quarterly performance report (2015/16) quarter 1 … and... · item 18 quarterly performance report...
Post on 01-Aug-2020
1 Views
Preview:
TRANSCRIPT
Item 18
QUARTERLY PERFORMANCE REPORT (2015/16)
QUARTER 1 (APRIL – JUNE 2015)
PRESENTED TO:
AUDIT & GOVERNANCE COMMITEE
DATE OF MEETING:
17TH
SEPTEMBER 2015
OFFICER PRESENTING REPORT: BUSINESS TRANSFORMATION MANAGER;
NIKKI RICHARDS
1. PURPOSE AND SUMMARY OF REPORT
1.1. To provide Audit & Governance Committee with an overview of Royal Berkshire Fire and Rescue Service’s (RBFRS) first quarter (April - June) performance for the 2015-16 financial year.
2. RECOMMENDATIONS
That the Audit & Governance Committee:
2.1. NOTE the performance against Service Provision and Corporate Health measures compared with the same period in 2014/15.
2.2. NOTE the progress made on the two new priority programmes
2.3. NOTE the position of corporate risk (specifically progress of Accident Investigations, the Corporate Risk Register and progress against internal audits).
3. BACKGROUND AND SUPPORTING INFORMATION
3.1. The attached Appendix 1 provides an overview of performance for the first quarter (April-June) of the 2015-16 financial year. This is the first quarterly performance report to present information according to the revised performance management framework. It reports performance against RBFRS ‘service provision’, ‘corporate health’, ‘priority programmes’ and ‘risk’.
3.2. Because the new performance management framework was still under development at the time of writing this report, measures and targets for 2015/16 had not been rolled out. Appendix 1 therefore presents performance against measures contained within the 2014/15 Corporate Plan and compares quarter one performance for 2015/16 with the same period in 2014/15 to facilitate judgements on performance.
3.3. An additional report is provided to Audit and Governance Committee as a separate item on the agenda (Item 8) to propose measures and targets for the new Corporate Plan, covering the period 2015-19. Following Fire Authority
Item 18
approval, these measures will be used to report performance in quarter two of 2015/16.
Q1 Data issues
3.4. Much of the data required for performance reporting under ‘service provision’ comes from incident data which is captured via the Thames Valley Fire Control Service (TVFCS) ‘Vision’ system. Due to the go-live of TVFCS a number of issues related to both the Vision system itself and the system users, performance related to incidents is not in-line with what we would expect to see because the records are incomplete; these issues have been identified and are being tackled through an internal task group.
3.3 The attached report has been reviewed by the Strategic Performance Board (SPB), chaired by DCFO Trevor Ferguson to ensure issues and corrective actions are discussed and managed by Heads of Service. A summary of the corrective actions are listed at the front of the report. This report has also been reviewed and discussed at Corporate Management Team (CMT) to ensure any strategic issues are addressed.
3.4 The commentary for each measure and project is supplied by the responsible Officer. All members of Audit and Governance are asked to review the report in advance of the meeting to determine if they would like more detail on any particular aspect of the report. If this is the case please contact the author or sponsor of this paper who will arrange for the relevant Officer to attend the meeting.
4. FINANCIAL, LEGAL, RISK MANAGEMENT, ENVIRONMENTAL AND
EQUALITY IMPLICATIONS
4.1. The attached report offers information on RBFRS financial, risk management and equality performance.
4.2. There are no legal implications arising from this report.
5. COMPLIANCE WITH STANDING ORDERS / FINANCIAL REGULATIONS
5.1. There are no issues with compliance with standing orders or financial regulation.
6. CONTRIBUTION TO STRATEGIC COMMITMENTS
6.1. Commitment 1 – We will educate people on how to prevent fires and other emergencies, and what to do when they happen.
6.2. Commitment 2 – We will ensure a swift and effective response when called to emergencies.
6.3. Commitment 3 – We will ensure appropriate fire safety standards in buildings.
6.4. Commitment 4 – we will seek opportunities to contribute to a broader safety, health and wellbeing agenda.
6.5. Commitment 5 – We will ensure that Royal Berkshire Fire and Rescue Service provide good value for money.
6.6. Commitment 6 – We will work with Central Government to ensure a fair deal for Royal Berkshire.
Item 18
7. ASSESSMENT AGAINST THE PARTNERSHIP FOR COMMON SENSE
7.1. There are no direct impacts from this report on the partnership for common sense.
8. BACKGROUND PAPERS
8.1. Corporate Plan (2011-2015) and RBFRS Performance Management Framework (not included with document)
9. CONSULTATION WITH STATUTORY OFFICERS
9.1. Chief Fire Officer
The Chief Fire Officer was consulted during preparation of this report.
9.2. Head of Finance
The Head of Finance was consulted on the content of this report.
9.3. Monitoring Officer
The Monitoring Officer was consulted on the content of this report.
Author: Sam Shepherd Head of Strategic Planning and Programme Management 0118 9384810
Sponsored by: Trevor Ferguson Deputy Chief Fire Officer 0118 938 4616
Date of report: 3rd
September 2015
1
Quarter 1 Performance Report
April – June 2015
Item 18 Appendix 1
2
Contents
Introduction .............................................................................................. 3
Actions from the Strategic Performance Board .................................... 3
Quadrant One: Service Provision ........................................................... 5
Service provision progress ............................................................................................................... 5
Information Management ............................................................................................................... 10
Quadrant Two: Corporate Health .......................................................... 11
Corporate Health progress ............................................................................................................. 11
Quadrant Three: Priority Programmes ................................................. 14
Integrated Risk Management Plan (IRMP)..................................................................................... 14
Organisational Development Programme ...................................................................................... 15
Quadrant Four: Risk ............................................................................... 19
Accident Investigations .................................................................................................................. 19
Audit Recommendations ................................................................................................................ 19
Corporate Risk Register ................................................................................................................. 19
Item 18 Appendix 1
3
Introduction
This is the first quarterly performance report to present information according to the revised
performance management framework. It reports performance against RBFRS „service provision‟,
„corporate health‟, „priority programmes‟ and „risk‟. Because the new performance management
framework was still under development at the time of writing this report, measures and targets for
2015/16 had not been rolled out. The following report therefore presents performance against
measures contained within the 2014/15 Corporate Plan and compares quarter one performance
for 2015/16 with the same period in 2014/15 to facilitate judgements on performance.
Measures agreed for 2014/15 and targets for these will be negotiated by the end of quarter two
through a separate report, provided to Audit and Governance Committee (at their meeting of the
17th of September 2015).
Much of the data required for performance reporting under „service provision‟ comes from incident
data which is captured via the Thames Valley Fire Control Service (TVFCS) „Vision‟ system. Due
to the go-live of TVFCS and a number of issues related to both the Vision system itself and the
system users, performance related to incidents is not in-line with what we would expect to see.
The reasons for this lie with the compatibility between the old and new mobilising systems and
means data captured from incidents does not align with the new system and so incident records
are incomplete. We anticipated some issues of compatibility between the systems and have been
working to address them but they were not resolved in time for the end of quarter 1 reporting.
We are working to resolve the concerns over data accuracy for this report through an internal data
and information group. We are also working to ensure more incidents records are fully complete
and reduce the need for manual checking and adding of information later. There is currently a
backlog of incidents that need manual checking. This backlog is approximately five times greater
than usually expected at this point in the performance cycle. The information presented below is
therefore incomplete because it does not include outstanding incidents.
The issues associated with data collection and reporting have been added to the TVFCS work programme. We are currently awaiting a definitive timeline for the remedial work needed for Capita and the programme team to ensure our performance data is accurate and robust.
Actions from the Strategic Performance Board
The SPB met on the 22nd of July 2015 to review the content of this report. It was not possible to
fully understand nor commission corrective actions around incident-related measures due to the
lack of confidence in data accuracy. As previously identified, these data issues are connected to
the go-live of TVFCS and an action has now been commissioned from SPB to resolve these
issues as a matter of urgency.
Of notable success was the 93% PDI completion levels in the first quarter. PDI‟s were previously
completed throughout the whole year so to achieve this level of completion has required huge
efforts for all involved. The outstanding 7% of PDI‟s yet to be completed have been identified as
Item 18 Appendix 1
4
those within TVFCS and is being addressed with the Director of People and Organisational
Development and the Senior Responsible Owner for TVFCS.
There was unacceptable performance on the delivery of audit recommendations in relation to the
IT Resilience and Management of Road Risk audits. As both these areas of responsibility have sat
with the departing Director of Resources the new Directors now responsible have been instructed
to progress this with the relevant Heads of Service.
Alongside report formatting, presentation and performance narrative improvements, the following
actions were commissioned by SPB:
Action Lead Date for completion
Establish the issues and devise solutions for the flow of data and information around the TVFCS Vision mobilising systems.
Area Manager: TVFCS and Interim Head of IT
31 October 2015
All Heads of Service and their departments to ask whether they REALLY need a document when it comes up for review- where there are options to reduce the amount of documentation in the organisation this should be taken
All Heads of Service Ongoing
RBFRS response standards are overly complicated and quite confusing. This issue was highlighted by Op A Peer Review Team. Work has been initiated with the IRMP working party to simplify the standards and clarify reporting. This will be a key element of the 2016-17 IRMP. Until agreement can be reached on a new simplified set of measures we will continue to report on existing standards.
DCFO/ACFO/ Head of Response and Head of Risk Management
30th October 2015
Item 18 Appendix 1
5
Quadrant One: Service Provision
Service provision progress
ID Measure Q1
Actual Q1 2014/15
Trend when compared to previous year
Commentary/Corrective action
1. Number of Primary Fires 213 219
The prevention and protection figures (measures 1-10) are not updating in a
timely fashion which provides some difficulty in managing and reporting
performance.
The number of primary fires that have occurred in the first quarter of 2015/16 is
less than the number that occurred in the same period in the previous year.
Activities contributing to the prevention of primary fires include seasonal
campaigns, schools education, media messaging both proactive and reactive is
being maintained. There is a slight increase in primary fires in Slough which is
believed to be due in part to a local neighbourhood dispute involving deliberate
fire setting.
2. Number of Primary Fires – Deliberate
37 27 The number of deliberate primary fires that have occurred in the first quarter of
2015/16 is more than the number that occurred in the same period in the previous
year. A neighbourhood dispute in Slough and a neighbourhood dispute in the
Wokingham area involving car fires have contributed to a slight increase.
Prevention activity is taking place in both neighbourhood areas.
Key:
Improving performance =
Declining performance =
Consistent performance =
Item 18 Appendix 1
6
ID Measure Q1 Actual
Q1 2014/15
Trend when compared to previous year
Commentary/Corrective action
3. Number of Secondary Fires – deliberate
106 80 The number of deliberate secondary fires that have occurred in the first quarter of
2015 / 16 is more than the number that occurred during the same period in the
previous year. The main types of fires include refuse and grassland /scrub which
coincided with a particularly warm dry period. Hot spot areas have been identified
and further preventative work is taking place which includes raising concerns
about hay/straw and countryside safety / wildfire prevention activities have been
taking place
4. Number of Primary Dwelling Fires – Accidental
77 101 There is a significant reduction in the number of accidental dwelling fires that occurred during the first quarter of 2015/16 compared to the number that occurred in same period in the previous year. Partners are being made more aware of risk factors associated with dwelling fires with the aim of improving the targeting of home fire safety checks and prevention campaigns for the most vulnerable. There is more work still needed in this area.
5. Fire Victims - Deaths - Dwelling Fire Accidental
0 1 An incident that occurred in June is still being investigated to determine cause and ascertain if it needs to be categorised under this performance measure. The incident is also being investigated in order to prevent further incidents of this nature.
6. Fire Victims - Casualties - Dwelling Fire Accidental
5 6 The number of casualties as a result of accidental dwelling fires that occurred in the first quarter of 2015/16 is less than the number that occurred in the same period in the previous year. The work with partners to improve the targeting of home fire safety checks and prevention campaigns aims to improve performance further
7. Malicious False Alarms 35 25 The number of malicious calls that occurred in the first quarter of 2015 / 16 is more than the number that occurred during the same period in the previous year. There is a continuing liaison with the control manager to ensure effective call challenge takes place to ascertain if it is a malicious call before appliances are sent. However it is not possible to track the number of call challenges at the moment. Areas identified where more than one malicious call • Wensley Road, Reading – ongoing issue, work underway to address alarm activation (2 calls) • Cumberland Road, Reading – young child made 2 calls
Item 18 Appendix 1
7
ID Measure Q1 Actual
Q1 2014/15
Trend when compared to previous year
Commentary/Corrective action
• Edinburgh Road, Furze Platt, Maidenhead – calls also made to TVP and SCAS (South Central Ambulance Service) • Point Royal, Bracknell – 2 calls, ongoing issue • Slough – 2 calls to different schools – monitoring closely Community days are planned for areas where there are a number of hoax calls occurring The number of hoax calls attended accounts for approximately 1.5% of all calls attended, and 1% of all emergency calls received.
8. % of dwelling fires where no smoke alarm
Error 20.7 N/A Work is continuing to investigate the data as it is currently showing an error.
Where RBFRS attends a dwelling fire where there are no smoke alarms present,
then the household is offered a home fire safety check (where appropriate)
which involves the fitting of smoke alarms. As of October 2015, and subject to parliamentary process, all private sector landlords will need to ensure that their tenants are protected by having a smoke alarm fitted on every floor of their property. The private rented housing sector has the lowest percentage of smoke alarm ownership (approx 83% of properties have smoke alarms compared to the national average of over 90%. RBFRS is contributing to the drive to encourage private sector landlords fit smoke alarms by supporting a national campaign distributing alarms, provided by DCLG, across Berkshire prior to October 2015, after which time it will be the landlord responsibility to provide alarms.
9. Home Fire Risk Assessments completed
1835 1422 The number of home fire safety check visits that occurred in the first quarter of
2015/16 is more than the number that occurred in the same period in the previous
year. Work is on going to ensure that the home fire safety checks are targeted at
households where there is greater risk of fire and injury occurring.
10. Number of Commercial AFAs
NA N/A N/A The performance for unwanted fire signals cannot be analysed at this point as the data is unavailable.
11. Number of Primary Fires at
property under Regulatory Reform Order
37 26 The number of primary fires occurring in properties that fall under the Regulatory Reform Order is more than the number that occurred in the same period in the previous year. However the number of fires that occurred in the same period in the previous year was very low compared to previous years, and the current performance is showing a downward trend when compared to the last two and
Item 18 Appendix 1
8
ID Measure Q1 Actual
Q1 2014/15
Trend when compared to previous year
Commentary/Corrective action
three years. Projecting the current performance forward indicates that the number of fires would be a similar number to the previous year as there were spikes in the number of fires during later months last year. The fires are small fires (electrical or waste) occurring in low risk premises. These premises do have a post fire inspection where a fire safety officer audits the premises and gives advice. Due to the very large number of premises in Berkshire RBFRS fire safety officers concentrate their audit activity on the high risk premises with sleeping accommodation. Plans are in place to train more staff on fire safety skills to provide more advice and guidance to lower risk premises. The number of premises falling under the regulatory reform where a fire occurs represents a very low percentage of the total number of premises in this category in Berkshire.
12. Number of risk based inspection by Fire Safety Officers
690 695 During 2015 / 16 the audits are being targeted at the larger more complex
premises which means that it can take a longer period of time to complete an
inspection compared to less complex premises. However the number of
inspections that occurred in the first quarter of 2015/16 is similar to the number of
inspections that took place during the same period in the previous year.
13. % 1st pump attendances in 10 minutes at dwelling fires - checked failures
95.7% 98.0% Performance has dropped slightly for April and June but improved on last year for May though out of the 93 incidents attended, only 4 were a checked failure and these were through excessive distances. These figures are based on the available data which is not verified as accurate at this stage. Where we are reporting on distance failures, due to the Vision system not always sending the nearest appliance, this again is giving inaccurate data.
14. % 1st pump attendances in 10 minutes and 2nd pump in 12 minutes at dwelling fires - checked failures
88.2% 95% Performance dropped slightly in April and May but improved in June from last year. Of the 93 attendances,10 were checked failures and this is again generally on the distance travelled. These figures are based on the available data which is not verified as accurate at this stage. Where we are reporting on distance failures, due to the vision system not always sending the nearest appliance, this again is giving inaccurate data.
15. % 1st pump attendances in 11 minutes at RTCs - checked failures
88% 100% A drop in performance in April and May against a 100% last year though this was achieved in June. For the 25 incidents attended there were only 3 failures. These failures are again on excessive distance and the traffic encountered.
Item 18 Appendix 1
9
ID Measure Q1 Actual
Q1 2014/15
Trend when compared to previous year
Commentary/Corrective action
These figures are based on the available data which is not verified as accurate at this stage. Where we are reporting on distance failures, due to the vision system not always sending the nearest appliance, this again is giving inaccurate data.
16. % of Fires in Dwellings confined to Room of Origin
77.3% 84.8% In April out of 23 incidents, 5 were not confined to room of origin. For May and June, there are no incidents recorded. These figures are based on the available data which is not verified as accurate at this stage. There appear to be issues with the data including the number of incidents that are in IBIS and that haven‟t been entered into scorecard. I am informed that the data is also not accurate from the vision system which again means we don‟t have all the incident information required. This will not be a target moving forwards.
17. Carbon Footprint CO2 from FRS Operations
125 124 Reports for vehicles only.
18. Carbon Footprint CO2 from
Buildings
NA NA N/A Invoice entries still outstanding
19. % of domestic respondents
satisfied with the overall service
99% 100% It is difficult to identify a cause for the 1% reduction in satisfaction levels. There
were however fewer respondents who reported that we exceeded their
expectations in the time we attended their incident when compared with the
previous year.
20. Complaints received from the public
10 5 2014/15 Q1 complaints were attributed to. Driving =1, Noise/nuisance = 0,
Professionalism/conduct = 3, Other = 0.
2015/16 Q1 complaints were attributed to: Driving = 1, Noise/nuisance = 1,
Professionalism/conduct = 6, Other = 2.
The figure in 2015/16 has doubled for professionalism/ conduct compared to the
same period last year. We have been unable to identify if one of these complaints
was attributable to RBFRS, two were misunderstandings that were identified as
such by the complainants after investigations had taken place and one has been
filed (potentially malicious) pending investigation of the complainant by the police.
Item 18 Appendix 1
10
Information Management
The Information Management Team (IMT) is responsible for the day to day provision, maintenance and delivery of the following functions:
Information Requests (under Freedom of Information Act (FOIA) & Environmental Information Regulations (EIR))
Document Management
Incident Reports (Chargeable Services)
Information Requests
A summary of the activities and comparison with previous months is in the following table:
April
2015
May
2015
June
2015
TOTAL
Information Requests…
New Information Requests
Received
18 15 17 50
Total Information Requests
Actioned
31 24 27 82
IMT - Hours Spent on
Information Requests
45
(£630.00)
63
(£882.00)
52
(£735.000)
160
(£2247.00)
Others - Hours Spent on
Information Requests
23.50 8.75 14 46.25
Timeframes not met
(figures relate to request due date)
1 0 0 1
Internal Reviews
(figures relate to request due date)
1 0 1 2
Complaints made to the
Information Commissioner‟s
Office (ICO)
0 0 0 0
The responses made to the information requests are logged in the Authority‟s disclosure log and can be viewed through the following link disclosure log, which is also available to members of the public through the RBFRS web site www.rbfrs.co.uk
Item 18 Appendix 1
11
Quadrant Two: Corporate Health
Corporate Health progress
ID Measure Q1 Actual
Q1 2014/15
Commentary/ Corrective action
1. Number of accidents to staff 19 22 Compared with 22 during the same period last year. A fractured wrist playing sports was reported. Although a fracture constitutes a specified injury, there was 1 major accident and no accidents resulting in more than 7 days sickness absence. The major accident may be recategorised following the outcome of the accident
investigation, the HSE do not count sports injuries as reportable unless an injury
arose due to defective equipment or failings in the organisation and management of
an event. We await the outcomes of the accident investigation. The other accidents
include 8 moderate category accidents. There have been 2 accidents reported as a
result of dog bites. These are being investigated with information from the RSPCA.
2. Number of RIDDOR accidents
1 4 9/7/15 - At the end of quarter 1
3. Number of working days lost to short term sickness per employee (excluding RDS)
1.1 1.5 600 days were lost to short term sickness absence this period. This in an
improvement on the same period last year where 832 days were lost to short term
sickness equating to 1.5 days per employee. A number of initiatives aimed at
reducing sickness have been rolled out. These include improving the return to work
interviews process, creating more awareness of the days lost to sickness and
associated cost and updates to the sickness policy.
4. Number of ill health retirements
1 = 0.16%
0 One member of staff retired on ill health grounds this period as a result of a long term and ongoing illness.
5. % of eligible staff with 93.28% n/a It is not possible to compare performance to the same period in 2014/15 as a result
Key:
Improving performance =
Declining performance =
Consistent performance =
Item 18 Appendix 1
12
ID Measure Q1 Actual
Q1 2014/15
Commentary/ Corrective action
Personal Development Interviews completed
of changes to the process and timescales in which PDIs should be completed.
All PDIs were due to be completed by the end of Q1 2015/16. 43 were recorded
as not completed in Q1, including:
- 38 Control
- 2 S&P (IT and Corporate Comms)
- 1 SD (at time of report had not been logged )
- 1 SD ( was L&D for majority of the time)
- 1 Finance
A further review of the PDI process is scheduled.
6. % of staff from ethnic minorities
5.25%
5.49%
Q1. There has been an increase in performance in this area on the previous quarter and in relation to the same period last year.. The percentage of staff from ethnic minorities stands at 5.25%. This increase is as a result of an overall reduction in staff numbers. Wholetime recruitment activity this year may contribute to improving performance.
7. % of staff recruited from ethnic minorities
0%
9%
There have been no appointments for individuals from ethnic minority‟s within the
last 3 months (Apr – June)
NB This excludes any agency staff recruitment.
8. % of female firefighters
2.7%
3.1%
There has been a decrease in our performance in this area on the same quarter last year. One female firefighter left during the period and therefore the number of female fighters currently employed equates to 2.7%. Wholetime recruitment is currently underway and may see performance in this area improve.
9. % of female firefighters recruited
0% 3% There have been no female firefighters recruited in the last 3 months (Apr to June).
Item 18 Appendix 1
13
ID Measure Q1 Actual
Q1 2014/15
Commentary/ Corrective action
10. % of staff making a complaint
0.16% 0.16% One member of staff made a complaint in this quarter, and this related to an internal promotion process.
11. % of Leavers recommending RBFRS
100% 66% Commentary – Of the 22 leavers during quarter 1 - 8 individuals completed the exit
survey (6 uniformed and 3 Non-uniformed). All 8 recommended RBFRS.
Item 18 Appendix 1
14
Quadrant Three: Priority Programmes
Integrated Risk Management Plan (IRMP)
What is the strategic outcome the programme?
To deliver a range of projects that will effectively manage community risk in Berkshire
Current Status: Green
Progress to date:
Programme board was established in Q3 of 14/15 but this is the first time progress has been reported on at
corporate level. The terms of reference have been agreed by all board members.
Progress to date has been focussed in three areas:
i. Developing an in house baseline model to allow us to get a community risk picture for Berkshire that brings together Prevention, Protection and Response.
ii. Developing our Property Asset Management Plan (PAMP) including establishing our operational schedule of accommodation.
iii. Evaluating procurement options for future construction projects.
Items i. and iii. are progressing well but we need to improve progress with item ii, however slower
progress in this areas if not impacting on the overall project status which is green, on target.
There are now 4 new projects coming on line, from Q2 which are summarised below:
Project 1: Response (Standards, Locations and Crewing)
Review, clarify and revise our current attendance standards and their underpinning
principles
Review optimum station locations and their suitability for purpose considering planned
changes to the infrastructure across Royal Berkshire
Review all current shift patterns and appliance crewing arrangements
Explore the possibility of sharing locations and resources with bordering FRS or other
emergency services
Project 2: Response (Technology & Appliances)
Review our current specialist appliances and their suitability for purpose in the light of
rapidly developing technology.
Explore the possibilities of sharing resources with neighbours
Explore emerging technology and its impact upon operational systems of work and
crewing arrangements
Project 3: Prevention
Review our current Prevention initiatives delivered with partner agencies and better
integrate them with Protection and Response initiatives.
Carry out risk mapping to deal with the risks associated with:
Item 18 Appendix 1
15
o the vulnerable (elderly, deprived, hard to reach)
o schools and education (young, unemployed, particular risk)
o health (drink/smoking related, heart/lung disease, obesity)
o crime and disorder (arson, driving related, drug risks etc)
Project 4: Protection
Review our risk based audit programme and utilise collected data to allow us to continually review
„risk‟ premises and enable a more focused and targeted approach.
This review will allow us to utilise information from a number of other intelligence gathering
sites and data sets.
And further detail will be provided at the end of Q2
Issue / Areas of Concern
None at this time
Organisational Development Programme
Reporting Period: Quarter 1 (April to June 2015)
Programme title: Organisational Development Programme
Programme Senior Responsible Officer: Anne-Marie Scott
Programme update reported by: Nikki Richards
What is the strategic outcome the programme?
To deliver a range of cross-cutting organisational development projects that supports the achievement of
RBFRS key themes:
o Service delivery – fire stations at the heart of their communities o Service support – capability, capacity and resilience o Culture – one team working collaboratively for the people we serve
Current Status: Green
Progress to date:
Programme board was established on the 17th June and the terms of reference was agreed
The Organisational Development Programme is organised into 4 projects:
1. Employer excellence
2. Leadership and Learning
3. New ways of working
4. Engagement
Each of the four areas will have a detailed project plan and project team, reporting into the overall
programme board. There are significant overlaps and inter-dependencies between the projects and some
Item 18 Appendix 1
16
early work on key, cross-cutting elements are already underway either because there is an urgent need or
because we can achieve some „quick wins‟.
The projects and work packages will provide development opportunities for staff and will also be used to
encourage and improve cross-organisational working. There will also be a need to bring in some specialist
expertise to move forward elements of the programme but we will use, and develop, internal resource as
far as possible to facilitate sustainability going forward.
As one element of the early work on the Organisational Development Programme we will undertake a full
staff satisfaction survey to further inform our planning and also provide a benchmark which will allow us to
undertake some quantitative evaluation of the success of the programme.
To support delivery the engagement programme we have now appointed a new staff engagement lead.
More detailed feedback on each of the 4 projects will be provided at the end of Q2.
Thames Valley Fire Control Service (TVFCS)
What is the strategic outcome the programme?
To deliver a joint Control Service across Oxfordshire, Buckinghamshire and Berkshire.
Current Status: Green
Progress to date:
This project has completed and gone love
Oxfordshire and Royal Berkshire Fire and Rescue Authorities operated their own control rooms
and call handling and mobilising systems. Each had a secondary off-site control facility and a
manually operated fallback arrangement with each other. Buckinghamshire and Milton Keynes
Fire Authority operated its own control room and call handling and mobilising system, a secondary
off-site control facility, and an overflow call handling arrangement with Bedfordshire Fire and
Rescue Authority.
The three Fire and Rescue Authorities worked together to implement a single joint control room
function based in Calcot, Berkshire, with a secondary Control function in Kidlington, Oxfordshire, a
new fallback arrangement with North Yorkshire Fire and Rescue Service, and with capacity for
other fire and rescue authorities, clients or partners to join.
The plan was implemented in phases, and final cutover to the Thames Valley Fire Control Service
from the three separate services took place 21-23 April 2015, delivering common mobilising
procedures and alignment of operational policies and procedures.
Thames Valley Fire Control Service staff were selected from the pool of staff available from the
three Fire and Rescue Services. Where it was identified that there would be insufficient staff at a
level within the Thames Valley Fire Control Service, external recruitment took place with new
recruits receiving induction in the Thames Valley Fire Control Service and training on the
appropriate systems. To ensure the recruits had as much experience as possible at the time the
Thames Valley Fire Control Service went live, they were allocated onto the watch system of one of
the partner fire and rescue services.
Item 18 Appendix 1
17
As part of the delivery, the contract for the new mobilising system for the Thames Valley Fire
Control Service was awarded to Capita Secure Information Solutions Ltd after a robust tendering
process.
Network infrastructure has been installed to enable the three Thames Valley Fire Control Service
partners to connect to and access systems. This includes primary and secondary routings for
resilience purposes. Part of this network installation, and the work on existing and new
installations, was to ensure Public Services Network compliancy for the Thames Valley Fire
Control Service systems at the point of go-live.
A five-fire service partnership agreement has been entered into between Oxfordshire, Royal
Berkshire, Buckinghamshire and Milton Keynes (the Thames Valley Fire Control Service
partners), Northamptonshire, and Warwickshire, for the provision of a 20-port SANH and a
fallback Control Link solution. The SANH is located at the Thames Valley Fire Control Service at
Calcot, near Reading. It was commissioned in September 2014 and is available for use by all
partners. All TVFCS partners are now using the SANH for radio traffic. The Control Link is located
within the Warwickshire Fire and Rescue Control at Leamington Spa. It was commissioned in
November 2014 and is available for use by all partners. TVFCS are now using the Control Link
connection for automatic vehicle location system and status messaging.
The three Fire and Rescue Authorities adopted existing operational policies and procedures, and
these are currently being developed by a wider consortium of fire and rescue authorities, thereby
providing for improved cross-border incident management, interoperability and intra-operability.
The new mobilising system provides a full voice and data communications capability using the
Airwave network, an enhanced information service and an automatic location service for
emergency calls, which will reduce emergency call handling times. The introduction of an
automatic vehicle location system also ensures the nearest appropriate resource is mobilised to
an incident.
Projected savings
With go-live taking place in April 2015, we are on track to deliver the projected savings.
Oxfordshire, Royal Berkshire and Buckinghamshire and Milton Keynes Fire Authorities project
savings totaling £15,871,672 by the end of 2024/25. However, the extension of the delivery date
means that the savings to the Fire Authorities will not take effect until financial year 2015/16, and
each of the 10 years' savings will be for the full year.
Project completion date
30th April 2015. Further work has continued beyond this to resolve specific issues identified
following go-live.
The cutover by the three fire and rescue services took place 21-23 April 2015 (from previous
projection of 31 December 2014, and original projection of 31 March 2014), and the Thames
Valley Fire Control Service is now live..
Item 18 Appendix 1
18
The revised completion date was a result of third party telephony and infrastructure providers
failing to deliver their elements to target dates. This was a pre-requisite to the ability to complete
the required network across the Thames Valley Fire Control Service, and the completion of the
implementation of supporting systems.
Additional benefits
The technical solution that is being implemented to enable the remote buddy (North Yorkshire Fire
and Rescue Service) to call handle and mobilise on behalf of the Thames Valley Fire Control
Service has introduced a further level of technical resilience into the architecture. A replicating
server for the mobilising system has been installed at North Yorkshire with the effect that, should
the servers at the primary and secondary sites experience issues, then the Thames Valley Fire
Control staff will be able to access the server located at North Yorkshire and be able to maintain
operations.
Item 18 Appendix 1
19
Quadrant Four: Risk
Accident Investigations
Total number of moderate or major accidents requiring investigation during Q1 was 12, compared
with 21 in Q1 2014/15.
Total number of accident investigation reports completed in Q1 as of 24/7/15 – 4*
The following table is a list of accident investigations waiting a response from the appropriate
Manager/Head of Service as of 24/7/15.
Directorate
Date of Accident
Manager report was sent to for a response to the recommendations
Transport and Engineering
15/9605 – during testing, hose reel branch separated from the hose.
14/03/15 Head of Transport and Engineering (18/6/15). Discussed at SPB 22.7.15. HTE to update Health and Safety Department w/c 27/7/15.
People and Organisational Development
15/4355 – IP** fell from top step of appliance after operating a switch in the cab.
02/06/15 Station Manager (BA/Core Training ) (15/7/15).
* Accident investigation policy allows Accident Investigation Officers two months in which to carry
out their investigation, complete and submit their report.
** IP - injured party
Corporate Risk Register
See Appendix A
Audit Recommendations
The audits shown in Appendix B have been undertaken and recommendations agreed. The
information below provides a progress on those recommendations. Recommendations are
reported against the timeframes originally contracted and are only CLOSED once evidence has
been provided to satisfy the recommendation.
Key to audit progress
For the reasons stated the action will not be completed within the agreed timeframe.
For the reason stated it is possible that the action will not be completed within the agreed timeframe.
Action will be or has been completed within the agreed timeframe.
Item 18 Appendix 1
20
Title of Audit: Fire-fighter Pension Administration
Responsible Manager: Senior Accountant
Category Number of recommendations
High (action within 3 months) 0
Medium (action within 6 months) 0
Low (action within 12 months) 1
Outstanding recommendations
Audit Action Implement
Date
Priority Action Plan Progress Status
The Fire Authority should endeavour to ensure that all reconciliations between the Pension Control and Payroll accounts to the General Ledger are performed and reviewed in a timely manner following each quarter end, to enable timely identification of discrepancies.
On-going Low The Finance team is very small and
reconciliations have to be fitted in with
other time critical tasks so unless extra
resource is put into the team it is unlikely
that the timeliness can be improved. It
should be noted that the year-end
reconciliation was completed on time
AMBER
IT Resilience
Responsible Manager: Head Information Systems
Category Number of recommendations
High (action within 3 months) 1
Medium (action within 6 months) 3
Low (action within 12 months) 3
Outstanding recommendations
Audit Action Implement
Date
Priority Action Plan Progress Status
Business impact assessments should be conducted on a regular basis and the impacts over time that would result from system loss or disruption should be documented.
End Dec
2014
Low IT are not responsible for business
impact assessments, however as per
DR point a review of Business needs
was completed in Dec 14 considerably
reducing the risk appetite and the need
for BC. It was split into 24hrs, 48 hours
and one week
RED
Now
complete
(end of
July 2015)
Item 18 Appendix 1
21
Obtain final approval for the IT & Comms 2013/14 Service Plan and ensure IT department restructure is progressed in a timely manner.
End Dec
2014
Low Initial staff consultation commenced and
planning commenced. Draft Service plan
submitted.
All actions in 2015/16 service plan and
submitted on time
RED
Now
complete
(end of
June 2015)
A programme of robust and realistic exercises, to evaluate the quality of planning, competence of individuals and effectiveness of the capability, for the DR plan should be established. The type of exercise/test, e.g. desktop, walkthrough, simulation, activity and full testing, should be documented based on the risks specific to RBFRS. The test strategy should identify requirements for recording results of tests and a review process to ensure plans are updated based upon lessons learned.
End Dec
2014
High IT BC / DR reviewed, report and
recommendations made and budget bid
for BC of critical systems complete and
approved. Work planned for 2015/16
business year. The key outcomes are
that the risk has significantly reduced
with the new server room at Newsham
Court, thus minimal BC will be required.
This will include a DR test.
RED
In
progress
(end of
July 2015)
Update the backup procedure document to include:
The current backup arrangements in place;
The types of information to be backed up;
Acceptable warnings and errors; and
Actions to be taken upon backup failure.
Ensure the backup procedure document meets the BIA requirements and is subject to regular review.
End Dec
2014
Med Current backups in place and
documented.
Backups checked Daily.
A complete review of the backup
strategy as well as capability is planned
for 2015/16 in conjunction with BC and
has an approved capital bid to fund it.
RED
In
progress
(end of
July 2015)
Management should consider relocating disk backup servers.
End Dec
2014
Low Current backups in place and
documented.
Backups checked Daily.
A complete review of the backup
strategy as well as capability is planned
for 2015/16 in conjunction with BC and
has an approved capital bid to fund it.
RED
In
progress
(end of
July 2015)
Item 18 Appendix 1
22
Formal backup restore tests should be undertaken for all backup routines to confirm the completeness and integrity of the backup process.
End Dec
2014
Low Current backups in place and
documented.
Backups checked Daily.
A complete review of the backup
strategy as well as capability is planned
for 2015/16 in conjunction with BC and
has an approved capital bid to fund it.
RED
In
progress
(end of
July 2015)
Develop a business case for alternative recovery facilities.
End Dec
2014
Med A complete review of the backup
strategy as well as capability is planned
for 2015/16 in conjunction with BC and
has an approved capital bid to fund it.
RED
In
progress
(end of
July 2015)
Title of Audit: Management of Occupational Road Risk (MORR)
Responsible Manager: Director of Service Delivery
Category Number of recommendations
High (action within 3 months) 6
Medium (action within 6 months) 4
Low (action within 12 months) 3
Director commentary (10/8/15):
Having recently taken over responsibility for the Management of Road Risk, the following information is offered as an update but I believe clarification is needed in a number of areas (including the agreed timescales, priorities, status of the items within the action plan and ownership of the recommendations). I will therefore be undertaking a full review of the audit, recommendations and associated progress to date. I am convening a meeting of the Management of Road Risk Group (MRRG) on the 9th of September to validate and confirm the recommendations and gather evidence on the progress of those recommendations
Outstanding recommendations
Audit Action Implement
Date
Priorit
y
Action Plan Progress Status
Implement RoSPA recommendation that: “Driver training covers wider arrangements such as route planning, breakdown situations, driving/working hours and personal safety” as appropriate due to role.
Mar 2016 Low Included in Driver Training.
In H&S Induction Pack.
Onus also on all drivers/Line Managers
to ensure policy and procedures are
understood and complied with.
GREEN
COMPLETE
Gene Ashe
(HL&D)
Issue an organisational briefing note bringing the policy to all personnel‟s attention.
End Mar
2015
High Completed - sent as an all staff H&S
Bulletin and on Trove 01/2015 Driving
Risks / how to report them – Jan 2015
GREEN
COMPLETE
Tracey
Item 18 Appendix 1
23
Mitchell
(HH&S)
Design and produce a driver‟s handbook which should be issued to all drivers through driving school.
End Sep
2015
High Draft document from Hants FRS being
reviewed by AH
GREEN
Andrew Haste
(HTE)
Formalise data capture and
reporting streams which result
in the identification of trends,
solutions and organisational
improvements.
End May
2015
High This item is RED due to the limited
progress to formalise the data capture
against the time required, however the
data capture will be consolidated.
Reports will be produced for the MRRG
as ref later in Action Plan, the first being
at the Sept 2015 meeting. The MRRG
will assess trends, solutions and
improvements.
RED
Andrew Haste
(HTE)
Events captured via the FB131 process should also be reported as a Near Miss so that it is captured in H&S reporting and trend identification systems.
End Mar
2016
Low Covered in the H&S Bulletin.
Will be included in the review of the
MORR Policy September 2015.
Vehicle accidents included in the
Accident Investigation Procedure 3.02
Health and Safety Manual
GREEN
Andrew Haste
(HTE)
A review of all the RA‟s be carried out and moderated thus ensuring a consistent outcome to the identified risk across the organisation.
End Sept
2015
Med AH to review all RA‟s.
HHS has identified all Driver related
incidents on Trove. Allocation of
ownership of RA‟s has been identified.
HHS – recommend these are reviewed
with owners, as part of the review of risk
assessments in H&S Service Plan item
63 – to be completed by 31/3/16
GREEN
Andrew Haste
(HTE)/Tracey
Mitchell (HHS)
A stand alone RA for driving appliances on blues lights should be carried out and promulgated.
End Sept
2015
Med HHS - System already has
Blue Light Appliance Driver Training –
RA No. WP/TRNG/01.003 (01/12/14)
Response Driving – See Trove –
Generic Operational Activities Section
GRA1.1
This will also be included in the review of
risk assessments, see previous
comment.
GREEN
Gene Ashe
(HL&D)
Item 18 Appendix 1
24
A review of all the RA‟s be carried out and moderated thus ensuring a consistent outcome to the identified risk across the organisation. This should start at RMG level and all subsequent RA‟s should follow on from this.
End June
2015
High Corporate Risk Register to be reviewed.
HHS – recommends these are reviewed
with owners as part of the review of risk
assessments in H&S Service Plan item
63 – to be completed by 31/3/16
This item is RED due to the time line,
however MRRG need to review and
agree the HHS recommendation,
accounting for the risk if agreed. Also
this item appears to be the same as the
item highlighted above, which has
different owners and also different
priorities. Clarity is needed from the
Auditor.
RED
Tracey
Mitchell
(HHS)/Andrew
Haste (HTE)
A replacement program for vehicles used in emergency response training should be adopted ensuring vehicles are comparable with vehicles actually used with regards to current technology.
End March
2016
Low This has been agreed by CMT as an
action for the L&D Service Plan
GREEN
Gene Ashe
(HL&D)
Develop a training, familiarisation and refresher programme for support staff.
Already in
place
Low Already in place GREEN
Gene Ashe
(HL&D)
Issue an organisational briefing
note bringing the revised RA‟s
to all personnel‟s attention.
End May
2015
Med HHS - A Bulletin was issued to address this in Jan 2015.
Suggest next driving related bulletin would
be useful following completed review of
MORR ie to include update on CCTV etc
GREEN
COMPLETE
Tracey
Mitchell (HHS)
The MRRG should own the MORR policy and lead and coordinate its application, monitoring, reporting streams and risk reduction activities.
End May
2015
High The MRRG accepted the ownership of
the policy and through the regular
meetings, will lead and monitor the
reporting streams and risk reduction
activities. The items will be part of the
agenda for the meetings.
GREEN
COMPLETE
Once the recommendations are completed Performance Review Department to undertake assurance mapping exercise to ensure that there is a comprehensive risk and assurance process with no duplicated effort or potential gaps.
End Mar
2016
Med The final report date was Sept 2014,
however there was a delay in finalising
the report, (some 6 months). The original
follow up audit was scheduled for 12
months after the report completion. As
such a revised review date of March
2016 is proposed by ACFO.
GREEN
Item 18 Appendix 1
Risk
ID
Risk Short
Name
Risk
Assesor
Function
Programm
e
Directorate Risk Description Risk Criteria Inherent
Score
Treatments Treatment
Owner
Treated Score Overall
Assurance
Risk Owner Review Date
Operation Exit
fallback
TVFCS Concept
of Ops
Response Policy
and Procedures
Review sickness
policy and
processes to
enable more
effective line
management of
sickness absence
Monitor sickness
trends and target
health promotion
activities
accordingly
Conduct a staff
survey to identify
any underlying
organisational
issues potentially
impacting on
absence
Ensure
appropriate OH
and EAP services
are available to
support
employees and
line managers
Develop a
sickness
management plan
as part of the
Health and
Wellbeing
Strategy
Develop and
implement
workforce
development
Implement
training including
MECC,
safeguarding
training, falls
prevention
training, working
in schools training
and firefit, fire Ed
and fire break
training
Dave Phillips
Failure to manage
organisational
resources
23 Dave Phillips 18 2 Dave Phillips111 objective 7.2 Dave
Phillips
P&P Service Delivery If staff do not have the appropriate skills,
knowledge and understanding which is
likely given that working towards health
and social care outcomes is relatively new
then we can expect that RBFRS will not be
able to deliver the appropriate
interventions which is significant in relation
to contributing to the improvement of
public health and social care outcomes for
the people of Berkshire
Becci Jefferies 2015-09-30
Becci Jefferies
Anne-Marie Scott
Becci Jefferies
Anne-Marie Scott
If high sickness absence continues which
may become more likely given the Service
is going through significant change then
we can expect to see reduced crewing and
increased overtime and costs which are
significant in respect of our commitment to
provide an effective response and good
value for money.
Failure to manage
organisational
resources
23 Becci Jefferies 17 3
Paul Maynard 2015-09-14Bryan Morgan
Bryan Morgan
Paul Maynard
68 Sickness Anne-Marie
Scott
HR
Failure in service delivery to provide
effective emergency call handling,
knowledgeable trained system operators,
delivering timely effective and targeted
operational asset dispatch is likely to
occur, the consequence being failure in
response measures and preventable loss
of life in the community we serve, this
would provide significant political impact,
failure in statutory obligation and
significant impact to organisational
reputation. We may expect any loss of life,
property or environmental impact due to
delay in dispatched resource for
intervention at emergencies to be a
significant failure in swift and effective
response.
Failure to comply with
statutory or regulatory
requirements
25 Bryan Morgan 18 2
Appendix A- Corporate Risk Register (3/9/15)
62 Call Handling Response Service Delivery
Item 18 Appendix A
Risk
ID
Risk Short
Name
Risk
Assesor
Function
Programm
e
Directorate Risk Description Risk Criteria Inherent
Score
Treatments Treatment
Owner
Treated Score Overall
Assurance
Risk Owner Review Date
Develop older
people strategy
Restructure the
Estates function
and appoint a
Capital Projects
Manager
Ensur a Property
Asset
Management Plan
(PAMP) is
developed
Ensure maximum
use of the
memorandum of
understanding
with Thames
Valley Police and
engage with local
authorities and
other FRSs
Appoint a
dedicated
Engagement
officer to mange
change
communications
Establish an OD
programme board
and ensure rep
bodies are
integral to
decision making
Implement the
OD programme
with a staged roll-
out ensuring staff
are involved in its
design and
delivery.
Appoint an OD
programme lead
Ensure the
project team is
properly
resourced
Establish a
process of
evidence
gathering to
enable frequent
monitoring of risk
Raise profile of
issue with FA
members to
ensure they lobby
government on
behalf of RBFRS
Understand
greater detail on
the current
situation and likely
future via a
presentation from
ACFO Furlong
from Oxon FRS
due to be
delivered to CMT
in early
September.
2015-09-30
Paul Southern
Paul Southern
Trevor Ferguson
Failure to comply with
statutory or regulatory
requirements
25 Paul Southern 24 3 Paul Southern152 The
Emergency
Services
Mobile
Communicatio
ns Project
(ESMCP)
Strategic
Risks
CFO If the current approach to delivering The
Emergency Services Mobile
Communications Project (EMSCP) changes,
which may become increasingly likely as
the programme is developed, potential
costs rise and a possible change in
government policy, then we can expect to
have to take a different approach to
implementation and potentially have to
increase our financial contribution. This
could be very significant in respect to our
medium term financial planning and have
critical knock on affects to others
objectives
23 Anne-Marie Scott 18 3 Anne-Marie Scott 2015-09-30
Anne-Marie Scott
Anne-Marie Scott
Anne-Marie Scott
2015-09-15
Trevor Ferguson
Trevor Ferguson
151
Organisationa
l
Development
Programme
CMT Strategic
Risks
CFO If we fail to successfully implement the
organisational development programme
which may become increasingly likely due
to low levels of trust internally, challenging
industrial relations, limited experience of
change in many areas and the lack of
effective internal communication channels,
then we can expect to have less capacity
and greater financial constraints which are
significant to maintaining statutory
operational activity and taking advantage
of new opportunities.
Failure to manage
organisational
resources
Failure to manage
organisational
resources
23 Trevor Ferguson 21 3 Trevor Ferguson146 Property
Asset
Management
Strategic
Risks
CFO If we fail to effectively manage our
property assets to ensure they are in the
right locations and fit for purpose, which
may become increasing likely given the
level of skills and experience and capacity
within our estates team and the increasing
age of our fire stations, then we can
expect our expenditure to increase, our
services to be less effective and our
stations to further decline which would be
significant in respect to our objective to
ensure value for money and ensure fire
stations are at the heart of communities
Dave Phillips
Failure to manage
organisational
resources
23 18 2 Dave Phillips111 objective 7.2 Dave
Phillips
P&P Service Delivery If staff do not have the appropriate skills,
knowledge and understanding which is
likely given that working towards health
and social care outcomes is relatively new
then we can expect that RBFRS will not be
able to deliver the appropriate
interventions which is significant in relation
to contributing to the improvement of
public health and social care outcomes for
the people of Berkshire
Item 18 Appendix A
Risk
ID
Risk Short
Name
Risk
Assesor
Function
Programm
e
Directorate Risk Description Risk Criteria Inherent
Score
Treatments Treatment
Owner
Treated Score Overall
Assurance
Risk Owner Review Date
Instigate an
internal gateway
review with
support from a
critical friend.
The outcomes of
the gateway
review will be
used to formulate
a plan to enable
TVFCS to get to
steady state. The
plan must be
assessed for
resources and
associated time
frames.
Continue to
maintain
additional
business
continuity
measures to
support TVFCS
prior to moving to
steady state.
Provide additional
RBFRS resources
to identify and
help resolve
TVFCS issues
Maintain
consultant
expertise until
outcome of HoS
review known
Use of external
consultants were
required
Ensure all
propoerty related
Strategic/outline
and full business
cases consider
potential
opportunities with
partners
Ensure continuing
full engagement
at senior level
with other
potential partner
organisations
Further
development of
partnership
working with TVP,
in-line with the
MOU
Seek alternative
supplier e.g. West
Yorkshire
Anne-Marie Scott 2015-09-01If Liberata decline to tender for ongoing
administration of the pensions
administration contract, there is a risk that
an alternative provider may be difficult to
find. Other providers have begun to
withdraw from the market, leaving an
increasing number of services seeking a
provider.
Pensions administration is becoming
increasingly complicated and very few
people fully understand it
Failure to comply with
statutory or regulatory
requirements
23 Anne-Marie Scott 17 3
2015-09-30
Andy Parsons
Andy Parsons
Andy Fry (CFO)
Trevor Ferguson
206 Pensions
Adinistration
HR People and
Organisational
Development
Failure to maintain
organisation’s positive
reputation
21 Andy Parsons 17 2 Trevor Ferguson
2015-09-30
Paul Southern
Paul Southern
CMT
194 Shared
Property
opportunities
CMT IRMP - Prog Resources Failure to identify and facilate shared
property opportunities with potential
partners, which is likely due to insufficent
internal capacity and expertise, then we
can expect to miss funding and cost
rationalisation opportunities, which are
significant in respect to our financial
security, operational and political
reputation objectives
Failure to comply with
statutory or regulatory
requirements
23 Paul Southern 21 3 Paul Southern153 Thames
Valley Fire
Control
Service
(TVFCS)
Strategic
Risks
CFO If we fail to successfully deliver full
functionality for the TVFCS, which may
become increasingly likely as the delivery
programme is now closed and we move
into steady state; service delivery
emergency response standards across the
Thames Valley could reduce, the synergies
of operational alignment may not be
realised and we could be at increased risk
of critical system failures and staffing
issues. This could be very significant in
respect of our statutory responsibilities,
medium term financial position,
organisational reputation and our future
ability to deliver collaborative Thames
valley projects and affect the delivery of
our Strategic Objectives and
Commitments.
Item 18 Appendix A
Risk
ID
Risk Short
Name
Risk
Assesor
Function
Programm
e
Directorate Risk Description Risk Criteria Inherent
Score
Treatments Treatment
Owner
Treated Score Overall
Assurance
Risk Owner Review Date
Approach existing
groups of services
that have already
joined together to
share resource
e.g. East
Midlands
authorities
Lobby
Government to
set up national
administration of
the schemes
Implementation of
the Baker Tiley
audit
recommendations
Introduction of
gatekeeper post
in Procurement to
control spend
across RBFRS
Update Contract
Standing Orders
Greater use of
compliant
frameworks
Include buying
and procurement
training for all
Managers in Core
Skills
development
Existing policies
and procedures
on information
management
Conduct a gap
analysis on
information
assurance
Create a revised
structure for the
finance
department taking
into consideration
new work areas
Recruit
permanent or
fixed term staff to
fill revised
structure
Develop a training
programme to
developed multi-
skilled staff which
ensures
segmentation of
duties
23 Conor Byrne 17 3 Trevor Ferguson 2015-11-12
Conor Byrne
Conor Byrne
CMT 2015-08-31
Trevor Ferguson
215 Capacity and
Resilience of
Staffing
Conor
Byrne
Finance Resources If we do not have adequate trained,
permanent staff employed within the
finance team which maybe increasing
likely due to the number of temporary
staff then we can expect to be unable to
deliver a key support service to RBFRS
which will significantly impact on the
running of the organisation and therefore
affecting our ability to achieve our the
strategic commitments.
Failure to manage
organisational
resources
If we fail to have effective control on
information assurance, which is incresingly
likely given additional information and data
we are handling and changes to ICT and
TVFCS, then we can expect the mis-
handling of sensitive or personal
information which could lead to significant
financial and reputational penalties and
legal challenge which are significant in
respect to achieving all of our strategic
objectives
Failure to comply with
statutory or regulatory
requirements
21 Gerry Barry 17 3
2015-09-15
Billy Allen
Billy Allen
Billy Allen
Anne-Marie Scott
212 Information
assurance
Trevor
Ferguson
Info Man Strategy and
Performance
Management
Failure to comply with
statutory or regulatory
requirements
23 Trevor Ferguson 21 3 CMT
Anne-Marie Scott 2015-09-01
Anne-Marie Scott
Anne-Marie Scott
210 Robust
buying &
procurement
practice
CMT Procurement Strategy and
Performance
Management
If we fail to implement robust buying and
procurement practices which is likely given
historical approaches and the current skills
and knowledge base of Managers around
responsible buying, then we can expect
poor buying and procurement practice,
which may lead to breaches of RBFRS
contract standing orders, ineffective
financial management and control and the
use of Single Tender Actions (STA) which
are all significant in respect to managing
RBFRS in accordance with best practice
and appropriate legal and financial
standards.
If Liberata decline to tender for ongoing
administration of the pensions
administration contract, there is a risk that
an alternative provider may be difficult to
find. Other providers have begun to
withdraw from the market, leaving an
increasing number of services seeking a
provider.
Pensions administration is becoming
increasingly complicated and very few
people fully understand it
Failure to comply with
statutory or regulatory
requirements
23 17 3206 Pensions
Adinistration
HR People and
Organisational
Development
Item 18 Appendix A
Risk
ID
Risk Short
Name
Risk
Assesor
Function
Programm
e
Directorate Risk Description Risk Criteria Inherent
Score
Treatments Treatment
Owner
Treated Score Overall
Assurance
Risk Owner Review Date
Use of temporary
staff to back fill
vacancies to
ensure capacity is
retained
Work with Bucks
FRS to ensure an
extension to this
current contract
for part-time
resource
Create p-to -date
specifications for
systems
Carry out a
procurement
exercise to find a
suitable supplier.
And appoint
supplier
Explore shared
service options as
longer term
solution
Review and
restructure E&F
function
(commission
expert review of
estates)
Ensure new
structure/resource
arranagements
are put in place
Maintain
temporary
agency/contract
cover until
restructure is
complete
Review the
facilities contract
status
Explore the use of
frameworks for a
speedy compliant-
route to market
Explore
opportunities to
work with partners
on services
required
Establishment of
a working group to
identify and
resolve data
issues
Create and
manage an Issues
log to resolve
data feed, quality
and accuracy
problems
TVFCS Issues log
to align with
RBFRS needs
23 Sam Shepherd 21 2 Trevor Ferguson 2015-09-30
Sam Shepherd
Bryan Morgan
2015-09-30
Anne-Marie Scott
Anne-Marie Scott
222 Data and
information
systems
CMT Strategic
Risks
Strategy and
Performance
Management
Should the new vision mobilising system
continue to fail to feed accurate data into
RBFRS information systems
(IBIS/IRS/Sorecard) which has been
occuring since go-live of TVFCS then we
can expect inaccurate recording and
reporting of performance data, poor
associated performance, inaccurate or
missing information for the development
of IRMP and strategic
targets/commitments to be missed which
is significant to corporate performance and
the development of IRMP
Failure to manage
organisational
resources
Failure to manage
organisational
resources
21 Anne-Marie Scott 18 2 Anne-Marie Scott
Anne-Marie Scott 2015-09-30
Anne-Marie Scott
Anne-Marie Scott
221 Facilities
contracts
CMT Estates People and
Organisational
Development
If we fail to ensure facilities contracts are
reviewed and replaced in a timely fashion
which is likely given the short timescales
available for review before contract expiry
dates then we can expect to encounter
procurement risk and potential to
disruption to service provision of key
services which is significant in relation to
contined service provision and value for
money
If we fail to properly plan and resource
facilities which is likely given historical
underinvestment in facilities management
then we can expect the level of service
delivery of estates and facilities to
decrease, leading to operational and H&S
failures relating to our premises which are
significant in respect to our operational
effectiveness and value for money
Failure to manage
organisational
resources
21 Anne-Marie Scott 18 2
2015-11-12
Conor Byrne
Conor Byrne
220 Effective
facilities
management
CMT Estates People and
Organisational
Development
Failure to manage
technology
23 Conor Byrne 17 2 Trevor Ferguson216 Systems Conor
Byrne
Finance Resources If we do not have supported systems in
place which may be become increasing
likely as the current contract is due for
renewal in March 2016 then we can expect
payroll and pensions administration to fall
over which would critically impact the
whole organisation
23 17 3 Trevor Ferguson 2015-11-12
Conor Byrne
Conor Byrne
215 Capacity and
Resilience of
Staffing
Conor
Byrne
Finance Resources If we do not have adequate trained,
permanent staff employed within the
finance team which maybe increasing
likely due to the number of temporary
staff then we can expect to be unable to
deliver a key support service to RBFRS
which will significantly impact on the
running of the organisation and therefore
affecting our ability to achieve our the
strategic commitments.
Failure to manage
organisational
resources
Item 18 Appendix A
Risk
ID
Risk Short
Name
Risk
Assesor
Function
Programm
e
Directorate Risk Description Risk Criteria Inherent
Score
Treatments Treatment
Owner
Treated Score Overall
Assurance
Risk Owner Review Date
Commission work
to scope longer-
term data
resolution and
development
Complete the
action plan
recommended by
Baker Tiley
Review the IT
strategy
Conduct a gap
analysis on IT
capital projects
and strategy
Engagement with
the SRB and LRF
to ensure National
and Regional
contingency and
resilience plans
are in place.
Ensure
engagement with
multi-agency
exercises,
simulations and
training with all
staff.
CMT to review
NRR on annual
basis and update
the Corporate
Risk register
Engagement with
the SRB and LRF
to ensure National
and Regional
contingency and
resilience plans
are in place.
Ensure
engagement with
multi-agency
exercises,
simulations and
training with all
staff.
CMT to review
NRR on annual
basis and update
the Corporate
Risk register
Engagement with
the SRB and LRF
to ensure National
and Regional
contingency and
resilience plans
are in place.
24 Paul Southern 21 2 CMT 2015-08-11
2015-08-11
Anne-Marie Scott
Andy Fry (CFO)
209 NRR
Electricity
failure
Simon
Jefferies
Strategic
Risks
Strategy and
Performance
Management
“If a widespread electricity failure
happens, which has been reassessed in
the light of an enhanced understanding of
the risks impacts, then we can expect
some casualties and fatalities; the loss of
essential goods and services and
disruption to transport and energy
networks, with the potential for civil unrest
which are significant in respect to our
ability to provide an emergency service”
Failure to manage
organisational
resources
Failure to manage
organisational
resources
24 Paul Southern 21 2 CMT208 NRR
Influenza
Pandemic
Simon
Jefferies
Strategic
Risks
Strategy and
Performance
Management
“If an influenza pandemic happens, which
the NRR believes to be a significant risk as
the H1N1 outbreak in 2009 is not
indicative and there is a consensus
amongst experts that there is a high
probability of another influenza pandemic
occurring, given that over the past 25
years 30 newly recognised infections have
occurred globally, then we can expect up
to half of the UK population to be affected
and between 20,000 and 750,000 deaths
which are significant in respect to our
ability to deliver an emergency response”
25 Paul Southern 21 2 CMT 2015-08-11
Gene Ashe
Andy Fry (CFO)
2015-09-30
Trevor Ferguson
Trevor Ferguson
207 NRR
Terrorism
Simon
Jefferies
Strategic
Risks
Strategy and
Performance
Management
“If a terrorist or other malicious attack
happens, which the NRR believes is a
serious and sustained threat reflecting the
national threat level of Severe (Severe
means an attack is highly likely) given
political destabilisation in the Middle-East
and Africa and the growth of terrorist
groups, then we can expect casualties and
fatalities, damage to property and
infrastructure and wider economic damage
which are significant in respect to our
ability to deliver an emergency service and
our reputation”
Failure to manage
organisational
resources
Failure to manage
technology
21 Trevor Ferguson 18 2 Trevor Ferguson223 Implementati
on of IT
resilience
audit
recommendat
ions
CMT Strategic
Risks
Strategy and
Performance
Management
If we fail to implement the
recommendations from the Baker Tiley
audit on IT Resilience which is likely given
the length of time the recommendations
remain extant then we can expect the
identified gaps and risks around IT
resilience to remain which may lead to a
disruption in IT service delivery, impacts
on organisational service delivery and
resulting damage to organisational
reputation which is significant to the
achievement of all strategic objectives
23 21 2 Trevor Ferguson 2015-09-30
Trevor Ferguson
222 Data and
information
systems
CMT Strategic
Risks
Strategy and
Performance
Management
Should the new vision mobilising system
continue to fail to feed accurate data into
RBFRS information systems
(IBIS/IRS/Sorecard) which has been
occuring since go-live of TVFCS then we
can expect inaccurate recording and
reporting of performance data, poor
associated performance, inaccurate or
missing information for the development
of IRMP and strategic
targets/commitments to be missed which
is significant to corporate performance and
the development of IRMP
Failure to manage
organisational
resources
Item 18 Appendix A
Risk
ID
Risk Short
Name
Risk
Assesor
Function
Programm
e
Directorate Risk Description Risk Criteria Inherent
Score
Treatments Treatment
Owner
Treated Score Overall
Assurance
Risk Owner Review Date
Ensure
engagement with
multi-agency
exercises,
simulations and
training with all
staff.
CMT to review
NRR on annual
basis and update
the Corporate
Risk register
Employ additional
specialist
temporary
resource to
support the
establishment of
the pensions
board
Ensure a training
is provided to
other RBFRS
Finance staff to
avoid single
points of failure.
Additional
resources for the
Finance
department to be
secured
Pensions Action
Plan to be created
Participate in
regional fire
pensions group to
keep abreast of
issues and
solutions
Utilise the LGA
resource for
advice and
guidance
Secure
knowledge/suppor
t through the
pensions
administrators
Explore options to
appoint a
dedicated (and
shared) resource
for advice and
support in relation
to pensions
24 21 2 CMT 2015-08-11
Anne-Marie Scott
Andy Fry (CFO)
209 NRR
Electricity
failure
Simon
Jefferies
Strategic
Risks
Strategy and
Performance
Management
“If a widespread electricity failure
happens, which has been reassessed in
the light of an enhanced understanding of
the risks impacts, then we can expect
some casualties and fatalities; the loss of
essential goods and services and
disruption to transport and energy
networks, with the potential for civil unrest
which are significant in respect to our
ability to provide an emergency service”
Failure to manage
organisational
resources
Conor Byrne
Conor Byrne
Becci Jefferies
Becci Jefferies
Trevor Ferguson 2015-11-12218 Pensions
Administratio
n
Conor
Byrne
Finance Resources if we do not have adequate skills and
resource to manage the complex pensions
requirements which maybe increasing like
with the loss of existing staff and frequent
changes to the guidance around pension in
fire sector the we can expect to be unable
to effectively manage the current 4
pension plans we have which would
significant impact on our ability to comply
with financial standards
Failure to manage
organisational
resources
23 17 3
Conor Byrne
Becci Jefferies
Becci Jefferies
Becci Jefferies
Item 18 Appendix A
Audit title Audit Action Date by Priority StatusOpen /
ClosedDate of CMT
Date of
Audit & Gov
Brief
description of
Evidence
received from
Date of Audit
Date of
Closeing
Meeting
Allocated to
Car Pool
Usage
The Staff
department
should ensure
that booking
requests are
accurately
reflected in the
fleet vehicles log
and updated with
details from
completed FB161
forms which
should be
appropriately
retained.
End Aug
2014Med RED Open 19-Aug-14
Prevention
guidence
document and
awaiting policy
update
confirmation
16-May-14 30-Apr-14
Andy Haste,
Head of
Transport and
Engineering
Car Pool
Usage
Staff in Control
and Facilities
should be
instructed to
refuse permission
to utilise a car
pool vehicle:
Without a fully
completed. FB-
161 form; or
Where Fire
Watch does not
include sufficient
up to date details
on the users
driving licence.
End Jun
2014High RED Open 19-Aug-14
15/7/15
awaiting
confirmation of
policy update
16-May-14 30-Apr-14
Andy Haste,
Head of
Transport and
Engineering
Progress
Progress on Audit Recommendations (3/9/15)
Completed spreadsheet to be
maintained and hard copies
retained for three years As pool car
usage has changed hands to CT
they need to develop a policy to
ensure compliance with
requirements
Completed ownership and
management of cars transferred to
central team. As pool car usage
has changed hands to CT they
need to develop a policy to ensure
compliance with requirements. As
central team now have
responsibility for pool cars they are
required to check licsence before
letting cars go.
Item 18 Appendix B
Audit title Audit Action Date by Priority StatusOpen /
ClosedDate of CMT
Date of
Audit & Gov
Brief
description of
Evidence
received from
Date of Audit
Date of
Closeing
Meeting
Allocated toProgress
IT Resilience
Formal backup
restore tests
should be
undertaken for all
backup routines
to confirm the
completeness
and integrity of
the backup
process.
End Dec
2014
New date
April 2016
Low RED open
Back up
scheduales
and server
identification,
To date the
back up plan
has been
sufficient to
address the
organisations
operational
needs.
17-Mar-14 21-Nov-13 HIS
IT Resilience
G
The key activities
required to
reinstate critical
ICT services
within the agreed
recovery
objectives.
Update the IS &
Comms BCP to
include the
following
information: Plan
owner and
maintainer; Roles
and
responsibilities for
staff with BC/DR
responsibility; DR
incident
management;
Plan invocation
instructions;
Reference to the
essential contact
details for all key
stakeholders, i.e.
internal staff with
BC/DR roles and
support partners;
and The key
End Dec
2014
New date
April 2016
High RED open
This
recommendati
on addresses
the following
other action
points: A,E,F
17-Mar-14 HIS
Current backups in place and
documented.
Backups checked Daily.
Current backups in place and
documented, back ups checked
daily. A complete review of the
backup strategy as well as
capability is planned for 2015/16 in
conjunction with BC and has an
approved capital bid to fund it.
Current backups in place and
documented. Backups checked.
BC site will include off site servers IT BC / DR reviewed, report and
recommendations made and
budget bid for BC of critical
systems complete and approved.
Work planned for 2015/16 business
year. The key outcomes are that
the risk has significantly reduced
with the new server room at
Newsham Court, thus minimal BC
will be required. This will include a
DR test. Plan will be updated once
new BC solution is in place.
Individual BC plans are being
progressed by application / system.
ie Wireless, network switches are
complete FireWatch is in progress
as is IBIS
Item 18 Appendix B
Audit title Audit Action Date by Priority StatusOpen /
ClosedDate of CMT
Date of
Audit & Gov
Brief
description of
Evidence
received from
Date of Audit
Date of
Closeing
Meeting
Allocated toProgress
Recording of
training on
Firewatch
Review the
current
documents to
reflect current
practice when
second
assessment is
involved.
Reiterate the
need for all
assessments to
be second
assessed where
necessary and all
entries must be
approved by line
management.
End Jun
2015
revised
date March
16
Med RED Open
Following a
request for
evidence it
was identified
that the stated
actions had
not been
placed within
policy or
procedure,
further time
allocated to
put in place
Sep-14 04-Nov-14 GM L&D
Recording of
training on
Firewatch
Ensure that all
managers are
aware of the
process to be
followed when
committing
individuals to
external training
that is not already
on firewatch
End Jun
2015Med RED Open
Following a
request for
evidence it
was identified
that the stated
actions had
not been
placed within
policy or
procedure,
further time
allocated to
put in place
Sep-14 04-Nov-14
GM L&D POD
to evaluate the
process
Recording of
training on
Firewatch
Utilise a TRI
system for high
risk activities that
non operational
staff take part in
or are expected to
carry out
End Jun
2015 new
revised
date June
16
Med RED Open
Following a
request for
evidence it
was identified
that the stated
actions had
not been
placed within
policy or
procedure,
further time
allocated to
put in place
Sep-14 04-Nov-14 Lee Arslett
and AM L&D
to discuss
When in post
the POD
evaluate
process
This is being dealt with through the
L&D Response and LDWG 1/9/15
At the 28 April 2015 of the SPB
Heads of Service were tasked with
informing their managers of the
need to comply with the L&D
process for the recording of training
when this is not initiated via L&D.
Policies requiring amendment will
be published from 7 september
2015
This forms part of the RBUG
working which will enable NYC to
be entered on the system. 1/9/15
This action was on target however
post the last audit and governance
meeting Service representatives
attended a firewatch conference
and training event which
demonstrated the requested
changes in firewatch and also
highlighted the increased levels of
work to address this action. (for
each activity a seperate entry
would be required to be entered
This is being dealt with through the
L&D Response and LDWG 1/9/15
Following the last Audit and
Governance meeting L&D changed
the line managers at GM level. This
prevented planned activities from
progressing for three reasons. The
officer taking over had not
undertaken the GM role in L&D
previously and therefore undertook
a period of familairisation and hand
over which delayed the completion
of this action. Annual leave periods
have prevented the previous and
current post holder from completing
a full hand over. The Firewatch
team attended a training and
conference with the suppliers which
Item 18 Appendix B
Audit title Audit Action Date by Priority StatusOpen /
ClosedDate of CMT
Date of
Audit & Gov
Brief
description of
Evidence
received from
Date of Audit
Date of
Closeing
Meeting
Allocated toProgress
Recording of
training on
Firewatch
Provide an
additional option
of ‘no longer
competent’ to
address areas of
underperformanc
e where
development
plans may be
required. This will
provide an audit
trail of the
development
needs for
individuals.
End Jun
2015Med RED Open
Following a
request for
evidence it
was identified
that the stated
actions had
not been
placed within
policy or
procedure,
further time
allocated to
put in place
Sep-14 04-Nov-14 GM L&D
Recording of
training on
Firewatch
Expectations of
L&D are that
phase 2
firefighters are not
expected to be
included on the
TRI system,
therefore these
individuals should
be removed from
the system.
End Jun
2015Med RED Open
Following a
request for
evidence it
was identified
that the stated
actions had
not been
placed within
policy or
procedure,
further time
allocated to
put in place
Sep-14 04-Nov-14 GM L&D
Recording of
training on
Firewatch
Inform all budget
holders of the
purpose of the
departmental
training budget
and the process
to be followed
when booking
courses and the
recording of this
information.
End Jun
2015Med RED Open
Following a
request for
evidence it
was identified
that the stated
actions had
not been
placed within
policy or
procedure,
further time
allocated to
put in place
Sep-14 04-Nov-14
GM L&D POD
to evaluate the
process
the work has been completed on
firewatch but policy publishing
should occur on the 7 September
at which time the amendment will
go live
1/9/15 Post Audit and Governance
policies have been amended and
are currently progressing through
the internal system to be published.
The amendment within Firewatch is
awaiting the policy amendment
which should be completed by 7
September 2015
DPOD is issuing direction through
April CMT to advise all managers of
the required booking process. The
new procurement process will
address this issue - 1/9/15 Post
audit and Governance, policies
have been amended are
progressing through internal
systems. The emembndments for
publication will be available for
publication from 7 September 2015
Item 18 Appendix B
Audit title Audit Action Date by Priority StatusOpen /
ClosedDate of CMT
Date of
Audit & Gov
Brief
description of
Evidence
received from
Date of Audit
Date of
Closeing
Meeting
Allocated toProgress
Risk
Management
and
Governance
Recommend the
creation of a
dedicated Risk
Management
Road Map –
Separate to the
improvement plan
a road map will
set out what
needs to be done
over the next 18
months, when it
should be done
by, what specific
stages are directly
linked to other
key action areas.
End Sep
2015Med GREEN Open Mar-15 DCFO
MORR
Design and
produce a driver’s
handbook which
should be issued
to all drivers
through driving
school
End Sep
2015High RED Open 03-Mar-15 30/05/2015
updated
following Q1
report
Sep-14 06-Oct-14
Engineering
and support
manager
MORR
Formalise data
capture and
reporting streams
which result in the
identification of
trends, solutions
and
organisational
improvements.
End May
2015High RED Open 03-Mar-15 30/05/2015
updated
following Q1
report
Sep-14 06-Oct-14
Engineering
and support
manager
MORR
Events captured
via the FB131
process should
also be reported
as a Near Miss so
that it is captured
in H&S reporting
and trend
identification
systems.
End Mar
2016High GREEN Open 03-Mar-15 30/05/2015
updated
following Q1
report
Sep-14 06-Oct-14
This item is RED due to the limited
progress to formalise the data
capture against the time required,
however the data capture will be
consolidated. Reports will be
produced for the MRRG as ref later
in Action Plan, the first being at the
Sept 2015 meeting. The MRRG will
assess trends, solutions and
improvements.Covered in the H&S Bulletin.
Will be included in the review of the
MORR Policy September 2015.
Vehicle accidents included in the
Accident Investigation Procedure
3.02 Health and Safety Manual
No work has been done in this area
at the moment but it is scheduled to
be delivered ahead of the
September 2015 deadline
Draft document from Hants FRS
being reviewed by AH
Item 18 Appendix B
Audit title Audit Action Date by Priority StatusOpen /
ClosedDate of CMT
Date of
Audit & Gov
Brief
description of
Evidence
received from
Date of Audit
Date of
Closeing
Meeting
Allocated toProgress
MORR
A review of all the
RA’s be carried
out and
moderated thus
ensuring a
consistent
outcome to the
identified risk
across the
organisation.
End Sept
2015Med GREEN Open 03-Mar-15 30/05/2015
updated
following Q1
report
Sep-14 06-Oct-14
AM L&D/
Senior driving
instructor
MORR
A stand alone RA
for driving
appliances on
blues lights
should be carried
out and
promulgated.
End Sept
2015Med GREEN Open 03-Mar-15 30/05/2015
updated
following Q1
report
Sep-14 06-Oct-14
AM L&D/
Senior driving
instructor
MORR
A review of all the
RA’s be carried
out and
moderated thus
ensuring a
consistent
outcome to the
identified risk
across the
organisation. This
should start at
RMG level and all
subsequent RA’s
should follow on
from this.
End June
2015High RED Open 03-Mar-15 30/05/2015
updated
following Q1
report
Sep-14 06-Oct-14
Tracey
Mitchell
(HHS)/Andre
w Haste
(HTE)
MORR
Issue an
organisational
briefing note
bringing the
revised RA’s to all
personnel’s
attention.
End March
16Med GREEN Open 03-Mar-15 30/05/2015
updated
following Q1
report
Sep-14 06-Oct-14 HH&S
AH to review all RA’s.
HHS has identified all Driver related
incidents on Trove. Allocation of
ownership of RA’s has been
identified.
HHS – recommend these are
reviewed with owners, as part of
the review of risk assessments in
H&S Service Plan item 63 – to be
completed by 31/3/16
HHS - System already has
Blue Light Appliance Driver
Training – RA No.
WP/TRNG/01.003 (01/12/14)
Response Driving – See Trove –
Generic Operational Activities
Section GRA1.1
This will also be included in the Corporate Risk Register to be
reviewed.
HHS – recommends these are
reviewed with owners as part of the
review of risk assessments in H&S
Service Plan item 63 – to be
completed by 31/3/16
This item is RED due to the time
line, however MRRG need to
review and agree the HHS
recommendation, accounting for
the risk if agreed. Also this item
appears to be the same as the item
highlighted above, which has
different owners and also different
priorities. Clarity is needed from the HHS - A Bulletin was issued to
address this in Jan 2015.
Suggest next driving related bulletin
would be useful following
completed review of MORR ie to
include update on CCTV etc
Item 18 Appendix B
Audit title Audit Action Date by Priority StatusOpen /
ClosedDate of CMT
Date of
Audit & Gov
Brief
description of
Evidence
received from
Date of Audit
Date of
Closeing
Meeting
Allocated toProgress
MORR
A replacement
program for
vehicles used in
emergency
response training
should be
adopted ensuring
vehicles are
comparable with
vehicles actually
used with regards
to current
technology.
End Mar
2016Low Amber Open 03-Mar-15 30/05/2015
updated
following Q1
report
Sep-14 06-Oct-14 HoL&D
MORR
Once the
recommendations
are completed
Performance
Review
Department to
undertake
assurance
mapping exercise
to ensure that
there is a
comprehensive
risk and
assurance
process with no
duplicated effort
or potential gaps.
End Mar
16Med GREEN Open 03-Mar-15 30/05/2015
updated
following Q1
report
Sep-14 06-Oct-14 PR dept.
AI
Recommenda
tions
Ensue that a
robust reporting
system is in place
that reports to
those groups
identified in
policy. Identifying
those responsible
for the
recommendation
and progress
against
completion.
End of Feb
16Medium GREEN Open 29-Sep-15 Jul-15 30-Jul-15 Head of H & S
This has been agreed by CMT as
an action for the L&D Service Plan
The final report date was Sept
2014, however there was a delay in
finalising the report, (some 6
months). The original follow up
audit was scheduled for 12 months
after the report completion. As
such a revised review date of
March 2016 is proposed by ACFO.
Policy amendment required to
include performance reporting to
SPB around AI recommendation
progress, to also feed into CMT
and Fire authority
Item 18 Appendix B
Audit title Audit Action Date by Priority StatusOpen /
ClosedDate of CMT
Date of
Audit & Gov
Brief
description of
Evidence
received from
Date of Audit
Date of
Closeing
Meeting
Allocated toProgress
AI
Recommenda
tions
Ensure that a
robust system is
implemented that
clearly defines a
reporting,
monitoring and
completion
process/flowchart.
Implement a
prioritisation
process that
allocates an
agreed timescale
for completion
and closure of
recommendations
.
End of Nov
15High GREEN Open 29-Sep-15 Jul-15 30-Jul-15 Head of H & S
AI
Recommenda
tions
Ensue that a
robust reporting
system is in place
that reports to
those groups
identified in
policy. Identifying
those responsible
for the
recommendation
and progress
against
completion.
End of Nov
15High GREEN Open 29-Sep-15 Jul-15 30-Jul-15 Head of H & S
AI
Recommenda
tions
Standardise a risk
based time
allocation to all AI
recommendations
ranging from
immediate – 12
months
End of Nov
15High GREEN Open 29-Sep-15 Jul-15 30-Jul-15 Head of H & S
Policy amendment required to
include performance reporting to
SPB around AI recommendation
progress, to also feed into CMT
and Fire authority
Policy amendment: Time scales to
be agreed with AI investigator,
HoHS and recommendation owner
eg
High 0 - 3 months
medium 3 – 6 months
Low 6 – 12 months
Item 18 Appendix B
top related