for officers; making full use of caller location capabilities offered by the telecommunications operators; and provision of tools for risk management and resource planning
• economies of scale in call-handling and incident management, to bring efficiency across the whole service up to the levels achieved by the largest FRS control rooms, while still meeting or exceeding current performance levels
• facilitating and enabling further change within the FRS, for example partnership working between FRSs.
2.1.2 While the new control centres will introduce and make possible major changes across the Fire and Rescue Service, the overall responsibility for all aspects of their operation will remain with FRAs. This will be achieved by virtue of the fact that FRAs within a given region will have political ownership of the company which will be established to govern the RCC. Yorkshire and Humberside’s local authority controlled company (LACC) is due to be formally established in Sept/Oct 2008 but it is already operating in a shadow board capacity by means of Regional Management Board representation.
2.1.3 The Regional Control Centres will be located at:
North East: Belmont Business Park, Durham North West: Lingley Mere Business Park, Warrington, Cheshire Yorkshire and Humberside: Paragon Business Park, Wakefield, West Yorkshire East of England: Cambridge Research Park East Midlands: Willow Farm Business Park, Castle Donington, Leicestershire West Midlands: Wolverhampton Business Park South West: Blackbrook Business Park, Taunton, Somerset. South East: Kite's Croft, Fareham, Hampshire. London: Merton Industrial Park, Morden.
2.2 Firelink
2.2.1 The Firelink project is an essential national investment in radio communications for the Fire and Rescue Service. It will bring improved resilience and interoperability within the service and with other blue light services and, as such will play an important part in making sure the Fire and Rescue Service can respond to all types of incidents. It will support national roaming for all FRS vehicles, allowing resources to work beyond their own boundaries and communicate more readily with the police and ambulance service. It will also bring better voice quality and improved security of communications traffic by the emergency services.
2.2.2 The current FRS radio systems are the responsibility of individual fire authorities. This has led to differences in the type and nature of existing systems and has limited the level of interoperability between fire brigades and with the other emergency services. The majority of existing wide area radio systems, installed in the 1970s, are now becoming obsolete and expensive to maintain. Following the events of 11th September 2001 it became necessary for the FRS and other emergency services to prepare to respond to a major terrorist or other incident in a more effective and professional way.
2.2.3 Given the new challenge of developing a major incident response capability, Ministers reviewed this strategy and considered a number of options for replacing FRS radio systems. In May 2002, Ministers announced a new competition for the procurement of a national wide area radio system for the fire and rescue services in England and Wales called Firelink to replace the existing regional strategy that had been progressing for a number of years up to that point. This resulted in the award of the Firelink contract in March 2006 to the supplier O2 Airwave.
2.2.4 Governments CLG department is centrally managing, supporting and funding the implementation of Firelink. Scotland has since joined the Firelink project with the Scottish Executive funding the installation in Scotland. The Firelink project is also designed to meet the requirement to ensure voice communication at major incidents between the fire, police and ambulance services. The achievement of radio interoperability across the three primary emergency services (and a small number of others, including the Ministry of Defence) is being managed by overview governance arrangements. The project is scheduled for completion in late 2009.
2.2.5 Firelink will act as the enabler for FiReControl to operate effectively, which will modernise fire service controls and operational mobilising in England by a phased migration from the current 46 control rooms to the nine Regional Control Centres.
2.2.5 Operational continuity measures have focused on improving interoperability now and refreshing infrastructure, where this has been necessary prior to replacement with the Firelink system.
3 TIMESCALES
3.1 FiReControl
3.1.1 The rollout of Regional Control Centres will take place during 2010-11. The Yorkshire and Humberside RCC is scheduled to be fully operative in May 2011.
3.2 Firelink
3.2.1 The Firelink project is being delivered in 3 distinct phases.
Phase A: Installation of communications facilities in five operational vehicles commencing June 9th 2008. This trial of the system will run until the end of July 2008 the purpose of which is to assess the effectiveness of communications between WYFRS control room and mobile appliances prior to the fit out in all appliances and officer cars.
Phase B: Pending successful conclusion of Phase A, Phase B involves the installation across the entire WYFRS operational fleet and selected ancillary vehicles. This is scheduled to commence on December 15th 2008 and will run until mid March 2009. On successful completion of this Phase the existing main scheme radio will be de-commissioned.
Phase C: Phase C is when each FRS cuts over to the new Regional Control Centres and full functionality of the system is achieved. Phase C is currently scheduled for January 2011 for West Yorkshire.
4 PROJECT DELIVERY
4.1 The WYFRS FiReControl/Firelink Rollout Board is the main decision making body for both projects. Chaired by the DCFO, the Board consists of relevant heads of department, project team members and representatives from the technology providers of both projects.
4.2 The Board oversees four constituent working groups that deliver the relevant sub-sections of the two projects. These are:
Firelink Rollout Group • determines efficient assurance of delivery of Firelink.
FiReControl/Firelink Training Group • addresses training issues across both projects.
FiReControl Data Transition Group • addresses issues arising from data transition and migration to ensure compatibility with the RCCs data formats and systems.
FiReControl Convergence Group • addresses issues of harmonisation regarding terminology, operational procedures and common ways of working to ensure operational compatibility with the RCC new way of working arrangements.
4.3 The National FiReControl Project team disseminates work, following approval by FRS Principal Officers who meet monthly at the national Senior Operations Group (SOG), to FRSs via centrally funded Regional Project Support offices (RPSO). Yorkshire and Humbersides’ RPSO is based here in West Yorkshire.
4.4 Each FRS has a funded full time project Co-ordinator. WYFRS also provides a deputy co-ordinator to ensure project continuity, a full-time team of 3 to carry out convergence work and will shortly appoint a team of 3 to carry out data transition and migration work.
4.5 The national Firelink Team provide regional Delivery and Co-ordination Managers to assist Firelink co-ordinators in each FRS. The FiReControl Co- ordinator and Deputy also co-ordinate the Firelink project within WYFRS
5 CURRENT STATUS
5.1 FiReControl
5.1.1 The FiReControl/Firelink Co-ordinator maintains a detailed transition plan that indicates planned tasks and responsibilities. Currently, preparations for data transition and migration, convergence work and preparation of plans for re- allocation of out-of-scope activities are foremost. Out-of–scope activities are identified tasks that our current control room undertakes but that the RCC will not. One of the major convergence activities, the introduction of a national format for appliance and officer call signs, will be introduced in WYFRS in mid 2009. Numerous events have taken place to ensure staff awareness of both projects. The FiReControl/Firelink Co-ordinator carries out regular station visits to update operational staff on progress.
5.1.2 To ensure operational continuity and efficiency up until cut over to the RCC, work is in progress to install a new integrated command and control system (ICCS) in the current control room. This will allow West Yorkshire to fit mobile data terminals as part of phase B Firelink installations and secure the use of status update data capability.
5.1.3 The next iteration of the national business case will be published on 30th June 2008. It is expected that regional annexes will accompany the business case providing additional information relative to the Yorkshire and Humberside region however, it is unlikely to include detail of national cost apportionment of resilience costs between regions.
5.2 Firelink
5.2.1 Plans for Phase A are well established with relevant personnel having received training during May 2008 in preparation. Plans for Phase B are also advanced with training for all operational staff planned for late 2008. WYFRS have secured early delivery of mobile data terminals from CLG in order to maintain its status messaging facility. These will be installed alongside the Firelink radios during Phase B.
6 FINANCIAL IMPLICATIONS
6.1 The Authority has provided CLG with analysis of expenditure in 2006/7, which will be used by them to calculate the potential savings once cutover is achieved. These savings will then be compared to the cost of the RCC to establish whether genuine savings have been accrued by WYFRA.
6.2 CLG have discussed their assumptions with regional treasurers who have been allowed to comment prior to the release of the revised business case. This took the form of a general discussion rather than a detailed consultation exercise therefore the next iteration must be seen as a CLG document rather than a locally verified study.
7 EQUALITY & FAIRNESS ISSUES
7.1 All appointments to the teams outlined above have been made within the parameters of equality and fairness selection procedures.
8 CONCLUSIONS
8.1 WYFRS are meeting all timelines and requirements. Plans for all aspects of both projects are in place and are being continually monitored and adjusted where required to meet the requirements of both WYFRS and the FiReControl and Firelink national projects.