lincolnshire fire and rescue service plan 2010 –...

PREVENTING PROTECTING RESPONDING

Prince’s Trust

Lincolnshire Fire and RescueSERVICE PLAN

2010 – 2011

Lincolnshire Fire and RescueSERVICE PLAN

About Our Service PlanLincolnshire TodayCountywide Vision And PrioritiesLincolnshire Fire And Rescue Our Vision and MissionRisk-based Approach Our Service Objectives Our Service Priorities Our Plans Our People and Our Values FinanceValue for Money Working in Partnership Regional Collaboration Resilience Our Performance Managing Risk Further Information

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Part 1 – Background and Context

Foreword i

Introduction

Objective 1 Reduce the number of those killed and seriously injured in Road Traffic Collisions Objective 2 Improve health and wellbeing in our communities Objective 3 Reduce the socio-economic impact of fires in non-domestic and heritage buildingsObjective 4 Protect the community and environment from the impact of major emergenciesObjective 5 Reduce deaths and injuries from fires Objective 6 Reduce arson and anti-social behaviourObjective 7 Govern the business effectively Objective 8 Manage our people effectively Objective 9 Manage our resources effectively

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Part 2 – Detailed Plan for 2010 - 2011

Annex A Community and Corporate risksAnnex B Service Objective linkagesAnnex C Revenue budgetAnnex D Glossary of termsAnnex E Equality Impact Assessment

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Part 3 - Annexes

And we have continued to make a difference in our priority areas. Over the past year we have seen a reduction in accidental fire deaths and injuries in the home, a lowering of the number of arson incidents and a fall in the number of those killed on our roads, the latter achieved through our partnership working with the Road Safety Partnership. We have also continued to play our part in delivering some of the wider community outcomes described in the County’s Sustainable Community Strategy, particularly through our youth engagement and co-responding activities. Again, our achievements have been acknowledged by the Audit Commission as part of the new Comprehensive Area Assessment process which rated Lincolnshire Fire and Rescue as ‘Performing Well’.

Notwithstanding our progress, we are not complacent and recognise there is still room for improvement. This will remain a challenge, given Lincolnshire’s geography and demographics, and is likely to be compounded as the fallout of the credit crisis starts to impact. However, we will aim to mitigate these challenges by looking at how we can perform better, spend less and be more agile1 in the way we deliver our services.

Once again, responsibility for delivering the outcomes described in this Plan rests with all our staff and I know they remain fully committed to doing so. As a result I am confident we will be able to report on further improvements in 2011.

Mike ThomasChief Fire Officer

1Lincolnshire County Council Operational Strategy 2010-2013.

Service Plan 2010 Foreword ii

Our mission of ‘making Lincolnshire a safer place to live, work and visit’ remains unchanged and again our annual Service Plan sets out how we aim to achieve this. The Plan builds on our core strategies of prevention, protection and response, our risk-based approach ensuring all our activities are properly targeted to make the greatest difference.

Peter RobinsonDeputy Leader Lincolnshire County Council and Executive Councillor for Community Safety

Our Fire and Rescue Service (FRS) plays

a key role in the overall County Council

campaign to make Lincolnshire residents

feel safer and actually be safer. Due to

the dispersed, rural nature of our County

we rely heavily on our Retained Duty

System staff, their local knowledge and

commitment, combined with that of

our wholetime staff, making our FRS an

extremely effective team. In this context,

I would like to express my thanks to

those Lincolnshire employers who release

members of their staff to serve as Retained

Duty System firefighters.

As I write this foreword, the financial

future of the County Council is not clear,

but it seems very likely that our FRS will

be operating in a climate of stringent

economy. It is important therefore that

FRS resources are targeted to best effect

and, in this respect, we can all help by

reducing false alarms and paying even

more attention to fire safety and accident

prevention, in the home, at work and on

the roads.

i Foreword Service Plan 2010

1. This Service Plan outlines how we, as Lincolnshire Fire and Rescue (LFR), help make the communities of Lincolnshire a safer place to live, work and visit. The activities described within it have been designed to mitigate a number of specific risks ensuring our approach is properly focussed. These risks have been defined as part of our Integrated Risk Management Planning (IRMP) process and shaped by a number of important Service drivers. Most notable amongst these are the County’s Sustainable Community Strategy (SCS), the Fire and Rescue Services Act 2004 and the Fire and Rescue Service National Framework2. Together these set out national and local priorities for LFR helping to define the services we deliver.

2. Our Service Plan sits within a framework of interconnected County plans, as shown in Figure 1, that help to make sure all County services are delivered to meet the needs of the people of Lincolnshire. It aims to capture all our key activities and, in so doing, provides a clear indication of the full breadth and scope of our work. This allows priorities to be set effectively and resources allocated in a meaningful way. Part 1 of the Service Plan covers the background and context to the Service. Part 2 contains detailed tasks for 2010-11 including performance indicators and targets up to 2013.

3. Lincolnshire is the fourth largest county in England covering some 5,921 square kilometres. The population currently stands at 695,600, an increase of over 7% on the 2001 census figure. While the rate of population growth has declined in the last year, current population projections anticipate a 13% increase by 2016.3 Notwithstanding this, population density remains relatively low providing a challenge in terms of meeting response times and delivering services across the whole of the County. Not only is the population increasing but it is also aging. By 2020, it is estimated that 25% of the population will be over 65. This will not only have implications in terms of fire risk but also in terms of the number of people available to work as Retained Duty System (RDS) firefighters. While Lincolnshire is predominantly a rural community there are large population centres at Lincoln, Grantham, Skegness and Boston. There is also a significant migrant worker population employed across the County. Potentially all members of the community are at risk from fire although historical analysis suggests the most vulnerable groups in the community include lone pensioners, single parents,

people with long term limiting illness and those living in rented accommodation. The risk to these groups is assessed as part of our IRMP process and drives our preventative and response activities.

Background and Context Part 1 0201 Part 1 Background and Context

Lincolnshire’s Sustainable Community Strategy (SCS) Partners in the Lincolnshire Assembly worked in 2008 to develop a new Vision and SCS. The SCS is now the focus for partnership working in future to deliver national and local priorities. For more details see www.lincolnshireassembly.com and follow the links to ‘Big Idea’.

Lincolnshire’s Local Area Agreement (LAA)

The second LAA for Lincolnshire was agreed in June 2008. The LAA is an agreement with the Government on delivering thirty four shared priorities in the County in addition to a number of local priorities. The County co-operated with a wide range of partners to develop the LAA and delivery plans and they are now under a duty to have regard to the LAA in their own plans and performance management. Although the LAA was agreed before the SCS was finalised, it was designed to fit within it. The LAA has now been absorbed into the SCS. For more details see www.lincolnshireassembly.com and follow the links to ‘Local Area Agreement’.

Lincolnshire County Council Business Plan

Lincolnshire County Council is the largest employer and provider of services in the County. The Business Plan sets out the main work the Council undertakes to deliver the SCS, including the LAA, and the work it is doing to improve as an organisation so it can deliver better services. The plan is on the LCC website at www.lincolnshire.gov.uk/businessplan

Service Plans

Service plans within the County Council show in more detail how services or groups of services are delivered and how they contribute to the County’s overall vision and priorities.

About our Service PlanFigure 1 Framework of County plans

Lincolnshire Today

2 Fire and Rescue Service National Framework 2008-11, Department for Communities and Local Government, May 08.

Figure 2 SCS vision and themes

4. In November 2007 partners in the Lincolnshire Assembly4 set out to develop a shared vision for the County in 2030 that would be the focus for a new SCS. Widespread consultation with the public and partners over the year led to agreement in December 2008. That vision is organised into 6 ‘themes’ as shown in Figure 2 and developed further into 21 outcomes in the new Strategy document. We, as fire and rescue, make a significant contribution to a number of those outcomes.

Countywide Vision and Priorities

3 Office of National Statistics.4 The Assembly is chaired by the Bishop of Lincoln and has representatives from the private, public, voluntary and community sectors, as well as all eight Councils and the Local Strategic Partnerships.

County Vision SCS Theme

Everyone can find and enjoy the lifestyle that suits them best

One of the healthiest and

most sustainable economies in

Europe

High performing organisations

working together for a successful

Lincolnshire

Rich diverse environments,

heritage and cultures that residents and

visitors enjoy

Vibrant communities where people enjoy

life

Good connections between

people, services communities and

places

Opportunities for good health

5. Lincolnshire Fire and Rescue’s vision is aligned directly to the Countywide vision described above. It looks at ‘where we want to be’ and is designed to ensure we are well placed to meet future challenges and contribute fully to the wider community outcomes described in the SCS. Our vision for 2020 and what we believe this will look like is shown in Figure 3. Delivery of this vision will be achieved through a staged approach as described in our 2020 Vision document5. Our mission is all about ‘what we do today’ and how we achieve it is described in this Plan.

Risk-based Approach6. Our approach to planning is described in our IRMP Baseline document6. This is a core document which identifies our key risks for the next 3 years and our strategies for mitigating those risks. We have identified

two broad categories of risk; Community risks, which are those risks to life, property or the environment that, as a fire and rescue service, we can help to mitigate; and Corporate risks, which have the potential to impact on the Service internally preventing us from conducting our business effectively. A summary of these risks is shown at Annex A.

7. To mitigate these risks we have 5 core strategies covering Planning, Prevention, Protection, Response and Resourcing. This Service Plan provides the detail on how we deliver these strategies, outlining our key objectives, outcomes and priorities for the next 12 months.

Our Service Objectives

8. Figure 4 shows our Service objectives and how these contribute to the SCS themes. Further detail on how these link into the SCS outcomes is included in the diagram at Annex B. Each Service objective has a number of associated performance indicators and targets which allows us to measure progress against the Plan. The indicators and targets are summarised in Part 2.

9. Below each Service objective sits a further level of detail showing the tasks and activities we need to undertake to achieve that objective. These are updated annually to reflect the dynamic environment in which we operate, the process ensuring there is a logical thread between what we are trying to achieve and what we do. The tasks and activities are also shown in Part 2 of the Plan.

10. In addition to the core roles normally associated with fire and rescue services, Figure 4 also highlights those other areas of the SCS to which we contribute. These include:

• Reducing anti-social behaviour through our community fire safety and youth engagement activities• Planning and training to deal with major emergencies using our national resilience capability• Improving the health and wellbeing of our communities through our co-responder scheme• Helping people live independently through our home fire safety checks• Helping to tackle the causes of climate change by reducing our CO2 emissions


Lincolnshire Fire and Rescue Our Vision and Mission

5 Full document currently under development.6 Further details on the process and risks are available in our IRMP Baseline document 2010-13.

Figure 3 LFR 2020 vision and mission

Figure 4 Service Objectives

A Lincolnshire which is safe and in which Fire and Rescue plays a key role in helping everyone to find and enjoy the

Lifestyle that suits them best

Making Lincolnshire a safer place to live, work and visit

Our Vision (where we want to be)

Our mission (what we do)

High level outcomes (what it looks like)

Fewer people will have

been killed or injured

Anti-social behaviour will

have been reduced

The impact of environmental change on our

community will have been

reduced

Our partnerships

will be effective and deliver value

for money

Our workforce will be

representative of the

community

Healthy & Sustainable Economy

Vibrant Communities

Rich, Diverse Environments

Working Together

Good Connections

Opportunities for

Good Health

3 - Reduce socio economic impact of fires

in non domestic & heritage buildings

4 - Protect the community & environment

from the impact of major

emergencies

5 - Reduce deaths & injuries

from fires

6 - Reduce arson &

anti-social behaviour

1 - Reduce number of those killed & seriously injured in RTCs

2 - Improve health & well being in our communities

7 - Govern the business effectively

8 - Manage our people effectively

9 - Manage our resources effectively

SCS Theme Service Objectives

11. The Service objectives described above cover all areas of our activity and are reviewed every 3 years. While we endeavour to meet all our objectives fully, it is important to understand which of these, and the associated activities, are deemed most important to the communities of Lincolnshire. We set these priorities by considering a number of factors as shown in Figure 5. This provides a focus for our main effort and ensures our resources are targeted appropriately.

Our Service priorities for 2010/11 are:

Operational Priorities:

• Reducedeathsandinjuriesfromfire,roadtraffic collisions and circulatory diseases• Reducearsonandanti-socialbehaviourinthe community

Improvement Priorities:

• Developourfloodresponseandwaterrescue capability• Improvepartnershipworkingtodelivervaluefor money• Improveengagementwiththecommunity, particularly our hard to reach groups• Reducetheenvironmentalimpactofouractivities• Improvediversitywithintheworkforce

Our Plans

12. In addition to the framework of County plans described earlier, we have a number of internal plans through which our objectives and tasks are communicated throughout the Service. These enable all our staff to understand what we need to do as an organisation and how they, as individuals, contribute towards the achievement of our mission. The key plans are shown in Figure 6:


Our Service PrioritiesFigure 6 Summary of plans

2020 Vision

IRMP Annual Action Plan

Departmental/Station Plans

Personal Development Review

IRMP Baseline Document

Service Plan

Identifies the vision and high level outcomes for 2020 and how, in broad terms, this

will be achieved. This is currently under development.

An annual consultation document which allows us to seek the views and opinions of our stakeholders on any proposed key

changes to service delivery. Agreed actions are then included in the Service Plan.

Translates the objectives and tasks into departmental and station level activities.

Provides all members of staff with a clear indication of their roles and responsibilities

and how they contribute to the organisation.

Identifies our key risks for the next 3 years, describes how we analyse those risks and outlines the key strategies for mitigating those risks. Whilst risk is analysed on a

continuous basis the baseline document is reviewed every 3 years.

Provides the detail on how we deliver our strategies. It outlines our key objectives,

outcomes and priorities and is the mechanism by which we manage our performance.

Refreshed annually with a major review being conducted every 3 years.

Figure 5 Factors influencing Service priorities

LFR Priorities

County Council Business Plan

Public Consultation

Results of Performance

Indicators 2009/10

Fire and Rescue National

Framework

Sustainable Community

Strategy

Results of Comprehensive

Area Assessment

13. To deliver a Fire and Rescue service to our communities in Lincolnshire we employ 910 staff7. This comprises Wholetime and RDS operational staff, Control staff and Fire Service staff. The outline organisational structure is shown in Figure 7 below. Detailed organisational charts are available on the LCC intranet, GEORGE.

14. The effective management of our people is key to the future of our Service and remains one of our main Service objectives. Our strength and success will be built around openness, fairness and valuing the contribution each member of our staff makes towards the achievement of our mission. To ensure we deliver on this objective our approach will focus on: • Definingthejobsthatneedtobedonetodeliverour Service objectives• Selectingtherightpeopletodothosejobs• Traininganddevelopingourpeopletodotheirjob competently• Ensuringourpeoplecontinuetoperformeffectively• ImplementingtheNationalFireandRescueEquality and Diversity strategy

15. Our core Service values, shown in Figure 8, have been shaped by our staff and reflect those of the Fire and Rescue Service nationally and the County Council8. Clarity on what we can expect to see from a Service operating within these values is explained in Figure 9. Further details on how these were developed are explained in the LFR Values booklet9. The embedding of these values remains the responsibility of all members of staff and is seen as key to the continued improvement of the Service.


Our People and Our Values Figure 8 Core Service values

Figure 7 Organisational structure

Our Service Values

What can we expect to see…

7 Figure accurate as at Apr 10.

8 County Council’s values as defined by ‘PERFORMS’. See LCC People Strategy 2006/09.9 LFR ‘Our Values’ booklet published Jun 07.

Chief Fire Officer

Planning & Performance

Risk Management

IRMP

Partnerships/Community Engagement

Performance

Control

Response

Station Support Groups

Civil Contingency Act

USAR

Prevention & Protection

Home Safety

Road safety

YouthEngagement

Arson Reduction

Community Fire Protection

Business Continuity Planning

Business Continuity

Management

Resources (Corporate

Support)

Doctrine

OperationalSupport

Environmental Protection

Finance

ICT

Administration

Communications

Business Change &

Communications

Programme Management

Policy Management

Specific projects

Resources (People)

Training & Development

Recruitment

HR

Equality & Diversity

Assistant Chief Fire Officer Planning, Prevention & Protection

Assistant Chief Fire Officer Response & Resources

Service to the Community

People

Improvement

Diversity

Figure 9 Service values and expectations

• AServicewhichisledinadynamicandvisionarymannerandwhichdisplaysawillingnesstoengageand communicate with everyone in accordance with its values

• AServicewhereeveryonefulfilstheirresponsibilities,takesdecisionsandisheldtoaccount,holds others to account when necessary and behaves in a way appropriate to their role

• AServiceworkingtogethertoachieveunityintheorganisation,whereeveryoneconsistentlydisplays their commitment and ‘genuineness’ and where innovation and success are achieved through individual and organisational learning

• AServicewherethediverseabilityofeveryonecontributestoitssuccess,wherestrengthsand weaknesses are acknowledged and dealt with in a mutually supportive way and all our differences are embraced

• AServicethatencouragesanddisplaysapositiveoutlook,recognisingit’sokaytohavefunatwork

16. Revenue Budget 2010/11. The Fire and Rescue Authority has approved a revenue budget for 2010/11 of £23.1m which excludes £2.2m of grants and other income. The broad breakdown of costs is shown in Figure 10 with projected net budget changes shown in Figure 11. Within detailed budget headings, managers will consider our Service priorities and utilise their budget to maximise cost effectiveness.

17. The Service has an additional £0.2m in development funding in 2010/11 for water rescue training and equipment. This is part of a two year project that will see the water rescue capability of all our frontline appliances and staff enhanced through the provision of appropriate personal protective equipment and training. Further details of our revenue budget are included at Annex C.

18. Capital Budget. We operate our capital budget within the overall County Council framework with 2010/11 being the third year of an agreed five year plan. There was an underspend in 2009/10 due to delays in the purchase of the land for the new Wragby Fire Station although this will be carried forward to 2010/11’s programme. The major project for this year will be the build of Wragby Fire Station and the purchase of land for a new Fire Station in Sleaford. In addition to the LCC Capital Programme we have received a Government capital grant of £745k for 2010/11. This will be used to ensure our existing station stock is fit for purpose and to improve the facilities at our Waddington Training site. Further details on our capital budget forecast 2010/13 are shown at Annex C.

Value for Money

19. During 2008/09 we commenced a review of the RDS, building on the work commissioned nationally. The initial proposals from the project have been accepted and a pilot to test the assumptions and feasibility of a new proposed duty system and reward mechanism will start in July at four of our RDS stations.

20. In 2009/10 we were asked to provide £650k of additional savings from our base budget. We intended to achieve this through stopping the practice of mobilising a stand-by appliance to our wholetime stations; we did not achieve this saving but still intend to realise this in 2010/11. However, we were able to achieve £350k of savings through vacancy management. In addition, we were asked to source alternate funding (£300k) for our co-responder activity. Whilst we were unable to secure this funding for 2009/10 a successful bid has been made to the Health and Wellbeing Fund for support for 2010/11 and 2011/12.

21. In terms of non-cashable savings the intent was to realise £0.6m through the more flexible rostering of station based personnel to support Service priorities. New duty systems were introduced in January 2010 with the additional support being available from that date.

22. Budget reductions of £725k have been allocated in 2010/11 to specific budgets across the following headline areas:

• Onlysendawholetimeresponsetoautomaticfire alarms – £160k• Reduceestablishmentasvacanciesarise–£417k• Increaseincomegeneration-£110k• Evaluateaerialprovision-£38k

Working in Partnership

23. We are actively involved in a variety of partnership arrangements10 at the strategic, tactical and operational level. These include commercial partnerships, designed to improve value for money, and those to which we contribute either as part of a statutory responsibility or to enhance community engagement and deliver on wider community outcomes. Key commercial partnerships include:

• FleetProvision. A 20-year contract for providing a fully managed service for the provision and maintenance of vehicles and operational equipment was signed with AssetCo in April 2006 following a full

Official Journal of the European Union (OJEU) tendering process. The final contract price was 25% lower than the compliant bid price offered by the incumbent supplier.

• AdministrativeSupport. The County Council has an ongoing partnership with Mouchel which commenced in April 2000. The services are provided in partnership with the County Council and include support for Information Communications Technology (ICT), Human Resources (HR), Property Management, Finance and Catering.

• CollaborativeProcurementofBreathing Apparatus (BA). The jointly procured Breathing Apparatus contract, placed with Interspiro Ltd, is entering its fifth year. During 2010 we will begin the procurement process for the next generation of BA equipment. • UniformandPersonalProtectiveEquipment (PPE) We operate a fully managed service for the provision of our PPE and uniforms. As part of this service our clothing is currently purchased through the FireBuy Integrated Clothing Project. In 2010, all aspects of the managed service will be provided through this framework.

24. Key Service and Community Partnerships include:

• LocalStrategicPartnership(LSP). As part of the County Council, we continue to play an active role in helping to deliver some of the priority outcomes set out in the SCS. To do this, we are members of a number of key strategic boards including the Community Safety Board, the Children and Young People’s Strategic Partnership and the Health and Wellbeing Board. We remain actively engaged with all four Community Safety Partnerships (CSPs) within the County which are empowered by the District LSPs to deliver the Safer and Stronger Communities agenda.

• ArsonTaskForce(ATF). The ATF involves collaboration between Lincolnshire Police, LFR and the Forensic Services and is now mainstream funded. Focussed activity by the Task Force has resulted in a further reduction in the number of arson incidents over the past year helping to reduce anti-social behaviour across the County.


FinanceFigure 10 Gross Revenue Budget 2010/11

Figure 11 Projected LFR Net Revenue Budget Changes

Major cost pressure areas identified for 2010/11 were:

• Generalpriceinflation-£0.027m• Thedecommissioningoffloodsirens- £0.038m

72%

11%

17%

Staff Contracts Other

3.0%

2.0%

1.0%

0.0%

-1.0%

-2.0%

-3.0%

-4.0%

-5.0%

2010/11 2011/12

2012/13

10 Partnership defined as ‘Developing relationships where two, or more, organisations work together with trust, openness and honesty to deliver mutually beneficial outcomes they cannot achieve alone’.

• LocalResilienceForum(LRF). The LRF brings together representatives of Lincolnshire’s responders to assess the risk of an emergency and maintain plans to ensure that any emergency can be dealt with effectively. We have been closely involved with the development of the Community Risk Register13 and will be helping to take forward a LRF concept of operations this year.

• NewDimension. The New Dimension capability includes our Urban Search and Rescue team, our high volume pump and our mass decontamination unit. While funded by the Government, the intention is that these assets will be transferred to the Authority during 2010.

• Flooding. Acknowledging the flooding risk within Lincolnshire we continue to review and enhance our flood response capability. This year we will continue to roll out enhanced personal protective equipment to the majority of our stations and train our staff to first level flood response.

• RegionalControlCentre(RCC). The RCC project is part of the Government’s overall programme to rationalise the present 46 English

local fire control rooms to 9. The East Midlands RCC accommodation was opened at Castle Donington in July 2008 and Communities and Local Government (CLG) have signed a National contract for the ICT infrastructure services with EADS Defence and Security Systems Ltd. The planned date for the Lincolnshire control room to close and move to the regional control is January 2012.

• FireLink. FireLink is a National project to modernise FRS communication facilities. The system, once fully implemented, will provide enhanced voice and data communications, greater system resilience and network coverage and access to existing communication networks used by the Ambulance Service, Police and other agencies. All our appliances have been fitted with the new Airwave radios and are using these to communicate with our Control. We have also installed Mobile Data Terminals (MDTs) on our appliances to enhance the provision of risk information to our firefighters. However, the full MDT functionality will not be available until we switch over to the RCC in 2012.


• LincolnshireRoadSafetyPartnership(LRSP). The Road Safety Partnership includes LFR, Lincolnshire Police, LCC, the Highways Agency, the NHS, the East Midlands Ambulance Service (EMAS) and the Probation Service. The Partnership has made a significant contribution to saving lives on the road since its establishment in 2000 and was awarded Beacon status in 2007 for the provision of road safety services.

• Co-ResponderScheme. The co-responder scheme, a collaboration between LFR, EMAS and Lincolnshire Integrated Voluntary Emergency Service (LIVES), aims to provide emergency response to cardiac and respiratory arrest and similar life threatening emergencies within 8 minutes of a call. 21 out of 38 stations currently operate the scheme. During 2009/10, we attended 2,556 co-responder incidents with an average attendance time of 7 minutes and 13 seconds helping to improve survival rates following cardiac arrest by 35%11.

• MaritimeIncidentResponseGroup(MIRG). As a result of the Emergencies Order 2004, we have extended the statutory in-port responsibility to include vessels at sea. This led to the creation of the MIRG which has been operational since September 2006. The capability is delivered in partnership with the Maritime Coastguard Agency who provide funding for training, specialist equipment and all associated operational activity costs.

25. Our partnership register includes all the partnerships with which we are actively involved. Using the Bridge partnership toolkit, we have conducted health checks on all our partnerships and have seen a number of positive improvements as a result. Action plans are being developed to address further areas for improvement.

26. In accordance with the Fire and Rescue National Framework we are working in conjunction with the Fire and Rescue Authorities (FRA) of our Regional partners in order to deliver a number of specific workstream activities. This work is overseen by the East Midlands Regional Management Board (RMB) which comprises 10 elected members (2 from each FRA) with their respective Chief Fire Officers in support. The 4 workstreams are:

• CommandandControl. This is focussed on delivering an effective control centre within the East Midlands region and the procurement of a national radio communications system. Further details on this workstream are included in the resilience section below.

• People. This workstream was established to develop a consistent approach to Workforce Development and Training, HR and Equality and Diversity within the East Midlands Fire Services.

• Procurement. This was established to identify and implement the most efficient and effective means of delivering procurement on a regional basis that complements appropriate national and local procurement.

• ImprovementandEfficiency. This workstream aims to look at opportunities for collaboration of common and specialist services, including the sharing of facilities, activities and process to bring greater efficiencies within the Region. Central to this will be the sharing of management information data processes and the development of an improvement agenda.

27. Funding for the Regional work is shared between the 5 constituent FRAs. For 2010/11 LFR will contribute £93,134. Progress against each of the workstreams and the key outcomes for 2010/11 will be reported in the East Midlands RMB Business Plan12. Those activities which we are undertaking in direct support of this work have been integrated into our Service Plan and are included in Part 2.

Regional CollaborationWorking in Partnership cont.

11 35% figure from LIVES where community first responder with automated external defibrillator used.12 East Midlands RMB Annual Report and Business Plan dated Jul 10.

13 LRF Community Risk Register for Lincolnshire dated Apr 10.

Resilience

28. The Fire and Rescue Service has a vital role to play in providing a national resilience capability against risks such as terrorist attacks, chemical, biological, radiological or nuclear (CBRN) incidents or major disasters including

flooding. In support of this requirement we continue to develop our resilience capability to deal with incidents requiring local, regional or national response. Key areas of work include:

29. Figure 12 shows a summary of how we performed against our Service objectives for 2009/10. The outcome for each objective is defined in Part 2 of last year’s Plan and is based on a ‘basket’ of performance indicators. It is the aggregate of these performance indicators which allows us to assess whether the desired outcome was achieved.

30. Of the 61 Performance Indicators on which we report, 32 were on or above the targets set locally,

19 were below and 10 were not measured. Notable achievements over the past year include:

• Reductioninfirefatalitiesfrom7to4• 43%reductioninfirerelatedinjuries• 5%reductioninprimaryarson• 4%reductioninprimaryfires• 20%reductioninmaliciouscalls

Further details can be found in Part 2 of the Plan.

31. External Assessment. During 2009/10 we were assessed as part of the Audit Commission’s new Comprehensive Area Assessment process. This focused on how well the organisation performs and the contribution it makes to broader local priorities and community outcomes14. For FRAs the main assessment was an Organisational Assessment which focussed on two key areas including:

• UseofResourceswhichlookedathowwellweare managing and using our resources to deliver value for money and;• ManagingPerformancewhichfocusedonhowwell we are delivering our priorities and outcomes.

Overall, Lincolnshire Fire and Rescue scored a 3 on the Organisational Assessment and was assessed to be ‘Performing Well’. The full report can be found on the Oneplace website at www.direct.gov.uk/oneplace.

32. Performance in 2010/11. For 2010/11 our performance will be measured against the 9 Service objectives which sit at the heart of this Plan. Formal progress against this Plan will be reported quarterly to the Performance Management Board and monthly, by exception, to the Service Management Board. These reports will highlight areas where we are both ahead of and behind predicted targets allowing appropriate management action to be taken. We will also be assessed again by the Audit Commission as part of the CAA process.


Our Performance Managing Risk

Figure 12 Summary of Outcomes

Service Objective Service Objective

1.1 - Evaluate and mitigate risk to the community and to the workforce

1.2 - Reduce the number of accidental fires, deaths and injuries in dwellings

1.3 - Reduce arson within the community

1.4 - Reduce number of false alarms

1.5 - Reduce fires & damage in non-domestic premises and provide support to business community

1.6 - Ensure effective call-handling and mobilisation system

1.7 - Ensure operational resources are appropriate and available

1.8 - Save lives and protect the environment through provision of special services

Outcome achieved

TBC

Outcome achieved

2.1 - Ensure LFR plans for, recruits and retains the employees we need

2.2 - Develop the skills and capacity of the workforce

2.3 - Promote Equality and Diversity in the delivery of our services and in the treatment of our staff

3.1 - Deliver value for money

3.2 - Drive Service improvement through internal and external reviews

3.3 - Develop and maintain effective strategic and community partnerships

3.4 - Ensure clear and effective communications with all stakeholders

33. We use our Corporate and Community risk registers as a tool to help identify the likelihood and impact of our key risks. These are dynamic documents which are reviewed regularly helping to ensure we focus our resources appropriately. The latest versions are available on GEORGE.

Further Information

34. If you would like further information about this Service Plan, or you would like the information in an alternative format or language, please contact:

By Post: Lincolnshire County Council County Offices Newland Lincolnshire LN1 1YQ

By Phone: 01522 782060

By Email: [email protected]

14 Further information can be found in the Audit Commission document CAA Fire and Rescue Service dated 1 April 2009.

1. This section of the Plan describes the 9 Service objectives in more detail. For each objective, information is given on the tasks and activities which need to be completed to achieve that objective. The officer responsible for overseeing each of the activities is also shown. All output dates refer to the end of the month unless otherwise stated.

2. Also included for each objective is a description of the desired outcome. This is in the form of a ‘basket’ of performance indicators, each indicator having a specific target. Whether the overall outcome has been achieved will be determined by aggregating the results of each of the individual performance indicators associated with that objective.

3. The performance indicator results for 2009/10 and the targets for 2010/11 – 2012/13 are included within the tables. For the 2009/10 result, a colour indicator shows how we performed against our targets as follows:

• Betterthantargetrange -• Withintargetrange -• Worsethantargetrange -

4. The tolerance levels set for each target are based on the likely total number of incidents at the end of the year and are as follows:

≤ 20 incidents - fixed value> 20 incidents but ≤ 100 - 10%> 100 incidents but ≤ 500 - 5%> 500 incidents or % measure - 2%

Where there is no target or actual result printed this indicates a new performance indicator for this year. Where there are two sets of results shown in the tables, the first figure represents the derived value based on the size of the population. The second figure in brackets represents the actual number of incidents or occurrences.

5. Target Setting. In accordance with the LCC performance management framework1 the targets we set aim to drive continuous improvement but remain realistic. The factors which we have considered in determining our performance indicator targets for 2010/11 include:

• Ourintenttoperforminthetopthirdnationally when compared to other FRS where data is available• Ourintenttoremaininthetopquartileifweare already performing in that position• TheresultsofourPerformanceIndicatorslastyear• OurServicepriorities 6. Additional information relating to our performance in 2009/10 will be included in the LCC Annual Report.

Detailed Plan for 2010 -11 Part 2 1615 Part 2 Detailed Plan for 2010 -11

Introduction

Objective 1: Reduce number of those killed and seriously injured in RTCs

1 LCC Performing Better document 2006/07.

2 Provisional data to be confirmed by LRSP.

OutcomesandTargets

TasksandOutputs

Target2009/10

Target2010/11

Target2011/12

Actual 2009/10

Target2012/13

LPI 18 Number of those killed or seriously injured in Road Traffic Collisions (RTC)

% of occasions an appliance arrives at any RTC within 13 minutes

4522TBC468 TBCTBC

LPI 46 75%N/A 76% 75%75%

Task Activity

1.1 - Conduct RTC prevention activities in conjunction with LRSP

1.1.1 - Run ‘cycle training for children’ pilot scheme as part of Saturday club

Output Responsible Officer

• 6coursescompletedbyMar11 AM Prevention and Protection

SSG Managers1.1.2 - Continue development of (Active) Road Safety Co-ordinators

• Allstations/watcheshaveactive road safety co-ordinator by Mar 11

1.1.3 - Conduct road safety campaigns • 4campaignscompletedby Mar 11

1.1.4 - Conduct road safety awareness events for the public

1.1.5 - Deliver 2Fast2Soon young drivers education and training programme

1.1.6 - Conduct young passenger awareness in secondary schools (Year 11)

1.1.7 - Conduct young drivers road safety programmes

1.1.8 - Deliver Parish Link scheme and training in targeted areas

1.1.9 - Deliver sports and custom bike motorbike or modified car safety event

• 40eventscompletedby Mar 11

• 3000studentscompleted programme by Mar 11

• 65schoolscontactedtodeliver the education by Mar 11

• 8programmescompletedby Mar 11

• 40schemesdeliveredby Mar 11

• OneeventinSSG2byMar11

Indicator


TasksandOutputs

Target2009/10

Target2009/10Target

2010/11

Target2010/11Target

2011/12

Target2011/12Actual

2009/10

Actual 2009/10Target

2012/13

Target2012/13

LPI 19BV 207% co-responder calls attended by Fire

and Rescue within 8 minutes. (6 min travel time for RDS station)

Fires in non-domestic premises per 1,000 non-domestic premises

% of co-responder patients attended by Fire and Rescue that were transferred to EMAS in a stable condition

% of building regulation applications responded to within 15 days

% of licensing applications responded to within 21 days

% of commercial fire safety audits booked at least 4 weeks in advance or earlier if requested

False alarms caused by automatic fire detection apparatus per 1,000 non-domestic properties

% of post RRO Fire Safety Audit respondents satisfied with the quality of service provided

82

9.10(222)

759.0

(219)N/A10.5(256)75

8.675

8.8

LPI 47LPI 10

LPI 11

LPI 12

BV 149i

LPI 48

Baseline100

100

96

52.0(1268)

98

N/A100

100

95

55.0(1341)

N/A

N/A98.87

99.26

93.84

52.6(1283)

N/A

TBC100

100

98

50.0

99

TBC100

100

97

51.0

99

Task

Task

Task Activity

Activity

Activity

2.2 - Further develop Urban Search and Rescue (USAR) Bariatric capability

2.1 - Provide effective co-responder scheme

1.2 - Respond to RTCs in line with Service Policy

2.1.4 - Roll out further co-responder services to meet identified need

2.1.1 - Harmonise oxygen therapy units with EMAS

1.1.10 - Conduct Hot Hatch Drivers Safety event and create and maintain cruisers pledges

Output

Output


Responsible Officer

Responsible Officer

• Upto5stationssubjectto need by Mar 11

• CompletedbySep10

• EventconductedbyMar11• 500pledgesbyMar11

AM Response SSG Managers

USAR Manager

AM Response

AM Response

AM ResponseSSG Managers

2.1.5 - Review effectiveness and role of co-responder scheme

2.1.2 - SLA endorsed with EMAS

1.1.11 - Conduct motorbike skills workshops (Performance Plus)at Cadwell Park

• ReportproducedbySep11

• SLAendorsedbyAug10

• 4workshopscompletedby Mar 11

2.1.6 - Respond to medical emergencies in line with attendance standards

2.1.3 - Co-ordinate with LIVES proposed expansion of first responder scheme as funded by Health & Wellbeing Fund

1.1.12 - Provide 2 speed indicating trailers to be used in SSGs

• LPI19achieved

• Co-ordinatedserviceprovision across the County by Mar 11

• 20demonstrationsbyMar112.2.1 - Work with adult social care and EMAS to identify potential Bariatric patients

2.2.2 - Conduct bariatric training with EMAS

1.2.1 - Review techniques and equipment to deliver improved survivability at RTCs

1.2.2 - Ensure Service meets published attendance standards

• HomeSafetyChecks conducted in accordance with demand

• 2exercisescompletedby Mar 11

• RecommendationstoSMBby Mar 11

• RTCattendancestandardsare met

Objective 2: Improve health and wellbeing in our communitiesObjective 3: Reduce socio-economic impact of fires in non-domestic and heritage buildings

OutcomesandTargets OutcomesandTargets

IndicatorIndicator


Target2009/10

Target2010/11

Target2011/12

Actual 2009/10

Target2012/13

LPI 49 Score on National Resilience Assurance Team USAR assessment

% of time IRU available

% of occasions USAR achieved deployment of 70 miles within 2 hours

N/A AchievingN/A AchievingAchieving

LPI 50

LPI 51

95

100

N/A

N/A

N/A

N/A

100

100

98

100

xTask Activity

3.1 - Drive risk based fire safety inspection programme

3.2 - Provide to the business community information on the RRO and fire safety training as appropriate

3.3 - Reduce number of false alarms caused by automatic fire detection

3.4 - Provide support to the business community on Business Continuity Management (BCM) matters

3.5 - Implement and respond to AFAs in line with revised Service policy

3.6 - Respond to non-domestic incidents in line with Service policy

3.1.1 - Maintain and review risk based inspection programme


• 1600auditscompletedby Mar 11

AM Prevention & Protection






3.1.2 - Provide management information system for premises covered by Regulatory Reform (Fire Safety) Order (RRO)

• CFPmoduleforFlosuite developed by Mar 11

3.2.1 - Conduct focussed business seminars

• 4completedbyMar11

3.2.2 - Conduct seminar for District and County Councillors

3.3.1 - Continue to enforce Unwanted Fire Signals policy

3.4.1 - Further develop BCM strategy to support Business

3.3.2 - Target all first time and top repeat offenders

3.4.2 - Develop Heritage Buildings Fire Safety strategy

3.4.3 - Deliver fire safety seminar to support BCM and Heritage strategy

3.4.4 - Establish working relationships with property developers and identify most appropriate use of section 106 funding

• 1completedbyMar11

• Persistentoffendersidentified and targeted using off line policy and enforcement as appropriate

• StrategycompletedbyDec10

• CFOAAFAnationalguidance implemented

• Improvedengagementwith Lincoln University, RAF Digby, Morton Hall, County and Pilgrim hospitals by Mar 11• Informationprovidedtoallfirst time offenders

• StrategyproducedbyDec10

• SeminarconductedbyMar11

• Installationofsprinklersin social type housing by Mar 11

Objective 4: Protect the community & environment from the impact of major emergencies

OutcomesandTargets

TasksandOutputs

Indicator

TasksandOutputs

Task Activity

4.1 - Comply with the Civil Contingencies Act 2004

4.2 - Further develop USAR capability

4.1.1 - Develop, maintain and exercise appropriate plans for all F202A and COMAH sites


• Oneriskplanexercisedper SSG per quarter


AM ResponseSSG 3 Manager

AM ResponseTraining Manager

AM Planning & Performance

AM Response

4.1.2 - Contribute to development of County Emergency Plans through the Local Resilience Forum (LRF)

• CommunityRiskRegister reflected in LFR Plans• ConceptofOperations developed by Dec 10• UnifiedRescueoperationsplan by Mar 11

4.1.3 - Contribute to LRF exercise and training group

4.1.4 - Further develop AIMS and provide refresher training for nominated personnel

4.2.1 - Develop role of Technicians for risk prevention activity

4.2.2 - Conduct and partake in USAR national exercises

4.2.3 - Inform and train officers regionally and locally

• ExOrionandWatermark planning and participation completed by Mar 11

• 50%refreshertraining completed by Mar 11

• 1weekactivitycarriedout linked to LRSP

• 2exercisesconductedby Mar 11

• 4awarenessdaysconductedby Mar 11• SLAestablishedwithPolice search and rescue by Aug 10


Target2009/10

Target2010/11

Target2011/12

Actual 2009/10

Target2012/13

BV 142iii

BV 209i

LPI 4

Accidental fires in dwellings per 10,000 dwellings

% fires in dwellings where a smoke alarm had activated

% of occasions second fire engine arrives at any dwelling fire within 15 minutes

% accidental dwelling fires confined to room of origin

% fires in dwellings where no fire alarm was fitted

% of HFSC referrals from Telecare and First Contact completed within SLA timescale

% escaping unharmed from primary accidental dwelling fires without assistance

% of occasions first fire engine arrives at any dwelling fire within 10 minutes

Average mobilisation time (secs)

12.88(391)

49.54

73.03

11.0(334)

51.0

80.0

11.0(334)

49.0

80.0

10.0

55.0

80.0

10.5

53.0

80.0

BV 144

BV 209iii

LPI 52

BV 208

LPI 3

LPI 13

94.5

26.0

90.0

96.0

80.0

<45

94.0

35.0

N/A

95.5

80.0

<50

92.07

27.4

N/A

95.58

75.12

42

95.5

24.0

93.0

97.0

80.0

<45

95.0

25.0

92.0

96.5

80.0

<45

xTask Activity

4.3 - Provide effective decontamination capability for post CCBRN incidents

4.4 - Establish and maintain specialist rescue teams

4.5 - Develop Flood Response and Water Rescue capability

4.6 - Respond to specialist/major incidents in line with service policy

4.3.1 - Maintain Incident Response Unit (IRU) crews and support stations


• Wholetimewatchescompetent on IRU by Mar 11• 10sectorcommanderstrained by Aug 10

AM Response

AM Response

AM Response

AM Response

4.3.2 - Conduct multi-agency CCBRN exercise

• Fullcapabilityexercise completed by Dec 10

4.4.1 - Develop Maritime Incident Response Group (MIRG) and Ship in Port capability

4.5.1 - Provide flood response training and equipment for all stations

4.5.2 - Train additional powerboat operators

• Minimumof1exercisewith MCA completed by Dec 10• Calloutprocedurespracticed by Jun 10

• PPEandtrainingprovidedto all staff to first level flood response by Mar 11

• Upto10individualstrainedby Mar 11

4.4.2 - Assess wholetime watches for competency in line rescue

4.4.3 - Maintain capability of 4 stations to deal with ship fires whilst alongside in port

• Assessmentcompletedby Mar 11

• ExerciseconductedbyMar11

Indicator

Target2009/10

Target2010/11

Target2011/12

Actual 2009/10

Target2012/13

NI 49i Primary fires per 100,000 population

Fatalities due to primary fires per 100,000 population

Non-fatal casualties excluding precautionary checks per 100,000 population

204.0(1424) 200.0

(1396)210.0(1466)

195.0198.0

NI 49ii

NI 49iii

0.57(4)

5.73(40)

0.58(4)

6.27(44)

0.57(4)

3.44(24)

0.57

5.30

0.57

5.44

Objective 5: Reduce deaths and injuries from fires

OutcomesandTargets

Indicator


xTask Activity

5.1 - Provide Community Fire Safety (CFS) advice and support to the community

5.2 - Promote use of residential sprinkler systems

5.3 - Develop initiatives to reduce vulnerability of fire through alcohol misuse (see Community Safety Agreement)

5.1.1 - Continue to evaluate completed output areas and investigate how other agencies can provide quality referrals from those groups highlighted as being most at risk


• Revisedoutputareamodelby Aug 10• Referralsreceivedthrough agencies increased by 10% by Mar 11

CFS Manager

Control Manager

CFS Manager

CFS Manager

CFS Manager

5.1.2 - Issue media awareness packs for bonfire night and for Christmas Fire Safety (focussed on candle and Christmas decorations safety)

5.1.3 - Expand and deliver Lincolnshire Show themed event on Fire Safety in the Home (weighted towards the dangers of cooking)

5.1.5 - Deliver fire safety/personal safety advice to callers

5.1.4 - Review and update ‘Freddie and Filbert’ Home Safety video

5.1.6 - Undertake HFSCs weighted towards those with Mental Health and Alcohol Dependency with balance targeted as per community risk profile tool

5.1.7 - Embed the process where housing associations and private landlords promote and incorporate a HFSC referral as part of their tenancy packs / agreement

5.2.1 - Develop formal agreement and SLA with Housing Association

5.3.1 - Conduct appropriate research to enable intelligence management

5.3.2 - Initiate information campaigns and harm reduction initiatives

• Pressreleasetomediaand details to SSGs by 5 Oct 10• Pressreleasetomediaand details to SSGs by Nov 10

• AttendanceatLincolnshire Show in Jun 10

• Minimumof2callsper operator audited per month• Monthlyreportoncallhandling statistics including number of times advice given per operator

• Oneagreementsignedby Jul 10

• ReportcompletedbyAug10

• Minimumof1campaignand 1 initiative commenced by Dec 10 dependent on outcomes of research

• Re-issuedbyOct10

• 8,500HFSCscompletedby Mar 11

• FormalagreementsandSLA by Mar 11

TasksandOutputs

Task Activity

5.4 - Maintain effective Fire Control capability

5.5 - Respond to dwelling fires in line with Service target

5.4.1 - Achieve average mobilisation times within set target


• MonthlyAuditofdepartment call handling times

Control Manager

AM Response

AM Response SSG Managers

5.4.2 - Maintain high quality emergency call handling

• Callsauditedmonthly

5.4.3 - Conduct regular controlled evacuations of Control

5.4.4 - Develop action plans to assist operators in mobilising correct resources to specific site related plans

5.5.1 - Review Drive to Arrive policy

5.5.2 - Ensure Service meets published attendance standards

• 2evacuationsundertakenby each watch per year

• Actionplansdevelopedand implemented by Sep 10

• PolicyreviewedatSMBby Sep 10

• DwellingFireAttendance standards met

Target2009/10

Target2010/11

Target2011/12

Actual 2009/10

Target2012/13

NI 33i Deliberate primary fires per 10,000 population

Deliberate secondary fires per 10,000 population

Following a request % of occasions contact is made within 24 hrs to arrange a FIS visit

Total number of malicious false alarms per 1,000 population

7.48(522) 7.0

(488)7.7

(537)6.56.7

NI 33ii

LPI 7

LPI 8

8.0(558)

85.0

0.40(279)

11.0(768)

83.0

0.54(377)

7.92(553)

58.88

0.39(271)

7.0

87.0

0.35

7.5

86.0

0.38

Objective 6: Reduce arson and anti-social behaviour

OutcomesandTargets

Indicator


xTask Activity

6.1 - Provide CFS advice and support to the community

6.2 - Conduct appropriate youth engagement schemes

6.1.1 - Train supervisory managers to Level 1 fire investigation to support accurate and correct reporting of arson incidents


• 2ndyearof3yearprogramme. Training of 66% of staff completed by Mar 11

ATF Manager

YET Manager

YET Manager

YET ManagerATF Manager

YET Manager

YET ManagerATF ManagerCFS Manager

YET Manager

6.1.2 - Offer schools education intervention programme to all year 2 & 6 primary schools and all special schools / Pupil Referral Units

6.2.1 - Contribute to the Waddington Air Show youth hanger event

6.2.3 - Conduct Prince’s Trust programme, Firebreak, FIS and Taking Without Consent (TWOC) schemes

6.2.2 - Consolidate Year 7 schools intervention programme in hotspot areas

6.2.4 - Implement the LCC Participation strategy

6.2.5 - Conduct and develop Young Firefighters scheme

6.2.6 - Run diversionary programme around Lincoln, Gainsborough and other hotspot areas based on Arson Task Force (ATF) data

6.2.7 - Deliver ‘stay safe’ multi agency days for year 6 students in transition to secondary school

6.2.8 - Provide challenge for Secondary Schools as part of Education Business Partnership curriculum challenge (design new primary schools fire safety workshop)

6.2.9 - Pilot intervention programme in two special schools for one day a week

6.2.10 - Coordinate diversionary activities and ‘core offer’ to schools as per Community Safety Agreement

• Allschoolsofferedprogramme by Sep 10 with take up of at least 75%

• EventcompletedbyJul10

• 9Prince’sTrustcourses• 20Firebreakcourses• FISvisitsundertakenondemand• TWOCreferralsundertakenon demand

• Programmescompletedby Sep 10

• Minimumof6daysheldacross the County by Jul 10

• Entriesfromschoolsjudgedby Jun 10• Winningentrypilotedina primary school by Dec 10

• PersonrecruitedbyMay10• Pilotcommencedinschoolsby Sep 10

• Programmedevelopedby Mar 11

• DeliveredtoYear7schoolsby Mar 11

• The‘5stages’completedby Mar 11• Level6oftheHARTladder achieved by Mar 11

• Schemesembeddedat Grantham, Boston, Lincoln and Skegness by Mar 11• BTECqualificationpilotedin one location by Mar 11

TasksandOutputs

Task Activity

6.3 - Use ATF and partners to target appropriate groups/hotspots

6.4 - Reduce number of Section 59 offences (Motor vehicles)

6.5 - Reduce number of malicious calls

6.6 - Respond to arson incidents as appropriate

6.3.1 - Use mapping tools and performance information to identify trends and locations of deliberate fire setting


• Mappingrefreshedandupto date by Mar 11

ATF Manager

Road Safety Manager

Control Manager


6.3.2 - Embed process of working alongside farmers and the agricultural community to reduce the number of deliberate fire setting on farms

6.3.3 - Develop and implement SLA with each district council re derelict and insecure properties (see Community Safety Agreement)

6.3.4 - Embed and expand community engagement bike patrols to ensure a county wide response

6.4.1 - Use modified crash simulator car and operator to educate on anti-social related issues

6.5.1 - Audit malicious calls to ensure call challenge policy has been applied where appropriate

• AttendLincolnshireshowin partnership with the National Farmers Union (NFU)• 3NFUbranchmeetings attended by ATF by Mar 11

• Protocolandprocessagreed and implemented by Mar 11

• TeamsateachoftheSSGHQs established and trained by Sep 10

• 10visitscompletedbyMar11

• 100%ofcallsaudited

Target2009/10

Target2010/11

Target2011/12

Actual 2009/10

Target2012/13

LPI 1Score in Risk Management and Health and Safety KLOEs for the Operational Assessment

Number of Reports of Injuries, Diseases and Dangerous Occurrence Regulations

% of partnerships with a score of 75% or above on the Bridge Partnership Health Toolkit

Established EstablishedEstablished EstablishedEstablished

LPI 2

LPI 32

13

75.0

10

75.0

18

69.23

9

85.0

10

80.0

Objective 7: Govern the business effectively

OutcomesandTargets

Indicator


Task Activity

7.2 - Ensure appropriate risk information is available to operational crews

7.3 - Maintain the health and safety of our staff

7.4 - Further develop and implement effective performance management system

7.1.4 - Develop, maintain and exercise appropriate Business Continuity Plans (BCP)


• AllBCPplansreviewedand updated by Sep 10• OneBCPpracticalexercise conducted by each SSG and HQ by Mar 11


AM ResponseSSG ManagersGM Resources

ACFO Response & Resources

AM Response


H&S Manager


H&S Manager


7.1.5 - Review effectiveness of cross border integration arrangements with neighbouring authorities

7.2.1 - Collect and analyse appropriate operational risk data (7.2.d & F202s)

7.2.2 - Maintain and manage Risk Cards system

7.2.3 - Develop functionality of MDTs

7.3.1 - Proactively monitor and maintain effective safe card system

7.3.2 - Reduce injuries to all staff

7.3.3 - Conduct workplace assessments in HQ and SSGs

7.3.4 - Support national review of Generic Risk Assessments

7.4.1 - Maintain operation of Incident Recording System (IRS)

7.4.2 - Ensure data quality and issue all statutory data returns correctly and on time

• Interoperabilitymeetings conducted quarterly• Localinteroperabilitymeetings developed with all relevant emergency services by Mar 11

• Riskinformationgathering reprioritised by May 10

• Correctriskcardinusefor incident on 95% of occasions• ReviewofRiskcards completed by Mar 11

• 85%ofsafecardsactionedas appropriate

• Allaccidentinvestigation reports analysed and appropriate training delivered• Safetyandtrainingflashes issued as appropriate

• CompletedbyMar11

• UpdatedsetofGRAsby Mar 11

• IRSworkingwithWM(S) completed by Mar 11• DataaccuracyofIRSrecords ‘good’ by Mar 11• IRSguidanceflashissuedas trends identified by Mar 11 • WDSmanagerscompleteIRS on stations by Dec 10

• IRSrecordspublishedtomeet CLG quarterly deadlines • CLGIRMPreturnssubmitted by Aug 10• IRSdataqualityjudgement provided for PMB

• OperationalRiskInformation Group established by May 10• Riskinformationprocess established by Sep 10

Target2009/10

Target2010/11

Target2011/12

Actual 2009/10

Target2012/13

LPI 33

LPI 36

% of elected members with a sound understanding of LFR’s mission, priorities and issues

% of Home Fire Safety Check Survey respondents satisfied with the quality of service provided

% of LFR personnel with a sound understanding of LFR’s mission and priorities and how they as individuals contribute to the organisation

IRMP % response rate on public consultation

% of After Incident Survey respondents satisfied with the quality of service provided

Score on CAA Organisational Assessment

Score on Managing Performance section of CAA Organisational Assessment

N/A

100

75.0

98.0

70.0

96.0

90.0

99.0

85.0

99.0

LPI 34

LPI 53

LPI 35

LPI 54

LPI 55

90.0

5

98.0

3

3

N/A

N/A

96.0

N/A

3

N/A

N/A

98.55

3

3

95.0

10

99.0

3

3

N/A

8

99.0

3

3

Indicator

TasksandOutputs

Task Activity

7.1 - Maintain and develop Service’s IRMP process

7.1.1 - Produce risk profiles for all Community Risks


• RiskprofiledocumentbyJul10 AM Planning & Performance


ACFO Planning, Prevention & Protection


7.1.2 - Develop and maintain Service level plans

• PublishIRMPbyJun10• AnnualServicePlan2011/12by May 11• AnnualIRMPActionPlanby Sep 10• PublishVisiondocumentby Sep 10

7.1.3 - Maintain Community and Corporate Risk Registers

• Updatedriskregisters endorsed at SMB


Task Activity

7.7 - Develop and maintain effective community engagement

7.8 - Maintain effective internal communications

7.9 - Ensure effective Knowledge and Information Management within the Service

7.7.1 - Evaluate the consultation procedure


• RevisedCommunity Engagement service order by Sep 10• Comprehensiveconsultation distribution list by Sep 10

K&I ManagerPartnership Manager

K&I Manager

K&I ManagerPartnership Manager

K&I Manager

Service Improvement Manager

K&I Manager

7.7.2 - Enhance relationship with the media

7.7.3 - Develop communications plan to include evaluation of communication methods and activities

7.7.4 - Enhance remit of communications group to become Community Engagement and Communications Group

7.8.1 - Produce regular publications including weekly bulletin, Fired Up and trade press and monitor their effectiveness

7.8.2 - Improve awareness of how LFR contributes to achieving LCC priorities

7.8.3 - Ensure staff achievement is recognised through awards successes

7.8.4 - Develop and implement Member engagement programme and provide support to Communities Scrutiny Committee (CSC)

7.9.1 - Conduct trend analysis for complaints and Freedom Of Information (FOI) requests

7.9.2 - Ensure service orders and policies are appropriate and current

7.9.3 - Contribute to ICT developments in order to ensure effective K&I Management

• Recommendationsfrommedia survey implemented by Jun 10• Refreshermediatrainingfor staff conducted by Dec 10

• Evaluationreportproducedby Mar 11

• JointCommunications/ Community Engagement plan by May 10

• AchievementsposterbyApr10 - refreshed Sep 10• FeaturesinFiredUp

• 4awardfinalistsbyMar11• AwardsummarypapertoPMB bi-annually

• Engagementprogramme developed by May 10• Run3engagementeventsby Mar 11• MembersurveybyFeb11

• Previousyear’sdatareviewed by May 10• AppropriateFOIinformation published on website by Oct 10 • Complaintsawarenessraising and training completed by Sep 10

• StatuslistpublishedonGeorge• QuarterlyupdatestoSMB

• Correctinformationincluded on new software by Oct 10

• Evaluationofpublications completed by Dec 10• Recommendationsfrom evaluation implemented by Mar 11• 100%ofstaffreceive publications

Task Activity

7.5 - Maintain robust programme and project management to support business change

7.6 - Develop and maintain effective strategic and community partnerships

7.4.3 - Embed culture of performance management


• SSGSM/GMmeetingsattended as appropriate• Analysisofdatatrendsfedback to SSGs• WM(S)&SMtrainedin Performance Plus (P+), BOSS by Aug 10

AM Business Change & Communications

Partnership Manager

SSG Managers

AM Response

7.4.4 - Continue to develop Performance Plus

7.4.5 - Enhance range of performance reports

7.4.6 - Produce reporting of PIs for LCC/PMB/CAA requirements

7.5.1 - Introduce Programme Management (PM) Board

7.6.1 - Investigate and develop revised partnership performance framework

7.6.4 - SSGs to engage in partnership meetings and activities

7.6.5 - Develop SLA with Police to cover partnership working

7.5.2 - Ensure delivery of LFR projects within timescale and budget

7.5.3 - Ensure delivery of National projects (RCC & FireLink) in line with project plans

7.6.2 - Conduct Partnership Development Forums

7.6.3 - Develop system for recording and monitoring grant/funding bids

• QualityAssurancedashboard by Aug 10• P+developercapability enhanced by Nov 10• ReportsdevelopedbyMar11

• SuiteofCrystalsummary reports produced by Sep 10• SuiteofdetailedBOSSreports for SSG/Station needs by Sep 10

• Quarterlydeadlinesachieved• Quarterlypublicationof performance poster • Datarequestsrespondedtofor LFR projects and CAA by Mar 11

• PMBoardestablishedby Apr 10• LFRProgrammePlan developed by Apr 10

• ImplementedbyMar11

• 3communityengagement activities completed by each SSG by Mar 11

• SLAsignedbyDec10

• 85%ofLFRprojectsdelivered on time and within budget

• 85%ofproductsandactivities on track• RCCOptionspaperbyJun10

• 2events(mentalhealthand housing association) completed by Mar 11

• ProcessdevelopedbySep10


Task Activity

7.10 - Drive Service Improvement throughout the Organisation

7.11 - Maintain robust Quality Assurance assessments

7.10.1 - Co-ordinate CAA and other external inspections activity for 2010/11


• ManagingPerformanceSelf Assessment (SA) by Jun 10• OperationalAssuranceSAby Jun 10• UseofresourcesSAbyMar11• HSEvisitcompletedasdirected• PostCAAimprovementplan by Nov 10

Service Improvement Manager

QA Manager

7.10.2 - Ensure evidence collection mechanism and activity evaluation process embedded

7.10.3 - Evaluate CIPFA VfM Indicators

7.10.4 - Support Community Engagement process, Partnership activity and delivery of Equality and Diversity action plan

7.11.1 - Co-ordinate Chief Fire Officer Station Inspection Programme

7.11.4 - Initiate and implement structured debriefs in line with Training Policy and Procedure 9.1.1

7.11.2 - Conduct assessments of operational incidents in accordance with Service Order 3

7.11.3 - Ensure all inspection follow up actions are managed through to conclusion

7.11.5 - Share outcomes/feedback relating to other Services from operational performance assessments

7.11.6 - Conduct themed audits as directed by Quality Assurance Board

• Evidencechestalignedto relevant Key Lines of Enquiry (KLOE) by Jun 10• 3examplesofevaluationby Mar 11

• 2009/10VfMIndicatorreport for Audit Commission by Mar 11• Generatekeysubjectreports by Feb 11

• E&Dscheme‘Achieving’status consolidated

• Programmecompletedby Mar 11• Analysisoffindingsandannual report completed by Apr 11

• Reportscompletedinlinewith demand• Learningpointsimplemented through Service Delivery Board

• KeyFindingsreportproduced quarterly• Keylearningoutcomes included in F508

• Evidencelogofimprovement and change as a result of internal QA procedures maintained• Audittrailofindividual assessments/inspections maintained

• Partnersliaisedwithwithin10 days of receipt of specific F111/03 • Communicationsrecordedas part of audit trail

• Culturalauditresultspresented to SMB by Feb 11

Target2009/10

Target2010/11

Target2011/12

Actual 2009/10

Target2012/13

BV 2

BV 11c

BV 15i

BV 16aii

Local Government Equality Standard level

% of top 5% of earners with a disability

% ill health retirements (wholetime firefighters)

% of disabled employees (Control & non-uniformed)3

% of top 5% of earners who are women

Number of days/shifts lost due to sickness absence - uniformed staff inc Control

% ill health retirements (Control & non-uniform)

% ethnic minorities employees (inc White Other)

% of top 5% of earners from black & minority ethnic communities

Number of days/shifts lost due to sickness absence - all staff

% of disabled employees (firefighters)3

% of women firefighters

3

4.35(1)

0

0.82(1)

N/A

2.0

1.0

2.0

3

4.0

1.04

4.0

N/A

3.5

1.0

3.0

N/A

2.5

1.0

2.5

BV 11a

BV 12a

BV 15ii

BV 17a

BV 11b

BV 12b

BV 16ai

BV 210

7.5

8.0

1.0

1.9

1.9

8.0

1.5

7.5

7.5

6.5

1.04

1.3

1.3

7.25

2.0

7.5

17.39(4)

9.83

0

0.92(8)

4.35(1)

9.85

0.84(6)

6.18(44)

9.0

6.0

1.0

4.0

4.0

6.0

2.0

9.0

8.0

6.5

1.0

3.0

3.0

6.5

2.0

8.0

Objective 8: Manage our people effectively

OutcomesandTargets

Indicator

3 Benchmark is % of economically active people within the County who have a disability which is 4.3%.


Target2009/10

Target2010/11

Target2011/12

Actual 2009/10

Target2012/13

LPI 17

LPI 23

LPI 28

LPI 43

% of time wholetime crew of 5 at start of watch

% of staff with positive perception of how well we manage our people

% of managers who are confident in handling workplace issues

% of new staff who are from BME or ‘other white’ background

% coverage of Personal Development Reviews

Number of operational staff still in development after 3 years

% of staff with a positive perception of an open, fair and equitable working environment

% of LFR courses fully attended

% of RDS leavers with less than 5 years’ service

% of staff with positive perception of how well we train and develop our workforce

% of new operational staff who are female

% of staff no longer working from fixed office base under NWOW

% of firefighters maintining BA refresher competence

63.74

N/A

N/A

2.22

80.0

75.0

90.0

7.3

79.0

N/A

N/A

5.0

80.0

80.0

95.0

9.3

80.0

N/A

N/A

7.3

LPI 20

LPI 25

LPI 29

LPI 56

LPI 21

LPI 27

LPI 42

LPI 57

LPI 58

100

0

80.0

Baseline

4.5

72.0

13.5

Baseline

95.0

100

10

N/A

N/A

5

N/A

12.0

N/A

N/A

TBC

9

N/A

N/A

7.7

N/A

4.44

N/A

N/A

100

0

85.0

95.0

4.5

75.0

18.0

TBC

99.0

100

0

N/A

90.0

4.5

N/A

15.0

TBC

97.0

Indicator

TasksandOutputs

Task Activity

8.1 - Define the jobs that need to be done to deliver Service objectives

8.2 - Select the right people to do those jobs

8.3 - Train and develop our people to do their job competently

8.1.1 - Identify workforce profile required for next 3 years


• Budgetedestablishmentby Jun 10

AM Resources (People)

HR Business Partner/ACFO Response & Resources


AM Resources (People)Principal HR Adviser

Recruitment Manager


Recruitment Manager

T & D Manager

8.1.2 - Manage all LFR vacancies through prioritisation process

• Managedlistofheldvacancies for 2010/11 by May 10

8.1.3 - Establish effective workforce planning and develop succession planning

8.1.4 - Develop Learning and Development (L&D) strategy for next 3 years

8.1.5 - Implement ‘People’ elements of New Ways of Working

8.1.6 - Contribute to and implement findings of the RDS review

8.1.8 - Conduct employer recognition events

8.1.7 - Undertake programme of targeted RDS recruitment

8.2.2 - Co-ordinate Fire Service Staff recruitment in accordance with the vacancy management process

8.2.3 - Facilitate Wholetime (WT) firefighter recruitment when required

8.2.4 - Implement detailed positive action programme

8.3.2 - Develop & deliver Phase 1 Recruit Training

8.2.1 - Develop and implement assessment centres for selection for all roles including RDS migration

8.3.1 - Provide a framework for skills & knowledge development to deliver the Service

• Publishedworkforceplanby Oct 10

• PublishedL&Dstrategyby Jul 10

• LFRplanpublishedbySep10

• OutputsasdeterminedbyRDS Project

• 4eventsundertakenbyMar11

• 48RDSrecruitedtotrainee courses• CLGEmployertoolkitinuseby Sep 10

• Allvacanciesfilledwithin9 weeks of approval

• WTtraineereservelist by Apr 10• RDSlistfortempWTdutiesby Jun 10• Reservelistofcompetent transferees by Sep 10

• 6stationopendaysbyMar11• AttendanceatCountywide events eg Race for Life, Lincoln Pride• 2FemaleAwarenessdaysby Mar 11• 2MinorityEthnicawareness days by Mar 11

• Provisionofminimumof48 RDS trainee places by Mar 11• PotentialtodeliverWTtrainee course as required

• Assessmentcentretoolkit developed by Jun 10

• Developmentprogrammes published for all staff by Mar 11


TaskTask ActivityActivity

8.5 - Implement national FRS Equality and Diversity Strategy

8.4 - Ensure our people continue to perform effectively

8.4.3 - Develop and implement RDS retention action plan

8.3.3 - Develop and deliver core operational refresher training

OutputOutput Responsible OfficerResponsible Officer

• 75%ofexitinterviewscarried out• Minimumof4RDSforums conducted• RetentionStrategyinplaceby Mar 11

• CoursedevelopedbyJul10 Recruitment Mgr

AM Business Change & Comms

Principal HR Adviser


T & D Manager


T & D Manager


T & D Manager

YET Manager


AM Resources (People)SSG Managers

HR Business Partner

T & D Manager

OD Managers

AM Business ChangeAM Resources (People)

E & D Adviser

E & D AdviserAM Planning & Performance

8.3.4 - Develop and deliver Incident Command training

• Nolessthan90%ofexisting managers attend HARM course• Nolessthan50%of Operational Managers attend bi-annual Incident Command training/assessments by Mar 11• Nolessthan80%ofFDS officers attend FSC command training

8.4.4 - Implement RDS work pattern/salary review project

8.4.5 - Maintain Occupational Health (OH) and fitness standards

8.4.6 - Develop and maintain effective employee relations

8.3.5 - Develop & deliver Emergency Response driver training

8.3.6 - Develop & deliver specialist training to RDS stations

8.4.8 - Develop and implement the roll out of workplace assessment across all roles

8.3.8 - Develop & Implement FireControl training requirements

8.4.9 - Lead HR activities for the FireControl Project

8.3.9 - Support Executive Leadership Programme

8.4.10 - Participate in Regional Fire & Rescue People Workstream forums

8.3.10 - Support High Potential Leadership Programme

8.5.1 - Enable full diversity monitoring of our workforce across all 6 strands

8.5.2 - Support CLG ‘Ordinary People, Extraordinary Career’ programme

8.5.3 - Ensure that monitoring of service delivery reflects make-up of Lincolnshire community

8.3.12 - Continue rolling programme of child protection training

8.4.2 - Monitor sickness absence levels and completion of return to work interviews

8.4.1 - Monitor rates of completion and quality of annual performance appraisals for all staff

8.4.7 - Implement HR, Training, WfD & Recruitment elements of FireWatch

8.3.7 - Develop & implement Coaching and Mentoring strategy

8.4.11 - Conduct the Best Value Review of Training

8.3.11 - Provide external training in accordance with risk identification

• AsdetailedinProjectPlan

• OHWorkingGroup recommendations implemented by Mar 11• FitnesstestingwithinLFR implemented by Jun 10

• HRPolicyandServiceOrders reviewed in accordance with review timescales• Reductioninnumberofformal collective grievances and disputes• ReviewofTUFacilities Agreement completed by Mar 11

• Nomorethan10%ofpeople awaiting LGV training for more than 3 months• Nomorethan10%ofpeople awaiting EFAD training for more than 3 months

• 988Stationtrainingvisits completed by Mar 11

• Phase3firefightermodule implemented Jul 10• Phase2/3CM&WMby Mar 11

• AsdetailedinProjectPlan

• AttendanceatRegional&Local meetings• ResponsetoRCCMeasures Letters and Policy consultation

• AllAreaManagerstobe considered for Programme by 2014

• AttendanceatPeopleBoard and associated sub-groups

• DevelopmentProgramme identified for any successful candidate by Jul 10

• FullycompletedIRMPreturns by Mar 11

• Numberofschoolvisits promoting FRS as a career

• Levelofsatisfactionreports across all 6 strands (where appropriate)

• Allpersonnelwhohaveregular contact with children trained by Mar 11

• Monthlyanalysisofsickness trends• Reductioninchangesto sickness records outside 7 day reporting period

• PDRscompletedbyMar11• 10%qualityassuranceofPDRs

• AllIRMPreturnscompleted using FireWatch by Mar 11• Fullycomputerisedrecordsof competence developed by Sep 11

• Coaching&Mentoringstrategy developed by Jul 10• 12coaches/mentorstrainedby Oct 10

• RecommendationsfromBV Review to Programme Board by Dec 10

• Commercialtrainingdelivered at cost (as a minimum)• £50k+generatedbyMar11


Task Activity

8.5.4 - Consult with community groups in developing equality action plan, monitoring systems and targets - including priorities for future years


• Recordofconsultationwith and feedback to Community Groups

E & D Adviser

E & D Adviser


ACFOs

GM Resources

8.5.5 - Deliver E & D Training

8.5.7 - Monitor progress against the LFR E & D Scheme

8.5.8 - Promote Service values

8.5.6 - Co-ordinate activities of E & D Steering Group

8.5.9 - Ensure all service contracts are within the guidelines of the Corporate Procurement Strategy and Contract Procedure Rules

• E&Dinputtoallinduction courses• 10‘ValuingDiversity’courses by Mar 11• E&Dtraininginputincluded in management development programmes

• Bi-monthlyprogressreport to Corporate Diversity Steering Group • AnnualreporttoFireAuthority and CLG

• Phase1Advanceprogramme completed by May 10• DecisiononPhase2Advance by Jun 10• POinputtoallrecruitscourses

• WorkplanforE&Dactivities• Progressreportagainstactions

• Reportoncontractmonitoring arrangements with contractors completed by Dec 10

Target2009/10

Target2010/11

Target2011/12

Actual 2009/10

Target2012/13

LPI 30 Score on CAA Use of Resources Assessment

% availability of RDS appliances

2 3Baseline 33

LPI 15 98.098.0 94.59 98.098.0

Objective 9: Manage our Resources effectively

OutcomesandTargets

Indicator

Target2009/10

Target2010/11

Target2011/12

Actual 2009/10

Target2012/13

LPI 9 % of malicious false alarms attended

% of defective hydrants at fire incidents

% of time wholetime crew of 5 at start of watch

Reduce CO2 emissions from local authority operations (cumulative year on year)

Expenditure per head of population on the provision of fire and rescue services

Number of hours work contributed to LFR outcomes by volunteers

51.6650.050.0 48.049.0

LPI 16

LPI 17

LPI 44

BV 150

LPI 45

4.0

80.0

-7% based on 2009/10

£44.13

2500

5.0

79.0

Baseline

£42.96

Baseline

5.55

63.74

N/A

TBC

2324

2.0

80.0

-7% based on 2011/12

TBC

2700

3.0

80.0

-7% based on 2010/11

TBC

2600

Indicator

TasksandOutputs

Task Activity

9.1 - Ensure effective and efficient use of our finances

9.2 - Ensure vehicle fleet and equipment is appropriate and available to meet identified risk

9.1.1 - Produce annual efficiency plan


• £725ksavingsidentifiedand deliverd in 2010/11• £845ksavingsidentifiedfor 2011/12 by Sep 10• Financialoptionspaper prepared by Jun 10

AM Resources (Corporate)

SSG3 Manager

9.1.2 - Ensure robust management of revenue and capital budgets

9.2.1 - Conduct operational capability gap analysis and identify new requirements as appropriate

• Budgetsdeliverdto+/-1%• 85%ofinvoicessettledwithin 28 days• Allbudgetoutturnsupdated monthly

• Outputfornextgeneration pumping appliances defined by Jun 10• Aerialplatformrequirement identified by Sep 10• WelfareUnitoutputbySep10

9.2.2 - Britesparks relaunched and embedded and operating effectively on all stations

• OperationalbySep10 GM Resources

Contracts Manager9.2.3 - Establish peer group to benchmark fleet management performance against

• Quarterlybenchmarking reports to PMB from Oct 10


Task Activity

9.3 - Ensure effective and efficient use of Estate


GM Resources

Contracts Manager

GM Resources

GM Resources

Training Manager

GM Resources

9.2.5 - Undertake review of vehicle lease scheme

9.2.6 - Conduct customer satisfaction survey with fleet service users and establish benchmark group

9.2.7 - Ensure PPE is appropriate and available to meet identified risk

9.2.8 - Act on results of Operational Assurance Audits to define appropriate equipment

9.2.9 - Begin preparatory work for replacement BA

9.3.1 - Conduct condition audit of LFR estate

9.3.2 - Manage use of natural resources

9.3.3 - Identify H & S responsible person at all premises

9.3.4 - Develop Waddington training site

9.3.5 - Develop new fire stations

9.2.4 - Set targets for vehicle fuel reductions linked to CO2 reduction strategy

• ReporttoSMBbyMar11

• Surveysconducted12monthly• BenchmarkgroupwithFamily Group (FG) 4 by Sep 10

• TargetssetbyJul10

• FloodresponseGeneral Protection Equipment (GPE) provided for use by all staff by Mar 11

• Operationalequipment deemed fit for purpose as assessed by QA audits

• OutlineBusinessCaseby Oct 10

• Conditionsurveyproducedby Sep 10• Prioritisedimprovements completed by Mar 11

• Photovoltaicarraysfittedto10 stations by Mar 12• Energysmartmetersfitted to all station supplies of gas and electricity by Apr 11• Windturbinesfittedtoallnew station builds• Litemindersandenergysaving bulbs fitted to high energy usage stations by Apr 11

• Responsiblepersonidentified by Oct 10

• PlanendorsedbyJun10

• WragbycommencedbyAug10• NewsiteforSleafordidentified by Mar 11• Contractagreedwith developers for Grantham by Dec 10

Task Activity

9.4 - Ensure effective and efficient use of ICT resources

9.5 - Ensure appropriate provision and access to water within the County

9.6 - Implement ‘Resources’ elements of New Ways of Working

9.7 - Manage major contracts efficiently and ensure effective procurement

9.8 - Provide effective andefficient administration support

9.9 - Provision of operational support to business, charity and community events

9.10 - Implement trial of alternative crewing arrangements


GM Resources

AM Resources

Contracts Manager

Admin Manager

AM Response


9.4.2 - Support migration to RCC

9.4.3 - Implement Phase 1 of new Management Information System

9.4.4 - Develop and implement technology for Command Support Unit (CSU)

9.4.5 - Maintain intranet and internet sites

9.4.6 - Conduct customer satisfaction survey with ICT service users and establish benchmark group

9.5.1 - Conduct hydrant audit and achieve common hydrant standard

9.6.1 - Increase number of stations available to offer touch down points for LCC Staff

9.7.1 - Develop contract with Bristol Uniforms

9.8.1 - Establish staff focus group

9.9.1 - Develop recharging policy and protocol

9.10.1 - Conduct trial at 4 stations around the County

9.8.2 - Conduct customer satisfaction survey with administration service users and establish benchmark group

9.8.3 - Contribute to the ‘Support to the Business Review’

9.8.4 - Establish baseline with SSGs, CFS and CFP Managers and HQ Resources Manager for Admin Support

9.7.2 - Establish benchmark group

• LFRtasksdeliverdasper project plan

• FireWatchoperationalby Oct 10

• ImplementedbyOct10

• Contentisaccurateand current with publishing SLA being met consistently

• Surveysconductedevery6 months• BenchmarkgroupwithFG4by Sep 10

• 5750surveysundertakenby Mar 11

• Introducedat6additional stations by Mar 11

• ContractinplacebySep10

• EstablishedbyJun10

• CostmodelendorsedbyJul10

• Trialcompletedandreportto SMB by Dec 10

• Surveysconducted6monthly• BenchmarkgroupwithFG4by Sep 10

• Recommendations implemented by Mar 11

• Baselineagreedandinplaceby Oct 10

• BenchmarkgroupwithFG4by Apr 11

9.3.6 - Conduct customer satisfaction survey with estate service users and establish benchmark group

• Surveysconducted6monthly• BenchmarkgroupwithFG4by Sep 10

9.4.1 - Plan and execute Phase C MDT vehicle fleet installations

• Installationcompletedinline with national schedule

ICT Manager

Community and Corporate Risks Annex A 4241 Annex A Community and Corporate Risks

Key Community (CM) Risk

Key Corporate (CP) Risk

1 Fire fatalities and injuries

2 Fatalities and injuries due to road traffic collisions

3 Arson and anti-social behaviour

4 Fire in non-domestic properties

5 Heritage buildings and sites

6 Cardio vascular emergencies

7 Water including coastal and fluvial flooding

8 Environmental damage

9 Severe weather

10 Chemical, Biological, Radiological and Nuclear including terrorist and other major emergencies

1 Failure to maintain and develop the competencies and skills of the workforce to meet the developing roles of the Service

2 Failure to maintain the Retained Duty System which forms a majority percentage of the workforce

3 Failure to identify and engage with partners, both locally and regionally, to deliver efficiencies and maximum benefit to communities

4 Failure to implement adequate Equality and Diversity policies ensuring a representative workforce and that services are delivered effectively and equally to all sections of the community

5 Failure to manage the transition to the Regional Control Centre

6 Failure to respond effectively to a major incident which may involve a multi-agency response

7 Failure to respond to a major disruption of service

8 Failure to manage and discharge Health and Safety responsibilities effectively

9 Failure to communicate and consult with all stakeholders regarding future developments of service delivery

10 Failure to ensure effective performance management systems are in place

11 Failure to ensure effective financial management in the planning and delivery of Service activities

Service Objective Linkages Annex B 4443 Annex B Service Objective Linkages

Local people engaged in own health and well

being

Build cohesive, empowered and active

communities

Improve community

& democratic participation NI 4, 110

NI 140, 179

MitigationNI 185

Improve community

safety NI 17, 21, 23, 27, 33

Effective community protection NI 36, 37,

49

Respect & dignity NI 128

People using roads are able to do so safely NI 47, 48

Minimise avoidable

deaths and injuries NI 121

Children - stay safe NI 70

Diverse & entrepreneur

economy NI 182

Organisations using resources

well

Tackle the cause and effects of

climate change

Safe, well managed transport network

People have choices about their lives and

are treated with dignity

Everyone feels safe

SCS Theme SCS Outcome SCS Sub Outcome

CM - Community Risk - CP - Corporate Risk (see Annex A) Service Objectives

Good Connections Vibrant CommunitiesOpportunities for Good Health Working TogetherHealthy & Sustainable Economy Rich, Diverse Environments

CM 2 CM 6 CM 4, 5 CM 1 CM 3 CP 1, 2, 4 CP 11CM 7, 8, 9, 10 CP6

CP 3, 5, 6, 7, 8, 9, 10

3 - Reduce socio economic impact of fires

in non domestic & heritage buildings

4 - Protect the community & environment

from the impact of major

emergencies

5 - Reduce deaths & injuries

from fires

6 - Reduce arson &

anti-social behaviour

1 - Reduce number of those killed & seriously injured in RTCs

2 - Improve health & well being in our communities

7 - Govern the business effectively

8 - Manage our people effectively

9 - Manage our resources effectively

Key

Project/Scheme

Glossary of Terms Annex D 4645 Annex C Revenue and Capital Budgets

Description

Firefighting and rescue operationsExpenditureIncome

Netexpenditure

Community fire safetyExpenditureIncome

Netexpenditure

TrainingmanagementandsupportExpenditureIncome

Netexpenditure

Nettargetbudgetfire&rescue

17,737,339-1,498,351

16,238,988

Budgetchanges

2010/11original

estimate

2009/10budget

-128,233-52,989

-181,222

17,609,106-1,551,340

16,057,766

2,423,537-222,660

2,200,877

20,245-26,791

-6,546

2,443,782-249,451

2,194,331

5,493,357-311,601

5,181,756

-216,927-107,685-324,612

5,276,430-419,286

4,857,144

23,621,621 -512,380 23,109,241

Nettargetbudgetfire&rescue2011/12 £22,202,753

Nettargetbudgetfire&rescue2012/13 £22,646,028

Revenue Expenditure

Capital Budget Forecast 2010/13

2012/13£k

2011/12£k

20180

1004575

1605090

1,195

2010/11£k

21180

45

5090

1,414

280180

45

5095

1,800

0

1,800

0.650

0

0.650

1,915

790

2,705

General equipmentPPE replacementRPE improvementRPE telemetryHydrantsFireground radioFirelinkSmoke alarmsMinor buildings schemesFire Station land purchaseFire Station new buildSophtlogic replacement

NetTotal

CLG Fire capital grant

GrossTotal

ACFO - Assistant Chief Fire Officer AFA - Automatic Fire AlarmAM - Area ManagerATF - Arson Task ForceBA - Breathing ApparatusBCM - Business Continuity ManagementBCP - Business Continuity PlanBME - Black Minority EthnicBV - Best ValueBVPI - Best Value Performance IndicatorCAA - Comprehensive Area AssessmentCCBRN - Conventional, Chemical, Biological, Radiological and NuclearCFP - Community Fire ProtectionCFS - Community Fire SafetyCLG - Communities and Local GovernmentCM - Crew ManagerCOMAH - Control of Major Accident HazardsCSP - Community Safety PartnershipCSU - Command Support UnitEFAD - Emergency Fire Appliance Driving E&D - Equality and DiversityEMAS - East Midlands Ambulance ServiceFDS - Flexible Duty SystemFG - Family GroupFIS - Fire-setters Intervention SchemeFOI - Freedom of InformationFRA - Fire and Rescue AuthorityFRS - Fire and Rescue ServiceFSC - Fire Service CollegeGM - Group ManagerGPE - General Protection EquipmentHARM - Hazard and Risk ManagementHFSC - Home Fire Safety CheckHR - Human ResourcesH&S - Health and SafetyHSE - Health and Safety ExecutiveICT - Information, Communications and TechnologyIRMP - Integrated Risk Management PlanningIRS - Incident Recording SystemIRU - Incident Response UnitKLOE - Key Lines of EnquiryK&I - Knowledge and InformationLAA - Local Area AgreementLCC - Lincolnshire County Council

LFR - Lincolnshire Fire and RescueLGV - Large Goods VehicleLIVES - Lincolnshire Integrated Voluntary Emergency ServiceLPI - Local Performance IndictorLRF - Local Resilience ForumLRSP - Lincolnshire Road Safety PartnershipLSP - Local Strategic PartnershipL&D - Learning and DevelopmentMDT - Mobile Data TerminalMIRG - Maritime Incident Response GroupN/A - Not ApplicableNFU - National Farmers UnionNHS - National Health ServiceNI - National IndicatorNWOW - New Ways of WorkingOH - Occupational Health OJEU - Official Journal of the European UnionPDR - Personal Development ReviewPM - Programme ManagementPMB - Performance Management BoardP+ - Performance PlusQA - Quality AssuranceRCC - Regional Control CentreRDS - Retained Duty SystemRMB - Regional Management BoardRRO - Regulatory Reform Order RTC - Road Traffic CollisionSA - Self AssessmentSCS - Sustainable Community StrategySDB - Service Delivery BoardSLA - Service Level AgreementSMB - Service Management BoardSSG - Station Support GroupTBC - To Be ConfirmedTU - Trade Union TWOC - Taking Without ConsentT&D - Training and DevelopmentUSAR - Urban Search and RescueVFM - Value for MoneyWDS - Wholetime Duty SystemWfD - Workforce DevelopmentWM - Watch ManagerWM(S) - Watch Manager (Support)WT - WholetimeYET - Youth Engagement Team

Glossary of Terms

Equality Impact Assessment Annex E 4847 Annex E Equality Impact Assessment

Equality Impact Assessment

Directorate Service Community

Resources and Community Safety

Titleofthepolicybeingassessed

Thestatusofthepolicy

1. What are the aims, objectives and purpose of the policy?

2. Does the policy support other objectives of the Council?

3. Who is intended to benefit from the policy, and in what way?

4. What outcomes are anticipated from the policy being in place?

What evidence (actual data or assumptions) do you have to support this?

7. Are there any concerns that the policy could have a negative impact with regard to gender?


8. Are there any concerns that the policy could have a negative impact with regard to disability?


9. Are there any concerns that the policy could have a negative impact with regard to age?


10. Are there any concerns that the policy could have a negative impact with regard to religion/belief?


11. Are there any concerns that the policy could have a negative impact with regard to sexual orientation?

Person responsible for the assessment:

StaffDate assessment

completed:Partners

Lincolnshire Fire & Rescue

ACFO Planning, Prevention & Protection 31 May 2010

Service Plan

Reviewed No

No

No

• ToproduceaServicePlanwhichlinksintohigherlevelCountyplans• Toprovidedirectiontoourstaffonkeyobjectivesandtasks• Toprovideareferencedocumentforourkeytargetaudience (see below)

The Plan will be made available, on request, in an alternative format or language. Any actions contained within the Plan will be separately assessed for negative impact on minority groups as part of departmental plans and policies

The Plan describes LFR’s objectives and how these contribute to the Sustainable Community Strategy. It provides guidance on how LFR will satisfy its mission and how the organisation will continue to drive improvement and implement the modernisation agenda. The Plan provides a summary of the organisation’s performance in relation to the National Indicators and a number of Local Performance Indicators and identifies targets for the next 12 months.

The main target audience for the Plan is internal which includes staff, managers and councillors and aims to inform them of our objectives and performance as described above. However, there will be external audiences that may include government agencies, inspectors, partners and members of the public.

The format of the Plan has no gender specific implications. Any actions contained within the Plan will be separately assessed for negative impact on minority groups as part of departmental plans and policies

The key outcome from the Plan is to support our mission of making Lincolnshire a safer place to live, work and visit. Specific outcomes are included within the Plan.

The Plan will be made available, on request, in an alternative format. Any actions contained within the Plan will be separately assessed for negative impact on minority groups as part of departmental plans and policies.

The format of the Plan has no age specific implications. Any actions contained within the Plan will be separately assessed for negative impact on minority groups as part of departmental plans and policies

Community

5. Who are the main stakeholders of this policy?

6. Are there any concerns that the policy could have a negative impact with regard to race and ethnicity?

Staff Partners

• Membersofthe public

• LFRstaff• FireandRescue Authority • ServiceManagement Board

• SeeLFRpartnership register

No

No

No

The format of the Plan has no religion specific implications. Any actions contained within the Plan will be separately assessed for negative impact on minority groups as part of departmental plans and policies

49 Annex E Equality Impact Assessment

Community


12. Could the negative impact youhaveidentifiedinquestions 6-11leadtothepotential for adverse impact if the policy is implemented?

Can this adverse impact be justified on the grounds of promoting equalityofopportunityforonegroup? Or any other reason?

Can the impact be mitigated by existing means?

If yes, what actions will you undertake to mitigate these impacts and revise the policy?

Staff Partners

No

N/A

N/A

The format of the Plan has no sexual orientation specific implications. Any actions contained within the Plan will be separately assessed for negative impact on minority groups as part of departmental plans and policies

Any actions contained within the Plan outside existing policies and procedures will be separately impact assessed for Equality and Diversity

13. As a result of your assessment, and any actions undertaken, should the policy proceed to a partial impact assessment?

Has this assessment been undertaken by a minimum of two staff?

Ifthepolicyisnew,orrequiresadecisionbyCouncillorstorevise,hasthisEqualityImpactAssessmentbeenincludedwiththereport?

Have any actions identified in this assessment been included in your service equalityanddiversityactionplan?

If yes, the date of completion for the partial assessment

Has this assessment been scrutinised by your Directorate SteeringGroup?

No

Yes Yes

No

Yes

Chief Fire OfficerSigned off by:Completed by: Nick BorrillDebbie Yeates

If you would like to request a copy of our Service Plan Booklet in an alternative language please call 01522 782060

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PREVENTING PROTECTING RESPONDING

lincolnshire fire and rescue service plan 2010 –...

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