www.lbfire.org.uk performance plan 2 010 >
Making Safer Communities
Lothian and Borders Fire and Rescue Board is responsible for delivery of the Fire and Rescue Service in an efficient and effective manner, whilst ensuring that its business is conducted in accordance with the law and proper standards. In discharging these responsibilities, elected members and senior officers are responsible for putting in place proper arrangements for the management of the Service’s and the Board’s affairs.
Performance Plan 2010 brings together the key issues which provide a focus for the Board and the Service in support of meeting their key priority – ‘making safer communities’.
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Mike Bridgman James Campbell
Convener Chief Fire Officer
Foreword
Contents
Making Safer Communities Introduction 1 Executive Summary 3 Corporate Issues 5 Operations 11 Community Safety 27 Central Services 41 Personnel 55 Strategic Planning 69 Technical Services 73 Training & Development 85 Appendix One – Service Planning and Reporting Framework 103 Appendix Two – Service Planning Timetable 105 Appendix Three – Glossary of Terms 107
Contents
Introduction
INTRODUCTION
It is my pleasure to present my first Performance Plan for Lothian and Borders Fire and Rescue Service.
It is, however, inevitable that the main focus in this Plan is the significant financial challenges facing the Service and, indeed, the wider public services. This issue will provide a singular focus over the next few years.
Notwithstanding the financial challenges, it will be necessary to maintain our focus on delivering high quality services to our communities - this is consistent with our organisational values.
Performance Plan 2010 provides a review of our organisational performance in 2009/10, and looks forward to 2011/12. Board members are aware of the change programme in recent years which has resulted in the lowest number of fire deaths recorded in our history. As we look forward to 2011/12, prevention will remain the key priority in our agreed Service Improvement Plan.
We have continued to evolve the ‘listening and learning’ approach within the Service. A central element of this is carrying out extensive consultation with the workforce and identifying learning points in how we can better deliver our services. At a national level, the Scottish Fire Conference has provided a forum for a wide exchange of views on the key issues affecting the Service. Lessons learned from that arena have contributed towards the developing arrangements within Lothian and Borders and indeed will inform ongoing debate about the shape of the Scottish fire and rescue service.
Introduction We are evolving our arrangements to support our community planning partners. To support those arrangements we have created Strategic Assessments for each constituent Council and these are aimed at supporting our commitments to Single Outcome Agreements.
All of the changes and issues referred to in Performance Plan 2010 have been subject to detailed consideration, consultation, and negotiation where appropriate. The role and commitment of all staff and Trades Unions cannot be underestimated in achieving the progress which continues to be delivered.
The commitment and engagement of the Scrutiny Committee, the Joint Consultative Group, as well as the Fire and Rescue Board, have also been key to modernising the Service. It is also appropriate to recognise the role now being fulfilled by the Scottish Fire Conveners Forum.
Our key focus continues to be based on the safety and protection of the communities we serve in an efficient and effective way, together with ensuring the highest levels of equality and diversity, and the health, safety and welfare of our staff.
JAMES CAMPBELL, Chief Fire Officer
Introduction Executive Summary
Executive Summary
Operations
• Structural firefighting and vehicle fires: We mobilised fully-capable teams to 2,610 fire incidents within buildings, other land-based structures and fires involving vehicles;
• We rescued 178 people from primary fires;
• Road Traffic Collisions: We mobilised fully competent teams to 445 Road Traffic Collisions;
• Incidents involving hazardous substances of any kind either held in storage, in use, or in transit: During 2009/10, we responded to 32 incidents involving hazardous substances;
• Provision of advanced fire investigation: During 2009/10, the Fire Investigation Unit was mobilised on 262 occasions;
• Rescue from water: We attended 32 incidents involving persons trapped in water;
• First pumping appliance attending: It is significant that 95% of all calls measured had a fire appliance in attendance within 10 minutes;
• Attacks on firefighters: The number of reported incidents of violence to crews increased from 40 in 2008/09 to 42 in 2009/10.
Executive Summary Community Safety
• Making Safer Communities: By making communities safer and stronger we aim to support continuous economic growth and prosperity. The community benefit of the programme amounts to almost £8.4m which equates to savings that can be accumulated every year.
• Home Safety Visit Programme: This continues to deliver a high level of performance; at the end of March 2010, 354,630 homes had been visited by our firefighters, and over 96,594 free 10-year smoke alarms were installed. We will explore new ways to target the hard-to-reach and hard-to-influence residents through partnerships with healthcare and community support workers across the five local authorities we serve.
The key safety messages provided by Firefighters are aimed at reducing the risks of a fire starting. It is pleasing to see that these messages are having a positive impact in the prevention of fires in the home.
• Raising Awareness: Following a number of fires in common property, the Stair-aware campaign to raise awareness with partner organisations and residents was introduced.
• Fire Investigation: Following the introduction of the Fire Investigation Unit, information is used to help identify trends in fire cause and the unit prepares reports on all incidents attended.
• Fire Fatalities: The number of fire fatalities remained in single figures and is a welcome outcome to the increasing amount of prevention work carried out by the Service.
• Fire Skills For Success: The Fire Skills For Success programme is delivered in partnership with Careers Scotland, the Capital City Partnership and The Prince’s Trust and students receive a nationally recognised BTEC qualification.
• Cooldown Crew and Phoenix: The Cooldown Crew and Phoenix programmes are designed to help young people develop into active citizens by improving their self-confidence and self-esteem. Evaluation of courses in West Lothian showed an immediate improvement in behaviour and school attendance of those undertaking the course.
• Lead (Fire) Authority Partnership Scheme (LAPS): This continues to offer an opportunity for business to work alongside the Fire and Rescue Service to meet management targets;
Central Services
• Budget: The new budget process will continue to evolve and adapt to the changing and challenging circumstances facing all public sector organisations over the coming years.
• Service Planning: Service Planning plays an important strategic role within the Service as it continues to improve its planning processes, performance management and drive for continuous improvement.
Executive Summary • Corporate Communications: The tragic incident at the Balmoral Bar, which resulted in the death of Firefighter Ewan Williamson, had a significant impact upon the workloads across the Service including Corporate Communications.
A new social intranet site was launched for staff during 2009 which provides a dedicated area for staff to share information on sporting activities, charity events and social events.
Personnel
• Healthy Working Lives Gold Award/Mental Health and Well Being Commendation: Following on from these achievements, I am pleased to report that we have maintained both of these awards during the year 2009/10;
• Sickness levels: We are disappointed to report we have the equal highest rate of 10.7 days lost per fire officer;
• Diversity in the workforce: The majority of uniformed women employees work in operational firefighting roles, either as wholetime or retained firefighters; taken as a percentage of our operational establishment, the proportion of women firefighters and officers in Lothian and Borders continues to be higher than most of the other Fire and Rescue Services in Scotland;
• Health and Safety: It is of some concern that the injury event rate, whilst prone to fluctuation, remains steady at around 28 events per quarter.
Technical Services
• Fleet: The fleet replacement programme for 2009/10 was completed to time and budget;
• The Service continues to monitor fuel consumption and hence CO2 emissions for LBFRS vehicles; • Vehicle accident trends are monitored and, in the current 3-year reference period, reported vehicle accidents continue to show an overall downward trend.
Training & Development
• Best Value: During 2009 / 2010 a best value review was completed for the Function that identified ten recommendations that will be actioned during the coming year to continue to improve the services delivered.
• Training Delivery Models: A key focus area for the Training & Development Function in the coming year is to complete a full review of the training delivery models used and to review how training and development support is delivered to our colleagues working on both the retained and whole time duty systems to ensure that the training and support provided continues to be effective and efficient.
Executive Summary • Quality Management: Work has commenced on extending the existing ISO 9001:2008 quality management system accreditation that is in place within the fire Training Centre across the remainder of the Function to clearly and effectively ensure that quality of service remains a key outcome.
Executive Summary Corporate Issues
Our Purpose
Through the provision of a quality service, it is our purpose to reduce the impact upon the community and the environment of fires and other emergencies and by doing so, improve community safety and engender a sense of wellbeing in the population living within its boundary.
Our Aims are: 1. To reduce the incidences of fire by the provision of an efficient and effective fire safety education, advice and legal enforcement service: and 2. To provide an efficient and effective response to fires and other emergencies
Our vision for the Service is to be... Excelling in the provision of high quality services contributing to safer communities through being a forward-looking, professional, cost effective organisation driven by a highly motivated and empowered workforce.
Our Values We value: The health, safety and wellbeing of all our employees and those who are affected by the service that we provide. The dignity of all people and will treat them with respect. The trust invested in us to provide efficient and effective services demonstrating proper use of public resources.
Corporate Issues MANAGING CHANGE
We operate a robust service planning process to direct and guide how we manage our business in order to achieve our stated vision whilst embracing our fully stated aims and values.
To support our managers to identify strategic objectives for the year ahead, the process adopts three key components. We use these to address three key themes contained within our Vision: excelling in the provision of high quality services contributing to safer communities; a forward-looking, professional, cost effective organisation; and a highly motivated and empowered workforce.
Integrated Risk Management Planning (IRMP)
Integrated risk management planning is the first component of our service planning process and enables us to identify the key demands and challenges presented by the external environment and how we can meet those demands.
In doing so, we address the key themes of excelling in the provision of high quality services across our organisation, contributing to safer communities.
Legal Background
The Fire (Scotland) Act 2005 requires all fire authorities to have regard to the Fire and Rescue Framework for Scotland 2005 when carrying out their functions. This should ensure that fire services adopt a holistic and corporate approach to improving community safety and adopt standards that reflect local needs and make efficient and effective use of resources. The Framework is currently under review.
The Fire and Rescue Framework requires each Fire Authority to produce an Integrated Risk Management Plan (IRMP). Our IRMP was first published in 2004.
Corporate Issues Intervention
The Fire (Additional Function) (Scotland) Order 2005 imposes a duty on Fire and Rescue Authorities to respond to incidents involving:
• Chemical, biological, radiological and nuclear spillages or releases;
• Search and rescue in collapsed buildings;
• Serious flooding;
• Major non-traffic transport incidents;
• Other incidents deemed appropriate.
We ensure an effective response is made to these types of incident and other emergency incidents by sufficiently trained staff. In addition we will ensure that effective command and control systems are in place and that our staff have the correct equipment to deal with incidents.
The Civil Contingencies Act 2004 includes provisions that require Fire and Rescue Authorities to work with other emergency services in producing comprehensive plans for major incidents. In addition all existing operational plans and policies had to be reviewed.
The Public Service Improvement Framework (PSIF)
PSIF is a self-assessment tool through which organisations systematically and comprehensively review their activities and results. The model brings together a number of recognised improvement tools including the EFQM Excellence Model, Charter Mark and the Investors in People.
The tool is an effective support for our stated aim of achieving continuous improvement. Critically it also addresses the principles of Best Value helping LBFRS meet its organisational value of providing efficient and effective services demonstrating proper use of public resources.
In 2008 we successfully completed the first phase of applying the PSIF process and have identified areas for improvement for each directorate. These were then prioritised through the planning process and developed into Objectives for 2009/10, the remainder will be implemented in 2010/11. It is intended that the tool be applied to the organisation routinely on a three year cycle.
Through self-assessment, LBFRS can ensure it is fit for purpose to meet the demands of the external environment, and through this, meet the key theme of our vision- becoming a forward-looking, professional, cost-effective organisation.
Corporate Issues Employee Seminars
We undertake a cycle of employee seminars every two years, aimed at Firefighters and Watch Managers. These seminars are a two-way communication process and have a dual purpose, to inform employees about the current challenges facing the organisation and to seek the views of employees to develop how we meet these challenges.
The feedback and points raised in seminars are then analysed to identify areas for improvement for the organisation. The seminars are held in the first year of the cycle, and in the second year the identified areas for improvement are fed into the service planning process and addressed.
To complete the cycle, employees are provided with feedback regarding the actions taken to address these issues and their outcomes. Through this component of the service planning process, the organisation addresses the key theme of achieving a highly motivated and empowered workforce.
Community Planning
We have a statutory duty to participate in Community Planning since the introduction of the Local Government Act (Scotland) 2003 and have been actively involved in each of our five constituent council areas’ Community Planning Partnerships (CPPs), for a number of years.
As an organisation, we fully support the main aims of community planning by:
1. Engaging and involving communities in the decisions made on public services, which affect them;
2. Working together with other organisations to provide better public services.
The 2007 Concordat between the Scottish Government and Local Government set out a new approach in delivering public services. Each Local Authority/CPP will produce an annual Single Outcome Agreement (SOA) in partnership with the Scottish Government.
The SOA is based on the framework of Government strategic objectives and national outcomes, with the focus on local outcomes and identifying local priorities. Ultimately, this should result in improved public services for local communities.
Our involvement in community planning supports the purpose of LBFRS “...to reduce the impact upon the community and the environment of fires and other emergencies and by doing so, improve community safety and engender a sense of wellbeing...”
We carried out an organisation-wide review of our community planning arrangements in 2008 to enhance our involvement in all five of our constituent council areas.
10 Corporate Issues Recent improvements and activities regarding our community planning arrangements include:
• Responsibility for community planning in each of our five constituent council areas is aligned to members of the Service Executive
• Enhanced provision of incident data to CPP/CSPs
• Production of the second iteration of Strategic Assessments for each of our five constituent council areas
• Developing our community engagement practices in line with Scottish Government guidance
• Continued development of positive and constructive working relationships with all CPP partner agencies
• Development of a partnership register
• Appointment of a community planning manager.
Corporate Issues 11 AGREED REVENUE BUDGET 2010/11
2009/10 Approved Budget 2010/11 Approved Budget Movement Year 1 Subjective Analysis £ Employee Costs 47,974,029 -7,541,129 40,432,900 Premises Costs 1,792,600 96,871 1,889,471 Transport Costs 934,413 35,000 969,413 Supplies & Services Costs 2,002,030 12,076 2,014,106 Third Party Payments 533,427 -2,000 531,427 Support Services 369,691 -12,000 357,691 Supported Capital Financing Costs 1,729,600 19,312 1,748,912 Prudential Borrowing Financing Costs 9,435 124,263 133,698 Gross Expenditure 55,345,225 -7,267,607 48,077,618 Sales, Fees and Charges -3,927,308 -1,742,215 -5,669,523 Interest on Revenue Balances -138,000 23,000 -115,000 “Pooling” Income -779,000 779,000 0 Net Expenditure 50,500,917 -8,207,822 42,293,095
Pay Awards 298,631 Support Staff Increments 67,000 Staff turnover savings -135,000 Increased actuary rates 193,000 New Firefighter Pension Scheme -8,925,472 transfer to Scottish Government Property Cyclical Costs 13,000 Staff Travel 35,000 Telephone Costs 41,000 Rating Revaluation 86,868 Interest on Revenue Balances 23,000 Supported Capital financing Costs 9,877 Prudential Borrowing Financing Costs 133,698 Reduction in Central Support Costs -12,000 Government Secure Intranet -37,924 Increase in Income -7,500 Budget Re-alignment 9,000 -8,207,822
2010/11 Pension Funding Charges
The Scottish Government will make payments to the fire and rescue services to meet the costs not met from other pension income. the majority of pension costs are therefore removed form the 2010/11 budget.
12 Corporate Issues Operations
Introduction Operations comprises three Functional areas: • Performance Management • Research • Planning These three Functional areas on the one hand support the delivery of operational fire and rescue services to our communities whilst, at the same time, ensure that the Service maintains its preparedness to respond to the range of operational incidents we are expected to attend.
Performance Management provides support to operational fire stations by assuming the role of business manager for the Station Management Group. In addition to the supporting role, the Function performs the crucial role of managing operational performance, providing station commanders with the direction they require in order to ensure operational preparedness. This is achieved by the Function managing a process of Station Audits. The Function is also responsible for the following tasks: • Administration of incident reporting; • Analysis of post incident debriefs; • Management of technical operations within the Service;
Operations 13 • Collation of operational statistics; • Management of water supplies for firefighting purposes; • Management of the Incident Command Support Centre.
Research has responsibility for identifying, evaluating and managing the introduction of new operational equipment into the Service. In addition to managing this locally, the Function also performs a key role in the collaborative approach to equipment research and development within the Scottish Fire and Rescue community. Some key achievements during 2009-2010 were: • Provision of replacement Structural Firefighting Personal Protective Equipment (PPE); • Management of the replacement of Thermal Imaging Cameras; • Management of the replacement of Light Portable Pumps; • Management of the replacement of Specialist Rescue Equipment; • Standardisation of equipment and layout of all Specialist Appliances; • Provision of Non-Structural Personnel Protective Suit into the Service.
Traditionally, the main references of the Planning Function were around the management and delivery of Operational and Tactical Information Plans for front line operations, and planning for special events. However, over the last 10 years, and specifically following the terrorist attacks in 2001, there has been a significant growth in not only traditional operations planning but also new work in relation to operational preparedness for a different type of risk - this work stream being branded as New Dimensions and, more recently, as National Resilience. The following work streams have been identified as coming within the remit of the Function although, in some cases, there is a cross-Functional aspect or responsibility: • Risk & Hazard information to support Operational Response including: - Framework Operational Procedures (FOPs); - Tactical Information Plans (TIPs); - Operational Plans; - Site Specific Risk Assessment inspections; - Vehicle Mounted Data Systems (VMDS). • Management and coordination of the MIRG; • Hazardous Materials deployment, procedures and implementation including: - Implementation of the Environmental Protection Unit (EPU); - Review of hazmats procedures and working practices. • Management and maintenance of Memoranda of Understanding with a range of agencies; • Managing and leading the Interagency Liaison Officers; • Management and maintenance of Mass Decontamination; • Management and development of Detection Identification and Monitoring (DIM) resources;
14 Operations • Managing events planning for Operational activities; • Incident Command & Control (ICCS) management and maintenance; • Pandemic Flu – business continuity.
This performance report provides details of how we are meeting the needs of our communities in relation to responding effectively to fire and rescue situations. The first section provides a summary of achievement in the form of operational activity with subsequent sections providing detailed analysis of performance.
Summary of Operational Activity Structural Firefighting andV ehicle Fires • We mobilised fully-capable teams to 2,610 fire incidents within buildings, other land-based structures and fires involving vehicles; • We rescued 178 people from primary fires.
Minor Fires • We attended 3,978 secondary fires. This accounts for 21% of our operational activity.
Vehicle Accidents – Road Traffic Collisions (RTCs) • We mobilised fully competent teams to 445 RTCs where persons were trapped; • We rescued 132 people from RTCs; • 342 RTCs where no persons were trapped but assistance was rendered; • 47 RTCs where Fire Service assistance was not required.
Rescue from Height • We have trained and competent teams to respond to rescue from height incidents; • During 2009/10, these were mobilised on 39 occasions.
Incidents involving Hazardous Substances of any kind either held in storage, in use, or in transit • We have trained and competent teams to respond to incidents involving any hazardous substance; • During 2009/10, we responded to 32 incidents involving hazardous substances.
Provision of Advanced Fire Investigation • We have a trained team of Fire Investigation Officers who respond to incidents either as part of the predetermined attendance or on request from the Incident Commander; • During 2009/10, the Fire Investigation Unit was mobilised on 262 occasions.
Primary First Aid • We have 414 qualified First Aiders in the Service. In addition, 281 operational staff have received casualty management training from the Scottish Ambulance Service.
Operations 15 Rescue from Water • During 2009/10, we attended 32 incidents involving persons trapped in water. We rescued 18 persons trapped and provided a humanitarian service on 10 occasions; • We are currently developing our personnel to a higher level of competence in this discipline.
Persons Trapped in any other way • 122 incidents involving the rescue of persons; • 29 incidents involving releasing persons from items such as, railings, bikes etc; • 66 incidents where first aid was rendered to persons; • The total number of rescues, other than from fires or RTCs, carried out by the Service during 2009/10 was 431.
Fire Appliance Attendance Time Attainment Since the 1930s, operational efficiency within the UK Fire Service has, in part, been measured against the ability to meet target attendance times for fire appliances to arrive, specifically, at fire incidents. A number of reviews over the years made minor alterations to the original recommendations for attendance times. However, the criteria for attendance remained primarily based on risks to property rather than lives and required attendance to be made, according to risk category, on the following basis:
Risk Category No. of Appliances Attendance time Attendance time Attendance time of 1st appliance of 2nd appliance of 3rd appliance ‘A’ (High) 3 5 minutes 5 minutes 8 minutes ‘B’ (Substantial) 2 5 minutes 8 minutes - ‘C’ (Moderate) 1 10 minutes - - ‘D’ (Low) 1 10-20 minutes - - Figure 1: Fire Appliance Attendance Time Attainment Rural 1 No set time - -
In March 2005, the Scottish Executive published Fire Service Circular 4/2005 which effectively withdrew the national recommended standards of fire cover as described above (with effect from 1 April 2005) in favour of locally-determined response standards based on assessments contained within each Fire and Rescue Service’s Integrated Risk Management Plans. LBFRS now reports on the time taken for the first appliance to attend an incident. Depending on the risk classification of the area to which the appliance is mobilised, the target time for the first appliance attending is that contained in Figure 1.
16 Operations First Pumping Appliance Attending 2009/10 The following data represents LBFRS performance in relation to the time taken for the first pumping appliance to attend an incident. The data relates to an attendance at 2,045 incidents which were measured. The criteria used for excluding certain calls from the performance measure is that criteria previously applied when measuring the now obsolete KPI 1.
Figure 2: Fire Appliance First Appliance in No. of Calls % Total No. of calls Total % Attendance Time Attainment Attendance within 2009/10 0 minute 2 0 2 0 1 minute 17 1 19 1 2 minutes 84 4 103 5 3 minutes 312 15 415 20 4 minutes 525 26 940 46 5 minutes 387 19 1327 65 6 minutes 231 11 1558 76 7 minutes 152 7 1710 84 8 minutes 106 5 1816 89 9 minutes 71 3 1887 92 10 minutes 53 3 1940 95 15 minutes 83 4 2023 99 20 minutes 14 1 2037 100 25 minutes 5 0 2042 100 30 minutes 3 0 2045 100
Figure 2 (above) and Figure 3 (overleaf) illustrate how quickly we are able to provide a fire appliance at the scene of an incident when requested. It is significant to note that 95% of all calls measured had a fire appliance in attendance within 10 minutes of receiving a call for assistance. It is also significant to note that the majority of calls measured had an appliance in attendance within 4-5 minutes of receiving the call. Figure 3 compares the call distribution with the previous year’s data and it can be seen that, overall, our attendance times remain consistent with previous performance against a slight decrease in calls measured in 2009-2010.
Operations 17 Figure 3:
Distribution of First Appliance 800 2009/10 Attendance Times 2009/10
600 2008/09
400
200
0 1 2 3 4 5 6 7 8 9 10 15 20 25 30
minutes
On further analysis of the above figures, we are able to break down the attendances into those risk categories that were previously reported, and identify the response times to each category, therefore allowing us to benchmark against the previous attendance time standards. This fulfils the requirements of the Service Improvement Plan where we undertake to: ‘…attend any call to a fire within a building or any other land-based structure within a time consistent with our existing targets’ (the existing targets being the now-withdrawn standards of fire cover).
18 Operations High Risk Substantial Moderate Low Risk Risk Risk First Appliance in No. of Calls Percentage No. of Calls Percentage No. of Calls Percentage No. of Calls Percentage Attendance within 1 minute 1 0% 1 0% 14 1% 0 0% 2 minutes 8 3% 15 3% 34 3% 1 1% 3 minutes 34 13% 93 19% 139 12% 2 1% 4 minutes 98 38% 256 51% 372 33% 6 4% 5 minutes 235 92% 453 91% 587 52% 10 6% 6 minutes 243 95% 465 93% 765 68% 18 11% 7 minutes 253 99% 484 97% 918 81% 29 18% 8 minutes 255 100% 495 99% 1,007 89% 41 26% 9 minutes 255 100% 497 99% 1,065 94% 64 41% 10 minutes 255 100% 499 100% 1,099 97% 85 54% 15 minutes 256 100% 500 100% 1,128 100% 139 89% 20 minutes 256 100% 500 100% 1,131 100% 151 96% 25 minutes 256 100% 500 100% 1,131 100% 156 99% 30 minutes 256 100% 500 100% 1,133 100% 157 100%
Figure 4: Fire Appliance Attendance Times grouped by Risk Category
Operations 19 120 200
100 2009/10 2009/10 150 80
60 100 2008/09 2008/09 40 50 20
0 0 1 2 3 4 5 6 7 8 9 10 15 20 25 30 1 2 3 4 5 6 7 8 9 10 15 20 25 30 minutes minutes
High Risk Substantial Risk
350 80 70 300 2009/10 2009/10 60 250 50 200 40 150 2008/09 2008/09 30
100 20
50 10
0 0 1 2 3 4 5 6 7 8 9 10 15 20 25 30 1 2 3 4 5 6 7 8 9 10 15 20 25 30 minutes minutes
Moderate Risk Low Risk
Target time or range for risk classification
Figure 5: Distribution Attendance Times 2008/09- 2009/10
20 Operations Call Handling Performance A Key Performance Indicator for operational activity relates to the amount of time taken to receive emergency calls within our Control Room and mobilise the appropriate resources to the incident in question. It indicates (in percentages) the number of calls handled within two time bands namely, less than 1 minute and between one and two minutes. Points to bear in mind regarding this indicator are: • Calls are the first calls to incidents. They do not include subsequent calls to the same incident. False alarm calls are also included; • Call response times measure the speed with which appliances are mobilised in response to an emergency 999 call. Callers to the Command and Control Centre who use mobile telephones and are unfamiliar with the surroundings, often take longer to provide a reliable address. Similarly, people contacting the centre who are in a distressed state may find it difficult to give exact details of the incident.
120
100
80 % 60
40
20 0 2008 - 09 2009 - 10
Figure 6: Call Handling Within 1 Minute 69% 71% Performance 2008/09 and Within 2 Minutes 96% 96% 2009/10
These performance statistics show that there has been a slight increase in the percentage of calls handled within one minute. This increase is a result of Operators being more familiar with the robust call challenging procedures introduced into Control, in relation to ascertaining the true nature of an incident prior to mobilising resources. The figures for 2009/10 relate to 18,870 calls received (18,881)*, with 13,988 calls being handled within 1 minute (13,165)* and 18,432 calls within 2 minutes (18,335)*. The average time taken to handle these calls was 57 seconds (57 seconds)*. * - corresponding figure for 2008/09
Operations 21 Operational Activity This section demonstrates LBFRS performance in the operational environment across a 2-year period. Previous reports used Operational Risk Management data (ORMs) collected from across the eight Scottish Fire and Rescue Services by Scottish Fire and Rescue Advisory Unit (SFRAU), formerly Her Majesty’s Inspectorate of Fire Services (HMIFS). This information is not available in this reporting year.
The activity within the operational environment for the period 2009-10 has remained the same as the previous year. Although there has been no decrease in this reporting year, we have managed to maintain the reduction from 2007/08 year of around 2,100 calls. We have managed to maintain a low level of secondary fires calls, which had been increasing year-on-year prior to 2008. This year shows a slight increase; this could be attributed to the introduction of the new Incident Recording System (IRS). Initiatives have been implemented within the Service over the past few years and have been successful. However, further work is required if we are to maintain and/or decrease the above noted number of secondary fires.
20,000
16,000 12,000
8,000 4,000
No. of Incidents No. 0 FDR 1/ SEC FAM FAD FAGI SS Total Primary Fires* Figure 7: LBFRS Operational 2585 3829 851 8710 1286 1620 18,881 Activity 2008/09-2009/10 2008/09 2009/10 2610 3978 568 7480 2847 1387 18,870 (*FDR1 measurement is now ‘Primary Fires’)
22 Operations ATTACKS ON FIREFIGHTERS In his annual report for 2006/07, HM Chief Inspector of Fire Services for Scotland reported that the previous year’s annual statistics in relation to attacks on fire crews showed a marginal reduction from 324 to 316. The 2007/08 report identified a large reduction in Scotland from 316 to 228. In Lothian and Borders, there was an overall reduction of 10 incidents for the year. The figure below illustrates how LBFRS compares with the other Scottish Fire and Rescue Services.
175
150
125
100
75
50 25 0 Central Dumfries Fife Grampian Highland Lothian & Strathclyde Tayside Scotland & Galloway & Islands Borders
2006/07 0 2 19 17 4 50 110 26 2007/08 8 7 5 13 2 40 140 13 Figure 8: Attacks on Firefighters Scotland 2006 - 2008
The figures in respect of attacks on Lothian and Borders fire crews for the year 2006-2008 against 2008- 2010 are shown below.
Figure 9: Attacks on Firefighters LBFRS 2008/09 and 2009/10 30
25
20 15
10
5 0 Verbal Physical Physical Missile Other (armed) (un-armed)
2008/09 11 1 1 26 1 2009/10 16 0 3 23 0
Operations 23 The number of reported incidents of violence to crews has increased from 40 in 2008/09 to 42 in 2009/10. This increase, although slight, is still cause for concern and is mostly due to verbal abuse to crews and missile attacks on appliances rather than physical harm to our firefighters. The occurrences of attacks on firefighters will continue to be analysed and further intervention strategies adopted in order to identify areas of good practice. A new development, which has been introduced into LBFRS to increase firefighter safety, is a partnership between the City Of Edinburgh Closed Circuit Television (CCTV) unit and LBFRS. The installation of two TV screens in our control centre has given our control centre staff the ability to view areas within the City Of Edinburgh, which are covered with the CCTV. If it appears there is potential for attacks on crews, a cautionary message can be sent to the proceeding appliances and crews allowing the Incident Commander to adjust their tactical plan to ensure crew safety on arrival at the incident location.
Financial Information 2009/10 Budget £ Actual £ % Population* Cost per head £ £26,835,489 £26,842,222 100.03 % 930,250 £28.85 * Population figure 2008 mid-year estimate (General Register office for Scotland).
Collaborative Working During 2009/10 the Operations Function continued the following collaborative working arrangements:
The Scottish Ambulance Service (SAS) This arrangement involves the SAS utilising fire stations as strategic standby locations. In addition, we have provided garaging and accommodation for the SAS Primary Response Units within McDonald Road Fire Station. This arrangement has just been reviewed and a new Memorandum of Understanding has been signed for another three years. As part of this arrangement, the SAS continues to deliver training on first aid and advanced casualty care to our firefighters.
Her Majesty’s Coast Guard (HMCG) This partnership involves HMCG garaging their rescue vehicle within Musselburgh fire station. This meets the needs of HMCG and develops a positive working relationship between the two Services.
The University of Edinburgh A Memorandum of Understanding (MoU) has been developed and implemented between LBFRS and the University of Edinburgh. This partnership improves academic links between the Fire and Rescue Service and the University. There are positive benefits to this arrangement for both organisations; the University can utilise the hot fire training facilities within LBFRS for student development; LBFRS personnel will have the benefit of undertaking personal development opportunities provided by the University. In addition, the Fire Investigation Team within LBFRS has access to University staff to assist them in their work.
24 Operations Tweed Valley Mountain Rescue A Memorandum of Understanding is in place between LBFRS and the Tweed Valley Mountain Rescue team in order to enhance our current line rescue provision within the Scottish Borders.
Fire Investigation LBFRS has in place a formal Memorandum of Understanding with Central Scotland Fire and Rescue Service relating to fire investigation services. The nature of this MoU provides Central Scotland access to our trained fire investigators whilst LBFRS has access to the trained accelerant detector dog provided by Central Scotland.
British Red Cross A formal partnership agreement was put in place in 2009/10 between LBFRS and the British Red Cross to provide garaging and some accommodation facilities for their Fire and Emergency Support Vehicle. This vehicle provides support to victims of fire and other types of emergency incidents in the Lothian and Borders area. The first vehicle is based at Tollcross fire station in Edinburgh; further work is underway to provide a second vehicle for LBFRS area.
Operations Research A collaborative partnership exists between LBFRS and other Fire & Rescue Services in Scotland for the research, development and joint procurement of Fire & Rescue Service equipment. Each Service representative takes a lead role in the various projects identified through the group and then manages a small sub group to jointly procure the various pieces of equipment for the Scottish Fire & Rescue Services.
Operations 25 Operations: Objectives 2011/12 To reduce the attacks on Fire Service Staff by five per cent from previous year through continued community engagement initiatives
Service Planning Theme People Issues Service Planning Goal Ensure the health, safety and welfare of all our personnel and those who are affected by the service we provide Service Plan Initiative Ensure the health, safety and welfare of all our personnel and those who are affected by the service we provide Desired Outcome/ Business Benefits Continually improve the safety of all our staff and reduce operational activity risks. To improve our engagement with local communities and partnership working arrangements. To monitor trends and reporting issues. Environmental Impact Consideration None identified Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To develop and report upon flood / water rescue capability in line with the P Tomkins report in partnership with our key partner agencies
Service Planning Theme External Impact Service Planning Goal Provision of an efficient and effective response to fires and other emergencies Service Plan Initiative Provision of an efficient and effective response to fires and other emergencies Desired Outcome/ Business Benefits To meet all of the report recommendations and the provi- sion of an effective rescue capability in line with the risk profile for the Service. To further develop and enhance our rescue skills and partnership working arrangements. Environmental Impact Consideration None identified Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
26 Operations To increase our operational efficiency by reviewing our response to AFA calls within occupied premises
Service Planning Theme Internal processes Service Planning Goal Achieve best value in service provision Service Plan Initiative Achieve best value in service provision Desired Outcome/ Business Benefits Ensure best value in service provision and to ensure the best use of our resources Environmental Impact Consideration None indentified Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
Operations 27 28 Operations Community Safety
Introduction
The Community Safety Function reports the performance of two Functional areas, Business and Commerce, which deals with legislative fire safety duties and Residential and Education which is focussed on delivering our community and youth programmes.
The Community Safety Function is based in Service Headquarters within the City of Edinburgh, with local offices at Macmerry, Dalkeith, Galashiels and Livingston. It also provides safety services through our community-based Group Managers who are supported by full time community firefighters.
The purpose of the Community Safety Function is to prevent fires and other emergencies, and improve the general well-being in communities. By making communities safer and stronger we aim to support continuous economic growth and prosperity. Communities blighted by fire-raising are less likely to attract inward investment; the provision of safe housing and safe public buildings will help to ensure communities thrive, and the people who live there remain optimistic about their future.
The Function also provides an enforcement role through the Fire (Scotland) Act to ensure that workplaces, care premises, hotels and other public buildings maintain high standards of fire safety management. We are required to apply the law in a pragmatic way through CoSLA’s Good Enforcement Concordat, helping businesses to meet their legal obligations without incurring unnecessary expense.
The Home Safety Visit programme continues to deliver a high level of performance. At the end of March 2010 354,630 homes had been visited by our firefighters and 87,950 families had taken up the offer of a free home safety check. Over 96,594 free 10-year smoke alarms were installed. Although these
Community Safety 29 figures are very welcome, experience from other Services shows that the initial success of Home Safety programmes diminishes as the most at-risk groups become harder to reach and influence. We will continue to explore new ways to improve the programme and target the hard-to-reach and hard-to- influence residents through partnerships with healthcare and community support workers across the five local authorities we serve.
Working with young people and engaging with children through schools is an important aspect of our work to reduce attacks on firefighters and increase social cohesion and inclusion. Firefighters have a unique position in the community and can provide a conduit for the broader Single Outcome Agreement (SOA) objectives around social inclusion and increasing opportunity.
The Cooldown Crew and Phoenix programmes are designed to help young people develop into active citizens by improving their self-confidence and self-esteem. They are also designed to provide young people with the opportunity to understand more about the people working in their community like concierge staff, community wardens and the Police.
We have developed these programmes further in the form of the European-funded Fire Skills for Success programme known as FS2. This is an 8-day programme delivered with the Edinburgh Partnership, Careers Scotland and the Capital City Partnership. It provides participants with a nationally recognised BTEC qualification on completion of the course.
We continue to deliver our well-established primary schools education programme which involves P1-6 in a 3-day programme in 50 targeted primary schools. We have also recently introduced a programme of structured visits for all other primary schools which is delivered by local firefighters. Primary 7 pupils visit the Risk Factory in Edinburgh which brings together a range of different agencies to deliver key safety information ranging from internet safety, to safety around railways.
Our operational staff also deliver talks to secondary schools through structured talks and lessons. This includes talks prior to bonfire night and the school holidays to reduce deliberate fire-raising, and our new Road Safety programme which is aimed at S5 and S6 pupils, and is delivered in partnership with the Police. The latter programme is also delivered to other groups outside the school environment to target those who may already have left school.
Best Value Review
A Best Value Review (BVR) of the Community Safety Function has been completed and the recommendations submitted for formal Fire Board approval. Once approval of the recommendations has been given, the process of implementing the changes will begin. It is anticipated that this process will be completed by April 2012.
A new three-year Community Safety strategy is being considered and the new structure will ensure that Community Safety resources remain closely aligned to the strategy, maintaining high levels of focus on delivering the single-outcome agreements’ objectives of our five constituent community planning partnerships.
30 Community Safety Business and Commerce
The full implementation of the Fire (Scotland) Act 2005; Part 3, Fire Safety, led to a dramatic change in the fire safety legislative process. LBFRS was well prepared for this change and led on the Scottish Fire and Rescue Committees through the Chief Fire Officers Association Scotland (CFOAS). The following section outlines some of the statistical returns that have been developed to ensure we have a meaningful response to the new direction.
Performance Data
Fire (Scotland) Act Audits Year Number completed year to date Figure 1: Fire (Scotland) 2009/10 1,513 Act Audits 2008/09 2,284
Auditing of premises focuses our work on the highest risk premises in line with central Government direction. This concentrates our workload in premises used as sleeping accommodation, such as hostels, hotels, hospital etc. Our risk modelling process then focuses on the highest risk premises of other types of workplaces, such as factories and licensed premises. All scheduled high and very high risk premises were prioritised and audited during 2009/10.
The data overleaf is collected and reported to the Scottish Fire and Rescue Services Advisory Unit (SFRAU). It is also used to measure our enforcement activity, and gives some indication of the amount of effort put into ensuring safety standards are being met.
Community Safety 31 Enforcement Activity
Premises Type No action Informal Enforcement Prohibition Total action Notice Notice
Hospital 5 26 0 0 31 Care home 129 206 1 0 336 HMO hostel 22 71 0 0 93 Other HMO 16 25 14 5 60 Hotel 47 130 6 0 183 Other sleeping 4 48 0 0 52 accommodation School 28 91 0 0 119 Further education 3 12 0 0 15 Licensed premises 112 420 5 1 538 Public building 2 9 0 0 11 Shop 37 196 3 5 241 Other premises 16 69 0 0 85 open to public Factory or 5 34 0 0 39 warehouse Office 11 50 2 0 63 Other workplace 8 36 0 0 44 Figure 2: Enforcement Activity Other premises 0 0 0 0 0 2009/10 Total 445 1,423 31 11 1,910
This table reflects all fire safety activity including scheduled audits and follow-up support visits.
It is the intention of the FRS to work with dutyholders through Good Enforcement principles to help them meet their obligations under the Act. However, where dutyholders fail to meet the standards, formal notices are issued, and continued failure will lead to reports being submitted to the Procurator Fiscal. Notes • Informal action may range from a verbal undertaking to correct a fault through to a written action plan agreed between a duty-holder and the FRS;
• An Enforcement Notice identifies failings and gives a timescale to complete;
• A Prohibition Notice prohibits the use of a part or all of a premises where dangerous conditions exist.
32 Community Safety ORM - External Consultation Received Number Hours/Min Building Regulation 381 362:00 Licensing (Scotland) Act 43 58:54 Civic Government (Scotland) Act licensing - HMO 10 21:06 Civic Government (Scotland) Act licensing - other 50 43:42 Care registration - residential 0 0:00 Care registration - childminder 85 136:06 Care registration - other 6 14:18 Gambling Act 1 2:00 Theatres Act 1 1:30 Cinemas Act 8 18:36 Figure 3: External Consultation Other 1,974 9,101.36 Total 2,559 9,759:48
Reports From Members of the Public Inspection Type 2008/09 2009/10 Figure 4: Reports From Common Stair (Civic Government Act) 318 273 Members of the Public Commercial Premises 172 201 Visits following reports received about common stairs, are carried out by operational personnel to identify and remove serious fire risks. Following a number of fires in common property, the Stair-aware campaign to raise awareness with partner organisations and residents was introduced. This has led to a slight decrease in the number of inspections carried out and it is hoped that, by raising awareness of the issue, fewer reports and fires will occur in the future.
Fire Investigations 2008/09 2009/10 Full Investigation 26 28 Preliminary 4 3 Figure 5: Fire Investigations Fire Investigation Unit reports 157 163
Following the introduction of the Fire Investigation Unit (FIU) at Newbridge the reporting methods for this work have changed. The Officers-in-Charge of the unit prepare a report on all incidents they attend. This information is used to help identify trends in fire cause.
Community Safety 33 Houses in Multiple Occupation (HMO) Inspections (City of Edinburgh) HMO property continues to be one of our highest risk property types. Although HMOs are now covered by the Fire (Scotland) Act, the lack of effective management of the risks and the disparate nature of the collective tenants, means that robust levels of audit and enforcement will always be required.
Year Inspections / reports Phone enquiries Internal enquiries 2009/10 433 843 713
Figure 6: HMO Inspections 2008/09 513 831 610 An auditing officer is currently seconded to City of Edinburgh Council which is jointly funded to maintain a close link to the housing and licensing agencies to ensure that the 6,000 plus HMO premises are kept at the highest fire safety standards possible.
After The Fire Inspections
2008/09 2009/10 Figure 7: After The Fire Inspections Number of Inspections 137 241 After the fire inspections are carried out on all commercial premises. This is an important part of the work to sample the effectiveness of fire safety measures in businesses. Out of 241 audits carried out following fires in commercial premises, around 35% had not carried out a fire safety risk assessment. Despite a concerted advertising campaign by the Scottish Government, and considerable work by Community Safety staff, it is fair to say that many duty holders are still unaware of their responsibilities under the law.
The Function is developing a new suite of Fire Safety awareness seminars for the range of business sectors covered by part three of the Fire (Scotland) Act 2005.
34 Community Safety Community Safety Residential and Education
The number of accidental dwelling fires fell marginally to 1,000 last year. This is a welcome outcome of the HSV programme. The key safety messages provided by Firefighters are aimed at reducing the risks of a fire starting. It is pleasing to see that these messages are having a positive impact in the prevention of fires in the home.
2007/08 2008/09 2009/10 Total 1,085 1,001 1,000 Figure 8: Number of Accidental Dwelling Fires Population 911,570 921,220 930,250 per 10,000 population Fires/10,000 11.9 10.9 10.7
1100
1050
1000
Figure 9: 950
Accidental Dwelling Fires Year by Year Comparison 2007/08 2 00 7 /0 8 2 00 8 /0 9 - 2009/10, Lothian and Borders 2009/10
Fire Casualties
The number of reported fire casualties has fallen significantly in the last year. On further investigation this has been partly due to the introduction of a new national electronic recording system. In previous years it was thought that casualties treated at the scene or those sent to hospital for a precautionary check may have been inadvertently reported as casualties. The new recording system differentiates casualties more clearly and only serious casualties are included in the latest figures. Future statistics will be measurable against the benchmark set in 2009/10.
Community Safety 35 250
200
150
100
50 Figure 10: Total Number of Fire 0 Casualties 2007/08-2009/10 2009/10* (*New recording system 2007/08 2008/09 2009/10 - see page 35)
Fire Fatalities
Figure 11: Number Fire 2007/08 2008/09 2009/10 Fatalities Number of fire fatalities 11 6 7 The number of fire fatalities remained in single figures and is a welcome outcome to the increasing amount of prevention work carried out by the Service. All of the people who died would be considered as either hard-to-reach or hard-to-influence. We will continue to target these groups to try to drive this figure down further.
Home Safety Visits
Pre 2005 2005/06 2006/07 2007/08 2008/09 2009/10 Total Homes contacted 19,406 65,735 49,880 74,456 87,512 57,641 354,630 Safety Visits completed 4,636 12,239 17,376 20,231 21,219 12,249 87,950 Figure 12: Home Safety Visits Smoke Detectors fitted 3,516 12,000 20,623 23,803 23,413 13,239 96,594 The figures indicate a continued commitment to the programme from the operational crews. Revised policies and procedures were introduced last year to focus resources more effectively toward the highest risk groups. Refresher training has also been provided to crews.
36 Community Safety Greenstreet Berman recently completed an evaluation for the UK Government of the Home Safety Programme in England to provide a cost-benefit analysis of the funding that was provided. Using the same methodology, the effectiveness of the programme in LBFRS shows that the reduction in incidents and casualties follows a similar pattern. Two 2-year periods, one before, and one after the programme was introduced, were compared to highlight the change. The figures for Lothian and Borders are shown below:
Year Accidental Dwelling Fire Casualties Fire Fatalities Fires 2000/01 1,191 303 11 2001/02 1,190 222 14 Total 2000/02 2,381 525 25 2005/06 1,087 217 7 2006/07 1,045 186 7 Total 2005/07 2,132 403 14 Figure 13: Analysis of Change (%) -249 (10%) -122 (23%) -11 (44%) Incidents and Casualties
The government report also assigned costs to society for deaths, casualties and injuries. These are applied to the figures from the table above to give an indication of the financial benefits the programme has provided for the community; the aversion figures are taken from the original report.
Programme Benefits Change (05/07) Aversion Value Benefit Value 2005/07 Accidental Dwelling Fires -249 £7,849 £195,440 Casualties -122 £12,000 £1,464 000 Fatalities -11 £1,375,000 £15,125,000 Total Benefit (2005/07) £16,784,440 Figure 14: Programme Benefits 2005 - 07 Annual Benefit (2005/07) £8,392,220
The community benefit of the programme amounts to almost £8.4m which equates to savings that can be accumulated every year that these low figures are maintained.
Community Safety 37 Cooldown Crew
Cooldown Crew is an early intervention programme aimed at 10-14 year old children with low self esteem or recognised difficulties at school. The course consists of intensive training over a one-week period on fire safety, first aid and other community-based skills. Feedback from attendees and teachers continues to be very positive.
Evaluation of courses in West Lothian showed an immediate improvement in behaviour and school attendance of those undertaking the course.
Number of Courses 21 Number Participating 200 Number Completed Course 172 Courses ran in all 5 local authorities: Edinburgh 4 courses Midlothian 5 courses East Lothian 4 courses Figure 15: Cooldown West Lothian 4 courses Crew 2009/10 Borders 4 courses
Phoenix Programme
In addition to the Cooldown Crew, we offer an evening programme for youth diversion work. This is aimed at building on the Cooldown Crew and also offering other young people the opportunity to work with the Fire and Rescue Service one night per week.
There are now three fully established Phoenix Programmes, one in Edinburgh, one in West Lothian and one in Midlothian. Each programme involves 15 participants who attend once a week at night and learn discipline, fire safety and life skills. Attendance rates are high and feedback from parents/carers is extremely encouraging.
Number of Programmes 3* Figure 16: Phoenix Number Participating 34 Programme 2009/10 Number Completed Course 25 * One programme in each of 3 local authorities: Edinburgh, Midlothian, West Lothian
38 Community Safety Fire Skills for Success
In 2008 we introduced a new programme in Edinburgh which was partly funded through the European Structural Fund. The programme is aimed at 16-25 year-olds and fulfils the Government’s requirement for the Fire Service to do more work with young people to improve social inclusion and attainment.
The programme is delivered in partnership with Careers Scotland, the Capital City Partnership and The Prince’s Trust and students receive a nationally recognised BTEC qualification; five courses have already been delivered with many more to follow before June 2011.
Number of Courses 10 Figure 17: Fire Skills For Number Participating 87 Success (FS2) 2009/10 Number Completed Course 75 (All courses ran only in Edinburgh)
Juvenile Firesetters
Number of One-to-One Visits 39 Edinburgh 12 East Lothian 6 Midlothian 7 West Lothian 4 Figure 18: One-to-One Intervention 2009/10 Scottish Borders 10
Financial INFORMATION 2009/10
Budget £ Actual £ % Population Cost per head £ 2,513,858 2,511,150 99.89 930,250 2.70
* Population figure 2008 mid-year estimate (General Register office for Scotland). Objectives 2011/12 Objectives
Community Safety 39 COMMUNITY SAFETY: Objectives 2011/12
To develop and implement procedures for fire death case conferences with partner agencies across the five local authority areas
Service Planning Theme Focussing on customer needs Service Planning Goal Reduce deaths and injuries from dwelling fires Service Plan Initiative Achieving Best Value in Service Provision Desired Outcome/ Business Benefits To implement a key recommendation from the Scotland Together report. Environmental Impact Consideration None identified Risk Assessment Score 4 Planned Start: 1st April 2011 Planned Finish: 31st March 2012
To develop and implement formal Service Level Agreements with partners in healthcare to create referrals from people with mental health and chronic healthcare needs across the two NHS trusts
Service Planning Theme Focussing on customer needs and working in partnership. Service Planning Goal Targeting the hard-to-reach and hard-to-influence. Service Plan Initiative Achieving Best Value in Service Provision Desired Outcome/ Business Benefits Consolidate existing best practice and implement key Scot- land Together recommendations Environmental Impact Consideration None identified Risk Assessment Score 4 Planned Start: 1st April 2011 Planned Finish: 31st March 2012
To review unwanted AFA policy and procedures Service Planning Theme Working in partnership Service Planning Goal Reduce non-compliance with Fire Safety legislation Service Plan Initiative Achieving Best Value in Service Provision Desired Outcome/ Business Benefits Reduce unnecessary impact on service provision Environmental Impact Consideration None identified Risk Assessment Score 6 Planned Start: 1st April 2011 Planned Finish: 31st March 2012 Objectives 2011/12 Objectives
40 Community Safety To provide legislation training for station-based firefighters
Service Planning Theme Achieving Best Value in Service Provision Service Planning Goal Improved use of resources Service Plan Initiative Achieving Best Value in Service Provision Desired Outcome/ Business Benefits Local delivery of Community Safety and greater awareness of legislative standards Environmental Impact Consideration None identified Risk Assessment Score 4 Planned Start: 1st April 2011 Planned Finish: 31st March 2012 Objectives 2011/12 Objectives
Community Safety 41 42 Community Safety Central Services
INTRODUCTION
Central Services is predominantly a support service to the Fire and Rescue Service providing professional support, advice, policies and services to assist the attainment of the Service’s vision and purpose.
Over the coming years, Central Services’ main focus will be to assist the Service in meeting the challenge of reduced public spending. This will involve identification of savings, more efficient use of information technology, and facilitating communication with staff and the public.
They are based within the Service Headquarters and form part of the Service’s Corporate Services Directorate, comprising:
• Corporate Communications • Finance • Information and Communication Technologies (ICT) • Service Planning
The responsibilities for each Function are outlined overleaf:
Central Services 43 Corporate Communications
To advise on all aspects of corporate communications for the Service and to develop relevant policies for Corporate consideration. To take responsibility for internal and external communication strategies.
In meeting the above responsibilities, Corporate Communications has adopted the following broad principles:
• To manage and develop channels of corporate communications within the Service, e.g. Internet, Intranet, Newsletter, Routine Orders, Mail and Reception;
• To design and produce quality artwork, plans, publications, photography and multimedia presentations;
• To facilitate and provide consultancy on a variety of methods of external communication including media handling, stakeholder consultations and events;
• To manage and provide consultancy on stores of information within the Service and associated governing legislation.
Finance
To advise on all aspects of finance for the Service and to develop relevant policies for Corporate consideration. To take responsibility for the effective management of finance and related matters.
In meeting the above responsibilities, Finance has adopted the following broad principles:
• To devolve financial management and accountability to station management level through the delivery of improved and timeous financial information;
• The involvement of managers in the budget setting process and financial management;
• Ensuring effective financial control and corporate governance through the development and implementation of appropriate policies and procedures;
• Advising on and ensuring adherence to best accounting practice including Best Value Accounting Code of Practice, Statement of Recommended Practice, City of Edinburgh Council Accounting policies, CIPFA Prudential Code and all other relevant accounting policies.
Information and Communication Technologies (ICT)
To advise on all aspects of information and communication technologies, and to develop relevant policies for Corporate consideration. To take responsibility for the organisation, management and strategic development of information and communication technologies within the Service.
In meeting the above responsibilities, ICT has adopted the following broad principles:
• Increased access to effective management information across the Service;
44 Central Services • Central management of ICT wherever possible to reduce resource requirements and increase security;
• Recording and collection of data at source and sharing of data across the Service users through the use of integrated systems;
• Ensuring that the Service has robust systems which are secure and ensure service continuity.
Service Planning
Service Planning plays an increasingly important strategic role within the Service as it continues to improve its planning processes, performance management and drive for continuous improvement.
The Service Planning role is responsible for ensuring that the Service continues to have the systems and processes available to plan its key objectives and monitor and manage progress towards the achievement of these objectives across the Service.
Main Activities
Central Services Functions focussed on continuing to improve the delivery and quality of support to our frontline services through a range of initiatives. These included:
Implement the Recommendations of the Network Infrastructure Review The geographic spread and location of many of our stations provides challenges in terms of being able to deliver information across our network to staff in a consistent way at an acceptable level of performance. In 2008/09 ICT carried out a review of our ICT infrastructure. The review highlighted that the highest priority was to improve the network speed on stations. During 2009/10 ICT have implemented a number of measures and technologies to deliver increased speeds across the network.
Implement ICT Disaster Recovery Plans Following participation in the Service Continuity Exercise, ICT increased the resilience of our network by implementing further improvements to our communications network to ensure that the Service is able to continue to communicate from a variety of locations in the event of a major loss of building or service. This gives our staff the ability to relocate to other locations within the Service and maintain communications.
Increasing Efficiency through the use of Technology ICT started a number of pilot projects across the Service using Microsoft Sharepoint as a mechanism to drive the benefits from the use of technology and avoid duplication of effort across the Service. The initial pilots have proved successful and have been welcomed by colleagues across the Service. The use of Sharepoint will now form an important part of our ICT strategy.
Central Services 45 Identify and Promote a consistent approach to the management and monitoring of Initiatives across the Service During the year, Service Planning extended the quarterly reporting of progress against initiatives to both our Functional Managers and Station Managers increasing awareness of progress at different management levels within the Service. Use of the system has also been extended to include Retained station managers allowing them to capture initiatives within their local communities.
Improve the quality of service provided by Finance to customers, both internal and external, through the use of customer surveys As part of the Best Value Review carried out by Finance during 2009/10 a number of customer surveys were carried out. The survey results gave very positive feedback on the services delivered along with some useful ideas for improvement. These areas for improvement have been included within the recommendations of the Best Value Review and will be implemented during 2009/10.
Identify Potential Efficiency Savings Finance staff have worked with Managers across the Service to help identify possible efficiency savings to meet reductions in public expenditure. This work has been supplemented by increased financial training and reporting as the Service prepares for the financial challenges ahead.
Review, Consolidate and Update all the material we produce for external use and ensure it meets clarity, legibility, equality and generic branding principles Corporate Communications have carried out ongoing work to improve the quality of our external materials incorporating improvements in our responses to Freedom of Information requests. Additionally, during the year Corporate Communications staff have produced a number of publications to improve community safety including ‘Are you a safe driver?’ booklet and a bonfire safety booklet.
Improvements to Staff Communications A new social intranet site was launched for staff during 2009. The site provides a dedicated area for staff to share information on sporting activities, charity events and social events. The site has proved very popular and is a useful way for staff in different locations to communicate.
Balmoral Bar Incident The tragic incident at the Balmoral Bar, which resulted in the death of Firefighter Ewan Williamson, had a significant impact upon the workloads across the Service including Corporate Communications. The staff in Corporate Communications have responded to the huge press and media interest during the year and supported colleagues, friends and family of Ewan Williamson in their fundraising efforts and commemoration events.
46 Central Services Information and Communication Technologies (ICT)
The ICT team has focussed on reviewing the strategic plans for the ICT Function with specific focus on network communications infrastructure. This will modernise the technical infrastructure in order to deliver robust and efficient systems across the Service.
The network infrastructure review identified that network speed at stations was the highest priority issue. This has been addressed by increased use of Citrix, piloting thin client terminals, restricting profile size and the piloting and introduction of WAN optimisation technology. This has led to improved response times on stations and increased availability of information.
We have been able to reduce the number of servers, increase resilience and reduce the carbon footprint of the Service through the introduction of Server virtualisation technology. This has the benefit of reducing costs through lower electricity costs and capital costs.
The ICT Function are leading a pilot project on the use of Sharepoint to automate and increase the efficiency of business processes.
The implementation of the Operational Support Centre Management Information System has successfully completed its project phase.
Project management was provided to support the completion of the Human Resource Management Information system.
The ICT Function have implemented and worked with the Firelink team on the network adjustments required for the Firelink system. ICT have also been involved with the implementation of the IMASS software providing incident related information for operational staff.
Saturday 1
Friday 398
Thursday 486
Wednesday 507
Tuesday 638
Monday 575
Sunday 2 Figure 1: Helpdesk calls per day of the week: 01- Percentage 0% 10% 20% 30% Apr-2009 to 31-Mar-2010
Central Services 47 Call Type Sub Type Total Percentage Server Software Email Filter 713 27.35% Account Admin Passwords 423 16.23% Operating Software Windows Desktop 199 7.63% Desktop Software MS Outlook 185 7.10% Desktop Software Internet Explorer 122 4.68% Account Admin File/Folder Security Changes 101 3.87% Desktop Software MS Office 90 3.45% Hardware Printer 80 3.07% Figure 2: Top 10 call types: 01- Hardware PC 69 2.65% Apr-2009 to 31-Mar-2010 Account Admin User Account Changes 58 2.22%
Finance
The changes in public spending mean that the service must fully understand where any flexibility exists within its budget in order to be able to respond to reductions in funding whilst at the same time protecting our ability to deliver our service.
Finance has worked to develop a priority based approach to our budgeting process.
This new process will give all our managers the ability to quickly distinguish between costs needed to perform our statutory duties ,costs essential to the delivery of our core service and other categories of costs.
The new budget process will continue to evolve and adapt to the changing and challenging circumstances facing all public sector organisations over the coming years.
Finance has worked to improve financial awareness across the Service through the delivery of training on financial systems and increased financial monitoring and reporting, including regular monitoring reports.
Additional work has been carried out throughout the year with colleagues across the Service to identify possible efficiency savings as part of the Service’s overall drive to minimise expenditure and increase value for money.
Finance carried out a Best Value Review of its Function during 2009/10 and the recommendations of this review will be implemented during 2010/11. As part of this process a number of ‘customer’ surveys were carried out and improvements arising from these surveys have been included in the recommendations to be implemented.
48 Central Services Corporate Communications
The death of Firefighter Ewan Williamson whilst fighting a fire on Dalry Road, Edinburgh in July 2009 was a tragic event for the Service, and one which would have a significant impact on the work of the Corporate Communications Function for the year following his death.
The Service was immediately under the spotlight with considerable demand from LBFRS staff and external stakeholders, including the national media, to be kept informed of how the Service was dealing with the death of an operational firefighter and the ramifications of such a devastating occurrence.
The Function took the lead in all external and internal communications, including supporting the Chief Fire Officer to conduct a significant number of media interviews in the aftermath of Ewan’s death, and advising the family on dealing with the media.
The website home pages were changed to give details of what had happened and an online Book of Condolence was set up. We received hundreds of messages from across the UK many of whom commented that they had read the details on our website.
The Function was also heavily involved in the organisation and management of the funeral which was a public event attended by media organisations from across the UK, UK Fire and Rescue Service personnel, and the public.
A special edition of the Message was also produced to record the events that followed Ewan’s death.
Undoubtedly this incident has led to increased scrutiny of LBFRS and the role and safety of firefighters in general. We have received numerous media enquiries about incidents that we are involved in, Freedom of Information (FoI) requests for statistics on firefighter safety, and higher profile coverage of other incidents particularly those where firefighters may have been injured.
As well as responding to the increased interest in issues surrounding Ewan’s death we have continued to support the core business of the Service. Promotion of the Home Safety Visit programme continues with a number of diverse positive media articles about this initiative over the year.
The autumn months also saw a significant level of public interest in the impact of H1N1 or swine ‘flu. A considerable amount of work was carried out by the department to support public health messages and ensure our staff had accurate information about health concerns and how to prevent the spread of the virus. During this time we worked very closely with NHS Lothian who kept us informed of all the latest developments.
In a further drive to improve internal communications we worked closely with the Information and Communication Technologies (ICT) Function to create a facility for carrying out surveys to help Functions measure their performance and quality of service. Again this has been well received.
We secured good coverage in local media for our various initiatives this year including the work we do around key events such as bonfire night and specific safety campaigns including deaf awareness week, chip pan safety and student fire safety. We also secured coverage in the Evening News and on STV on the issue of inconsiderate parkers after Sighthill personnel spoke to us about problems they were having getting access for their appliances.
Central Services 49 In a bid to increase our audience reach with our fire safety messages, the Service has started using the micro-blogging tool, Twitter. We are the first Fire and Rescue Service in Scotland to have a presence on the social media site. In a short space of time we have attracted hundreds of followers and have received very positive messages of support for the work the Service is doing. Twitter allows individuals to communicate directly with the Service and a number of local residents have booked Home Safety Visits through Twitter; they have also publicly commended the service they have subsequently received from LBFRS firefighters. This has resulted in further requests from others for a visit.
We have also supported more traditional events including a special ceremony for FS2 graduates, a joint initiative with Lothian and Borders Police and West Lothian Council to cut anti-social behaviour, the launch of a multi-agency Safer Edinburgh website and the production of a road safety document with City of Edinburgh Council and other partners.
Severe weather at the end of 2009 led to us creating specific flood/winter weather pages for the internet. We received a lot of positive media coverage for the rescues we carried out during this period of adverse weather.
We continue to focus on supporting the communications aims of all LBFRS departments whilst keeping the public and our stakeholders informed of our service to the people of Lothian and Borders.
Service Planning
The Initiative System (TIS) The Initiative system is embedded as one of the planning tools for the Service. This ensures that all our activities are aligned towards our vision, values, purpose and organisational aims.
Reporting on progress is carried out quarterly and now extends to our Functional Managers and Station Management Group.
The quality of our initiatives was our focus for 2009/10 and will continue through the planning year 2011/12 ensuring that we capture quality work across all our activities which are measured and aligned accordingly.
The system continues to be improved to ensure alignment with the Service Functional areas and management terminology. Recent improvements include the addition of ‘Performance Indicators’ which now links the system directly to our Performance Management System. Upgrading work to our ‘updates’ section has also been completed which allows users more flexibility in creating their updates on progress made.
A series of workshop sessions was carried out throughout 2009/10 to ensure Users were aware of changes and trained in the system to ensure effectiveness in planning terms.
We have now fully trained all our retained station managers on the system with full use being made to capture initiatives within their local communities.
50 Central Services Activity remains constant in relation to previous planning years with initiatives becoming smarter and aligned to performance and strategic local authority outcome agreements.
Public Service Improvement Framework (PSIF) Since applying the PSIF model in 2008 we have worked to achieve continuous improvement across all of our Directorates. Functional Initiatives for 2009/10 have been drawn from those areas identified by the original process. Work to complete the areas for improvement will continue throughout the planning year.
Our Initiative System now tags those initiatives as originating from the PSIF process and aligns them to our vision, values, purpose and organisational aims.
Phase 2 of our PSIF implementation has begun. Training will be carried out during the planning year 2010/11 to prepare our new audit team in readiness for our Functional audits commencing next year.
It is proposed that a small cross-Functional PSIF team be created to ensure that improvement areas are managed into the service planning process and progressed to closure during the specific planning year of audit.
The Performance System (TPS) The introduction of the new Government Incident Recording System (IRS) has created challenges for our developing Performance System. During 2009/10 we completed the necessary integration of the new IRS system successfully and met the many challenges that this posed.
During 2010/11 we will fully launch the system to our managers and determine our performance targets for specific performance indicators. We will continue to develop the system and support managers in effective use of the systems.
TPS will take data from a number of sources within the Service and provide a platform to translate that data into useful and up-to-date information. The system is intended to identify deviations from expected performance and inform actions to correct or address these. Where appropriate, these actions will be captured and tagged within the initiative system.
Service Planning Timetable During 2009/10 we re-aligned our Service Delivery Managers workshop to ensure full consultation with this management group. This workshop is now held between Corporate and Management group Winter and Summer workshops.
Service Planning will continue to monitor the effectiveness of the timetable and make recommendations for improvements to our Corporate Group during 2010/11.
This change is reflected in our Service Planning Timetable shown at Appendix Two of the document.
Central Services 51 COLLABORATIVE WORKING
Central Services continues to collaborate with its partner organisations when opportunities arise which are mutually beneficial to both organisations involved and when there are benefits in the services delivered to our communities.
We are working closely with SOPRA to develop The Performance System which will support our Service Planning and work in harmony with the firmly established Initiative System.
We maintain our relationship with the Improvement Service in relation to the development and implementation of the Public Service Improvement Framework, whilst exploring other opportunities for partnership working and development facilitated through the Improvement Service.
We continue to administer a ‘salary sacrifice’ scheme for the provision of childcare to our own employees, those of Central Scotland Fire and Rescue Service and the City of Edinburgh Council employees.
Financial INFORMATION 2009/10
Budget £ Actual £ % Population Cost per head £ 2,367,223 2,706,902 114.4 930,250 2.91
* Population figure 2008 mid-year estimate (General Register office for Scotland).
52 Central Services Objectives 2011/12
PSIF- To develop an audit support team to ensure delivery of quality service
Service Planning Theme Internal processes Service Planning Goal Achieve best value in service provision Service Plan Initiative Achieve best value in service provision Desired Outcome/ Business Benefits To ensure efficient audit management and to create and develop an experience audit team Environmental Impact Consideration None Risk Assessment Score 6 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To fully engage station management teams in the service planning process
Service Planning Theme People Issues Service Planning Goal To develop a forward looking, cost effective organisations driven by a highly motivated, empowered workforce Service Plan Initiative To develop a forward looking, cost effective organisations driven by a highly motivated, empowered workforce Desired Outcome/ Business Benefits A fully inclusive and engaged workforce who will fully contribute to continuous improvement across all service areas. Environmental Impact Consideration None Risk Assessment Score 6 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
Central Services 53 To produce a Communication Plan for change management process for staff and external stakeholders
Service Planning Theme People Issues Service Planning Goal To develop a forward looking, cost effective organisation driven by a highly motivated, empowered workforce Service Plan Initiative To develop a forward looking, cost effective organisation driven by a highly motivated, empowered workforce Desired Outcome/ Business Benefits Establish mechanism to ensure all stakeholders are informed of the implications of the change management process Environmental Impact Consideration None Risk Assessment Score 6 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To review software applications to ensure best fit and value
Service Planning Theme Internal Processes Service Planning Goal Achieve Best Value in service Provision Service Plan Initiative Achieve Best Value in service Provision Desired Outcome/ Business Benefits Ensure appropriate and effective software for users Environmental Impact Consideration None Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To ensure Service compliance with Government ICT Strategy
Service Planning Theme Internal Processes Service Planning Goal Achieve Best Value in service Provision Service Plan Initiative Achieve Best Value in service Provision Desired Outcome/ Business Benefits Provide a smarter, cheaper and greener ICT structure where appropriate. Environmental Impact Consideration None Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
54 Central Services To introduce Priority Based Budgeting across the organisation for 2011/2012 and integrate the budget process with strategic change
Service Planning Theme Internal Processes Service Planning Goal Achieve Best Value in service Provision Service Plan Initiative Achieve Best Value in service Provision Desired Outcome/ Business Benefits To ensure that all budgets are aligned to activities which support the priorities set by the Executive of the Service. Environmental Impact Consideration None Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To increase support to management, by producing detailed analysis and reports timeously allowing identification of financial change management
Service Planning Theme Internal Processes Service Planning Goal Achieve Best Value in service Provision Service Plan Initiative Achieve Best Value in service Provision Desired Outcome/ Business Benefits Management action is based on sound financial advice Environmental Impact Consideration None Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
Central Services 55 56 Central Services Personnel
Introduction
The Personnel Function provides a comprehensive HR service to the Lothian and Borders Fire and Rescue Board. The Board carries a broad range of responsibilities arising from its employment relationship with more than 1,250 staff. These responsibilities are discharged through the activities of the four Functional areas within Personnel, ie:
• Staff Management; • Health and Safety; • Equalities; • Personnel Management.
Much of our work is focussed on the development and implementation of collective agreements, policies, practice statements and workplace procedures, which we back up with a professional HR advisory and support service.
The past year has seen significant developments in the service that we provide, along with welcome acknowledgements of our successes, particularly through the work of our health and safety, occupational health, and fitness teams. We have consolidated our new HR management information system which, as well as providing a comprehensive employee record database, also allows greatly increased devolvement of staff management activities to our stations and other workgroups.
The temporary increase in our Equalities team, with two new members of staff who are dedicated to outreach work aimed at improving the diversity profile of our workforce, and the introduction of
Personnel 57 outreach support volunteers, has had the desired effect in attracting people from under-represented groups to put themselves forward for selection to join the Service. This success has not yet resulted in a marked increase in the number of successful applicants from these groups but work is ongoing in order to achieve success in this area.
Following on the success from last year in relation to our achievement of the Healthy Working Lives Gold Award, and Mental Health and Well Being Commendation, I am pleased to report that we have maintained both of these awards during the year 2009/10. The scheme was launched to encourage employers to promote a healthier workforce and covers a wide range of topics including health promotion, occupational health and safety, employability, mental health and well-being, community involvement, and health and the environment.
This report looks in detail at performance outcomes from 2009/10, including key indicators of the impact we are having in meeting the Fire and Rescue Board’s obligations to its employees. Additionally, we specify those management initiatives for the year ahead that we believe will be critical to our ongoing success.
Outcome Measurements – Key Performance Data
Sickness Levels
Audit Scotland gathers and publishes data on sickness levels in the Scottish Fire and Rescue Services (SFRS). The most up-to-date national figures cover the financial year 2008/09. Figure 1 depicts the total number of days lost per year through sickness absence and light duties for fire officers in the Scottish Fire and Rescue Services.
Lothian and Borders 6,636 Central Scotland 1,118 Dumfries & Galloway 626 Fife 2,319 Grampian 2,584 Figure 1 Highland & Islands 522 Strathclyde 19,367 Fire officer days lost through sickness and light duties Tayside 2,165 2008/09 Scotland 35,337
58 Personnel Figure 2 looks at the comparison between Lothian and Borders and the other seven FRSs in relation to the total number of days lost per year through sickness absence and light duties for fire officers/per fire officer. We are concerned to report we have the equal highest rate of 10.7 days lost per fire officer. We have also noted that we are above the Scottish FRS average of 8.4 days lost.
However it is recognised that supporting employees in their return to work after illness, or of avoiding absence altogether through temporarily providing light duties away from the ‘front line’, reflects good practice in the area of absence management. It is also recognised that full use of light duty opportunities contributes to the negative indicator in Figure 1.
Lothian and Borders continues to put great effort into this area of HR management and it is anticipated that a revitalisation of our absence management policy will promote more favourable results in future years.
12
10
8
6
4
2 Figure 2 0 Central Dumfries & Fife Grampian Highlands & Lothian & Strathclyde Tayside Scotland Days lost per fire officer Scotland Galloway Islands Borders through absence or light duties 2008/09
The second aspect of sickness records reported on by Audit Scotland relates to the total number of days lost per year through sickness absence for all other staff directly employed by the Board (Figure 3). The table also depicts the total number of days lost per year for the other seven SFRSs, and the Scottish total.
Personnel 59 Lothian and Borders 2,260 Central Scotland 947 Dumfries & Galloway 774 Fife 377 Grampian 1,611 Figure 3 Highland & Islands 858 Strathclyde 11,224 Number of days lost per year through sickness absence - all Tayside 1.036 other staff 2008/09 Scotland 19,087
Figure 4 looks at the comparison between Lothian and Borders and the other seven Scottish FRSs in relation to the total number of days lost per year through sickness absence for all other staff directly employed by the Board/days lost per all other staff. It is more encouraging to note that between a range of 3 and 8.8 we are in the upper range with 6.5 days lost per employee, and below the Scottish FRS average of 7.1.
12
10
8
6
4
2
Figure 4 0 Central Dumfries & Fife Grampian Highlands & Lothian & Strathclyde Tayside Scotland Days lost to sickness absence Scotland Galloway Islands Borders per employee all other staff Scotland 2008/09
To close this section on sickness levels, Figure 5 illustrates the percentage of available working days lost through sickness absence within our five main staff groupings over three years, from 2006/07 to 2008/09.
60 Personnel 9 2008/09
8 2007/08
7 2006/07 6 5 4 3
% Available Days Lost Days % Available 2 1 0 Figure 5: Flexible Duty Day-related Control Staff Wholetime Staff Support Staff Staff Uniformed Staff Sickness Absence rates by Staff Group 2006/07 - 2008/09
Although Figure 5 reveals a mixed picture, it is pleasing to note that absence rates within the wholetime operational staff group, which is the employee group with the most employees, has decreased by 1% when compared to the previous year. It is recognised that further efforts are required to maintain this downward trend.
Diversity in the Workforce Like all UK Fire and Rescue Services, Lothian and Borders continues to work hard to achieve a more representative gender and ethnic mix amongst its uniformed workforce. (The same barriers in this respect do not feature in terms of our Service Support Staff.) Figure 6 looks at the gender profile of all uniformed staff (Wholetime, Retained and Control) at 31 March 2010.
Female 92 Male
Figure 6: 958 Uniformed Staff by Gender at 31 March 2010
Personnel 61 Figure 7 illustrates where in the Service, women Firefighters and Firefighter (control) staff are working. It can be seen that the majority of uniformed women employees work in operational firefighting roles, either as wholetime or retained Firefighters.
Figure 7:
Uniformed Women Employed by Work Area at Wholetime 46 31 March 2010 Retained 15 Control 31
Despite the challenges in terms of gender diversity in our uniformed workforce, we have been making good progress over recent years. Taken as a percentage of our Operational establishment, the proportion of women firefighters and officers in Lothian and Borders continues to be higher than most of the other Fire and Rescue Services in Scotland.
Like all UK Fire and Rescue Services, Lothian and Borders has been putting great effort into increasing awareness amongst minority ethnic groups of the career opportunities in the Fire and Rescue Service. However, in contrast to the progress being made in terms of recruiting more women, our success with minority groups remains limited. Figure 8 provides the detail.
Figure 8: 5 Minority Ethnic Employees at 31st March 2010 4
3
2
1
0 % Minority % Minority Ethnic Ethnic Population in Lothian Employees and Borders
62 Personnel This figure has dropped slightly from the last reporting year due to retirements and resignations underpinned by limited recruitment. However, the equality outreach team has developed a pool of potential employees from minority groups which provides an opportunity for the Service to recruit from under-represented minority groups.
Article 5 of the Race Relations Act 1976 (Statutory Duties) (Scotland) Order 2000, places upon the Lothian and Borders Fire and Rescue Board a specific duty to undertake ethnic monitoring in employment. The ways in which we will discharge this duty are set out in our Single Equality Scheme, approved by the Board in November 2009. Ethnic monitoring in employment data is reported quarterly to the Service’s Corporate Management Group and periodically to the Scrutiny Committee of the Fire and Rescue Board.
Health and Safety
Lothian and Borders remains committed to valuing the health, safety and wellbeing of all our employees and those who are affected by the service that we provide and, as such, active and reactive monitoring of health and safety statistical information is collated, assessed and analysed. Accident statistical data is reported quarterly to the Service’s Corporate Management Group and annually to the Scrutiny Committee of the Fire and Rescue Board.
Figure 9 provides detail on the rolling 3-yearly trend analysis for accident/injury events, reported injury rates, RIDDOR (Reporting of Injuries, Disease and Dangerous Occurrences Regulations) rates, and Reported Near Miss Events rates.
Figure 9:
Rolling 3-Year Accident/ 5 Near miss Trend Analysis Injury Events (/10) 4 Reported Injury Rate
3 /100,000 Employees (/1000) 2 RIDDOR / 100,000 Employees (/1000) 1
Reported Near Misses 0 /100,000 Employees 1st Qtr 07 2nd Qtr 07 3rd Qtr 07 4th Qtr 07 1st Qtr 08 2nd Qtr 08 3rd Qtr 08 4th Qtr 08 1st Qtr 09 2nd Qtr 09 3rd Qtr 09 4th Qtr 09
Linear (injury Events (/10)
Personnel 63 Figure 9 also depicts that RIDDOR and Near Miss events remain relatively static with an average of 2.5 and 7 respectively per quarter. It is of some concern that the injury event rate, whilst prone to fluctuation, remains steady at around 28 events per quarter. The Health and Safety Function are currently embarking upon a ‘Safety Tour’ initiative to drive down both the frequency and severity of accident events.
Local Performance Indicators
The Chief Fire Officers’ Association Scotland (CFOAS) has agreed a suite of local performance indicators for the purposes of benchmarking across a range of FRS activities. Data is being collated on a quarterly basis by LBFRS and will be reported through the CFOAS network. Given the relevance of these indicators to Functional audit, LBFRS personnel data is reproduced below for information and to allow for period by period analysis. (It should be noted that some of the data covers matters already reviewed in a different context within this report.)
Indicator 8: Wholetime employees deemed operationally unfit expressed as a percentage of all wholetime employees
Definition: ‘Wholetime employees deemed operationally unfit’ in this context means that a medical determination has been made that a wholetime employee is operationally unfit and likely to remain so until normal retirement age. Employees who are temporarily operationally unfit should not be included. Use wholetime employee establishment figure for calculation. Note: this indicator is intended to provide an insight into the impact of the removal of the firefighter exemption from the requirements of the DDA. As such, it is likely to have a limited life.’
Q1 09/10 Q2 09/10 Q3 09/10 Q4 09/10 Figure 10: LPI 8 0.4% 0.4% 0.4% 0.27%
Indicator 9: Minority ethnic employees as a percentage of total employees (benchmarked against the minority ethnic population in each FRS area)
Definition: Count number of employees (not Full Time Equivalent) as per SFRAU guidance for statistical return HR 2. Use figure for employees across all categories for calculation (wholetime, retained, auxiliary & volunteer, fire control and support). ‘Minority ethnic employees’ in this context are employees in all categories other than ‘White (British, Irish and Other White)’. In order to contextualise the data, the collated reporting matrix will also show the percentage of minority ethnic people in each FRS area (sourced from the 2001 census data)
Q1 09/10 Q2 09/10 Q3 09/10 Q4 09/10 Figure 11: LPI 9 2.59% 1.6% 1.76% 1.61% Percentage minority ethnic population in Lothian and Borders: 4.12%
64 Personnel Indicator 10: Female employees as a percentage of total employees
Definition: Count number of employees (not Full Time Equivalent) as per SFRAU guidance for statistical return HR 2. Only use uniformed employees in this calculation.
Q1 09/10 Q2 09/10 Q3 09/10 Q4 09/10
Figure 12: LPI 10 5.78% 6.04% 5.72% 6%
Indicator 11: Female employees promoted as a percentage of all employees promoted
Definition: Count substantive promotions only. Only use uniformed employees in this calculation. This indicator relates to promotions occurring within each reporting period.
Q1 09/10 Q2 09/10 Q3 09/10 Q4 09/10 Figure 13: LPI 11 0% 0% 0% 0%
Indicator 13: Total reported injury rate per 100,000 employees
Definition: Calculate the number of employees as per the guidance for SFRAU statistical return HR 8.5. Then calculate the injury rate using the formula: number of injuries reported / number of employees x 100,000
Q1 09/10 Q2 09/10 Q3 09/10 Q4 09/10 Figure 14: LPI 13 2172 2713 2749 2318
Indicator 14: RIDDOR injury rate per 100,000 employees
Definition: Calculate the number of employees as per the guidance for SFRAU statistical return HR 8.5. Then calculate the RIDDOR injury rate using the formula: number of RIDDOR injuries reported / number of employees x 100,000
Q1 09/10 Q2 09/10 Q3 09/10 Q4 09/10 Figure 15: LPI 14 0 232 236 319
Personnel 65 Indicator 15: Reported ‘near misses’ per 100,000 employees
Definition: Calculate the number of employees as per the guidance for SFRAU statistical return HR 8.5. Then calculate the near miss rate using the formula: number of near miss reports / number of employees x 100,000
Q1 09/10 Q2 09/10 Q3 09/10 Q4 09/10 930 620 628 319 Figure 16: LPI 15
Indicator 17: The percentage of - (a) rider shifts lost due to sickness and light duties; (b) working time lost to sickness for all other staff
Definition: This is the data supplied as a statutory performance indicator. Use the current definitions and guidance provided by Audit Scotland in the Statutory Performance Indicators Guide 2006/07 - FS 3 a) and b).
17(a) Q1 09/10 Q2 09/10 Q3 09/10 Q4 09/10 6.0% 7.7% 7.6% 7.3%
17(b) Q1 09/10 Q2 09/10 Q3 09/10 Q4 09/10
Figure 17: LPI 17 2.7% 3.4% 3.5 % 4.5%
Outcome Measurements: Other HR Monitoring Data
This section provides an overview of miscellaneous HR monitoring data for the full financial year 2009/2010. In each case, corresponding figures are provided for 2008/09 and the variance is given as a percentage increase or decrease across the two years.
Family Care Leave (Days) 2008/09 2009/10 +/- Maternity Leave 116 211 +81% Maternity Support 1 1 0% Paternity Leave 88 136 +54% Bereavement Leave 132 153 +16% Illness of Dependent Leave 178 213 +20% Ante-Natal Care Leave 48 44 -8% Child Health Care Leave 16 3 -81% Figure 18: Family Care Leave (Days) Total 579 761 +31%
66 Personnel Retirements and Resignations 2008/09 2009/10 +/- Wholetime Due to age 45 29 -35% Due to ill health 1 0 -100% Resignations 4 3 -25% Transfer to Other Brigade 4 4 0% Total 54 37 -31% Retained Due to age 5 0 -100% Due to ill health 0 0 0% Resignations 14 32 +128% Transfer to Other Brigade 0 0 0% Total 19 32 +68% Control Due to age 0 0 0% Due to ill health 1 0 -100% Resignations 1 0 -100% Transfer to Other Brigade 1 0 -100% Total 3 0 -100% Support Staff Due to age 0 1 +100% Due to ill health 0 0 0% Figure 19: Retirements Resignations 16 12 -25% and Resignations Total 16 13 -19%
Number of Reported Injuries 2008/09 2009/10 +/- Control 9 3 200% Manual Workers 10 10 0% Other 5 2 +100% Retained 18 25 +28% Wholetime 103 84 -22% Other 5 3 -66%
Figure 20: Number of RIDDOR: ‘over 3-day’ injuries 10 10* 0% Reported Injuries RIDDOR: ‘major’ injuries 0** 0** 0% * Includes one firefighter fatality ** Included in preceding figures
Personnel 67 Restricted Duty (days) 2008/2009 2009/2010 +/- Due to on-duty accident 0 154 0% Figure 21: Restricted Not due to on-duty accident 778 1594 +104% Duty (Days) Total 778 1748 +124%
FINANCIAL INFORMATION 2009/10
Budget £ Actual £ % Population Cost per Head £ 1,258,742 1,252,917 99.54 930,250 1.35
* Population figure 2008 mid-year estimate (General Register office for Scotland).
ObjectiveS 2011/12
To complete a best value review of Staff Management
Service Planning Theme Internal processes Service Planning Goal Achieve best value in service provision Service Plan Initiative Achieve best value in service provision Desired Outcome/ Business Benefits Efficient use of our resources Environmental Impact Consideration Considered during process Risk Assessment Score 6 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To monitor and respond to outcomes related to the efficiency savings implemented through the Functional reviews
Service Planning Theme People Issues Service Planning Goal Ensure the Health & Safety of all our personnel and those who are affected by the service we provide Service Plan Initiative Ensure the Health & Safety of all our personnel and those who are affected by the service we provide Desired Outcome/ Business Benefits Ensure that organisational efficiency savings do not expose operational personnel to increased risk Environmental Impact Consideration Considered during process Risk Assessment Score 6 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
68 Personnel To carry out a best value review of personnel management
Service Planning Theme People Issues Service Planning Goal Develop a forward looking, professional, cost effective organisation driven by a highly motivated, empowered workforce Service Plan Initiative Develop a forward looking, professional, cost effective organisation driven by a highly motivated, empowered workforce Desired Outcome/ Business Benefits To assist and implement the requirements of the HR strategy proposed by the Director of Personnel & Training Environmental Impact Consideration Considered during process Risk Assessment Score 6 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To monitor and audit the equality impact assessments and their organisational / community impact from the Functional reviews
Service Planning Theme People Issues Service Planning Goal Maintain a Policy of Equal Opportunity Service Plan Initiative Maintain a Policy of Equal Opportunity Desired Outcome/ Business Benefits To further enhance the Equality and Diversity aspects of our workforce Environmental Impact Consideration Considered during process Risk Assessment Score 6 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
Personnel 69 70 Personnel Strategic Planning
STRATEGIC PLANNING
The Strategic Planning function combines two core areas of service business, the production of an Integrated Risk Management Plan and the management of the services engagement with the Community Planning process.
IRMP
In line with the legislative requirements of the Fire Scotland Act 2005 Lothian and Borders Fire and Rescue Board has embarked on a programme of change, designed to make the best use of resources and to change service emphasis towards prevention work. The foundation of this change is the Integrated Risk Management Planning process.
Lothian and Borders Fire and Rescue Board employs the Integrated Risk Management Planning process to identify the optimum level of response and resources to meet the risk to our communities through an evidence-based approach. Following robust data analysis an IRMP shall be proposed for Corporate Group and Fire Board approval.
Community Planning
The Local Government in Scotland Act 2003 places a statutory duty upon the Fire and Rescue Authorities to participate in the Community Planning process.
Strategic Planning 71 There are two key elements to this process: Community Engagement – making sure that communities are engaged in the decisions made on public services that affect them and Joint Working - local communities, public sector organisations, the business and voluntary sectors working together to provide better public services and to identify and solve local problems
The development and implementation of an IRMP has clear links to Community Planning, in particular in relation to the key elements outlined above of the engagement of communities and joint working
Service Audit Process
In addition to these core areas the Strategic Planning function will also implement and manage the service audit process.
Project Management
The agreed IRMP shall include an integrated collection of a number of large scale projects designed to help make our communities safer.
This function will manage the considerable amount of cross-Functional and multiagency activity required to progress and implement these projects. In order to deliver these individual projects and therefore the overarching IRMP the function employs Prince 2 project planning methodologies.
The SIP team delivered a number of Service Improvement Plan projects in 2009-2010:
• The creation of a design team to manage the build of a new Fire Station within East Lothian;
• Managing the design and submission of a Planning Application for the services New Training Centre;
• Relocation of the Services Fire Investigation Unit and Detection, Identification and Monitoring vehicle to Livingston Fire Station.
This work is continuing in 2010-2011 including the following projects:
• To complete the planning process for the build of a new Fire Station within East Lothian and begin the build process
• Begin the build of the services New Training Centre
• Implement the service wide audit process
72 Strategic Planning The Strategic Planning function has been developed to formalise various project teams and long term temporary positions within the service for a number of years. As outlined inaddition to managing the service audit process, project management and Community Planning the primary focus will remain to continue in identifying and achieving the efficient and effective level and distribution of resources within LBFRS.
The main elements of work to implement the Service Improvement Plan will continue in 2011/12 and are contained as functional objectives below:
OBJECTIVES 2011/12
Integrated Risk Management Plan – To initiate Full Assessment of the FRS Risk Profile
Service Planning Theme Service Delivery Service Planning Goal To excel at providing a high quality service that contributes to a safer community Service Plan Initiative To excel at providing a high quality service that contributes to a safer community Desired Outcome/ Business Benefits Through determining and implementing the efficient and effective level and distribution of resources within LBFRS improving the safety of our communities Environmental Impact Consideration This will be considered as part of the process Risk Assessment Score 8 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
Strategic Planning 73 To make progress in the construction of a new fire station in East Lothian, consistent with the project plan
Service Planning Theme Service Delivery Service Planning Goal The provision of an efficient and effective response to fires and other emergencies Service Plan Initiative The provision of an efficient and effective response to fires and other emergencies Desired Outcome/ Business Benefits To make progress consistent with the project plan to ensure the most effective distribution of resources to provide the optimum response to risk to the communities in Lothian and Borders service area. Environmental Impact Consideration Environmental impact will be a consideration throughout all stages of this project Risk Assessment Score 6 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To make progress in the construction of a new training centre consistent with the project plan
Service Planning Theme Service Delivery Service Planning Goal To excel at providing a high quality service that contributes to a safer community Service Plan Initiative To excel at providing a high quality service that contributes to a safer community Desired Outcome/ Business Benefits To provide a New Training Centre for Lothian and Borders Fire and Rescue Service that will make a significant contribution to the continued improvement in the service provided to the communities living within our boundaries Environmental Impact Consideration Environmental impact will be a consideration throughout all stages of this project Risk Assessment Score 8 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
74 Strategic Planning Technical Services
INTRODUCTION
The Function manages capital and revenue activities supporting the Service in the following areas:
• Operational Support Centre (OSC) - incorporating facilities for the fleet, property and telecommunications workshops, purchasing staff and the Service’s stores; • Fleet - management and maintenance of vehicles and associated equipment; • Procurement - purchasing of goods and services and stores management; • Property - managing projects, maintenance of premises and catering and cleaning services; • Telecommunications – managing support services for radio, telephony, data infrastructure and command and control systems.
The purpose of the Technical Services Function is to provide these technical support requirements for the Service in an efficient and effective manner.
The group is structured to support this purpose as a single, managed unit with most of its staff located at the Operational Support Centre at Newbridge on the western outskirts of Edinburgh.
The facility is shared with other associated Functions within the Service, notably Equipment Repair and Breathing Apparatus workshops and Driver Training, and with staff of Lothian and Borders Police in a shared services venture providing mutual value and efficiency. The Fire Investigation Team were based at the OSC in 2009/10 but relocated to Livingston fire station in April 2010.
Technical Services 75 Fleet
The fleet replacement programme for 2009/10 was completed to time and budget including procurement of two new pumping appliances. A continuing review of the condition of vans, scheduled for replacement on age criteria, resulted in 13 of the replacements being rescheduled for later years allowing approximately £45,000 to be reallocated to other capital projects from the vehicle replacement budget.
Scottish Resilience supplied one DIM (Detection, Identification & Monitoring) vehicle to LBFRS, as well as one each to Grampian, Tayside and Strathclyde FRSs. The DIM vehicle was placed on the run towards the end of March 2010.
The Service continues to monitor fuel consumption and hence CO2 emissions for LBFRS vehicles. Annually, the fleet emits around 860 tonnes of CO2, split approximately 80% for appliances and 20% for ancillary vehicles as shown in Figure 1. The total quantity, the split and the seasonal variations have remained fairly constant since 2004 when analysis first began.
Appliances 19% Ancillary
81%
Figure 1: CO2 Emissions Vehicle Fleet 2008
Of the total fleet, there are 15 cars with an average CO2 emission of 127gm/km. CO2 emissions are continually monitored, and replacement vehicles are selected on their fitness for purpose and low CO2 emissions.
Vehicle accident trends are monitored over a rolling 3-year period. In the current 3-year reference period, reported vehicle accidents continue to show an overall downward trend for all categories as shown in Figure 2. Greater attention has been focussed for some time on reported accidents with investigations including driver interviews being held after incidents. This positive action is considered to be the main reason for the decreasing trend.
76 Technical Services Figure 2: LBFRS Vehicle Incidents 35 Total LSFM* Main Causes (* LFSM = Low- 30 Reversing Speed Forward Manoeuvre) 25 20
15
10
5
0 Q1 06/07 Q2 06/07 Q3 06/07 Q4 06/07 Q1 07/08 Q2 07/08 Q3 07/08 Q4 07/08 Q1 08/09 Q2 08/09 Q3 08/09 Q4 08/09
Performance of the Fleet and Vehicle Workshop operations is monitored. Results from the Management Information System (Miquest) for 2009/10 are shown in Figure 3.
Performance Indicator 2009 Appliance Downtime – due to Engineering 0.39% Average Annual Cost of Maintenance: Life to Date: Pumping appliances £4,675 Life to Date: Height appliances £10,083 Life to Date: Specials £5,007 Workshop Staff Utilisation 94.8% Figure 3: Target Time Achievement - Priority 1 defects (4 hrs) 98.0% Performance Indicators Target Time Achievement Priority 2 defects (24 hrs) 98.0%
The average maintenance costs for pumping appliances include the costs for maintaining equipment and ladders associated with those vehicles. As asset marking is developed for all equipment and associated costs captured separately in Miquest for those specific assets, the maintenance costs shown for appliances will reduce.
Technical Services 77 Operational Support Centre (OSC)
The 2007/08 Best Value review of the OSC approved 22 recommendations for implementation in succeeding years. Of those, 17 have been implemented and the remaining five will follow this year on conclusion of the Single Status review and the definition of service levels between Operations and Technical Services for the Equipment Repair Workshop.
The OSC successfully completed its contribution to the Firelink project in respect of vehicle radio installations and the complex vehicle movements associated with them.
In January 2009, an arrangement was established with Lothian and Borders Police (F Division, West Lothian), to provide a workshop area within the OSC for their staff to service and maintain the 67 or so Police vehicles based in West Lothian. This has now run for 15 months and has worked extremely well with both sets of workshop staff co-operating effectively to mutual benefit and effectiveness. The arrangement will continue in 2010/11.
Procurement
The Procurement Function was heavily involved in the preparation of a Scottish Procurement Centre of Expertise (CoE) as approved by the Scrutiny Committee on 12 May 2010. This follows from the proposals of the McClelland Report of 2006, the subsequent Public Procurement Reform Programme (PPRP) and endorsement by the Scottish Government at the Scottish Fire Conference in February 2009.
The Service has contributed substantially to proposals for the governance and functioning of the CoE. In January 2010 the prospective Governance Board of the CoE provisionally approved an operational model subject to internal approval by each Scottish FRS. LBFRS Corporate Group has recommended establishing the shared service for an initial 3-year period, with annual review of the benefits and savings.
The proposed body will link to Procurement Scotland through the CFOAS Procurement Business Stream. LBFRS will take responsibility for marketing and communications strategy and policy. The Service is also participating in a number of national category forums on behalf of CFOAS to develop strategies and contracts, and will coordinate a User Intelligence Group for general fire-fighting equipment for Scottish FRS.
In pursuit of better value through shared procurement, the Service has further developed its involvement in collaborative contracts either as the lead body or as a user. Collaborative arrangements are in place with OGC Buying Solutions, Procurement Scotland, LBFRS constituent Councils, and with other Scottish FRS, and have yielded substantial cost savings.
At a national level (the so-called Category A contracts), LBFRS is party to contracts for computer and office consumables, paper, ICT hardware and licences and is involved in the development of the next cycle of contracts for telecommunications, temporary staff, utilities and ICT hardware.
Sectoral contracts (Category B), have been established with other Scottish FRS for fire-related items including portable pumps, foam makers, thermal imaging cameras, fire boots and gloves and station workwear.
78 Technical Services LBFRS continues to manage the contract for structural fire-fighting uniform on behalf of most the Scottish FRS, and has completed a contract and price review with the suppliers to provide greater security in the supply chain. Notable tenders in prospect for 2010 are the upgrade of Fillyside carbonaceous burning unit, replacement BA compressors, BA cylinder testing and the supply of smoke detectors.
As part of the Scottish Government initiatives on procurement reform, all Scottish FRS conducted a ‘Procurement Capacity Review’ to assess their status and identify areas for development. LBFRS’ score over a wide range of factors is within the group of other FRS scores. It shows compliance in the areas of practices, processes, information systems, reporting, KPIs, corporate and social responsibility, collaboration and governance. Further development is needed in the areas of benchmarking and supplier strategy and policy.
Property
The planned 2009/10 capital projects were completed broadly to time and budget as agreed within the Capital Review Group, with a wide range of modernisations and upgrades being undertaken based on routine fabric surveys, legislation changes and emerging requirements.
Projects implemented included:
• The modernisation and upgrading of station, central office and training centre facilities; replacement of life-expired equipment and the upgrade of buildings fabric. Notable amongst these were the continuation of a programme of modifications at a number of stations to provide improved facilities for female staff in respect of decency and dignity. The programme will continue into 2010/11. Similar requirements for Musselburgh and Marionville are under review in the light of the limited life of those premises and changes to the Service Improvement Plan;
• Re-roofing work at Livingston Fire Station, deferred in 2008/09, was completed in mid-2009;
• Work progressed in support of the proposed new Fire Training Centre with the appointment of a design team early in 2009/10. The briefing process extended throughout much of the year with detailed proposals being finalised for sign-off early in 2010/11. The proposals now incorporate extended use of the existing OSC building, minimising the need for the construction of ancillary accommodation within the training site.
Taking account of the above proposals, the Property and Training Functions carried out successive refinements of options for the refurbishment of Fillyside ‘real fire’ training facility. The optimum requirements were identified and, following Corporate Group approval, the project will now proceed to the tendering stage for implementation in 2010/11.
Work continued in support of the Service Improvement Plan on site acquisitions, new-build projects and property alterations and extensions. The former Melrose station remains on the market but is unlikely to realise a suitable offer in the current economic climate. Options for alternative use in the short- to
Technical Services 79 medium-term are being considered. A successful top-slice bid was made for funding for a new station at Wallyford in East Lothian and a design team has been appointed. Discussions are in progress with possible partners for a joint ‘blue-light’ site.
A trial of simpler and more economical arrangements for external catering were developed and implemented in 2009/10. Initial indications are promising and, if confirmed, the arrangement will proceed to a full tendering exercise later in 2010/11.
A scheduled Best Value Review of the LBFRS Property Function was completed and agreed by the Fire Board with implementation of recommendations thereafter in 2010/11 and beyond.
Preparation has started for the programmed capital projects for financial year 2010/11 including general upgrading and modernisation and further improvements to female facilities in stations.
Telecommunications
The project work of the Function in recent years has largely focused on the national Firelink project. This long and complex project finally concluded and went live with full functionality on 29th March 2010.
Contractual and delivery issues, between the supplier (Airwave) and the Scottish Government as client, created delays of more than 12 months to the original schedule. As a consequence, Scottish FRS faced increasing risks of failure of legacy equipment and additional pressure on staff. LBFRS put in place contingency arrangements to address those risks at its own cost in the first instance to ensure operational continuity was maintained. Those issues and costs have been brought to the attention of the Scottish Government. Since going live, the contingency arrangements and associated costs are being phased out by terminating, amongst others, the formal agreement for support with Lothian and Borders Police and the leases on hilltop radio sites used for the legacy equipment.
A major part of the Firelink upgrade entailed replacement of fire station mobilising equipment to allow use of the new Airwave radio bearer. That work began in mid-November 2009 but was suspended in mid-December after issues were experienced with system resilience. There then commenced a period of investigation, modification and intensive testing until a satisfactory solution was reached. Installations recommenced in February 2010 with satisfactory completion of the last fire station on 26th March. The system now allows mobilising messages to be sent to fire stations and receipt confirmed at the Control Room within two seconds.
The vehicle installation phase of the Firelink project began in November 2009. One hundred and forty seven appliances, vans, cars and officers’ cars had Firelink radios installed at the OSC workshop facilities by March 2010. This work was carried out initially by Airwave’s sub-contractor, Telent, and, latterly, by the Telecommunications department staff who are fully capable of such work.
All Control, Operational and Telecommunications staff were trained (and refreshed where appropriate) in preparation for the ‘go-live’ on 29th March 2010. The Service now has a fully resilient radio system with additional benefits such as the sending of mobilising messages direct to appliance mobile data terminals
80 Technical Services (MDT), the ability to communicate by voice with other FRS for mutual aid and with other blue-light services for interoperability when required.
As all front-line appliances will have an MDT fitted under the national Firelink provision, the Service is introducing an ‘IMASS’ vehicle-mounted data system onto these vehicles. Work is progressing with the ICT Function on an integration package that will allow the Firelink software on the MDT to interface with the chosen IMASS system and provide additional safety and vehicle location information to crews at incidents.
The introduction of Firelink has implications for the Telecommunications Function through the change in workload from supporting a totally-owned radio system to working with a nationally-managed system and its associated processes and procedures for first-line maintenance. Discussions internally and with the Firelink team of the Scottish Government Resilience Department, CFOA(S) and Airwave are in progress to define the way forward for this important in-life requirement of the project.
The department continues to represent the Service on the Lothian and Borders Resilient Telecommunications sub-group which is part of the Strategic Coordinating Group dealing with resilient communications and interoperability between Category 1 and 2 responders in the Lothian and Borders area. The aim of the Group is to produce a strategy for resilience that will assure continued telecommunications during a time of crisis.
Throughout the project phase of Firelink, and now also in its in-life phase, the Telecommunications department at the OSC provided, and continues to provide, its normal services of installation, support, maintenance and advice on all Service- related telecoms and Control Room equipment. This includes Control Room ICCS and mobilising systems; fire ground UHF radios; retained duty systems; telephone systems; PA systems; data networks and PC hardware. The installation of Firelink radio and MDT equipment into Service vehicles will be part of this future workload.
Financial INFORMATION 2009/10
Budget £ Actual £ % Population Cost per head £ 3,362,654 3,193,786 94.98 930,250 3.43
* Population figure 2008 mid-year estimate (General Register office for Scotland).
COLLABORATIVE WORKING
Technical Services engages in a variety of collaborative project work, and this is summarised below:
Fleet
• Use of our OSC Workshops by Lothian and Borders Police Force for their vehicle maintenance;
• Collaboration with all Scottish FRSs on appliance and body specifications and framework;
• Collaboration with other Scottish FRSs on shared technical training courses and use of premises.
Technical Services 81 Procurement
Our Procurement section is engaged in many joint projects ranging from the purchase of smoke detectors to protective clothing contracts.
Listed below are some of the larger projects that we are involved in:
Contract Type Providers Type of Involvement Smoke Detectors Firebuy User Gas Contract Procurement Scotland User Electricity Contract Procurement Scotland User Station Wear Uniform Strathclyde FRS User Helmets and Torches LBFRS Lead Structural Fire Kit LBFRS Lead Non Structural Kit Central FRS User Boot and Gloves Central FRS User Tyres OGC Buying Solutions User
Objectives 2011/12
To evaluate options for greater utilisation of OSC premises including links to the Newbridge Fire Training centre
Service Planning Theme Internal Processes Service Planning Goal Achieve best value in service provision Service Plan Initiative Achieve best value in service provision Desired Outcome/ Business Benefits The identification and provision of options relating to the most efficient utilisation of OSC premises. Environmental Impact Consideration Considered during project scope Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
82 Technical Services To evaluate options for an effective but more economical vehicle fleet including alternative vehicles and fuels, outsourcing, joint working and leasing
Service Planning Theme Internal Processes Service Planning Goal Achieve best value in service provision Service Plan Initiative Achieve best value in service provision Desired Outcome/ Business Benefits Provide conclusions to the delivery of an effective and economical vehicle fleet Environmental Impact Consideration Considered during project scope Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To evaluate supply chain end-to-end value influences and options to reduce costs within the anticipated ‘shared’ procurement environment
Service Planning Theme Internal processes Service Planning Goal Achieve best value in service provision Service Plan Initiative Achieve best value in service provision Desired Outcome/ Business Benefits Identify more cost effective procurement Environmental Impact Consideration Considered during project scope Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To evaluate e-procurement processes and options
Service Planning Theme Internal processes Service Planning Goal Achieve best value in service provision Service Plan Initiative Achieve best value in service provision Desired Outcome/ Business Benefits Identify suitability of e-procurement to the organisation Environmental Impact Consideration Considered during project scope Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
Technical Services 83 To evaluate options to implement ‘end point’ delivery goods
Service Planning Theme Internal Processes Service Planning Goal Achieve best value in service provision Service Plan Initiative Achieve best value in service provision Desired Outcome/ Business Benefits Identify more efficient procurement systems Environmental Impact Consideration Considered during project scope Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To implement/adapt the property BVR recommendations to the shared services landscape in the public sector in 2011/12
Service Planning Theme Internal Processes Service Planning Goal Achieve best value in service provision Service Plan Initiative Achieve best value in service provision Desired Outcome/ Business Benefits To improve overall functional efficiency Environmental Impact Consideration None Risk Assessment Score 6 Planned Start: 01/04/2011 Planned Finish: 31/03/2012
To progress environmental improvement measures and develop options for alternative energy sources
Service Planning Theme Internal Processes Service Planning Goal Achieve best value in service provision Service Plan Initiative Achieve best value in service provision Desired Outcome/ Business Benefits To lessen the organisations impact on the environment Environmental Impact Consideration Considered during project scope Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
84 Technical Services To review and adapt the Telecoms Function to fit the shared services landscape in the public sector in 2011/12
Service Planning Theme Internal Processes Service Planning Goal Achieve best value in service provision Service Plan Initiative Achieve best value in service provision Desired Outcome/ Business Benefits To improve shared services Environmental Impact Consideration None Risk Assessment Score 4 Planned Start: 01/04/2011 Planned Finish: 31/03/2012 Objectives 2011/12 Objectives
Technical Services 85 86 Technical Services Training & Development
Introduction
This report covers the training year 1 April 2009 to 31 March 2010. The report focuses on strategic issues, main activities and planned work for the training year 2010/11.
The three Functional areas reported are:
• Training Delivery; • Assessment and Development Centres; • Training Development.
The following overview provides a highlight report of key work outcome areas over the previous year and a look ahead to the coming year, followed by reports on key outcome achievements for the Training & Development Function.
Overview
During the reporting period, there have been a series of managerial changes and a continued focus on training and development in support of frontline staff in operational roles.
In November 2009 a new Head of the Training & Development Function was appointed. Following a review of resources across both Operations and the Training & Development Functions, a Service Delivery
Training & Development 87 Manager post was reallocated from the Operations Function to Training & Development to consolidate and further develop the operational exercise and preparedness programme.
During 2009/10 a best value review of the Training & Development Function was completed. This was carried out as part of the Service’s ongoing programme of continuous improvement. The review identified 10 recommendations that will be developed and progressed during 2010-2012.
Building upon the outcomes of the Service Improvement Plan, work continued throughout 2009/10 to develop the plans for the new training centre that will reach full implementation during 2012. Plans for the training centre were submitted for approval in March 2010 with building works on the training centre scheduled to commence in April 2011. This will require a full review of how training and development is planned, designed and delivered within the Service to maximise the potential of the resources and opportunities to improve.
October 2009 marked the first full year of implementation of development portfolios for uniformed managers in development. This process continues to be a significant success for the Service with 49 managers currently in development (as of April 2010). Completed development portfolios are sent for external quality assurance to the Chartered Management Institute (CMI). To date, two external quality assurance reports have been received which provide valued feedback on our processes and application of the process, and contribute towards our drive for continuous improvement.
The start of 2010 saw the completion of the 3-year strategy to complete Urban Search and Rescue (USAR) training at Newcraighall fire station, and train USAR trainers. The next steps are to maintain and continue to develop the USAR capability and increase the number of trained USAR staff by providing USAR training to staff at Dalkeith fire station. This will build our resilience and capability to respond locally, regionally or nationally to an emergency incident.
During 2009/10 the Service continued to develop its water rescue and flood response capabilities. Water rescue training has seen personnel from Galashiels, Bathgate and Marionville fire stations continuing to develop and maintain their skills in this specialist area. The three stations have water rescue instructors on watches who develop, design and deliver the necessary training in this specialist area. During the year, LBFRS water rescue instructors delivered water rescue training to colleagues from Fife FRS to enable them to work towards implementing a water rescue capability within their Service area. Work will continue into 2010/11 to strengthen our water rescue capabilities and introduce a new level of training for staff in responding to flooding incidents. This will widen the number of staff specifically trained to use new equipment when responding to flooding.
Rope rescue capabilities are well established within the Service. However, during 2009/10 three in-house rope rescue instructors were seconded into the Training & Development Function for six months to review the existing training materials for this discipline and deliver training to ensure that our capability was at optimum strength. Additionally, they prepared a 3-year training plan for rope rescue annual validation programmes and accreditation. This was both cost effective and efficient use of skills and time. The system of short secondments will continue in coming years.
We continued to develop our partnership working and collaboration with the British Airports Authority (BAA) Fire Service at Edinburgh Airport. We continued to provide training with our demountable
88 Training & Development breathing apparatus training unit, and the training centre hosted the BAA recruitment practical assessments over two days in March 2010 seeing 80 potential BAA candidates pass through the training centre at McDonald Road.
2009 saw the relocation of our mass decontamination (MD) resources from Newcraighall fire station to Crewe toll fire station. This provides a more even and strategically based spread of specialist resources to enhance our resilience to respond to emergency events. During this period LBFRS took part in a national level mass decontamination live play exercise within the Service area (exercise Greengate) involving all Scottish Fire and Rescue Services and other blue light services. This enabled a full scale exercise of the MD resources to be achieved.
Command training remained a key focus area throughout 2009/10 and will continue and increase in the coming years. Detailed later in this report, command training has been taking place at bronze (supervisory manager level), silver (middle manager level) and gold command level (strategic manager). The appointment of a new manager to the Training & Development Function will provide the appropriate level of managerial responsibility to coordinate and continue to develop this programme. Whilst training will continue at all levels of command, in the coming year emphasis will be placed on the bronze level command training which encompasses the largest section of our on station incident commanders.
A revised firefighter development process was introduced in January 2010 that consists of a structured firefighter handbook with a refocus on development with assessment of competence at key stages throughout the duration of the development period.
The above highlights provide a brief overview of key work and outcomes. The following sections report in more detail the specific outcomes for the Training & Development Function.
Training Delivery Function
Between 1st April 2009 and 31st March 2010, the Fire Training Centre delivered the following:
Commercial Courses Figure 1: commercial courses involve training provided to third parties for which a fee is received. Figure 2: reports the commercial income generated through this activity during the reporting period.
Commercial Course No: Courses No: Students Instructor x Day Allocated MNTB – Basic 4 26 41 MNTB – Advanced 1 2 6 Half-Day Fire Safety 23 92 21 Fire Marshall 23 143 20 Industrial Fire team training 10 105 79 On-Site Fire Safety 62 789 76 Figure 1 Commercial courses RBS Group 224 1831 212 delivered 2009/10 Totals 347 2988 455
Training & Development 89 The number of instructor days refers to the actual amount of time spent by Training & Development instructors directly delivering training to customers and staff. The figure is calculated on the number of instructors in involved in delivering each course times the number of days of the course. Often a course will involve 1 instructor providing a technical input for a half day for example followed by an afternoon or subsequent days of training involving additional instructors to deliver and provide safety support.
Although commercial income was less than was projected for the year, the market conditions were exceptionally competitive in the midst of the increased pressure on finance across both the private and public sectors with a reduction in the number of courses booked. The actual income of £202,325 in the current financial market place represents a satisfactory achievement against this background.
With a reduction in commercial activity, staff time was invested into increased operational training activity and reviewing course and training materials to ensure that they remain current.
Figure 2: Commercial Income Period Projected Income Actual Income Variance + / - 2009/10 2009/10 £232,000 £202,325 -£29,675
The Training Centre holds, and has maintained, its ISO registration during the year and has recently attained the ISO 9001:2008 standard for quality. This supports and aids our drive for continual improvement and quality in services delivered.
Operational Courses
Operational breathing apparatus refresher and training programmes at the training centre provides a safe and controlled environment for staff to demonstrate both the practical and technical aspects of breathing apparatus wearing.
Figure 3: Operational Operational Course No: Courses No: Students Instructor x Day Breathing Apparatus training Allocated 2009/10 Operational BA Refresher 93 864 536 Trainee Firefighter 13 80 197 * Use of Facilities 49 315 14 ** Other - Operational 24 111 91 Totals 179 1370 818
* The use of facilities includes hosting and delivering first aid courses, Incident command training, Marine Incident response training, assessor training, retained recruitment practical tests.
** Other operational activities included providing additional BA training in response to the Influenza A H1N1 threat and training in flame bending techniques for operational staff.
90 Training & Development The Training Centre has redesigned the model for wholetime stations attending for BA refresher training in 2010/11 with a view to increasing breathing apparatus instruction to personnel and operating more efficiently.
The Demountable Breathing Apparatus Unit (DBAU) training continued with the command and control theme. The DBAU was also utilised during the recent British Airports Authority Recruitment practical test hosted by the SIFTC (other activity).
DBAU Courses Stations/Visits No: Students Instructor x Day (courses) Allocated Retained Refresher 33 244 66 Other Station Visits 2 11 3 Other Activity 5 115 16 Figure 4: DBAU usage 2009/10 Totals 40 370 85
Figure 5 summarises the operational courses data for 2009/10.
Area No: Courses No: Students Instructor x Day Allocated Fire Training Centre 179 1370 818 DBAU Activity 40 370 85 Figure 5: Combined operational courses Totals 219 1740 903
Figure 6 summarises the Fire Training Centre data to the end of Year 2009/10.
Description Year 2009/10 Total Number of Courses Delivered 566 Total Number of Students 4728 *Total Instructor Days ( per each Instructor) 1358(150.8) Figure 6: Fire training centre summary of activity 2009/10 % of Instructor Time on delivery of courses 84.7%
*Based upon Instructors’ availability of 178 days per year. The remaining time is used on course review and development.
Training & Development 91 When our commercial customers receive training they are advised of our ongoing community safety and home safety visit (HSV) programme. Figure 7 reports the number of HSV referrals generated from customers receiving training.
Course Total Students No: Referrals % Uptake Fire Safety/Marshal 1024 83 8% RBS Group 1831 72 4% Figure 7: HSV Referrals from Commercial Training 2009/10 Totals 2855 155 6%
Notes to figure 7: RBS Group referrals not within our Service area are passed to other FRS. Since commencement of the HSV programme in October 2006, we have generated 935 Home Safety referrals.
Driver Training Centre
The driver training unit provides all the driver training requirements for the Service. During the reporting year 369 students received driver instruction, training and tests. Figure 8 reports the type of training and number of students during 2009/10.
During the year significant resource was used to provide training to staff for the introduction of a new type of appliance, and a second prime mover used in conjunction with the mass decontamination resources.
60
50
40
30
20
10
0 V R 4-day Car 2-day Car 1-day Car V R 4-days V 5-day LG EFAD 4-day EFAD Theory Test Theory EFAD Other EFAD CARP 2-day CARP 1-day TL D eh FAM 1-day eh FAM Moffett 8-day Moffett 1-day Moffett TL Cage 1-day TL Cage Hooklift 2-day HP D V Palfinger 2-day Palfinger
Figure 8: Driver training 2-days HP Cage EFAD RFR 2-day EFAD Response 3-day Response 1-day V Re-sit 2-day LG Re-Sit 4-day V Re-Sit LG 3-day V Re-Sit LG Banksman 1-day Height Refresher Height Trailer Trng 1-day Trng Trailer Accept 1/2 day V Accept LG results 2009/10 4-day Truck LiftC/B
92 Training & Development Casualty Management Courses
Casualty management courses have been coordinated and facilitated by Training & Development staff and have been delivered by the Scottish Ambulance Service (SAS) figure 9. This is carried out as part of an ongoing arrangement between LBFRS and the SAS in which access and facilities are provided at a number of LBFRS premises for SAS staff to stand by in return for the delivery of casualty management training for operational staff. Figure 9: Casualty management courses Casualty management courses No. of personnel trained No. of courses No. of days 2009/10 277 37 41
First Aid Refresher Courses
First aid Instructors from the Training & Development Function have supported our Occupational Health colleagues in maintaining the required number of staff qualified to provide first aid at work. Figure 10 reports the outcomes of the Training & Development staff activity.
Figure 10: Number of courses No. of days No. of students No. of Training Instructor days First aid training 2009/10 6 12 57 7
Defibrillators
Following the introduction of defibrillators in some workplaces and on a number of fire appliances during 2008, refresher training has been carried out during 2009. Additionally, a further defibrillator was located within the Headquarters building and staff trained in its use. The defibrillators have primarily been provided to support the health and wellbeing of LBFRS employees whilst at work.
Number of courses No. of days No. of students No. of Training Instructor days Figure 11: Defibrillator training 6 6 29 6
Training & Development 93 Training Officers’ Attendance at Retained Stations
Each training officer is responsible for supporting the planning and delivery of training at a number of Retained stations. Training is planned and delivered against the LBFRS 3-year training planning model. The Training Officer works closely with the local Watch Management teams to ensure quality and consistency is maintained and training needs met.
% 150
125
100
75
50
25
(100% = one attendance per 14 days) (100% = one attendance 0 Duns Kelso Selkirk Lauder Hawick Dunbar Peebles Tranent Penicuik edburgh Bathgate Broxburn Whitburn J Eyemouth Galashiels Livingston Linlithgow East Linton East
Figure 12: Attendance by Coldstream West Linton West West Calder West Haddington Innerleithen South Q’ferry Newcastleton North Berwick
Training Officers at Retained Service Average Stations 2009/10
The target attendance of Training Officers at retained stations is twice per month - representing 50% of available dates. Throughout the reporting year this was not achieved at 10 of the retained stations as highlighted in figure 12. The high level of other operational training carried out during the year has required Training Officers to prioritise their time to meet the increased demand for training.
During 2010/11 a review will be undertaken to consider the range of training options available to improve support for the staff working on the retained duty system. Emphasis will be on ensuring that support and resources are deployed where they are required based on an assessment of the needs as opposed to a blanket approach.
Urban Search and Rescue Training (USAR)
USAR training is now fully embedded within the organisation. The initial training of operators and technicians was completed and personnel are now maintaining their skills in accordance with the recently published practice statement for USAR training. We continue to maintain operator and technician numbers facilitating courses when required. In order for us to maintain the high standard it is essential that Instructors are identified and trained. We have secured places on the recent Scottish ‘Train the Trainer’ course held at Strathclyde FRS. Future courses are planned for 2010/11 and it is anticipated that LBFRS will be given the opportunity to increase our Instructor numbers.
94 Training & Development No. of Instructor courses 2009/10 Number Instructors 2009/10 Current Instructors within LBFRS Figure 13: USAR training outcomes 1 4 7
Firelink Project
Throughout 2009/10 a new radio system was introduced to LBFRS. This is part of a national strategy to standardise the radio systems in use across Fire and Rescue Services and other blue light agencies in the UK. In support of the Operations Function the phasing in of this important project saw training delivered to operational and support staff over an intensive 5-week period. Figure 14 highlights the outcomes of this activity from Training & Development staff. Figure 14: Firelink training Number trained No. of Trainers Delivery days No. of staff days delivered by Training & Development Staff Totals 843 10 36 72
Mass Decontamination Training (MD)
Due to the redeployment of the MD resource to Crewe Toll fire station from Newcraighall fire station, and the introduction of new equipment associated with this resource, training was delivered to operational staff at all levels of the Service to support the move. One of the main drivers for the moving of MD resources was to spread our technical skills resources more evenly across the Service to improve our resilience to respond to incidents that may require more than one of our technical resources at the same time. Previously, the staff at Newcraighall were directly supporting the rope rescue, USAR and MD capabilities. By moving the MD resources to another station that had no specific technical skills responsibility has improved our resilience.
During September 2009 a live play exercise, Exercise Greengate took place within the Lothian and Borders Fire and Rescue Service area and placed additional focus and emphasis on the requirement to maintain our operational response to deal with MD incidents. This national level exercise involving mass decontamination provided an ideal opportunity for exercising the newly trained staff in the use of MD resources and involved 43 members of LBFRS staff directly involved in the exercise over five hours. Figure 15 highlights the outcomes of the additional MD training.
Course No. of courses No. of No. of personnel Instructor days trained MD awareness 4 34 4 MD equipment 4 40 16 Powered Respirator Protective Suit 6 44 12 Totals 14 118 32
Training & Development 95 To support the MD training and ongoing maintenance of skills and knowledge five members of staff have been trained as mass decontamination instructors. This includes both on-station staff and Training and Development staff. By training instructors on station this enhances the level of skills and knowledge Figure 15: Mass available on a daily basis to support maintenance of skills on the watches. As with other technical rescue Decontamination training areas these on watch instructors may be called upon to assist with training of staff in other areas of the during 2009/10 Service if required.
Assessment & Development Centres (ADC)
During 2009/10 a total of 93 members of staff applied for access to an assessment and development centre as set out in figures 16, 17 and 18. Of those, 78 were shortlisted and entered the ADC process with 57 of those who gained access to the ADC process achieving a pass, which represents a pass rate of 61%.
A key purpose of ADCs is to identify staff with potential to advance to undertake duties and responsibilities at the next role and, in addition, identify any areas where further development may be required. Through this process, pools of staff are identified and development undertaken where required to prepare them for advancement to the next role at which point role specific interviews (RSI) are held to select staff to fill vacancies. Figure 19 sets out the outcomes of the RSI during 2009/10.
Supervisory Manager ADC
Roles Candidates Candidates Candidates who Vacancies Male Female applied shortlisted passed ADC candidates candidates Crew Manager 30 30 25 0 20 5 Figure 16: Supervisory Watch 29 26 17 0 17 0 Manager ADC 2009/10 Manager
Middle Manager ADC
Roles Candidates Candidates Candidates Vacancies Male Female applied shortlisted who passed candidates candidates ADC Figure 17: Middle Manager Group 25 13 9 0 9 0 ADC 2009/10 Manager A
Strategic Manager ADC
Roles Candidates Candidates Candidates Vacancies Male Female applied shortlisted who passed candidates candidates ADC Area 6 6 5 3 6 0 Manager B Figure 18: Strategic Manager Brigade 3 3 1 1 3 0 ADC 2009/10 Manager
96 Training & Development Figure 19 highlights that although a number of staff have been successful at an ADC there has not been a role specific interview to select staff for specific posts, for example, Crew Managers & Watch Manager ‘A’. However, when vacancies arise the staff in the ADC pool will be invited to a role specific interview.
In the case of the Area Manager and Brigade Manager posts, vacancies existed and these posts were filled immediately following the ADC process.
Role Specific Interviews
Interview for role of Number Number Number of Number of of internal of external vacancies vacant posts applicants applicants filled Crew Manager (CM) 0 0 0 0 Watch Manager ‘A’ (WMA) 0 0 0 0 Watch Manager ‘B’ (WMB) 29 0 8 8 Group Manager ‘A’ (GMA) 13 1 7 6 Group Manager ‘B’ (GMB) 12 0 5 5 Figure 19: Role Specific Area Manager ‘B’ (AMB) 0 0 0 0 Interviews 2009/10 Brigade Manager (BM) 0 0 0 0
Training & Development 97 Training and Development Function
The Training and Development Function provides training and support across a wide range of areas. Key work areas include: • The SVQ process for Firefighters in development; • Firefighter development process; • Development portfolios and process for uniformed managers in development; • Further and higher education scheme; • Assessor and internal verifier training and support; • Incident command and control training & support; • Management, maintenance and support for E-learning; • Career and Contribution Management; • Supervisory Management Programme.
SVQ - Emergency Fire Service: Operations in the Community
At the end of the reporting period (April 2010) there were 88 wholetime firefighters in development and working towards the award of SVQ- Emergency Fire Service: Operations in the Community.
The Chief Fire Officers Association Scotland (CFOAS) has agreed a suite of local performance indicators (LPI) for the purposes of benchmarking across all eight Scottish Fire and Rescue Services. The indicator LPI 12 relates to the percentage of wholetime firefighters who have achieved the SVQ - Emergency Fire Service: Operations in the Community award. In the reporting year 23 Firefighters completed their SVQ, bringing the total in LBFRS to 154. This represents 21% of the wholetime firefighters in LBFRS.
The SVQ process provides an assessment methodology for firefighters in development. To support firefighters in development a revised firefighter development programme was introduced in January 2010 that provides a structured programme of development that is used to ensure that all key development areas are undertaken and completed.
The previous five years have seen high turnover of staff due to retirement and a subsequent increase in the numbers of trainee firefighters joining the Service. This peak has now passed and the number of new trainee firefighters entering the Service is reducing and is set to continue at low levels for the foreseeable future.
Reintegration Figures
Following any prolonged absence from operational duties uniformed staff undergo a process of reintegration to the workplace to ensure that all safety critical training needs are identified and addressed prior to being committed to full operational status. This is managed and coordinated by the Training & Development Function. 25 members of staff have undergone a programme of reintegration following a prolonged absence.
98 Training & Development Further and Higher Education
During 2009/10 the further and higher education scheme (F&HE) continued to be well accessed by staff. A wide range of subject areas and qualification types were undertaken with qualification types highlighted in figure 20. All staff are eligible to apply for support from the F&HE scheme and it provides an opportunity to develop in a subject area that can be related to the workplace.
Figure 21 sets out the type of awards that staff studied during 2009/10 with figure 22 identifying the roles of the staff accessing the F&HE scheme.
16 14
12
10
8
6
4
Number of Applicants 2 Figure 20: 0 NVQ Degree Professional Awards Further & Higher Education Qualification Level Scheme for 2009 /10
25
20
15
10
5 Figure 21: Number of Applicants Type of awards studied during 0 Management Social Science Fire Science 2009/10 supported by the Subject Area F&HE Scheme
Training & Development 99 25
20
15
10
Number of Applicants 5
0 Figure 22: FF Supervisory Middle Corporate Roles /level of staff accessing Role the F&HE Scheme 2009/10
Development Portfolios For Uniformed Managers
Development Portfolios were introduced to Lothian and Borders in October 2008 as a means for Uniformed Managers to record development and demonstrate competence against the relevant National Occupational Standard for their Role. This process involves gathering appropriate evidence which is assessed and verified internally prior to external verification and Quality Assurance by the Chartered Management Institute in accordance with the NJC’s code of practice on workplace appraisal.
The figures below detail the uniformed substantive and temporary promotions that took place during the reporting period. Nine developing managers attained competent status during this reporting period. It is expected that Managers should notionally not exceed 18 months to attain competent status.
This process is fully integrated with the Service’s policy on Career and Contribution Management to ensure developing managers are fully supported during the development and assessment phase.
Development portfolios are issued to substantively and temporarily promoted managers (figure 23). When a temporary promotion ceases, the development portfolio is considered as not active and this is why there is a difference between issued and active development portfolios in figure 23.
100 Training & Development Substantive/Temporary Promoted Issued Currently Active
40
30
20
10 Figure 23: 0 Number of development portfolios and managers in Crew Watch Group Area development 2009/10
Incident Command & Control (ICCS) - One Day Supervisory Development Programme 2009/10
Figure 24 highlights the ICCS training delivered to station-based Supervisory Managers during 2009/10. This programme is based around a one-day event that incorporates a range of incident command development including tabletop exercises, computer (Vector) simulations and technical information updates. This bronze level training and development will be an area of focus during 2010/11 and all Supervisory Managers, whether on station or other workplace, will be scheduled to undertake incident command refresher training and exercise.
Managers Developed Operational Establishment Percentage Developed (Supervisory)
200
150
100
50
0 Figure 24: Supervisory Managers ICCS Wholetime Supervisory Managers RDS Supervisory Managers development days 2009/10
Training & Development 101 E-Learning
2009-10 has again shown an increased use of E-Learning as an alternative development and delivery method and tool for assessment. This number of staff and access to e-learning modules continues to see growth (figure 25). The Learning Content Management System (LCMS) is owned and administered by the Scottish Fire Services College, and LBFRS Training & Development Staff have had continued involvement with the development process and improvements to the e-learning packages hosted on the LCMS. The Service’s average pass mark was 88% across all assessments undertaken during 2009/10.
5000
4000
3000
2000
1000
0
Figure 25: E-learning 2007/08 2008/09 2009/10 undertaken by LBFRS staff 2007/08 - 2009/10
From the outcomes highlighted in figure 25 it can be concluded that e-learning is providing a valuable means of development for many of the LBFRS staff with significant increases year on year since 2007.
The introduction of the Training & Development, Training Micro Portal continues to provide a convenient and easily accessible link to most of the e-learning materials available to staff.
Look Forward
2009/10 was a very busy and challenging year for the Training & Development Function. A number of new work streams emerged and placed significant demands on staff time and availability. Work towards full implementation of the new training centre that is due to open in 2012 continues, and will require a review of all services and activities currently undertaken by the Function as a new delivery model is developed.
The best value review of the Training & Development Function was completed during 2009/10 as part of the Service review process and identified 10 recommendations that will be actioned during the coming year as part of the drive for continued improvement and improved efficiency.
102 Training & Development Financial Performance 2009/10
Budget £ Actual £ % Population Cost per head £ 1,929,265 1,943,704 100.75 930,250 2.09
* Population figure 2008 mid-year estimate (General Register office for Scotland).
TRAINING ObjectiveS 2011/12
To review the operating model and delivery strategy for Training & Development
Service Planning Theme Service Delivery Service Planning Goal The provision of an efficient, effective response to fires and other emergencies Service Plan Initiative The provision of an efficient, effective response to fires and other emergencies Desired Outcome /Business benefits To develop a modern duty system for staff. To identify and deliver effective training for RDS staff Environmental Impact Consideration None identified Risk Assessment Score 6 Planned start 01/04/2011 Planned finish 31/03/2012
To establish an operating model for the new Training Centre
Service Planning Theme Service Delivery Service Planning Goal The provision of an efficient, effective response to fires and other emergencies Service Plan Initiative The provision of an efficient, effective response to fires and other emergencies Desired Outcome /Business benefits Develop a delivery model that enables delivery of all that we are responsible for, Ensure that the model adopted is most effective and sustainable. Environmental Impact Consideration None identified Risk Assessment Score 6 Planned start 01/04/2011 Planned finish 31/03/2012 Objectives 2011/12 Objectives
Training & Development 103 104 Training & Development Appendix One Service Planning and Reporting Framework v elopment Personal Personal Review Personal Personal Development Plan P ersonal D e P lan Becomes Personal Personal Objectives Performance Performance Review Initiatives for for Initiatives Objectives Unit U nit P lan Informs P rocesses y v ice D eli er Performance Performance Review Unit Objectives Unit Initiatives for for Initiatives Service Delivery Objectives S er P lan Looking Forward Performance Performance Review Initiatives for for Initiatives Functional Objectives Service Delivery Objectives F unctional P lan Current Activity Performance Performance Review Strategic Priorities, and Corporate Functional Objectives for Initiatives Corporate Objectives PERFORMANCE P lan Looking Back of P lanning D ocumentation omponents C Strengths Weaknesses Opportunities Threats Y v ice P rofile S er KE y A ims es ALU Vision V P urpose K e Appendix One 105 106 Appendix Two Service Planning Timetable after next functional Mar workshop Mar iew outline V iew corporate and corporate Consider and Consider group meeting. meeting. group Service delivery from the winter the winter from Corporate group group Corporate objectives for year year for objectives strategic priorities, priorities, strategic service planning). service planning). develop proposals proposals develop (standing meeting, (standing meeting, Feb Feb Feb Feb intranet next year comment, comment, Initiatives Initiatives Following Following functional to supportto are now set now are presented in presented objectives for for objectives objectives as objectives and corporate and corporate plans for next plans for and corporate Prepare action Prepare service delivery, service delivery, comment on the comment year’s functional year’s Plans put out for put out for Plans Performance Plan. Performance an an report: Performance Third quarter Third next Dec j Dec j direction. priorities, (corporate and (corporate Review strategic strategic Review Winter workshop workshop Winter management groups). groups). management objectives for year after year for objectives corporate and functional corporate Propose outline strategic outline strategic Propose briefings Service planning Nov Nov Nov Nov next year presented to Fire Fire to presented Performance Plan Plan Performance and objectives for for and objectives and Rescue Board. and Rescue Board. Performance review review Performance of last year. Priorities Priorities of last year. Oct Oct the winter workshop the winter Meetings strategic direction, and direction, strategic to discuss and consider discuss and consider to develop outline functional develop objectives in preparation for for in preparation objectives Service Delivery Informal functionalInformal meetings Manager and Unit Managers’ Planners Planners Managers’ Sep Sep report: Performance Second quarterSecond Aug Aug Aug Aug report: groups). First quarter First Performance Agree draft Agree for next year. for management management (corporate and (corporate Performance Plan Performance Confirm objectives objectives Confirm Summer workshop May May j un j ul May May j un j ul next year plans for next year. for objectives for objectives corporate and corporate iew confirmed V iew Apr Apr report: Apr Apr Implement strategic priorities, strategic Summer workshop Set service delivery functional objectives functional and Performance Previous year Previous service delivery, corporate action corporate (service group). delivery P L A N N I N G R E P O R T I N G
Appendix Two 107 108 Appendix Three Glossary of Terms
A ADC Assessment and Development Centre
B BA Breathing Apparatus
BAA British Airports Authority
Best Value (BV) or Best Value Review (BVR) A review process that ensures quality and value-for-money in the public sector.
BTEC Business and Technology Education Council
C CFOA The Chief Fire Officers Association – the professional body of senior fire offices in the UK.
CMI Chartered Management Institute
CoE Centre of Expertise
CO2 Carbon Dioxide
Corporate Group Lothian and Borders Fire and Rescue Service’s policy forum.
CoSLA Convention of Scottish Local Authorities
CPP Community Planning Partnership
D DBAU Demountable Breathing Apparatus Unit
DIM Detection Identification and Monitoring
E Executive Officer Chief Fire Officer, Directors of Service Delivery, Human Resources and Corporate Services.
EPU Environmental Protection Unit
Appendix Three 109 E EFQM European Foundation for Quality Management
F FAD False Alarm Defective
FAGI False Alarm Good Intent
FAM False Alarm Malicious
FDR 1 Form for recording primary fires superseded by the Incident Recording System
F&HE Further and Higher Education
FIU Fire Investigation Unit
Fire Board/Fire and Rescue Board The Lothian and Borders Fire and Rescue Board: the Service’s governing body consisting of elected members of the five local authorities served by LBFRS. Together, the Board constitutes the Fire Authority for Lothian and Borders area.
FoI Freedom of Information
FOPs Framework Operational Procedures
FS2 Fire Skills For Success
FSA Fire (Scotland) Act 2005
H HMCG Her Majesty’s Coast Guard
HMFSI / HMI Her Majesty’s Inspector of Fire Services for Scotland, now superseded by SFRAU (Scottish Fire and Rescue Advisory Unit)
HMO House of Multiple Occupancy
110 Appendix Three H HR Human Resource
HSV Home Safety Visit
I ICCS Incident Command and Control System
ICT Information and Communication Technologies
IRS Incident Recording System
ISO9001/9002 Recognised quality standards.
IRM(P) Integrated Risk Management (Plan).
K Key Performance Indicators (KPIs) Used by Audit Scotland to measure the performance of Fire and Rescue Services.
L LBFRS Lothian and Borders Fire and Rescue Service.
LCMS Learning Content Management System
Lead Authority Partnership Scheme (LAPS) An arrangement whereby one fire authority takes a lead role in liaising with UK-wide businesses.
LPI Local Performance Indicators
M MD Mass Decontamination
MDTs Mobile Data Terminal
MoU Memorandum of Understanding
MIS Management Information systems
Appendix Three 111 M MIRG Marine Incident Response Group
MNTB Merchant Naval Training Board
MS Microsoft
N NHS National Health Service
NJC National Joint Council
O OSC Operational Support Centre.
ORM Operational Risk Management
O ORA(M) Operational Risk Assessment (Model).
P PA Public Address
PC Personal Computer
PPE Personal Protective Equipment
PRP Public Procurement Reform Programme
PSIF Public Service Improvement Framework
R RBS Royal Bank of Scotland
Retained Firefighters within smaller towns and villages who respond to the local fire station only when an emergency call is received.
RIDDOR Reporting of Injuries, Disease and Dangerous Occurrences Regulations
112 Appendix Three R Rider Shifts Wholetime Firefighters required to crew an appliance.
Risk Assessment Score A score used to identify our Corporate risk throughout our objectives. The score is based on a scale of 0-12, with 12 being the highest identified risk. The system adopts a balanced risk card management system.
Risk Category A classification of risk, from which the weight and speed of a Fire Service’s response was determined.
RSI Role Specific Interviews
RTC Road Traffic Collision.
S SAS Scottish Ambulance Services
Service Planning Our adopted management planning system throughout the year. A section of our Central Services function within the organisation.
SFRAU Scottish Fire and Rescue Advisory Unit formerly Her Majesty’s Inspector of Fire Services for Scotland
SFSC Scottish Fire Services College (Gullane, East Lothian)
SIFTC Scottish International Fire Training Centre (LBFRS’s training centre at McDonald Road, Edinburgh)
SOA Single Outcome Agreement
SS Special Service
SVQ Scottish Vocational Qualification.
T TIS The Initiative System
TIPs Tactical Information Plans
Appendix Three 113 U UHF Ultra-High Frequency (radio waves)
USAR Urban Search and Rescue
UK United Kingdom
v vFM Value For Money
vMDS Vehicle-Mounted Display System.
W WAN Wide Area Network
WT (Wholetime) Firefighters employed on a 42-hours-per-week duty system.
114 Appendix Three
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Lothian and Borders Fire and Rescue Service November 2010 www.lbfire.org.uk
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