Appendix 4(ITEM 8)

Report No:

RMB/13/05

Meeting Date:

13 July 2005

Agenda Item No:

5

KEY ISSUE/DECISION

EXECUTIVE SUMMARY

CONSULTATION

RECOMMENDATIONS

REASONS FOR RECOMMENDATIONS

Sub Project Title

Ref.

KCA.1

Objective

Lead

Milestone/Date

Status

(R/A/G)

Comments

South East Regional Control Centre

1.1

The formal FiReControl Project business objectives are:

1.To enhance resilience in the national fire control capability

2.To support enhance efficiency and effectiveness in fire and rescue service delivery

3.To work effectively with local fire authorities to deliver sustainable business change

4.To support the wider change agenda within the fire and rescue service

5.It must be demonstrated that this investment is both affordable and value for money.

The additional business objectives for the SE Regional Project are:

6.At all times to maintain the existing fire cover for the region during the transition

7.To support the management of the transition and transfer arrangements for Control Staff to far as is reasonably practicable

8.To ensure that the RCC provides an improved service to people in the SE.

Anne Downing

(W.Sussex)

1. Location of RCC selected

Spring 2005

(All subsequent dates are unconfirmed due to slippage of the national project)

2. Establish corporate body/Lead Authority to run RCC

Q2 2005

3. Contracts with existing suppliers revised.

10/2005

4. Individual FRA plans for modifications to existing IT systems developed.

5. Full Business Case available for review by RMB

Q1 2006

6. Governing Entity (e.g. Company Limited by Guarantee) established

7. Building lease signed

Q3 2006

8. Regional Control Centre Director and senior managers recruited.

9. Staff transferred to Governing Entity under TUPE

10. Staff selected through Assessment process

No realistic estimates of dates are available for the following:

11. Building passed practical completion ready for hand-over to Infrastructure Services supplier.

12. Data extracted from FRA systems into RCC

13. Staff fully trained

14. RCC accepted

Q4 2007

15. Operational RCC - 1^st Brigade (these dates are contingent upon agreement by ODPM and must be scheduled with neighbouring RCCs for resilience)

16. Fully operational RCC

A

A

A

A

A

A

A

A

A

A

A

A

A

A

A

A

All regions except SE have had final "moderation" meeting with Chair of RMB. Still no date given for this in SE.

Date for location announcements has been put back from "spring" to "before the summer recess" (July 21^st).

There will be an inaugural meeting of legal representatives (1/region) on 30^rd June to discuss. Timetable for development and agreement of issues should be available after this. Work will need to be done regionally on determining how decisions binding on FRAs can be achieved.

FRA technical staff are completing an initial assessment of ICT equipment for business continuity risk assessment, which will highlight contracts that need to be revised.

Possibly by end 2005 if all requirements for data for the proposed RCC systems are known.

Estimate only - no date has been given for this by National Project Team. Work is starting on establishing what costs will fall on SE FRAs.

Subject to further information from ODPM on tax status and advice from FRA legal representatives.

At this stage it is not clear who will sign the lease. N.B. Facilities Management contracts will need to be set up regionally.

} This will take place for Tranche

} 1 regions first. No realistic dates

} available.

}

}

}

}

RMB Project (Work stream) Regional Resilience

Senior Responsible Owner: Cllr David Rowlands (Buckinghamshire & Milton Keynes)

Project Director: Damian Smith Liaison Officer: David Norris

Sub Project Title

Ref.

KCA.2

Objective

Lead

Milestone/

Date

Status

(R/A/G)

Site Specific Risk Assessment

2.1

2.1.1 Compile data on Site Specific information regarding USAR/ Mass Decontamination Identified risks. Add to New Dimensions database.

2.1.2 Review USAR/ Mass Decontamination Site Specific Plans at year-end, update New Dimension database.

2.1.3 Link assessments to Civil Contingencies Act contingency planning

To be determined

To be determined

Green

Amber

Amber

Urban Search and Rescue

2.2

2.2.1 For all brigades in the South East region, who will be receiving a USAR unit, to facilitate and deliver USAR capability

2.2.2 Complete USAR capability for the region

To be determined

To be determined

Amber

Amber

Mass Decontamination

2.3

2.3.1 To provide initial Mass Decontamination training for personnel in brigades in the region receiving a MD unit.

2.3.2 To provide MD continuation training within each brigade in receipt of USAR unit, in accordance with IPDS

To be determined

To be determined

Green

Amber

Detection, Identification and Monitoring Equipment

2.4

2.4.1 To provide initial DIM training for personnel in brigades in the region receiving DIM equipment.

2.4.2 To provide DIM continuation training within each brigade in receipt of a DIM unit, in accordance with IPDS

To be determined

To be determined

Amber

Amber

Water and Water Rescue

2.5

2.5.1 To provide initial High Volume Pumping (HVP) and Water Rescue training for personnel in brigades in the region receiving a HVP unit. Water rescue training to be initiated in accordance with IPDS for all brigades in South east

2.5.2 To provide HVP and Water rescue continuation training within each brigade in receipt of HVP unit, in accordance with IPDS. Water rescue training to be maintained in accordance with IPDS for all brigades in South east

To be determined

To be determined

Amber

Amber

Command and Control

2.6

To be determined

To be determined

Red

New Dimension Training

2.7

2.7.1 To provide initial New Dimension training for personnel in brigades in the region.

2.7.2 To provide New Dimension continuation training within each brigade in receipt of USAR unit, in accordance with IPDS

To be determined

To be determined

Green

Amber

Multi-Agency Response to Resilience

2.8

To be determined following discussions with SE Resilience Working Group

To be determined

To be determined

Red

RMB Project (Work stream) Procurement

Senior Responsible Owner: Cllr. Ray Jelf (Oxfordshire)

Project Director: John Parry Project Manager: Mike Smyth

Sub Project Title

Ref.

KCA.3

Objective

Lead

Milestone/Date

Status*

(R/A/G)

Regional Procurement Strategy

3.1

1.To produce a 3 year plan by Sept 2004, setting out a time table for the review and letting of contracts

2.To determine organisational arrangements for the delivery of the procurement function by June 2004

3.Prepare an annual procurement plan with targets and savings by January each year for implementation during the following financial year (commencing 2004)

4.Review progress against the national Procurement Strategy for Local Government to be reviewed by April 2006

Regions to review stores/distribution arrangements on a regional basis once PPE/non PPE contract awarded

John Parry

Steve Dutton

(OF&RS)

03/2005

03/2006

05/2007

Amber

Draft regional strategy gives organisational structure.

2005/06 plan being reviewed

National strategy not released yet. Time lag will require milestones to be revisited

Print and Graphic Design Contract

3.2

To put into place a contract providing a Printing and Graphic design service as described in the tender documentation that meet customer requirements

Bob Dicken

(KBC)

Graham Smith

(SE CFOA)

Q4 2005

Amber

Operational Equipment Procurement

3.3

The formal Operational Equipment Procurement Project business objectives are:

1.To deliver best value by sharing information and technical expertise

2.To support and enhance efficiency and effectiveness in the fire and rescue services operational service delivery objectives

3.To work efficiently and effectively with local fire authorities service personnel to deliver cost effective solutions in the development of all operational equipment

4.To support the wider change agenda nationally within the fire and rescue service and work closely with Fire Buy and related agencies

5.To maximise the economies of scale in the procurement process to reduce purchase costs of the equipment

6.To demonstrate that this project produces value for money, and reduces whole life costs for the end user's.

The additional business objectives for the SE Regional Project are:

7.To reduce the costly administration process in producing equipment manuals and training aids

8.To ensure that the outcomes provides an improved service to the stakeholders in the SE Region

9.To reduce tendering and contractual costs in the procurement of operational equipment.

Des Tidbury

(RBF&RS)

02/2005

Amber

Andy Haste (RBF&RS) making good progress.

Volvo Parts Contract

3.4

1.To initially scope the actual potential spend and parts usage of Volvo vehicles throughout the SE Region.

2.To collaborate by aggregating the spend of Volvo vehicle parts.

3.To competitively tender/negotiate (captive parts) for Volvo vehicles

4.To seek Volvo parts at the right price, quality, quantity and delivery.

5.To place a "call off" Contracts by end of March 2005 for Volvo Parts

6.To allow participating groups to call off from the agreements

Mike Smyth

OF&RS

Green

In Place, all Brigades will receive some financial benefit from this arrangement

South East Website Implementation

3.5

1.To provide a central electronic document library within the South East Region.

2.To improve and develop Best Practice.

3.To develop templates for procurement related documents e.g. Invitation to Tender; Risk Assessment

4.To provide mechanism for the regional work streams to cooperate with each other.

Amanda Lilley

(Surrey)

Completion 05/2005

Amber

Electrical Accessories Contracts

3.6

1.To price a representative basket of electrical accessories for each FRA's provider, including the OGC providers.

2.Compile a service level profile for each FRA's provider.

3.To provide an objective set of information to support the development of a contract strategy for electrical accessories.

Amanda Lilley

(Surrey)

Completion

12/2004

Amber

Cleaning Materials Contract

3.7

1.To price a representative basket of cleaning materials for each FRA's provider, including the OGC provider (Buck and Hickman).

2.Compile a service level profile for each FRA's provider.

3.To provide an objective set of information to support the development of a contract strategy for cleaning materials.

Amanda Lilley

(Surrey)

Completion

12/2004

Amber

Hazardous Materials Database

3.8

1.Determine a common specification for provision of hazardous material/chemical information for use by the brigades in the SE region.

2.Secure the most competitive contract for provision of these services.

Wendy Lambert

(HF&RS)

Amber

Procurement Training

3.9

1.To identify all procurement staff, other staff with procurement duties and elected Members within individual FRAs and to establish the regional position.

2.To define their level of involvement and responsibility of individuals and groups of staff.

3. To establish the skills gaps that exist and to present the options to support the provision of a range of professional procurement training and awareness training at appropriate levels.

4.To present the options for a regional approach to professional procurement training.

Mike Smyth

(OF&RS)

11/2004

Amber

Funding for training matrix required.

Member training to be paid by RMB

RMB Project (Work stream) Training

Senior Responsible Owner: Cllr. Terry Mills (Royal Berkshire)

Project Director: Iain Cox Project manager: Cliff Sear (W.Sussex)

Sub Project Title

Ref.

KCA.

Objective

Lead

Milestone/Date

Status

(R/A/G)

Assessment and Development Centres

4.1

1.To develop and implement a best practice approach to administration and management of ADCs making best use of regional resources.

2.To undertake ADCs on a regional basis making best use of regional resources.

3.To develop best practice guidance for appointment procedures for fire authorities using ADC's.

Alex Dunnett

(Kent)

11/2004

12/2004

04/2005

Amber

Amber

Amber

Development Programmes

4.2

1.To produce regional schemes of work for development activities associated with the roles of fire fighter, supervisory manager, middle manager and strategic manager.

2.To identify, using regional procurement procedures, the most cost-effective methods of delivering development programmes to staff across the region

3.To establish arrangements for delivery of programmes that make the best use of regional and national resources

Alex Dunnett

(Kent)

04/2005

10/2005-

04/2006

Green

Amber

Amber

HRDG Awards

4.3

1.To develop and implement a best practice approach to administration and procedures.

2.To develop best practice approaches to training assessors and verifiers.

3.To identify, using regional procurement procedures, the most cost-effective method of training assessors and verifiers across the region.

4.To establish arrangements for delivery of training of assessors and verifiers, which make best use of regional resources.

5.To establish a regional process for managing issues of accredited prior learning (APL) and accredited prior experiential learning (APEL).

6.To identify and agree a common framework for Awards within the Region.

Alex Dunnett

(Kent)

04/2005

04/2005

10/2005

10/2005

10/2005

10/2005

Green

Amber

Amber

Amber

Amber

Green

Training Strategies

4.4

To develop a cost effective model for the design, delivery and evaluation of Training for staff within the South East Region, facilitating optimum use of existing resources.

Alex Dunnett

(Kent)

01/2005

03/2005

Amber

RMB Project (Work stream) Human Resources

Senior Responsible Owner: Cllr. Michael Cartwright (Hampshire)

Project Director: John Bonney Project Manager: Cliff Sear (W.Sussex)

Sub Project Title

Ref.

KCA.5

Objective

Lead

Milestone/Date

Status

(R/A/G)

Personnel Resourcing

5.1

1.To ensure that all Services within the Region have access to a range of standards and practices that fully-support best practice in terms of recruitment and retention of staff.

2.To optimise the process of recruiting uniformed staff ensuring best use of facilities and most efficient process.

Kay Banfield

(Kent)

11/2004

03/2005

Amber

Working Patterns

5.2

Develop range of approved Working Patterns for uniformed personnel that reflect needs identified by IRMPs for use by Constituent Authorities.

Kay Banfield

(Kent)

04/2005

Green

Structure and Job Sizing

5.3

Agree methodology for developing organisational structures and Job sizing as a part of the transition from rank to role, ensuring a consistent approach across the Region.

Kay Banfield

(Kent)

09/2004

10/2004

12/2004

Amber

Occupational Health

5.4

Harmonise standards of Occupational Health provision within the Region and identify opportunities for improved efficiency through shared resources.

Kay Banfield

(Kent)

12/2004

03/2005

Red

Policies and Record Keeping

5.5

Harmonise policy development process, structure and content relevant to HR issues within the Region. Prioritised on a risk-assessed basis.

Jeremy Morrison

(Bucks)

11/2004

12/2004

01/2005

Amber

Work/Life balance

5.6

Develop best practice policies and procedures supporting healthy work/life balance.

Jeremy Morrison

(Bucks)

11/2004

01/2005

06/2005

Amber

Terms and Conditions of Service

5.7

Harmonise policies and procedures relating to terms and conditions of employment for staff.

Jeremy Morrison

(Bucks)

12/2004

01/2005

Amber

RMB Project (Work stream) Human Resources

Senior Responsible Owner: Cllr. Michael Cartwright (Hampshire)

Project Director: John Bonney Project Manager: Cliff Sear (W.Sussex)

Sub Project Title

Ref.

KCA.5

Objective

Lead

Milestone/Date

Status

(R/A/G)

Equality & Diversity

5.8

Develop robust policies, strategies and employment practices that recognize the differing needs of our employees and communities, and equip our managers to proactively and positively promote fairness and diversity in the workplace and in service delivery.

Andy Kettle

(Hants)

01/05

Amber

RMB Project (Work stream) Common and Specialist Services

Senior Responsible Owner: Cllr Bryan Cope. Kent and Medway Towns

Project Director: Peter Coombs Project Manager: Charlie Hendry

Sub Project Title

Ref.

KCA.6

Objective

Lead

Milestone/Date

Status

(R/A/G)

Co-responding for Medical Emergencies

6.1

1.Review current schemes for co-responding in constituent authorities and other regions

2. Evaluate effectiveness and impact on other services

3. Assess risk and need with other relevant agencies across region and report with recommendations

4.Develop common procedures across region for co-responding and protocols/mou with other agencies

5. Establish potential for collaborative models of service delivery

6. Review and report on effectiveness in meeting locally agreed targets

Paul Southern

(RBF&RS)

Final Report

Q3-2005

Amber

Domestic Safety Campaigns

6.2

1.To provide best guidance across region for establishing and running domestic FS Campaigns aimed at reducing death and injury in the home

2. To develop cost effective approaches to Domestic Fire Safety Campaigns

Bill Welsh

(Kent)

Final Report 25/01/05

Green*

Dependent upon ratification at Steering group meeting and Board approval

Life-long Learning Education Initiatives

6.3

1. To provide best practice guidance across the region for establishing and running educational initiatives for community fire safety aimed at reducing death and injury from fire

2. To develop cost effective approaches to educational initiatives

Bill Welsh

(Kent)

Final Report

25/01/05

Green*

Dependent upon ratification at Steering group meeting and Board approval

Anti Fire- Setting

6.4

1.To provide best practice guidance across region for establishing and running youth diversion schemes aimed at arson reduction

2. To develop cost effective approaches to youth diversion schemes aimed at reducing arson.

Bill Welsh

(Kent)

Final Report

25/01/05

Green*

Dependent upon ratification at Steering group meeting and Board approval

Fire Investigation Partnership

6.5

1.To develop agreed standard of service to be applied across region

2. To review provision of current resources against that standard

3. Establish potential for collaborative delivery of fire investigation activity

4. Establish potential to extend role of fire investigators into other areas

Gary Walsh

(ESF&RS)

Final Report

Q3- 2005

Amber

Partnership Working

6.6

1. To review current practices and arrangements across region

2. To identify potential partners and likely benefits

3. Develop a best practice strategy for partnership working

Martin Crapper

(OF&RS)

Amber

Unwanted and Hoax Calls

6.7

1. To review current practices and initiatives

2. To review good practice guidance

3. To develop intervention strategies that can be applied consistently across the region

Bob Stead

(Surrey)

Final Report

Q4-2005

Amber

Regulatory Reform Order

6.8

1.Review of progress to date

2. Common risk assessment methodology

3. Common policies and procedures to implement order

4. Common specification for skills and training required

5. Flexible staffing and resources model for management, enforcement and advice

Bob Stead

(Surrey)

Final Report

Q4-2005

Amber

Specialist Operations and Major Incident Management

6.9

1.Review current arrangements for:

a) Animal Rescue

b) USAR

c) Incident Command

2. Develop best practice and common procedures across region for response including protocols/MOU with other agencies.

3. Establish potential for collaborative models of service delivery

Kevin Butcher

(HF&RS)

Final Report

Q4-2005

Amber

Management of Health and Safety at Work

6.10

1. Identify good and best practice with regard to guidance from HSE, HMFSI, ODPM, CFOA and other relevant agencies.

2. Review the currency and consistency of generic risk assessments across the region and identify common policies, procedures and training to ensure effective management of health and safety

3. Maintain and develop arrangements for inter-Service H&S audits using ROSPA QA methodology

4. Develop a regional action plan for dealing with introduction of new noise and vibration regulations

5. Use comparative data to identify regional health and safety priorities and produce regional action plans to address areas of concern.

6. Establish and implement a process for the production and maintenance of common regional health and safety policies.

7. Undertake an efficiency review of the provision of competent health and safety advice against the requirements of the Management of Health and Safety Regulations 1999 and report with recommendations.

David Wallace

(RBF&RS)

Final Report

Q2-2006

Amber

Risk Log - July 2005

Issue Category

Definition

A

Requires immediate attention

B

Important

C

Moderate

D

Closed since last report

No

Risk No.

Cat.

Title

Narrative

Impact

Mitigation

Update

Owner

Status

1

B

KCA 3

Procurement

LOSS OF PROJECT MANAGER

DELAY IN PROJECT ADMINISTRATION AND EFFECT UPON PRACTITIONER ENGAGEMENT

PROJECT DIRECTOR TO FACILITATE NEW APPOINTMENT

AWAITING OUTCOME OF APPOINTMENT PROCESS WITHIN OF&RS

JOHN PARRY/MIKE SMYTH

2

C

KCA 1,3,6

NEW SENIOR RESPONSIBLE OWNERS

NEW MEMBERS COMING UP TO SPEED ON RMB ISSUES

INDIVIDUAL PROJECT DIRECTORS IN COLLABORATION WITH CLERK AND PROGRAMME MANAGER TO ASSIST AS NECESSARY

TO BE ADDRESSED FOLLOWING JULY RMB

RMB

3

B

ALL PROJECTS

CAPACITY OF SOME PRACTITIONERS TO ADDRESS COMPETING PRIORITIES

DELAY IN REPORTING AND ACHIEVING DEADLINES

PRIORITISATION BY PROJECT DIRECTORS WITHIN THEIR INDIVIDUAL PORTFOLIOS

ALL PROJECTS ARE BEING PRIORITISED, AND A "R/A/G" ASSESSMENT UNDERTAKEN

Project directors

4

A

KCA1/KCA2

DELAYS AND CHANGES IN NATIONAL STRATEGY RELATED TO CENTRALLY DRIVEN PROJECTS

DELAY IN REGIONAL CONSIDERATIONS; IMPACT UPON BOTH HR AND OPERATIONAL CONSIDERATIONS

PROJECT LEADERS TO MONITOR PROGRESS AND UPDATE RMB

AWAITING:

1. SITE ANNOUNCEMEMT

(RCC)

2.AWARD OF FIRELINK CONTRACT

3. FINALISATION OF NEW DIMENSION EQUIPMENT LOCATIONS

SROs/

Project

directors

5

C

ALL PROJECTS

COMPOSITION OF WORKSTREAM GROUPS

UNDER-REPRESENTATION OF FINANCE AND HR SPECIALISTS.

COMPOSITON BEING

REVIEWED, FINANCE SPECIALIST ALLOCATED TO EACH PROJECT AREA.

REVIEW TO BE COMPLETED BY OCTOBER RMB

Project

directors

6

7

8

9

10

KEY COLLABORATIVE AREA (KCA)

KCA

REFERENCE

DESCRIPTION

COMMENTS

1

PROCUREMENT

3.4

VOLVO PARTS CONTRACT

1.The actual potential spends and parts usage of Volvo vehicles throughout the SE Region fully scoped.

2.The total spend on Volvo vehicle parts fully aggregated.

3.Captive parts for Volvo vehicles competitively tendered/negotiated

4. Volvo parts at the right price, quality, quantity and delivery secured.

5. "Call off" Contracts placed end of March 2005 for Volvo Parts

6.Participating groups to call off from the agreements

2

TRAINING

4.2 (1)

DEVELOPMENT PROGRAMMES

1.Regional schemes of work for development activities associated with the roles of fire fighter, supervisory manager, middle manager and strategic manager produced.

3

4.3 (1) (6)

HRDG AWARDS

1. A best practice approach to administration and procedures developed and implemented

6. A common framework for Awards within the Region identified and agreed.

4

HUMAN RESOURCES

5.2

WORKING PATTERNS

A range of approved working patterns for uniformed personnel that reflect the needs identified by IRMPs developed for use by constituent authorities

5

COMMON AND SPECIALIST SERVICES

6.2

DOMESTIC SAFETY CAMPAIGNS

1.Best guidance provided across region for establishing and running domestic FS Campaigns aimed at reducing death and injury in the home

2. Cost effective approaches to Domestic Fire Safety Campaigns developed

6

6.3

LIFE-LONG LEARNING EDUCATION INITIATIVES

1. Best practice guidance developed across the region for establishing and running educational initiatives for community fire safety aimed at reducing death and injury from fire

2. Cost effective approaches to educational initiatives developed across Region

PROCESS

REFERENCE

DESCRIPTION

COMMENTS

1

PROGRAMME MANAGEMENT

RMB/Clerk

Further 12 month secondment of Programme Manager

Building upon the benefits of a programme- based approach using principles of OGC⁴ methodology

2

DOCUMENTATION

Programme Manager

Standardisation of templates, documentation and processes.

Greater efficiency and ease of reporting.

Capacity to facilitate "sign-off" and approvals from stakeholders

3

REVIEW OF PROJECT TEAMS

Project Directors

Project teams reviewed to include financial and HR specialists

In order to strengthen the definition of projects and ascertain a true reflection of costs

4

COMMUNICATIONS

Surrey F&RS/Firepro.

1.Formulation of Regional communications Strategy

2.development of RMB Website.

1.Strategy to be presented for approval at July RMB

2.Prototype site now constructed

5

HUMAN RESOURCES

Hampshire F&RS

Advertising for Regional HR Specialist to work on all aspects of strategic HR issues

To be initially funded by Hampshire, with future consideration of proportional funding through RMB FRAs.

6

FINANCE

Kent F&RS⁵/RMB Finance Network

1.Development of Business Planning and tentative budgetary considerations for 2006/07

2.Realignment of working groups to include finance specialist.

1.Consideration of RMB impact upon planning cycles of constituent FRAs.

2.Support and advice on budgetary implications of project development

Key Collaborative Area

Completed

Ongoing

Stopped

Projects added

Total

KCA 1.Regional Control Centre

1

1

KCA 2.Resilience

8

8

KCA 3. Procurement

1

8

9

KCA 4. Training

4

4

KCA 5.Human Resources

1

5

1

1

8

KCA 6. Common and Specialist Services

3

7

10

Total

6

32

1

1

40

Key Collaborative Area

Completed

Ongoing

Stopped

Projects added

Total

KCA 1.Regional Control Centre

1

1

KCA 2.Resilience

8

8

KCA 3. Procurement

8

8

KCA 4. Training

3

3

KCA 5.Human Resources

5

1

1

7

KCA 6. Common and Specialist Services

7

7

Total

0

32

1

1

34

REFERENCE

PROJECT TITLE

KCA. 1

REGIONAL CONTROL CENTRE

1.1

CONTROL CENTRE PROJECT

SUB TOTAL 1

KCA. 2

RESILIENCE

2.1

SITE SPECIFIC RISK ASSESSMENT

2.2

URBAN SEARCH AND RESCUE

2.3

MASS DECONTAMINATION

2.4

DETECTION, ID. AND MONITORING EQUIPMENT

2.5

WATER AND WATER RESCUE

2.6

COMMAND AND CONTROL

2.7

NEW DIMENSION TRAINING

2.8

MULTI-AGENCY RESPONSE TO RESILIENCE

SUB TOTAL 8

KCA. 3

PROCUREMENT

3.1

REGIONAL PROCUREMENT STRATEGY

3.2

PRINT & GRAPHIC DESIGN

3.3

OPERATIONAL EQUIPMENT PROCUREMENT

3.5

SOUTH EAST WEBSITE IMPLEMENTATION

3.6

ELECTRICAL ACCESSORIES CONTRACTS

3.7

CLEANING MATERIALS CONTRACT

3.8

HAZARDOUS MATERIALS DATABASE

3.9

PROCUREMENT TRAINING

SUB TOTAL 8

KCA. 4

TRAINING

4.1

ASSESSMENT AND DEVELOPMENT CENTRES

4.2

DEVELOPMENT PROGRAMMES

4.3

HRDG AWARDS

4.4

TRAINING STRATEGY

SUB TOTAL 4

KCA. 5

HUMAN RESOURCES

5.1

PERSONNEL RESOURCING

5.3

STRUCTURE AND JOB SIZING

5.4

OCCUPATIONAL HEALTH

5.5

POLICIES AND RECORD KEEPING

5.6

WORK/LIFE BALANCE

5.7

TERMS & CONDITIONS OF SERVICE

5.8

EQUALITY AND DIVERSITY

SUB TOTAL 7

KCA 6.

COMMON & SPECIALIST SERVICES

6.1

CO-RESPONDING FOR MEDICAL EMERGENCIES

6.5

FIRE INVESTIGATION PARTNERSHIP

6.6

PARTNERSHIP WORKING

6.7

UNWANTED AND HOAX CALLS

6.8

REGULATORY REFORM ORDER

6.9

SPECIALIST OPS. & MAJOR INCIDENT MANAGEMENT

6.10

MANAGEMENT OF HEALTH & SAFETY

SUB TOTAL 7

PROGRAMME TOTAL: 35 SUB-PROJECTS