CLEVELAND FIRE AUTHORITY EXTRAORDINARY MEETING
7 MARCH 2014 - 1.00PM
FIRE BRIGADE HEADQUARTERS, STOCKTON ROAD, HARTLEPOOL, TS25 5TB
MEMBERS OF CLEVELAND FIRE AUTHORITY -
HARTLEPOOL : Councillors - Akers-Belcher, Richardson, Payne, Wells MIDDLESBROUGH : Councillors - Biswas, Brunton, Clark, Hussain, Pearson, Sanderson REDCAR & CLEVELAND : Councillors - Briggs, Cooney, Dunning, Hannon, Jeffrey, Ovens STOCKTON ON TEES : Councillors - Corr, Cunningham, Gardener, O’Donnell, Stoker, Walmsley, Woodhead
A G E N D A
1. APOLOGIES FOR ABSENCE
2. DECLARATIONS OF MEMBERS INTEREST
3. TO RECEIVE THE REPORT OF THE CHIEF FIRE OFFICER 3.1 Draft Community Integrated Risk Management Plan Proposals 2014 -18
4. ANY OTHER BUSINESS WHICH, IN THE OPINION OF THE CHAIR, SHOULD BE CONSIDERED AS A MATTER OF URGENCY
AGENDA ITEM 3.1 CLEVELAND FIRE AUTHORITY 7 MARCH 2014
DRAFT COMMUNITY INTEGRATED RISK MANAGEMENT PLAN (CIRMP) PROPOSALS 2014 – 18
REPORT OF CHIEF FIRE OFFICER For Approval
1. PURPOSE OF REPORT
1.1 To inform Elected Members of the outcomes from the consultation exercise on the draft Community Integrated Risk Management Plan (CIRMP) 2014 -18.
1.2 To advise Elected Members of the Authority’s updated medium term financial position including use of reserves.
1.3 To approve the CIRMP proposals 2014-18 that reflect the Authority’s current risk assessment outcomes, the outcomes from the consultation exercise and the new medium term financial position.
2. RECOMMENDATIONS
2.1 Members are asked to:
• note the outcomes from the Authority’s integrated risk assessment process as detailed in Section 4.3 of this report and at Appendix 1
• note the outcomes from the consultation exercise on the draft CIRMP 2014-18 as detailed in Sections 8 and 9 of this report and at Appendices 4 and 5
• note the revised medium term financial position as detailed in Section 10 of this report which changes the budget shortfall over the four years to 2017/18 from £5.946m to £5.758m
• as a result of the above points, consider the proposed changes to the draft CIRMP Proposals 2014-18 as detailed in Section 11 of this report
• ratify the recommendation from the Executive Committee on 7th March to approve the revised CIRMP proposals 2014 -18 as detailed in Appendix 6 of this report (to be tabled) and that will be included within the Authority’s CIRMP 2014- 18 to be published in April 2014
• approve £176,000 from reserves to offset the budget shortfall for 2015/16, thereby assisting the Authority in managing the reduction of staff i.e. natural wastage
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• note the on-going review of the proposals to ensure they continue to meet the community risk and demand; the Authority’s strategic objectives; and the ever- present financial challenges
• note that a Workforce Transition Plan will be developed as per the principles outlined in Section 13 of this report and forwarded to the Fire Authority for approval in 2014/15
3. BACKGROUND
3.1 Cleveland Fire Authority has been using the process of integrated risk management planning for the last ten years and this has led to the current configuration of Cleveland Fire Brigade’s resources.
3.2 The requirement for an Integrated Risk Management Plan (IRMP) was introduced in 2003 and included in the Fire and Rescue Service National Framework, published by the Department for Communities and Local Government. This was given statutory effect by the Fire and Rescue Services Act 2004.
3.3 The Framework states that each Fire and Rescue Authority must produce an IRMP that:
‘identifies and assesses all foreseeable fire and rescue related risks that could affect its community, including those of a cross-border, multi-authority and/or national nature. The plan must have regard to the Community Risk Registers produced by Local Resilience Forums and any other local risk analyses as appropriate’
3.4 Integrated risk management planning is simply about using resources in the most effective way to save lives, improve public safety and reduce emergency incidents. It is an approach that:
• identifies who or what is most at risk of fire and other emergencies • determines where they are and how best to reach them • identifies the best way to reduce and manage the risk • ensures that resources are deployed in proportion to the size of the risk
3.5 Using the IRMP approach, the fire and rescue service has evolved from its historic roots in fire-fighting to become key to UK public safety through its roles in preventing accidents, protecting the public and responding to a range of emergencies.
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3.6 In December 2013 the Authority finalised its Community Integrated Risk Management Plan (CIRMP) 2014 -18; the Plan combines its previous Strategic and Integrated Risk Management Plans.
3.7 The CIRMP sets out the Authority’s:
• operating environment • vision, strategic goals, aims and associated outcomes; • medium term financial position • community risk assessment model • risk assessment outcomes; and • organisational, risk management, prevention, protection and emergency response proposals to 2018
3.8 At its meeting on 13th December 2013, the Authority approved the draft CIRMP 2014 -18 for consultation; a copy of which has been previously circulated to stakeholders and is available from the Authority’s website and Democratic Services Team. This consultation exercise is now complete.
3.9 At its meeting on 7th March the Executive Committee considered and recommended for approval to the Fire Authority on 7th March revised CIRMP proposals 2014 -18. These proposals will be tabled as Appendix 6 of this report and, if approved, will be included within the Authority’s CIRMP 2014-18 to be published in April 2014.
4. RISK ASSESSMENT
4.1 The Authority has a range of tools, systems, and processes that are used to assess, and understand the nature and scale of the risks faced by its communities; these are comprehensively detailed within the draft CIRMP.
4.2 The key factors considered in the risk assessments are: incident data; performance information; risk categorisations; local resilience community risk register and horizon scanning
4.3 The outcomes relating to the risk assessment of each of these key factors are detailed in Appendix 1. In summary these show:
• significant reductions in total incidents and mobilisations trends over the years
• majority of incidents are non-life threatening
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• majority of incidents occur between 16:00hrs and 21:59hrs
• the busiest fire appliance averages fewer than 4 mobilisations per day
• in 2012/13, an average of 1.34 appliances out of the Brigade’s 21 appliances were mobilised per day to emergency response incidents
• overall performance is GOOD
• performance in 2012/13 against all service delivery indicators is better than it was in the previous year; and the best that it has been for the last 10 Years
• the Authority meets all its emergency response standards
• prevention and protection risk assessment highlights that there are 14 high; 38 medium and 30 low risk wards
• emergency response risk assessment highlights that there are 2 high, 14 medium and 66 low risks
• predominantly high level of risks in relation to road traffic collisions
• 53 of the 14,000 inspected buildings are categorised as being very high or high risk
• 33 ‘top tier’ and 3 ‘lower tier’ COMAH sites are on Teesside representing 12% of National COMAH Sites
• all potential major emergencies risks are placed on Cleveland’s Community Risk Register and managed through the Local Resilience Forum; and the Brigade’s policies; systems and procedures
• all risks relating to the environmental scanning exercise are placed on the Authority’s Corporate Risk Register and managed through the Brigade’s policies and strategies
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5. MEDIUM TERM FINANCIAL POSITION AS AT DECEMBER 2013
5.1 The Authority’s medium term financial position in December 2013 was outlined within the draft CIRMP 2014 -18. It was based on the provisional local government finance settlement for 2014/15 and subject to the Authority approving a Council Tax increase of 1.9%.
5.2 The medium term financial position in December 2013 highlighted a budget shortfall over the four years to 2017/18 as being £5.946m with annual budget shortfalls over the four years being:
• 2014/15 - £1.965m • 2015/16 - £1.715m • 2016/17 - £1.167m • 2017/18 - £1.099m
6. DRAFT CIRMP PROPOSALS 2014 - 18
6.1 The integrated risk assessment informs the Authority considerations on how it will deliver its strategies and services in the future; and achieve the appropriate balance between what it knows about the risks and the needs of the communities across Teesside and its available resources.
6.2 The outcomes from the risk assessment process allowed the Authority to fully review the configuration and deployment of its resources across the whole of the organisation to ensure that it continues to:
• pursue its risk reduction strategies of prevention, protection and emergency response • deliver true value for money to the people of Teesside • ensure fire-fighter safety
6.3 Through this approach the Authority is following the fundamental principle of integrated risk management planning; ensuring that in future it has the right resources, in the right place, at the right time, doing the right things.
6.4 The Authority’s draft preferred proposals for re-organising and rebalancing its prevention, protection, emergency response and organisational development strategies against the diminishing resources available are set out in Appendix 2.
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6.5 As stated in the draft CIRMP, these proposals, particularly those in the later stages of the four-year Plan, will continue to be scrutinised through the annual risk assessment processes to ensure they continue to meet the community risk and demand; the strategic objectives; and the ever-present financial challenges.
6.6 The indicative timetable for the implementation of these draft proposals is set out at Appendix 3; the timetable aligned to the financial position reflecting the DCLG’s provisional settlement in December 2013.
7. CLEVELAND FIRE AUTHORITY’S CONSULTATION PROCESS
7.1 The Authority undertook a comprehensive consultation exercise from 6th Jan 2014 to 16th Feb 2014. Following representation from the Fire Brigades Union (FBU), the Chairman of the Authority agreed that the FBU submission could be submitted anytime up until 2nd March 2013.
7.2 The consultation followed the Government’s Principles of Consultation Guidance 2012, in that it aimed to be proportionate, targeted and placed emphasis on ensuring that consultees understood the effects of the proposals.
7.3 The purpose of the consultation was to:
• make stakeholders aware of the proposals set out in the draft CIRMP 2014-18 • seek views on the proposals set out within the CIRMP • seek alternative proposals that would achieve the same level of financial savings whilst mitigating risk to the public and staff
7.4 The objectives of the consultation were to:
• explain the Fire Authority’s risk assessment process • outline the outcomes of the Authority’s risk assessment process • provide details of the proposals set out in the draft CIRMP 2014-18 • state how the proposals are likely to impact on the provision of service in each area • state the anticipated timescales for decision/implementation • state how to contact the Brigade to voice opinion • state how the Brigade will respond to opinions received
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7.5 The stakeholders involved in the consultation programme included:
• Elected Members o Members of the Fire Authority o Members of Hartlepool, Middlesbrough, Redcar and Cleveland and Stockton Borough Councils
• Members of Parliament o Mr T Blenkinsop MP o Mr A Cunningham MP o Mr J Wharton MP o Mr Swales MP o Mr A MacDonald MP o Mr I Wright MP
• Constituent Authorities o Chief Executives and Leaders of Hartlepool, Middlesbrough, Redcar and Cleveland and Stockton on Tees o Community Safety Partnerships of each Authority
• Partners, industry and commerce o Police o Ambulance o Local Resilience Forum o Mutual Aid Group o SHE Managers o Teeswide Safeguarding Vulnerable Adults
• Members of the Public
• Staff
• Trade Unions o Fire Brigades Union o Unison
• Others Fire and Rescue Services
7.6 A wide variety of communication methods and tools were used to encourage staff, stakeholders and members of the public to engage in the consultation process. These included:
• development and agreement of the proposals through the Authority’s governance arrangements • early engagement with representative bodies prior to launch
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• a Media Launch and associated press release and media interviews to commence the official consultation period receiving 2,262 webpage views • copies of the draft plan were widely circulated to staff, Members, local MP’s and MEP’s stakeholders and local businesses, by way of hard copy and links to the Brigade’s website. Plans were placed in: o all Fire Brigade premises o Local Authority main Buildings o main libraries in each district
• fifteen articles in on-going coverage in the local press • seven live radio broadcasts incorporating MP’s, Chair of the Fire Authority, FBU and Brigade Managers with BBC Tees having a weekly reach of 100,000 local people • seven road shows for all staff to explain the proposed changes and reasoning behind them • individual presentations to each of the Authority’s constituent Local Authorities • presentation and question answer session with MP’s • social media messaging to encourage participation reaching on average 5,300 people per message • advertising in the three main newspapers Hartlepool Mail, Northern Echo and Evening Gazette covering an readership of 234,588 • leaflet drop (1,000 properties leafleted in Marine Station area alone) informing the community of public consultation and public meetings o Marine Fire Station o Yarm Fire Station o Thornaby Fire station o Stockton Fire Station • wide circulation of letters, leaflets and posters • 33 briefings and presentations to interested stakeholders, including o Local Resilience Forum o Mutual Aid Group o SHE Managers o Teeswide Safeguarding Vulnerable Adults Group o Tactical groups across the CFA’s area. • consultation materials published on the intranet and the external website, informing all stakeholders and communities of the methodology of feeding back to the Authority through the Communications and Engagement Team • public consultation events held in o Middleton Grange Shopping Centre, Hartlepool o Wellington Square Shopping Centre, Stockton-on-Tees o Regents Walk and Morrison’s Foyer, Redcar o Linthorpe and Corporation Road junction, Middlesbrough
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7.6 The variety of methods used for consultation are highlighted in the following diagram.
7.7 Full details of the Authority’s consultation process are detailed at Appendix 4
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8. RESULTS FROM THE AUTHORITY’S CONSULTATION EXERCISE
8.1 The online Questionnaire was accessed through the ‘Have Your Say’ page and there were 1,598 hits on that page. A total of 122 responses were received to the online questionnaire through Survey Monkey, the mechanism used for developing, delivery and collation of the questionnaire. However, of these 122 responses, 4 fully completed and 81 were incomplete returns.
8.2 Written submissions where received from Mr I Swales MP, Mr T. Blenkinsop MP, a Joint submission form Mr A Cunningham MP, Mr A McDonald MP and Mr I Wright MP.
8.3 A comprehensive submission was received from the Fire Brigades Union, who also undertook an online questionnaire receiving 650 responses and a petition receiving 7,300 responses in opposition to cuts in the service’s budget. A protest march was also undertaken attended by approximately 200 people.
8.4 A response was received from Unison setting out the views of their members.
8.5 Positive endorsements where given by Partners who received the presentations, specifically in relation to the reductions in emergency incidents that the Brigade attend.
8.6 Partners in Local Authorities receiving the presentation recognised the impact of austerity measures and considered this to be part of the wider reduction in local government.
8.7 The Hartlepool Mail conducted their own online survey asking “Will £6m of fire service cuts in Cleveland Adversely affect the service?” the response was: Yes 79% No 21 %
8.8 Three comments cards were returned from public consultation events where circa 200 comments cards were distributed.
8.9 Seven comments/questions were raised through the ‘Have Your Say’ site
8.10 A comprehensive submission was made by West Midlands Fire and Rescue Service that challenged some of the work, supported proposals and sought a closer working relationship to benefit from joint working.
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8.11 The Chief Emergency Planning Officer and LRF Manager sent a written request for clarification on the impact of the proposals on planning arrangements surrounding incidents on COMAH sites and high hazard industry. A response was made that satisfied concerns raised and written confirmation received to that end.
8.12 Staff raised more than 100 questions during the 7 staff road shows that were undertaken
8.13 Social media messages were sent and responses where received and spread to more than 47,700 people through retweets.
8.14 The CIRMP was discussed at each of 5 staff communications forums held during the consultation period with opportunity given to ask questions at each.
9. KEY FINDINGS FROM THE AUTHORITY’S CONSULTATION EXERCISE
9.1 The key findings from this consultation are taken from the various elements of feedback received from the stakeholders identified in Section 7. The key findings try to correlate similar comments from multiple stakeholders and single strong comments from individual stakeholders.
9.2 Adopting this approach will inform Members of the key issues that concern local communities surrounding the proposals set out in the Community Integrated Risk Management Plan 2014-18.
9.3 The key findings can be used to inform decision making on the finalised proposals.
9.4 Key Finding 1 – The number of questionnaires returned was disappointing considering the amount that were made available to staff, stakeholders and members of the public. The Brigade’s questionnaire was completed by only 122 people (some incomplete). Viewed in terms of a response rate, from the total households directly receiving information from the CFA and invited to comment through various other feedback streams in the consultation process, the percentage response rate is 0.22%. In conventional survey methodologies this level of response is not considered to be sufficiently representative to guide decision making.
The most critical comments have been made by the FBU and the Labour Members of Parliament who have raised concerns with regard to the majority of the Emergency Response proposals in the CIRMP 2014/18.
The FBU raised their own simplified questionnaire and only got 650 responses.
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The FBU also raised a simple petition to oppose the cuts and got 7,300 responses, which on the face of it is a large number but not in the context of 550,000+ resident population. By Comparison, Derbyshire FRS faced a similar position where 40,000 signatures where presented on opposition to cuts in service.
9.5 Key Finding 2 – generally people are opposed to cuts in the Fire Authority’s budget and consider that further representations should be made to Central Government for a fairer distribution of grant
9.6 Key Finding 3 – the FBU and some MP’s are opposed to replacing whole-time fire- fighters with on call fire-fighters
9.7 Key Finding 4 – there is opposition from MP’s, the FBU and survey responses to the estates programme with general comments that it is unacceptable to build new premises when jobs are being lost and stations closed
9.8 Key Finding 5 – there is significant opposition to PSM as a governance model from MP’s, the FBU, Unison and survey responses.
9.9 Key Finding 6 – the number and scale of alternative proposals is extremely limited in terms of reducing the financial deficit. The only meaningful alternative suggested is to increase council tax through referendum, an approach that has been previously rejected by the Authority.
9.10 Detailed key findings from the consultation process, aligned to individual draft CIRMP 2014-18 proposals, the Authority’s response to these and an impact analysis are outlined in Appendix 5 and can also be found on the Authority’s website www.clevelandfire.gov.uk
CONSULTATION ASSURANCE
9.11 The consultation exercise was sufficiently extensive so as to enable any person or organisation, which may have had a legitimate interest in the Authority’s proposals or may have been affected by those proposals, to express their views.
9.12 The scope of the consultation was proportionate to the nature and extent of the changes proposed and did not disadvantage any group or community served by the Authority.
9.13 The consultation exercise was based around a comprehensive communication plan which provided sufficient information to all consultees to allow them to make informed decisions. The plan selected the most appropriate tools and techniques for consultation and ensured that the subject matter was put into local context to improve understanding.
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10. CLEVELAND FIRE AUTHORITY’S UPDATED MEDIUM TERM FINANCIAL POSITION
10.1 On 14th February 2014 the Authority approved its Medium Term Financial Strategy to 2017/18 which reflects:
• the final local government finance settlement for 2014/15 • the Authority approving a Council Tax increase of 1.9% • the Authority’s receipts from the council tax and National Non-Domestic Rate (NNDR) collection funds • the Authority approving a £283,000 contribution from reserves for 2014/15 towards the budget deficit in that year
10.2 The Authority’s medium term financial position has therefore now changed from that presented to Members in Dec 2013 with the budget shortfall over the four years to 2017/18 changing from £5.946m to £5.758m. The annual budget shortfalls over the four years have changed as follows:
• 2014/15 from £1.965m to £1.627m • 2015/16 from £1.717m to £1.943m • 2016/17 from £1.167m to £1.082m • 2017/18 from £1.099m to £1.106m
10.3 The Authority’s new medium term financial position is outlined below.
2014/15 2015/16 2016/17 2017/18 £m £m £m £m Budget Requirement Base Budget Previous Year 29.914 30.381 30.696 31.011 Plus Inflation Pay and Non Pay 0.315 0.315 0.315 0.315 Plus Growth (Utilities etc ; Pay: NI Adjustments) 0.224 0 0 0 Less Budget Adjustment 0.006 0 0 0 Section 31 Grant Funding Adjustment 0.066 0 0 0 Total Budget Requirement: 30.381 30.696 31.011 31.326 Funding Government Funding 18.829 17.301 16.347 15.366 Council Tax 9.641 9.825 10.012 10.202 Contribution from Reserves 0.283 0 0 0 NNDR Collection Fund Deficit (0.190) Not yet known Not yet known Not yet known
Council Tax Collection Fund Surplus 0.191 Not yet known Not yet known Not yet known
Total Funding 28.754 27.126 26.359 25.568
Budget Shortfall Each Year 1.627 1.943 1.082 1.106
Cumulative Shortfall 1.627 3.570 4.652 5.758
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11 PROPOSED CHANGES TO DRAFT CIRMP PROPOSALS 2014-18
11.1 Reflecting on the current risk assessment outcomes, the outcomes from the consultation exercise and the new medium term financial position including the use of the Authority’s reserves, it is now recommended that the draft CIRMP proposals 2014-18 should be changed as detailed in the following table:
Original Draft Proposal Revised Draft Proposal Comment OD Review and implement the OD Review and implement the No change 1 provision of the Authority’s 1 provision of the Authority’s Proper Officers (Treasurer) Proper Officers (Treasurer) OD Review the governance of OD Review the governance of No change 2 the Fire Authority 2 the Fire Authority OD An Executive Leadership OD Undertake an organisational No change, however 3 Review to examine the 3 review to include: executive having taken into numbers, capacity and leadership, management account the support of senior managers structures; prevention; consultation feedback required to lead Cleveland protection; technical and proposals OD3, 5 and Fire Brigade corporate support; business 6 to be combined as OD Revise and implement the development, fire control and each are interrelated 5 arrangements in relation to trade union facilities time and interdependent. Business Development Further details are given in paragraph OD Undertake an organisational 11.2 of this report 6 review to include: management structures; prevention; protection; technical and corporate support; fire control and trade union facilities time. OD Subject to the Business OD Removed from CIRMP Having taken into 4 Case, consult the public on 4 account the the move to a Public Service consultation feedback Mutual To be considered separately outside of the IRMP process. Further details are given in paragraph 11.3 of this report OD Review the On-Call Duty OD Review the On-Call Duty No change 7 System 7 System OD Reduce the revenue budget OD Reduce the revenue budget No change 8 spend on Capital Financing 8 spend on Capital Financing OD Reduce revenue budget to OD Reduce revenue budget to No change 9 reflect incremental drift 9 reflect incremental drift OD Reduce revenue budget OD Reduce revenue budget No change 10 spend on non-pay budgets 10 spend on non-pay budgets OD Explore opportunities to OD Explore opportunities to No change 11 share accommodation with 11 share accommodation with other agencies other agencies
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Original Draft Proposal Revised Draft Proposal Comment OD Open new Headquarters OD Open new Headquarters No change 12 complex on Queens Meadow 12 complex on Queens Meadow Business Park Hartlepool Business Park Hartlepool including Administrative HQ, including Administrative HQ, Fire Control, Learning and Fire Control, Learning and Development Centre, Vehicle Development Centre, Vehicle Workshops and an Workshops and an ‘Operational Response Hub’ ‘Operational Response Hub’ to store specialist vehicles to store specialist vehicles OD Explore opportunities to OD Explore opportunities to No change 13 share specialist Fleet with 13 share specialist Fleet with other agencies other agencies OD Undertake a Review of the OD Undertake a Review of the No change 14 Fleet 14 Fleet OD Reduce Revenue budget to OD Reduce Revenue budget to No change 15 reflect efficiencies as a result 15 reflect efficiencies as a result of the Estates Re-Build of the Estates Re-Build Programme Programme OD Remove inflation for one OD Remove inflation for one No change 16 financial year (2015/16) 16 financial year (2015/16) Embed the new Community Embed the new Community No change RM Risk Model and deploy our RM Risk Model and deploy our 1 emergency response 1 emergency response resources against actual risk resources against actual risk (service demand) as (service demand) as opposed to potential risk opposed to potential risk RM Maintain our existing RM Maintain our existing No change 2 operational response times 2 operational response times to life risk incidents to life risk incidents PV Review, develop and PV Review, develop and No change 1 implement the revised 1 implement the revised Prevention Strategy 2014/18 Prevention Strategy 2014/18 PR Review, develop and PR Review, develop and No change 1 implement the revised 1 implement the revised Protection Strategy 2014/18 Protection Strategy 2014/18 ER Review, develop and ER Review, develop and No change 1 implement the revised 1 implement the revised Emergency Response Emergency Response Strategy 2014/18 Strategy 2014/18 ER Implement the tri-partite Fire ER Implement the tri-partite Fire No change 2 Control arrangements with 2 Control arrangements with Shropshire and Hereford & Shropshire and Hereford & Worcester Fire and Rescue Worcester Fire and Rescue Authorities Authorities ER Open new Community Fire ER Open new Community Fire No change 3 Station at Headland 3 Station at Headland (Hartlepool), Middlesbrough, (Hartlepool), Middlesbrough, Thornaby and Grangetown Thornaby and Grangetown
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Original Draft Proposal Revised Draft Proposal Comment ER Crew appliances with four ER Crew appliances with four No change 4 fire-fighters on each fire 4 fire-fighters on each fire engine at whole-time stations engine at whole-time stations with two whole-time fire with two whole-time fire engines engines ER Enhance operational ER Enhance operational No change, however 5 capability by introducing 5 capability by introducing the financial savings rescue pumps at Stranton, rescue pumps at Stranton, associated with the Redcar, Stockton and Coulby Redcar, Stockton and Coulby implementation of this Newham that combine the Newham that combine the proposal have been functionality of a fire engine functionality of a fire engine deferred to 2015/16 to and specialist emergency and specialist emergency assist in managing the tender vehicle. This removes tender vehicle. This removes staff reductions i.e. 16 whole-time fire-fighter 16 whole-time fire-fighter natural wastage posts from existing posts from existing Further details are emergency tenders at emergency tenders at given in paragraph Stockton and Coulby Stockton and Coulby 11.4 of this report. Newham Newham ER Undertake a feasibility study ER Undertake a feasibility study No change 6 into combining the 6 into combining the functionality of a fire engine functionality of a fire engine and an aerial platform by the and an aerial platform by the provision of a Combined provision of a Combined Aerial Rescue Pump (CARP) Aerial Rescue Pump (CARP) at Middlesbrough and at Middlesbrough and Stockton removing 8 whole- Stockton removing 8 whole- time fire-fighter posts at time fire-fighter posts at Middlesbrough Middlesbrough ER Close the Marine fire station ER Close the Marine fire station No change 7 and transfer the fire engine 7 and transfer the fire engine from Marine to Stockton and from Marine to Stockton and crew with on – call fire- crew with on – call fire- fighters removing 20 fire- fighters removing 20 fire- fighter posts and recruiting fighter posts and recruiting 12 on-call fire-fighters 12 on-call fire-fighters ER Continue development of ER Continue development of No change 8 Pod system to deliver 8 Pod system to deliver specialist services and specialist services and equipment equipment ER Introduce on-call crewing ER Introduce on-call crewing Amended: On - call 9 arrangements for the second 9 arrangements for the second crewing arrangements fire engines at Stranton, fire engines at Thornaby, to one less fire engine Stockton, Thornaby, Grangetown and Redcar; thereby saving 12/16 Grangetown and Redcar and, subject to further risk whole-time fire-fighter removing 76 whole-time analysis either Stranton or posts. Further details posts and recruiting 60 on- Stockton removing 64 or 60 are given in paragraph call fire-fighters whole-time fire-fighter posts 11.5 of this report. and recruiting 48 on-call fire- fighters ER Maintain riding five fire- ER Maintain riding five fire- No change 10 fighters on each whole-time 10 fighters on each whole-time stations with only one whole- stations with only one whole- time fire engine time fire engine
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Original Draft Proposal Revised Draft Proposal Comment ER Undertake feasibility and pilot ER Undertake feasibility and pilot No change 11 study into the introduction of 11 study into the introduction of Small Fires Units (SFU) at Small Fires Units (SFU) at Stockton and Grangetown Stockton and Grangetown adding 12 whole-time fire- adding 12 whole-time fire- fighter posts on a peak fighter posts on a peak activity crewing arrangement activity crewing arrangement
11.2 OD 3 Executive Leadership Review; OD 5 Business Development Review and OD 6 Organisational Review to be combined as each of the proposals are interrelated and dependent on the outcomes of the others. As consultation findings demonstrated, a whole systems approach is required. Therefore the proposal should be reworded to read:
‘OD 3: Undertake organisational review to include: executive leadership, management structures; prevention; protection; technical and corporate support; business development, fire control and trade union facilities time’.
Savings required from this specific proposal will change as follows:
Year Original Savings (£m) Revised Savings (£m) 2014/15 0.149 0.063 2015/16 0.563 0.550 2017/18 0.150 0.250 2018/19 0.250 0.250
Total 1.112 1.113
11.3 As highlighted from the stakeholder consultation, OD 4 Subject to the Business Case, consult the public on the move to a Public Service Mutual (PSM) to be moved outside the CIRMP proposals and classed as a corporate proposal that will be published in the Authority’s final CIRMP to demonstrate that work will be undertaken on this area but will be separately comprehensively consulted upon in the future when the work is complete and before any decisions are taken.
11.4 ER 5 Enhance operational capability by introducing rescue pumps at Stranton, Redcar, Stockton and Coulby Newham that combine the functionality of a fire engine and specialist emergency tender vehicle.
De-staff specialist Emergency Tender Vehicles at Stockton removing 8 fire-fighter posts in 2014/15 (£0.305m) and 8 fire-fighters at Coulby Newham in 2015/16.
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Whilst the work will continue to take place in relation to de-commissioning the emergency tenders in 2014/15 the actual savings from the de-staffing of the Stockton emergency tender is moved from 2014/15 to 2015/16, with savings changes as follows:
Year Original Savings (£m) Revised Savings (£m) 2014/15 0.305 0 2015/16 0.305 0.610 2017/18 0 0 2018/19 0 0 Total 0.610 0.610
Deferring the financial savings to 2015/16 will assist the Authority in managing the staff reductions i.e. ‘natural wastage’.
11.5 ER 9 Introduce new crewing arrangements for the second fire engine at Stranton, Stockton, Thornaby, Grangetown and Redcar removing 76 whole-time posts and recruiting 60 on-call posts.
Taking account of consultation, it is now proposed that, subject to further risk analysis, the second appliance at either Stranton or Stockton will not be removed and therefore the proposal should read:
‘ER 9 Introduce on-call crewing arrangements for the second fire engine at Thornaby, Grangetown and Redcar; and subject to further risk analysis, either Stranton or Stockton removing 64 or 60 whole-time posts and recruiting 48 on-call posts’.
The changes to savings are set out below (based on 60 fire-fighter posts):
Year Original Savings (£m) Revised Savings (£m) 2014/15 0 0 2015/16 0 0 2017/18 1.389 0.957 2018/19 0.772 0.804 Total 2.161 1.761
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CLEVELAND FIRE AUTHORITY 7 MARCH 2014
11.6 Proposed revised CIRMP 2014-18 proposals recommended from the Executive Committee on 7th March 2014 are attached at Appendix 6. It is recommended that these proposals, if approved, are set out in the final version of the Authority’s CIRMP 2014 -18 to be published in April 2014.
11.7 Again, as with the original draft proposals, these proposals, particularly those in the later stages of the four-year Plan, will continue to be scrutinised through the annual risk assessment processes to ensure they continue to meet the community risk and demand; the strategic objectives; and the ever-present financial challenges.
11.8 The proposed revised timeline for the implementation of the Authority’s CIRMP proposals and the associated savings 2014-18 are set out in Table 1. As can be seen from the table, if these proposals are approved then a further approval of £176,000 from reserves would be required to manage the budget shortfall in 2015/16 and assist in managing the staff reductions i.e. natural wastage.
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CLEVELAND FIRE AUTHORITY 7 MARCH 2014
Table 1: High Level Timeline and Financial Savings of CIRMP Proposals 14/15 15/16 16/17 17/18 Changed Proposal from Original (£m) (£m) (£m) (£m) Proposal? Cleveland Fire Authority OD 1 review and implement the provision of the 0.024 0 0 0 No Authority's Proper Officers (Treasurer) OD 2 review the governance of the Authority 0 0.040 0 0 No Executive Leadership and Organisational Review OD 3: undertake organisational review to include: Changed executive leadership, management structures; wording; and prevention; protection; technical and corporate 0.063 0.550 0.250 0.250 timeline. No support; business development, fire control and change to trade union facilities time savings Revenue Budgets OD 8 reduce budget allocated to capital funding 0.280 0 0 0 No OD 9 reduce budget to reflect incremental drift 0.275 0 0 0 No OD 10 reduce non-pay budgets 0.194 0 0 0 No Revenue Reductions 2015/16 - 2017/18 OD 15 reduce revenue budget expenditure on No estates 0 0.011 0.154 0.023 OD 16 remove Inflation 0 0.115 0 0 No Emergency Response ER 4 crew appliances with four fire-fighters on each fire engine at whole-time fire stations with two 0.791 0 0 0 No whole-time fire engines: remove 21 whole-time fire- fighter posts ER 5 enhance our operational capability by De-staffing of introducing rescue pumps at Stranton, Redcar, Stockton’s ET Stockton and Coulby Newham. This removes 8 0 0.610 0 0 moved from whole-time fire-fighter posts from existing 2014/15 to emergency tenders at Stockton and 8 from Coulby 2015/16 Newham in 2015/16. ER 6 subject to a feasibility study in 2014/15, introduce Combined Aerial Rescue Pumps (CARP) 0 0.305 0 0 No at Middlesbrough and Stockton removing 8 whole- time fire-fighter posts ER 7 close the Marine Fire Station, transfer the fire engine to Stockton and crew with on-call fire- 0 0.616 0 0 No fighters removing 20 whole-time posts and recruiting 12 on-call fire-fighters ER 9 introduce on-call crewing arrangements for This proposal the second fire engine at Thornaby, Grangetown no longer and Redcar; and subject to further risk analysis, 0 0 0.957 0.804 applies to either Stranton or Stockton removing 64 or 60 either Stranton whole-time posts and recruiting 48 on-call posts. or Stockton ER 11 introduce new Small Fires Units (SFU) at 0 -0.459 0 0 No Grangetown and Stockton (+£0.459m) Total Savings 1.627 1.788 1.361 1.077 Savings Required 1.627 1.943 1.082 1.106 Difference 0 -0.176 +0.279 -0.029
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CLEVELAND FIRE AUTHORITY 7 MARCH 2014
12 IMPACT ASSESSMENT FOLLOWING CHANGES TO DRAFT CIRMP PROPOSALS 2014-18
12.1 The impact assessments as detailed in the draft CIRMP 2014-18, on the whole, remain the same following the proposed changes to the draft CIRMP proposals 2014-18. The people impact assessment will positively change if the proposals are approved and implemented in that the proposals will now result in a loss of 114 whole-time fire-fighter posts instead of as previously 130 and the establishment of 60 FTE on-call fire-fighter posts as opposed to 72.
13 WORKFORCE TRANSITION PLAN
13.1 All proposals will be implemented through a Workforce Transition Plan that will be built upon the following principles:
The Brigade will:
• strive to balance the requirements to achieve the necessary changes, against the need to minimise disruption to services and staff;
• operate a consistent approach for all staff, seeking to maintain continuity of employment and stability in the workplace, during any restructuring process;
• seek to retain the skills and experience of staff within the service where practicable, avoiding job losses wherever possible;
• where job losses are inevitable, manage these fairly, consistently and sympathetically, seeking to minimise, as far as possible, any hardship that may be suffered by the staff concerned;
• seek expressions of interest from staff in voluntary redundancy or early retirement in an effort to minimise any enforced job losses. This will be undertaken in consultation with the recognised trade unions, at an appropriate time in the restructuring;
• consult with the recognised trade unions at the earliest possible opportunity;
• ensure there is effective consultation, communication and engagement with all relevant staff at each stage of the change process.
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CLEVELAND FIRE AUTHORITY 7 MARCH 2014
13.2 A Workforce Transition Plan will be developed and forwarded to the Fire Authority for approval in 2014/15.
IAN HAYTON KAREN WINTER CHIEF FIRE OFFICER DIRECTOR OF CORPORATE SERVICES
DRAFT COMMUNITY INTEGRATED RISK MANAGEMENT PLAN (CIRMP) PROPOSALS 2014 -18 Page 22
AGENDA ITEM 3.1 CLEVELAND FIRE AUTHORITY 7 MARCH 2014
Appendix 1
Summary of Outcomes from our Risk Assessment
Incident Data
Primary Fires
Numbers: 614 in 2012/13 representing 8% of our incidents. An average of 869 per year over the last five years equating to an average of 2.4 fires and 4.5 mobilisations per day across the Brigade’s fifteen fire stations
Significant Reductions over the Years: 23.9% reduction (193); 45% reduction (503) and 79.8% reduction (2,433) over the last, five and ten years respectively
Accidental Dwelling Fires
Numbers: 161 in 2012/13 representing 2% of our incidents Significant Reductions over the Years: 17% reduction (33); 25% reduction (54) and 67% reduction (338) over the last, five and ten years respectively
Fire Deaths and Injuries
Long History of Low Numbers of Fire Deaths and Injuries Alcohol and Smoking are Signifcant Contributory Factors Elderly Pople are More Vulnerable
Secondary Fires
Numbers: 1,998 in 2012/13 representing 25% of our incidents and 76% of our fires Majority are Deliberate in Nature: 84 % of the fires over the last five years Majority are in a Specific Time Period: 71% occur between the hours of 14:00hrs and 21:59hrs Significant Reductions over the Years: 41.6% reduction (1,428); 50.4% reduction (2,037) and 70.2% reduction (4,720) over the last, five and ten years respectively
False Alarms Numbers: 3,103 in 2012/13 representing 39% of our incidents Majority of False Alarms are with Good Intent: 58% (10,629) over the last five years Significant Reductions over the Years: 25.6% reduction (1,070) over the last ten years
Major Incidents : Two Major Incidents Over the Last Ten Years; No Loss of Life
Road Traffic Collisions
Numbers: 315 in 2012/13 representing 4% of our incidents Consistent Numbers of Incidents Attended over the Years: 323, 313, and 315 in 2010/11, 2011/12 and 2012/13 respectively Greater Proportion of our Work Relates to Road Traffic Collisions Attended then Accidental and Deliberate Dwelling Fires: 315 compared to 206 in 2012/13
Other Special Services
Numbers: 1,822 in 2012/13 representing 23% of our incidents Majority of Other Special Service Incidents are Rescues and Co-Responder: 27% (2,130) to rescues and 27% (2,117) to co-responder over the last five years Consistent Numbers of Flooding and Water Rescue Incidents: 446 in 2012/13 representing 6% of all our incidents; this has been a consistent picture over the last five years
Total Incidents and Mobilisations
Significant Reductions over the Years: 19.9% reduction (1,972) over the last year; 28.4% reduction (3,169) over the last five years; and 49.7% reduction (7,881) over last ten years Majority of Incident are Non-Life Threatening: 39% (3,103) are to false alarms and 25% (1,998) are to secondary fires Majority of Incidents are Within Specific Time Periods: 54% of incidents occur between 16:00hrs and 21:59hrs Our busiest fire appliance averages fewer than 4 mobilisations per day Over the total mobilisations in 2012/13, an average of 1.34 appliances out of the Brigades 21 appliances were mobilised per day to emergency response incidents
Performance
We Rate our Overall Performance as Being Good Our Performance in 2012/13 against All Service Delivery Indicators is Better than it was in the Previous Year; and the Best that it has Been for the Last 10 Years We Meet all Our Emergency Response Standards
Risk Categorisations
Prevention and Protection Risk Assessment Highlights that there are 14 High; 38 Medium and 30 Low Risk Wards in Teesside
Emergency Response Risk Assessment Highlights that that are 2 High, 14 Medium and 66 Low risks in Teesside. The Two High Risks Wards are Middlehaven and University Wards in Middlesbrough.
Predominantly High Level of Risks in Teesside in Relation to Road Traffic Collisions 53 of the 3,210 Inspected Buildings (23%) in Teesside are Categorised as Being Very High or High Risk
We have 33 ‘top tier’ and 3 ‘lower tier’ COMAH sites on Teesside Representing 12% of All the National COMAH Sites
Local Resilience Forum: Community Risk Register
All risks relating to potential major emergencies have been identified and placed on Cleveland’s Community Risk Register.
All mitigating actions associated with the identified risks are being managed through the Local Resilience Forum; the Brigade’s policies; systems and procedures take cognisance of these requirements.
Horizan Scanning
All Risks relating to our environmental scanning exercise have been identified and placed on the Authority’s Corporate Risk Register
All mitigating actions associated with the identified risks are being managed by the Executive Leadership Team through the Brigade’s policies and strategies.
Appendix 2
Cleveland Fire Authority’s Draft CIRMP Proposals
Organisational Development Proposals
OD 1 Review and implement the provision of the Authority’s Proper Officers (Treasurer)
OD 2 A Fire Authority Review to examine the number of committees and elected members required to govern Cleveland Fire Authority
OD 3 An Executive Leadership Review to examine the numbers, capacity and support of senior managers required to lead Cleveland Fire Brigade
OD 4 Subject to business case, consult stakeholders on moving to a Public Service Mutual governance model
OD 5 Revise and implement the new arrangements in relation to Business Development
OD 6 Undertake a full organisational review to include: management structures; prevention; protection; technical and corporate support; fire control room and trade union facilities time. The review will examine: roles, responsibilities, capacity, numbers and specialisms of all staff across the Brigade. It will also consider alternative ways of working such as collaboration, outsourcing and shared services.
OD 7 Review the on-call duty system
OD 8 Reduce the revenue budget allocated to capital financing
OD 9 Reduce budget to reflect incremental drift
OD 10 Reduce non-pay budgets
OD 11 Explore opportunities for sharing accommodation with other Agencies
OD 12 Build a new complex on Queens Meadow Business Park consisting of Administrative Headquarters, Fire Control, Learning and Development Centre and Asset Resource Centre. OD 13 Explore opportunities to share specialist fleet with other Agencies
OD 14 Undertake an organisational fleet review
OD 15 Reduce Revenue budget to reflect efficiencies as a result of the Estates Re-Build Programme
OD 16 Remove Inflation for one financial year (2015/16)
Risk Management Proposals
RM 1 Embed the new Community Risk Model and deploy our emergency response resources against actual risk (service demand) as opposed to potential risk.
RM 2 Maintain our existing operational response times to life risk incidents.
Prevention Proposals
PV 1 Review, develop and implement a revised Prevention Strategy that:
• identifies strategic priorities, targets and rationalise resources through our Community Risk Model
• focuses our rationalised resources on the community interventions that matter most, targeting high risk and vulnerable people, including those in care homes and residential accommodation
• gives priority to parts of the community identified both as high and medium risk and falling outside the areas that we can typically reach within 5 minutes (high) and 8 minutes(medium) of being called to an incident
• influences and works with local authorities, housing and care providers and other agencies to improve safety and reduce risk, especially those most at risk from fire
• uses social media to encourage behavioural change in groups that are hard to reach and hear
• reviews the relative effectiveness and value of all our separate youth activities
• targets work with our partner agencies to support road safety, health & well-being and youth diversion programmes
Protection Proposals
PR 1 Review, develop and implement a revised Protection Strategy that:
• enforces national fire safety legislation within commercial and non-domestic premises
• uses a risk based and intelligence led approach to target the regulation of businesses
• rationalises and improves our programme of audits of commercial and other non- domestic premises which are identified as high risk to occupants from fire. This will include consideration of new premises in growth areas
• enhances our proactive engagement with the business community to help them reduce fire losses and improve employee and customer safety
• continues to reduce electronic false alarms from non-domestic premises
• lobbies for fire safety measures, especially sprinklers, in buildings
• improves access to fire safety information
• works with partners within the Primary Authority Scheme
Emergency Response Proposals
ER 1 Review, develop and implement a revised Emergency Response Strategy that focuses on how we intend to deal with:
• various emergencies such as fires in buildings, vehicles and open spaces; road traffic collisions, water rescues, hazardous materials releases, explosions, structural collapse, rescue from heights and animal rescues.
• protecting the Critical National Infrastructure and providing national resilience
ER 2 Extend the existing tri-partite control arrangement with Shropshire and Hereford and Worcester Fire and Rescue Authorities
ER 3 Open new community fire stations at Headland (Hartlepool), Middlesbrough, Thornaby and Grangetown
ER 4 Crew appliances with four fire-fighters on each fire engine at whole-time fire stations with two whole-time fire engines: removing 21 whole-time fire-fighter posts
ER 5 Enhance our operational capability by introducing rescue pumps at Stranton, Redcar, Stockton and Coulby Newham that combine the functionality of a fire engine and specialist emergency tender vehicle. This removes 16 whole-time firefighter posts from existing emergency tenders at Stockton and Coulby Newham.
ER 6 Undertake a feasibility study into combining the functionality of a fire engine and the aerial platform by the provision of a Combined Aerial Rescue Pumps (CARP) at Middlesbrough and Stockton removing 8 whole-time fire-fighter posts at Middlesbrough.
ER 7 Close the Marine Fire Station, transfer the fire engine to Stockton and crew with on call fire- fighters removing 20 whole-time posts and recruiting 12 on call fire-fighters
ER 8 Continue the development of Pod Systems in the delivery of Specialist Services
ER 9 Introduce on – call crewing arrangements for the second fire engines at Stranton, Stockton, Thornaby, Grangetown, and Redcar removing 76 whole-time posts and recruiting 60 on - call fire-fighters
ER 10 Maintain riding five fire-fighters on each whole-time station with only on whole-time fire engine
ER 11 Undertake feasibility study into the introduction of small fires units at Stockton and Grangetown adding 12 whole-time fire-fighters on a peak activity staffing arrangement
Appendix 3
Indicative Timetable for Implementation of Cleveland Fire Authority’s Draft CIRMP Proposals
2014-2015
OD1 Review and implement the provision of the Authority’s Proper Officers (Treasurer)
OD2 (i) Review the Cleveland Fire Authority’s Governance arrangements
OD 3 An Executive Leadership Review to examine the numbers, capacity and support of senior managers required to lead Cleveland Fire Brigade
OD 4 Subject to the Business Case, consult the public on the move to a Public Service Mutual
OD 5 (i) Revise and implement the arrangements in relation to Business Development
OD 6(i) Undertake organisational review to include: management structures; prevention; protection; technical and corporate support; fire control and trade union facilities time.
OD 7 Review the On-Call Duty System
OD 8 Reduce the revenue budget spend on Capital Financing
OD 9 Reduce revenue budget to reflect incremental drift
OD10 Reduce revenue budget spend on non-pay budgets
OD 11 Explore opportunities to share accommodation with other agencies
OD 13 Explore opportunities to share specialist Fleet with other agencies
OD 14 Undertake a Review of the Fleet
RM 1 Embed the new Community Risk Model and deploy our emergency response resources against actual risk (service demand) as opposed to potential risk
RM 2 Maintain our existing operational response times to life risk incidents
PV 1 Review, develop and implement the revised Prevention Strategy 2014/18
PR 1 Review, develop and implement the revised Protection Strategy 2014/18
ER 1 Review, develop and implement the revised Emergency Response Strategy 2014/18
ER 2 Implement the tri-partite Fire Control arrangements with Shropshire and Hereford & Worcester Fire and Rescue Authorities
ER 3 (i) Open new Community Fire Station at Headland (Hartlepool)
ER 4 Crew appliances with four fire-fighters on each fire engine at whole-time stations with two whole- time fire engine
ER 5 (i) Enhance operational capability by introducing rescue pumps at Stranton, Redcar, Stockton and Coulby Newham that combine the functionality of a fire engine and specialist emergency tender vehicle.
ER 5 (ii) De-staff specialist Emergency Tender Vehicle at Stockton removing 8 fire-fighter posts
ER 6(i) Undertake a feasibility study into combining the functionality of a fire engine and an aerial platform by the provision of a Combined Aerial Rescue Pump (CARP)
ER 7 (i) Recruit twelve FTE on-call fire-fighters at Stockton Community Fire Station to staff third fire engine in 2015/16
ER 8 Continue development of Pod system to deliver specialist services and equipment
ER 11 (i) Undertake feasibility and pilot study into the introduction of Small Fires Units (SFU)
2015 – 2016
OD 2 (ii) Implement any revised Fire Authority governance arrangements
OD 5 (ii) Revise and implement the arrangements in relation to Business Development
OD 6(ii) Implement Organisational Review
OD 15(i) Reduce Revenue budget to reflect efficiencies as a result of the Estates Re-Build Programme
OD 16 Remove inflation for one financial year (2015/16)
ER 3 (ii) Open new Community Fire Station at Middlesbrough
ER 5 (iii) De-staff specialist Emergency Tender Vehicle at Coulby Newham removing 8 fire-fighter posts
ER 6 (ii) Subject to the feasibility study, introduce Combined Aerial Rescue Pumps (CARP) at Middlesbrough and Stockton removing 8 fire-fighter posts
ER 7 (ii) Close the Marine fire station and transfer the fire engine from Marine to Stockton removing 20 fire-fighter posts and recruiting 12 on-call fire-fighters
ER 7 (iii) Introduce new on-call crewing arrangements for the third fire engine at Stockton
ER 9 (i) Recruit thirty-six FTE on-call fire-fighters at Redcar, Grangetown and Thornaby Community Fire Stations to staff second fire engines in 2016/17
ER 11 (ii) Introduce new Small Fires Units (SFU) at Grangetown and Stockton
2016 – 2017
OD 5 (iii) Revise and implement the arrangements in relation to Business Development
OD 6 (iii) Implement Organisational Review
OD12 Open new Headquarters complex on Queens Meadow Business Park Hartlepool consisting of Administrative HQ, Fire Control, Learning and Development Centre, Vehicle Workshops and an “Operational Response Hub” to store specialist vehicles
OD 15(ii) Reduce Revenue budget to reflect efficiencies as a result of the Estates Re-Build Programme and Marine Station closure
ER 9 (ii) Introduce new crewing arrangements for the second fire engine at Redcar, Thornaby and Grangetown
ER 9 (iii) Recruit twenty-four (24) On-call fire-fighters at Stranton and Stockton
ER 10 Maintain riding five fire-fighters on each whole-time stations with only one whole-time fire engine
2017 – 2018
OD 5 (iv) Revise and implement the arrangements in relation to Business Development
OD 6(iv) Implement Organisational Review
OD 15(iii) Reduce Revenue budget to reflect efficiencies as a result of the Estates Re-Build Programme
ER 3 (iii) Open new Community Fire Stations at Grangetown and Thornaby
ER 9 (iv) Introduce new On-Call crewing arrangements for the second fire engines at Stranton and Stockton
Cleveland Fire Authority
Consultation Feedback Report
for the
Draft Community Integrated Risk Management Plan 2014 - 20118
Contents
Pages
1 Background for Consultation 3
2 Consultation Requirements 3
3 The Purpose and Objectives of the Consultation 4
4 The Consultation Process 5
5 Programme of Events 8
6 Consultation Feedback 11
7 Key Findings xx
Appendices are provided electronically on the attached disc.
Principles of Consultation Appendix 4A FBU Response Appendix 4B UNISON Response Appendix 4C Communications Forum Appendix 4D Survey Monkey Feedback Appendix 4E Social Media Messages and Reach Appendix 4F Comment Card Feedback Appendix 4G Tom Blenkinsop Letter Appendix 4H Response from Ian Swales Appendix 4I A Cunningham I Wright Appendix 4J A McDonald Letter Hartlepool Mail Coverage Appendix 4K Evening Gazette Coverage Appendix 4L Have your Say Email Feedback Appendix 4M Response from West Midlands FRS Appendix 4N Media Adverts, Posters, Leafets Appendix 4O Staff Roadshows Appendix 4P Response LRF Chair and HoEP Appendix 4Q Press Release and Coverage Appendix 4R District Manager Questions Appendix 4S Newsletter Article Appendix 4T
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1 Background for Consultation
1.1 This statutory consultation seeks the views of Cleveland Fire Brigade’s public, business, partner and other stakeholder views on the Authority’s proposals in its Community Integrated Risk Management Plan (CIRMP) 2014 – 2018.
1.2 This plan sets out changes to the way in which the Authority will deliver services aligned to a significant budget reduction.
1.2 Although this is a four year plan it will be scrutinised throughout its timeline to ensure that the Authority meets its community risk and demand, the strategic objectives and ever changing financial changes.
2 Consultation Requirements
2.1 The Fire and Rescue Service National Framework requires that each Fire and Rescue Authority’s Integrated Risk Management Plan must reflect effective consultation throughout its development and at all review stages with the community, its workforce and representative bodies and partners.
2.2 This consultation followed the Government’s Principles of Consultation Guidance 2012 (Appendix 4A), and was proportionate and targeted to enable consultees to understand the effect of the proposals within the Plan.
2.3 This guidance sets out the principles that Government departments and other public bodies should adopt for engaging stakeholders when developing policy and legislation. It replaces the Code of Practice on Consultation issued in July 2008. It is not a ‘how to’ guide but aims to help policy makers make the right judgments about when, with whom and how to consult. The governing principle is proportionality of the type and scale of consultation to the potential impacts of the proposal or decision being taken
2.4 The objectives of any consultation should be clear, and will depend to a great extent on the type of issue and the stage in the policy-making process – from gathering new ideas to testing options.
2.5 Timeframes for consultation should be proportionate and realistic to allow stakeholders sufficient time to provide a considered response and where the consultation spans all or part of a holiday period policy makers should consider what if any impact there may be and take appropriate mitigating action. The amount of time required will depend on the nature and impact of the proposal and might typically vary between two and 12 weeks. The timing and length of a consultation should be decided on a case-by-case basis; there is no set formula for establishing the right length.
2.6 The purpose of the consultation process should be clearly stated as should the stage of the development that the policy has reached. Also, to avoid creating unrealistic expectations, it should be apparent what aspects of the policy being consulted on are open to change and what decisions have already been taken.
2.7 Consultation responses should usually be published within 12 weeks of the consultation closing.
3
3 The Purpose and Objectives of the Consultation
3.1 The focus of consultation was meaningful engagement through appropriate, proportionate and relevant methods.
3.2 The purpose of the consultation was to;
Make stakeholders aware of the proposals set out in the Community Integrated Risk Management Plan 2014-18 Draft for Consultation. Seek views on the proposals set out in the CIRMP Seek alternative proposals that would achieve the same level of financial savings whilst mitigating risk to the public and our staff.
3.3 The objectives of this consultation were to:
Explain the Fire Authoriy’s risk assessment process Outline the outcomes of the Authority’s risk assessment process Provide details of the proposals set out in the CIRMP 2014-18 Draft for Consultation. State how the proposals are likely to impact on the provision of service in each area State the anticipated timescales for decision/implementation State how to contact the Brigade to voice their opinion State how the Brigade will respond to opinions received
3.4 The Principles of Consultation state that “to avoid creating unrealistic expectations, it should be apparent what aspects of the policy being consulted on are open to change and what decisions have already been taken.” In this consultation it was clearly stated that in order to make changes to the proposals that were offered alternative proposals needed to be put forward of an equal value so that net savings could be made.
4
4 The Consultation Process
4.1 The 6 week consultation programme began on Monday 6 January 2014 and ended on Sunday 16 February 2014.
4.2 The scope of the consultation was proportionate to the nature and extent of the changes proposed and did not disadvantage any group or community served by the Authority.
4.3 A comprehensive communication plan provided sufficient information to all consultees to allow them to make informed decisions. The Consultation Strategy selected the most appropriate techniques for consultation and ensured that the subject matter was put into local context to improve understanding.
4.4 Stakeholders where subdivided into the following groups
Elected members . Members of the Fire Authority Constituent Authorities . Chief Executives and Leaders of Hartlepool, Middlesbrough, Redcar and Cleveland and Stockton on Tees . Community Safety Partnerships of each Authority Members of Parliament . Mr T Blenkinsop MP . Mr A Cunningham MP . Mr J Wharton MP . Mr Swales MP . Mr A MacDonald MP . Mr I Wright MP Partners, industry and commerce . Police . Ambulance . Local Resilience Forum . Mutual Aid Group . SHE Managers . Teeswide Safeguarding Vulnerable Adults Public Staff Trade Unions . Fire Brigades Union . Unison Others Fire and Rescue Services
5
4.5 The mechanism and vehicles for distribution of the message during the consultation period are shown on the diagram below.
6
4.6 A wide variety of methods were used to encourage staff, stakeholders and members of the public to engage in the consultation process. These included:
Development and agreement of the proposals through the Authority’s governance arrangements. Early engagement with representative bodies prior to launch. A Media Launch and associated press release and media interviews to commence the official consultation period receiving 2262 web page views. Copies of the draft plan were widely circulated to staff, Members, local MP’s and MEP’s stakeholders and local businesses, by way of hard copy and links to the Brigade’s website . all Fire Brigade premises . Local Authority main buildings . main libraries in each district 15 articles in ongoing coverage in the local press. Seven live radio broadcasts incorporating CFA Chair, MP’s FBU and Brigade Managers with BBC Tees, having a weekly reach of 100,000 local people. Seven separate roadshows for all staff to explain the proposed changes and reasoning behind them. Individual presentations to each of the Authority’s constituent Local Authorities. Presentation and question answer session with MP’s. Social media messaging to encourage participation reaching on average 5,300 people per message. Advertising in the three main newspapers Hartlepool Mail, Northern Echo and Evening Gazette covering an readership of 234,588 Leaflet drop (1,000 properties leafleted in Marine Station area alone) informing the community of public consultation and public meetings . Marine Fire Station . Yarm Fire Station . Thornaby Fire station . Stockton Fire Station wide circulation of letters, leaflets and posters 33 briefings and presentations to interested stakeholders, including . Local Resilience Forum . Mutual Aid Group . SHE Managers . Teeswide Safeguarding Vulnerable Adults Group . Tactical groups across the CFA’s area. Consultation materials published on the intranet and the external website, informing all stakeholders and communities of the methodology of feeding back to the Authority through the Communications and Engagement Team Public consultation events held in . Middleton Grange Shopping Centre, Hartlepool, . Wellington Square Shopping Centre, Stockton-on-Tees, . Regents Walk and Morrison’s Foyer, Redcar, and . Linthorpe and Corporation Road junction, Middlesbrough.
7
5 Programme of Events
5.1 A timeline of the events which has taken place to engage and consult with all stakeholders, both internal and external is attached
5.2 This plan was sufficiently extensive so as to enable any person or organisation, which may have had a legitimate interest in the Authority’s proposals or may have been affected by those proposals, to express their views.
Timeline of consultation events which took place through the consultation period. w/c 6 Jan 14 6 week consultation period commences 6 Jan 2014 Information online (internal) FISH and Brigade Website Comms Team
6 Jan 2014 Press Release – to launch public consultation – Appendix B Comms Team
6 Jan 2014 Circulate IRMP digitally through website, key stakeholder emails Comms Team Circulation of email and link to documents of website to all Democratic Authority and District members Services Team 20 Jan 2014 Local Resilience Forum R Khaliq 30 Jan 2014 Mutual Aid Meeting Staff Meetings/consultations (face-to-face) Chief Fire Officer
6 Jan 2014 4 x consultations throughout the week at different times in 8 Jan 2014 the day for Grey and Green Book staff at HQ 10 Jan 2014 13 Jan 2014 Record of questions and answers to be taken throughout Corporate Support meetings and recorded. (Attached)
10, 11 and Retained Staff Forums – Dates to be confirmed 12 Feb 2014
16 Dec 2013 Trade Union Meetings Chief Fire Officer
6 Jan 2014 Social media messages and reminders Comms Team 15 Jan 2014 29 Jan 2014 5 Feb 2014 12 Feb 2014
Circulate letter to key stakeholders with information about how to Comms Team / access the document and give their comments/feedback. The Corporate Support document will also be available for them to download and print from the website.
Jan / Feb 14 Meetings at Local Authority Council Meetings (dates) Chief Fire Officer/ Directors/District 8 Jan 2014 Middlesbrough Managers 20 Jan 2014 Middlesbrough
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23 Jan 2014 Redcar & Cleveland 29 Jan 2014 Stockton on Tees 30 Jan 2014 Hartlepool
6 Feb 2014 Hartlepool
22 Jan 2014 Teeswide Safeguarding Group meeting L Jones
Jan/Feb Redcar and Cleveland District – John Feeney District Managers 2014 Attendance at meetings throughout District
13 Jan 2014 Lockwood 1800 hours Memorial Hall, Moorsholm 14 Jan 2014 Hutton 1730 hours Belmont House, Guisborough 14 Jan 2014 Newcomen 1800 hours Lakes Primary School, Redcar 14 Jan 2014 Eston 1545 hours Whale Hill Community Centre 21 Jan 2014 Kirkleatham 1800 hours Newlife Church, Redcar
7 Jan 2014 Childhood Injury Prevention Group – J Rafferty 9 Jan 2014 Financial Inclusion/Welfare Reform Group – J Rafferty
4 Feb 2014 Community Safety Partnership – Redcar – John Feeney 7 Feb 2014 Local Safeguarding Children’s Board, Redcar – John Feeney
Hartlepool District – Ian McHugh District Managers Attendance at meetings throughout District
21 Jan 2014 South and Central JAG – S Patton 20 Jan 2014 Tenant Consultation Panel, Housing Hartlepool – I McHugh 5 Feb 2014 North and Coastal JAG – S Patton TC Group – S Patton 7 Feb 2014 Safer Hartlepool Partnership meeting – I McHugh
28 Jan 2014 Healthy Communities Steering Group meeting – B Lyle
Stockton District – S McCarten District Managers Attendance at meetings throughout District
23 Jan 2014 Problem Sharing Group – P Jones 23 Jan 2014 Thornaby – P Jones 28 Jan 2014 Safer Stockton Partnership – S McCarten 29 Jan 2014 Billingham/Norton – P Jones 6 Feb 2014 Stockton Tactics and Coordination – P Jones
14 Jan 2014 Childhood Injury Prevention Group – J Rafferty 16 Jan 2014 Young People’s Services Strategic Planning Group – J Rafferty 11 Feb 2014 Warm Homes Healthy People Partnership meeting – B Lyle
Events to be hosted at: 1800 Stockton Fire Station – S McCarten Leaflet distribution via 6.2.2014 volunteers
1800 Thornaby Fire Station – S McCarten Leaflet distribution via 9
10.2.2014 volunteers
1830 Yarm Fire Station – S McCarten Leaflet distribution via volunteers 30.1.2014
Middlesbrough District – A Sullivan District Managers Attendance at meetings throughout District
28 Jan 2014 Joint Commissioning Group – A Sullivan 30 Jan 3014 Safer Neighbourhood Steering Group – A Witham 31.1.2014 Responsible Authorities Group – A Sullivan
Dates tbc PSG Meetings x 5 local areas in District – A Witham Date tbc Event in Riverside area of Middlesbrough to raise awareness of local business community – A Sullivan Leaflet distribution to 1000 businesses for this event
Jan / Feb 14 Attendance at appropriate partnership meetings (dates) Chief Fire Officer/ Directors/District Managers 8 Jan 2014 Hartlepool Financial Inclusion - 13.30-14.30 9 Jan 2014 Redcar Financial Inclusion & Welfare Reform Group - 10.00-12.00 14 Jan 2014 Stockton Childhood Injury Prevention Group - 13.00-14.00 15 Jan 2014 Hartlepool Safe Guarding Children Board - 13.00-16.00 30 Jan 2014 Redcar Ageing Well Alliance - 9.00-11.00
4 Feb 2014 Redcar Children’s Trust Executive - 9.00-11.00 12 Feb 2014 Hartlepool Financial Inclusion - 13.30-14.30
Public consultation events held in each of the four local authority Director of areas Community 3 Feb 2014 Middleton Grange Shopping Centre, Hartlepool Protection 10 Feb 2014 Wellington Square Shopping Centre, Stockton-on-Tees District Managers/ 12 Feb 2914 Regents Walk, Redcar Station Managers/ 13 Feb 2014 Linthorpe/Corporation Road junction, Middlesbrough Community Engagement and Events Officer Jan / Feb Monthly Formal Consultation Meetings with FBU Chief Fire Officer 2014 /Directors Jan 2014 JCC Chief Fire Officer
10
6 Consultation Feedback
6.1 The online Questionnaire was accessed through the ‘Have Your Say’ page and there were 1598 hits on that page. A total of 122 responses were received to the online questionnaire through Survey Monkey, the mechanism used for developing, delivery and collation of the questionnaire. However, of these 122 responses, 41 fully completed and 81 were incomplete returns.
6.2 Written submissions where received from Mr I Swales MP, Mr T. Blenkinsop MP, a Joint submission form Mr A Cunningham MP, Mr A McDonald MP and Mr I Wright MP.
6.3 A comprehensive submission was received from the Fire Brigades Union, who also undertook an online questionnaire receiving 650 responses and a petition receiving 7,300 responses in opposition to cuts in the service’s budget. A protest march was also undertaken attended by approximately 200 people.
6.4 A response was received from Unison setting out the views of their members.
6.5 Positive endorsements where given by Partners who received the presentations, specifically in relation to the reductions in emergency incidents that the Brigade attend.
6.6 Partners in Local Authorities receiving the presentation recognised the impact of austerity measures and considered this to be part of the wider reduction in local government.
6.7 The Hartlepool Mail conducted their own online survey asking “Will £6m of fire service cuts in Cleveland Adversely affect the service?” the response was: Yes 79% No 21 %
6.8 Three comments cards were returned from public consultation events where circa 200 comments cards were distributed.
6.9 Seven comments/questions were raised through the ‘Have Your Say’ site
6.10 A comprehensive submission was made by West Midlands Fire and Rescue Service that challenged some of the work, supported proposals and sought a closer working relationship to benefit from joint working.
6.11 The Chief Emergency Planning Officer and LRF Manager sent a written request for clarification on the impact of the proposals on planning arrangements surrounding incidents on COMAH sites and high hazard industry. A response was made that satisfied concerns raised and written confirmation received to that end.
6.12 Staff raised more than 100 questions during the 7 staff road shows that were undertaken
6.13 Social media messages were sent and responses where received and spread to more than 47,700 people through retweets.
6.14 The CIRMP was discussed at each of 5 staff communications forums held during the consultation period with opportunity given to ask questions at each.
11
6.15 The feedback from each of the stakeholder groups is summarised in the following pages
CIRMP 2014/18 - Consultation Feedback Impact Analysis
Rating Consultation Comment By CFA Response H/M/L1 Action Whom
OD 1 Review and implement the provision of the Authority’s Proper Officers (Treasurer)
No comments N/A Not applicable L No Change
1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 2 A Fire Authority Review to examine the number of committees and elected members required to govern Cleveland Fire Authority
We welcome the review of governance arrangements to reduce the costs. MPs The Authority notes that the comments are L No Smaller bodies can be more effective and also make quicker decisions though AC,IW, supportive of this proposal and all issues change the Authority would have to remain representative of the area is serves AMc raised will be considered within the review pending changes proposed by government. and reported back to the CFA in 2014/15.
A Fire Authority review is welcomed and allowances should be reviewed also MP
TB As long as it is a good representation of Cleveland. Members of the public and other emergency service members involved. People with a good insight into Survey the service, not just a bunch of yes men.
Reduce the amount of Authority members and reduce the cost of governance.
Propose we go back to 2002, where all who sit on the authority do it on a voluntary basis, let's see who would be interested in the role then, as I feel there are some on the Authority who sit for the allowance, yet deep down they have little if any knowledge on how the Brigade functions as a whole. I would go as far as saying some do not even know where all the Stations are, and wouldn’t know how to engage with frontline Fire fighters.
Introduction of people with proven business success is essential. It is not a modern practice to only promote from within because these people have 'seen the business root and branch
2 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 3 An Executive Leadership Review to examine the numbers, capacity and support of senior managers required to lead Cleveland Fire Brigade Combine Reduce Senior Management Pay, Senior management pay has seen a FBU All issues raised will be considered within with OD5 significant increase whilst fire-fighters have seen 4 years of pay freezes and the full Organisational Review and L 1% pay rises as well as increased pension contributions. & OD6 reported back to the CFA in 2014/15 Reduce the size of the Senior Management team which, compared to other
FRS’s is unusually large in relation to the overall size and configuration of the organisation.
The senior management team is proportionately large and expensive and MPs should be reduced. Pay restraint should be observed and opportunities to AC, IW, share senior executives should reduce executives by one or two posts. AMc
An Executive Leadership review is welcomed. MP The number of chief officers is excessive and could be significantly reduced TB The remuneration of chief officers should be frozen. Telephone allowances should be scrapped. Fully expensed cars should not be provided with consideration being given to pooled vehicles. Directors and Chief officers should be shared with other FRS, Police, NHS or Teesside Local Authorities.
An Executive Leadership Review to examine the numbers, capacity and support of senior managers required to lead Cleveland Fire Brigade Survey Leadership is important but Fire Engines in the community are more important - there needs to be a balance The document states that a reduction of £136,000 from the management. Perhaps a greater reduction could be made here. I think this is necessary as the number of engines and staff is reduced then surely less office staff and management is required. 3 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 4 Subject to business case, consult stakeholders on moving to a Public Service Mutual governance model The Fire Authority and Brigade management are fully aware of the FBU’s FBU Significant consultation feedback Remove stance with regards to any move to a PSM and this will be fully explained highlights a need for a discrete H from publicly if necessary at a later date. The FBU does not see PSM as a viable consideration of the Public Service CIRMP alternative going forward and most certainly not as a way of mitigating the Mutual Model for the CFA. Proposals £6million shortfall of Government funding over the next four years.
This is to be moved outside the CIRMP Most of the Organisational Development proposals are not unexpected. UNISON Specifically, however, Unison do share some of the concerns of FBU proposals and classed as a corporate colleagues over OD4 and proposals around a Public Service Mutual and as a proposal that will be published in the Stakeholder they would expect timely and comprehensive consultation should Authority’s final CIRMP to demonstrate the CFA produce a business case for Mutualisation. that work will be undertaken on this area MPs but will be separately comprehensively We would echo our earlier calls for this idea to be scrapped and for no more AC, IW, consulted upon in the future when the restricted resources to be used to develop it further. AMc work is complete and before any decisions are taken. The development of the mutual is controversial but is, I know, freeing up the force to bid for other work in an innovative manner. I would hope that you will IS raise any problems this is causing with local MPs.
MP The Authority should reassess whether they can justify the resources they are using to investigate potential reorganisation to PSM TB
Please provide more detail on what is being proposed. Also the implications to Survey local businesses which could be affected by the change with regard to inclusion and exclusion from the model. There appears to be no detail on when or of this will be implemented within the plan 4 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Wow! I’ve heard a little about this but thought it was a scary rumour. Privatising an essential emergency service is criminal! This certainly does not have my support. How without council tax and government funding would this survive. How would it make money? Charge people to save them? It will become a profit driven business, it would have to be to survive. However profits would then be seen as more important than people. A VERY SCARY PROSPECT!!!!!!!!! As a member of the community of Cleveland I would prefer the Fire Service to remain as a public authority service - mutuals can be very risky indeed so object to any move towards this
Should be widely discussed and publicised
whilst it’s a huge change this could be a way to reduce the deficit and protect services and jobs
5 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 5 Revise and implement the new arrangements in relation to Business Development
Proposal will now be considered within the Combine No comments full Organisational Review and reported L with OD3 back to the CFA in 2014/15 & OD6
6 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 6 Undertake a full organisational review to include: management structures; prevention; protection; technical and corporate support; fire control room and trade union facilities time. The review will examine: roles, responsibilities, capacity, numbers and specialisms of all staff across the Brigade. It will also consider alternative ways of working such as collaboration, outsourcing and shared services.
The proposal to remove the Trade Union post from the establishment should FBU All issues raised will be considered within L Combine be withdrawn from the CIRMP document. the full Organisational Review and with OD3
reported back to the CFA in 2014/15 & OD5 Reduce the size of the whole management structure of CFB from District/Group Manager down to Station manager. The size of the whole middle management team/flexi-duty management is oversized to manage approximately 400 frontline staff.
Share services such as Human Resources, Finance and Information Technology with other services for example the Police, Local Authorities or other local FRS’s.
Under OD6 Unison seek a commitment from the CFA that members Green Unison Book NJC Terms and Conditions will be protected in the event of a full organisational review and particularly in light of the consideration of alternative ways of working, review of specialisms, collaboration, outsourcing (which we oppose in principal) and shared services. We would seek also a commitment not to reduce or erode Trade Union Facilities / time as part of the review.
Moving to a shared service model will reduce executives, managers and MPs those looking after Human Resources, Payroll, Support Services and AC, IW, Training. AMc
7 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Sharing of call centres, other facilities and back office staff across the IS emergency services and other sectors seems sensible and although I note you mention potential savings, I am not sure how radical you are being with options
A full organisational review is welcomed in part. MP Management structures need to be reviewed and directorates reduced TB Technical and corporate support could be shared with other brigades the Police or Local Authorities Shared control with Police and NEAS should be discussed Shared services are preferable to outsourcing to private sector providers
Reducing facilities time may lead to more inefficient outcome and could hamper industrial relations.
Will the outcomes of the review be made public to all interested parties and Survey businesses? With a longer timeframe and notice of the consultation be given to allow for all parties to fully participate in the exercise. I think idea of sharing services could work. And maybe sharing buildings is also a good idea. Reduce all Civilian staff to that is needed to run Operational Response only. All structures need looking at starting at the top and working downwards and shared services seems a good direction to save money Yes shake up everything and consider all aspects - what do we really need to do in house? Training, ICT, Estates, Logistics, H&S, Workshops are just some things we could outsource or make line management responsibilities business development should be cost neutral or make profit maintain the current 80 -20 balance of delivery to support
8 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 7 Review the on-call duty system
Details of the on-call duty system would need to be known to understand the Survey All issues raised will be considered in the L No implications it has on response to incidents etc. on-call duty system review and reported change
back to the CFA in 2014/15 I think it will be very difficult to recruit on call fire-fighters across Cleveland, and if these appliances are off the run like current on call pumps, can only mean people and fire-fighters being put a greater risk.
This is a good addition but the core of the Fire Brigade and it's organisation is what we require first and foremost.
It will be difficult but make the system practical and workable
9 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 8 Reduce the revenue budget allocated to capital financing
No Comments N/A Not applicable L No Change
10 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 9 Reduce budget to reflect incremental drift
No comments N/A Not applicable L No Change
11 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 10 Reduce non-pay budgets
No comments N/A Not applicable L No change
12 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 11 Explore opportunities for sharing accommodation with other Agencies All comments and issues raised will be No At the centre of all thinking about the way to reduce costs must be full MPs considered within the existing proposal. L Change collaboration with local authorities and other public services like the AC, IW, police including shared headquarters, shared back office services and AMc shared training facilities. None of our local authorities or other public service providers can afford not to collaborate in a substantial way
Sharing of call centres, other facilities and back office staff across the IS emergency services and other sectors seems sensible and although I note you mention potential savings, I am not sure how radical you are being with options
The Authority is correct to commit to this proposal. It is significantly preferable to capital expenditure on new buildings solely for the use of TB the Fire Authority
13 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 12 Build a new complex on Queens Meadow Business Park consisting of Administrative Headquarters, Fire Control, Learning and Development Centre and Asset Resource Centre.
The FBU’s view is that the re-build program is halted in order to refurbish The Authority recognises the growing risk No stations (costing much less money) and that the plans for a new Headquarters FBU that is being presented from its ageing change building at Queens Meadow, Hartlepool are scrapped and alternatives be estate of buildings which have been sought. deprived of capital investment in the last 15 years. A shared Headquarters building, for example, with the Police or a Local Authority, which should be located geographically in the centre of Cleveland There is a current backlog maintenance should be sought. The location is important to saving some money as journey requirement of c. £11m. Therefore, the distances and times will be much shorter overall. There will be shared running cancellation of the Capital Rebuild Projects would still require a minimum costs also. Collaboration with other services is essential in order to give best value, a smaller building or part of a building will mean smaller running costs. of £10m to be spent on essential works
within the next 4 years. The Workshops facility should be in shared accommodation, again for example, with the Police or local authorities and be central geographically in In addition the specific estates the County, selling the land at Thornaby adjacent to Thornaby Fire Station. proposals outlined in the CIRMP will Explore Sharing training facilities with other local FRS’s significantly reduce the Authority’s liabilities in relation to its estates backlog maintenance by £7.9m. Saving At the centre of all thinking about the way to reduce costs must be full MPs collaboration with local authorities and other public services like the police this money will allow expenditure to be AC,IW, including shared headquarters, shared back office services and shared training focussed on front line services. facilities. None of our local authorities or other public service providers can AMc afford not to collaborate in a substantial way
14 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
It is completely inappropriate to take this proposal forward when cutting fire TB brigade numbers and closing stations this should be removed from the plan MP Consider using existing commercial space in Cleveland
Share HQ, Control and training facilities with the Police or a Cleveland Local Authority
Consider shared facilities with other FRS
An understanding of the outcomes of the reviews would be appreciated, so that Survey if required, any gaps in provision can be mitigated by local business as required to ensure the safety of employee's and local community
I think idea of sharing building could be a good saving. But I believe the idea of building new building at a time the fire authority are considering cutting front line fire-fighters is fundamentally wrong.
Consider additional procurement benefits from pooling resources with other regional brigades/national approach to maximise buying power
Sharing any new premises is a good idea but also consider to share services and existing buildings - why build new all the time as that can cost a lot of money why not refurbish existing stations and buildings
Should all be considered but surely front line men and engines should take precedent over new buildings etc
Can headquarters be accommodated on fire stations at a cheaper cost? Can we have a joint training centre with Durham? Why do we need an asset resource centre, isn’t that a fire station?
15 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
A full options appraisal and evaluation illustrated that the ‘Do Minimum’ option was the most expensive over the appraisal
period of 25 years. If no investment is made to return the current buildings to original operating standards critical failures will occur. The spiralling costs of estate failures is illustrated by the fact that the annual Repairs Budget is going to be overspent by 200% in 2013/14 (£300,000 outturn on a £115,000 budget). Further – the increasing property failures/faults will be an increasing draw on Revenue budgets, meaning loss of even more jobs.
The FA successfully bid for £3.9m from CLG to support its Capital Rebuild Programme. The rebuild of the HQ building is a central component of the Authority’s Programme. £3.0m of the total £5.14m build cost for the HQ building is being funded by CLG.
The £2.0m being spent by the Authority on the HQ rebuild would still need to be spent on the backlog maintenance if the rebuild is cancelled – However with only 50%
16 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Occupancy the current HQ is NOT VIABLE. There is a potential that CLG may wish to claw back up to £3.0m from the Bid allocation if the HQ building is cancelled. Taken over the 50 year lifecycle of a new HQ Building the Project is cost neutral – so the HQ rebuild pays for itself. The impact on the Authority from major reductions in financing its AMP would be catastrophic. The net result of this – Grave impact on the Authority’s capability to save lives whilst maintaining safety of its staff, which would ultimately lead to deterioration of public confidence.
Hence why the Authority on 6th November 2013 following a review of its Capital Rebuild Programme confirmed and restated its Asset Management plan
17 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 13 Explore opportunities to share specialist fleet with other Agencies
No comments N/A Not applicable L No change
18 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 14 Undertake an organisational fleet review Downsize the fleet of vehicles from Senior Management down, reducing the No number of fully expensed cars and utilising more pragmatic use of ‘shared FBU All comments and issues raised will be L Change vehicles’ from the pool. In essence, from the top down, smaller vehicles, less considered within the existing proposal vehicles and lower subsidy levels for vehicles.
Lower fuel usage. The total fuel bill for the Brigade should be subject to a full and comprehensive investigation and smarter ways of working identified, especially with regard to unnecessary journeys made by Fire Appliances.
Review the executive car arrangement sand move to a pool vehicle system MPS AC, IW, AMc
19 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 15 Reduce Revenue budget to reflect efficiencies as a result of the Estates Re-Build Programme
No comments N/A Not applicable L No Change
20 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 16 Remove Inflation for one financial year (2015/16)
No comments N/A Not applicable No change
21 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
RM 1 Embed the new Community Risk Model and deploy our emergency response resources against actual risk (service demand) as opposed to potential risk.
An emergency can happen at any time in any location and the methodology FBU Our prevention, protection and L No used in the CIRMP does not recognise this unfortunate but true fact. What this emergency response services and the Change means, is that the majority of populated areas in Cleveland will see a decrease deployment of our resources is built in attendance times to 8mins, effectively having slower response times to most upon sound risk assessment. people’s properties, putting those members of the public who have an emergency and the fire-fighters having to attend and deal with that Emergency In 2013 we refined our risk assessment at significantly greater risk. methodology to better target our prevention, protection and emergency However, it is our conclusion is that CFA continue to utilise the IRMP process response services to those people who as a budget reduction tool rather than a legitimate or genuine attempt to are most vulnerable in our assess the risk contained within Cleveland and to robustly deal with that risk, in communities. essence, a business plan not a risk based document.
With this in mind the Fire Brigades Union cannot agree with the methodology This new methodology – our used and opposes in the strongest terms the proposals contained within CFB Community Risk Model – introduces CIRMP 2014-18. two separate risk assessments against which we can deploy our services and The Fire Brigades Union cannot agree with the methodology used and resources. These are the community opposes in the strongest terms the proposals contained within CFB CIRMP risk assessment and the service 2014-18. demand risk assessment.
As always however, the FBU, as the primary staff representative body and key The new methodology is being stakeholder, would wish to work with senior management and CFA to seek out independently quality assured by the genuine alternatives to the proposals within CIRMP 2014-18 within a local Institute of Local Governance. authority Fire & Rescue Service, the following two Sections (6&7) will detail the FBU’s opinion on the CIRMP proposals and consequently what the FBU sees 22 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1 as genuine and more safe alternatives to the CFA’s proposals.
Thank you for your response which provides the requested confirmation and Stuart reassurance around the operation of the COMAH offsite emergency plans Marshall which I can relay to the members of the Emergency Planning Joint Committee. Based upon the proposed deployments I cannot see there being a significant CEPO & impact on the operation of the COMAH Off Site plans given the initial response LRF will remain as is - allowing an assessment and immediate actions to be Manager undertaken prior to the full resource as per the existing concept of operations. I am aware that the brigade has engaged with industry on a number of occasions regarding the proposed changes and would expect any site specific scenarios where the changes may have an impact to be raised direct with the brigade by the operator as part of the existing consultation. Once again thank you for your assistance and reassurance.
We recognise that risk factors may be changing in some areas but are MPs concerned that, with the Cleveland area still an area of high and increasing AC, IW unemployment and much higher than average deprivation factors, this is given AMc much greater weighting in assessing the risk. Those deprivation factors and the very specific industrial challenges we face in the Cleveland Fire Authority area mean we have a very special situation quite different to other areas.
I note the significantly lower activity shown in the plan and the steps being suggested to address this and the reduction in funding. I found the plan to be IS excellent and complement the Authority on the thorough job.
23 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Our respective strategies have many similarities. It is clear that you are forward W.Mids looking, basing your analysis on climate change and modern day threats. A FRS balanced approach is a safe approach. Is a balanced approach the right approach for a modern FRS?
It can be argued that our approach should be weighted toward prevention. We recognise this as Utopia, it does however emphasise where our resources should be focused.
We would like to understand why you have approached risk in relation to geographical area and not incident type.
Many of the outcomes in relation to risk assessment are focussed on operational response. They are based on historic incident data rather than forecasting and balanced with prevention protection and response. Our corporate strategy states that we will follow an evidence based approach and your risk assessment clearly does this. We recognise the importance of horizon scanning and professional judgement combined with incident risk and community profiling. We consider peer review and scrutiny to be best practice and will consider your Independent Assurance of Risk Assessment Process and Independent Assessment of Performance Management Framework.
This approach does not allow for the inherent risks presented by the local Survey COMAH sites and the effect an incident will have on the local community. Example of which is the fire at UK Recycling over the Christmas period which was allowed to burn for several days causing environmental and health issues to the local community and businesses. The statistics used do not reflect the current concept of operations stating there were only 2 occasions in the last 5 years where there has been a 10 appliance incident. There have been 24 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1 numerous incidents within that period where there has been between 5 and 10 appliance an incident in the area. This should be factored in before reductions and the plan is enacted. The information held by the Brigade with regard to local risks should be shared with the businesses so that the information can be reviewed and confirmed as to whether it is current or requires updating before the plan is enacted. Consideration should be given to Fire Authority Senior management engaging / brief local businesses on the implications of the changes proposed in a one to one basis so that they can make appropriate arrangement to mitigate any reductions in service if required.
I think the risk in the area over the last 20 years has not changed. If you look at your own figures although your call outs are reduced fire deaths have stayed the same. So in fact gone up % wise.
Actual and potential risk are the same. The Brigade will not be able to respond to a big incident then be expected to maintain emergency response! Concerned that fire engines will not be attending fires and accidents as quickly as before
25 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
RM 2 Maintain our existing operational response times to life risk incidents.
Potential risk should remain a consideration. Focusing on potential risk as MP The Authority has no intentions of L No opposed to service demand could prevent incidents becoming even more TB changing its current operational Change significant response standards to life risk incidents
We would be interested to know how you meet your 5 minute response W.Mids in high, medium and low risk wards standard using a retained model. FRS You appear to achieve your response times on 75% of occasions which is a high success rate. Do your response times include call handling times? Survey The relaxation of the emergency response standard from 5 minutes to 8 minutes impacts on local businesses and local communities with the potential for greater loss of life, property and the environment. with reduced resources it should not necessitate an extension of first response times to incidents. I believe our response standards at the moment are fantastic. But will be reduced if the level of personnel and skills drop. I would not want your current response standards to be reduced in any way, both in terms of time to reach the incident and the time to deal with it once you're there. I would also expect you to monitor your response times and outputs against these standards so that adjustments can be made to your plans if necessary to maintain the standard of service provided. I was recently involved in a fire incident and required the Fire Brigade. They arrived within 3-4 minutes of my call - Remarkable.... Cannot commend the service and professionalism of the team from Hartlepool any higher... Mr Hayton you should be very proud.
26 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
PV 1 Review, develop and implement a revised Prevention Strategy
If the CFA goes ahead with the proposed reduction of whole-time fire-fighters FBU Implementing the proposals will lead to L No change and closure of Marine Fire Station this will inevitably lead to less Home Fire there being 25 fewer whole-time fire- Safety Checks, less smoke alarms being fitted, less School visits and less fighters available at any one time which Community engagement right across Cleveland. The FBU would argue that will have an impact. It is our intention to when this reduction in prevention work happens (in the very near future if the ensure that productivity is maximised by proposals go ahead) there will be a resulting increase in fire related incidents in modifying the daily working the same way that there was a decrease when more prevention work was arrangements for fire-fighters. We will done, this will inevitably lead to an increased risk to the Public & Fire-fighters of ensure we meet targets for prevention Cleveland alike from death & injury caused by fire and other serious incidents. activities by moving maintenance and training work to times of the day when Through the CIRMP Unison would therefore seek assurances that these Unison people aren’t normally available to functions will be protected and enhanced to mitigate the impact of reduction of receive preventative education. We will operational roles and to ensure the successful preventative measures that also be implementing new arrangements have assisted in significant reductions in domestic and business premise/s around the evaluation of activities risks are entrenched within the future operational strategy of the Brigade. undertaken to ensure that all work is achieving results. We will make greater It is vital that prevention and protection remain central to the Brigade’s work MP TB use of the Cleveland Fire Support Network, hence the use of volunteers to It can be argued that our approach should be weighted toward prevention. We W.Mids undertake work where necessary. Finally recognise this as Utopia, it does however emphasise where our resources we will utilise our performance FRS should be focused. framework to ensure we keep focused on achieving our outcome of safer You discuss the use of new technologies and the use of Mini Fire Stations. communities and will redeploy resources Again this appears to be an innovative approach and we would welcome where underperformance is identified further information on your approach to inform our thinking.
27 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Noting your reduction in RTC by 32% over the last five years we would like to gather information from you about any best practice or initiatives that have had an impact in this area.
Survey Encourage and support all initiatives to reduce arson and community safety initiatives and historically have done so for a number of years.
An in-depth review is required
I think at the moment we do a great job getting out into the community and give great fire safety information, which has reduced incidents occurring in the first place. But with a reduction in fire-fighters this high level of great community work can only lead to the increase in fires occurring.
Prevention should always be the key focus
This is an area where reduction in services can be achieved. This is of secondary importance to frontline emergency staff! Prevention can be done by volunteers!
Prevention is always important but concerned that there will be slower times for fire engines to get to house fires, businesses or any accidents if that prevention hasn’t worked
Concentrate on being a fire service, not social workers
28 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
PR 1 Review, develop and implement a revised Protection Strategy
The FBU would argue that if the cuts to the number of Whole-time Fire-fighters FBU Fire-fighters on station carry out very L No and closure of Marine Fire Station go ahead unchecked this will result in less of little statutory fire safety work and the Change the work we, as a Fire Service are legally bound to carry out being done and majority carry out none. There is one this will lead to poorer fire safety standards in Cleveland’s Factories, Hotels, Hospitals and Residential Care Homes etc, this in turn, again, as we have said station based fire safety advisor previously will lead to an inevitable increased risk to the Public & Fire-fighters available on each station who only of Cleveland alike from death & injury caused by fire and other serious undertakes audits of low risk premises incidents. as directed by our risk based inspection programme. The work undertaken to Through the CIRMP Unison would therefore seek assurances that these Unison fulfil the Authorities statutory duty functions will be protected and enhanced to mitigate the impact of reduction of relating to the Regulatory Reform (Fire operational roles and to ensure the successful preventative measures that have assisted in significant reductions in domestic and business premise/s Safety Order) is undertaken by Fire risks are entrenched within the future operational strategy of the Brigade. Safety Specialists and there are no proposals to reduce that number. It is vital that prevention and protection remain central to the Brigade’s work MP – TB Our respective approach to protection employs a Risk Based Inspection W.Mids Programme. We would be interested in any evaluation you may have on its – FRS effectiveness and suitability as a recording system or predictive forecasting model.
Do you recover costs for fire investigation services and are you considering a regional approach?
29 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
This approach does not allow for potential scenarios to be catered for and Survey could lead to the service being unable to respond adequately to COMAH incidents in the Cleveland Fire Brigade Area. As previously stated the existing risk information and assessments carried out by the Brigade should be shared with local businesses to ensure its validity prior to reductions in resources and manpower. This would also allow for any potential shortfall and partnerships to be developed.
I think this is very dangerous
Vulnerable or not, everyone deserves same service Its overdue
30 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 1 Review, develop and implement a revised Emergency Response Strategy
Having less fires or road traffic collisions does not necessarily mean that there FBU All issues raised will be considered L No change are less deaths from fire or other serious incidents, but having the ability to within the Emergency Response respond robustly and appropriately, with sufficient resources to rescue people Strategy review and reported back to from those Fires, RTC’s and other serious incidents does. the CFA in 2014/15 During the recent flooding an extremely busy period Cleveland Fire Brigades ability to respond appropriately and robustly to any other emergency was virtually non-existent, that ability even to deal with the same scenario again, in the same way, if the CIRMP proposals were to be sanctioned and agreed by the Fire Authority, would be lost.
Stuart Thank you for your response which provides the requested confirmation and reassurance around the operation of the COMAH offsite emergency plans Marshall which I can relay to the members of the Emergency Planning Joint Committee. CEPO & Based upon the proposed deployments I cannot see there being a significant LRF impact on the operation of the COMAH Off Site plans given the initial response Manager will remain as is - allowing an assessment and immediate actions to be undertaken prior to the full resource as per the existing concept of operations. I am aware that the brigade has engaged with industry on a number of occasions regarding the proposed changes and would expect any site specific scenarios where the changes may have an impact to be raised direct with the brigade by the operator as part of the existing consultation.
Once again thank you for your assistance and reassurance.
The removal of 130 whole-time posts reduces the brigade’s ability to respond MP – TB 31 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1 to major incidents
Replacing post with on call posts is unsatisfactory because response times are longer and there is massive industrial risk in the area. On call fire-fighters may struggle to receive a satisfactory income
Are you considering call challenge or charging for False Alarm calls? We have W.Mids successfully piloted an AFA vehicle crewed by a fire safety officer and a fire- FRS fighter. We would be happy to share the evaluation of this project with you.
We would appreciate learning from you and understanding the problems and successes you have experienced associated with co-responding.
A full understanding of what the changes mean in real terms with regard to Survey equipment and capabilities is required, So that businesses can ensure they have sufficient resources etc to cover the shortfall in the planned reductions if any. The outcomes of the risk assessment process to be discussed with community, business etc so that a greater understanding can be gained of the issues. A greater understanding of what is available under National Resilience needs to be communicated to business going forward following the reductions planned to be carried out both locally and Nationally to ensure that what is believed to be available can be deployed and in what time frame
I think you need to stop looking at cutting front line services and make your voice heard to this tory government and oppose these cuts.
These things are all important and what the fire service do, I think these cuts will have an effect on how well you can do this in the future
32 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 2 Extend the existing tri-partite control arrangement with Shropshire and Hereford and Worcester Fire and Rescue Authorities
Share HQ, Control and training facilities with the Police or a Cleveland MP – TB The issues raised regarding a shared control L No change Local Authority room facility on Teesside were
comprehensively explored by the Fire, Police
More detail on what this means to the Cleveland fire Brigade area with Survey and Ambulance Authorities in 2001. The more details on what is planned to be done in the tripartite approach outcomes of this ‘Invest to Save’ project were never fully achieved due to significant Trade Possibly a good idea, but I think having our own control room, with local Union objections and action. However, the knowledge is also a key part of our fantastic response times. So merits of a shared control facility will be re- keeping it I believe would help people in need get help faster. examined under proposal OD11.
Unclear what this arrangement involves
I think having people from other area answering 999 calls will increase the time it take for fire engines to get to fires, local knowledge is everything.
If this is beneficial then why not.
33 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 3 Open new community fire stations at Headland (Hartlepool), Middlesbrough, Thornaby and Grangetown
The FBU’s view is that the re-build program is halted in order to refurbish FBU Fit for purpose community fire stations are L No an essential element to support the stations (costing much less money) and that the plans for a new Change Headquarters building at Queens Meadow, Hartlepool are scrapped and Authority’s capability to provide lifesaving alternatives be sought. services.
MP – TB Middlesbrough and Headland fire stations It is inappropriate to open 4 new stations whilst closing others in high risk have been classified as ‘life extinct’ and areas and cutting staff numbers the advice of technical advisors is that it Capital and revenue are interdependent and should not be considered would not be value for money or effective distinctly use of public funds in maintaining these The Brigade should not be planning on spending £22 million on new building premises. The incidence of failures and whilst cutting jobs and closing services repair costs places these premises as a
Instead the brigade should repair existing unless absolutely necessary. high risk.
There is a strong operational case to relocate Grangetown fire station away from Survey A fire station on the Headland is not required. Thornaby should move to its current position within a flooding plain. Teesside ind est to allow for better coverage into Ingleby and Yarm as well as The station suffers damage from flooding maintaining response to Thornaby. and the incidence of this is increasing in I don’t understand why the fire authority are building new building at the same line with the changes in weather patterns. time, considering cutting front line services. This should be of secondary importance to maintaining staffing levels and The relocation and rebuild of Thornaby fire appliances! station to a better strategically placed site Delay until joint projects considered eg with other emergency services and the sale (and capital receipt) of a Could money not be saved here? How much will the community use these will highly valuable site in Thornaby town this help us respond to incidents centre provides the Authority with Yes they are dropping to bits opportunities to improve operational as well as financial effectiveness and efficiency. 34 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 4 Crew appliances with four fire-fighters on each fire engine at whole-time fire stations with two whole-time fire engines: removing 21 whole- time fire-fighter posts
We have gone through a risk assessment process and determined that we W.Mids Following a robust risk assessment L No will mobilise 8 people to a house fire but this can be reduced based upon FRS process, this proposal was developed Change caller information should it be a minor fire. Have you considered going to and implemented throughout 2013/14. attribute based mobilising? No issues have been identified.
Advice required from the Fire Authority with what implications this has on Survey fire fighting capability of appliances sent to deal with incidents. Presumably there will be some functions/operations that are currently carried out by 5 fire-fighter that 4 will not be able to do. please provide details on what they are and what provision businesses may be required to provide
I do not believe that the safety of the public will be as good as it currently is with this proposal. The fire brigade has an excellent reputation at the moment but I think it will become a second rate service under this proposal.
Less fire-fighters per appliance can only raise the risk to your staff and members of the public
Its been successful in other stations so go ahead
35 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 5 Enhance our operational capability by introducing rescue pumps at Stranton, Redcar, Stockton and Coulby Newham that combine the functionality of a fire engine and specialist emergency tender vehicle. This removes 16 whole-time fire-fighter posts from existing emergency tenders at Stockton and Coulby Newham.
Coulby Newham, Hemlington and Stainton and Thornton have relatively MP – TB This proposal increases and improves L No high community risk profiles. Given this where possible the proposed our operational response capability Change reduction in staff ridership should be reconsidered.
What happens if the specialist equipment is needed at an incident but Survey all these new appliances are tied up at fires etc?
Good idea and with more specialist equipment can only be a good thing.
What is meant by enhanced capability pump? at what cost
I support the new vehicles but not the removal of posts
36 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 6 Undertake a feasibility study into combining the functionality of a fire engine and the aerial platform by the provision of a Combined Aerial Rescue Pumps (CARP) at Middlesbrough and Stockton removing 8 whole-time fire-fighter posts at Middlesbrough.
CARP’s are nothing new; indeed they are in use in areas such as South FBU All issues raised and the FBU Best L No Yorkshire, Merseyside and Strathclyde. The FBU has produced a best Practice document on CARPS will be Change practice document regarding the issues and problems with such a vehicle fully considered within the feasibility
study and reported back to Fire We have trailed this approach through having combined water tower and fire W.Mids Authority in 2014/15. engine. We have found this vehicle problematic due to its weight FRS maintenance and utilisation. A full risk assessment will be undertaken prior to implementation.
I've read into these appliances and found some very bad and concerning Survey reviews on the safety of these vehicles. Having a CARB as the only whole time pump in one area could increase response times.
This strategy should be researched thoroughly and if feasible should be implemented asap
Will this type of vehicle be slower in getting to an emergency on time. if so I would be concerned
This must not go ahead, every brigade that has them are trying to get rid of them for various reasons
37 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 7 Close the Marine Fire Station, transfer the fire engine to Stockton and crew with on call fire-fighters removing 20 whole-time posts and recruiting 12 on call fire-fighters
The FBU absolutely oppose the proposal to close Marine fire Station as FBU The CFA has demonstrated its rationale L No change we believe it is an integral part of the community and such closure will for change for the Marine fire station result in reduced levels of fire cover, within the draft CIRMP 2014 – 18 It is the opinion of the FBU that slower response times to the Middlehaven area could result in further risk to that community and to (reference pages 109 – 115). the Fire-fighters dealing with such incidents, not forgetting the financial loss to business in this growing area should they suffer increased The key factors considered were: losses due to slower response times and arrival of the appropriate weight of attack required to deal with such incidents. It makes Emergency incidents have reduced absolutely no sense at all to be closing permanently a fire station by 33% over last five years, notably closest to the newest and largest property/commercial development in the number of serious fires has Middlesbrough and it is dangerous to do so. reduced by 63% and smaller fires by UNISON 33% Share the concerns of colleagues in the FBU over potential operational The Marine station area is located in job losses resulting from proposals contained within the CIRMP and the close proximity to the five fire stations subsequent impact on support roles. MPs at Middlesbrough, Grangetown,
AC, IW, AMc Stockton, Thornaby and Coulby We do not support the wide scale replacement of full time professional fire-fighters with on call people and further fire station closures Newham, all of which can provide an initial emergency response to the MP - IS area. Both the Army and the Police are intending to make greater use of Whilst the area is deemed as volunteer and auxiliary staff. On-call fire fighters may be similar people predominantly medium and high risk and I would ask whether the reality of recruitment across these and this is historic and the number of 38 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1 other sectors has been considered residential properties has diminished considerably over recent years. I would be interested in comparisons with other forces on issues such as creating use of on-call staff and level of service provided. I do Maintenance of this fire station is recognise the unique nature of Cleveland in terms of hazards, but feel some comparisons would be relevant and helpful. therefore deemed to be an overprovision MP - TB and inefficient use of diminishing resources Closing the Marine fire station and removing its 20 firefighters W.Mids significantly increases the risk inn wards like Middlehaven. This is FRS inappropriate given the highest fire risk in the area.
Survey Are you considering LRFC stations as an alternative?
This is very short sighted considering the impending development of residential, commercial and medical institutions in St Hildas Looking at the document, is it wise to close a fire station where there is a lot of development around the middle haven site, including college, business and the football stadium. and then move fire-fighters which will be part-time to another place nowhere near middlehaven Worry about increased level of on-call staff? current retained levels already seem low. Is it even legal i.e. removing one fire-fighter post and replacing with another fire-fighter post on poorer pay/contract? Whilst I would prefer to maintain status quo it is a logical change if change is needed
39 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 8 Continue the development of Pod Systems in the delivery of Specialist Services
Please advise how this system operates and are there any manning Survey This proposal is a continuation of an L No implications in view of the reduction in fire fighters planned. Will there existing practice Change be sufficient resource to man and operate equipment available in PODs once fire fighter reductions planned have been implemented?
I'm not sure on this?
40 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 9 Introduce on – call crewing arrangements for the second fire engines at Stranton, Stockton, Thornaby, Grangetown, and Redcar removing 76 whole-time posts and recruiting 60 on - call fire-fighters
FBU The CFA has demonstrated its CFA to The FBU has very serious concerns that these other fatalities will rise as sure rationale for change for each location M minimise as dwelling fatalities will rise. This is not a future that the FBU will accept and within the Draft CIRMP 2014/18. The the neither should the Fire Authority, and in fact, by putting this table in the CIRMP transition key factors considered were: the Fire Authority must realise that this means quite clearly that more lives will from W/T be lost in dwelling fires. Community & Emergency Response to RDS Risks; and Incident Profiles. In crewing as The FBU are of the view that the operational response level and type in addition, high level impact resources Cleveland is currently operating at the critical minimum level necessary to assessments were undertaken with allow. respond to emergency incidents and safely bring those incidents to a regard to: Community and Fire-fighter successful conclusion and would argue that the tables and evidence detailed Safety; and financial Implications. above show from the Fire Authority’s own facts and figures support this argument quite starkly, therefore it is clear that no further cuts to the frontline service should take place unless Public & Fire-fighter safety is to be put at risk The issues raised will be fully and the Fire Authority is willing to accept an increase to fatalities & injuries. The considered within the final risk FBU opposes the loss of 130 whole-time Fire-figher posts and considers this to assessment process prior to the be a dangerous and untenable option for consideration in these proposals. implementation.
Unison
Share the concerns of colleagues in the FBU over potential operational job losses resulting from proposals contained within the CIRMP and the subsequent impact on support roles.
Stuart Marshall Thank you for your response which provides the requested confirmation and
41 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1 reassurance around the operation of the COMAH offsite emergency plans which I can relay to the members of the Emergency Planning Joint Committee. Based upon the proposed deployments I cannot see there being a significant impact on the operation of the COMAH Off Site plans given the initial response will remain as is - allowing an assessment and immediate actions to be undertaken prior to the full resource as per the existing concept of operations. I am aware that the brigade has engaged with industry on a number of occasions regarding the proposed changes and would expect any site specific scenarios where the changes may have an impact to be raised direct with the brigade by the operator as part of the existing consultation. Once again thank you for your assistance and reassurance.
MP’s A. Cunningham, I Wright, A McDonald We do not support the wide scale replacement of full time professional firefighters with on call people and further fire station closures
MP I Swales Both the Army and the Police are intending to make greater use of volunteer and auxiliary staff. On-call fire fighters may be similar people and I would ask whether the reality of recruitment across these and other sectors has been considered
I would be interested in comparisons with other forces on issues such as creating use of on-call staff and level of service provided. I do recognise the unique nature of Cleveland in terms of hazards, but feel some comparisons would be relevant and helpful.
T. Blenkinsop MP The dramatic reduction from 44 whole-time fire-fighter to 28 whole-time fire- fighters at Redcar and Thornaby is of concern. 42 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Reduced crewing at Grangetown is a concern and increases risks faced by fire-fighters and the community
West Midlands FRS: Are you considering LRFC stations as an alternative?
Survey Can the current expertise and knowledge of local area risks be retained with this system? Will the training of the on-call personnel be the same as full time fire-fighters and what are the delays in deploying the on-call fire fighters assumed to be. This will impact on mobilistaion of fire fighter to incidents in the local area and potential for loss of life and property also potential environmental issues due to pollutants being discharged in to the atmosphere Removing a whole time fire appliance from any station in Cleveland I believe will increase risk to local people and businesses. Not only will we lose the weight of attack we will lose a lot of skills within the brigade by making people redundant This is wholly unacceptable; this will reduce the level and capability of Response! This brigade already sends whole-time appliances to paper over the cracks of the current "on-call" stations; this is a very dangerous proposal to the people of Cleveland! I would be concerned if part-time fire-fighters who have another main job protecting areas such as Redcar, Grangetown and Stockton and Thornaby as this would take much longer to get to an incident Good if crewing can be achieved Worry about increased level of on-call staff? current retained levels already seem low. Is it even legal i.e. removing one fire-fighter post and replacing with another fire-fighter post on poorer pay/contract? Slow attendance times of second appliance, losing valuable firefighter experience
43 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 10 Maintain riding five fire-fighters on each whole-time station with only on whole-time fire engine
Would 5 fire-fighters be adequate to deal in rescues from a house on Survey This maintains the CFA policy to ride L No fire? I don't know? five fire-fighters on locations which Change
have single whole-time fire apppliances Great idea why not trial it first
As I have previously stated, I believe resources will be stretched in a situation where more than one incident occurs at the same time, a fire engine breaks down or is itself involved in an accident en route.
44 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 11 Undertake feasibility study into the introduction of small fires units at Stockton and Grangetown adding 12 whole-time fire-fighters on a peak activity staffing arrangement
There is no detail in what the primary role of the SFU’s would be in attending FBU All issues raised will be fully L No incidents within Cleveland. considered within the feasibility and Change There is no classification of the type of incident that the SFU’s would attend or pilot study and the associated risk indeed the size of crews and what they’re consequent working arrangements, assessment Terms & Conditions etc will be on such vehicles. Many other Fire & Rescue Services’ use such vehicles, however it is our experience that many FRS’s are now deciding to move away from the utilisation of this type of vehicle as they are not viewed as value for money, safe or efficient.
Secondary fires make up 76% of the fires you attend. Do secondary fires always require a full fire engine and crew? W.Mids Have you considered increasing resource availability during your peak period FRS of calls and decreasing it when the risk is reduced? This approach may enable further efficiencies based upon evidence and risk. Your proposal to introduce small fires units appear appropriate based on the evidence supplied. Would you consider sending them to every incident type?
An understanding of the capability and limitations of these appliances would be Survey useful and the terms of deployment to incidents in local businesses. If you could successfully predict ALL fires and incidents over the next years then brilliant. However that sounds like an 'ideal' full of potential flaws
45 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
What if these new units are sent to a reported small fire and it's actually a lot bigger?
Concerned that these fire engines would not be staffed fully with not enough equipment to deal with fires and accidents. would prefer a fully manned fully equipped fire-engine to come to house-fires and accidents
Does this have an adverse effect on any high risk fire units?
Agree it will improve the availability of primary fire engines
46 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Consultation
Length of consultation should have been a minimum of 12 weeks FBU Scope of consultation was L proportionate to the nature and extent Complexity of questionnaire too in-depth and complicated of the changes proposed
Availability/accessibility totally inadequate and not purposeful or robust Sufficiently extensive to enable any person or organisation to express their Proposals are meaningless to general public Resident views. No group or community was disadvantaged.
Consultation was compliant with the
Principles and guidance issued by Central Government
Additional comments on consultation are contained at sections 7,8,9 of the report
47 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Reserves
Reserves should be used to offset loss of emergency response and associated FBU Reserves have been earmarked to L fire-fighter posts support the budget over the medium
term. All other reserves are earmarked for specific purposes as approved by the CFA
Council Tax
The Authority should go to the people of Cleveland via referendum (shared FBU The Authority’s strategy is not to pass L with another election to reduce costs) and ask for an increase to the proportion the financial budget deficit onto local of council tax paid (precept) to the Authority in order to maintain the service. taxpayers. Consequently the CFA have
previously discounted this proposal
Are you considering Referendum to increase council tax? West Mids
48 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Community Interest Company
Increase profit and therefore provide vital financial assistance to CFB FBU Agreed L
Conditions of Service
Revert evening shift Change over time to 17.00hrs, there has been an increase FBU This may be considered in any future L in overtime payments paid to fire-fighters who are required (due to Emergency reviews of the current agreed duty calls) to work past the end of their dayshift because the change over time was systems moved to 19.30hrs in 2012 and, as is clearly shown at… (CIRMP DOC Page 43 ‘Average number of incidents by time of day’) the peak time for Emergency calls is directly during evening Shift Change.
49 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
50 | Page 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
The demographics from online survey through Survey Monkey show that:
The survey was completed by 87 members of the public, . 33 members of staff, . 1 from a partner agency and . 1 from community groups, Of these completed surveys . 30 were from Hartlepool, . 29 from Middlesbrough, . 37 from Stockton-on-Tees, and . 26 from Redcar People were asked how they had had contact with Cleveland Fire Brigade in the last 3 years and the replies were . 12 due to having a fire incident, . 5 due to an RTC, . 34 due to having a HFSV and . 25 due to attending Station Open Days
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7 Key Findings.
7.1 The key findings from this consultation are taken from the various elements of feedback received from the stakeholders identified in section six. The key finding try to correlate similar comments from multiple stakeholders and single strong comments from individual stakeholders.
7.2 Adopting this approach will inform Members of the key issues that concern local communities surrounding the proposals set out in the Community Integrated Risk Management Plan 2014-18.
7.3 The key findings can be used to inform decision making on the finalised proposals.
7.4 Key Finding 1 – The number of questionnaires returned was disappointing considering the amount that were made available to staff, stakeholders and members of the public. The Brigade’s questionnaire was completed by only 122 people (some incomplete). Viewed in terms of a response rate, from the total households directly receiving information from the CFA and invited to comment through various other feedback streams in the consultation process, the percentage response rate is 0.22%. In conventional survey methodologies this level of response is not considered to be sufficiently representative to guide decision making.
The most critical comments have been made by the FBU and the Labour Members of Parliament who have raised concerns with regard to the majority of the Emergency Response proposals in the CIRMP 2014/18.
The FBU raised their own simplified questionnaire and only got 650 responses.
The FBU also raised a simple petition to oppose the cuts and got 7,300 responses, which on the face of it is a large number but not in the context of 550,000+ resident population. By Comparison, Derbyshire FRS faced a similar position where 40,000 signatures where presented on opposition to cuts in service.
7.5 Key Finding 2 – generally people are opposed to cuts in the Fire Authorities budget and consider that further representations should be made to Central Government for a fairer distribution of grant
7.6 Key Finding 3 – the FBU and some MP’s are opposed to replacing wholetime firefighters with on call firefighters
7.7 Key Finding 4 – there is opposition from MP’s, the FBU and survey responses to the estates programme with general comments that it is unacceptable to build new premises when jobs are being lost and stations closed
7.8 Key Finding 5 – there is significant opposition to PSM as a governance model from MP’s, the FBU, Unison and survey responses.
7.9 Key Finding 6 – the number and scale of alternative proposals is extremely limited in terms of reducing the financial deficit. The only meaningful alternative suggested is to increase council tax through referendum, an approach that has been rejected by the Authority.
14
7.10 Detailed key findings from the consultation process, aligned to individual draft CIRMP 2014-18 proposals, the Authority’s response to these and an impact analysis are outlined in the electronic appendices attached to this report and can also be found on the Authority’s website www.clevelandfire.gov.uk
CONSULTATION ASSURANCE
7.11 The consultation exercise was sufficiently extensive so as to enable any person or organisation, which may have had a legitimate interest in the Authority’s proposals or may have been affected by those proposals, to express their views.
7.12 The scope of the consultation was proportionate to the nature and extent of the changes proposed and did not disadvantage any group or community served by the Authority.
7.13 The consultation exercise was based around a comprehensive communication plan which provided sufficient information to all consultees to allow them to make informed decisions. The plan selected the most appropriate tools and techniques for consultation and ensured that the subject matter was put into local context to improve understanding.
15
CIRMP 2014/18 - Consultation Feedback Impact Analysis
Rating Consultation Comment By CFA Response H/M/L1 Action Whom
OD 1 Review and implement the provision of the Authority’s Proper Officers (Treasurer)
No comments N/A Not applicable L No Change
1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 2 A Fire Authority Review to examine the number of committees and elected members required to govern Cleveland Fire Authority
We welcome the review of governance arrangements to reduce the costs. MPs The Authority notes that the comments are L No Smaller bodies can be more effective and also make quicker decisions though AC,IW, supportive of this proposal and all issues change the Authority would have to remain representative of the area is serves AMc raised will be considered within the review pending changes proposed by government. and reported back to the CFA in 2014/15.
A Fire Authority review is welcomed and allowances should be reviewed also MP
TB As long as it is a good representation of Cleveland. Members of the public and other emergency service members involved. People with a good insight into Survey the service, not just a bunch of yes men.
Reduce the amount of Authority members and reduce the cost of governance.
Propose we go back to 2002, where all who sit on the authority do it on a voluntary basis, let's see who would be interested in the role then, as I feel there are some on the Authority who sit for the allowance, yet deep down they have little if any knowledge on how the Brigade functions as a whole. I would go as far as saying some do not even know where all the Stations are, and wouldn’t know how to engage with frontline Fire fighters.
Introduction of people with proven business success is essential. It is not a modern practice to only promote from within because these people have 'seen the business root and branch
2 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 3 An Executive Leadership Review to examine the numbers, capacity and support of senior managers required to lead Cleveland Fire Brigade Combine Reduce Senior Management Pay, Senior management pay has seen a FBU All issues raised will be considered within with OD5 significant increase whilst fire-fighters have seen 4 years of pay freezes and the full Organisational Review and L 1% pay rises as well as increased pension contributions. & OD6 reported back to the CFA in 2014/15 Reduce the size of the Senior Management team which, compared to other
FRS’s is unusually large in relation to the overall size and configuration of the organisation.
The senior management team is proportionately large and expensive and MPs should be reduced. Pay restraint should be observed and opportunities to AC, IW, share senior executives should reduce executives by one or two posts. AMc
An Executive Leadership review is welcomed. MP The number of chief officers is excessive and could be significantly reduced TB The remuneration of chief officers should be frozen. Telephone allowances should be scrapped. Fully expensed cars should not be provided with consideration being given to pooled vehicles. Directors and Chief officers should be shared with other FRS, Police, NHS or Teesside Local Authorities.
An Executive Leadership Review to examine the numbers, capacity and support of senior managers required to lead Cleveland Fire Brigade Survey Leadership is important but Fire Engines in the community are more important - there needs to be a balance The document states that a reduction of £136,000 from the management. Perhaps a greater reduction could be made here. I think this is necessary as the number of engines and staff is reduced then surely less office staff and management is required. 3 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 4 Subject to business case, consult stakeholders on moving to a Public Service Mutual governance model The Fire Authority and Brigade management are fully aware of the FBU’s FBU Significant consultation feedback Remove stance with regards to any move to a PSM and this will be fully explained highlights a need for a discrete H from publicly if necessary at a later date. The FBU does not see PSM as a viable consideration of the Public Service CIRMP alternative going forward and most certainly not as a way of mitigating the Mutual Model for the CFA. Proposals £6million shortfall of Government funding over the next four years.
This is to be moved outside the CIRMP Most of the Organisational Development proposals are not unexpected. UNISON Specifically, however, Unison do share some of the concerns of FBU proposals and classed as a corporate colleagues over OD4 and proposals around a Public Service Mutual and as a proposal that will be published in the Stakeholder they would expect timely and comprehensive consultation should Authority’s final CIRMP to demonstrate the CFA produce a business case for Mutualisation. that work will be undertaken on this area MPs but will be separately comprehensively We would echo our earlier calls for this idea to be scrapped and for no more AC, IW, consulted upon in the future when the restricted resources to be used to develop it further. AMc work is complete and before any decisions are taken. The development of the mutual is controversial but is, I know, freeing up the force to bid for other work in an innovative manner. I would hope that you will IS raise any problems this is causing with local MPs.
MP The Authority should reassess whether they can justify the resources they are using to investigate potential reorganisation to PSM TB
Please provide more detail on what is being proposed. Also the implications to Survey local businesses which could be affected by the change with regard to inclusion and exclusion from the model. There appears to be no detail on when or of this will be implemented within the plan 4 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Wow! I’ve heard a little about this but thought it was a scary rumour. Privatising an essential emergency service is criminal! This certainly does not have my support. How without council tax and government funding would this survive. How would it make money? Charge people to save them? It will become a profit driven business, it would have to be to survive. However profits would then be seen as more important than people. A VERY SCARY PROSPECT!!!!!!!!! As a member of the community of Cleveland I would prefer the Fire Service to remain as a public authority service - mutuals can be very risky indeed so object to any move towards this
Should be widely discussed and publicised whilst it’s a huge change this could be a way to reduce the deficit and protect services and jobs
5 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 5 Revise and implement the new arrangements in relation to Business Development
Proposal will now be considered within the Combine No comments full Organisational Review and reported L with OD3 back to the CFA in 2014/15 & OD6
6 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 6 Undertake a full organisational review to include: management structures; prevention; protection; technical and corporate support; fire control room and trade union facilities time. The review will examine: roles, responsibilities, capacity, numbers and specialisms of all staff across the Brigade. It will also consider alternative ways of working such as collaboration, outsourcing and shared services.
The proposal to remove the Trade Union post from the establishment should FBU All issues raised will be considered within L Combine be withdrawn from the CIRMP document. the full Organisational Review and with OD3
reported back to the CFA in 2014/15 & OD5 Reduce the size of the whole management structure of CFB from District/Group Manager down to Station manager. The size of the whole middle management team/flexi-duty management is oversized to manage approximately 400 frontline staff.
Share services such as Human Resources, Finance and Information Technology with other services for example the Police, Local Authorities or other local FRS’s.
Under OD6 Unison seek a commitment from the CFA that members Green Unison Book NJC Terms and Conditions will be protected in the event of a full organisational review and particularly in light of the consideration of alternative ways of working, review of specialisms, collaboration, outsourcing (which we oppose in principal) and shared services. We would seek also a commitment not to reduce or erode Trade Union Facilities / time as part of the review.
Moving to a shared service model will reduce executives, managers and MPs those looking after Human Resources, Payroll, Support Services and AC, IW, Training. AMc
7 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Sharing of call centres, other facilities and back office staff across the IS emergency services and other sectors seems sensible and although I note you mention potential savings, I am not sure how radical you are being with options
A full organisational review is welcomed in part. MP Management structures need to be reviewed and directorates reduced TB Technical and corporate support could be shared with other brigades the Police or Local Authorities Shared control with Police and NEAS should be discussed Shared services are preferable to outsourcing to private sector providers
Reducing facilities time may lead to more inefficient outcome and could hamper industrial relations.
Will the outcomes of the review be made public to all interested parties and Survey businesses? With a longer timeframe and notice of the consultation be given to allow for all parties to fully participate in the exercise. I think idea of sharing services could work. And maybe sharing buildings is also a good idea. Reduce all Civilian staff to that is needed to run Operational Response only. All structures need looking at starting at the top and working downwards and shared services seems a good direction to save money Yes shake up everything and consider all aspects - what do we really need to do in house? Training, ICT, Estates, Logistics, H&S, Workshops are just some things we could outsource or make line management responsibilities business development should be cost neutral or make profit maintain the current 80 -20 balance of delivery to support
8 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 7 Review the on-call duty system
Details of the on-call duty system would need to be known to understand the Survey All issues raised will be considered in the L No implications it has on response to incidents etc. on-call duty system review and reported change
back to the CFA in 2014/15 I think it will be very difficult to recruit on call fire-fighters across Cleveland, and if these appliances are off the run like current on call pumps, can only mean people and fire-fighters being put a greater risk.
This is a good addition but the core of the Fire Brigade and it's organisation is what we require first and foremost.
It will be difficult but make the system practical and workable
9 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 8 Reduce the revenue budget allocated to capital financing
No Comments N/A Not applicable L No Change
10 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 9 Reduce budget to reflect incremental drift
No comments N/A Not applicable L No Change
11 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 10 Reduce non-pay budgets
No comments N/A Not applicable L No change
12 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 11 Explore opportunities for sharing accommodation with other Agencies All comments and issues raised will be No At the centre of all thinking about the way to reduce costs must be full MPs considered within the existing proposal. L Change collaboration with local authorities and other public services like the AC, IW, police including shared headquarters, shared back office services and AMc shared training facilities. None of our local authorities or other public service providers can afford not to collaborate in a substantial way
Sharing of call centres, other facilities and back office staff across the IS emergency services and other sectors seems sensible and although I note you mention potential savings, I am not sure how radical you are being with options
The Authority is correct to commit to this proposal. It is significantly preferable to capital expenditure on new buildings solely for the use of TB the Fire Authority
13 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 12 Build a new complex on Queens Meadow Business Park consisting of Administrative Headquarters, Fire Control, Learning and Development Centre and Asset Resource Centre.
The FBU’s view is that the re-build program is halted in order to refurbish The Authority recognises the growing risk No stations (costing much less money) and that the plans for a new Headquarters FBU that is being presented from its ageing change building at Queens Meadow, Hartlepool are scrapped and alternatives be estate of buildings which have been sought. deprived of capital investment in the last 15 years. A shared Headquarters building, for example, with the Police or a Local Authority, which should be located geographically in the centre of Cleveland There is a current backlog maintenance should be sought. The location is important to saving some money as journey requirement of c. £11m. Therefore, the distances and times will be much shorter overall. There will be shared running cancellation of the Capital Rebuild Projects would still require a minimum costs also. Collaboration with other services is essential in order to give best value, a smaller building or part of a building will mean smaller running costs. of £10m to be spent on essential works
within the next 4 years. The Workshops facility should be in shared accommodation, again for example, with the Police or local authorities and be central geographically in In addition the specific estates the County, selling the land at Thornaby adjacent to Thornaby Fire Station. proposals outlined in the CIRMP will Explore Sharing training facilities with other local FRS’s significantly reduce the Authority’s liabilities in relation to its estates
backlog maintenance by £7.9m. Saving At the centre of all thinking about the way to reduce costs must be full MPs collaboration with local authorities and other public services like the police this money will allow expenditure to be including shared headquarters, shared back office services and shared training AC,IW, focussed on front line services. facilities. None of our local authorities or other public service providers can AMc afford not to collaborate in a substantial way
14 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
It is completely inappropriate to take this proposal forward when cutting fire TB brigade numbers and closing stations this should be removed from the plan MP Consider using existing commercial space in Cleveland
Share HQ, Control and training facilities with the Police or a Cleveland Local Authority
Consider shared facilities with other FRS
An understanding of the outcomes of the reviews would be appreciated, so that Survey if required, any gaps in provision can be mitigated by local business as required to ensure the safety of employee's and local community
I think idea of sharing building could be a good saving. But I believe the idea of building new building at a time the fire authority are considering cutting front line fire-fighters is fundamentally wrong.
Consider additional procurement benefits from pooling resources with other regional brigades/national approach to maximise buying power
Sharing any new premises is a good idea but also consider to share services and existing buildings - why build new all the time as that can cost a lot of money why not refurbish existing stations and buildings
Should all be considered but surely front line men and engines should take precedent over new buildings etc
Can headquarters be accommodated on fire stations at a cheaper cost? Can we have a joint training centre with Durham? Why do we need an asset resource centre, isn’t that a fire station?
15 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
A full options appraisal and evaluation illustrated that the ‘Do Minimum’ option was the most expensive over the appraisal
period of 25 years. If no investment is made to return the current buildings to original operating standards critical failures will occur. The spiralling costs of estate failures is illustrated by the fact that the annual Repairs Budget is going to be overspent by 200% in 2013/14 (£300,000 outturn on a £115,000 budget). Further – the increasing property failures/faults will be an increasing draw on Revenue budgets, meaning loss of even more jobs.
The FA successfully bid for £3.9m from CLG to support its Capital Rebuild Programme. The rebuild of the HQ building is a central component of the Authority’s Programme. £3.0m of the total £5.14m build cost for the HQ building is being funded by CLG.
• The £2.0m being spent by the Authority on the HQ rebuild would still need to be spent on the backlog maintenance if the rebuild is cancelled – However with only 50%
16 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Occupancy the current HQ is NOT VIABLE. • There is a potential that CLG may wish to claw back up to £3.0m from the Bid allocation if the HQ building is cancelled. • Taken over the 50 year lifecycle of a new HQ Building the Project is cost neutral – so the HQ rebuild pays for itself. The impact on the Authority from major reductions in financing its AMP would be catastrophic. The net result of this – Grave impact on the Authority’s capability to save lives whilst maintaining safety of its staff, which would ultimately lead to deterioration of public confidence.
Hence why the Authority on 6th November 2013 following a review of its Capital Rebuild Programme confirmed and restated its Asset Management plan
17 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 13 Explore opportunities to share specialist fleet with other Agencies
No comments N/A Not applicable L No change
18 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 14 Undertake an organisational fleet review Downsize the fleet of vehicles from Senior Management down, reducing the No number of fully expensed cars and utilising more pragmatic use of ‘shared FBU All comments and issues raised will be L Change vehicles’ from the pool. In essence, from the top down, smaller vehicles, less considered within the existing proposal vehicles and lower subsidy levels for vehicles.
Lower fuel usage. The total fuel bill for the Brigade should be subject to a full and comprehensive investigation and smarter ways of working identified, especially with regard to unnecessary journeys made by Fire Appliances.
Review the executive car arrangement sand move to a pool vehicle system MPS AC, IW, AMc
19 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 15 Reduce Revenue budget to reflect efficiencies as a result of the Estates Re-Build Programme
No comments N/A Not applicable L No Change
20 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
OD 16 Remove Inflation for one financial year (2015/16)
No comments N/A Not applicable No change
21 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
RM 1 Embed the new Community Risk Model and deploy our emergency response resources against actual risk (service demand) as opposed to potential risk.
An emergency can happen at any time in any location and the methodology FBU Our prevention, protection and L No used in the CIRMP does not recognise this unfortunate but true fact. What this emergency response services and the Change means, is that the majority of populated areas in Cleveland will see a decrease deployment of our resources is built in attendance times to 8mins, effectively having slower response times to most upon sound risk assessment. people’s properties, putting those members of the public who have an emergency and the fire-fighters having to attend and deal with that Emergency In 2013 we refined our risk assessment at significantly greater risk. methodology to better target our prevention, protection and emergency However, it is our conclusion is that CFA continue to utilise the IRMP process response services to those people who as a budget reduction tool rather than a legitimate or genuine attempt to are most vulnerable in our assess the risk contained within Cleveland and to robustly deal with that risk, in communities. essence, a business plan not a risk based document.
With this in mind the Fire Brigades Union cannot agree with the methodology This new methodology – our used and opposes in the strongest terms the proposals contained within CFB Community Risk Model – introduces CIRMP 2014-18. two separate risk assessments against which we can deploy our services and The Fire Brigades Union cannot agree with the methodology used and resources. These are the community opposes in the strongest terms the proposals contained within CFB CIRMP risk assessment and the service 2014-18. demand risk assessment.
As always however, the FBU, as the primary staff representative body and key The new methodology is being stakeholder, would wish to work with senior management and CFA to seek out independently quality assured by the genuine alternatives to the proposals within CIRMP 2014-18 within a local Institute of Local Governance. authority Fire & Rescue Service, the following two Sections (6&7) will detail the FBU’s opinion on the CIRMP proposals and consequently what the FBU sees 22 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1 as genuine and more safe alternatives to the CFA’s proposals.
Thank you for your response which provides the requested confirmation and Stuart reassurance around the operation of the COMAH offsite emergency plans Marshall which I can relay to the members of the Emergency Planning Joint Committee. Based upon the proposed deployments I cannot see there being a significant CEPO & impact on the operation of the COMAH Off Site plans given the initial response LRF will remain as is - allowing an assessment and immediate actions to be Manager undertaken prior to the full resource as per the existing concept of operations. I am aware that the brigade has engaged with industry on a number of occasions regarding the proposed changes and would expect any site specific scenarios where the changes may have an impact to be raised direct with the brigade by the operator as part of the existing consultation. Once again thank you for your assistance and reassurance.
We recognise that risk factors may be changing in some areas but are MPs concerned that, with the Cleveland area still an area of high and increasing AC, IW unemployment and much higher than average deprivation factors, this is given AMc much greater weighting in assessing the risk. Those deprivation factors and the very specific industrial challenges we face in the Cleveland Fire Authority area mean we have a very special situation quite different to other areas.
I note the significantly lower activity shown in the plan and the steps being suggested to address this and the reduction in funding. I found the plan to be IS excellent and complement the Authority on the thorough job.
23 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Our respective strategies have many similarities. It is clear that you are forward W.Mids looking, basing your analysis on climate change and modern day threats. A FRS balanced approach is a safe approach. Is a balanced approach the right approach for a modern FRS?
It can be argued that our approach should be weighted toward prevention. We recognise this as Utopia, it does however emphasise where our resources should be focused.
We would like to understand why you have approached risk in relation to geographical area and not incident type.
Many of the outcomes in relation to risk assessment are focussed on operational response. They are based on historic incident data rather than forecasting and balanced with prevention protection and response. Our corporate strategy states that we will follow an evidence based approach and your risk assessment clearly does this. We recognise the importance of horizon scanning and professional judgement combined with incident risk and community profiling. We consider peer review and scrutiny to be best practice and will consider your Independent Assurance of Risk Assessment Process and Independent Assessment of Performance Management Framework.
This approach does not allow for the inherent risks presented by the local Survey COMAH sites and the effect an incident will have on the local community. Example of which is the fire at UK Recycling over the Christmas period which was allowed to burn for several days causing environmental and health issues to the local community and businesses. The statistics used do not reflect the current concept of operations stating there were only 2 occasions in the last 5 years where there has been a 10 appliance incident. There have been 24 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1 numerous incidents within that period where there has been between 5 and 10 appliance an incident in the area. This should be factored in before reductions and the plan is enacted. The information held by the Brigade with regard to local risks should be shared with the businesses so that the information can be reviewed and confirmed as to whether it is current or requires updating before the plan is enacted. Consideration should be given to Fire Authority Senior management engaging / brief local businesses on the implications of the changes proposed in a one to one basis so that they can make appropriate arrangement to mitigate any reductions in service if required.
I think the risk in the area over the last 20 years has not changed. If you look at your own figures although your call outs are reduced fire deaths have stayed the same. So in fact gone up % wise.
Actual and potential risk are the same. The Brigade will not be able to respond to a big incident then be expected to maintain emergency response! Concerned that fire engines will not be attending fires and accidents as quickly as before
25 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
RM 2 Maintain our existing operational response times to life risk incidents.
Potential risk should remain a consideration. Focusing on potential risk as MP The Authority has no intentions of L No opposed to service demand could prevent incidents becoming even more TB changing its current operational Change significant response standards to life risk incidents
We would be interested to know how you meet your 5 minute response W.Mids in high, medium and low risk wards standard using a retained model. FRS You appear to achieve your response times on 75% of occasions which is a high success rate. Do your response times include call handling times? Survey The relaxation of the emergency response standard from 5 minutes to 8 minutes impacts on local businesses and local communities with the potential for greater loss of life, property and the environment. with reduced resources it should not necessitate an extension of first response times to incidents. I believe our response standards at the moment are fantastic. But will be reduced if the level of personnel and skills drop. I would not want your current response standards to be reduced in any way, both in terms of time to reach the incident and the time to deal with it once you're there. I would also expect you to monitor your response times and outputs against these standards so that adjustments can be made to your plans if necessary to maintain the standard of service provided. I was recently involved in a fire incident and required the Fire Brigade. They arrived within 3-4 minutes of my call - Remarkable.... Cannot commend the service and professionalism of the team from Hartlepool any higher... Mr Hayton you should be very proud.
26 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
PV 1 Review, develop and implement a revised Prevention Strategy
If the CFA goes ahead with the proposed reduction of whole-time fire-fighters FBU Implementing the proposals will lead to L No change and closure of Marine Fire Station this will inevitably lead to less Home Fire there being 25 fewer whole-time fire- Safety Checks, less smoke alarms being fitted, less School visits and less fighters available at any one time which Community engagement right across Cleveland. The FBU would argue that will have an impact. It is our intention to when this reduction in prevention work happens (in the very near future if the ensure that productivity is maximised by proposals go ahead) there will be a resulting increase in fire related incidents in modifying the daily working the same way that there was a decrease when more prevention work was arrangements for fire-fighters. We will done, this will inevitably lead to an increased risk to the Public & Fire-fighters of ensure we meet targets for prevention Cleveland alike from death & injury caused by fire and other serious incidents. activities by moving maintenance and training work to times of the day when Through the CIRMP Unison would therefore seek assurances that these Unison people aren’t normally available to functions will be protected and enhanced to mitigate the impact of reduction of receive preventative education. We will operational roles and to ensure the successful preventative measures that also be implementing new arrangements have assisted in significant reductions in domestic and business premise/s around the evaluation of activities risks are entrenched within the future operational strategy of the Brigade. undertaken to ensure that all work is achieving results. We will make greater It is vital that prevention and protection remain central to the Brigade’s work MP TB use of the Cleveland Fire Support Network, hence the use of volunteers to It can be argued that our approach should be weighted toward prevention. We W.Mids undertake work where necessary. Finally recognise this as Utopia, it does however emphasise where our resources we will utilise our performance FRS should be focused. framework to ensure we keep focused on achieving our outcome of safer You discuss the use of new technologies and the use of Mini Fire Stations. communities and will redeploy resources Again this appears to be an innovative approach and we would welcome where underperformance is identified further information on your approach to inform our thinking.
27 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Noting your reduction in RTC by 32% over the last five years we would like to gather information from you about any best practice or initiatives that have had an impact in this area.
Survey Encourage and support all initiatives to reduce arson and community safety initiatives and historically have done so for a number of years.
An in-depth review is required
I think at the moment we do a great job getting out into the community and give great fire safety information, which has reduced incidents occurring in the first place. But with a reduction in fire-fighters this high level of great community work can only lead to the increase in fires occurring.
Prevention should always be the key focus
This is an area where reduction in services can be achieved. This is of secondary importance to frontline emergency staff! Prevention can be done by volunteers!
Prevention is always important but concerned that there will be slower times for fire engines to get to house fires, businesses or any accidents if that prevention hasn’t worked
Concentrate on being a fire service, not social workers
28 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
PR 1 Review, develop and implement a revised Protection Strategy
The FBU would argue that if the cuts to the number of Whole-time Fire-fighters FBU Fire-fighters on station carry out very L No and closure of Marine Fire Station go ahead unchecked this will result in less of little statutory fire safety work and the Change the work we, as a Fire Service are legally bound to carry out being done and majority carry out none. There is one this will lead to poorer fire safety standards in Cleveland’s Factories, Hotels, Hospitals and Residential Care Homes etc, this in turn, again, as we have said station based fire safety advisor previously will lead to an inevitable increased risk to the Public & Fire-fighters available on each station who only of Cleveland alike from death & injury caused by fire and other serious undertakes audits of low risk premises incidents. as directed by our risk based inspection programme. The work undertaken to Through the CIRMP Unison would therefore seek assurances that these Unison fulfil the Authorities statutory duty functions will be protected and enhanced to mitigate the impact of reduction of relating to the Regulatory Reform (Fire operational roles and to ensure the successful preventative measures that have assisted in significant reductions in domestic and business premise/s Safety Order) is undertaken by Fire risks are entrenched within the future operational strategy of the Brigade. Safety Specialists and there are no proposals to reduce that number. It is vital that prevention and protection remain central to the Brigade’s work MP – TB Our respective approach to protection employs a Risk Based Inspection W.Mids Programme. We would be interested in any evaluation you may have on its – FRS effectiveness and suitability as a recording system or predictive forecasting model.
Do you recover costs for fire investigation services and are you considering a regional approach?
29 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
This approach does not allow for potential scenarios to be catered for and Survey could lead to the service being unable to respond adequately to COMAH incidents in the Cleveland Fire Brigade Area. As previously stated the existing risk information and assessments carried out by the Brigade should be shared with local businesses to ensure its validity prior to reductions in resources and manpower. This would also allow for any potential shortfall and partnerships to be developed.
I think this is very dangerous
Vulnerable or not, everyone deserves same service Its overdue
30 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 1 Review, develop and implement a revised Emergency Response Strategy
Having less fires or road traffic collisions does not necessarily mean that there FBU All issues raised will be considered L No change are less deaths from fire or other serious incidents, but having the ability to within the Emergency Response respond robustly and appropriately, with sufficient resources to rescue people Strategy review and reported back to from those Fires, RTC’s and other serious incidents does. the CFA in 2014/15 During the recent flooding an extremely busy period Cleveland Fire Brigades ability to respond appropriately and robustly to any other emergency was virtually non-existent, that ability even to deal with the same scenario again, in the same way, if the CIRMP proposals were to be sanctioned and agreed by the Fire Authority, would be lost.
Stuart Thank you for your response which provides the requested confirmation and reassurance around the operation of the COMAH offsite emergency plans Marshall which I can relay to the members of the Emergency Planning Joint Committee. CEPO & Based upon the proposed deployments I cannot see there being a significant LRF impact on the operation of the COMAH Off Site plans given the initial response Manager will remain as is - allowing an assessment and immediate actions to be undertaken prior to the full resource as per the existing concept of operations. I am aware that the brigade has engaged with industry on a number of occasions regarding the proposed changes and would expect any site specific scenarios where the changes may have an impact to be raised direct with the brigade by the operator as part of the existing consultation.
Once again thank you for your assistance and reassurance.
The removal of 130 whole-time posts reduces the brigade’s ability to respond MP – TB 31 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1 to major incidents
Replacing post with on call posts is unsatisfactory because response times are longer and there is massive industrial risk in the area. On call fire-fighters may struggle to receive a satisfactory income
Are you considering call challenge or charging for False Alarm calls? We have W.Mids successfully piloted an AFA vehicle crewed by a fire safety officer and a fire- FRS fighter. We would be happy to share the evaluation of this project with you.
We would appreciate learning from you and understanding the problems and successes you have experienced associated with co-responding.
A full understanding of what the changes mean in real terms with regard to Survey equipment and capabilities is required, So that businesses can ensure they have sufficient resources etc to cover the shortfall in the planned reductions if any. The outcomes of the risk assessment process to be discussed with community, business etc so that a greater understanding can be gained of the issues. A greater understanding of what is available under National Resilience needs to be communicated to business going forward following the reductions planned to be carried out both locally and Nationally to ensure that what is believed to be available can be deployed and in what time frame
I think you need to stop looking at cutting front line services and make your voice heard to this tory government and oppose these cuts.
These things are all important and what the fire service do, I think these cuts will have an effect on how well you can do this in the future
32 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 2 Extend the existing tri-partite control arrangement with Shropshire and Hereford and Worcester Fire and Rescue Authorities
Share HQ, Control and training facilities with the Police or a Cleveland MP – TB The issues raised regarding a shared control L No change Local Authority room facility on Teesside were
comprehensively explored by the Fire, Police
More detail on what this means to the Cleveland fire Brigade area with Survey and Ambulance Authorities in 2001. The more details on what is planned to be done in the tripartite approach outcomes of this ‘Invest to Save’ project were never fully achieved due to significant Trade Possibly a good idea, but I think having our own control room, with local Union objections and action. However, the knowledge is also a key part of our fantastic response times. So merits of a shared control facility will be re- keeping it I believe would help people in need get help faster. examined under proposal OD11.
Unclear what this arrangement involves
I think having people from other area answering 999 calls will increase the time it take for fire engines to get to fires, local knowledge is everything.
If this is beneficial then why not.
33 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 3 Open new community fire stations at Headland (Hartlepool), Middlesbrough, Thornaby and Grangetown
The FBU’s view is that the re-build program is halted in order to refurbish FBU Fit for purpose community fire stations are L No an essential element to support the stations (costing much less money) and that the plans for a new Change Headquarters building at Queens Meadow, Hartlepool are scrapped and Authority’s capability to provide lifesaving alternatives be sought. services.
MP – TB Middlesbrough and Headland fire stations It is inappropriate to open 4 new stations whilst closing others in high risk have been classified as ‘life extinct’ and areas and cutting staff numbers the advice of technical advisors is that it Capital and revenue are interdependent and should not be considered would not be value for money or effective distinctly use of public funds in maintaining these The Brigade should not be planning on spending £22 million on new building premises. The incidence of failures and whilst cutting jobs and closing services repair costs places these premises as a
Instead the brigade should repair existing unless absolutely necessary. high risk.
There is a strong operational case to relocate Grangetown fire station away from Survey A fire station on the Headland is not required. Thornaby should move to its current position within a flooding plain. Teesside ind est to allow for better coverage into Ingleby and Yarm as well as The station suffers damage from flooding maintaining response to Thornaby. and the incidence of this is increasing in I don’t understand why the fire authority are building new building at the same line with the changes in weather patterns. time, considering cutting front line services. This should be of secondary importance to maintaining staffing levels and The relocation and rebuild of Thornaby fire appliances! station to a better strategically placed site Delay until joint projects considered eg with other emergency services and the sale (and capital receipt) of a Could money not be saved here? How much will the community use these will highly valuable site in Thornaby town this help us respond to incidents centre provides the Authority with Yes they are dropping to bits opportunities to improve operational as well as financial effectiveness and efficiency. 34 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 4 Crew appliances with four fire-fighters on each fire engine at whole-time fire stations with two whole-time fire engines: removing 21 whole- time fire-fighter posts
We have gone through a risk assessment process and determined that we W.Mids Following a robust risk assessment L No will mobilise 8 people to a house fire but this can be reduced based upon FRS process, this proposal was developed Change caller information should it be a minor fire. Have you considered going to and implemented throughout 2013/14. attribute based mobilising? No issues have been identified.
Advice required from the Fire Authority with what implications this has on Survey fire fighting capability of appliances sent to deal with incidents. Presumably there will be some functions/operations that are currently carried out by 5 fire-fighter that 4 will not be able to do. please provide details on what they are and what provision businesses may be required to provide
I do not believe that the safety of the public will be as good as it currently is with this proposal. The fire brigade has an excellent reputation at the moment but I think it will become a second rate service under this proposal.
Less fire-fighters per appliance can only raise the risk to your staff and members of the public
Its been successful in other stations so go ahead
35 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 5 Enhance our operational capability by introducing rescue pumps at Stranton, Redcar, Stockton and Coulby Newham that combine the functionality of a fire engine and specialist emergency tender vehicle. This removes 16 whole-time fire-fighter posts from existing emergency tenders at Stockton and Coulby Newham.
Coulby Newham, Hemlington and Stainton and Thornton have relatively MP – TB This proposal increases and improves L No high community risk profiles. Given this where possible the proposed our operational response capability Change reduction in staff ridership should be reconsidered.
What happens if the specialist equipment is needed at an incident but Survey all these new appliances are tied up at fires etc?
Good idea and with more specialist equipment can only be a good thing.
What is meant by enhanced capability pump? at what cost
I support the new vehicles but not the removal of posts
36 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 6 Undertake a feasibility study into combining the functionality of a fire engine and the aerial platform by the provision of a Combined Aerial Rescue Pumps (CARP) at Middlesbrough and Stockton removing 8 whole-time fire-fighter posts at Middlesbrough.
CARP’s are nothing new; indeed they are in use in areas such as South FBU All issues raised and the FBU Best L No Yorkshire, Merseyside and Strathclyde. The FBU has produced a best Practice document on CARPS will be Change practice document regarding the issues and problems with such a vehicle fully considered within the feasibility
study and reported back to Fire We have trailed this approach through having combined water tower and fire W.Mids Authority in 2014/15. engine. We have found this vehicle problematic due to its weight FRS maintenance and utilisation. A full risk assessment will be undertaken prior to implementation.
I've read into these appliances and found some very bad and concerning Survey reviews on the safety of these vehicles. Having a CARB as the only whole time pump in one area could increase response times.
This strategy should be researched thoroughly and if feasible should be implemented asap
Will this type of vehicle be slower in getting to an emergency on time. if so I would be concerned
This must not go ahead, every brigade that has them are trying to get rid of them for various reasons
37 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 7 Close the Marine Fire Station, transfer the fire engine to Stockton and crew with on call fire-fighters removing 20 whole-time posts and recruiting 12 on call fire-fighters
The FBU absolutely oppose the proposal to close Marine fire Station as FBU The CFA has demonstrated its rationale L No change we believe it is an integral part of the community and such closure will for change for the Marine fire station result in reduced levels of fire cover, within the draft CIRMP 2014 – 18 It is the opinion of the FBU that slower response times to the Middlehaven area could result in further risk to that community and to (reference pages 109 – 115). the Fire-fighters dealing with such incidents, not forgetting the financial loss to business in this growing area should they suffer increased The key factors considered were: losses due to slower response times and arrival of the appropriate weight of attack required to deal with such incidents. It makes • Emergency incidents have reduced absolutely no sense at all to be closing permanently a fire station by 33% over last five years, notably closest to the newest and largest property/commercial development in
Middlesbrough and it is dangerous to do so. the number of serious fires has reduced by 63% and smaller fires by UNISON 33% Share the concerns of colleagues in the FBU over potential operational • The Marine station area is located in job losses resulting from proposals contained within the CIRMP and the close proximity to the five fire stations subsequent impact on support roles. MPs at Middlesbrough, Grangetown,
AC, IW, AMc Stockton, Thornaby and Coulby We do not support the wide scale replacement of full time professional fire-fighters with on call people and further fire station closures Newham, all of which can provide an initial emergency response to the MP - IS area. Both the Army and the Police are intending to make greater use of • Whilst the area is deemed as volunteer and auxiliary staff. On-call fire fighters may be similar people predominantly medium and high risk and I would ask whether the reality of recruitment across these and this is historic and the number of 38 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1 other sectors has been considered residential properties has diminished considerably over recent years. I would be interested in comparisons with other forces on issues such as creating use of on-call staff and level of service provided. I do Maintenance of this fire station is recognise the unique nature of Cleveland in terms of hazards, but feel some comparisons would be relevant and helpful. therefore deemed to be an overprovision MP - TB and inefficient use of diminishing resources Closing the Marine fire station and removing its 20 firefighters W.Mids significantly increases the risk inn wards like Middlehaven. This is FRS inappropriate given the highest fire risk in the area.
Survey Are you considering LRFC stations as an alternative?
This is very short sighted considering the impending development of residential, commercial and medical institutions in St Hildas Looking at the document, is it wise to close a fire station where there is a lot of development around the middle haven site, including college, business and the football stadium. and then move fire-fighters which will be part-time to another place nowhere near middlehaven Worry about increased level of on-call staff? current retained levels already seem low. Is it even legal i.e. removing one fire-fighter post and replacing with another fire-fighter post on poorer pay/contract? Whilst I would prefer to maintain status quo it is a logical change if change is needed
39 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 8 Continue the development of Pod Systems in the delivery of Specialist Services
Please advise how this system operates and are there any manning Survey This proposal is a continuation of an L No implications in view of the reduction in fire fighters planned. Will there existing practice Change be sufficient resource to man and operate equipment available in PODs once fire fighter reductions planned have been implemented?
I'm not sure on this?
40 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 9 Introduce on – call crewing arrangements for the second fire engines at Stranton, Stockton, Thornaby, Grangetown, and Redcar removing 76 whole-time posts and recruiting 60 on - call fire-fighters
FBU The CFA has demonstrated its CFA to The FBU has very serious concerns that these other fatalities will rise as sure rationale for change for each location M minimise as dwelling fatalities will rise. This is not a future that the FBU will accept and within the Draft CIRMP 2014/18. The the neither should the Fire Authority, and in fact, by putting this table in the CIRMP transition key factors considered were: the Fire Authority must realise that this means quite clearly that more lives will from W/T be lost in dwelling fires. Community & Emergency Response to RDS Risks; and Incident Profiles. In crewing as The FBU are of the view that the operational response level and type in addition, high level impact resources Cleveland is currently operating at the critical minimum level necessary to assessments were undertaken with allow. respond to emergency incidents and safely bring those incidents to a regard to: Community and Fire-fighter successful conclusion and would argue that the tables and evidence detailed Safety; and financial Implications. above show from the Fire Authority’s own facts and figures support this argument quite starkly, therefore it is clear that no further cuts to the frontline service should take place unless Public & Fire-fighter safety is to be put at risk The issues raised will be fully and the Fire Authority is willing to accept an increase to fatalities & injuries. The considered within the final risk FBU opposes the loss of 130 whole-time Fire-figher posts and considers this to assessment process prior to the be a dangerous and untenable option for consideration in these proposals. implementation.
Unison Share the concerns of colleagues in the FBU over potential operational job losses resulting from proposals contained within the CIRMP and the subsequent impact on support roles.
Stuart Marshall Thank you for your response which provides the requested confirmation and
41 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1 reassurance around the operation of the COMAH offsite emergency plans which I can relay to the members of the Emergency Planning Joint Committee. Based upon the proposed deployments I cannot see there being a significant impact on the operation of the COMAH Off Site plans given the initial response will remain as is - allowing an assessment and immediate actions to be undertaken prior to the full resource as per the existing concept of operations. I am aware that the brigade has engaged with industry on a number of occasions regarding the proposed changes and would expect any site specific scenarios where the changes may have an impact to be raised direct with the brigade by the operator as part of the existing consultation. Once again thank you for your assistance and reassurance.
MP’s A. Cunningham, I Wright, A McDonald We do not support the wide scale replacement of full time professional firefighters with on call people and further fire station closures
MP I Swales Both the Army and the Police are intending to make greater use of volunteer and auxiliary staff. On-call fire fighters may be similar people and I would ask whether the reality of recruitment across these and other sectors has been considered
I would be interested in comparisons with other forces on issues such as creating use of on-call staff and level of service provided. I do recognise the unique nature of Cleveland in terms of hazards, but feel some comparisons would be relevant and helpful.
T. Blenkinsop MP The dramatic reduction from 44 whole-time fire-fighter to 28 whole-time fire- fighters at Redcar and Thornaby is of concern. 42 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Reduced crewing at Grangetown is a concern and increases risks faced by fire-fighters and the community
West Midlands FRS: Are you considering LRFC stations as an alternative?
Survey Can the current expertise and knowledge of local area risks be retained with this system? Will the training of the on-call personnel be the same as full time fire-fighters and what are the delays in deploying the on-call fire fighters assumed to be. This will impact on mobilistaion of fire fighter to incidents in the local area and potential for loss of life and property also potential environmental issues due to pollutants being discharged in to the atmosphere Removing a whole time fire appliance from any station in Cleveland I believe will increase risk to local people and businesses. Not only will we lose the weight of attack we will lose a lot of skills within the brigade by making people redundant This is wholly unacceptable; this will reduce the level and capability of Response! This brigade already sends whole-time appliances to paper over the cracks of the current "on-call" stations; this is a very dangerous proposal to the people of Cleveland! I would be concerned if part-time fire-fighters who have another main job protecting areas such as Redcar, Grangetown and Stockton and Thornaby as this would take much longer to get to an incident Good if crewing can be achieved Worry about increased level of on-call staff? current retained levels already seem low. Is it even legal i.e. removing one fire-fighter post and replacing with another fire-fighter post on poorer pay/contract? Slow attendance times of second appliance, losing valuable firefighter experience
43 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 10 Maintain riding five fire-fighters on each whole-time station with only on whole-time fire engine
Would 5 fire-fighters be adequate to deal in rescues from a house on Survey This maintains the CFA policy to ride L No fire? I don't know? five fire-fighters on locations which Change
have single whole-time fire apppliances Great idea why not trial it first
As I have previously stated, I believe resources will be stretched in a situation where more than one incident occurs at the same time, a fire engine breaks down or is itself involved in an accident en route.
44 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
ER 11 Undertake feasibility study into the introduction of small fires units at Stockton and Grangetown adding 12 whole-time fire-fighters on a peak activity staffing arrangement
There is no detail in what the primary role of the SFU’s would be in attending FBU All issues raised will be fully L No incidents within Cleveland. considered within the feasibility and Change There is no classification of the type of incident that the SFU’s would attend or pilot study and the associated risk indeed the size of crews and what they’re consequent working arrangements, assessment Terms & Conditions etc will be on such vehicles. Many other Fire & Rescue Services’ use such vehicles, however it is our experience that many FRS’s are now deciding to move away from the utilisation of this type of vehicle as they are not viewed as value for money, safe or efficient.
Secondary fires make up 76% of the fires you attend. Do secondary fires always require a full fire engine and crew? W.Mids Have you considered increasing resource availability during your peak period FRS of calls and decreasing it when the risk is reduced? This approach may enable further efficiencies based upon evidence and risk. Your proposal to introduce small fires units appear appropriate based on the evidence supplied. Would you consider sending them to every incident type?
An understanding of the capability and limitations of these appliances would be Survey useful and the terms of deployment to incidents in local businesses. If you could successfully predict ALL fires and incidents over the next years then brilliant. However that sounds like an 'ideal' full of potential flaws
45 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
What if these new units are sent to a reported small fire and it's actually a lot bigger?
Concerned that these fire engines would not be staffed fully with not enough equipment to deal with fires and accidents. would prefer a fully manned fully equipped fire-engine to come to house-fires and accidents
Does this have an adverse effect on any high risk fire units?
Agree it will improve the availability of primary fire engines
46 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Consultation
Length of consultation should have been a minimum of 12 weeks FBU Scope of consultation was L proportionate to the nature and extent Complexity of questionnaire too in-depth and complicated of the changes proposed
Availability/accessibility totally inadequate and not purposeful or robust Sufficiently extensive to enable any person or organisation to express their Proposals are meaningless to general public Resident views. No group or community was disadvantaged.
Consultation was compliant with the
Principles and guidance issued by Central Government
Additional comments on consultation are contained at sections 7,8,9 of the report
47 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Reserves
Reserves should be used to offset loss of emergency response and associated FBU Reserves have been earmarked to L fire-fighter posts support the budget over the medium
term. All other reserves are earmarked for specific purposes as approved by the CFA
Council Tax
The Authority should go to the people of Cleveland via referendum (shared FBU The Authority’s strategy is not to pass L with another election to reduce costs) and ask for an increase to the proportion the financial budget deficit onto local of council tax paid (precept) to the Authority in order to maintain the service. taxpayers. Consequently the CFA have
previously discounted this proposal
West Are you considering Referendum to increase council tax? Mids
48 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
Community Interest Company
Increase profit and therefore provide vital financial assistance to CFB FBU Agreed L
Conditions of Service
Revert evening shift Change over time to 17.00hrs, there has been an increase FBU This may be considered in any future L in overtime payments paid to fire-fighters who are required (due to Emergency reviews of the current agreed duty calls) to work past the end of their dayshift because the change over time was systems moved to 19.30hrs in 2012 and, as is clearly shown at… (CIRMP DOC Page 43 ‘Average number of incidents by time of day’) the peak time for Emergency calls is directly during evening Shift Change.
49 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Consultation Comment By CFA Response Rating Action Whom H/M/L1
50 | P a g e 1 Rating refers to implications to decision making. Key: (H) High – Full and detailed review of the Proposal necessary (M) Medium – Partial review of the Proposal necessary (L) Low – no implications to decision making
Appendix 6
Cleveland Fire Authority’s Proposed Draft CIRMP Proposals 2014-18
To be tabled on 7th March 2014 following Executive Committee