APPENDIX A

COMMITMENT STATEMENT

by

Councillor Shirley Smart, Leader of the Isle of Wight Council

and

Councillor David Knowles, Portfolio Holder for Fire and Public Safety

We said in the Foreword to our current Corporate Plan

“… the Isle of Wight Council is committed to a radical programme of reform and development in the delivery of high quality Council services.”

This, the Council’s first Fire Authority Integrated Risk Management Plan (FAIRMaP) is an opportunity to translate those fine words into action.

The Council’s vision is “to Improve Island Life.” The Fire and Rescue Service has a major part to play in achieving that vision. This FAIRMaP, with its emphasis on prevention rather than intervention once an incident has occurred is important if we are to improve Island life for those people who suffer distress and misery because they are a victim of a fire or other emergency.

Our Fire and Rescue Service is well respected on the Island but for years now it has been constrained by national standards that restricted the ways it could develop to tackle the very specific needs of our Island. This FAIRMaP gives us the opportunity to provide a Fire and Rescue Service that is able to, and has the capacity to, address the particular risks facing our Island.

The Council is totally committed to taking our FAIRMaP and its associated annual Improvement Programme forward, because they are key to us delivering our Corporate Objective – “Creating safe and crime–free communities.”

We believe that the time is now right for all of us who care about the impact of fires and other emergencies to unite behind this FAIRMaP so that we can develop a modern, thriving Fire and Rescue Service working alongside Islanders and within our communities to make them safer and better places to live.

We commend this FAIRMaP to you.

Signed

CONTENTS

SECTION 1 Executive Summary Page 3

SECTION 2 Glossary of Terms Page 5

SECTION 3 Background Page 7

SECTION 4 Purpose Page 8

SECTION 5 Strategic Context Page 9

5.1. Financial Implications

5.2. Equalities and Diversity

5.3. Legal Implications

SECTION 6 Project Methodologies Page 13

SECTION 7 Isle of Wight Risk Profile Page 16

SECTION 8 Risk Management Page 26

SECTION 9 Integrated Risk Management Strategies Page 28

9.1. Integrated Risk Management Plan

9.2 Prevention Strategies

9.2.1 Community Safety

9.2.2 Statutory Fire Safety / Legislation Enforcement

9.2.3 Emergency / Civil Contingency Planning

9.3 Intervention Strategies

9.3.1 Fire

9.3.2 Non–Fire Incidents

9.3.3 Emergency / Civil Contingency Planning

9.4 Social & Environmental Strategies

9.5 Support Strategies

9.5.1 Support Services

9.5.2 Health and Safety

9.5.3 Training and Development of Staff

9.5.4 Resources

SECTION 10 Consultation Page 36

SECTION 11 Audit and Reporting Page 37

SECTION 12 Bibliography Page 38

SECTION 13 Action Plans 2003 – 2005 Page 40

SECTION 1

EXECUTIVE SUMMARY

The Fire and Rescue Service needs to be adaptable and responsive to changes in society and the environment. It has to work within the overall framework of the Government’s vision for the Fire and Rescue Service and the Isle of Wight Council’s modernising agenda as set out in the Corporate Plan.

This Fire Authority Integrated Risk Management Plan (FAIRMaP) brings together all of this and will lead to a Fire and Rescue Service that provides a value for money, high quality and caring service that meets the needs of our Island community.

The FAIRMaP sets out the strategic aims for the Fire and Rescue Service so that it plays its part and is a major contributor to making the Island a safer community for all. It will lead to improved community safety and more productive use of Fire and Rescue resources by:

· Reducing the number of fires and other emergency incidents occurring.

· Reducing loss of life in fires and other emergency incidents.

· Reducing the number and severity of injuries occurring in fires and other incidents.

· Safeguarding the environment and heritage (both the built and natural).

· Providing communities with value for money.

A key element to achieving this aim of enhanced community safety will be partnership working with other agencies, so that together the Fire and Rescue Service and those other agencies champion the wider safety message. If the full potential of our FAIRMaP is to be realised it must complement the risk management plans of other agencies to provide a cohesive response to local service delivery.

The Fire and Rescue Service is much more than just a fire fighting service. It has a role to play in taking forward the Council’s agenda for Social Inclusion and Environmental Protection and the FAIRMaP has, at its core, the underlying principle of improving the quality of life for all members of our community.

It is well known that the best way to deal with any emergency incident is not to have one in the first place. Therefore, this FAIRMaP is fundamentally about a shift of emphasis from reaction and intervention to prevention. By reducing the number of emergency incidents not only can resources be focussed where they are most needed but most importantly the distress and misery that even a minor incident can cause will be reduced.

To be effective our FAIRMaP will:

1. Identify the existing and potential risks to our Community.

2. Evaluate the effectiveness of our current preventative, protective and response arrangement.

3. Identify opportunities for improvement and determining policies and standards for prevention and intervention.

4. Determine the resources required to meet these policies and standards.

5. Include arrangements for implementation, monitoring, audit and review.

The FAIRMaP has at its heart 5 main strategies:

1. Integrated Risk Management Plan including methodologies

2. Prevention Strategies

3. Intervention Strategies

4. Social and Environmental Strategies

5. Support Strategies.

Each of these is further sub-divided into a number of integrated themes.

In order to bring these Strategies to life and take the work of the Fire and Rescue Service forward each year there will be an Improvement Programme formulated which will set out what changes are to be made.

Collecting Data

Each and every improvement will be developed from an evidence base of data and information collected from both local and national resources. The Improvement Programme will be structured around a cycle of:

	Implementing the initiative				Developing improvement initiative

The FAIRMaP is fundamentally about providing a Fire and Rescue Service for the Island that meets the needs of Islanders. To achieve this, consultation with stakeholders is key. The plan includes a comprehensive programme of consultation using a Focus Group, meetings with all staff, direct mailings to identified organisations and use of the local press and media to inform the general public and ask for their comments.

All comments received by the Fire Authority will be considered and the FAIRMaP and Improvement Programme adapted to take into account the feedback received. Throughout the life of this plan, an annual consultation exercise will be undertaken on the forthcoming years’ Improvement Programme.

This FAIRMaP has benefits for everyone:

o Islanders and visitors will have the assurance that Fire and Rescue Service resources will be deployed so as to tackle the areas of greatest risk, and the assurance that resources are being deployed effectively and efficiently.

o Partnership organisations and agencies will benefit from Fire and Rescue Service input.

o The Fire Authority will be providing a Fire and Rescue Service that meets the needs of Islanders.

o Fire and Rescue Service staff will have more opportunities for development and advancement and will be providing a service that really makes an impact upon peoples’ lives by preventing incidents and so reducing distress and suffering.

SECTION 2

GLOSSARY OF TERMS

Term	Definition
AFA	Automatic Fire Alarm.
Brigade Management Team (BMT)	The Senior Management team within the Isle of Wight Fire and Rescue Service.
CCBRN	Conventional, Chemical, Biological, Radiological and Nuclear
CSM	Corporate Services Manager
DCOL	Dear Chief Officer Letter - another form of disseminating information from ODPM to Fire and Rescue Services across the UK.
Fire Service Acts 1947 1959	The current legislative framework under which the functions of the Fire and Rescue Service are established. First published in 1947 and slightly amended in 1959, the Act has remained largely unchanged in that time.
Fire Service Circular (FSC)	A means of promulgating information from the ODPM to all Fire and Rescue Services.
GIS	Geographical Information Service
HMFSI	Her Majesty’s Fire Service Inspectorate.
ICT	Information Communications Technology - the general term given to electronic means of communicating or gaining information.
IEG	Implementing Electronic Government
Integrated Personal Development System (IPDS)	A development system being phased into the National Fire and Rescue Service to enable a structured development programme to be designed based upon the individuals needs.
IRMPLO	Integrated Risk Management Planning Liaison Officer
IWFRS	Isle of Wight Fire & Rescue Service
MIS	Management Information System
NACRO	The Crime Reduction Charity
National Occupational Standards (NOS)	Role-specific standards that are measurable in the form of competence standards. All roles within the Fire and Rescue Service either have or will have occupational standards linked to them.
ODPM	Office of the Deputy Prime Minister. This is the Government department that governs the National Fire and Rescue Service
Pre-determined attendance (PDA)	A response standard to certain incident locations or types that is pre-set regardless of the incident details.
PPE	Personal Protective Equipment
PSA	Public Service Agreement
Term	Definition
Regulatory Reform Order (RRO)	New legislation that will replace all current Fire Safety legislation and will provide the Fire and Rescue with new powers in preventing and investigating fires.
RTA	Road Traffic Accident
Special Appliance	This type of appliance includes anything other than a traditional fire engine. Includes aerial appliances, support vehicles and the rescue tender.
Special Service Incidents	Incidents that do not involve fire. Traditionally, the Fire and Rescue Service only has a statutory duty to attend calls to fires. However, the Chief Fire Officer can utilise the resources available to any incident. Therefore, the term ‘special service’ was used. Includes incidents such as road traffic crashes, chemical incidents and assisting other services. This type of call accounts for the majority of calls for assistance in the UK.
Standards of Fire Cover	Nationally laid down standards for the speed and weight of response by the Fire and Rescue Service to a fire.
SWHA	South Wight Housing Association
TNA	Training Needs Analysis
Unwanted Fire Signal	False alarm calls
White Paper ‘Our Fire and Rescue Service’	A document published by the ODPM in 2003 that is a pre-cursor to a new Fire and Rescue Service Bill, which will replace all or part of the Fire Service Act.

SECTION 3

BACKGROUND

Your Fire and Rescue Service is, quite rightly, very proud of its history and traditions which can be traced back to the reign of Queen Victoria if not before, but we must not allow that wealth of history to stifle development and improvement.

The Standards of Fire Cover that, up until now, have underpinned the service were conceived by the Riverdale Committee in 1936 and apart from minor changes in 1958 and 1985 remained in place for over 60 years. These prescriptive national standards effectively locked the Fire and Rescue Service in a timeframe that resulted in the service standing still whilst society changed around it.

These standards dictated the level and speed of response to fires depending upon the density of buildings in an area. Indeed, there are, at present, no national standards for any other type of incident we deal with.

The constraints of the Fire Service institutions are now being changed to allow the Fire and Rescue Service to deliver the service that people want and need.

The Government has set out its visions for the Fire and Rescue Service within the White Paper ‘Our Fire and Rescue Service’. It states that the Fire and Rescue Service will;

• Be proactive in preventing fires and other risks, rather than simply reacting to fires
• Act in support of the Government’s wider agenda of social inclusion, neighbourhood renewal and crime reduction
• Have effective institutions that support its role and purpose
• Be well managed and effective
• Be committed to developing and adapting to changing circumstances, including the growing threat of terrorism.

The Audit Commission report on the Fire and Rescue Service ‘In the line of Fire’ made reference to the excellent community fire safety initiatives being carried out by some Fire and Rescue Services. However, subsequent Home Office reports (Safe as Houses and the Arson Scoping Study) provided and set out strategies to expand upon this preventative role.

The main thrust for the FAIRMaP is to focus on community safety and preventative work based upon risk rather than merely providing a response.

The Fire and Rescue Service is held in very high regard by the people we serve. However, the Service provided must reflect the identified risks and be flexible in the management of that risk.

SECTION 4

PURPOSE

On the 3 April 2003, every Fire Authority in the UK received Fire Service Circular (FSC) 7/2003. This circular set out the framework for Fire Authorities to produce Integrated Risk Management Plans.

Although the points raised and discussed in the previous section refer to National issues, they had the same impact on the Isle of Wight. Therefore, it is firmly believed by the Fire Authority that the opportunities that this process affords the Fire and Rescue Service will help to create a safer community for all

It is well known, that the best way to deal with any emergency incident, is not to have one in the first place! Therefore we aim to look at what we do and why we do it and refocus our efforts to a more preventative role. We currently work in partnership with other agencies to help drive down the risks of fire. We aim to expand on these initiatives to work in partnership with a wide variety of key stakeholders to reduce risks to our community from all emergency incidents.

The Isle of Wight FAIRMaP sets out the strategic aims for the Fire and Rescue Service to help make the Isle of Wight a safer Community for all. The annual Improvement Programme will then detail how we plan to achieve our strategic aims as measurable improvements.

FAIRMaP will enable the Isle of Wight Fire and Rescue Service to use its resources and capabilities more effectively to meet the needs of the public.

We aim to achieve this by:

· Reducing the number of fires and other emergency incidents occurring.

· Reducing loss of life in fires and other emergency incidents.

· Reducing the number and severity of injuries occurring in fires and other incidents.

· Safeguarding the environment and heritage (both the built and natural).

· Providing communities with value for money.

Adopting this Integrated Risk Management approach to the service provided by the Isle of Wight Fire Authority will allow the Isle of Wight Fire and Rescue Service to respond to the needs of our Community with flexibility, and thereby more efficiently.

SECTION 5

STRATEGIC CONTEXT

As we enter the 21^st Century the Fire Service is being subjected to a number of pressures for change.

The emergence of Community Safety as a main core activity with a strong fire prevention ethos is complemented by a need for review of Standards of Fire Cover. There are many social, economic and environmental changes with which we have to deal and therefore, we have to adapt to these changes of role and responsibility. For example road accidents, severe weather and flooding are indicators, which underpin the need to organise and develop the Fire Service to deliver a modern efficient service.

The Fire Services Act is being replaced by a legal framework and a White Paper has been published which sets out the Governments firm intentions to make changes. In addition the Regulatory Reform Order will draw together the many disparate enactments into a comprehensive piece of legislation.

Changes to the built and natural environment will increasingly shape the safety of our future society.

The modernising agenda is to provide public services which are responsive to peoples needs are efficient and of high quality providing value for money.

Collaboration and partnerships are developing themes, which must be grasped to enhance service provision. Partnerships will not be limited by geographical boundary so that maximum benefit can be gained for the service.

The Isle of Wight Council is the Fire and Rescue Authority for the Island.

The Isle of Wight Council through its Fire and Rescue Service has an important part to play in the development of local partnerships to address some of the most significant issues facing society such as:

· Community Safety

· Health

· Housing

· Environment

These issues set out a clear need to challenge and change the culture and role of the Fire Service as it stands.

We need to achieve the correct balance between the successes of the past and the demands of the future.

The Isle of Wight Council in its Corporate Plan has captured this emphasis for change.

The Isle of Wight Council is committed to a radical programme of reform and development in the delivery of high quality Council services.

The Council is embarking upon an ambitious agenda of change with the aim of modernising its services and management arrangements. The direction has been set by successive Local Government Acts since 1999, which introduced a wide-ranging series of changes for all Councils.

Key to the Council’s approach is a commitment to

- working in partnership with other public sector agencies.

- the principles of sustainability i.e. Service Delivery driven by the long term interest of our community and future generations.

The FAIRMaP embodies these desires to provide a value for money high quality caring Fire and Rescue Service to meet the needs of the community.

5.1. Financial Implications

The FAIRMaP will have implications on the Isle of Wight Council’s budget.

Those implications are not clear at the outset for all matters relating to the FAIRMaP and the Improvement Programme.

As the programme progresses the budgetary impacts will be clear and will be incorporated into the normal Isle of Wight Council 3 year budget cycle bids indicating where necessary the value of any efficiency savings, committed growth and service improvement. In addition, where it is known that there will be budget considerations beyond the 3-year cycle these will be flagged up to the Council.

In all circumstances the Financial Regulations and Standing Orders of the Isle of Wight Council will be adhered to.

5.2. Equalities and Diversity

The Isle of Wight Council has two linked policy documents relating to Equality and Diversity matters:

1. The Equality and Diversity Policy

2. The Race Equality Scheme

The Equality and Diversity Policy is founded upon 5 key principles:

1. Work in partnership with other community organisations to provide services, which meet the requirements of residents of The Isle of Wight and are accessible to everyone who needs them.

2. Consult and involve local people and service users when taking decisions that affect them.

3. Promote equality of opportunity for everyone and strive to eliminate unfair discrimination and disadvantage.

4. Recruit people based only on the basis of merit, ability and justifiable job requirements; ensuring that employment terms, conditions and benefits are offered fairly and consistently.

5. Support the development of strong, secure, self-reliant, self-confident communities free from unlawful discrimination.

This FAIRMaP has these principles embedded throughout.

These key principles are the foundation upon which Equality is built to underpin quality services.

The Isle of Wight Council, as the Fire Authority, in delivering a quality Fire and Rescue Service in accordance with the FAIRMaP will:

1. Treat People fairly and with dignity

2. Increase local democracy and accountability: by ensuring that residents are engaged in policy-making, service planning and delivery.

3. Enhance community satisfaction: by delivering the services that local people need in the most appropriate ways.

4. Make the Council a better employer: by ensuring staff are well trained, have the opportunity to use their skills and are committed to the Council’s Equality Strategy, thus developing a reputation as a fair inclusive employer.

5. Avoid discrimination: laws are in place to protect individuals against discrimination. The Council is committed to applying an Equality Strategy that will not tolerate unfair discrimination.

6. Promote social inclusion: helping to ensure that everyone has a change to participate and feel that they have a stake in the Isle of Wight’s future.

The Fire Authority also recognises its duties under the Race Relations (Amendment) Act 2000. In developing the prevention rather than the intervention roles of the Fire and Rescue Service the Fire Authority envisages that this greater involvement of the Fire and Rescue Service within the community will address these duties.

Consultation with all stakeholders is intrinsic to the validity of this FAIRMaP. Consultation is also an integral component of the Council’s Equality and Diversity Policy. The robust Consultation Scheme set out in Section 9 of this Plan is the key to addressing Equalities issues arising from both the strategic FAIRMaP and the annual Improvement Programme.

5.3. Legal Implications

The Fire Service Act 1947 established the legal framework that the service has worked within for over half a century.

The Fire Services Act 1959 amended the earlier Act but the broad legal structure remained unchanged.

The Government is now taking steps to modernise the legal framework of the Fire and Rescue Service by repealing some sections of the 1947 Act and taking new legislation through Parliament. The White Paper “Our Fire and Rescue Service” sets out the Governments legislative agenda and will result in a modernised Fire and Rescue Service ready to tackle the challenges of the 21^st Century.

The new Fire Services Bill will include a new statutory framework which will place a responsibility, on this, and every other Fire and Rescue Authority in England to plan and respond to both preventative measures and a range of emergencies on the basis of risk assessment and management. The old, nationally prescribed Standards of Fire Cover will be withdrawn and this Fire Authority Integrated Risk Management Plan will take their place in setting the standards for the Island. Until such time as we can develop new evidence based standards we will continue to provide our Fire and Rescue Service, based upon the old national “Standards of Fire Cover”.

In addition to this new legislation the Government has already taken the steps necessary to repeal certain sections of the Fire Services Act 1947 and is already well underway with its plans to reform fire safety legislation by means of the Regulatory Reform Order.

Regulations concerning the appointment and promotion of fire and rescue service personnel and the Fire Service (Discipline) Regulations are also being amended to better reflect the conditions within which the modern Fire and Rescue Service has to work. It is anticipated that the amended Regulations will make such initiatives as the Integrated Personal Development System, a legal requirement.

This Fire Authority Integrated Risk Management Plan also seeks to address the role that your Fire and Rescue Service can play in taking forward the work on Crime and Disorder, Agenda 21, Equalities and Diversity and other matters of social inclusion.

SECTION 6

PROJECT METHODOLOGIES

Following receipt of FSC 7/2003, the Fire and Rescue Service established, on behalf of the Fire Authority, an Integrated Risk Management Project Board chaired by Councillor David Knowles, Portfolio Holder, Fire and Public Safety Select Committee. A task group was also established within the Fire and Rescue Service to facilitate the development of the plan at various stages.

The following milestones were established as part of the project;

Milestone	Outputs	Outcomes
· Established a project timetable	· Working timetable, which enabled the Project Board to maintain a focus on tight time scales and ensure compliance with FSC 7/2003.	· Enabled the project to meet the deadlines set by the ODPM.
· Identified Existing Risks	· Data Audit carried out demonstrated the ‘gaps’ in our data when using the ODPM data sets laid out within guidance note 1 FSC 7/2003. · Risk profile of the Isle of Wight based upon analysis of historical and current incident data, census data and national statistics.	· Limited data collection and analysis systems available within the IWFRS meant that only improvement decisions based upon the available risk information could be achieved in years 1 and 2.
· Evaluate the effectiveness of our current arrangements	· Re-assessment of our performance in targeted areas. These areas were highlighted during the previous phase.	· In line with the ethos behind FAIRMaP to focus on preventative issues, and given the limited data available, the Fire Authority has focussed its evaluation on specific areas for years 1 and 2
· Identify improvement opportunities and determine policies and standards.	· Improved balance between prevention and intervention, which leads to policies that deliver fewer incidents. · Standards for prevention and response	· The Fire Authority has stated that any improvements will be based upon evidence. Therefore where no data is available at this time, changes will not be implemented. · Improvements have however been identified to develop our preventative role in years 1 and 2. · The importance of improving the data collection and analysis systems has been identified within the strategic aims of this plan.

· Determine resource requirements	· Appropriate resources to meet identified local needs	· Assessment of our current resources has established areas where the strategic aims of this plan can be realised. · Once again, assessment was based on either quantitative or qualitative data.
· Consultation	· Consultation and communication strategy.	· Consultation has been an on-going process throughout. Feedback from the formal consultation process will be evaluated independently to enable the Fire Authority to determine the final Integrated Risk Management Plan.

The process diagram overleaf shows a schematic view of how the Fire Authority intends to interpret strategic aims into improvement opportunities. This is achieved over a 3-step approach;

1. The strategic plan sets out the overall aims of the Fire Authority. These goals form the foundation on which the Fire and Rescue Service will develop in the future.

2. The processes by which we will determine improvements are based upon the collection and analysis of data. Therefore, decisions have been based upon those areas where data was available and other decisions deferred until data sets are established, analysed and developed.

3. The improvement programme itself sets out the objectives and the detail of how the strategic aims are to be achieved. In 3 parts:

· There are initiatives evidence sheets. These set out detail such as what the initiative is, why it has been identified, how it will be achieved and key dates.

· The action plan sets out who is accountable for the initiative, the achievement date, the budget date and the matching strategies from within the strategic plan.

· The overview timetable provides a pictorial view of how all the initiatives fit in a time frame of 5 years. The Fire and Rescue Service is either collecting data, analysing it, developing an initiative, implementing an initiative or reviewing work that has been carried out.

We have developed an Integrated Risk Management Plan based upon a robust project management process. Judgements are based upon evidence with incremental change enabling the Fire Authority to meet its goal of improving community safety on the Isle of Wight.

PROCESS DIAGRAM

Fire Authorities

Strategies

Integrated Risk Management Plan

Strategic Document

ACTION PLAN

Information Data	Statistical Data (Quantitative)
(Qualitative)	Data we have in place now	Data we don’t yet have

Processes

Decide on Initiatives

Plan into the Future

INITIATIVES EVIDENCE SHEETS

Improvement Programme

OVERVIEW TIMETABLE

SECTION 7

ISLE OF WIGHT RISK PROFILE

Census 2001

The Fire and Rescue Authority for the Isle of Wight is the Isle of Wight Council. The Island is separated form the mainland by the Solent, an average distance of 4 miles. The economy is heavily dependent on tourism and agriculture although Public Services and manufacturing (associated with the aircraft, shipbuilding and alternative energy industries) are also significant employers.

Severance by the sea imposes extra costs on public and private sector organisations due, for example, to the added costs of importing goods and materials and the need to maintain relatively higher levels of provision locally because of the lack of ready access to additional resources when the need arises. A 1996 Isle of Wight Council study suggested that this cost to the Local Authority alone could be as much as £6 million. Whilst this has been recognised by funding from the EU in the past, this has now ended

Another factor worthy of note is the Island’s prisons. The 3 prisons have a combined prisoner population of approximately 1500, giving the Island the highest percentage prison population of any authority in the UK.

Topographical Information
Land Area	146.8 square miles 38,030 Hectares
Density	3.5 people per hectare
Length of Coastline	57 miles
Highest Point	787 feet
Land Use
Forest and Woodland	12.5 square miles
Farmed Land	100 square miles
Developed Areas	20 Square Miles
Transport Infrastructure
Roads	489 miles
Footpaths and Bridleways	515 miles
Railway	8 miles
Ferry Crossings	Portsmouth – Car and Passenger Southampton – Car and Passenger Lymington – Car
Conservation and the Environment
Areas of Outstanding Natural Beauty (AONB)	73.5 square miles (50% of the land area)
Heritage Coast	28 miles
Special Site of Scientific Interest (SSSI)	11.9 miles (40 sites)
Listed Buildings	1,910 (90 grade I or II)
Conservation Areas	20
Ancient Monuments	60

Population

The Isle of Wight is a fairly sparsely populated, predominantly rural area with a resident population of 132,731. This equates to a density factor of 3.5 people per hectare. This compares with 46.1 in London The age ranges of the population are shown below in figure 1. The Isle of Wight attracts a large proportion of retired and elderly residents and this is reflected in the table that shows the higher than National average for ages over 50.

Figure 1

People, Places and Families

Marital Status	Isle of Wight	England & Wales Average	England & Wales Ranking / 376	South East Regional Ranking / 67
Single People (never Married)	24.1%	30.1%	289	55
Married or Re-Married	52.6%	50.9%	237	47
Separated or Divorced	12.4%	10.6%	24	6
Widowed	11.0%	8.4%	14	6
Transport (All Households)
Households without a car or van	24.7%	26.8%	139	11
Households with 1 car or van	47.6%	43.8%	35	2
Households with 2 or more cars/vans	27.7%	29.4%	251	59
Composition (All Households)
One Person Households	31.4%	30.0%	77	11
Married Couple Households	33.9%	36.5%	309	56
Cohabiting Couple Households	7.5%	8.3%	294	54
Lone Parent Households: With dependant children With non-dependency children only	6.1% 3.0%	6.5% 3.1%	147 141	14 11
All Other Households	18.1%	15.6%	45	11

Work

Status (all people aged 16-74)	Isle of Wight	England & Wales Average	England & Wales Ranking / 376	South East Regional Ranking / 67
Employed	56.7%	60.6%	303	62
Unemployed	3.6%	3.4%	100	4
Long-term unemployed	1.2%	1.0%	78	4
Student (economically active)	2.0%	2.6%	273	61
Retired	18.9%	13.6%	15	3
Student (economically inactive)	3.0%	4.7%	242	39
Looking after home / family	6.7%	6.5%	120	31
Permanently sick or disabled	5.8%	5.5%	124	3
Other inactive	3.4%	3.1%	81	3
Travel to work (all people aged 16 – 74 in employment)
Travel to work by car	60.1%	61.5%	301	57
Travel to work by public transport	5.3%	14.5%	269	9
Qualifications
Qualifications at degree or higher	15.3%	19.8%	262	57
No qualifications	30.2%	29.1%	143	9
Housing (all households)
Number of households with residents	57519	-	126	13
Number of people per hectare	3.5	3.4	219	41
Average household size	2.24	2.36	336	60
Vacant household spaces	2.8%	3.2%	211	24
Owner occupied	77.0%	68.9%	81	26
Without central heating	15.1%	8.5%	31	2
Without own bath/shower	0.5%	0.5%	71	16
Overcrowding indicator	4.8%	7.0%	161	39

Health

All people	Isle of Wight	England & Wales Average	England & Wales Ranking / 376	South East Regional Ranking / 67
Limiting long term illness	22.0%	18.2%	54	3
General health ‘not good’	9.7%	9.2%	119	4
People providing unpaid health care	10.8%	10.0%	108	2
Providing unpaid care 50 hours or more per week	2.5%	2.1%	83	2

BRITISH CRIME SURVEY (BCS STATISTICS) 2001

This survey is carried out on an annual basis with over 30,000 respondents being surveyed during a 12-month period. The survey measures the extent and nature of crime against adults living in private households; it also asks questions relating to domestic fire incidents. Highlights of the 2001 survey are as follows:

• The fire service attended only 22% of all the domestic fires that occurred during 2001/2.

• Accidents while cooking remain the most common cause of domestic fires accounting for 53% of reported fires

• 62% of all fires began in the kitchen

• 76% of respondents claimed to own a working smoke alarm, however these are often poorly maintained or in the wrong location.

• Old people are less likely to have a domestic fire than younger people, however when they do the consequences are often far more serious. Few old people were aware that they could approach the Fire Service for help or are concerned they may be charged if they do so.

• Half of all accidental dwelling fire deaths in England and Wales every year occur amongst the over – 60s. The population is ageing with the greatest increase in the 80+ age group.

• Office of the Deputy Prime Minister (ODPM) have set a target for the fire service to reduce accidental dwelling fire deaths by 20% by 2003/4. To achieve that target, efforts will have to be directed towards reducing deaths in the over 60 age group.

• The perception of the elderly population at present is that they are considerably more concerned about being burgled than having a fire in their home.

• There is considerable variation among different groups in the community in terms of their risk of experiencing a domestic fire. Identification of those groups at highest risk is vital for the development of effective strategies to reduce the incidence of fire in the Home.

The BCS indicates the following factors to be of most importance when calculating risk from fire:

Accommodation Type

Households in the following property types are most at risk of experiencing a domestic fire:

• In poor physical condition

• Converted flats

• Rented accommodation, either privately or socially

Location

Households located in the following areas are most at risk of experiencing a domestic fire:

• Areas of highest disorder

• Council estates, greatest hardship

• Better off executives, inner city areas

• Council estates, better off homes

Financial Circumstances

Households in the following financial circumstances are most at risk of experiencing a domestic fire:

• Annual household income is under £2,500

• Financially unstable

Household Structure

The following households are most at risk of experiencing a domestic fire:

• Households where the head of the household is young (16–24)

• Households containing children, either adults and children or lone parent households

Other Factors

Other factors associated with a greater risk of experiencing a domestic fire are:

• Someone in the household smokes

• The household has been a victim of crime

• The respondent has a non limiting disability

• The respondent is of mixed race or black

Specific results from the British Crime Survey

Households with the following particular characteristics were identified as having the greatest risk of experiencing a domestic fire in both the 2000 and 2001/2 BCS:

• The property is a converted flat

• The head of household is aged 16-24

• The property is located on a council estate

• Lone parent households

• The household was victim of crime in the previous 12 months

• Smoking households

• The household is financially unstable

• The property is located in an area of high physical disorder

• The property is located in the inner city

• The property was built before 1944

Indices of Multiple Deprivation

The Index of Multiple Deprivation is a ward level analysis by the Department of the Environment, Transport and the Regions consisting of six domain indices. These Indices and district summaries are known as the Indices of Multiple Deprivation 2000.

The IMD 2000 domains are;

q Income

q Employment

q Health deprivation and disability

q Education skills and training

q Housing

q Geographical access to services

The domains are summarised as follows;

The income domain measures those on lower incomes by n on-overlapping counts of people in families in receipt of means tested benefits.

The employment domain measures exclusions from work, the indicators constituting non-overlapping counts of those excluded from the labour market through unemployment, ill health or disability.

The health deprivation and disability domain identifies people whose quality of life is impaired by either poor health or disability.

In the education, skills and training domain, lack of qualifications among adults and children of different ages provide the measure of deprivation.

The housing domain assesses people either homeless or living in unsatisfactory housing.

Geographical access to services is seen as an important aspect of everyday life.

There are 15 wards on the Isle of Wight which fall in the top 20% most deprived wards Nationally using the indices of deprivation.

Ward	National Ranking
St Johns – 1	20
Pan	24
Ryde North East	31
Ventnor – 1	55
Newport Central	65
Totland	68
Lake – 1	70
Shanklin North	83
Osborne	85
Sandown – 2	86
Sandown – 1	90
Ryde South West	91
Cowes Medina	102
Ryde North West	106
Ventnor - 2	107

Tourism

Tourism is estimated to be valued at £314 million to the Isle of Wight economy. The number of visitors totalled 2.54 million in 2000/01which adds a significant level of life risk throughout the year, particularly in the peak summer months. Further work is planned to assess and evaluate the impact tourism has on the level of risk we need to manage.

Unitary Development Plan

The Isle of Wight Unitary Development Plan sets out the strategic and detailed framework to encourage and guide development on the Island and to protect and enhance the environment.

Within the plan are the 1992 based Department of the Environment household projections (published in March 1995) that suggests that the number of households on the Island is set to increase by 11.5% to 58,000 in 2011.

Population projections are dependant on a number of assumptions. One of the most important but difficult to predict accurately is migration. Deaths constantly exceed births on the Island and this would lead to a declining population if there was not net-in migration. Migration to the Isle of Wight is traditionally high but as it is dependant upon the state of the national economy, it is prone to wide fluctuations. Greater gains in population migration are in the middle and older age groups and further contribute to the elderly population structure.

Risk Profile Summary

q Isle of Wight is a predominantly rural area, isolated by sea with a high influx of visitors throughout the year.

q Resident population has a high % of over 50’s when compared with the Region and the rest of England and Wales.

q Popular retirement destination with the 3^rd highest retired population in the South East and the 15^th highest in England and Wales.

q There is a heavy reliance on the car with the 2^nd highest level in the region of households owning a car.

q There is a high level of unemployment with reliance on seasonal employment.

q An exceptionally high level of properties without central heating, which is almost twice the average in England and Wales. Research into fuel poverty has shown that the Island has the 2^nd highest proportion of pre 1919 housing stock in the country[1].

q High levels of poor health and people providing unpaid care when compared to the South East

q Increases in the population and changes in the population age structure will be taken into account when planning our response options

Historical Incident Data

Compared to National Statistics, the Isle of Wight is a safe place to live

• The Isle of Wight Fire and Rescue Service dealt with 15 fatalities from Jan 1998 – March 2003.
• 4 of these were in fires.
• The majority of deaths and injuries dealt with by the Fire and Rescue Services are in Road Crashes
• The Isle of Wight Fire and Rescue Service dealt with 283 injuries
• 141of these injuries were in fires

Current National Standards of Fire Cover
Risk Category	Response Standard	Areas on the Isle of Wight
‘A’ Risk	2 x Fire Appliance in 5 minutes 1 x Fire Appliance in 8 minutes	No areas on the Isle of Wight are categorised as ‘A’ Risk
‘B’ Risk	1 x Fire Appliance in 5 minutes 1 x Fire Appliance in 8 minutes	A proportion of Newport is categorised as ‘B’ Risk
‘C’ Risk	1 x Fire Appliance in 10 minutes	All the Islands towns fall into this category
‘D’ Risk	1 x Fire Appliance in 20 minutes	All of the rural areas of the Island are classed as ‘D’ Risk

As can be seen in the chart above, the majority of the Isle of Wight is currently in either ‘C’ or ‘D’ risk areas.

These standards are for fires only as there is, at this time, no standard of response to any other type of Incident. FAIRMaP will ultimately lead to the IWFRS developing response standards that truly reflect the risks of the Isle of Wight.

SECTION 8

RISK MANAGEMENT

Risk management is an essential tool for analysing data using judgements and other management systems to form the overall strategy contained within the Fire Authority Integrated Risk Management Plan. There are various processes and analytical systems that can be adopted to ensure that the management of risk is contained against reasonable cost that must be dynamic so that the evaluation of risks in the Fire Authority can be reviewed as necessary. Risk can be defined as a combination of the probability of an event and its consequences (ISO/IEC guide ‘73) or risk is a possibility of incurring misfortune or loss (Collins English Dictionary).

The Fire & Rescue Authority will ensure that the process of risk management must be internally driven and externally focussed to involve a risk management cycle of risk identification, risk analysis, risk control, risk financing and risk monitoring and review.

Risk management is often expressed as evaluative. Its evaluative nature extends to each stage of the risk management cycle above but included in that process are the notions of risk perception, tolerability, severity (or impact) and likelihood.

Below is a model suggested by Turnbull (Turnbull Report for “An Integrated System on Control and Risk Management”.)

RISK: TURNBULL APPROACH

	1. Identify and prioritise risks
Identify any changes

Take steps to improve

			Agree accountability
	Early warning mechanism

Whereas all judgements are evaluative (including the methods by which risks are identified) tolerances could be described as strongly evaluative because they refer to the extent to which different groups or individuals in a community are prepared to tolerate identified risks. The Integrated Risk Management Plan will help to reassure the public that risk to people from our work activities are properly addressed by taking due account of the benefits and advantages of technological advances in prevention and intervention tactics. Therefore the authority will not be allowed to impose intolerable risks on people.

The willingness to tolerate a risk is not the same as a judgement that the risk is acceptable. Tolerability refers to a willingness to live with a risk and to keep it under review. Acceptability on the other hand means a willingness to take a risk perceived much as it is.

The public may have a perception of their own risk, they will also be aware that few activities are without any risk. Therefore there will need to be a balance in the Integrated Risk Plan produced to eliminate or control risks and the judgement over the cost against benefits undertaken when measures are or are not introduced.

We will use risk modelling against the risk to which the authority is exposed. The main risks are grouped into strategic, operational, internal and external.

• Strategic decisions which gives the organisation direction and purpose
• Operations activities, which allow the strategies to be realised
• Internal environment processes with its culture and behaviours, which interrelate between the internal organisation and the external environment to which the authority operates

Society now operates in a litigious way and the risk of civil action against the authority must not be underestimated. We will continue to ensure to take all reasonable steps to mitigate exposure to liability through an efficiently run service. Good health and safety systems of work, effective command and resourced employment will go a long way to reduce exposure in this area.

The profile and reputation of the Brigade is a valuable asset and will be maintained.

SECTION 9

INTEGRATED RISK MANAGEMENT STRATEGIES

9.1 Integrated Risk Management Plan Strategies

By adopting this Integrated Risk Management approach to the services provided by the Isle of Wight Fire Authority, we will be able to respond to the needs of our community more flexibly, and thereby more efficiently. This process provides The Fire Authority with new responsibilities for making judgements about the risks prevailing within the Isle of Wight, the balance between prevention and intervention, and determining response standards and resource allocation. We will move forward in an evolutionary way towards making the Isle of Wight a safer community.

9.1.1 The plan will:

· Evaluate the effectiveness of current preventative, protective and response arrangements

· Identify opportunities for improvement and determine policies and standards for prevention and intervention

· Determine resource requirements to meet these policies and standards

· Include arrangements for implementation, monitoring, audit and review

9.1.2 The plan will provide more flexible locally determined risk based approaches, which will lead to:

· More effective targeting of resources that will improve community safety and protective and preventative measures

· More dynamic, flexible and appropriate levels of emergency response to incidents effectively targeted to save lives and reduce injuries

· Providing communities with value for money.

9.1.3 Links will be made to the Isle of Wight Council Corporate Plan and the

Local Strategic Partnership Plan.

9.1.4 The Isle of Wight Fire and Rescue Service Plan will reflect all elements of the Fire Authority Integrated Risk Management Plan.

9.1.5 The Fire Authority Integrated Risk Management Plan will be supported by a 5-year improvement programme, which will detail the actions, timetable, initiatives and evidence.

9.1.6 The improvement programme will be reviewed and adjusted on a rolling annual basis.

9.1.7 The Isle of Wight Council will provide strong and effective leadership to implement the necessary changes as a result of the Fire Authority Integrated Risk Management Plan.

9.1.8 Prevention is at the heart of our core role.

9.1.9 The Fire Authority Integrated Risk Management Plan will be audited by the CPA process. The Fire Authority Integrated Risk Management Plan will be reviewed every 5 years. The Improvement Programme will be submitted to the Executive for approval on an annual basis.

9.1.10 The Fire Authority Integrated Risk Management Plan will integrate other approved Fire and Rescue Authority and Brigade Strategies.

9.2 Prevention Strategies

The fundamental principle of this Integrated Risk Management Plan is that preventative measures will reduce the incidence of fires and other emergency incidents occurring, save lives, reduce injuries and loss of property. The Isle of Wight Fire and Rescue Authority will set out strategies to achieve this aim of improving community safety through prevention and discharging the statutory responsibilities placed upon the Service.

9.2.1 Community Safety

9.2.1.1 A reduction in the number of interventions required for fire, road traffic accidents and non-fire emergency incidents.

9.2.1.2 A reduction in the number of lives lost.

9.2.1.3 A reduction in the numbers of and severity of injuries.

9.2.1.4 A Reduction in the number of incidents of arson.

9.2.1.5 A Reduction in the number of calls:-

· From unwanted fire signals

· AFA false alarms

· False calls of good or malicious intent

9.2.1.6 Promote the installation of domestic sprinklers and other fire engineered solutions in residential and commercial premises.

9.2.1.7 Promote prevention by educating the community we serve.

9.2.1.8 Reduce the number of major incidents (and the reduction of the potential for such incidents) by targeting the likelihood basis of contingency plans.

9.2.1.9 We will devote the appropriate resources in a quality focussed and timely way to reduce the need for interventions on the Island.

9.2.2 Statutory Fire Safety / Legislation Enforcement

9.2.2.1 Categories:

· Sleeping Risk

· Non-sleeping risk

9.2.2.2 The new Regulatory Reform Order will be enforced by this Authority, in accordance with the Cabinet Office’s Enforcement Concordat

Contained in the new Order will be a duty on this Authority to institute develop and maintain an enforcement programme, which would include details of how the Authority might determine the frequency with which it will inspect premises to which the Order applies, in order to monitor and encourage compliance with the law.

9.2.2.3 The level of response in carrying out fire safety audits of the buildings will be determined by the level of risk presented by those buildings regardless of whatever other legislation might apply to them.

This Authority will determine a fire safety audit programme that is based on an assessment of risk within individual and generic types of building and is appropriate to their circumstances. Such a programme will enable this Authority to show that it is meeting its responsibilities in respect of a full range of fire safety legislation applying to premises within its area.

9.2.2.4 In order to strengthen working arrangements between the Isle of Wight Fire and Rescue Service and other enforcement agencies protocols will be set up to promote community safety through enforcement and statutory duty by working with others on an agency basis

Partners to such protocols must ensure that they incorporate within their policies, all aspects of good practice, in accordance with the elements of the Enforcement Concordat.

9.2.3 Emergency / Civil Contingency Planning

9.2.3.1 Categories:

· Life Risk

· Non-Life Risk

9.2.3.2 The Fire Authority will commit the appropriate resources to ensure the reduction in the potential for such civil emergencies and engage with partners to effect such a reduction.

9.3. Intervention Strategies

The benefit of using risk modelling based on data, judgement and perception will help to reassure the community we serve that risks to them from the hazards around them are properly addressed, taking due account of the activities giving rise to those risks. Also to satisfy the public that industry and commerce is taking advantage of technological advances in regard to fire engineering and protection.

However, it remains a fact that unfortunately, members of our community and those who visit the Isle of Wight do suffer harm and loss in fires and non-fire incidents. Therefore, as a Fire Authority we will set intervention strategies that underpin this fact to enable the community to call upon the Fire and Rescue Service in times of emergency.

9.3.1 Fire

9.3.1.1 The existing Standards of Fire Cover will be removed, however, until data has been collated, analysed and evaluated, we will work to those existing standards. Confidence levels will remain unchanged at 5 on the first fire appliance and 4 on the second for 75% of occasions.

9.3.1.2 Categories:

· Life Risk

· Non-Life Risk

9.3.1.3 We will devise a local level of response as determined through analysis of robust data, which will reflect that commensurate with the risk to life and property.

9.3.1.4 This Authority will provide a fire investigation service and undertake the new duty on Fire Authorities contained in the Regulatory Reform Order regarding power of entry for the investigation of fires and power to take away samples for testing.

The Isle of Wight Fire and Rescue Service will maintain its declared policy on joint working with Hampshire Police contained in the Memorandum of Understanding regarding fires involving fatalities, serious injury or where the cause of the fire is suspicious.

9.3.2 Non-Fire Incidents

9.3.2.1 There never have been any standards in terms of attendance at non-fire incidents laid down in statute or guidance.

9.3.2.2 Categories

· Life Risk

· Non-Life Risk

We will devise a local level of response as determined through analysis of robust data, which will reflect that commensurate with the risk to life and property.

9.3.3 Emergency / Civil Contingency Planning

9.3.3.1 There never have been any standards in terms of attendance at non-fire incidents laid down in statute or guidance.

9.3.3.2 Categories

· Life Risk

· Non-Life Risk

9.3.3.3 We will devise a local level of response as determined through analysis of robust data, which will reflect that commensurate with the risk to life and property.

9.3.3.4 The Emergency Services Joint Liaison Group, the Emergency Planning Forum and the Major Emergency Co-ordinating Committee will be maintained to create the necessary partnerships to determine the standards of response required.

9.3.3.5 We will plan for and implement civil contingency measures on a Regional and Brigade basis.

9.4. Social and Environmental Strategies

The impact of any emergency incident occurring within our community has an effect on us all. Any caring organisation has a duty, both morally and legally, to reduce the impact of its actions on the environment.

By adopting a preventative approach to our service delivery we aim to drive down the impact not only on the environment in which we all live, but also on society as a whole. The further benefit in reducing incidents is the reduction in economic and commercial impacts within our society. The strategies developed by the Fire and Rescue Authority within this IRMP has, at their core, the aim of improving the quality of life for all members of our community.

9.4.1 Reduce the commercial, economic and social impact of fires and other emergencies.

9.4.2 To reduce the environmental impact by following the Isle of Wight Council’s Agenda 21 strategy.

9.4.3 Working with the Environment Agency to reduce the environmental

impact of our actions.

9.4.4 Create and maintain the partnerships necessary to assist young people to grow into responsible and active members of the community.

9.4.5 We will create and maintain the partnership necessary to protect the heritage within our community.

9.4.6 A balance has to be achieved, which, in recognising the role of the fire service at the centre of rescue and emergency relief operations, does not over extend nor encroach upon the responsibilities of other organisations.

9.4.7 We will open up fire service facilities for wider use by the community.

9.4.8 We will utilise the Firefighter as a role model within our society.

9.4.9 We will maintain the appropriate caring image of the Fire Service in community life.

9.5 Support Strategies

The Fire Authority firmly believes that the foundations on which the Fire Authority Integrated Risk Management Plan sits must be supported by the necessary structures to make it effective. Strategies are in place to develop our staff (whether frontline services or support services) to enable the Isle of Wight Fire Authority Integrated Risk Management Plan to benefit all members of our community.

Health and Safety is an essential building block in achieving effectiveness in Community Safety, Intervention, Enforcement and Training and not dealt with as a separate entity, but an integral part of the management of everything the Service achieves.

9.5.1 Support Services

It is not possible to maintain an emergency response regime and high levels of community safety without efficient and skilled support staff and the relevant Information Communications Technology (ICT).

9.5.1.1. As part of the Fire Authority Integrated Risk Management Plan it is critical that we train and develop our Support Services team, and exploit current technology, to ensure that the processes and procedures are embedded to provide an efficient and effective support mechanism.

9.5.1.2. The objective, as stated in the ICT Strategic Plan, to provide the Fire and Rescue Service with an efficient and effective medium for the provision, evaluation and continuous improvement of quality Services to the community that are supported, informed and practical, is critical to the success of the Fire Authority Integrated Risk Management Plan.

9.5.1.3. All supporting processes are carried out in accordance with required standards and regulations where relevant, incorporating the best use of resources so as to ensure value for money.

9.5.1.4. Support strategies should, by nature, be flexible in order that they can be easily adapted to changing requirements from all stakeholders.

9.5.2 Health and Safety

Effective safety management, demands comprehensive policies which fulfil the spirit and letter of the law (which are the legal requirements defining the minimum level of achievement). Effective implementation of these policies at all levels in the organisation is essential in decision making and all good management practices

9.5.2.1 The Isle of Wight Fire and Rescue Service policies are enshrined in Brigade Orders, Administrative Memorandums and Operational Training Notes, which emanate from a wide variety of sources such as Dear Chief Officer Letters, Fire Service Circulars, Technical Bulletins, legislation and best practice. Policy implementation must have structured planning and receive adequate resourcing, both financial and human.

It is essential that such policies are the subject of constant review to reflect the safety management culture in meeting our responsibility to all our staff. The Fire Authority is committed to developing these policies, where the opportunity for improvement has been identified.

9.5.2.2 The concept of the competent and safe person is seen as fundamental to the successful management of health and safety and development of each individual in the Service in order that they understand the principles and are able to act in positive support of the Brigade in serving the public. Personal proficiency is of prime importance and features heavily in ensuring a healthy and safe working environment.

9.5.2.3 The Isle of Wight Fire and Rescue Authority is committed to excellence, quality and organisational effectiveness. In line with this commitment are the aims of identifying, controlling and minimising risks in plant, premises, and to personnel. Safety management can contribute to organisational performance by preserving and developing human and physical resources, by reducing costs, liabilities and as a means of expressing corporate responsibility.

The Isle of Wight Fire and Rescue Authority aims to develop safety management in all aspects of the Isle of Wight Fire and Rescue Service, ensuring that it is understood and supported by all personnel and that it should not be perceived as an additional or even new management practice.

9.5.2.4 A large part of the Isle of Wight Fire and Rescue Authority’s work incorporates initiatives involving performance management and performance measures to strive toward continuous improvement with regard to accident prevention, which embraces our philosophy, values and visions and the Brigade’s commitment to provide an effective safety management system.

9.5.2.5 The Isle of Wight Fire and Rescue Authority will work in partnership with its staff to reduce work related injuries and ill health, in accordance with targets outlined in the Health and Safety Executive’s – Revitalising Health and Safety Strategy’ and other best practice guidelines.

9.5.3. Training And Development of Staff

Our staff are the most important asset. The Integrated Personal Development Scheme is an over arching development strategy encompassing all Fire Service staff at every career stage from the point of attraction to the service right through to retirement. It embraces the full range of Fire Service activity and is intended to enable the Isle of Wight Fire and Rescue Authority staff to attain and subsequently maintain the level of competence required to fully meet the demands of their role as specified in the National Occupational Standards (NOS). The end product will be a better developed, safer more effective and proficient workforce delivering an improved quality of service to all of our clients.

9.5.3.1 The Isle of Wight Fire and Rescue Authority are committed to provide the necessary resources, which will fit the Integrated Personal Development Scheme aspects of Fire Authority Integrated Risk Management Plan.

9.5.3.2. We will implement IPDS for all our staff within the National Framework.

9.5.3.3. The training and development activities will underpin the intervention/prevention strategies.

In order that we can embrace IPDS the Isle of Wight Fire and Rescue Service will be equipped with the most able proficient and best-prepared staff.

Staff will be able to provide a service delivery that is responsive and continually improving in an ever-increasing climate of change.

9.5.3.4 The Isle of Wight Fire and Rescue Service values its employees and appreciates how a healthy, motivated and productive workforce assists us to meet our statutory obligations, improve services and demonstrate best value. To this end it is important that we promote and maintain the physical, mental and social well being of all staff by ensuring comprehensive occupational health arrangements for all

9.5.3.5 A healthy workforce is an essential contribution towards maximum service

delivery and the maintenance of adequate and safe staffing levels throughout the Fire and Rescue Service. Therefore, comprehensive occupational health arrangements for all staff should meet identified and quantified needs. Staff welfare arrangements must be appropriate to the needs of our employees and commensurate with good practise within Local Authorities.

9.5.3.6 Health and welfare performance must be continually improved by the implementation of effective policies and practises.

9.5.4 Resources

9.5.4.1 Appliances, Plant and Equipment.

Appliances, Plant and Equipment must be risk assessed and procured to ensure that they are fit for purpose to provide an efficient and safe service to the public and protection to fire and rescue service personnel. This will include purchase, commissioning, whole life costs, review and disposal. The agreed Isle of Wight Fire Authority’s existing fleet replacement strategy will continue to be implemented until such times as the outcomes of the Fire Authority Integrated Risk Management Plan impacts on existing provision.

9.5.4.2 Finance/Budgetary

Issues affected by the Fire Authority Integrated Risk Management Plan will be planned into the Isle of Wight Council’s 3-year budget cycle and service planning process.

9.5.4.3 Disposition and Management Human Resources

The disposition and management of Human Resources will be provided as laid out in the Fire Authority approved Resources Paper for the service until such times as the outcomes of the Fire Authority Integrated Risk Management Plan impacts on current provision.

9.5.4.3.1 Duty systems will be provided to best reflect achieving the Fire Authority Integrated Risk Management Plan’s Strategies.

9.5.4.3.2 Work routines within the duty systems will be designed to achieve high performance and value for money.

9.5.4.4 Disposition and Management of Fire Appliances.

Fire appliances will be deployed to satisfy the requirements of paragraph 6.3.3 in this Fire Authority Integrated Risk Management Plan. The appliances will be maintained under an effective safe scheme, which involves servicing, removing from the system if defective and being equipped to respond to emergencies within the Standards of Fire Cover.

9.5.4.5 Disposition and Management of Premises.

The agreed Isle of Wight Fire Authority existing premises replacement strategy over 10 years will be implemented.

9.5.4.6 Collaboration.

We will use partnerships to ensure the efficiency in the use of resources.

The Fire and Rescue Service will collaborate and create partnerships to enhance our ability to satisfy the Fire Authority Integrated Risk Management Plan.

9.5.4.7 Voluntary Sector

We will seek partnerships to best enrol the skills, dedication and enthusiasm of the Voluntary Sector.

SECTION 10

CONSULTATION

Fire Authorities have a statutory duty to consult with the public and other stakeholders to help decide how to fulfil the duty of securing continuous improvements and to take a broader view of needs and priorities.

We will consult with a wide variety of consultees on both the Integrated Risk Management Plan and each of the annual improvements Programmes.

The first phase of consultation on the Integrated Risk Management Plan and the first Improvement Programme will have all responses considered by the Executive and a summary of these responses will be published within the County Press. We will also publish the responses on the IWFRS website (www.iwfire.org) and they will be available at all local public access buildings such as libraries, help centres and Fire Stations.

We value quality consultation as absolutely vital in working towards our strategic aim of creating a safer community for all.

Our Consultation Strategy will be based around 4 groups.

Group Description	Type of Consultation
1: Focus Group established through the Community Partnership Forum. Comprising representatives from local communities, Parish Councillors, private and voluntary sector groups, community groups and organisations.	Presentations with facilitated group focus sessions. Phased over 3 sessions with each providing the opportunity to build upon information provided.
2: Fire and Rescue Service Personnel, Representative Bodies and other Emergency Services through the Joint Liaison Group.	Presentations to each group, which will include copies of the draft documents and opportunity for feedback through question and answer sessions and written feedback opportunities.
3: Key Stakeholders including, for example, Her Majesty’s Fire Service Inspectorate, Member of Parliament, Education and Social Services, Prison Authority, English Heritage, National Trust, Isle of Wight Coroner, Heads of all Emergency Services and other services.	This group will receive a copy of the full draft document and will be invited to respond with their comments.
4: General Public	An information flyer will be sent out inside the County Press outlining the principles behind the Fire Authority Integrated Risk Management Plan and inviting comments. There will be locations where copies of the summary or full draft document can be accessed and also details will be available on the IWFRS website.

SECTION 11

AUDIT AND REPORTING

The Local Government White Paper Strong Leadership – Quality Public Services introduced the concept of Comprehensive Performance Assessment (CPA) for local authorities. The Audit Commission, working with other key stakeholders, developed and implemented the methodology for CPA, which brings together performance-indicator data, plan assessments and inspection.

The development and implementation of CPA and improvement planning will be supported by a ‘Best Value’ regime as a key performance management tool.

A Service Improvement Team is to be established by the ODPM. Their role is to ensure that the change in focus from intervention to prevention is carried out and that the overall strategic direction of all institutions within the Fire and Rescue Service framework is focussed on the programme of reform and change in a coherent way.

A new inspection regime will be introduced by the Audit Commission to help the Fire Authority and support improvement. In future, the level of inspection for the Isle of Wight Fire Authority will reflect its performance profile identified through the CPA framework.

HM Fire Service Inspectorate (HMFSI) will contribute to this process.

There will be 3 overriding objectives for the CPA and the new inspection regime;

· Scrutinise independently the performance of Fire and Rescue Authorities and the Service as a whole, and it will produce public reports setting out the strengths and weaknesses of each – this will include the extent to which each has developed its preventative systems and measures

· Provide a baseline for improvement planning to support improved standards, greater co-operation and more efficient use of resources within the Fire and Rescue Service and between the Emergency Services where appropriate

· Support greater freedom and flexibilities of high performers, target inspection and other capacity support measures in accordance with risk, identifying and dealing with poor performance.

The Isle of Wight Fire Authority will publish an Annual Report detailing those areas of success and those areas within the Service where more attention is required.

We will also work with neighbouring Fire and Rescue Services to establish a cross-validation process of internal assessment of various components of our FAIRMaP.

SECTION 12

BIBLIOGRAPHY

q FSC 7/2003

q White Paper ‘Our Fire and Rescue Service’ ODPM, 2003

q Isle of Wight Council Corporate Plan

q HMFSI Report 2001

q ‘The Fire Service and e-government – guidance for electronic service delivery’ November 2001

q ICT Project Initiation Document 23 January 2002

q IEG Statement submitted to ODPM - October 2002

q FSC 9/1999

q FSC 2/2001

q Isle of Wight Fire and Rescue Service Best Value Fire Control Centre Review 2001

q Isle of Wight Fire and Rescue Service Best Value Procurement Review 2002

q Isle of Wight Procurement Strategy October 2002

q ‘In the Line of Fire’ Audit Commission 1995

q ‘Safe as Houses’ – 1997

q ‘Making a difference – Thematic Inspection of Community Fire Safety’ 2000

q Isle of Wight Fire and Rescue Service Community Fire Safety Policy

q Community Safety Best Value Review March 2002

q Health and Safety at Work Act 1974

q Management of Health and Safety at Work Regulations 1999

q Isle of Wight Fire and Rescue Service Policy on Management of Health and Safety

q Isle of Wight Fire and Rescue Service Vehicle, Equipment and Premises Programme - May 2003)

q Fire and Emergency Planning Committee Paper - August 1988

q Best Value Procurement Improvement Plan (March 2002)

q Standards of Fire Cover Review 1992

q FSC 15/1997

q FSC 8/1999

q FSC 9/2002

q Arson Scoping Study

q Crime and Disorder Act 1998

q DCOL 1/2000

q DCOL 21/1998

q Memorandum of Understanding – Arson, Fatal and Injury Related Fires 2001

q ‘The Burning Issue’ – research and strategies for reducing arson, ODPM, 2002

q Fire Services Act 1947

q FSC 6/1994

q HMFSI Thematic Review on reducing Unwanted Fire Signals

q Oxfordshire Fire and Rescue Service Policy on Unwanted Fire Signals

q Isle of Wight Council Road Safety Strategy

q ‘CO-Responder, a Partnership for life’ CACFOA 2003

q Draft Enforcement Policy Statement (CACFOA)

q Draft Fire Safety Policy Directives (CACFOA)

q A Risk Assessment Based Approach to Managing a Fire Safety Audit Programme (Draft FP Circular No. 29)

q Housing Renewal Strategy

q OFSTED Draft Protocol (July 2003)

q CACFOA Draft Protocol (July 2003)

q Draft Guide to Fire Precautions for Childcare Facilities that are Places of Work (CACFOA)

q Draft Guide to Fire Precautions for Domestic Premises Used for Childminding (CACFOA

q Fire Service Manual – ‘Working in, on or near water’ HMSO

q CCBRN Home Office Guidance Document Feb 2003

q Memorandum of Understanding between Health Service and Fire Service

q OT Note 2/1 Dealing with Major Incidents

q Home Office “Dealing with Disaster” The Combined

q Special Procedure 139

q Environmental Protection Act 1990

q Environment Act 1995

q Water Resources Act 1991

q Letter from ODPM (10^th June 2003)

q The Modernising Government White Paper (March 1999)

q Charter Mark application (1999)

q Charter Mark application (2000)

q The Complaints Procedure (2000)

q FSC 7/2002

q British Crime Survey 2002

q UK Fire Statistics 2001

q Turnbull working party report – Internal control guidance for directors on the Combined Code, 1999, ICEAW, London.

q www.iwfire.org

q www.odpm.gov.uk

q www.neighbourhood.statistics.gov.uk

SECTION 13

ACTION PLAN

APRIL 2003 – MARCH 2005

To enable the strategies that have been outlined in detail within this document to become reality, we have developed an Action Plan to summarise the areas of work the Fire Authority wishes the Isle of Wight Fire and Rescue Service to concentrate upon.

It is important to note that the following Action Plan provides an outline of the targets we have set ourselves. The details including risk assessments, supporting data and evidence to support these initiatives, are contained within the Isle of Wight Fire and Rescue Service Improvement Programme. This document is available if required, by calling the Isle of Wight Fire and Rescue Service Headquarters on 01983 823194, request by email [email protected] or download from our Website www.iwfire.org.

This is our first annual Action Plan and as can be seen we have set ourselves challenging targets, but it is essential for the Fire and Rescue Service to move forward in reducing the number and severity of injuries, deaths and losses from all types of emergency incidents. Therefore we will be consulting with the public every year on the next action plan and reporting back to the public to inform them of our progress.

Developing our Prevention Strategies

q In line with the Government White Paper ‘Our Fire and Rescue Service’, the Fire and Rescue Service are to increase their prevention activities in all areas of work and not just fires. To achieve this, we are planning to develop partnerships with a variety of other agencies to develop our community safety strategy.

q We are developing every role within the Fire and Rescue Service to include a level of community safety work. This increase in pro-active prevention will result in a reduction in deaths, injuries and losses from fire and other types of accidents.

q We aim to increase our commitment to community safety by re-deploying resources from a pure response role to a prevention role. This will include moving 8 firefighters based at Newport Fire Station into community safety roles. We aim to use the risk profiles outlined above to establish the most at risk groups to enable us to prioritise this approach.

q We aim to develop initiatives with the Ambulance Service to assess the potential for a co-responder scheme utilising Fire and Rescue Personnel providing support in some medical emergencies.

q We aim to build upon the excellent work already achieved by our Education Liaison Officer to further develop the Community Safety work undertaken in our schools.

Managing the Risks in our Community

q We aim to develop our ability to collect, assess, analyse and interpret risk information within our community to enable us to achieve the strategies set out within this plan. To achieve this we need to invest in ICT and ensure the infrastructure is developed to assist all aspects of our Service Delivery.

q We will begin utilising technology such as Geographical Information Systems to enable intelligent use of risk information in developing protection strategies and for use in emergency response situations.

q This year, we will develop the Fire Service Emergency Cover model to start profiling the risks within our community that will ultimately lead to us developing response standards that truly reflect the risks to the Isle of Wight. The outcomes will be realised in future plans. This year, a dedicated team will start the initial tasks set out by the ODPM.

q We will further develop the Management Information Systems within the Service to enable more effective and efficient use of the risk information we receive.

Developing our Protection Strategies

q In line with forthcoming legislation, we will develop risk assessment based audit programmes to determine the levels of risk presented by the buildings within the Isle of Wight.

q We will develop and maintain an enforcement programme to ensure compliance with the new legislation.

q We will develop protocols with other enforcing agencies to set out the working arrangements in areas such as licensing and housing

Developing our Intervention Strategies

q Almost half of the incidents we attend are false alarms. We aim to develop a response standard that will enable our resources to be available for real emergencies when needed. Through developing “call challenge policies” we will aim to reduce the number of false alarms we have to attend.

q We are developing more inter agency working to enable a partnership approach to intervention at emergencies.

q We are developing strategies for responding to all types of incidents - not just fires.

q We will work with all key stakeholders and interested parties to develop our resilience to the threat of terrorism.

q We will establish a level of response for major incidents.

q We aim to relocate one of the height vehicles from Newport to Ryde. This will provide a greater degree of risk cover and still maintains a height vehicle at Newport.

Corporate Development of our Integrated Risk Management Plan

q We aim to improve the way we communicate and inform the community we serve by the production of an annual action plan and other relevant forms of communication.

q We aim to develop our staff in accordance with the Integrated Personal Development System identified within the White Paper. This will enable all of our staff, operational and support services, to be developed within their role to enable the change in focus of our Service to be moved forward.

q We are proud as a Service to hold the Investors in People and Charter Mark Awards and we will maintain these accolades to the quality of our Service.

q We will work within regional frameworks to ensure purchasing of resources within larger consortiums, thereby ensuring we demonstrate best value.

q The Fire and Rescue Services National Framework requires Fire and Rescue Authorities to work within Regional Management Boards and we will develop that work in the areas identified by the ODPM.

q We will ensure the plan is subject to constant review and monitoring to ensure we are achieving the goals we are setting ourselves.

q We will develop working patterns that best reflect the changing risks and the needs of both prevention and intervention.

q We will develop our Information Management Systems to ensure all members of staff and the community are fully informed of relevant issues at all times.

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[1] Research by the Isle of Wight Anti Poverty Initiative