Archived decisions
Hampshire Fire and Rescue Authority |
Item 5 |
Best Value Committee |
|
2 April 2003 |
|
|
|
Best Value Review - Fire Safety |
|
Report of the Chief Fire Officer |
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Contact: |
Philip Webb, Performance Review Manager Tel: 023 8064 4000 Ext 295 | ||
1 |
Summary | ||
1.1 |
Fire Safety was subject to a review in accordance with the Authority's 2002/03 Best Value programme. | ||
1.2 |
Membership of the Review Team included 3 Fire Authority representatives (Cllrs Kirk, Chapman and Gausden), external challengers (2), representative body members (2) and HFRS members (6). | ||
1.3 |
The review was completed in February 2003 and makes eight key recommendations. | ||
1.4 |
Attached is the final report of the Hampshire Fire and Rescue Service Fire and Rescue Service Best Value Review of Fire Safety. | ||
1.5 |
Subject to acceptance by the Authority, the report will be placed on our web-site - (http://www.hantsfire.gov.uk/manage/corporateplan/consultreview/resultsbvreviews.php) | ||
2 |
European Convention on Human Rights and the Human Rights Act 1998 | ||
2.1 |
The proposals within this report are compatible with the provisions of the European Convention on Human Rights and the Human Rights Act 1998 and considered in the light of the Race Relations (amendment) Act 2000. | ||
Recommendations | |||
That the Committee considers and adopts for implementation the recommendations of the report. | |||
Section 100D - Local Government Act 1972 - background papers | |||
The following documents disclose the facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of the report. | |||
None | |||
NB The list excludes: | |||
1 Published works | |||
2 Documents that disclose exempt or confidential information as defined in the Act | |||
HAMPSHIRE FIRE AND RESCUE SERVICE
BEST VALUE REVIEW
FIRE SAFETY
CONTENTS
Page Number
1. Introduction 3
2. Methodology 4
3. Terms of Reference 4
4. Membership of Working Team 6
5. Key Findings 6
6. Key Recommendations 7
7. Best Value Review 10
Appendices
1. Technical Fire Safety Structure
2. Restructure Rationale
3. HFRS Organisation & Management Structure
4. Technical Fire Safety Budget
5. Consultation Document on Reform of Fire Safety Legislation
6. Comparison of Risk Based Inspection Programmes
7. Service Structure Community Fire Safety
8. Proposed Service Structure Community Fire Safety
9. Review of Service Fire Investigation Team
9A. Best Value Report Fire Investigation Team
10. Corporate Plan
11A. BV143i & BV143ii
11B. BV147
11C. BV149
12. Extract from Bain Review, `Risk & Community Safety'
13A. PI 12
13B. PI 13a
13C. PI 13b
13D. PI 14
13E. Table 51
14. Discharge of Fire Safety Duties
15. Enforcement Concordat
16. Extract Community Fire Safety Thematic Review
17. Community Fire Safety Thematic Review-Progress Report
18. Community Fire safety `Time Line'
19. SWOT Analysis of Technical Fire Safety
20. Cross Cutting Themes
21. Results of Questionnaires
22. SWOT Analysis of Partnerships, Agencies, Communities etc
23. Cross Cutting Themes
24. Notional Study of CAD
25. Notional Study of Fire Investigation
26. Notional Study of Professional Legal Services
27. Fire Safety Legislation `Seminar'
HAMPSHIRE FIRE AND RESCUE SERVICE
BEST VALUE REVIEW
FIRE SAFETY
Introduction
1.1 The Local Government Act 1999 places a statutory duty on local authorities to demonstrate Best Value. In order to do this the Fire Authority must show that its services meet the needs and priorities of the population, in the most efficient, effective and economic manner.
1.2 Initiated as part of the 2002/03 Best Value Programme, the Best Value Review of Fire Safety has looked at current practices and identified ways of delivering continuous improvement with regard to the "four Cs" approach to Best Value (of Challenge, Compare, Consult and Compete), as well as including current collaborative measures.
1.3 Subsequent to the formulation of the Working Group and agreement of the Terms of Reference, modernisation of the Fire Service has become a national agenda item, and as such the review has been embroiled within proposed regulatory reform and industrial action. Viewed as either disastrous or advantageous in respect to major changes looming on the horizon, current work associated with the review process, will ensure that future decisions are based upon sound research methodology.
1.4 Proposed regulatory reform highlights a move from the prescriptive approach to one of risk management, and as such marks a major shift in the current approach to enforcement policy. This shift in statutory function emphasises the requirement of a quality training regime, the alignment of partnership approach, and the reemphasis of a professional standard within the Fire Safety Function.
1.5 Not to be underestimated, the key findings of the Best Value Review mark a primary shift in physical resource and managerial change, and as such envelop issues such as training, integrated risk management and the provision of an adequate IT system.
1.6 This report summarises the key findings of the review, outlines the recommendations for improvement and the actions proposed for implementation.
Methodology
The review focussed on the processes and procedures behind the key areas of the function, these included legislative enforcement, fire investigation, unwanted fire calls and a preliminary review of community safety.
Reviewing current practices, processes, systems, resources and structural arrangements used within the Fire Safety Function, the review:
2.1 Challenged
Why and how the services were being provided;
2.2 Compared
Invited comparison with other brigades, local authorities and the private sector across a range of indicators and best value practices;
2.3 Consulted
Consulted with a cross section of employees, service-users, local authorities, fire authorities and the private sector with a view to setting new performance targets;
2.4 Competed
Where fair competition could be sought, the review commented if this could be embraced as a means of securing efficient and effective services.
3. Terms of Reference
The review considered:
¬ Management of Fire Safety
¬ Community Fire Safety
¬ Fire Safety Policies and Procedures
¬ Fire Investigation
¬ Reduction in Unwanted Fire Alarm Calls
and included the following terms of reference:
3.1 Management of Fire Safety
i. Review current fire safety objectives in line with the Hampshire Fire and Rescue Corporate Plan
ii. Review the functional split between community and technical fire safety
iii. Review the number and location of Inspecting Officers
iv. Review performance monitoring and quality control
v. Review the level, location and requirement of administrative and CAD support, including IT systems and programmes
3.2 Community Fire Safety
i. Review the recommendations held within the Thematic Review on Community Safety, and the impact this has had upon HFRS
ii. Assess what further work and resources are needed in order to address the recommendations held within the Thematic Review
iii. Review the interrelationship between Community Safety and Operations in the achievement of community safety targets and objectives
iv. Review current collaboration with external organisations
3.3 Fire Safety Policies and Procedures
i. Review the current workloads undertaken for legislative fire safety {inc The Fire Precautions Act 1971; The Fire Precaution (Workplace) Regulations 1997 (as amended)} and that of `agency' work
ii. Review training and level of experience of current Inspecting Officers
iii. Review performance in relation to BVPI 147 (average time taken to issue fire safety certificates)
iv. Review current consultation arrangements with; Building Control, Environmental Health, Licensing and Registration Authorities
v. Review the understanding of the Fire Precautions (Workplace) Regulations 1997 (as amended) by industry, trade and commerce
vi. Compare the HFRS risk based inspection programme to that of other fire brigades
3.4 Fire Investigation
i. Review the existing level of establishment within the Fire Investigation Team
ii. Review resource allocation and budgetary requirements of Fire Investigation
iii. Review training, experience levels and use of current Fire Investigation Officers
iv. Review the number of investigations undertaken, in relation to the positive use of evidence
v. Review the feasibility of collaboration with our partner brigades
3.5 Reduction in Unwanted Fire Alarm Calls
i. Review the HFRS response to automatic fire alarms as compared to that of other brigades
ii. Review the HFRS policy in dealing with persistent unwanted fire alarm call offenders
iii. Review current partnership working with other agencies in relation to unwanted fire calls
4. Membership of the Fire Safety Best Value Working Team
Name |
Post |
Role |
John Bonney |
Deputy Chief Officer |
Chairman |
Cllr Kirk |
Chairman Best Value Committee |
Fire Authority Representative |
Cllr Chapman |
Local Authority Councillor |
Fire Authority Representative |
Cllr Gausden |
Local Authority Councillor |
Fire Authority Representative |
Charlie House |
Senior Divisional Officer: Safety & Risk Management |
Service Specialist |
Phil Webb |
Performance Review Manager |
Best Value Coordinator |
Peter Chilvers |
Head Building Control Officer |
External Challenger |
Ivan Gray |
Director CCIPSM, University of Portsmouth |
External Challenger |
Martin Simpson |
Divisional Officer Fire Safety |
Service Specialist |
Chris Stephens |
Temporary Divisional Officer Training |
Independent Officer |
Sue Brumitt |
CAD Operator |
Unison Representative |
Harry Williams |
Firefighter |
F.B.U. Representative |
Mark Wittcomb |
Assistant Divisional Officer |
Project Manager |
Rita Knight |
DCFO Secretary |
Minute Secretary |
5. Key Findings
5.1 The key finding of the review indicates that the function is delivering a service that is highly valued by its customers whilst performing within its target range as compared to that of its `family group.' However, improvements have been identified within the Service, and if implemented, will enhance local performance, develop the commitment and level of motivation of its staff, as well as enable further improvement. The more detailed findings are summarised below:
5.2 Consultation has been conducted with key stakeholders, and has shown that that there exists a high level of satisfaction with the service provided. It has become clear that proposals to reform the Service's organisational and management structure - i.e. with 'group command' areas largely coterminous with district/unitary local authority areas - will enable us to be far more responsive and actively involved in local strategic partnerships covering community safety.
5.3 National Performance Indicators verify that current performance within the arena of fire safety is, on average, within the upper quartile of the `family group.'
However, this review has highlighted that current indicators (applicable to technical & community fire safety) are unable to reflect neither quality of work produced nor effectiveness in reducing fire, casualties or minimising risk.
5.4 With a view to the proposed change in legislation, the review recognises that the Fire Safety Function has made progress in the development of a risk based assessment process. Replacing the existing regime of fire certification under the Fire Precautions Act 1971, the Regulatory Reform (Fire Safety) Order will have a marked effect upon the present requirements of the CAD function.
5.5 The current fire safety management database is perceived to be user-unfriendly, unreliable, inflexible and fails to give confidence in the data it produces. The system is unable to sustain an integrated risk management and advisory service.
5.6 The review found issues of consistency, skills gaps and continuity in post, within the function. Weaknesses in training and support for professional staff highlighted the perception of a low status function, and as such allowed personnel to perceive fewer incentives and opportunities for training and development than that of their colleagues within other functions.
5.7 Highlighting communication issues, the review has recognised the importance of an integrated communication system, and the desire of external agencies to utilise the electronic transfer of information.
5.8 The national shift from intervention to one of prevention and planned change in legislation has reinforced to the review, the natural link between the Community Fire Safety and the Operations Function.
5.9 Though currently not a statutory duty, it is anticipated that future legislation will empower authorities to undertake Fire Investigation. As such, work is currently being carried out at a national level, and it is anticipated that this will eventually form guidance on the `best practice' to be adopted by all brigades.
5.10 The review found that the incidence of fire alarm calls was increasing nationally. The change in national agenda with regard to modernisation has spotlighted the resource implications of attending unwanted fire alarms calls, and as such, future legislation may result in direct funding and or possible charging for services provided.
6. Key Recommendations
6.1 To ensure that the fire safety function develops and seeks continuous improvement, a number of key recommendations have been made, and are summarised below:
i. Geographical Command - so as to align Commands to geographical council boundaries, improve managerial lines of communication and enhance stakeholder influence in respect of operational parameters, adopt the planned Service Restructure with a view to formulating three Technical Fire Safety Commands and ten Operational Group Commands. Undertake a pilot study to trial a Group Command within the north of the county, encompassing Rushmoor and Hart District Councils.
ii. Performance Measurement - develop local performance indicators in order to demonstrate the effectiveness and quality of fire safety work undertaken, including partnership and collaborative ventures.
iii. Management of Information - identify and develop a user specification for the replacement/enhancement of the current IT system (hardware, software and support) capable of sustaining an integrated risk management and advisory service. Improve upon information received and transmitted both internal and external to the organisation, by the enhanced use of Electronic Service Delivery 'E-Government.' Produce a project appraisal for systems development that clearly identifies the funding implications/investment needs. Improve communication by promulgating effective, clear, jargon free information, whilst regularly communicating with hard-to-reach groups.
iv. Support Staff - Develop a robust training programme with a view to developing competencies for personnel in line with functional need, align training to the Integrated Personnel Development Programme and reflect a commitment to Continuous Professional Development, to be addressed by realigning ADO Fire Intelligence to ADO TFS (Training and Audit).
v. Legislation - Progress with the implementation of the `risk based inspection programme,' whilst establishing a multi-functional working group, to include Technical Fire Safety and Operations, in order to review the requirement of CAD upon the introduction of the Regulatory Reform (Fire Safety) Order. In view of the anticipated change in legislation, continue the functional link between Community Fire Safety and Operations, maintaining the connection between proactive and reactive community safety.
vi. Agencies/Partnerships/Local Businesses - review the benefit of joint training with other agencies (Building Control, Environmental Health), develop links to educate local businesses on current and forthcoming legislation and review collaborative measures to ensure there exists increased added value to organisations involved.
vii. Fire Investigation - so as to prepare for the anticipated Thematic Review of Fire Investigation, participate within the newly formed Sub Group established within CACFOA Group 5, tasked with preparing for planned implementation.
viii. Unwanted False Alarms - using existing system, continue to identify and monitor fire alarm calls in order to drive down malicious and other unwanted calls at both Divisional and Headquarters level. Pursue with vigour successful strategies, review as `best practice,' and share outcomes with both occupiers of premises who currently generate a high number of false alarms, and `family group' members.
HAMPSHIRE FIRE AND RESCUE SERVICE
Best Value Review of Fire Safety
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.1 - A brief description of the current service Comprising of eighty members of staff, the Technical Fire Safety Department operates with a current planned budget of 2.607 million, with income generation currently budgeted at £26,000. Located within the three divisional headquarters, CAD currently has a £5,000 budget for outsourcing plans.
|
Appx 4 |
Income generation is centred primarily round Fire Certification. With the planned adoption of the Regulatory Reform {Fire Safety} Order (RRO), resulting in the removal of the requirement to hold a Fire Certificate, the budget is to be reduced this financial year to £15,000 CAD is presently used cross-functionally, producing plans for both the Fire Safety Function and Operations. However, with the anticipated introduction of the Regulatory Reform {Fire Safety} Order, Fire Certificate plans may no longer be required for Technical Fire Safety. |
Appx 5 RROAppx 6 |
With a view to the adoption of the Regulatory Reform {Fire Safety} Order, progress should continue with the planned implementation of the risk based assessment process. This `process,' can be utilised in order to match productivity against available resource. Upon anticipated change in legislation, undertake a feasibility study, with a view to sustaining the CAD Function as either an outsourced, or in-house Operations resource. |
Fully implement the risk based assessment process following assessment of existing risk-based program. Review & re-affirm policy and instigate, develop and maintain an enforcement strategy. Review/amend Service Orders and administrative procedures. Undertake training of internal staff on the new enforcement regime and administration procedures
The CAD Function as exists presently, will change or diminish. Therefore, review the requirement for TFS plans upon the introduction of the Regulatory Reform {Fire Safety} Order, and establish a multi-functional working group, to include Technical Fire Safety and Operations, in order to undertake a feasibility study and subsequent informed decision. |
SDO (Safety & Risk Mgnt SDO (Safety & Risk Mgnt) |
Ongoing Ongoing |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.2 - Aims and objectives The planning process is centred round the need to satisfy the Authority's Aim. The Fire Safety Function, links primarily to the first three Corporate Aims; `To reduce the number of preventable fires, fire-related deaths and injuries in the home in line with national targets by promoting greater understanding and responsible attitudes towards fire safety.' |
Appx 10 |
There exist a limited number of national performance indicators, which reflect the work undertaken within the Community and Technical Fire Safety Functions. Current performance can be monitored direct from the HFRS website, where performance tables and commentary are maintained on a regular basis. BV143i (number of deaths arising from accidental fires in dwellings per 100,000 population) and BV143ii (number of people injured in accidental fires in dwellings per 100,000 population) indicate that HFRS are placed around the upper quartile within `family group 4' |
Appx 11a |
Performance Indicators are required to be developed, that can measure the effectiveness of community safety, correctly target future resources and monitor results. This will allow for comparison within the function and other `family group members.' |
Installation and development of Advanced Revelation database, with a view to enabling the collation and utilisation of Community Fire Safety statistics. Publish the first LPI's covering the delivery of education, arson & the Prince's Trust. Continue the development of Local Performance Indicators, and promote their use within `Family' Group 4. |
DO (CFS) DO (CFS) DO (CFS) |
April 2003 April 2003 Ongoing |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.2 - Aims and objectives `Provide a consistently high quality service to the commercial/business community in relation to technical/legislative fire safety matters in line with the Enforcement Concordat and our own local community safety targets.' |
Appx 10 |
BVPI 147 (Average time taken by Fire Authorities to issue fire safety certificates) indicates that HFRS are within the upper quartile of `family group 4' (2000/01). The Authority is currently exceeding its target range, this however, has been attributed to a number of long outstanding certificates currently being addressed, and it is expected that that the target of 2002/03 can be met |
Appx 11b |
It is anticipated that the cessation of issuing Fire Certificates will commence during September 2003, in preparation for the introduction of the Regulatory Reform {Fire Safety} Order, following which Fire Certificates will no longer be a requirement. Target local training in order to address the functional need and anticipated new BVPI, review the overall performance of the function, utilise local performance indicators, assess and deliver training needs and review all outcomes. |
Follow the lead from CACFOA and legal advice, in relation to the acceptance of new applications for fire certificates, audit of application/premises and suspension of the issue of fire certificates prior to the introduction of the Regulatory Reform {Fire Safety} Order. In order to address local training need, development of performance indicators and audit, realign ADO (Fire Intelligence) to a training and performance related role. |
SDO (Safety & Risk Mgnt) ADO TFS (Training & Audit)) |
Ongoing April 2003 |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.2 - Aims and objectives `Reduce the number, and impact on our resources, of false alarm calls from automatic fire detection systems, malicious calls and other sources in line with national targets.' |
Appx 10 |
BVPI 149 (False alarms caused by automatic fire detection apparatus per 1,000 non-domestic properties) indicates that HFRS are currently sited below the `Family Group 4' average. Since 1st April 02 sites generating large numbers of alarms have had designated Technical Safety Officers who visit regularly to work with the occupiers in order to drive down unwanted fire signals |
Appx 11c Appx 12 (5.21) |
The Parliamentary White Paper on the future of the Fire Service is scheduled for early 2003, (the Bain Report issued Dec 2002.) Within this report, it is anticipated that there will be inclusion in the way false alarms are dealt with, and may result in direct funding and/or possible charging. Until the `Paper' is published, the Service should continue with its programme of positively working with occupiers in driving down unwanted fire signals. |
Using existing system, continue to identify and monitor fire alarm calls from automatic fire detection systems, in order to drive down malicious and other unwanted calls at both Divisional and Headquarters level. Pursue with vigour, current successful strategy undertaken in partnership with Southampton General Hospital. Where specific successes have been achieved, review these as `best practice,' and share the outcomes with occupiers of premises who currently generate a high number of false alarms attributed to automatic fire alarms, as well as `family group' members. |
DO (CFS) |
Ongoing |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.3 - Existing performance indicators, targets and standards Technical Fire Safety National Performance Indicators (PIs) PI 12 (Percentage of fire safety officer hours available spent on fire safety work) PI 13a (Average time taken in hours to conduct full inspections of category A premises) PI 13b (Average time taken in hours to conduct reinspections of category A premises) PI 14 (Time spent on fire safety work by operational personnel as a percentage of the time spent on all such work) |
2000/01 statistics indicate that Hampshire sits within the upper quartile of the `family group' at 75.7 2000/01 statistics indicate that Hampshire are comparable with the `Family Group 4' average at 4.5 Hampshire do not undertake a reinspection program for category A premises 2000/01 statistics indicate that Hampshire top `Family Group 4' in this category at 45.2 |
Appx 13a Appx 13b Appx 13c Appx 13d |
The Service must maintain every effort, in order to remain within the upper quartile of its `family group members.' General: Currently, national performance indicators reflect general workloads undertaken within Technical Fire Safety. Measuring certain inputs, they fail to measure the effectiveness of the Function, nor the quality of output. Local performance indicators are required to be developed that allow true comparison within the Function, as well as that of `family group members.' Upon implementation of the risk based inspection programme, category A premises will be inspected under the audit process. |
Implement newly developed LPI's `LPTFS1, LPTFS2 & LPTFS3,' with a view to measuring the percentage of inspector's time spent on TFS duties, number of TFS inspections by category carried out per quarter and length of time taken to deal with a Building Regulation Consultation. Publish Local Performance Indicators, to inform all stakeholders. Review in twelve months, with a view to instigating further local performance indicators where required. |
SDO (Safety & Risk Mgnt) ADO TFS (Training & Audit) |
April 2003 March 2004 | |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.3 - Existing performance indicators, targets and standards
PI 15 (Number of inspections per specialist fire safety inspector) BVPI 147 (Average time taken by Fire Authorities to issue fire safety certificates) BVPI 149 (False alarms caused by automatic fire detection apparatus per 1,000 non-domestic properties) Statement of service standards |
2000/01 statistics indicate that Hampshire are within the upper section of `family group 4' at 488.7 Refer to 1.2 (Page 6) Refer to 1.2 (Page 7) A Service Order exists on the standard of delivery of Technical Fire Safety. Existence of Enforcement Concordat
|
Appx 13e Appx 11b Appx 11c Appx 14 Appx 15 |
As detailed previously (above) Upon adoption of the anticipated Regulatory Reform {Fire Safety} Order, current Service Order to be reviewed in order to reflect change in legislation. |
Refer to Pg 6: Follow the lead from CACFOA and legal advice, in relation to existing legislations prior to the introduction of the Regulatory Reform {Fire Safety} Order. Refer to Pg 7: Using existing system, continue to identify and monitor fire alarm calls from automatic fire detection systems, malicious and other unwanted calls at both Divisional and Headquarters level. |
SDO (Safety & Risk Mgnt) DO (Safety & Risk Mgnt) |
Ongoing Ongoing |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.3 - Existing performance indicators, targets and standards Community Fire Safety National performance indicators (PIs) Statement of service standards or performance targets |
No national PIs set. However BV143i & BV143ii can be utilised in order to demonstrate statistical trends. No local PIs set A Service Order covering the delivery of Community Fire Safety is currently being written. |
Appx 11a |
Refer to 1.2 (page 5) BV143i & 143ii Local Performance Indicators are required to be developed, that can measure the effectiveness of community safety, correctly target future resources and monitor results. Publication of Service Order and guidance manual (anticipated date of publication, January 2003). |
Refer to Pg 5:Installation and development of Advanced Revelation database, with a view to enabling the collation and utilisation of Community Fire Safety statistics. Publish the first LPI's covering the delivery of education, arson & the Prince's Trust. Continue the development of Local Performance Indicators within Community Fire Safety. Published |
DO (CFS) DO (CFS) DO (CFS) SDO (CFS) |
April 2003 April 2003 Ongoing Published |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.3 - Existing performance indicators, targets and standards The Authority's response to the action points listed within HM Fire Service Inspectorates Thematic Inspection of community fire safety `Making A Difference'
1.4 - Why are these services provided To satisfy the Authority's Corporate Plan, particularly `Aims 1, 2 & 3.' (Refer to 1.2 ) |
Appx 16 Appx 10 |
A Community Fire Safety Plan exists. The Plan includes performance timelines covering three `key areas of achievement,' Pre Incident, Post Incident and Support/Partnerships. Refer to 1.2 |
Appx 17 Appx 18 |
Review of the `underpinning' timeline scheduled to be completed by March 2003. Refer to 1.2 |
Review Community Fire Safety Timelines on a periodic basis, in order to maintain a robust and rigorous planning, implementation and audit process. Refer to 1.2 |
SDO (CFS) |
Ongoing |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.4 - Why are these services provided To satisfy a Statutory Duty. |
Appx 14 |
Technical Fire Safety The Fire Services Act 1947, Fire Precautions Act 1971 and subsequent amendments, and the Health and Safety at Work etc. Act 1974; place a direct duty on fire authorities to undertake technical fire safety. Community Fire Safety Though there exists no legislative framework empowering fire authorities to undertake Community Fire Safety, HFRS, with the backing of the Hampshire Fire and Rescue Authority, is committed in developing CFS strategies. Future legislation (Regulatory Reform {Fire Safety} Order) will, if passed, legislate for fire authorities to undertake community fire safety. |
RRO Appx 5 RRO Appx 5 |
Review the effect that the Regulatory Reform {Fire Safety} Order and Parliamentary White Paper, will have upon present fire safety legislation once published. Review the effect that the Regulatory Reform {Fire Safety} Order and Parliamentary White Paper, will have upon present fire safety legislation once published. |
Upon publication, Service Management Team to consider recommendations and report to the Hampshire Fire and Rescue Authority. Upon publication, Service Management Team to consider recommendations and report to the Hampshire Fire and Rescue Authority. |
TFS Policy Group CFS Working Group |
Upon Publication Upon Publication |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.5 - How do service users and others view our services Service Personnel SWOT analyses were undertaken with representative groups from Technical Fire Safety including Inspecting Officers, Administrative Support, Policy Group Members and CAD. Representing Community Fire Safety, groups interviewed included Retained, Wholetime and Day-Crewed Firefighters, Station Commanders and Divisional and HQ based Support staff. |
Appx 19 |
Cross-cutting themes from SWOT's included; Strengths: Professionalism & expertise, good public image, close to the customer. Weaknesses: Training, IT systems (hardware and software), IT support, retention of staff, communication, consistency of advice, viewed as a low status function and continuity in post. Opportunities: New legislation, Service restructure, IPDS, new technology.
|
Appx 20 |
1. Customer Satisfaction A clear message of customer satisfaction has been highlighted within the review. This has been attributed to a combination of a willingness to assist, high expectation of service offered, dependability and a positive public image. In order to build upon this level of satisfaction, stakeholder influence must be maintained. 2. Training & experience Align training to reflect a commitment to Continuous Professional Development (CPD). Introduce a robust training programme in order to develop competencies for personnel in line with functional need. 3. IT Invest in an IT system (hardware, software and support) that is capable of sustaining the provision of an integrated risk management and advisory service.
|
Continue with customer surveys/questionnaires with a view to maintaining stakeholder involvement and feedback. Realign ADO (Fire Intelligence) to a training and performance related role, with a view to strategically over-viewing, structuring and introducing technical fire safety training. Cross-functional research to be undertaken with a view to forthcoming statutory requirement, in order to identify IT system (including hardware, software & support) requirements for an integrated risk management system. |
SDO (Safety & Risk Mgnt) ADO TFS (Training & Audit) SDO (Safety & Risk Mgnt) |
October 2004 April 2003 Commence May 2003 |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.5 - How do service users and others view our services |
Threats: Competition, reduction in staff, IT 2000 compatibility & support. Freedom of Information Act & Data Protection Act, CAD-loss of Certification (resulting in plans no longer reqd for TFS) |
3. IT (cont) 4. Communication Promote transparency, by disseminating salient information rapidly throughout the Function. Enhanced use of electronic communication, improved links with the external environment by the use of E- Government, `Electronic Service Delivery.'
5. Consistency of Advice Linked to training and experience, improvements in consistency of advice must come from a standardised training package and structured career path, both linked to the Integrated Personal Development System (IPDS). 6. Investors in People Allowing the integration of an individuals structured career path with Integrated Personal Development System, Continuous Professional Development and a core competency framework, review the feasibility of attaining the Investors in People Award (IiP). |
Estimated costing of £80,000-£100,000, with anticipated economies of scale through collaboration with CACFOA family group. There may also be some compensatory savings in relation to CAD, however this item is likely to be the subject of a future budget bid. Continue expansion of Web access to technical fire safety information, advice and literature for internal personnel and external stakeholders. Develop the facility to transfer electronically, administrative reports & correspondence in order to fulfil E-Government requirement. Realign ADO (Fire Intelligence) to a training and performance related role, with a view to implementing structured induction and continuous training programmes. Review Fire Safety training, in relation to IPDS role maps. Explore the fundamental requirements for attaining IiP, and its alignment to the Integrated Personal Development System.
|
SDO (Safety & Risk Mgnt) ADO TFS (Training & Audit) SDO (Safety & Risk Mgnt) |
Ongoing April 2003 April 2004 |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.5 - How do service users and others view our services |
As detailed previously (above) |
7. Morale Viewed as a low status function, present lack of morale within Technical Fire Safety should be addressed by promoting empowerment, improving self-esteem, ownership and recognition.
8. CAD Upon anticipated change in legislation, undertake a feasibility study, with a view to sustaining the CAD Function as either an outsourced, or in-house Operations resource. |
Lift status of Function by positively promoting the technical aspect of fire safety, ensure Inspectors are adequately resourced to undertake their duties and review the feasibility of `team building.' Introduction of ADO TFS (Training & Audit), in order to structure correct level of induction training and ongoing training. Restructure & redesign Function in line with the possible requirements detailed within the Bain Review and the Regulatory Reform {Fire Safety} Order. Review the requirement for TFS plans upon the introduction of the Regulatory Reform {Fire Safety} Order. Establish a multi-functional working group, to include Technical Fire Safety and Operations, in order to review the future requirements of the Service in relation to the CAD function. |
ADO TFS (Training & Audit) SDO (Safety & Risk Mgnt) SDO (Safety & Risk Mgnt) |
April 2003 Upon Publication Ongoing | ||
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.5 - How do service users and others view our services External Customers Consultation with external customers involved questionnaires being sent to `agencies,' partners, the business community, hard to-to-reach groups and premises recently visited by a representative from Technical Fire Safety. For alignment purposes, key results have been formatted as a SWOT analysis |
Appx 21 Appx 22 |
Cross-cutting themes include; Strengths: All stages of contact met customer expectations. Customers universally satisfied with working relationship and service provided, willingness to be courteous, helpful and efficient. Weaknesses: Consistency of advice given and continuity in post, lack of understanding of Building Regulations, business - lack of awareness of `Employers Guide,' need to regularly communicate with hard-to-reach groups on a systematic basis, number of partners felt HFRS involvement had not been effective, with information ineffective and hard to understand. |
Appx 23 Appx 27 |
9. Local Boundaries Unifying proactive and reactive fire intervention, Community Fire Safety and Operations to remain within the same Function Group. In order to deliver the service required to specific local need, improve management lines of communication and enhance stakeholder influence in respect of operational parameters, the Service should adopt the planned Restructure. This is with a view to creating Group Commands that geographically align to local council boundaries, thereby ensuring that individual local needs are met and facilitated. 10. Education of local business Target available resources to local need, by utilising current risk based inspection programme. Develop links to educate local businesses on forthcoming legislation. |
Undertake a pilot study to trial `Group Command,' allowing the alignment of Command to local council boundaries, a clearer functional management structure and the required level of delivery at point of contact. Command pilot study to encompass both Rushmoor and Hart District Councils. As per the possible requirements detailed within the Bain Review & Regulatory Reform {Fire Safety} Order, implement the risk based assessment process, continue to expand the HFRS website to include new legislative requirements, undertake seminars for local businesses and partnerships, and arrange provision of literature relating to new legislation. |
SDO (OPS) SDO (Safety & Risk Mgnt) |
February 2003 Ongoing from March 2003 |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.5 - How do service users and others view our services |
Opportunities: More input within small local initiatives, joint training with Environmental Health Officers, Group Command Structure tying-in with local council boundaries, joint inspection with other enforcing authorities. |
11. Joint training Review the benefit of joint training with bodies that consult under legislative requirement or by agreement, to include the Environmental Health Department (HMO) and Building Control. 12. Hard-to-Reach Groups Undertake a regular programme of communication with hard-to-reach groups. 13. Local Forums Rationalise attendance at LSP's and Crime & Disorder forums. Ensure information promulgated to external groups is clear, easy to understand (with no jargon) and effective. |
Implement a joint working group to include Service and Agency representatives to review the requirement and provision of joint training. Undertake research in order to identify additional resources required to improve and maintain contact with hard-to-reach groups. Realignment of ADO's CFS, in order to re-designate ADO to Support/Partnership reference. This will allow for the coordination of the requirements of Group and Station Commanders, the formulation of policy on attendance at local forums, and the promulgation of clear information. |
ADO TFS (Training & Audit) DO (CFS) ADO Support/ Partnership |
October 2003 Aligned to Focus Group Dates for 2003 April 2003 |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.6 - Are we competitive in the marketplace |
With technical fire safety already an existing Statutory Duty, and anticipated legislation to empower fire authorities to undertake community fire safety a distinct possibility, realistic scope for competition seems very limited for the Function as a whole. However, specific references within the Function can be reviewed, these are Computer Aided Design (CAD), Fire Investigation and Professional Legal Services. |
Appx 24 Appx 25 |
Though little scope for competition exists, by maintaining a robust and rigorous planning, implementation and audit process, the Fire Safety Function will remain clear in its core aims and objectives. CAD In order to identify the relevant cost of producing/purchasing a fire certificate plan, a notional study was undertaken with the Service in-house CAD department and an out-source agent. Applying on-costs to the CAD department, this resulted in a cost attributed to HFRS of £127, with the outsourced plan costing £141.44. Fire Investigation Notional costing was undertaken, in order to identify the individual cost of a full fire investigation by a Fire Investigation Officer. Research identified an estimated cost of £775 per inspection, this is to be compared with an estimated fee rate of £80-£140 per hour within the private sector, culminating in a minimum fee of approximately £1000. Collaboration with Surrey Fire & Rescue has facilitated the use of a specialist dog trained in locating hydrocarbons. |
* Refer to notional study. Review the requirement for TFS plans upon the introduction of the Regulatory Reform {Fire Safety} Order. Establish a multi-functional working group, to include Technical Fire Safety and Operations, with a view to reviewing the future requirements of the Service in relation to the CAD function. * Refer to notional study. Participate within the newly formed Sub Group established within CACFOA Group 5, tasked with preparing for the planned implementation of the Thematic Review.
|
SDO (Safety & Risk Mgnt) DO (CFS) |
Ongoing Upon Publication |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.6 - Are we competitive in the marketplace |
As detailed previously (above) |
Appx 26 |
Fire Investigation (cont) Requested by a Fire Investigation Officer on-scene, costings associated with this collaborative venture are limited to the hourly rate associated with the ADO dog handler and incurred travelling expenses. Professional Legal Services & Training Present professional legal services, are delivered by CACFOA advisor and training facilitator, Mr D Stotesbury, an independent barrister. Specialising in fire safety law, Mr Stotesbury provides legal advice and training under both fire safety legislation and the fire service disciplinary regulations. Contracted at £15,000 per annum, there is no limit on advice given, and structured training specific to the needs of HFRS is accommodated. Equivalency of the overall contract has proved hard to find, though over the last two year, Mr Stotesbury has given 28 Counsels Advice, whilst an individual local Counsels Advice via HCC attracted a fee of £900. In respect to training, comparators exist, with training in investigative practice at NVQ level 5 costing £1,000 per candidate. |
* Refer to notional study. Continue with the level of existing service contracted with Mr D Stotesbury. |
Key Issue: Phase 1 `Where are we now' |
Ref No |
Findings: Phase 2 `What was found during the review' |
Ref No |
Recommendations: Phase 3 `Where we want to go' |
Management Response to Findings and Recommendations: Phase 4 `How will we get there' |
Who |
Date |
1.7 - Collaboration |
Collaborative ventures involving schemes such as arson reduction and fire investigation, as well as partnerships that include Prince's Trust, B & Q, Social Services and the Police, highlight the level of success currently being enjoyed. However consultation with our `partners' suggests, that improvements could be made within LSP's and Crime and Disorder forums. There seems to be no system in place that reviews the effectiveness of neither existing collaborative ventures nor partnership schemes. |
Further scope exists for collaborative ventures, however, these must be aligned to the Corporate Aims, in order to ensure sustainability and increased added value to the Organisations involved. Fire Investigation, joint training, joint inspections and CAD, are examples of areas where future collaboration could exist. Develop local performance indicators, which allow partnership agreements and collaborative ventures to be measured and reviewed on a periodic basis. |
Continue to review existing collaboration, whilst exploring the need for future agreements. Technical Fire Safety and Community Fire Safety to monitor the findings of the reviews undertaken in respect to CAD, Fire Investigation and joint training. Community Fire Safety to formulate policy on attendance at local forums and partnership workings. Development of LPI's in respect to collaborative ventures and partnership agreements. |