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Gloucestershire Fire and Rescue Service Annual Business Plan 2019 - 2020

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Gloucestershire Fire and Rescue Service

Annual Business Plan 2019 - 2020

Service Manager: Wayne Bowcock

Chief Fire Officer and Operations Director

Manager Location: Tri Service HQ, Waterwells, Quedgeley

Team Location(s) if

different: County Wide (to include Tri Service HQ plus 21 Community Fire Stations)

Links to GCC

Strategy:

Priorities:

Children’s wellbeing and safeguarding

Education and Skills

Health, Care and prevention

Communities and Localities

Transport, Economy and Infrastructure

Highways

Council Leadership

Values:

Accountability

Integrity

Empowerment

Respect

Excellence

Date last updated 1st April 2019


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Service/Team objectives and outcomes

Gloucestershire Fire and Rescue Service is an integral element of the County Council and is responsible for delivering fire and rescue services to all of the communities throughout the county of Gloucestershire.

The Service’s headquarters are based within the county's Tri-Service Centre at Quedgeley, Gloucester (alongside the Police and Ambulance Services), and emergency response is delivered by fire appliances and fire-fighters from a network of 21 fire stations located strategically across the county.

The Service is broken down into a number of functional areas:

Community Safety (Prevention, Protection, Response and Resilience)

Training, Operational Assurance, Safety and GCC Centralised functions including financial management and human resource

Business Planning, Strategy, Risk Management and Performance and;

Technical and Support Services.

For further information about the Service please click on this link: http://www.glosfire.gov.uk/

Statutory Duties and Responsibilities

The legislation governing the Fire and Rescue Service is covered by the following:

Fire and Rescue Services Act 2004

Civil Contingencies Act 2004

Regulatory Reform (Fire Safety) Order 2005

Fire and Rescue Service (Emergencies)(England) Order 2007

Policing and Crime Act 2017

Crime and Disorder Act 1998.

The primary legislative provisions which determine the functions of the Service include:

Promoting fire safety

Extinguishing fires and protecting life and property

Rescuing people from road traffic accidents (and a large range of other risks determined through the Emergencies Order)

Responding to other types of emergencies

Entering into reinforcement schemes with other fire authorities for mutual assistance

Assessing the risk of emergencies occurring and use this to inform contingency planning

Cooperate with other local responders to reduce crime, disorder and re-offending (including anti-social and other behaviour adversely affecting the local environment) and;

A duty on police, fire and rescue and emergency ambulance services to collaborate where it is in the interests of their efficiency or effectiveness.

Fire and Rescue National Framework for England (2018)

The Government outlines expectations of English Fire & Rescue Services through the Fire and Rescue National Framework for England. One of the Governments expectations is the assessment of all

foreseeable fire and rescue related risks that could affect communities, including those of a local, cross border, multi-authority and/or national nature ranging from fire to terrorist attacks.

Key priorities set out in the Framework include:

Identifying and assessing the full range of foreseeable fire and rescue related risks that Gloucestershire faces

Making appropriate provision for fire prevention and protection activities and response to fire and rescue related incidents

Collaborating with emergency services and other local and national partners to increase efficiency and effectiveness of service provision

Being accountable to the communities of Gloucestershire for the service we provide and;

Developing and maintaining a workforce that is resilient, skilled, flexible and diverse.

Under the framework all Fire & Rescue Services must produce an Integrated Risk Management Plan that gives due regard to Community Risk Registers and any other local risk analyses as appropriate.

Gloucestershire Fire and Rescue Service’s Integrated Risk Management Plan (IRMP) 2018-2021is the Service’s analysis of the county’s community risk profile, together with our strategic approach to

effectively managing that risk over the identified period.

The current IRMP (2018-2021) can be viewed by clicking on this link: http://www.glosfire.gov.uk/downloads/about_policy_irmp15.pdf

http://www.glosfire.gov.uk/contact_us.html

http://www.glosfire.gov.uk/

http://www.glosfire.gov.uk/downloads/about_policy_irmp15.pdf


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What are the service drivers?

Gloucestershire County Council Vision – Looking to the Future 2019-2022


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Our Mission:

Working Together for a Safer Gloucestershire.

Mission Statement:

“Working in partnership we will provide the highest standard of community safety and emergency response services to the communities of Gloucestershire”.

Strategic Aims:

People: Ensure our services are delivered by well equipped, highly skilled, motivated and well developed workforce which is able to work safely and whose composition reflects the diverse

community

Prevention and Protection: Work with our local communities to reduce risks to life, property and the environment from fire and other emergencies

Response and Resilience: Respond promptly and effectively to deal with fires and other emergencies when they occur

Performance: Monitor our performance to ensure we continually improve and deliver value for money.

Our Key focus IRMP :

Key objective 1 : Increased focus on prevention and protection initiatives

Key objective 2 : Explore, further develop and maximise opportunities to collaborate with partners and other stakeholders

Key objective 3 : Reconfigure and reform our Service

Annual Business Plan Objectives

Link to IRMP Objectives

1 2 3

Develop & maintain a highly skilled and motivated workforce that align with professional standards

o Develop and improve the culture and structure of the organisation √ √

o Create a fully inclusive culture which reflects our diverse communities √ √ √

o Organisational Learning – improve the ways we evaluate and subsequently use information from various sources across the

organisation 3 yr

√ √

o Continue to promote the health, safety and well-being of our staff - BAU √

o Ensure the continued implementation of the Safe and Firefighter and NOG programmes √

o Development of a Joint Organisational development programme with GCC √ √ √

o Improve corporate Governance √ √

Continue with the governance integration journey

o Improve governance by enhancing targeted communications both internally and externally - BAU √

o Ensure compliance by Integrating & embedding a robust monitoring, evaluation and review cycle (M.E.R) √ √

o Maximise the use of resources to meet the needs of the Service √ √

o Resource to risk and demand programme √

Review the capacity of the Fire Protection team to meet statutory requirements

o Review & reconfigure resources which are aligned to demand and risk √ √ √

o Review & refine our proactive prevention and protection activities √ √

o Increase organisational efficiency by maximising the use of digital technology √ √ √

o Identify & further develop collaboration opportunities - BAU √ √ √


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Future Challenges:

There are a number of themes that may influence or shape the future of Gloucestershire Fire and Rescue Service provision:

o Leadership culture – This is a continuous review (talent management, succession planning, improving leadership style)

o Review IRMP objectives – Risk based demand

o The continued focus on maintaining discipline on public spending by Her Majesty’s Government to ensure the UK lives within its means

o Achieving compliance with new requirements outlined within the Police and Crime Act 2017 which focus on collaboration between Police and Fire wherever possible

o The implementation of the recommendations resulting from the HMICFRS report and Internal Audit reports focussing on efficiency, effectiveness and people

o A continued focus on the governance integration journey for the Service

Benchmarking

Benchmarking:

We are continually aiming to improve the outcomes of the service and regularly use data from the following sources to compare how we perform with other services and to promote good practice in all that we do:

National Statistics – Fire Statistics Monitor - published annually in August for the previous year; details can be viewed at https://www.gov.uk/government/collections/fire-statistics-monitor

Chartered Institute of Public Finance and Accountancy (CIPFA) – public sector financial statistical data published annually in August for the previous year details can be viewed at

http://www.cipfa.org/services/statistics/comparative-profiles/fire-and-rescue

South West Benchmarking Group (regional fire statistics to facilitate benchmarking against fire and rescue services in our region in order to promote best practice).

Source - LG Inform Benchmarking Tool compared to all English fire authorities (total 45) for 2016/17 tells us that:

Good Accidental Dwelling Fires 13th lowest Total number of casualties (fatal and non fatal) 11th lowest All deliberate Fires 5th lowest % of dwelling fires where no smoke alarm was fitted (lowest of 10 who submitted data) Malicious false alarms 4th lowest Number of false alarms attended 4th lowest All secondary fires 5th lowest All Primary Fires 10th lowest

Poor

Chimney Fires 8th highest Medical Absence

Note: This information will be updated later in 2018 following analysis of year-end returns.

https://www.gov.uk/government/collections/fire-statistics-monitor

http://www.cipfa.org/services/statistics/comparative-profiles/fire-and-rescue


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Resources to run the team

Last years budget

2018/2019 £16,252,940

Additional funding in 2018/2019 Budget £569,000 to cover pay award £1,475,000 in capital funding for equipment replacement programmes

£36,000 to cover administration costs of Firefighter Pension Scheme.

Additional funding in 2019/2020 Budget £282k an increase in revenue funding for general pay inflation

2019/2020 budget £16,294,00

Funding Streams:

In addition to the base budget allocated by GCC (detailed above), the Service expects to receive grant funding of £4.547m and other income of £0.388m, giving a gross revenue expenditure budget of £21.229m.

Financial challenges:

Gloucestershire County Council’s budget remains under continued pressure due to reductions in central government grant funding coupled with an increasing demand on services due to an aging population. As an integral element of GCC, Gloucestershire Fire and Rescue Service remains committed to delivering efficiencies and supporting initiatives in order to meet the County Council’s ‘In Future’ programme.

Staffing

Last years FTE

(2018/19) 432.59

It

2019/20

(Headcount) 425.30

Staffing Issues:

Recruitment of staff for the Retained Duty System (On Call fire-fighters) to maintain the required cover remains a constant challenge due to the nature of the small geographical area that individuals can be

recruited from.


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Objectives map Ref Measures (include core data set)

Pu

b

CD

S

Targets / Indicators Strategic Aim

Risks (detail

overleaf) 2018/19 Targets / Indicators Baseline

18/19 outturn*

Owner Q1 Q2 Q3 Q4

Cu

sto

me

r

GFRS24 Availability of 1st Fire Engine at Retained Fire Stations 94% 92% 94% 95% 94%

CST

Respond promptly and efficiently to

deal with emergencies

when they occur

CSD174 To attend risk category 1 dwelling fires within 8 minutes x x 80% 92.9% 92.9% 93% 90%

CSD175 To attend risk category 2 & 3 dwelling fires within 14 minutes TBC TBC TBC TBC (New)

GFRS39 Number of emergency medical responses attended (Cardiac care and co-responding)

Monitoring KPI

GFRS40 Number of telecare responses attended Monitoring KPI

GFRS41 Number of Concerns for Safety attended Monitoring KPI

GFRS42 Answer emergency calls within 7 seconds 95% of the time 95.4% 94.5% 97.8% 96.6% 96% GFRS02 Number of complaints received (GCC) 4 4 1 0 9

CFO GFRS03 Complaints upheld or partially upheld (as a % of all complaints) (GCC) 75% 75% 100% 0%

Re

so

u

rce

s

GCC01 Budget outturn position (% +/- variance against set budget) CFO

Provide value for money for the people of

Gloucestershire

Inte

rna

l P

roc

es

se

s

CSD05 Number of Safe and Well visits undertaken x x 2259 2023 1751 2025 8058

CST

Work with our local

communities to reduce risk to life, property

and the environment from fire and

other emergencies

CSD166 % Safe and Well visits carried out with those in high risk groups x x 76% 80% 77% 78% 75% GFRS33 SkillZONE - Schools responding ‘think their pupils will be safer after their visit’

– answer ‘a great extent’ 100% 100% 100% 100% 100%

GFRS?? Number of 72D visits completed TBC TBC TBC TBC (New)

GFRS06 Number of fire incidents 882 919 720 708 3229 CSD01 Number of accidental dwelling fires x x 67 78 94 64 265

CSD150 Number of fires caused by deliberate acts (arson) CSD165 No. of casualties caused by fire (deaths & injuries) TBC TBC TBC TBC (New)

GFRS?? Number of Fire Safety Audits Completed each Month TBC TBC TBC TBC (New)

GFRS?? Number of High risk premises Fire Safety Audits Completed each Month TBC TBC TBC TBC (New)

GFRS?? Number of chimney fires attended TBC TBC TBC TBC (New)

Le

arn

ing

/ G

row

th (

Sta

ff)

CSD10FRS.4B Number of workplace injuries (All staff groups) 11 11 11 11 46

POD

Ensure our services are

delivered by a professional,

well equipped, highly skilled, motivated and well developed

workforce which is able to work

safely and whose

composition reflects our

diverse community

CSD10FRS.4A Number of RIDDOR injuries 1 1 1 1 3

GFRS22 Sickness/Absence Levels (Avg days per FTE) 1.8 3.6 5.4 7.3 11.22

GFRS14 Sickness absence levels Long Term (Avg days per FTE) 0.9 1.7 2.4 3.0 8.71

GFRS15 Sickness absence levels Stress (Avg days per FTE) 0.4 0.7 1.1 1.5 3.42 GFRS16 % Staff appraisals completed (IPP’s) 60% 65% 70% 75% 55% GCC06 Staff turnover (staff leaving as a % of all staff) Monitoring KPI 12% GFRS?? % of operational staff (FF – WM) within 2 yearly requalification target for

Breathing Apparatus 100% 100% 100% 100% (New)

GFRS?? % of operational Incident Commanders within 2 yearly requalification target 100% 100% 100% 100% (New)

GFRS44 % of staff in GFRS that are female (as a % of the total workforce) 20% 20% 20% 20% 20.8%

GFRS45 % of staff in GFRS from Black and Minority Ethnic groups (as a % of the total workforce)

2.5% 2.5% 2.5% 2.5% 2.1%

*Baseline outturn figures are cumulative and will be included post end of year (April).

Skilled and Safe

Workforce

Stable Workforce

Provide Value for Money

Prevention and

Protection

Emergency Response

Feel Safe

Get Help When

Needed

http://staffnet.gloscc.gov.uk/riskmanagement


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Risks (to include link to master document)

Strategic Risk 1: Corporate Governance

Ref. Risk Owner Inherent Risk Residual Risk

SR1.1 Political change and focus could impact on local priorities. Wayne Bowcock Moderate 10 Low 6

SR1.2 Failure in corporate governance which leads to Service, financial, legal or reputational damage or failure.

Mark Astle Moderate 8 Low 3

SR1.3 Failure to effectively understand, inform, consult or engage individuals or communities resulting in dissatisfaction, critism or challenge.

Dave Pike Moderate 8 Low 3

SR1.4 Failure to meet service standards results in poor HMICFRS inspection result, impacting on ability to

meet statutory requirements, reputation and intervention. Dave Pike Moderate 10 Low 6

Strategic Risk 2: Financial


SR2.1 The cumulative impact of Service pressures set against the delivery of savings plans to meet GCC requirements.

Wayne Bowcock High 20 Moderate 9

SR2.2 The impact of not securing adequate capital funding to meet future Service needs. Mark Astle High 16 Low 4

Strategic Risk 3: Infrastructure


SR3.1 Failure to ensure technology managed by ICT remains fit for purpose to include GFRS ability to communicate internally and externally.

Clive Webber High 25 Moderate 10

SR3.2 Failure of technology impairing the Service's ability to respond (Fire Control). Clive Webber High 15 Moderate 12

SR3.3 Failure to protect GFRS systems, information and data from cyber attack. Clive Webber High 25 High 15

Strategic Risk 4: Organisational Change Programmes


SR4.1 Failure to deliver outcomes of IRMP 2018/21. Dave Pike High 16 Low 2

SR4.2 Failure to address correctly recommendations arising from the Cultural Review. Adam Openshaw High 25 Low 6

Strategic Risk 5: Collaborative Working


SR5.1 Failure to maintain effective relationships with key partners and organisations impacting on the ability to meet statutory and local requirements.

Mark Astle Moderate 8 Low 2

Strategic Risk 6: Workforce Planning and Employee Relations


SR6.1 Workforce skills and capacity gaps/challenges impacting on reduced performance through increased

sickness levels and attrition rates thereby reducing the quality of service provision. Adam Openshaw High 16 Low 4

SR6.2 Poor employee relations causing disruption to services, lost productivity and increased costs. Ian Tonner High 16 Low 4


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Strategic Risk 7: Prevention and Protection


SR7.1 Failure to deliver outcomes of the Prevention and Protection Strategy impacting on the residents and businesses of Gloucestershire.

Ian Tonner Moderate 8 Low 6

SR7.2 Failure to deliver outcomes of the Prevent and Protection Strategy impacting on the Service's reputation due to exposure in local or national media.

Ian Tonner High 16 Low 6

SR7.3 Failure to respond to the outcomes of the Hackett Report - Independent Review of Building Regulations and Fire Safety

Ian Tonner Moderate 10 Low 6

Strategic Risk 8: Emergency Response/Business Continuity Threats


SR8.1 Inability of the Service or a key partner to effectively respond to an incident or event external to the organisation that results in community disruption and failure to return to normal within required timescales.

Mark Astle High 15 Moderate 9

SR8.2 Inability of the Service or a key partner to effectively respond to an incident or event that results in significant service disruption and failure to return to business as normal within required timescales.

Mark Astle High 15 Moderate 9

SR8.3 Failure by the Service to respond appropriately to recommendations made by the Grenfell Tower public enquiry leading to legal non-compliance, financial and reputational damage

Ian Tonner Moderate 10 Moderate 8

Strategic Risk 9: Information Governance


SR9.1 Failure to protect the confidentiality, integrity and availability of information resulting in inefficient/ineffective service delivery by the Service and its' partners, service interruption, harm to individuals, reputational damage, legal action or fines.

Clive Webber High 16 Moderate 8


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Key Contracts managed by this service/function (>£250k or business critical)

Contract name/Provider Resources allocated to contract

from this service Contract lead Output/process indicators Planned outputs for 17/18 Desired outcomes

Severn Park Agreement Business Critical People and Organisational

Development

Provision of fire specific

(operational) training places

1. Leadership and Management

programme

2. Acquisition of core skills

3. Maintenance of technical

firefighting skills programme

Ensure our services are delivered by a professional,

highly skilled and developed workforce

PFI for fire stations and Skillzone Business Critical Finance

Provision of premises from

which to deliver: 1. Prevention and Protection

2. Response and Resilience

Ensure PFI facilities remain serviceable and in good order in

line with agreed contractual outcomes

Ensure use of premises is

maximised to reduce unit cost

Firelink/Airwave Business Critical Technical Services Provision of secure

communications platform for emergency response

100% functionality of allocated

secure voice and data communications for emergency

response

Respond promptly and

effectively to deal with fires and other emergencies when they

occur

Change projects & programmes managed by this service/function

Programme/Project name Verto Ref. Resources allocated to

programme/project from this

service/function

Programme/ Project Manager

Planned benefits/ leading indicators Start/end dates

Structural Change programme N/A TBC Wayne Bowcock The benefits of this scheme are that it will ensure our services are is redesigned to deliver on the IRMP and maximise resources. Developing key areas on the business to match risk and demand.

April 2019( Start) March 2020(End)

Implementation programme for outcomes from Internal Audit reports

N/A Service wide developed as part of

action plan Mark Astle

To bring GFRS in line with GCC in terms of Governance and accounting and better integration of service areas.

April/Aug 2019

PPE Replacement N/A £600,000 Technical Services

The benefits of this scheme are that it will ensure our services are delivered by

a professional and well equipped workforce who are able to work safely.

GFRS have a legal responsibility to not only provide this PPE but also to maintain the repair of the equipment to meet the structural needs required to protect against the environment in which it is likely to be used. Recent research has highlighted links between heat stress in fire fighters and heart attacks and heart disease. The National Fire Chiefs Council (NFCC) has commissioned further studies into fire fighters health and contamination of PPE. The new technologies make the clothing lighter and remove moisture away from the skin to reduce heat stress. They are also made to allow movement and allow fire fighters to be able to perform various other tasks (Road Traffic Collisions) and can take the form of different layers of clothing to allow a multi layered approach.

Apr 2018 (Start) Mar 2020(End)


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Fleet Replacement

Programme N/A

£600,000 (Fire Engines)

£215,000 (Aerial Ladder)

£60,000 (Light Vehicles)

Technical Services

Replacement of four aging fire engines, one aerial ladder platform and light vehicles (number dependent on age, condition and type), that have

reached the end of their useable life to ensure that the fleet remains sustainable and reliable for responding to emergencies.

Apr 2018(Start) Mar 2020 (End) est.

Road Traffic Collision Equipment

Replacement Programme (Phase 3)

N/A £131,000 Technical Services

Rolling replacement of existing RTC equipment with new battery operated equipment that is more efficient and cost effective to enhance

fire-fighter capabilities at road traffic collisions and improve both fire-fighter and public safety.

Notes:

Phase 1 (2016/2017).

Phase 2 (2017/2018) Phase 3 (2018/2019)

Apr 2016 (Start) December 2019 (End)

HMICFRS Outcomes N/A TBC Wayne Bowcock To implement finding of the inspections to make the service fit for purpose and

to meet its statutory duties Dec 2019(Start)

TBC

Control room upgrade N/A £300,000 Ian Tonner To bring the control room system up to date and fit for purpose and ready for

the Emergency Service Network as part of the developing national programme

April 2019( Start)

September 2020( End )

Chief Fire Officer and Operations Director Wayne Bowcock

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