Key

Risk exposure score

Risk

description

Colour code / score

16 - 25

High /Very High

Red

nn

11 - 15

Medium

Amber

nn

0 - 10

Very Low / Low

Green

nn

Ref:

Risk description:

Exposure

score M x P

So 1 & So2

Risk category:

Demographic change leading shifting and different risk patterns in local communities.

Magnitude (M):

G

9

3

Social

Economic

Probability (P):

3

SMT risk management owner:

Other key players:

SDOs CFS / Ops (S)

Risk Intelligence Team

Impact:

Changing demographic profile (e.g. increase in the number of older and vulnerable people) will make changes in risk profile of local communities lead to an impact on our capacity to deliver prevention, protection and response activities and related performance targets (notably those relating to reducing fire deaths and injuries).

Strategy:

Target dates:

Integrated Risk Management Plan (IRMP)

Ongoing from 2004/05

Actions and Initiatives:

Target dates:

¬ Continually assess the impact of local authorities' strategic and local plans 

¬ Identify the scale and timing of implications for IRMP and other actions

¬ Review internal processes for local planning consultation documents at SMT and CMT levels

¬ Feedback comments to stakeholders

¬ Identify data required to develop the risk map

¬ Develop the HFRS Risk Map using GIS and FSEC model

¬ Develop the HFRS Risk Map to enable information to be analysed and displayed in a manner that supports decision making

¬ Provide accurate management information identifying the at risk groups within Hampshire

¬ Emergency Fire & Rescue cover reviews

¬ Work in close collaboration with partner and other agencies

¬ Information of at risk groups is kept up to date

¬ Priorities for action regularly reviewed

¬ Identify at risk groups from our Risk Map and target appropriate resources

¬ Develop prevention resources to improve the safety of our communities

¬ Home Fire Safety Checks

¬ Co-responder scheme rollout

Controls:

¬ Local Performance Indicator measures response time 80% of calls responded within 8 minutes

¬ Exception monitoring provides management information to take corrective action

¬ Trend Monitoring

¬ Pilot projects in Winchester and Havant will provide a guide to the effectiveness of resource allocation based on risk

¬ 2% of resources diverted internally to focus on prevention

¬ Collaborative working with constituent authorities' local authority social services Departments

¬ Direct initiatives targeted at age group

¬ Monitoring of `Partnership Register' particularly in relation to 65 + age group

Performance Indicators:

National - BV143i; BV143ii; BV150;

Local - LPI6a; LPI6b; LP 20

Risk last reviewed and updated:

CMT November 2004; SMT January 2005

Ref:

Risk description:

Exposure

score M x P

So3

Risk category:

Threat of national increase of arson - particularly in relation to schools (in line with national trend) and also the impact of EU regulations on the disposal of vehicles.

Magnitude (M):

A

15

5

Social

Economic

Legal

Probability (P):

3

SMT risk management owner:

Other key players:

SDOs CFS / Ops(S)

Impact:

Increase will pose a risk to existing plans to reduce arson.

Increase in the number of abandoned vehicles presenting an opportunity for fire-setters.

Increased cost in responding to call outs.

Strategy:

Target dates:

Integrated Risk Management Plan (IRMP)

Ongoing from 2004/05

Community Fire Safety Action Plan

Ongoing from 2002/03

Actions and Initiatives:

Target dates:

¬ Selective targeting through analysis of most probable fire starters

¬ Review Community Fire Safety resources including Schools Challenge team, Community Support Team, Firesetters Interventionists, Fire Safety Campaign, Management, Station Personnel

¬ Evaluate effectiveness of delivery of CFS

¬ Identify at Risk Groups from Risk Map

¬ Identify opportunities with other agencies to improve Community. Safety

¬ Develop prevention resources to improve the safety of our communities

Controls:

¬ Arson Liaison Officer 's primary role

¬ Improvements to LEAs' capital building programmes to include sprinkler systems in collaboration through partnership working

¬ Fire safety training provided for commercial companies and organizations

¬ Collaborative working with the Police to increase knowledge and communication

¬ New Regulatory Reform Order (RRO) enables us to check commercial risk assessments

¬ Community Fire Safety Initiatives - Schools Education Programme

¬ Partnerships with other agencies - Young Firefighters, Targeted Hot Spotting, Interagency Crime & Disorder, Fire Setters programme, Safer Homes, Junior Citizens, Arson Reduction collaboration with Isle of Wight Fire & Rescue Service, Home Fire Safety Initiative, Home Fire Safety Check Programme

¬ Develop partnerships with Local Authorities to ensure the speedy reduction of abandoned vehicles

¬ Notify local authorities to remove abandoned vehicles

¬ Adoption of effective Clearaway schemes

¬ Promotion of alley gating schemes to deny dumping areas for abandoned vehicles

¬ Pre and Post incident reviews

Performance Indicators:

National - BV206; BV150

Local - LPI 1; 2; 3a; 3b; 3c; 4a; 4b; 4c; 4d; 5

Risk last reviewed and updated:

CMT November 2004; SMT January 2005

Ref:

Risk description:

Exposure

score M x P

Te1 & Ec1

Risk category:

Failure to implement a robust organisational resilience response

Magnitude (M):

A

12

4

Technological

Economic

Probability (P):

3

SMT risk management owner:

Other key players:

DCFO (CFS & Ops)

SDO Ops & SD

DCS

Impact:

¬ Threat to life

¬ Reduction of effectiveness in responding to incidents

¬ Service disruption

¬ Loss of reputation

¬ Worsening or lack of improvement in management information management

¬ Staff turnover/wastage increase

¬ Increased financial cost - financial cost of the new regional control centre is not yet known

Strategy:

Target dates:

¬ ODPM Fire Control Project

2004/05 - 07/08

¬ Operations ( Support ) Policies and Medium Term Plans

2002/3 - 2007/8

¬ ICT Strategy and Medium Term Business Plan 2005/06 - 2007/8

2004/05 - 07/08

¬ Project Planning for implementation agreed and in progress through FireCon Project

2005/06

Actions and Initiatives:

Target dates:

ODPM Fire Control Project

¬ Active participation in project planning and specification of the new Regional Control Centres

¬ Robust arrangements are maintained including continued maintenance and support of existing control room ICT

¬ Ensure third party suppliers and contractors are able to provide continued support and/or contingency arrangements with other suppliers

Business resilience response to increase of ICT dependency

¬ Increase investment in ICT infrastructure to improve resilience

¬ Ensure maintenance and support agreements are in place with all third party suppliers and contractors of ICT services

¬ Test effectiveness of fall-back and business continuity plans regularly

¬ Resource implications identified in Fire Progress Report 30th July 2004

¬ IEG Actions

Controls:

From local control room to regional control centre 

¬ Deputy Chief Fire Officer has the opportunity to contribute to the Regional Control Centre Project

¬ ODPM project team responsible for delivery of the project

¬ A local (HFRS) project officer appointed

Redundant control room systems

¬ Parallel running will be run to ensure change in systems will not cause operational difficulty

¬ Paper based system can be used as a back up if control room systems fail

¬ Pagers and mobile phones can be used as a temporary form of communication

¬ A mutual aid agreement with Berkshire can provide short and medium term communications relief

Business resilience response to increase of ICT dependency

¬ Substantial part of ICT platform/infrastructure provided through contract with Hampshire County Council (SLA) which includes the need to maintain continuity

¬ Paper based documents can be relied upon as a back up in the event of failure

Performance Indicators:

Local - LP (CR)10; LP (CR) 11; LP (CR) 12; LP (O) 20; LPI 23

Risk last reviewed and updated:

CMT November 2004; SMT January 2005

Ref:

Risk description:

Exposure

score M x P

En1

Risk category:

Failure to protect the communities from weather-related risks and increasing threat of terrorism.

Magnitude (M):

G

10

5

Environmental

Political

Probability (P):

2

SMT risk management owner:

Other key players:

SDO Ops & SD

Impact:

Ability and capacity to respond effectively and meet local targets potentially diminished.

Increased financial cost

Strategy:

Target dates:

Operations ( Support ) Policies and Plans

2002/3 - 2007/8

Actions and Initiatives:

Target dates:

¬ Regularly review and test operational plans

¬ Participate in realistic exercises with all other civil protection agencies

¬ Benchmark best practice against other fire and rescue authorities to seek best practice

¬ Ensure financial reserves and balances are assessed annually and are realistic and sound

¬ Participation in Regional resilience forum

Controls:

¬ Better forecasting of event including reports from the Meteorological Office

¬ Collaborative working with other agencies and Local Authority Fire and Rescue Services

¬ Belwin formula can mitigate some expenditure in the event of major incident(s)

Performance Indicators:

National - BV142i; BV 150

Local - LP (CR)10; LP (CR) 11; LP (CR) 12; LP (O) 20; LPI 21a

Risk last reviewed and updated:

CMT November 2004; SMT January 2005

Ref:

Risk description:

Exposure

score M x P

En2

Risk category:

Failure to adequately protect the environment in our operational and management arrangements.

Magnitude (M):

G

8

4

Environmental

Probability (P):

2

SMT risk management owner:

Other key players:

Director of Corporate Services (DCS)

SDO Ops & SD; Procurement Manager

Property Service Manager

Impact:

Damage to reputation of the Authority and Service.

Potential significant financial cost if activities and practices contravene current legislation and regulations relating to environmental protection.

Strategy:

Target dates:

Operational Delivery policies and plans

Ongoing

Property Services Medium Term Business Plan

2004/5 - 2007/8

Best Value Review of Procurement - Action Plan

From 2005/5

Actions and Initiatives:

Target dates:

Conduct an environmental / sustainability audit of day to day operational and management arrangements

2004/5 - 2005/6

Produce a new environmental / sustainability plan (DCS)

2005/06

Actively promote environmentally sustainable activities

Ongoing

Repeat the environmental audit at three yearly intervals

2007/08

Headquarters development scheme requires `green travel' policy (DCS)

2005/06

Revised procurement policy to include (green) environmental purchasing as part of policy (Procurement Manager)

2005/06

Controls:

Equipment is carried on behalf of the Environment Agency to minimise local pollution.

Redundant equipment sold off as part of disposals programme in an environmentally friendly way.

Ongoing assessment of day-to-day management practices especially practical training activities on HFRS and other sites.

Performance Indicators:

To be developed as part of new environmental policies.

Risk last reviewed and updated:

CMT November 2004; SMT January 2005; updated by DCS 31/01/05

Ref:

Risk description:

Exposure

score M x P

Ec1 & Ec2

Risk category:

Failure to ensure prudent financial planning.

Magnitude (M):

G

8

4

Economic

Probability (P):

2

SMT risk management owner:

Other key players:

Director of Corporate Services (DCS)

Treasurer to the Authority

Financial & Office Services Manager

Impact:

Threat of major in-year cuts in budget - potential damage to service delivery.

Potential for unplanned borrowing and over-reliance on reserves and balances.

Rise in Council Tax - potential for capping and Government intervention.

Expectations to achieve year on year efficiency savings are not met.

Loss of reputation and stakeholder confidence.

Failure to meet corporate aim to divert 2% of budget to prevention activities.

Failure to meet corporate aim to be a top-performing fire and rescue service.

Strategy:

Target dates:

The Risk Management Policy and Strategy (and resulting actions) to identify and reduce risks with a financial impact.

2004/5 - ongoing

Medium-term Financial Strategy - three-year budget plan

Ongoing

Best Value Programme of Reviews and other efficiency/effectiveness reviews.

Ongoing.

Actions and Initiatives:

Target dates:

Prudent financial planning including annual assessment of adequacy of reserves and balances - £2m target by 2006/07

Projected to achieve in 2005/06

Close monitoring of volatile budgets including pensions; operational activity and uninsured exposure / losses.

Annually

Oct - Feb

Re-tender insurance arrangements every three years

Next in 2006/07

Monitor value of efficiency savings (cashable and non-cashable) will be logged in reports and a cumulative impact maintained

Ongoing

Scoping Review of quality and cost of Service Level Agreements for various professional support services undertaken by Hampshire County Council.

2005/06

Reduce cost of borrowing by gradual increase in the revenue contributions to fund the vehicle replacement programme.

From 2005/06

Controls:

Early warnings of financial position through frequent and regular budget monitoring.

Adherence to Financial Regulations and Scheme of Delegation to Officers.

Treasury Management function undertaken as part of SLA with Hampshire County Council to ensure experience and expertise always available to HFRA.

Best Value Reviews and Scoping Studies are undertaken to identify how 2% efficiency savings can be achieved.

Robust monitoring of improvement plans and actions undertaken by Performance Review Committee.

External and Internal Audit Plans focussed on areas of greatest risk.

Performance Indicators:

National - BV150; BV 8

Local - LPI (F) 70

Risk last reviewed and updated:

CMT November 2004; SMT January 2005; updated by DCS 31/01/05

Ref:

Risk description:

Exposure

score M x P

Ec3

Risk category:

Failure to guard against fraud and misuse of funds.

Magnitude (M):

G

4

2

Economic

Legal

Probability (P):

2

SMT risk management owner:

Other key players:

Director of Corporate Services (DCS)

Treasurer to the Authority

Financial & Office Services Manager

Impact:

Loss of reputation and stakeholder confidence.

Failure to meet corporate aim to be a top-performing fire and rescue service.

Impact on budget - including reserves and balances - of any uninsured losses.

Cost of litigation.

Strategy:

Target dates:

Anti-fraud policy and actions - undertaken largely on our behalf by Hampshire County Council's Internal Audit Service.

Ongoing

Corporate Governance arrangements (currently being enhanced).

Ongoing - but more work in 2005/06

Service Orders and office procedure manuals / practice notes.

Ongoing

Financial Regulations

Revised Feb 2005

Scheme of Delegation to Officers

Revised Dec 2004

Actions and Initiatives:

Target dates:

Ensure sound audit processes, internal and workplace, are in place

Ongoing

Ensure budget holders are aware of financial regulations and codes of practice relating to contracts - new training and awareness courses to be developed and delivered.

2005/06 and offered each year.

Controls:

Corporate Governance and Core Process Review.

Risk-based audit planning process.

Management guidelines for criminal disclosure.

Participation in the National Fraud Initiative.

Ability to appoint private investigators in certain circumstances.

Financial Regulations to be approved in February 2005.

Service order 1/2/2/ Reporting concerns at work includes specific reference to anti fraud.

Service order 2/1/13 Includes reference to management of financial irregularities.

Performance Indicators:

National - BV8; BV150

Risk last reviewed and updated:

CMT November 2004; SMT January 2005; updated by DCS 31/01/05

Ref:

Risk description:

Exposure

score M x P

Po1 & Po3

Risk category:

Failure to collaborate and engage with partners.

Magnitude (M):

G

4

2

Political

Probability (P):

2

SMT risk management owner:

Other key players:

DCFO (CFS & Ops)

Director of Corporate Services

DCFO (T/FS/HR)

Impact:

Failure to engage with other authorities:

¬ Political isolation of the Authority

¬ Decisions made that may compromise its best interests and progress to meeting corporate aims

¬ Unable to benefit form potential economies of scale

Failure to engage in local Crime and Disorder Panels and Local Strategic Partnerships

¬ Loss of opportunity

¬ Potential loss of sources of funding (e.g. LPSAs)

¬ Failure to achieve corporate aims

¬ Loss of reputation

¬ Adverse/damaging comment in CPA

Strategy:

Target dates:

Integrated Risk Management Plan (IRMP)

Ongoing from 2004/05

Actions and Initiatives:

Target dates:

Engagement with other authorities

¬ Authority leading on a regional approach to human resource management for Regional Management Board (RMB)

¬ Active involvement of the planning process for the new Regional Control Centres

¬ Engagement of Members and senior officers in strategic partnerships, local crime and disorder panels

¬ Specific IRMP actions (such as the proposed pilot of deploying a vehicle and crew at the Popley Fields Community Centre, Basingstoke)

¬ Actively involved in preparing submissions for Hampshire County Council and Portsmouth City Council (PCC) second generation of LPSAs for arson reduction initiatives and co-responder schemes with Hampshire Ambulance Trust.

¬ LPSA with PCC on fitting smoke alarms

¬ Occasional joint meetings with senior management teams fro Hampshire Police and Hampshire Ambulance Service.

January 2005

2003/4 - 2004/5

Engage in local Crime and Disorder Panels and Local Strategic Partnerships

¬ Greater participation in the Hampshire and Isle of Wight Local Government Association and in local strategic partnerships and panels

¬ Increase the engagement and contribution made by Members and Officers in Panels

Controls:

Monitoring of progress on actions agreed at partnership meetings.

Agreements and targets set in Local Public Service Agreements (LPSAs)

Performance Indicators:

To be developed following review of partnership register during 2005/06

Targets agreed as part of LPSAs

Risk last reviewed and updated:

CMT November 2004; SMT January 2005; updated by DCS 31/01/05

Ref:

Risk description:

Exposure

score M x P

Po2

Risk category:

Impact of Members of the Authority pursuing political and/or parochial interests and priorities.

Magnitude (M):

G

8

2

Political

Probability (P):

4

SMT risk management owner:

Other key players:

Chief Officer

Chairman of HFRA

Corporate Management Team (CMT)

Impact:

Potential to inhibit the progress of the modernisation agenda.

Potential to inhibit the achievement of specific objectives and actions contained in the Integrated Risk Management Plan (IRMP).

Strategy:

Target dates:

Integrated Risk Management Plan (IRMP) - objectives and actions

2004/5 - 2007/8

Actions and Initiatives:

Target dates:

¬ Benefits of change that impact on the delivery of services need to be well communicated.

¬ Local concerns need to be anticipated and addressed presenting the business case for change.

¬ Promote greater involvement in the decision making process.

¬ Develop better understanding of initiatives through Risk Management approach to decision making.

¬ One Member of the Authority has been given the specific role of improving communications amongst the Authority's Members.

Ongoing

October 2004

Controls:

¬ Close working relationships with Members can help to explain local actions in the context of corporate aims and activities - although it is accepted that individual political interests (and the representation of local community views) are out of the direct sphere of influence and control of the Authority.

¬ Role of CMT in improving understanding and commitment to corporate aims and strategies.

Performance Indicators:

None set.

Risk last reviewed and updated:

CMT November 2004; SMT January 2005

Ref:

Risk description:

Exposure

score M x P

Le 1 & 2 & 3

Risk category:

Failure to properly manage legal and regulatory responsibilities.

Magnitude (M):

G

10

5

Legal

Probability (P):

2

SMT risk management owner:

Other key players:

Director of Corporate Services (DCS)

Clerk to the Authority

SMT

Impact:

Implications of new working activities as part of the Fire and Rescue Services Act 2004

¬ Damage to Authority's reputation and lack of progress on modernisation

¬ Potential of failure to meet policies plans and actions

Regulatory Reform Order (RRO)

¬ Change to organisational and management arrangements - impact on capability and capacity of personnel to deliver new requirements and expectations.

¬ Potential of failure to achieve corporate policies, objectives, and actions

¬ Damage to Authority's reputation and lack of progress on modernisation

Freedom of Information Act

¬ Potential financial penalties

¬ Damage to Authority's reputation and core values of integrity and openness

Strategy:

Target dates:

Implications of new working activities as part of the Fire and Rescue Services Act 2004

¬ Development and implementation of IRMP

¬ Verification Study Recommendations and Action Plan

¬ Procurement strategy for insurance renewal, IRMP, Health and Safety

Ongoing from 2004/05

Regulatory Reform Order (RRO)

¬ Development and implementation of IRMP

¬ Introduce new fire safety legislation (RRO) in line with Government guidelines and protocols

Ongoing from 2004/05

Freedom of Information Act

¬ Production and continual review of publication scheme and FoI action plan

2004/05 an then ongoing

Actions and Initiatives:

Target dates:

Implications of new working activities as part of the Fire and Rescue Services Act 2004

¬ Annual review the adequacy of insurance arrangements and provision for uninsured risks

March each year

Regulatory Reform Order (RRO)

¬ Management structures reviewed and implemented

¬ New fire safety risk database and management system in development for implementation

¬ Training programmes in place for fire safety officers to manage change to greater self inspection/compliance

¬ Review implications of new legislation aligned to IRMP

¬ Produce an enforcement policy

¬ Enforce new fire safety legislation

2004/5 - 2005/6

February 2005

Freedom of Information Act

¬ Policy commitment approved by the Authority

¬ Greater effort on internal housekeeping to improve electronic document storage and retrieval

¬ Key personnel in functional areas are being given training on the Act

2004

2004/5 -2005/6

2004/05

Controls:

Implications of new working activities as part of the Fire and Rescue Services Act 2004

¬ Allocation of resources to meet identified risks and legal expectations

¬ Early warning signs established through trend monitoring of incidents

¬ Provision of adequate Personal Protective Equipment to match the hazard environment

¬ Robust Health and Safety policy

Regulatory Reform Order (RRO)

¬ [awaiting enactment of Order]

¬ New fire safety risk database and management system in development for implementation project plan (using PRINCE2 methodology)

Freedom of Information Act

¬ Freedom of Information Publication scheme available through the Internet

¬ Officer appointed for the management of the scheme

¬ Requests, complaints and feedback managed by the Performance Review Team

Performance Indicators:

National - none set

Local - LPI 60; LPI 61; LPI 62 (more to be set when RRO enacted)

Risk last reviewed and updated:

CMT November 2004; SMT January 2005; updated by DCS 31/01/05

Ref:

Risk description:

Exposure

score M x P

Et 1

Risk category:

Failure to maintain high ethical and moral standards.

Magnitude (M):

G

3

3

Ethical

Probability (P):

1

SMT risk management owner:

Other key players:

Chief Officer

Clerk to the Authority

Director of Corporate Services (DCS)

Impact:

Damage to the reputation of the Authority and Service.

Strategy:

Target dates:

Development of and adherence to set of core values for the Authority and Service.

2004/05 and then ongoing

Corporate Governance arrangements.

March 2005 onwards

Actions and Initiatives:

Target dates:

Review and strengthening of Corporate Governance arrangements.

March 2005 onwards

Consultation on draft set of core values for service and subsequent communication of them to all stakeholders (included in IRMP)

January 2005 onwards

Procurement policies and practices to be reviewed

2005/06

Employment practices are continually updated and enhanced to meet equality targets and new legislation (including Working Time Directive)

Ongoing

Controls:

Standards Committee ensures Standing orders and Code of Conduct is strictly applied and reviewed

Financial Regulations (and codes of good practice relating to contracts)

Scheme of delegation to officers

Whistle-blowing policy

Performance Indicators:

National - BV2; BV17; BV11b

Local - LPI 40; LPI 41

Risk last reviewed and updated:

CMT November 2004; SMT January 2005; updated by DCS 31/01/05

Ref:

Risk description:

Exposure

score M x P

En 1

Risk category:

Threat of Chemical, Biological, Radiological, Nuclear (CBRN) exposure.

Magnitude (M):

R

20

5

Environmental

Probability (P):

4

SMT risk management owner:

Other key players:

DCFO (CFS & Ops)

SDO Ops & SD

Impact:

Dependent on scale of exposure, inability to respond effectively.

Financial impact of improving capability and capacity.

Strategy:

Target dates:

Integrated Risk Management Plan (IRMP)

2004/5 - 2007/8

Operational support policies, plans and procedures.

Ongoing

Specialist training programmes.

Ongoing

Actions and Initiatives:

Target dates:

Regularly review and test operational plans including collaborative working with other agencies and local authorities.

Ongoing

Participate in realistic exercises with all other civil protection agencies.

Ongoing

Benchmark best practice against other fire and rescue authorities.

Ongoing

Ensure that insurable risks are regularly reviewed.

Full tender every three years + annual review

Ensure financial reserves and balances are assessed annually and are realistic and sound.

Annually as part of budget review

Controls:

Forecasting of events (including weather-related information).

Early warning systems (from central Government).

Belwin funding formula for local authorities can mitigate some expenditure in the event of major incidents.

Performance Indicators:

Local - LPI(CR)10; LPI(CR)11; LPI(CR)12; LPI(O)20

Risk last reviewed and updated:

CMT November 2004; SMT January 2005; updated by DCS 31/01/05

Ref:

Risk description:

Exposure

score M x P

So1 & So2

Risk category:

Failure to comply with current and emerging employment legislation.

Magnitude (M):

R

16

4

Social

Political

Legal

Probability (P):

4

SMT risk management owner:

Other key players:

Deputy Chief Fire Officer (T/HR/SRM)

Head of Human Resources

Impact:

Adverse publicity and damage to both local and national reputation through lack of compliance.

Potential litigation on specific issues and cost of any litigation.

Strategy:

Target dates:

Compliance with legislation to be incorporated in Personnel Administration, Training, Guidelines for employment and specific policies (including Service Orders)

Ongoing

Actions and Initiatives:

Target dates:

Continually review the effectiveness of the application of policies and undertake periodic compliance testing.

Ongoing

Review legislative changes and make plans for compliance before the amendment comes into force.

Ongoing

Where necessary consult with Unions, the OPDM, other stakeholders on Best Practice and the appropriateness of the policy

Ongoing

Maintain adequate and reasonable records relating to recruitment processes.

Ongoing

Review of hours worked by staff not wishing to opt out of provisions of Working Time Directive.

Commenced February 2005

Controls:

(to be added)

Performance Indicators:

(to be added)

Risk last reviewed and updated:

CMT November 2004; SMT January 2005; updated by DCS 31/01/05

Ref:

Risk description:

Exposure

score M x P

So1 & So2

Risk category:

Failure to comply with equalities legislation and codes of practice.

Magnitude (M):

R

16

4

Social

Political

Legal

Probability (P):

4

SMT risk management owner:

Other key players:

Deputy Chief Fire Officer (T/HR/SRM)

CMT & SMT

Head of Human Resources

Impact:

Adverse publicity and damage to local and national reputation.

Potential litigation on specific issues and cost of any litigation.

Strategy:

Target dates:

Compliance with equality legislation incorporated in the Race Equality Scheme, Comprehensive Equality Policy and associated action plans.

Ongoing

Development of project plan and subsequent implementation of actions by Equality and Diversity Project Board

Ongoing from December 2004

Actions and Initiatives:

Target dates:

Establish Equality & Diversity Project Board.

From December 2004

Set up performance management structure for delivering equality and diversity strategy.

Establish statutory schemes and action plans and review on a 3 yearly cycle.

Continually assess impact of, and review all relevant policies, services and actions.

Ensure adequate human and physical resources to meet our objectives.

Establish effective procedures for consulting with our target groups and other stakeholders.

Develop a comprehensive monitoring system to measure progress against our objectives.

Deliver relevant training programs for identified employees.

Controls:

Performance Monitoring of objectives and actions.

Review of policies / procedures and actions.

Equality Impact Assessments on new policies and procedures.

Monitoring by Equality and Diversity Project Board

Monitoring by Local Diversity Group.

Scheduled reporting to HFRA, CMT, SMT

Submission of plans to the regulatory equality commissions.

Performance Indicators:

National - BVPI 2 a & b

Risk last reviewed and updated:

CMT January 2004; SMT January 2005; updated by DCS 31/01/05