RISK: TURNBULL APPROACH

Appendix B

FIRE AUTHORITY

INTEGRATED RISK MANAGEMENT PLAN

INTEGRATING STRATEGIES

INTEGRATED STRATEGIES

DECISION DATA

INITIATIVE 2 A(a)

Background to the Wholetime Establishment at Newport Fire Station

INITIATIVE 2 A(g)

Bibliography

Data Search

CONCLUSION

Consequences

Consequences

ODPM requirement

HMFSI requirement

INTEGRATED PERSONAL DEVELOPMENT SYSTEM - DEVELOPMENT

SUMMARY/PURPOSE

CONFIDENTIAL/EXEMPT ITEMS

STRATEGIC CONTEXT

EVALUATION/RISK MANAGEMENT

Appendix A FIRE AUTHORITY

INTEGRATED RISK MANAGEMENT PLAN

Councillor Shirley Smart, Leader of the Isle of Wight Council

Signed Signed CONTENTS

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

No areas on the Isle of Wight are categorised as ‘A’ Risk

‘B’ Risk

1 x Fire Appliance in 5 minutes

A small 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

RISK: TURNBULL APPROACH

Appendix B FIRE AUTHORITY

INTEGRATED RISK MANAGEMENT PLAN

Appendix A

FIRE AUTHORITY

Signed Signed

CONTENTS

Appendix B

FIRE AUTHORITY

Consultation Draft

OVERVIEW TIMETABLE

Bibliography

Confidence Levels

Factor For Comparing Year On Year

PRIMARY CREWING

Continuous Availability

Conclusion

BACKGROUND

Consultation Draft

Consultation Draft

OVERVIEW TIMETABLE

IMPROVEMENT PROGRAMME

Programme of Improvements for the

Isle of Wight Fire and Rescue Service

April 2003 – March 2005

Prepared by the Fire Authority Integrated Risk Management Plan Project Board

TITLE

TITLE

ICT STRATEGIES

MIS – COMMUNICATION INTERCONNECTIONS (STATIONS JOINED UP)

TITLE

ICT STRATEGIES

MIS DATA COLLECTION SYSTEMS

TITLE

ICT STRATEGIES

DATA ANALYSIS SYSTEM

TITLE

ICT STRATEGIES

MIS – REPORTING SYSTEMS

TITLE

ICT STRATEGIES

GIS

FIRE CONTROL CENTRE BEST VALUE REVIEW

PROCUREMENT BEST VALUE REVIEW

TITLE

INTEGRATING STRATEGIES

HEALTH AND SAFETY – Policy

PREMISES

TITLE

INTEGRATING STRATEGIES – COMMUNITY FIRE SAFETY

TITLE

INTEGRATING STRATEGIES

ICT

LEVEL OF COMMITMENT TO COMMUNITY SAFETY

Correct Level of Training

PARTNERSHIPS

ARSON

EDUCATION AND AWARENESS

HOME FIRE SAFETY CHECKS

ROAD SAFETY

TITLE

STATUTORY FIRE SAFETY/LEGISLATION ENFORCEMENT

REGULATORY REFORM ORDER (RRO)

TITLE

STATUTORY FIRE SAFETY/LEGISLATION ENFORCEMENT

PERFORMANCE – RISK ASSESSMENT/AUDIT

TITLE

STATUTORY FIRE SAFETY/LEGISLATION ENFORCEMENT

PROTOCOLS – LICENSING

TITLE

STATUTORY FIRE SAFETY/LEGISLATION ENFORCEMENT

PROTOCOLS – HOUSING

TITLE

STATUTORY FIRE SAFETY/LEGISLATION ENFORCEMENT

PROTOCOLS – CARE STANDARDS

TITLE

SUPPORT SERVICES

INFORMATION

TITLE

SUPPORT SERVICES

IPDS – DEVELOPMENT & TRAINING

TITLE

SUPPORT SERVICES

CUSTOMER SERVICE

TITLE

SUPPORT SERVICES

QUALITY SERVICE

TITLE

SUPPORT SERVICES

INTERNAL COMMUNICATIONS

TITLE

SUPPORT SERVICES

PUBLICATIONS

TITLE

TITLE

HEALTH AND SAFETY

MANAGEMENT OF HEALTH AND SAFETY – STRATEGY/ACTION PLAN

TITLE

SUPPORT SERVICES – HUMAN RESOURCES

Attendance / Absence Management Policy

TITLE

SUPPORT SERVICES – HUMAN RESOURCES

INTEGRATED PERSONAL DEVELOPMENT SYSTEM - STRATEGY

TITLE

SUPPORT SERVICES – HUMAN RESOURCES

TRAINING NEEDS ANALYSIS

TITLE

SUPPORT SERVICES – HUMAN RESOURCES

INTEGRATED PERSONAL DEVELOPMENT SYSTEM - RECRUITMENT

TITLE

SUPPORT SERVICES – HUMAN RESOURCES

INTEGRATED PERSONAL DEVELOPMENT SYSTEM - RETENTION

TITLE

SUPPORT SERVICES – HUMAN RESOURCES

TITLE

SUPPORT SERVICES – HUMAN RESOURCES

INTEGRATED PERSONAL DEVELOPMENT SYSTEM – ASSESSMENT CENTRES

TITLE

SUPPORT SERVICES – HUMAN RESOURCES

INTEGRATED PERSONAL DEVELOPMENT SYSTEM – RANK TO ROLE CHANGES

TITLE

SUPPORT STRATEGIES – HUMAN RESOURCES

STRATEGIC PLAN

5 year strategic plan for the

Isle of Wight Fire and Rescue Service

April 2003 – March 2009

Prepared by the Fire Authority Integrated Risk Management Plan Project Board

SECTION 1 Executive Summary Page 3

IMPROVEMENT PROGRAMME

Programme of Improvements for the

Isle of Wight Fire and Rescue Service

April 2003 – March 2005

Prepared by the Fire Authority Integrated Risk Management Plan Project Board

TITLE

TITLE

ICT STRATEGIES

MIS – COMMUNICATION INTERCONNECTIONS (STATIONS JOINED UP)

TITLE

ICT STRATEGIES

MIS DATA COLLECTION SYSTEMS

TITLE

ICT STRATEGIES

DATA ANALYSIS SYSTEM

TITLE

ICT STRATEGIES

MIS – REPORTING SYSTEMS

TITLE

9.3.3 Emergency / Civil Contingency Planning

· 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.

· 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.

Year 1

Year 1

Year 1

Year 1

Year 1

Year 1

ISLE OF WIGHT RISK PROFILE

INTEGRATED RISK MANAGEMENT STRATEGIES

AUDIT AND REPORTING

BIBLIOGRAPHY

INITIATIVES EVIDENCE SHEET

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EXECUTIVE SUMMARY

GLOSSARY OF TERMS

BACKGROUND

PURPOSE

STRATEGIC CONTEXT

5.1. Financial Implications

PROJECT METHODOLOGIES

ISLE OF WIGHT RISK PROFILE

INTEGRATED RISK MANAGEMENT STRATEGIES

AUDIT AND REPORTING

BIBLIOGRAPHY

INITIATIVES EVIDENCE SHEET

INITIATIVES EVIDENCE SHEET

INITIATIVES EVIDENCE SHEET

INITIATIVES EVIDENCE SHEET

INITIATIVES EVIDENCE SHEET

SECTION 7

Text Box: All statistics are taken from Fire and Rescue Service statistics for Jan 1998 – March 2003

Total Population 132,731 132,731

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 small 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

EVALUATION / 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”.)

1. Identify and

prioritise risks

Identify any changes

Take steps to improve

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

9.1 Integrated Risk Management Plan Strategies including Methodologies

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:

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

9.2.3.2The 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

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

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

Key to Abbreviations

collect ‘X’ data
analyse ‘X’ data
develop initiative
implement initiative
review

	Year 1 2003/04	Year 2 2004/05	Year 3 2005/06	Year 4 2006/07	Year 5 2007/08	Beyond
1. PROCESS & METHODOLOGIES
A. ICT Strategy
(a) Reaffirm Strategy for FAIRMaP	( c ) ( a ) ( d ) ( i )	( r )	( r )			2008 / 09 ( r )
(b) MIS – Communications	( d ) ( i ) ( r )	( r )				2011 / 12 ( r )
(c) MIS – Data Collection Systems	( d ) ( i )	( d ) ( i ) ( r )	( r )			2008 / 09 ( r )
(d) MIS – Data Analysis Systems	( d ) ( i )	( d ) ( i ) ( r )	( r )			2008 / 09 ( r )
(e) MIS – Reporting Systems	( d ) ( i )	( d ) ( i ) ( r )	( r )			2008 / 09( r )
(f) MIS – Station Payroll Systems			( c ) ( a )	( d ) ( i )	( r )	( r )
(g) GIS	( c ) ( a ) ( d ) ( i )	( d ) ( i )	( r )	( r )	( r )	2009 / 10 ( r )

B. Integrating Strategies
(a) FCC Best Value Review	( i )	( i )	( r )
(b) Procurement Best Value Review	( i )	( i )	( i )	( r )
(c) Fire Safety Best Value Review	( i )	( i )	( i )	( r )
(d) Health and Safety	( i )	( i )	( r )			2008 / 09 ( r )
	Year 1 2003/04	Year 2 2004/05	Year 3 2005/06	Year 4 2006/07	Year 5 2007/08	Beyond
(e) Vehicle	( i )	( i )	( r )
(f) Premises	( i )	( i )	( r )
(g) IPDS / TNA	( i )	( i )	( r )		( r )	2008 / 09 ( r )
(h) Community Safety	( c ) ( a )	( d ) ( i )	( d )	( i )		2008 / 09 ( r )
(i) Agenda 21				( r )
(j) ICT	( i )	( i )	( i )	( r )

C. Review Process
(a) FAIRMaP				( a ) ( r ) ( d )	( i )
(b) Initiatives Evidence Sheets	( r )	( r )	( r )	( r )	Annually
(c) Data Audit		( r )			2008 / 09 ( r )

2. PREVENTION STRATEGIES
A. Community Safety
(a) Level of Commitment	( c )	( c ) ( a ) ( i )	( i )	( i )	( i )	2010 / 11 ( i )
(b) Partnerships		( d )	( i )	( r ) ( i )	( i )	2008 / 09 ( i )
(c) Arson	( c ) ( a )	( i )	( i )	( r )		2008 / 09 ( r )
(d) Education and Awareness		( i )	( i )	( r )		2008 / 09 ( r )
(e) Domestic Sprinklers	( c )	( a )	( d ) ( i )	( r )
(f) Home Fire Safety Checks	( i )	( i )	( r )			2008 / 09 ( r )
(g) Unwanted Fire Signals	( c ) ( a ) ( d )	( i )		( r )		2008 ( r )
(h) Road Safety	( c )	( a ) ( d )	( i )	( i )	( r )
(i) Co - Responder		( d )	( i )	( r )

	Year 1 2003/04	Year 2 2004/05	Year 3 2005/06	Year 4 2006/07	Year 5 2007/08	Beyond
B. Statutory Fire Safety/Legislation Enforcement
(a) Regulatory Reform Order	( c ) ( a ) ( d )	( d ) ( i )			( r )
(b) Performance - RA / Audit	( c )	( c ) ( a ) ( d )	( i )		( r )	2010 / 11 ( r )
(c) Protocols – Licensing	( c )	( a ) ( d )	( i )		( r )	2010 / 11 ( r )
(d) Protocols - Housing	( c )	( a ) ( d )	( I )		( r )	2010 / 11 ( r )
(e) Protocols – Care Standards	( c )	( a ) ( d )	( I )		( r )	2010 / 11 ( r )

3. INTERVENTION STRATEGIES
A. Fire
(a) Partnerships	( d )	( i )	( r )
(b) Level of Response including supervisory	( c )	( c )	( a ) ( d )	( i )		2009 ( r )
(c) P.D.A’s	( c )	( c )	( a ) ( d )	( i )		2009 ( r )
(d) Fire Investigation		( r )	( i )		( r )	2010 / 11 ( r )
(e) Dynamic Mobilising	( c )	( c )	( a ) ( d )	( I )		2010 ( r )
(f) Working On or Near Water	( d )	( i )			( r )
(g) P.P.V.			( c ) ( a ) ( d )	( I )		2010 ( r )
(h) Station Boundaries	( c )	( c )	( a ) ( d )	( I )		2011 ( r )
(i) Co - Responder

	Year 1 2003/04	Year 2 2004/05	Year 3 2005/06	Year 4 2006/07	Year 5 2007/08	Beyond
B. Non Fire Incidents
(a) Partnerships		( d )	( i )		( r )
(b) Level of Response	( c )	( c )	( a ) ( d )	( i )		2009 ( r )
(c) Dynamic Mobilising	( c )	( c )	( a ) ( d )	( i )		2010 ( r )
(d) Station Boundaries	( c )	( c )	( a ) ( d )	( i )		2011 ( r )

C. Emergency/Civil Contingency Planning
(a) Partnerships	( d )	( i )	( r )
(b) Level of Response (including supervisory)	( d )	( i )	( r )
(c) New Dimension	( d )	( i )	( r )

4. SOCIAL AND ENVIRONMENTAL STRATEGIES
A. Social
(a) Partnership		( c ) ( a ) ( d )	( I )	( r ) 2010/11
(b) Social Inclusion		( c ) ( a ) ( d )	( i )	( r ) 2010/11
(c) Equality and Diversity
(d) Community Fire Stations	( d ) ( I )
(e) Crime and Disorder	( c ) ( a ) ( d )	( i )	( r )

B. Environmental
(a) Partnerships			( c ) ( a ) ( d )	( I )
(b) Agenda 21			( r )	( c ) ( a ) ( d )	( I )
(c) Heritage					( c ) ( a ) ( d )	( I ) 2008/09
(d) Prevention of Environmental impact of Intervention	( d )	( i )			( r )

	Year 1 2003/04	Year 2 2004/05	Year 3 2005/06	Year 4 2006/07	Year 5 2007/08	Beyond
5. SUPPORT STRATEGIES
A. Support Services
(a) Information	( c ) ( a ) ( d )	( i )	( r )
(b) IPDS	( c ) ( a )	( d ) ( i )				( r )
(c) Customer Service	( c ) ( a ) ( d ) ( i )	( d ) ( i )		( r )
(d) Internal Communication		( i )	( r )
(e) Quality Service		( a ) ( d ) ( i )			( a ) ( d ) ( i )	2010 / 11 ( a ) ( d ) ( i )
(f) Publications	( c ) ( a ) ( d ) ( i )	( c ) ( a ) ( d ) ( i )	( r )	( r )		2008 / 09 ( r )
(g) Administration	( d ) ( i )	( i )		( r )		2008 / 09 ( r )
(h) Vehicle Maintenance				( c ) ( a )	( d ) ( i )	2008 / 09 ( r )
(i) Procurement		( c ) ( a )	( d ) ( i )			2008 / 09 ( r )

B. Health and Safety

(a) Management of Health and Safety

(strategy and action plan)

( i )

( d )

( r )

2008 / 09 ( r )

C. Human Resources
(a) Attendance/Absence Management	( d )	( i )		( r )
(b) Occupational Health		( r )		( r )
(c) IPDS (training development)
i) Strategy	( c )	( a ) ( d )	( i )		( r )
ii) T.N.A.		( d ) ( i )			( r )
iii) Recruitment	( c )	( a ) ( d )	( i )		( r )
iv) Retention	( c )	( a ) ( d )	( i )		( r )
v) Development	( c )	( a ) ( d )	( i )		( r )
vi) Assessment Centres	( c )	( a ) ( d )	( i )		( r )
vii) Rank to Role changes	( i )			( r )
(d) Investors In People (IIP)		( a ) ( d ) ( i )		( a ) ( d ) ( i )		2008 / 09 ( a ) ( d ) ( i )

	Year 1 2003/04	Year 2 2004/05	Year 3 2005/06	Year 4 2006/07	Year 5 2007/08	Beyond
D. Resources
(a) Firelink		( d )	( i )	( i )		2009 ( r )
(b) Breathing Apparatus			( c ) ( a ) ( d )	( i )
(c) Vehicle Fleet - Deployment	( a ) ( d )	( I )
(d) Premises	( i )	( i )	( i )	( r )
(e) Finance	( i )	( i )	( i )	( i )	( i )	2008 / 09 ( i )
(f) Total Care PPE		( i )				2008 / 09 ( r )
(g) Duty Systems	( i )	( i )	( i )			2009 ( r )
(h) Crewing Levels			( a ) ( d )	( i )
(i) Working Routines			( a ) ( d )	( i )
(j) Staff Deployment				( r )
(k) Partnerships
- Civil Contingencies	( c )	( a ) ( d )	( i )		( r )
- Common Services
- Fire Control Rooms
- Procurement
- Training
- Human Resources
(l) Volunteers		( c ) ( a )	( d )	( i )		2010 / 11 ( r )

ACTION PLAN

1. PROCESS METHODOLOGIES		Who	By When	Budget Bid to Directors’ Group	Matching Strategy
A. ICT Strategy	(a) Refocus Strategy for IRMP	CSM	End 2003	Mid 2003
	(b) MIS – Communication	CSM	End 2003	N/A
	(c) MIS – Data Collection Systems	CSM	Mid 2004	Mid 2004
	(d) MIS – Data Analysis Systems	CSM	Mid 2004	Mid 2004
	(e) MIS – Reporting Systems	CSM	Mid 2004	Mid 2004
	(f) MIS – Station Payroll Systems	CSM	Mid 2005	Mid 2004
	(g) GIS	CSM	Mid 2006	Mid 2004

B. Integrating Strategies	(a) FCC Best Value Review	3^rd Officer	End 2005
	(b) Procurement Best Value Review	3^rd Officer	End 2006
	(c) Community Safety Best Value	3^rd Officer	End 2006
	(d) Health and Safety	SFSO	Early 2003	N/A	6.5.2
	(e) Vehicle	3^rd Officer	End 2005
	(f) Premises	3^rd Officer	End 2005	Capital Bid Sept annually
	(g) IPDS / TNA	BTO	2005 / 06	Sept 2003 (FSC Courses)
	(h) Community Safety	3^rd Officer	End 2007
	(i) Agenda 21	?	End year 4	Not known
	(j) ICT	CSM	On Going	Mid 2004

ACTION PLAN

Cont:

1. PROCESS METHODOLOGIES		Who	By When	Budget Bid to Directors’ Group	Matching Strategy
C. Review Process	(a) FAIRMap	CFO	End year 5	Not Known
	(b) Initiatives Evidence Sheets	IRMPLO	Annually	N/A
	(c) Data Sheets	IRMPLO	December 2005	N/A

ACTION PLAN

2. PREVENTION STRATEGIES		Who	By When	Budget Bid to Directors’ Group	Matching Strategy
A. Community Safety	(a) Level of Commitment	3^rd Officer	End 2005
	(b) Partnerships	3^rd Officer	Mid 2006
	(c)) Arson	3^rd Officer	Mid 20065
	(d) Education and Awareness	3^rd Officer	End 2006
	(e) Domestic Sprinklers	3^rd Officer	End 2006
	(f) Home Fire Safety Checks	3^rd Officer	End 2005
	(g) Unwanted Fire Signals	DCFO	Mid 2004	None Determined
	(h) Road Safety	3^rd Officer	Mid 2007
	(i) Co-Responder	3^rd Officer	End 2006

B. Statutory Fire Safety/ Legislation Enforcement	(a) Regulatory Reform Order	SFSO	End 2004	Sept 2003	2.2.2 3.1.4
	(b) Performance - RA / Audit	SFSO	Early 2005	Not Available	6.2.2.3
	(c) Protocols – Licensing	SFSO	Early 2005	Not Available	6.2.2.4
	(d) Protocols – Housing	SFSO	Early 2005	Not Available	6.2.2.4
	(e) Protocols – Care Standards	SFSO	Early 2005	Not Available	6.2.2.4

ACTION PLAN

Cont:

2. PREVENTION STRATEGIES		Who	By When	Budget Bid to Directors’ Group	Matching Strategy
C. Emergency/Civil Contingency Planning	(a) Partnerships
	(b) Civil Contingencies Bill
	(c) Education and Awareness
	(d) Reducing Potential

ACTION PLAN

3. INTERVENTION STRATEGIES		Who	By When	Budget Bid to Directors’ Group	Matching Strategy
A. Fire	(a) Partnerships	3^rd Officer	End 2005
	(b) Level of Response including supervisory	3^rd Officer	End 2007
	(c)) P.D.A’s	3^rd Officer	End 2007
	(d) Fire Investigation	SFSO	Early 2005	N/A	6.3.1.4
	(e) Dynamic Mobilising	3^rd Officer	End 2007
	(f) Working On or Near Water	3^rd Officer	Mid 2007
	(g) P.P.V.	3^rd Officer	End 2007
	(h) Station Boundaries	3^rd Officer	End 2007

B. Non Fire Incidents	(a) Partnerships	3^rd Officer	End 2006
	(b) Level of Response including supervisory	3^rd Officer	End 2007
	(c) Dynamic Mobilising	3^rd Officer	End 2007
	(d) Station Boundaries	3^rd Officer	End 2007

C. Emergency/Civil Contingencies	(a) Partnerships	3^rd Officer	Mid 2005
	(b) Level of Response including supervisory	3^rd Officer	End 2005
	(c) New Dimension	3^rd Officer	End 2005

ACTION PLAN

4. SOCIAL AND ENVIRONMENTAL STRATEGIES		Who	By When	Budget Bid to Directors’ Group	Matching Strategy
A. Social	(a) Partnerships	DCFO	Mid 2007
	(b) Social Inclusion	DCFO	Mid 2007
	(c) Equality and Diversity	CFO
	(d) Community Fire Stations	DCFO	End 2006
	(e) Crime and Disorder	3^rd Officer	End 2005

B. Environmental	(a) Partnerships	BMT	End 2007
	(b) Agenda 21	BMT	End 2008
	(c) Heritage	BMT	End 2009
	(d) Prevention of Environmental impact of Interventions	3^rd Officer	December 2004

ACTION PLAN

5. SUPPORT STRATEGIES		Who	By When	Budget Bid to Directors’ Group	Matching Strategy
A. Support Services	(a) Information	CSM	Early 2004	Mid 2003
	(b) I.P.D.S.	CSM	End 2004
	(c)) Customer Service	CSM	Mid 2004
	(d) Quality Service	CSM	Mid 2004
	(e) Publications	CSM	Mid 2004	Mid 2004
	(f) Administration	CSM	Mid 2004
	(g) Vehicle Maintenance	CSM	Mid 2006	Mid 2005
	(h) Procurement	CSM	Early 2005	Mid 2004

B. Health and Safety	(a) Management of Health & Safety (strategy and action plan)	SFSO	Early 2003	Not Available	6.5.2

ACTION PLAN

Cont:

5. SUPPORT STRATEGIES		Who	By When	Budget Bid to Directors’ Group	Matching Strategy
C. Human Rsources	(a) Attendance/Absence Management	BTO	End 2004
	(b) Occupational Health	BTO	Mid 2004
	(c) I.P.D.S. (training development)
	- Strategy	BTO	Early 2006	Sept 2003
	- T.N.A.	BTO	End 2004
	- Recruitment	BTO	Mid 2005
	- Retention	BTO	Mid 2005
	- Development	BTO	Mid 2005
	- Assessment Centres	BTO	Mid 2005
	- Rank to role changes	BTO	Early 2004

D. Resources	(a) Firelink	3^rd Officer	Mid 2007
	(b) Breathing Apparatus
	(c) Vehicle Fleet Deployment	3^rd Officer	End 2005
	(d) Premises	3^rd Officer	End 2006	Capital bid annually September
	(e) Finance	DCFO	Annually August
	(f) Total Care PPE	3^rd Officer	End 2005 End 2006	Total care money in base revenue budget
	(g) Duty Systems	DCFO	Jan 2005	N/A
	(h) Crewing Levels

ACTION PLAN

Cont:

5. SUPPORT STRATEGIES		Who	By When	Budget Bid to Directors’ Group	Matching Strategy
D. Resources	(i) Work Routines
	(j) Staff Deployment
	(k) Partnerships
	- Procurement - Total Care PPE
	- Vehicles
	- Training
	- Resilience
	- Fire Investigation
	- Fire Control Centres
	- Human Resources
	- Volunteers

ICT STRATEGIES

REF No.

1A(a)

INITIATIVE

RE-AFFIRM STRATEGY FOR FAIRMAP

REASONS

To ensure that the existing approved Strategic Plan accommodates the requirements of the FAIRMaP. The Government Directive did not exist at the time of publication.

It is critical that the Fire and Rescue Service is able to obtain accurate, timely and reliable data and information in order to satisfy the need for evidenced based risk management, analysis for sound decision making and forecasting for future requirements. To satisfy all requirements information must be promulgated to staff, councillors, partnerships and the community as a whole. This can only be done effectively by the use of ICT (e-government).

If ICT is not provided, data and information will be collated ‘by hand’ and in paper format which is staff-intensive and incomplete; prone to errors and inaccuracies. Therefore any decisions based on this information could be unsafe and could ultimately lead to bad practice.

EVIDENCE BASE

· HMI Inspection Report 2001

· ‘The fire service and e-government – guidance for electronic service delivery’ (November 2001)

· Resources Review (11 December 2001)

· ICT Project Mandate (28 November 2001)

· ICT Initiation Document (23 January 2002)

· Implementing Electronic Government (IEG) Statement (October 2002)

· ODPM IRMP Guidance Note 1 (3 April 2003)

· Letter from Fire Health & Safety Directorate, ODPM (10 June 2003)

PROCESS KEY DATES

· Paper E(a) ICT Resources – Executive Approved (11 December 2001)

· Application for Funding of an ICT Project – submitted to ICT Manager (21 December 2001)

· Project Mandate acceptance by Project Board (28 November 2001)

· IEG Statement submitted to ODPM (October 2002)

· Interim Position Statement to Project Board (21 November 2002)

· Paper A ICT Strategic Plan - Executive Approved (26 February 2003)

· Reaffirm Strategy – July 2003

· Stage 1 of ICT Project completed (August 2003)

· Budget Bid to Directors (September 2003)

· Strategy Progress Report to Select Committee (September 2003)

· Strategy Progress Report to Executive Committee (October 2003)

· Budget Decision

REVIEW DATES

· Strategy: 2004 (if no budget approval in 2003)

Every year if budget approved

PERFORMANCE

(success indicator)

Quality data and information available as required by stakeholders.

REF No.

1A(b)

INITIATIVE

REASONS

To enable fast efficient communication of non mobilising information to and from fire stations.

To ensure that management information is transmitted from fire stations as soon as possible for up to date recording and analysis.

To facilitate the standardisation of communications across the whole of the Fire and Rescue Service.

EVIDENCE BASE

· HMI Inspection Report 2001

· Resources Review (11 December 2001)

· ICT Project Mandate (28 November 2001)

· ICT Initiation Document (23 January 2002)

· ICT Strategic Plan for the Isle of Wight Fire and Rescue Service (25 February 2003)

· ODPM IRMP Guidance Note 1 (3 April 2003)

PROCESS KEY DATES

· Paper E(a) ICT Resources – Executive Approved (11 December 2001)

· Application for Funding of an ICT Project – submitted to ICT Manager (21 December 2001)

· Project Mandate acceptance by Project Board (28 November 2001)

· Interim Position Statement to Project Board (21 November 2002)

· Paper A ICT Strategic Plan - Executive Approved (26 February 2003)

· Station interconnections and hardware and software installed by ICT Department, County Hall (August 2003)

· Outlook training to be undertaken at Brigade Training Centre by August 2003

· Document files to be created, procedures written and produced by September 2003

REVIEW DATES

· March 2004

· September 2004

· Annually

PERFORMANCE

(success indicator)

· At first review date all previous paper based systems that are able to be produced and transmitted electronically are being done so.

· Checklist to be devised by Admin Support Officer.

REF No.

1A(c)

INITIATIVE

REASONS

It is critical that the Fire and Rescue Service is able to obtain accurate, timely and reliable data and information, in order to satisfy the need for evidence raised risk management.

In order for this information to be interrogated and analysed efficiently, systems must be embedded within the organisation.

EVIDENCE BASE

· HMI Inspection Report 2001

· Resources Review (11 December 2001)

· ICT Project Mandate (28 November 2001)

· ICT Initiation Document (23 January 2002)

· ODPM IRMP Guidance Note 1 (3 April 2003)

· ICT Strategic Plan for the Isle of Wight Fire and Rescue Service (25 February 2003)

· Letter from Fire Health & Safety Directorate, ODPM (10 June 2003)

PROCESS KEY DATES

· Paper E(a) ICT Resources – Executive Approved (11 December 2001)

· Application for Funding of an ICT Project – submitted to ICT Manager (21 December 2001)

· Project Mandate acceptance by Project Board (28 November 2001)

· IEG Statement submitted to ODPM (October 2002)

· Recruitment of Performance Information Analyst (October 2002)

· Interim Position Statement to Project Board (21 November 2002)

· Paper A ICT Strategic Plan - Executive Approved (26 February 2003)

· Stage 1 of ICT Project completed (August 2003)

· Budget Bid to Directors (September 2003)

· Strategy Progress Report to Select Committee (September 2003)

· Strategy Progress Report to Executive Committee (October 2003)

· Budget Decision

· Following stages of ICT Project Plan can be timetabled according to budget availability

REVIEW DATES

· Six months after installation and annually thereafter

PERFORMANCE

(success indicator)

· All data collected in the format necessary to satisfy stakeholders’ requirements

REF No.

1A(d)

INITIATIVE

REASONS

Strategic and accurate analysis of all data is vital for sound decision making currently and in the future.

These systems should be electronic based and available to all managers in the quickest, most efficient way possible.

EVIDENCE BASE

· HMI Inspection Report (2001)

· Resources Review (11 December 2001)

· ICT Initiation Document (23 January 2002)

· ODPM IRMP Guidance Note 1 (3 April 2003)

· Letter from Fire Health & Safety Directorate, ODPM (10 June 2003)

PROCESS KEY DATES

· Paper E(a) ICT Resources – Executive Approved (11 December 2001)

· Application for Funding of an ICT Project – submitted to ICT Manager (21n December 2001)

· Project Mandate acceptance by Project Board (28 November 2001)

· IEG Statement submitted to ODPM (October 2002)

· Recruitment of Performance Information Analyst (October 2002)

· Interim Position Statement to Project Board (21 November 2002)

· Paper A ICT Strategic Plan - Executive Approved (26 February 2003)

· Budget Bid to Directors (September 2003)

REVIEW DATES

· Six monthly in year one and annually thereafter

PERFORMANCE

(success indicator)

· The availability of accurate analysis to facilitate strategic decision making.

REF No.

1A(e)

INITIATIVE

REASONS

To enable the production of an integrated risk management plan, it is important the we have reliable, accurate and robust systems in place for the reporting, monitoring and evaluating of all aspects of the Service.

EVIDENCE BASE

· HMI Inspection Report 2001

· ‘The fire service and e-government – guidance for electronic service delivery’ (November 2001)

· Resources Review (11 December 2001)

· ICT Project Mandate (28 November 2001)

· ICT Initiation Document (23 January 2002)

· Implementing Electronic Government (IEG) Statement (October 2002)

· Recruitment of Performance Information Analyst (October 2002)

· Proforma for collection and evaluation criteria – Approved by Brigade Management Team (January/February 2003)

· ODPM IRMP Guidance Note 1 (3 April 2003)

· Recruitment of Data Entry Assistant (April 2003)

· Letter from Fire Health & Safety Directorate, ODPM (10 June 2003)

· Benchmarking statistics (Quarterly)

· Best Value Performance Plan (Annually)

· HMI stats (Annually)

PROCESS KEY DATES

· Paper E(a) ICT Resources – Executive Approved (11 December 2001)

· Application for Funding of an ICT Project – submitted to ICT Manager (21 December 2001)

· Project Mandate acceptance by Project Board (28 November 2001)

· IEG Statement submitted to ODPM (October 2002)

· Interim Position Statement to Project Board (21 November 2002)

· Paper A ICT Strategic Plan - Executive Approved (26 February 2003)

· Stage 1 of ICT Project completed (August 2003)

· Budget Bid to Directors (September 2003)

· Strategy Progress Report to Select Committee (September 2003)

· Strategy Progress Report to Executive Committee (October 2003)

· Budget Decision

REVIEW DATES

Annually

PERFORMANCE

(success indicator)

Performance Indicators – measure of success of the decision making process.

REF No.

1A(g)

INITIATIVE

REASONS

No integrated risk management plan would be complete without the facility to communicate fast and accurate information to the appliance at the time it is needed.

Information on hazards etc. are stored within a GIS system that is relayed to appliance or command units, as required.

GIS map reference system would assist commanders at incidents by giving up to date information of the immediate area, thus giving them the tools that they require to control the incident.

EVIDENCE BASE

· ICT Project Mandate (28 November 2001)

· Information from brigades with existing systems

· ODPM IRMP Guidance Note 1 (3 April 2003)

· Note Pathfinders evidence - Blue 8 Wings

PROCESS KEY DATES

· Paper E(a) ICT Resources – Executive Approved (11 December 2001)

· Application for Funding of an ICT Project – submitted to ICT Manager (21 December 2001)

· Project Mandate acceptance by Project Board (28 November 2001)

· IEG Statement submitted to ODPM (October 2002)

· Interim Position Statement to Project Board (21 November 2002)

· Paper A ICT Strategic Plan - Executive Approved (26 February 2003)

· Reaffirm Strategy – July 2003

· Stage 1 of ICT Project completed (August 2003)

· Budget Bid to Directors (September 2003)

· Strategy Progress Report to Select Committee (September 2003)

· Strategy Progress Report to Executive Committee (October 2003)

· Budget Decision

REVIEW DATES

Annual

PERFORMANCE

(success indicator)

· Best Value Performance Indicators

· Feedback from incidents

INITIATIVES EVIDENCE SHEET

TITLE

REF NO

1B(a)

INITIATIVE

REASONS

To comply with Article 5 of Statutory Instrument 1999/3251, Fire Service Circular 9/1999 and 2/2001 and meet the needs of FAIRMaP. It is intended to continue to implement improvements in line with the Integrated Strategy.

EVIDENCE BASE

Isle of Wight Fire and Rescue Service Best Value Review (March 2001)

Improvement Plan for Fire Control Centre following Best Value Review

Subsequent reports on Improvement Plan progress

20 May 2002

10 March 2003

16 September 2003

PROCESS KEY DATES

Improvement Plan 6 monthly reports to Select Committee

Year 1 Improvements are:

· Reduction of wage costs for new appointers

· Monitoring of call handling targets

· Fire Control staff work will include Community Safety work

Year 2 Improvements are:

· Better use of electronic data on Fire Stations

· Introduction of Geographical Information System

REVIEW DATES

Improvement Plan to be reviewed 2005/6

PERFORMANCE (success indicator)

Successful completion of Improvement Plan objectives, which will improve efficiency. In working with the use of electronic data and savings wherever possible.

INITIATIVES EVIDENCE SHEET

TITLE

REF NO

1B(b)

INITIATIVE

REASONS

To comply with Article 5 of Statutory Instrument 1999/3251 Fire Service Circular 9/1999 and 2/2001 and meet the needs of FAIRMaP

EVIDENCE BASE

Isle of Wight Fire and Rescue Service Best Value Procurement Review (March 2002)

Isle of Wight Council Procurement Strategy (October 2002)

Improvement Plan for Procurement following Best Value Review

Subsequent Reports on Procurement Improvement Plan progress

18 March 2002

10 March 2003

16 September 2003

PROCESS KEY DATES

Improvement Plan 6 monthly reports to Select Committee

Year 1 Improvements are:

· Link Fire and Rescue Procurement Strategy with IOW Council strategy

· Carry out work for replacement of Fire Protective Clothing with Consortiums

Year 2 Improvements are:

· Commissioning of Fire Protective Clothing

· Produce business case for Private Health Care

REVIEW DATES

Improvement Plan to be reviewed 2006/7

PERFORMANCE (success indicator)

Successful completion of Improvement Plan objectives will enable our personnel to be fitted with new protective clothing and an improved strategy for procurement in the service.

INITIATIVES EVIDENCE SHEET

TITLE

PROCESS AND METHODOLOGIES

REF NO

1B(c)

INITIATIVE

INTEGRATING STRATEGIES – COMMUNITY SAFETY BEST VALUE REVIEW

REASONS

We will broaden the role of retained personnel to be more engaged with their community.

EVIDENCE BASE

In the Line of Fire – Audit Commission 1995

Safe as Houses 1997

Making a Difference – Thematic Inspection of CFS 2000

Strategy for Community Fire Safety Plan

Community Fire Safety Policy

PROCESS KEY DATES

Community Safety Best Value Review March 2002

CFS Task Group Meetings

Reporting of Improvement Plan outcomes to Select Committee on 15 April 2002 and 18 November 2002

Improvements Year 1

· Undertake a programme of re-education to all IOW Fire and Rescue personnel

· Extend Home Fire Safety Checks to wider community

Improvements Year 2

· Review of Community Safety targets to ensure PSA targets are achieved

· Extend partnerships with other agencies

REVIEW DATES

Community Safety to be reviewed in 2006/7

PERFORMANCE (success indicator)

Successful completion and implementation of initiatives and improvements to the education of the public and work with other agencies to reduce fires and injuries.

REF No.

1B(d)

INITIATIVE

REASONS

To ensure existing approved strategy will integrate with the FAIRMaP, which was not in vogue at the time of strategy approval.

Health and safety is one of the essential building blocks in achieving effective risk management.

Consequences of not maintaining this strategy would be contra to legal requirements and result in poor safety management.

EVIDENCE BASE

· Health and Safety at Work Act 1974

· Management of Health and Safety at Work Regulations 1999

· Brigade Policy on the Management of Health and Safety within the Isle of Wight Fire and Rescue Service

· Approved by BMT and issued (July 2002)

PROCESS KEY DATES

· Existing initiative

· Approved budget

· To achieve 50% improvement under HSE targets for all accidents by 2004

· To reduce personnel accidents by 20% by 2007/8

· To reduce vehicle and equipment accidents by 50% by 2007/8

· To achieve HSE targets by 2010

· Implement in years 1 and 2

REVIEW DATES

· Strategy (July 2003)

· Strategy (April 2004)

· Review of strategy (2005/6)

PERFORMANCE

(success indicator)

· Develop performance measures not based solely on injury and ill health statistics

· Positive health and safety culture

INITIATIVES EVIDENCE SHEET

TITLE

INTEGRATED STRATEGIES

REF NO

1B(e)

INITIATIVE

VEHICLES

REASONS

To ensure vehicle replacement programme will meet the needs of FAIRMaP

Consequences of not replacing vehicles and plant will mean that existing vehicles and plant will not be as safe and efficient as possible to ensure risk of breakdown and speed of response to meet fire cover in line with FAIRMaP

EVIDENCE BASE

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

Fire and Emergency Planning Committee Paper (August 1988)

Best Value Procurement Improvement Plan (March 2002)

PROCESS KEY DATES

Aug 1988 F&EP Approval

Year 1 implementation:

· 1 Foam Salvage Tender

· 2 Water Tender Ladders

Year 2 implementation:

· 1 Water Tender Ladder

· 1 Rescue Tender

· 1 Incident Support Unit

REVIEW DATES

Review strategy every 4 years 2005/6

PERFORMANCE (success indicator)

Successful procurement and commissioning of vehicles and plant will ensure new, modern, efficient and repairable vehicles are available to meet operational needs of the service

INITIATIVES EVIDENCE SHEET

TITLE

INTEGRATED STRATEGIES

REF NO

1B(f)

INITIATIVE

REASONS

To ensure the premises’ location and use meet the needs of FAIRMaP

Consequences of not ensuring that existing premises are in the right place or not suitable for use will place the Service and community at risk of an inefficient standard of service to the community

EVIDENCE BASE

Standards of Fire Cover Review (September 1992)

Premises 10 Year Strategy put before Public Protection Committee 24 January 1996

Service Premises Strategy and Capital Programme to Executive 26 February 2003

PROCESS KEY DATES

Annual Review and Implementation of proposed works or feasibility as per Strategy Paper of 26 February 2003

Year 1 Improvements are:

· Proposed works – work to modernise Cowes Fire Station

· Feasibility study for replacement of Ventnor Fire Station

Year 2 Improvements are:

· Build replacement Fire Station for Ventnor

· Major maintenance work to East Cowes Fire Station

REVIEW DATES

Review every 4 years 2004/5 and 2008/9

PERFORMANCE (success indicator)

Premises in right location and suitable as to meet needs of FAIRMaP, which includes gaining access for new style appliances into Cowes Fire Station and improvements to location and better facilities for Ventnor Fire Station

INTEGRATING STRATEGIES

REF No.

1 B (g)

INITIATIVE

STRATEGY FOR INTEGRATED PERSONAL DEVELOPMENT SYSTEM

REASONS

Our staff are our 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.

This strategy will enable the IWFRS to focus on the personal requirements of every one of our employees.

EVIDENCE BASE

· FSC 15/97

· FSC 8/99

· FSC 9/02

· FSC 10/02

· CACFOA Minuted meetings

PROCESS KEY DATES

· Budget bid to Directors – September 2003 (Fire Service College Courses)

· Budget decision

REVIEW DATES

· Strategy 2004

· Thereafter every 3 years

PERFORMANCE

(success indicator)

A better developed, safer more effective and proficient workforce delivering an improved quality of service to all of our stakeholders.

INITIATIVES EVIDENCE SHEET

TITLE

PROCESS METHODOLOGIES

REF NO

1B(h)

INITIATIVE

REASONS

“Farming” process enables the focus of the Service to move to one of prevention rather than intervention. Therefore Community Fire Safety strategy will underpin this process through more focused role in area of Community Safety. The service intends to work closer with the wider community to enable education of the risks from fire.

EVIDENCE BASE

ODPM Guidance Notes 1-3 April 03

White Paper – Our Fire and Rescue Service 03

In the Line of Fire – Audit Commission

As Safe as Houses 1997

Arson Scoping Study

DCOL 1/2000 and 21/1998

Thematic Review – Making a Difference 2000

PROCESS KEY DATES

Community Strategy Document September 2003

Create policies and procedures relevant to Community Fire Safety April 2005

Select Committee November 2005

REVIEW DATES

September 2006

PERFORMANCE (success indicator)

Quality data feeding FAIRMaP decision making

Reduction in the incidence of fires/accidents and spread of fire to meet national and local targets (PSA)

REF No.

1B(j)

INITIATIVE

REASONS

The review of resources within the Fire Service identified the requirement for all aspects of the Fire Service to embrace the advantages from current technology. ICT is a strand running through the whole of the organisation and all FAIRMaP processes will depend to some extent or another on information, communication technology.

EVIDENCE BASE

· HMI Inspection Report 2001

· ‘The fire service and e-government – guidance for electronic service delivery’ (November 2001)

· Resources Review (11 December 2001)

· ICT Project Mandate (28 November 2001)

· ICT Initiation Document (23 January 2002)

· Implementing Electronic Government (IEG) Statement (October 2002)

· ODPM IRMP Guidance Note 1 (3 April 2003)

· Letter from Fire Health & Safety Directorate, ODPM (10 June 2003)

· IPDS Fire Service Circular 9/2002

PROCESS KEY DATES

· Paper E(a) ICT Resources – Executive Approved (11 December 2001)

· Application for Funding of an ICT Project – submitted to ICT Manager (21 December 2001)

· Project Mandate acceptance by Project Board (28 November 2001)

· IEG Statement submitted to ODPM (October 2002)

· Interim Position Statement to Project Board (21 November 2002)

· Paper A ICT Strategic Plan - Executive Approved (26 February 2003)

· Reaffirm Strategy – July 2003

· Stage 1 of ICT Project completed (August 2003)

· Budget Bid to Directors (September 2003)

· Strategy Progress Report to Select Committee (September 2003)

· Strategy Progress Report to Executive Committee (October 2003)

· Budget Decision

REVIEW DATES

· Strategy 2004, if no budget approval in 2003

· Every year if budget approved

PERFORMANCE

(success indicator)

Availability of data requirements for integrated risk management and strategic decision making for the future.

INITIATIVES EVIDENCE SHEET

TITLE

PREVENTION STRATEGIES COMMUNITY SAFETY

REF NO

2A(a)

INITIATIVE

REASONS

To increase the level of commitment to prevention by Fire and Rescue Service staff to realise the shift of focus from intervention to prevention and thus increase the safety of people on the Island.

A percentage of the working time will be determined for each role in the Service and will be increased to a determined optimum and sustained level in 3 years.

EVIDENCE BASE

· In the Line of Fire Audit Commission Review 1995

· Independent Review of the Fire Service 2002

· Safe as Houses Report 1997

· CFS Strategy 2001

· CFS Best Value Review 2002

PROCESS KEY DATES

· Determine current levels by roles of all staff by April 2004

· Identify staff whose role could move to 100% prevention from intervention by October 2004 and implement

· Identify a % increase of prevention work by role for all staff year on year by January 2005

· Implement Initiative July 2005

REVIEW DATES

· 3 years after optimum sustainable level is reached in 2007/8 and thereafter at 3 yearly intervals

PERFORMANCE (success indicator)

This will contribute to the reduction in the number of incidents, deaths, injuries and severity of injuries year on year.

LEVEL OF COMMITMENT TO COMMUNITY SAFETY

· With reference to identifying staff whose role could move to 100% prevention from intervention.

· Specifically focussing on the 40 wholetime firefighter establishment at A1 Newport.

· This initiative will provide greater safety to the public while providing the same level of fire cover.

˜ Standards of Fire Cover Review Report to - Full Council 2 September 1992

˜ Dear Chief Fire Officer Letter 1/1994 Part D - Guidance from the Home Office on Aerial Appliances – Siting and provision

˜ Report to Fire and Public Safety Select Committee members – circulated at their request 13 February 2002

Data Search

˜ Best Value Performance Indicator 145b

˜ Operational Statistics 1998 - 2003

In 1992 the then Chief Fire Officer submitted a report on the Standards of Fire Cover for the Isle of Wight, to Full Council on 2September. The report was accepted with the implementation being possible only when resources were available.

The establishment at Newport was then 8 per watch (total 32 firefighters) – the recommendation in the report was to increase this by 2 per watch (8 firefighters).

This had not been implemented in 1993 since HMI Musslewhite commented in his report that the Authority should consider increasing the watch strength at Newport to 10 firefighters per watch as a matter of priority.

HMI McCallum in his report of 1995 says that to complete the increase in personnel “Watch strengths on the wholetime station are to be increased by one.” (to a total of 40)

We now have 10 firefighters on each watch totalling 40 firefighters.

The basis of this increase in establishment was “Confidence Levels” and “Standards of Fire Cover”.

Presently, the national level stipulates the attendance crewing for the first and second pump mobilised to a fire. The first pump should have 5 crew members the second 4 crew members on 75% of occasions. In the case of the wholetime pump at Newport it is always considered to be the first pump for the Newport Area however it is not considered such for another fire stations area.

This in effect means that the crewing of wholetime at Newport and all stations for the first pump must be 5 on at least 75% of occasions.

The confidence levels achieved are in fact:

1999/00	2000/01	2001/02	2002/03
99.03%	99.01%	98.45%	98.07%

The crewing level used in the calculations for ridership factor is 5 for 100% of occasions, which allows some flexibility.

Ridership Factor

The methodology for calculating the establishment to accommodate:

· confidence levels

· training

· leave

· absence

is called a Ridership Factor (the number of firefighters required to have one firefighter on a fire appliance 24 hours a day 365 days a year).

A Ridership Factor is used in two ways:

· to create an entirely new establishment level

· to compare year on year the management of attendance/absence

In the 1992 Report the comparator factor was used for the calculation of establishment and not as it should have been, for an entirely new establishment.

Factor For New Establishment:

Ridership Factor = 1 firefighter + element for leave

+ element for training

+ element for absence

= X firefighters

then multiply by the number required for the appliances, then by 4 for the total watches.

This would give a normative factor.

Ridership Factor = 1 firefighter + actual leave taken

+ actual training done

+ actual absence for sickness etc

This would give a comparator factor

You can see this figure varies dependant upon what leave, training and absence actually is. Therefore, year on year the changes compare how the establishment is being managed.

e.g.	1998/99	1999/00	2000/01	2001/02
	1.47	1.36	1.40	1.44

It so happens the comparator factor in 1992 was 1.43.

If the calculation for establishment had been done in 1998/99 the staffing would have needed to be increased to 41 but obviously this is not to do with the level of crewing required but the level of absence.

If the calculation for establishment had been done in 1999/00 the staffing would have needed to be reduced by 2 but again this would have been because of the level of absence, not for the crewing requirement. Also, if the calculation was done on crewing of the first Pump only they would have found they were over staffed by 4 firefighters so the establishment at 1992 should have been 28 instead of 32, if they were to use the ‘comparator factor’ on the first Pump.

However, the factor was accepted and declared as a current factor and was best used to exemplify their current absence level and it was used as an example.

Even if one averaged out the comparator factors from 1998 to 2002 the calculation still gives 7 firefighters on each watch. However, some flexibilities enjoyed by larger brigades in detaching a firefighter now and again, from a nearby station, when there are deficiencies is not available to us on the Island since there is only one wholetime station.

It therefore would be reasonable to accept a watch establishment of 8 on that basis. And since the Heads of Agreement 2003 Pay Agreement allows overtime, any remote possibilities of deficiency can be more than adequately covered.

The number of 8 wholetime personnel on each watch to crew the first pump is therefore based on:

· the present standard of fire cover in Newport

· using an averaged comparator ridership factor

· generous flexibility for having only one wholetime fire station

This will mean that normally there will be 6 people on duty on each watch (5 ridership plus 1 extra flexibility) therefore the crew level for the Newport Area is secure.

On those occasions therefore, where the wholetime pump is mobilised with one special appliance, there will be sufficient crew to mobilise to areas outside Newport with 4 + 2 since the Newport pump on these occasions is not the first pump and does not need a crew of 5, but a crew of 4.

On those occasions where the wholetime pump is mobilised with one special appliance within the Newport Area, the pump will crew 5 and the special appliance made up with the first Newport retained in attendance.

Since there is no greater risk for special appliance attendance in Newport, the close proximity of the special to the Newport Area will still give the service standards Newport and the rest of the Island enjoy.

The primary crewing of the first Pump at Newport by 5 wholetime staff is based on the presently applied standard of fire cover in Newport

The primary crewing of special appliances by wholetime staff is based on an assertion in the 1992 Report.

“In addition to pumping appliances, selected special appliances, such as hydraulic platforms and turntable ladders, should be primary manned and the station establishment adjusted to ensure continuous availability and a correct level of training”.

The two reasons given for primary crewing therefore are:

· To ensure continuous availability

· Correct level of training

It is not clear (and there is no evidence available) what assumptions were being made on availability since the special appliances were continuously available then as they are now. It is more likely that the retained provide that availability rather than wholetime, since there are more of them available at any one time. They are made continuously available by wholetime and retained crews.

All fire engines in Newport and other Island Fire Stations are continuously available, unless under repair or ‘off the run’, and the fact that it is primary crewed by wholetime does not make them continuously available. For instance, if the wholetime crews go out with a Pump and the Hydraulic Platform to a fire, then the Rescue Tender is still continuously available for road accidents by a retained crew.

Specific reference is made to Hydraulic Platform and Turntable Ladders although there are other special appliances.

A Report compiled for the Fire and Public Safety Select Committee in 2002 made clear that the Turntable Ladder was used:

· only 3 times in the whole of 2000 none of which was rescue or firefighting

· only 3 times in the whole of 2001 none of which were rescue, one was for access for a horse and another to tackle a chimney fire;

that the Hydraulic Platform was used:

· only 9 times in the whole of 2000 none of which were rescues, 7 were for stripping a roof or for observation/surveillance

· only 3 times in the whole of 2001 none of which were rescues, 2 were for stripping a roof or for observation/surveillance

This report is not deliberating over whether the aerial vehicles should exist, but that to primary crew the aerials 24 hours a day 365 days a year at a level of crewing that requires 2 wholetime personnel to be available for this level of use, is not justifiable.

The aerials should be crewed by wholetime or retained personnel whoever are available at the time.

Of the other special appliances at Newport (Chemical Trailer, Land Rover, Incident Support Unit, Rescue Tender) they are all support vehicles except the Rescue Tender.

The Rescue Tender would have been included in the primary crewing assertion (although not specifically mentioned) since there was a rescue tender at Newport at the time.

The Rescue Tender attended:

· 2000/01 92 road accidents and on 22 of those occasions people were extracted

· 2001/02 110 road accidents and on 23 of those occasions people were extracted

· 2002/03 89 road accidents and on 21 of those occasions people were extracted

These figures may give a reason for having a Rescue Tender but this is not the remit of this report. There is however no compelling reasons to primary crew the Rescue Tender with wholetime staff. There have been no changes to the continuous availability of the Rescue Tender but to have it crewed by wholetime 24 hours a day 365 days a year, cannot be justified.

The Rescue Tender should be crewed by wholetime or retained crews who ever are available at the time when those rescues would still be attended by wholetime or a retained crew with a watch establishment of 8.

This is particularly relevant since, as well as the Rescue Tender, the wholetime and the retained Pumps at Newport themselves are extremely well equipped with road rescue equipment so too are the Pumps at Yarmouth, Ventnor and Ryde. As from 2004 Sandown and East Cowes (all of which are retained stations) will also have road rescue equipment. These Pumps always arrive more speedily enabling crews to assess the crash, render immediate care and ensure the safety of the scene before the arrival of the Rescue Tender.

The second issue relating to primary crewing of specials was the correct level of training. The 1992 Report expands on this by stating:

“The special appliances at Newport currently have to be manned by Retained personnel who by the very nature of their contract i.e. ‘Part Time employees’ present a considerable problem in trying to achieve the minimum training syllabus as laid down by the Home Office in Dear Chief Fire Officer Letter 9/1992 of the 3 August 1992.”

I am able to report that the Retained compliment at Newport are trained to use all the special appliances and to a high level. The primary crewing by wholetime of one special does not take away the need to have the retained trained in all of the skills necessary to operate all the specials. So the rationale for training is not an applicable argument for the primary crewing of a special appliance.

Since we have for many years now ensured continuous availability and the correct level of training there would be no reason to primary crew any special appliance.

This report is unequivocal in its conclusion that it is neither necessary nor desirable on the grounds of standards of fire cover, ridership factor nor cost effectiveness in intervention terms to have a crewing level of more than 8 on a watch.

Therefore it is possible to redeploy 8 firefighters from intervention to 100% prevention where these firefighters can reduce even further the need for fire engines to go to fires and further reduce damage, injury and loss of life, without changing the present level of fire cover.

Areas of Prevention Work:

· Community Fire Safety - home fire risk visits

There are approximately 64,000 dwellings on the island

Basing a home fire risk visit - an average of 45 minutes. An 8 hour day would give approximately 10 visits per day.

45 weeks available in the year x 4.5 days x 10

= 2,025 visits

times 8 personnel = 16,200 per year

= 4 years

This figure is an ideal, infact other work such as:-

- Training and Prevention

- Fire Safety in Industrial Commercial and Residential Premises

- Partnerships

- Crucial Crews

- Schools Curriculum

will increase the expected completion of each dwelling to approximately 6 years. This can be brought within a target of 5 years, where wholetime crews and retained stations participate in some of their own areas.

8 firefighters (2 per watch) will be redeployed from intervention duties to 100% prevention duties. This will provide a greater level of safety to the public while maintaining the same level of fire cover.

INITIATIVES EVIDENCE SHEET

TITLE

PREVENTION STRATEGIES

REF NO

2A(b)

INITIATIVE

REASONS

· To liaise with other agencies in order to achieve the objectives of implementing prevention strategies.

· To enhance community safety through education and raising awareness.

· To form new community partnerships where appropriate.

EVIDENCE BASE

Community Safety Strategy (draft)

ODPM Guidance Notes 1-3 (April 2003)

Crime and Disorder Act (1998)

Arson Control Forum (HFRS/IOWFRS/Hants Constab)

Police Liaison (NACRO)

SWHA and Residential Care Homes

Education/Insurance Risk Management (County Council)

Joint Liaison with Other Emergency Services

Health Authority

National Strategy for Neighbourhood Renewal

A New Commitment to Neighbourhood Renewal

DCOL 1/200 and 21/1998

Arson Control Forum (IOW)

Schools Arson Reduction (IOW)

Road Safety Partnership (IOW Council)

PROCESS KEY DATES

September 03 – Isle of Wight Community Safety Strategy to be completed and accepted

Strategy to be implemented over 5 years

Continue to hold Arson Control and Schools Arson Reduction meetings 3 monthly

REVIEW DATES

September 2006/7 (every 3 years there after)

PERFORMANCE (success indicator)

Quality data feeding FAIRMaP decision making to ensure that partnerships are effective and reduce the incidence of fires, road traffic accidents and injuries.

INITIATIVES EVIDENCE SHEET

TITLE

PREVENTION STRATEGIES

REF NO

2A(c)

INITIATIVE

REASONS

· In line with the Government’s White Paper “Our Fire and Rescue Service” (2003), to reduce arson by 10% by 2010

· To reduce the risk of harm to persons and property and cost of intervention to Council and community

EVIDENCE BASE

ODPM FAIRMAP

ODPM Guidance Notes 1-3 (April 2003)

Isle of Wight Fire and Rescue Service Community Safety Strategy (draft)

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

ODPM “The Burning Issue” Research and Strategies for Reducing Arson (2002)

Arson Control Forum (ODPM) March 2003

PROCESS KEY DATES

September 03 – Isle of Wight Community Strategy to be completed

Continuing with Arson Control Meetings

Hampshire and Isle of Wight 6 monthly

Arson Reduction Task Group 3 monthly (IOW)

Schools Arson Reduction Team 3 monthly (IOW)

Continue to implement good practice and form closer links with agencies and wider community

REVIEW DATES

September 2006/7 (every 3 years thereafter)

PERFORMANCE (success indicator)

Quality data feeding FAIRMaP decision making to ensure a reduction in arson incidents by 10% by 2010.

INITIATIVES EVIDENCE SHEET

TITLE

PREVENTION STRATEGIES – COMMUNITY SAFETY

REF NO

2A(d)

INITIATIVE

REASONS

· To promote and enhance fire safety and contribute to the lifelong learning of members of the community.

· To achieve Government Community Fire Safety and Health targets.

· We will carry out education to all ages in the community and through the education system to enhance their education.

EVIDENCE BASE

Isle of Wight Fire and Rescue Service Community Safety Strategy (draft)

Audit Commission Report – In the Line of Fire 1995

Home Office Report – As Safe as Houses 1997

Home Officer Report – Arson Scoping Study

Thematic Review – Making a Difference 2000

ODPM FAIRMAP Guidance Note 1.3 April 03

Home Fire Safety Check Policy

PROCESS KEY DATES

September 03 – Isle of Wight Community Safety Strategy to be completed

September 03 – Update Community Safety Education Policy

December 03 – Domestic Sprinkler Seminar

In 2005/6 we will be visiting every school to carry out a ‘Schools Health Check’ and manage outcomes

We will also be using our Chip Pan Demo Unit across areas of the Island

REVIEW DATES

September 2006/7

(Every 3 years following)

PERFORMANCE (success indicator)

Quality data feeding FAIRMaP decision making to ensure a reduction of fires and injuries (PSA)

INITIATIVES EVIDENCE SHEET

TITLE

PREVENTION STRATEGIES

REF NO

2A(f)

INITIATIVE

REASONS

Each year statistics confirm that injuries and deaths from fire occur mainly within the domestic environment. Home fire prevention is better than cure, so home fire safety checks should be recognised as a core service provided by Isle of Wight Fire and Rescue Service.

We intend to raise the public’s awareness of the benefits of Home Fire Safety Checks to 10% of domestic dwellings each year.

EVIDENCE BASE

Home Fire Safety Check – Gunville, Newport

Fire Services Act 1947 1(i) giving advice

ODPM Guidance Notes 1-3 FAIRMaP April 03

White Paper “Our Fire and Rescue Service” 03

New Commitment to Neighbourhood Renewal 2001

Safe As Houses 1997

Partnerships

South Wight Housing Association Partnership

PROCESS KEY DATES

Community Fire Safety Strategy (draft) September 2003

New Policy to be created September 2004

Continue to train all stations and spread leaflets and referral scheme to the rest of the Island using PSA money to reduce incidents of fire.

Continue to work with Housing Association to educate and fit detectors following referral.

REVIEW DATES

Every 3 years starting 2005/6

PERFORMANCE (success indicator)

Reduction in accidental fires, loss of life and reduction in accidents (PSA).

We will aim to leaflet drop and “cold call” 5% of domestic dwellings each year and follow up with referrals where necessary (this will increase to 20% in year 2005/6)

INITIATIVES EVIDENCE SHEET

TITLE

PREVENTION STRATEGIES COMMUNITY SAFETY

REF NO

2A(g)

INITIATIVE

UNWANTED FIRE SIGNALS (UNWANTED FALSE ALARMS)

REASONS

To reduce the number of incidences of false or unwanted calls.

If we fail to reduce these unwanted fire calls then valuable time will be taken up, which could be spent on saving lives in prevention. Also resources could be at a false call when a real call for assistance is received and resources farther away are sent thus incurring lost time and potentially further losses to the victims of fire or other emergencies.

EVIDENCE BASE

· Fire Service Circular 6/1994

· HMI Thematic Review on Unwanted Fire Signals

· Oxford Fire and Rescue Service Unwanted Fire Signals Policy

PROCESS KEY DATES

· Determine existing level of calls and categories together with Automatic Fire Alarm calls, which result in emergency incidents, and all calls to which insufficient resources were sent in the initial PDA by August 2003

· Analyse the data and develop appropriate mobilising/control policy by April 2004

REVIEW DATES

· 2006 review policy

PERFORMANCE (success indicator)

Reduction in Unwanted fire signals year on year by 10%

DECISION DATA

UNWANTED FIRE SIGNALS (UNWANTED FALSE ALARMS)

· To reduce the number of false and unwanted calls.

· To create policies and practices to effectively reduce the mobilisation of fire appliances and firefighters needlessly

· To reduce the risk to the health and safety of firefighters turning in and turning out by reducing the number of occasions.

· To reduce the disruption of retained firefighters employers by reducing the occurrences of firefighters leaving their place of employment needlessly.

· To maximise the crews and appliances availability for real incidents.

˜ Thematic Inspection of unwanted fire signals by HM Fire Inspectorate.

˜ Unwanted Fire Signals generated by AFDS by BFPSA, Home Office and CACFOA.

˜ Oxford Fire and Rescue Service Unwanted Fire Signals Operational Note No.02

˜ Best Value Indicator BV146 and BV149

˜ Operational Statistics 2000 to 2003

	2001/01	2001/02	2002/03
False Alarms	769	778	736
Other Incidents	1199	1174	1042
Total Incidents	1968	1952	1778
False Alarms as a % of Incidents*	39%	40%	41%
No of calls to Special services (including RTA’s) where ‘service not required upon arrival’: *If these incidents were included in total, % would change to	38 41%	39 42%	38 44%

TYPES OF FALSE ALARMS

	2000/01	2001/02	2002/03
RTA’s where no service rendered	4	0	2
Special Services – ‘services not required on arrival ‘	34	39	36
False Alarms - good intent	349	414	426
- malicious intent	76	94	75
- mechanical fault	344	270	235
Total False Alarms	807	817	774

The RTA and Special Service figures are false alarm calls which were made with due diligence.

However, the ‘good intent’ figures do include false alarms due to carelessness.

SUMMARY

The attendances of fire appliances to unwanted calls, which can be reduced, are:

Automatic Fire Alarms (AFA)

· mechanical fault

· carelessness

· good intent

· bad fire safety provision

Calls to

· bonfires

· smoke in the distance

· repeat calls to the same premises

· malicious intent

These reductions can be done by putting into effect:

· Call challenge policies for fire control staff

· The Oxford Fire and Rescue Service policy for AFA call reduction

(In the case of this policy fire appliances will not be sent to premises where it is confirmed we are not required, reduced attendances for checking and full attendances when we are required.)

· Notification policy for attended bonfires

· Repeat call challenge policy for fire safety officers

Attending false calls is a waste of time and resources. This time and resource can be better spent on prevention work, training and station routines.

INITIATIVES EVIDENCE SHEET

TITLE

PREVENTION STRATEGIES

REF NO

2A(h)

INITIATIVE

REASONS

We intend to work with other partners in the education and commitment as a Rescue Service to reduce accidents/incidents on Island roads.

EVIDENCE BASE

Road Casualty Reduction (DETR) March 2000

Hampshire and Isle of Wight Road Reduction Strategy

Isle of Wight Council Road Safety Strategy

The Isle of Wight Injury Prevention Forum

PROCESS KEY DATES

Develop partnerships

Continue to be represented on above forums to play a part in Road Accident Reduction

REVIEW DATES

2007/8

Every 3 years thereafter

PERFORMANCE (success indicator)

Successful Road Reduction Strategy Targets as set by Road Safety partnerships

INITIATIVES EVIDENCE SHEET

TITLE

PREVENTION STRATEGIES

REF NO

2A(i)

INITIATIVE

CO-RESPONDER

REASONS

To ensure a fast response to the community for life saving resuscitation, backed up by Ambulance attendance when available

EVIDENCE BASE

Ambulance (PCT) Targets of Attendance

CACFOA Document “Co-responder, A Partnership for Life” (2003)

PROCESS KEY DATES

Policy to be established when needs are known 2004/5

Risk Management and Assessment following Policy 2004/5

Implement system of co-responder to stations where need is established

REVIEW DATES

Review 2006/7

Every 3 years thereafter

PERFORMANCE (success indicator)

Meets FAIRMaP objectives on Community Safety

Reduction in deaths of the public in areas where identified by ambulance requirements to cover Island community.

REF No.

2B(a)

INITIATIVE

REASONS

To comply with the forthcoming statutory duty on Fire Authorities to develop and maintain an enforcement programme.

Compliance will mean a direct responsibility to ensure that adequate fire precautions are in place in a wider range of premises than was previously the case.

Consequences of non-compliance will be contra to legal requirements.

EVIDENCE BASE

· Consultation document on the reform of fire safety legislation (July 2002)

· Response to the consultation paper for Chief Fire Officer (November 2002)

· Various meeting notes of RRO Policy Development Working Group and Sub Groups

PROCESS KEY DATES

· Budget Bid to Directors (September 2003)

· Budget Decision (February 2004)

· Training of existing staff (2003/4/5)

· Termination of Certification process (2004)

· Implementation of Order (Autumn 2004)

· Policy Guidance/Directives implementation (2004/5)

REVIEW DATES

· Strategy (2005/6)

· Resources (2006/7)

· Full Review (2007/8)

PERFORMANCE

(success indicator)

· Performance measures to be developed

· Reduction in enforcement action

· Reduction of fire risk in the community

REF No.

2B(b)

INITIATIVE

REASONS

In considering a risk assessment based audit programme it is necessary to determine the levels of risk presented by the building(s). The risk to individual occupiers will be of concern to those involved in the audit of buildings, however, it will be the potential for a significant loss of life, or serious injury, that will have a major impact on the level of risk that is determined for the purposes of an audit programme.

Whilst it is the life risk to occupiers that is the principal influence, it must be borne in mind that an assessment of the risk can be made for a number of purposes, such as:

· property/business loss

· loss of heritage

· environmental damage and

· firefighting operations

The outcome of the risk assessment, and the subsequent determination as to the position of any particular building within an audit programme, may therefore be influenced not only by life safety considerations but also the potential loss or risk to the community, at a local or national level.

EVIDENCE BASE

· Draft Enforcement Policy Statement (CACFOA)

· Draft Fire Safety Policy Directives (CACFOA)

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

· Various Meeting Notes of RRO Policy Development Working Group and Sub Groups

PROCESS KEY DATES

· Training of Existing Staff (2003/4/5)

· Implementation of RRO (Autumn 2004)

· Policy Guidance/Directives Implementation (2004/5)

· Implement Initiative (2005/6)

REVIEW DATES

· Full Review of Strategy (2007/8)

PERFORMANCE

(success indicator)

· Performance measures to be developed

· Reduction of fire risk in the community

REF No.

2B(c)

INITIATIVE

REASONS

To set out the working arrangements between the Isle of Wight Fire & Rescue Service and the Isle of Wight Licensing Authority.

Protocol to be linked to the risk assessment principles contained with the Workplace Regulations and ultimately the RRO.

EVIDENCE BASE

· Licensing Bill (November 2002)

· Minutes of National Fire Safety Committee (CACFOA)

· Draft Protocol between West Yorkshire Fire Authority and the Licensing Authority

· Various Meeting Notes of RRO Policy Development Working Group

PROCESS KEY DATES

· Bill receives Royal Assent (July 2003)

· Applications for ‘Personal’ Licences (January 2004)

· Applicants submit two-part form for ‘Premises’ Licence (January 2004)

· Brewster Sessions cease (February 2004)

· Justices hand over to Local Authorities (July 2004)

· Implement initiative (2005/6)

REVIEW DATES

· Full Review of Protocol (2007/8)

PERFORMANCE

(success indicator)

· Performance measures to be developed

· Reduction of fire risk in the community

REF No.

2B(d)

INITIATIVE

REASONS

To set out the working arrangements between the Isle of Wight Fire & Rescue Service and the Housing Authority.

Protocol to be linked to the risk assessment principles contained with the Workplace Regulations and ultimately the RRO.

Protocol will deal with high risk HMO’s.

RRO will deal with common areas of HMO’s.

Fire Service to enforce fire safety provisions via the RRO.

Housing Authority to consult with Fire Authority prior to issue of HMO Licence.

EVIDENCE BASE

· Draft Housing Bill (March 2003)

· Minutes of the RRO Policy Development Working Group

· Housing Renewal Strategy (May 2003)

PROCESS KEY DATES

· Parliamentary time not yet allocated

· Implement initiative (2005/6)

REVIEW DATES

· Full Review of Protocol (2007/8)

PERFORMANCE

(success indicator)

· Performance measures to be developed

· Reduction of fire risk in the community

REF No.

2B(e)

INITIATIVE

REASONS

To set out the working arrangements between the Isle of Wight Fire & Rescue Service and OFSTED regarding childminding and day care for children under 8 years of age.

Protocol to be linked to the risk assessment principles contained with the Workplace Regulations and ultimately the RRO.

EVIDENCE BASE

· OFSTED Draft Protocol (July 2003)

· CACFOA Draft Protocol (July 2003)

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

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

PROCESS KEY DATES

· Changes in Legal Framework Regulating Childminding Implemented (2001)

· Care Standards Act 2000 (Transfer of Responsibilities for Regulation)

· Implement Initiative (2005/6)

REVIEW DATES

· Full Review of Protocol (2007/8)

PERFORMANCE

(success indicator)

· Performance measures to be developed

· Reduction of fire risk in the community

INITIATIVES EVIDENCE SHEET

TITLE

INTERVENTION STRATEGIES

REF NO

3A(a)

INITIATIVE

PARTNERSHIPS

REASONS

To consider to develop working partnerships with other Emergency Services providing inter-service and multi-agency plans to deal with major incidents. To develop a forum to provide practitioners an input into policy development and to more closely involve the community/stakeholders in tackling crime and promoting social cohesion and neighbourhood renewal. This will enable stakeholders to engage in and contribute fully to the modernisation of the Fire and Rescue Service.

EVIDENCE BASE

Major Emergency Co-ordination Committee

White Paper “Our Fire and Rescue Service” 03

ODPM Guidance Notes 1-3 FAIRMaP April 03

Fire Safety Advisory Board

Business and Community Safety Forum

ODPM

New Commitment to Neighbourhood Renewal 2001

Tactical Working Group (6 monthly meetings)

Arson Reduction Forum

School Arson Reduction Forum

PROCESS KEY DATES

Policy to be defined once Fire Safety Advisory Board has developed its role and responsibilities

Establish links with B&CS Forum

Joint Liaison Panel

Chamber of Commerce

Airport Liaison

REVIEW DATES

2005/6

Every three years thereafter

PERFORMANCE (success indicator)

To meet FAIRMaP Objectives to reduce number of incidents of fire and increase awareness through working with agencies.

INITIATIVES EVIDENCE SHEET

TITLE

INTERVENTION STRATEGIES

REF NO

3A(f)

INITIATIVE

WORKING ON, IN OR NEAR WATER

REASONS

The Brigade’s activities will involve working in, on or near water. It is recognised by the Brigade that there is a public expectation for the Fire and Rescue Service to attend incidents with the purpose of saving life or rendering humanitarian services. In response to these expectations the Brigade is committed to providing an attendance when called upon and to act to National Best Practice. This is not to involve working offshore or taking over work of Coastguard or RNLI.

EVIDENCE BASE

DCOL 2/2001 – Water Safety Awareness

Fire Service Manual – Working In, On or Near Water

Brigade Operations and Training Note 2/35 (draft)

Management of Health and Safety at Work Regulations 1999

White Paper “Our Fire and Rescue Service” 03

PROCESS KEY DATES

Complete OT Note

BMT to consider at what levels we will operate at incidents

Issue National Best Practise – Fire Service Manual Working On, In or Near Water

Undertake additional training as necessary to fire personnel, which includes Level 1 training to all personnel 2003/4 and review of Level 2 training in 2004/5.

Produce Memorandum of Understanding with RNLI and HM Coastguard 2004

REVIEW DATES

2007/8

PERFORMANCE (success indicator)

To meet FAIRMaP objectives with a safe system to meet water incidents for a reduction of risk whilst working on or near water and improvement of service where this work was not provided before.

INITIATIVES EVIDENCE SHEET

TITLE

INTERVENTION STRATEGIES

REF NO

3B(a)

INITIATIVE

NON-FIRE/INCIDENTS – PARTNERSHIPS

REASONS

Continue to explore the development of forums to provide practitioners an input in to policy development and to more closely involve the community/stakeholders in prevention, tackling crime and promoting social cohesion and neighbourhood renewal. This will enable stakeholders to engage in and contribute fully to the modernisation of the Fire and Rescue Service.

EVIDENCE BASE

White Paper “Our Fire and Rescue Service” 03

ODPM Guidance Notes 1-3 FAIRMaP April 03

New Commitment to Neighbourhood Renewal 2001

Business and Community Forum

PROCESS KEY DATES

Policy proposals

Select Committee

Re-energise Fire/Stakeholder Forum

Establish links with B&CSF

Joint Emergency Services Liaison Panel

REVIEW DATES

2007/8

Every three years thereafter

PERFORMANCE (success indicator)

Community involvement in formulation of policy development

Quality decision making feeding FAIRMaP

Reduction in incidents, deaths and accidents (PSA)

INITIATIVES EVIDENCE SHEET

TITLE

EMERGENCY/CIVIL CONTINGENCY PLANNING

REF NO

3C(a)

INITIATIVE

PARTNERSHIPS

REASONS

Prepare for and facilitate an efficient and effective interface between various services and agencies that are likely to respond to a major incident.

Inefficiency, misunderstanding, lack of confidence, failure in communication.

EVIDENCE BASE

CCBRN Home Office Guidance Document Feb 2003

Memorandum of Understanding between Health Service and Fire Service

OT Note 2/1 Dealing with Major Incidents

Home Office “Dealing with Disaster” The Combined Response Document

Tactical Working Group Meetings (6 monthly)

Silver and Gold Command Exercises

PROCESS KEY DATES

2004 Live Ex (exercise)

6 monthly Tactical Working Group Meetings

Further Brigade CCBRN (IRU) Training

Regional/National Response Protocol 2003/4

Civil Contingency Reaction Forum to be included on Tactical Working Group meetings 2003/4

REVIEW DATES

2007/8

Every three years thereafter

PERFORMANCE (success indicator)

Training and competence to meet FAIRMaP objectives

Successful understanding of Joint Services using agreed Protocols and MoU to ensure efficient planning and co-ordinated working at potential incident.

INITIATIVES EVIDENCE SHEET

EMERGENCY/CIVIL CONTINGENCY PLANNING

REF NO

3C(b)

INITIATIVE

LEVEL OF RESPONSE INCLUDING SUPERVISORY

REASONS

The initial response to a major emergency aims to deal with the first effects. Collaboration co-ordination and communication are vital.

Provide an Integrated Emergency Management approach (IEM)

Inefficiency, inability to handle such incidents

EVIDENCE BASE

Home Office Document “Dealing with Disaster”

Cabinet Office Civil Contingency Bill

Tactical Working Group (6 month)

Operational Response Procedure (Draft)

PROCESS KEY DATES

Review of Operational Response Procedure 2004

IRU and Forklift training October, November and December 2003

We will, through training, ensure that operational personnel understand capabilities of new appliance and equipment should an incident occur.

REVIEW DATES

Review of CCBRN Procedures 2007/8

PERFORMANCE (success indicator)

To fulfil CCBRN requirements

To meet needs of FAIRMaP objectives to ensure safety of the public and improvement to the service during any emergency or civil requirements.

INITIATIVES EVIDENCE SHEET

TITLE

EMERGENCY/CIVIL CONTINGENCY PLANNING

REF NO

3C(c)

INITIATIVE

NEW DIMENSION

REASONS

ODPM requires that the Fire Service has capability to deal with an incident. Ensure training and equipment, to deal with CCBRN incident. We will respond effectively to a range of large scale terror attacks with a sustained response.

EVIDENCE BASE

CCBRN Home Office Guidance Document Feb 2003

Memorandum of Understanding between Health Service and Fire Service

OT Note 2/1 Dealing with Major Incidents

Home Office “Dealing with Disaster” The Combined Response Document

Tactical Working Group Meetings (6 monthly)

Silver and Gold Command Exercises

PROCESS KEY DATES

Develop training initiatives for IRU and forklift 2003/4

Continue Officer awareness training 2004/5

Continue Tactical Working Group meetings (6 monthly)

1^st Newsletter May 2002

Interim IRUs arrival June 2003 (21 vehicles)

IRU arrival IoW Nov-Dec 2003

Nov – Dec – Jan – Training of personnel on IRU and equipment

REVIEW DATES

Review CCBRN procedures 2007/8

PERFORMANCE (success indicator)

National Strategy

Guidance from ODPM and HMFSI and Home Office. This initiative is a provision of a new service to ensure protection to the community and personnel following a civil emergency or CCBRN type incident.

INITIATIVES EVIDENCE SHEET

TITLE

ENVIRONMENTAL

REF NO

4B(d)

INITIATIVE

PREVENTION OF ENVIRONMENTAL IMPACT OF INTERVENTIONS

REASONS

To ensure that the Brigade strategy to prevent or minimise occurrences that have an environmental impact that meets the needs of IRMP

Threat of litigation

Reputation of the Brigade is paramount to maintain

EVIDENCE BASE

Special Procedure 139

Environmental Protection Act 1990

Environment Act 1995

Water Resources Act 1991

PROCESS KEY DATES

Consideration of an Environmental Policy from Fire Service actions

Continue to work and liaise with Environmental Agency at local level

REVIEW DATES

3 years from date of implementation of Policy 2007/8

PERFORMANCE (success indicator)

To ensure that reputation and profile of Service is maintained whilst minimising loss and damage wherever possible.

REF No.

5A(a)

INITIATIVE

REASONS

It is critical that the Fire and Rescue Service is able to obtain, collect, record and access reliable information from all areas, in order to satisfy the need for evidence based risk management, safe and efficient operations and strategic decision making.

To satisfy all requirements, information, must be promulgated to staff, councillors, partnerships and the community, as a whole.

EVIDENCE BASE

· Data Protection Act (1998)

· HMI Inspection Report 2001

· ‘The fire service and e-government – guidance for electronic service delivery’ (November 2001)

· Resources Review (11 December 2001)

· ICT Project Mandate (28 November 2001)

· ICT Initiation Document (23 January 2002)

· Implementing Electronic Government (IEG) Statement (October 2002)

· ICT Strategic Plan (February 2003)

· ODPM IRMP Guidance Note 1 (3 April 2003)

· Letter from Fire Health & Safety Directorate, ODPM (10 June 2003)

· Freedom of Act Publication Scheme (October 2002)

PROCESS KEY DATES

· Paper E(a) ICT Resources – Executive Approved (11 December 2001)

· Application for Funding of an ICT Project – submitted to ICT Manager (21 December 2001)

· Project Mandate acceptance by Project Board (28 November 2001)

· IEG Statement submitted to ODPM (October 2002)

· Review and update of word processing document files for standardisation of information (October 2002)

· Paper A ICT Strategic Plan - Executive Approved (26 February 2003)

· Reaffirm Strategy – July 2003

· Stage 1 of ICT Project completed (August 2003)

· Budget Bid to Directors (September 2003)

· Strategy Progress Report to Select Committee (September 2003)

· Strategy Progress Report to Executive Committee (October 2003)

· Budget Decision

REVIEW DATES

· Annually

PERFORMANCE

(success indicator)

· Information is available as and when required in a format suitable for purpose

REF No.

5A(b)

INITIATIVE

REASONS

Integrated Personnel Development System is to be introduced throughout the Fire and Rescue Service including Support Services staff.

The continuous development of Support Services staff is vital in order to keep up to date with changes in technology, legislation and skill base required to support the operational requirements of the Service.

EVIDENCE BASE

· Fire Service Circular 9/2002

· Memorandum from Brigade Training Officer (10 February 2003)

· Gap Analysis (March 2003)

· Training Needs Analysis (April 2003)

· Support Services Training Policy (April 2003)

PROCESS KEY DATES

· IPDS process Policy to be agreed (?)

· Aligned with Training Needs Analysis

· Strategy produced

REVIEW DATES

a) IPDS strategy for Support Services will be reviewed annually.

b) Individual progress against IPDS strategies will be reviewed six monthly and annually in accordance with personal performance review timetable.

PERFORMANCE

(success indicator)

Individual objectives/indicators achieved.

REF No.

5A(c)

INITIATIVE

REASONS

To comply with the Modernising Agenda which states we have to provide, “Responsive Public Services – to the needs of the citizens”.

All our dealings with the public must follow corporate standards as set out by the council.

The Isle of Wight Fire and Rescue Service has been awarded the Charter Mark for excellent service to the public, this service must be maintained and improved. The next assessment is in 2005.

EVIDENCE BASE

· The Modernising Government White Paper (March 1999)

· Charter Mark application (1999)

· Charter Mark application (2000)

· The Complaints Procedure (2000)

· Launch of Isle of Wight Fire and Rescue Service website (2000)

· ‘The fire service and e-government – guidance for electronic service delivery’ (November 2001)

· Charter Mark application (2002)

PROCESS KEY DATES

· IEG statement submitted to the ODPM (October 2002)

· Frontline staff NVQ training (2003)

· Production of Annual Report (2003)

· Charter Mark reassessment application (2005)

· Update of Isle of Wight Fire and Rescue Service website (Ongoing)

REVIEW DATES

Our standards of customer service are reviewed continuously and we are always looking for improvements, however a formal review will take place annually.

PERFORMANCE

(success indicator)

· Retention of Charter Mark award

· Measure of complaints, number of complaints and types of complaints

· Telephone call time analysis

· IEG Statement: Annually or as requested by ODPM

REF No.

5A(d)

INITIATIVE

REASONS

By the nature of the service we provide, it is imperative that it is of the highest quality possible. To achieve this, support strategies are monitored, reviewed, evaluated and improved when required on an ongoing basis.

EVIDENCE BASE

· Charter Mark application (1999)

· Charter Mark application (2000)

· Charter Mark application (2002)

· Quality Service Group

· Fire Service Quality Network

· Performance Indicators

· Best Value Reviews:

· Command and Control Procurement

· Community Fire Safety

· Mori Poll

· Operational Survey

· Community Fire Safety Survey

· Fire Safety Survey

· Customer Service Survey

· Letters of appreciation received from the public

PROCESS KEY DATES

· Charter Mark application (1999)

· Charter Mark application (2000)

· Charter Mark application (2002)

· Charter Mark reassessment application (2005)

· Quality Service Group Meetings

· Production of Annual Report (2003)

· Staff Performance Reviews (Annually with six monthly reviews)

REVIEW DATES

· Due to the nature of the subject our quality is continuously reviewed on an ongoing basis

PERFORMANCE

(success indicator)

· Performance Indicators:

· Best Value Performance Indicators

· Benchmarking Statistics

· Internal Local Performance Indicators

· IEG Statement: Annually or as requested by ODPM

REF No.

5A(e)

INITIATIVE

REASONS

Good communication is critical to any support services. This information should be fast, accurate, concise and relevant.

The type and medium of communication should be relevant to the importance of the information it conveys.

By the nature of the service it is imperative that safety is of high priority therefore communications that could have a bearing on safety must be expedient.

EVIDENCE BASE

· Weekly Routine Notices

· Admin Memorandums

· OT Notes

· Opsflash

· Email messages

· Minutes of meetings

· Telephone

· Letter, memorandums etc.

· Select Committee

· Executive Committee

PROCESS KEY DATES

· Email facilities (Microsoft Outlook) installed and training of personnel at Headquarters (2001)

· Email facilities (Microsoft Outlook) installed and training of personnel at Newport Fire Station and Fire Control (2002)

· Email facilities (Microsoft Outlook) installed and training of personnel at Brigade Training Centre (2002)

· Email facilities (Microsoft Outlook) installed and training of personnel on Retained Stations (2003)

· New telephone system installed at Brigade Training Centre (2002)

· Communications strategy (December 2003)

· Staff Survey (?)

REVIEW DATES

Strategy and methods of communication renewed annually.

PERFORMANCE

(success indicator)

· Performance Indicators

· Staff Survey

REF No.

5A(f)

INITIATIVE

REASONS

It is important that the public are informed about the service that is provided, this will include consultation on the FAIRMaP and continuous information regarding the outcomes.

EVIDENCE BASE

· Information leaflets

· Best Value Performance Indicators published in the Council’s Best Value Performance Plan, annually.

· Published information on the website www.iwfire.org

· Brigade Organisation Management and Performance Policy Document (BOMP) (2000)

· ‘Charter’ and ‘Service Delivered’ (2000)

· Information advice leaflets

· Charter Mark Award (2000 and 2002)

PROCESS KEY DATES

· ‘Charter’ and ‘Service Delivered’ leaflets produced - delivered to libraries and customer service centres (2000)

· Charter and Service Delivered leaflets reprinted with amendments – delivered to libraries and customer service centres (2002)

· Production of the BOMP available in libraries, customer service centres and circulated to all councillors and members of personnel

· Annual report (December 2003)

· Revised BOMP (2004)

· Review of information leaflets as required (review annually)

REVIEW DATES

2008 / 09

PERFORMANCE

(success indicator)

· Analysis of feedback from public on reply paid forms

· IEG Statement: Annually or as requested by ODPM

SUPPORT SERVICES

REF No.

5A(g)

INITIATIVE

ADMINISTRATION

REASONS

All aspects of the Fire and Rescue Service require administration. In some cases this is carried out by the operational officers themselves but the majority of administration and activities is undertaken by support services staff.

Whilst the FAIRMaP will not change the fundamental requirement for this activity, the emphasis and quantity of administration could change. The increasing reliance on ICT technologies ensures administration processes are slick, smart and precise.

All administrative systems (whether electronic or paper based) must be current, relevant, efficient and well organised.

EVIDENCE BASE

· HMI Inspection Report 2001

· ‘The fire service and e-government – guidance for electronic service delivery’ (November 2001)

· Resources Review (11 December 2001)

· ICT Initiation Document (23 January 2002)

· IPDS Fire Service Circular 9/2002

· ODPM IRMP Guidance Note 1 (3 April 2003)

· Letter from Fire Health & Safety Directorate, ODPM (10 June 2003)

PROCESS KEY DATES

· Resources Review (11 December 2001)

· Paper E(a) ICT Resources – Executive Approved (11 December 2001)

· Review and update of word processing document files for standardisation of information (October 2002)

· Paper A ICT Strategic Plan - Executive Approved (26 February 2003)

· Completion of installation of Outlook facilities to Fire Stations

REVIEW DATES

Bi-Annually

PERFORMANCE

(success indicator)

· Performance Indicators

· Retention of Charter Mark award

· Measure of complaints, number of complaints and types of complaints

· Telephone call time analysis

REF No.

5B(a)

INITIATIVE

REASONS

To ensure existing approved strategy and action plans will integrate with the FAIRMaP, which was not in vogue at the time of strategy approval.

Consequences of not maintaining this strategy and an annual action plan, would be contra to legal requirements and result in non-existent safety management.

The principles of HSG 65 (Policy, Organising, Planning, Monitoring, Audit and Review) is adopted in the action plan, which will constantly review our effectiveness to deliver a safe service in the community.

Some of the key areas of activity for short term action are:

· Revising accident reporting procedure

· Identify and produce activity risk assessments for support staff

· Implement the Council pilot risk assessment system for stress in the workplace

· Undertake workplace health and safety inspections and carry out workplace risk assessments and remedial work

· Monitor outcomes from accident investigations undertaken

EVIDENCE BASE

· Various health and safety legislation

· Brigade Policy on the Management of Health and Safety within the Isle of Wight Fire and Rescue Service (July 2002)

· Management of Health and Safety Action Plan (Annual Plan)

· Approved Minutes of the Health and Safety Standing Committee

· Revitalising Health & Safety Strategy (HSE)

PROCESS KEY DATES

· Existing initiative

· Approved budget

· To achieve HSE targets by 2010

· Implement in year 1

REVIEW DATES

· Strategy (July 2003)

· Action Plan (August 2003)

· Review of Strategy and Action Plan (2005/6)

· Revitalising Health and Safety Strategy Review (2005/6)

PERFORMANCE

(success indicator)

· Positive outcomes to workplace inspections

· Reduction in HS/1’s (notification of dangerous occurrences or conditions or working practices considered to be unsafe or unhealthy (near miss)

· Reduction in accidents/injuries reportable under RIDDOR

REF No.

5 C (a)

INITIATIVE

REASONS

The overall aim of the Isle of Wight Fire and Rescue Service is to provide a high quality and cost effective service to all its internal and external customers. The management of sickness absence and consequently return to work through a fair and systematic framework aims to preserve a healthy workforce and to contribute towards maximum service delivery and staff commitment by helping to maintain adequate and safe staffing levels.

Therefore we will develop, in conjunction with the Isle of Wight Council, a policy to underpin the above values.

EVIDENCE BASE

· Government White Paper ‘ Our Fire and Rescue Service’

· Isle of Wight Council attendance and absence management policy

· Fit for Duty – Home Office 2000

PROCESS KEY DATES

· Feb 2004 collection of data and information

· June 2004 analysis of available information

· Feb 2005 implementation of policy

REVIEW DATES

· May 2008

PERFORMANCE

(success indicator)

REF No.

5 C (c) (i)

INITIATIVE

REASONS

We will develop a strategy for implementation of the IPDS system to the Nationally agreed standards.

EVIDENCE BASE

· Government White Paper ‘ Our Fire and Rescue Service’

· FSC 9/2002

PROCESS KEY DATES

· Feb 2004 collection of data and information

· June 2004 analysis of available information

· Feb 2005 development of the IPDS strategy ready for implementation late 2005

REVIEW DATES

· May 2007

PERFORMANCE

(success indicator)

Through performance measurement systems and personal development plans, we will develop a motivated, suitably trained and diverse work force capable of achieving the strategic aims of the Fire and Rescue Service

REF No.

5 C (c) (ii)

INITIATIVE

REASONS

The Training Needs Analysis is a means of addressing and predicting training and development needs for all IWFRS personnel. Though the TNA process, we will be able to ensure that the IPDS strategies are implemented and we will integrate the needs of the FAIRMaP through to the individual training needs of our staff.

We will develop a 3 yearly TNA that will enable development issues to be structured in a pre-planned and assessed process.

EVIDENCE BASE

· Government White Paper ‘ Our Fire and Rescue Service’

· IPDS Strategy

· Fire Services Training Manual

PROCESS KEY DATES

· November 2004 Develop the issues and establish a TNA project Board within the Human Resource Function

· June 2004, implement the 3 yearly TNA

REVIEW DATES

· November 2007

PERFORMANCE

(success indicator)

Through performance review and audit, we aim to reduce the gap between expected levels of training and development and actuals. The TNA will establish a structured approach year on year.

REF No.

5 C (c) (iii)

INITIATIVE

REASONS

IPDS will establish entry criteria and entry standards that will better reflect the changing role of the firefighter within our society. We will adopt the new National recruitment standards and will develop our recruitment procedures and policies in accordance with those standards.

EVIDENCE BASE

· Government White Paper ‘ Our Fire and Rescue Service’

· IPDS Strategy

· CACFOA personnel and training committee

PROCESS KEY DATES

· Feb 2004 collection of data and information

· June 2004 analysis of available information

· Feb 2005 development of the IPDS strategy ready for implementation late 2005

REVIEW DATES

· November 2007

PERFORMANCE

(success indicator)

The introduction of IPDS together with opening up recruitment to those with the skills and qualifications to fulfil a role will assist the modern Fire and Rescue Service to develop a more diverse workforce that truly reflects the community.

REF No.

5 C (c) (iv)

INITIATIVE

REASONS

Once the IWFRS has selected, trained and developed its personnel, we aim to retain those skills within our Service. This is both economically and practically essential. National guidance from the ODPM on family friendly policies, career break options and a more flexible working lifestyle will all assist in maintaining the personnel we have invested in.

We will develop policies in line with the National guidance to ensure we maintain the personnel we have.

EVIDENCE BASE

· Government White Paper ‘ Our Fire and Rescue Service’

· IPDS Strategy

· CACFOA personnel and training committee

PROCESS KEY DATES

· Feb 2004 collection of data and information

· June 2004 analysis of available information

· Feb 2005 development of the IPDS strategy ready for implementation late 2005

REVIEW DATES

· Feb 2008

PERFORMANCE

(success indicator)

We aim to retain 100% of all staff that join the IWFRS.

REF No.

5 C (c) (v)

INITIATIVE

REASONS

All personnel will be afforded the opportunity to develop themselves within their current role. IPDS will facilitate this process through the use of personal development plans and performance audit.

It is vital that our workforce maintains and develops its competencies to reflect the changing role of the Fire and Rescue Service outlined within the FAIRMaP strategies.

EVIDENCE BASE

· Government White Paper ‘ Our Fire and Rescue Service’

· IPDS Strategy

· FSC 9/2002

PROCESS KEY DATES

· April 2004 collection of data and information

· November 2004 analysis of available information

REVIEW DATES

· October 2007

PERFORMANCE

(success indicator)

Measurement of developmental issues will be in accordance with the competency based training system linked to National Occupational Standards.

REF No.

5 C (c) (vi)

INITIATIVE

REASONS

The current process of promotion as per the Fire Service Appointment and Promotion Regulations is based upon a system of statutory examinations. This system will cease in 2005. IPDS will replace this system with assessment centres for development of potential managers within the Service. The IWFRS will enter partnerships with other agencies to ensure we develop our potential managers in accordance with the National system to effect the required changes.

EVIDENCE BASE

· Government White Paper ‘ Our Fire and Rescue Service’

· IPDS Strategy

· FSC 9/2002

PROCESS KEY DATES

· April 2004 collection of data and information

· November 2004 analysis of available information

REVIEW DATES

· October 2007

PERFORMANCE

(success indicator)

Managers of the future will be developed in a structured format and will be assessed based upon criteria that are valid and current as opposed to outdated, formative examinations not based upon a role.

All future managers will be assessed through this process.

REF No.

5 C (c) (vii)

INITIATIVE

REASONS

IPDS is the cornerstone of the Governments reform of the human resource management of the Fire and Rescue Service. To enable personnel to demonstrate their competence in their role through workplace assessments, we will replace the current 12 ranks within the Fire and Rescue Service with 7 ‘roles’, which reflect the work that personnel actually do.

EVIDENCE BASE

· Government White Paper ‘ Our Fire and Rescue Service’

· IPDS Strategy

· FSC 9/2002

PROCESS KEY DATES

· Implement in accordance with the National Guidance from ODPM. Anticipated implementation November 2003.

REVIEW DATES

· October 2006

PERFORMANCE

(success indicator)

Successful transition from rank to role structure within the Service.

REF No.

5 C (d)

INITIATIVE

INVESTORS IN PEOPLE (IIP)

REASONS

The Isle of Wight Fire and Rescue Service holds the IIP award and has for the last 7 years.

· To ensure that the personnel of the IWFRS are trained to a high standard

· To ensure that the training and development policy is robust and meets the needs of the Service and the community

· IIP is a yardstick of good practise to confirm that the above principles are maintained to a high standard.

We aim to maintain this essential validation of our training and development processes.

EVIDENCE BASE

· Successful accreditation to the National standard of IIP for training and development of all staff

· Initial assessment successful and gained accreditation 1996

· 2 further successful reviews which have identified development actions which have been carried out and are up to date

PROCESS KEY DATES

· Initial assessment August 1996

· Review1999

· Review 2002

· Development of next assessment 2004/05

REVIEW DATES

· Every 3 years in accordance with the National IIP standards

PERFORMANCE

(success indicator)

By attaining and maintaining the award and the standards that it sets, the Fire and Rescue Service demonstrates its commitment to the development of its staff

INITIATIVES EVIDENCE SHEET

TITLE

SUPPORT STRATEGIES – RESOURCES

REF NO

5D(a)

INITIATIVE

FIRELINK RADIO PROJECT

REASONS

To ensure that the National ‘Firelink’ radio project is incorporated into the brigade in accordance with the requirements of the brigade.

To ensure continued availability and maintainability of the legacy radio system until such time as it is replaced under the Firelink project

To ensure compliance with the interim enhanced interoperability requirements

EVIDENCE BASE

Fire Service Circular 7/2002

‘Firelink Guidance Notes’ as issued from time to time

Brigade user requirement

Brigade risk analysis

PROCESS KEY DATES

As determined by the ‘Firelink’ Project Board

REVIEW DATES

As determined by the ‘Firelink’ Project Board

PERFORMANCE (success indicator)

The ‘Firelink’ National radio replacement solution that satisfies the user requirement for this brigade will be installed, commissioned and in operational service before end of 2007

The legacy radio system will have continued to provide reliable and effective radio communications up until replacement by the ‘Firelink’ system

All brigade ‘wide are’ (AM) vehicle radios will be capable of communicating with any other (AM) brigade control room

INITIATIVES EVIDENCE SHEET

TITLE

SUPPORT STRATEGIES RESOURCES

REF NO

5D(c)

INITIATIVE

VEHICLE FLEET DEPLOYMENT

REASONS

Vehicle fleet deployment may change as a result of any changes to intervention strategies. Presently there are two aerial appliances at Newport Fire Station.

Higher rise buildings are situated on the East of the Island. Higher levels of training are required for special appliances and Newport have a high number of special appliances.

It is proposed to swap the Turntable Ladder with the Command Unit.

The Command Unit requires little training as compared to the Turntable Ladder.

EVIDENCE BASE

· Current Pre-Determined Attendances

· Aerial Ladder Review

PROCESS KEY DATES

· Re-Assess PDA’s January 2004

· Commence training at A1 and A4

· Relocate vehicles in August 2004

REVIEW DATES

· When intervention role gives opportunity for change, re-assess deployment of other vehicles

PERFORMANCE (success indicator)

Higher level of response to East Coast Towns

INITIATIVES EVIDENCE SHEET

TITLE

RESOURCES

REF NO

5D(d)

INITIATIVE

PREMISES

REASONS

To ensure that the Premises Asset Management Plans and Premises Strategies meet the needs of FAIRMaP requirements

EVIDENCE BASE

Brigade Premises Asset Management Plans produced by Property Services

Premises Strategy 10 Year Plan

PROCESS KEY DATES

2002 – 2006 Premises Asset Plans, implement needs of Asset Management Plan

2003 – 2012 10 Year Premises Strategy, implement requirements as per Premises Strategies year on year

Year 2

· Modernise Cowes Fire Station

· Carry out feasibility study on replacement to Ventnor Fire Station

REVIEW DATES

2006/7 Premise Asset Plan

3 Yearly review of 10 Year Premises Strategy

PERFORMANCE (success indicator)

Buildings maintained to good standard and fit for purpose.

INITIATIVES EVIDENCE SHEET

TITLE

SUPPORT STRATEGIES RESOURCES

REF NO

5D(e)

INITIATIVE

FINANCE

REASONS

To ensure the efficient and effective financial support to the FAIRMaP.

If the financial support is not there it is foreseeable that the Fire Authority could not fulfil the requirements of their Integrated Risk Management Plans.

EVIDENCE BASE

· Isle of Wight Council Financial Regulations and Standing Orders

· Isle of Wight Council 3 year Budget Planning Cycle

PROCESS KEY DATES

· Early August Capital Bids

· July to September Revenue implications for:

Efficiency savings

Committed growth

Service improvements

REVIEW DATES

· Annually

PERFORMANCE (success indicator)

Budget will reflect the needs of FAIRMaP

INITIATIVES EVIDENCE SHEET

TITLE

RESOURCES

REF NO

5D(f)

INITIATIVE

TOTAL CARE PPE

REASONS

Personal Protective Equipment Regulations 1992

Health and Safety At Work Etc Act 1974

Management of Health and Safety at Work Regulations 1999

EVIDENCE BASE

The Isle of Wight Fire and Rescue Service committed to join the “Partner Brigades Group” and “Integrated Clothing Project” on 2 April 2003

PROCESS KEY DATES

OJEC Notice placed in EC Journal 14 June 2003

Pre-Qualification Questionnaire issued July 2003 – complete by 4/8/03

Industry Briefing July 2003

Stage 1 Invitation to negotiate September 2003

Stage 2 Invitation to negotiate November 2003

Best and Final Offers February 2004

Contract Award May 2004

REVIEW DATES

It is anticipated that the potential 15 year contract will have been built in “Technological review dates”

PERFORMANCE (success indicator)

To meet FAIRMaP objectives and a safer and better service.

INITIATIVES EVIDENCE SHEET

TITLE

SUPPORT STRATEGIES RESOURCES

REF NO

5D(g)

INITIATIVE

DUTY SYSTEMS

REASONS

The duty systems of present shift, day duty and flexible duty will be scrutinised and changed where necessary to best reflect the needs of both prevention and intervention. This initiative will accommodate the changes necessary to put into effect 2 A (a).

EVIDENCE BASE

There is a clear need to ensure that the remuneration received by staff equates to the work hours necessarily carried out to receive that remuneration.

Failure to achieve this initiative would fail to maximise the available hours to put FAIRMaP into effect.

PROCESS KEY DATES

Flexible Duty Rota

· Put forward and discuss proposals with managers by December 2003

· Implement January 1^st 2004

Day Duty Rota

· Put forward and discuss proposals with managers by April 2004

· Implement July 2004

Shift Duty Rota Newport Fire Station

· This will be dependant on risk assessments and response requirements under 3 A (b), 3 B (b) and 3 C (b)

Shift Duty Rota Fire Control Centre

· put forward and discuss proposals with managers and staff by September 2004

· Implement January 2005

REVIEW DATES

· Strategy 2009

PERFORMANCE (success indicator)

The hours and pattern of hours would be maximised to fit remuneration, prevention duties and intervention duties.

INITIATIVES EVIDENCE SHEET

TITLE

RESOURCES

REF NO

5D(k)

INITIATIVE

PARTNERSHIPS

REASONS

The ODPM White Paper “Our Fire and Rescue Service” details two regional management styles for Fire Services. The Regional Management Board style is that which is most likely to fit the SE Fire Services.

The FA will seek to influence the regional agenda through the proposed regional management board with particular emphasis on improvising/collaborating on:

· Civil contingencies arrangements

· Specialist or common services

· Establishing regional control rooms

· Procurement

· Regional training strategies and delivery

· Regional human resources

EVIDENCE BASE

ODPM White Paper

PROCESS KEY DATES

The first inaugural meeting of the board is 4 September 2003, it is therefore not possible to project key dates prior to publishing this FAIRMaP.

REVIEW DATES

PERFORMANCE (success indicator)

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.
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.

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.

C. Emergency/Civil Contingency

Planning

(a) Partnerships

(b) Civil Contingencies Bill

(c) Education and Awareness

(d) Reducing Potential