Archived decisions

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

NB: Removed from Register after review by CMT

Green

nn

Ref:

Risk description:

Exposure

score M x P

01

Risk category:

Inability to respond effectively following an extensive disruption to normal methods of working.

Magnitude (M):

A

15

5

Environmental

Probability (P):

3

SMT risk management owner:

Other key players:

Deputy Chief Officer (CFS & Ops)

Area Managers, All Function Heads

Impact:

¬ Reduction in the level of emergency response that is delivered to the public.

¬ Failure of duty under the Civil Contingencies Act 2004.

¬ Reputational damage in the context of public expectation to plan for contingencies.

¬ Financial impact of improving capability and capacity.

Strategy:

Target dates:

¬ Review and production of new Service Continuity Management Framework

Underway

¬ Continual review of operational support policies, plans and procedures.

Ongoing

¬ Specialist training programmes and exercises on business continuity.

Ongoing

Actions and Initiatives:

Target dates:

¬ Development of HFRS Service Continuity Management Framework.

Sep 2006

¬ Development of departmental service continuity plans.

Dec 2006

¬ Staff Awareness training for service continuity.

Dec 2006

¬ Pandemic Flu Service Continuity Plan.

Sep 2006

¬ Industrial Action Service Continuity Plan.

Oct 2006

Controls:

¬ Testing of Continuity Management Framework and associated service continuity plans.

¬ Forecasting of events.

¬ Early warning systems. (from central Government)

¬ Belwin funding formula for local authorities.

¬ Regular review and testing of operational plans including collaborative working with other agencies and local authorities.

¬ Participation in realistic exercises with all other civil protection agencies.

¬ Benchmarking best practice against other fire and rescue authorities.

¬ Regular review of insurable risks.

¬ Realistic and sound financial reserves and balances.

Performance Indicators:

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

Risk last reviewed and updated:

CMT-November 2004; SMT-October 2005; SMT-April 2004; SMT July 2006;Head of Ops Support and Community Fire Safety July 2006

Ref:

Risk description:

Exposure

score M x P

02

Risk category:

Failure to gain the positive commitment of our staff to deliver our key objectives and priority actions.

Magnitude (M):

R

16

4

Social / Political

Probability (P):

4

SMT risk management owner:

Other key players:

Chief Officer

Service Management Team (SMT); All Managers; Marketing & Communications Department

Impact: Failure to implement our agreed priority actions and achieve critical performance targets contained in the IRMP (and other strategic plans); Damage to reputation; Possible industrial action.

Strategy: Improve internal communications and planning processes that seek to gain genuine staff engagement.

Target dates: Ongoing

Actions and Initiatives:

Target dates:

¬ Develop and introduce a new Personal Development Review System for all staff. (IRMP Objective)

Training underway from Apr 2006

¬ Gain Investors in People accreditation. (IRMP Objective)

By April 2007

¬ Implement actions in Marketing & Communications Strategy and Plan aimed at improving staff engagement.

From Jan 2006

¬ Actively involve employees at all levels in the identification and development of new plans.

From Q2 2006/07 inc review of IRMP

¬ Implement new staff suggestion scheme.

From Q1 2007/08

¬ Use of `cascade' team briefings in all Departments.

Ongoing

¬ Development of new Service Order for Marketing and Comms.

2^nd Qtr 2006/07

¬ Introduction of the communications `think tank'.

During 2006/07

¬ The planning of a `Celebrating Success' event.

Nov 2006

¬ Implementation of Workforce Strategy and Action Plan.

From April 2006

¬ Plans in place for a joint Service Management Team and Direct Reports `Away day'.

¬ `Whiteboard Planning' exercise aimed at engaging staff at the beginning of the IRMP process.

Sep 2006

Controls:

¬ Implementation of actions in response to issues raised in last employee survey.

¬ Improvement Planning Register records and monitors actions to improve staff engagement.

¬ Meetings of SMT with "Direct reports"; SMT station visits; meetings of PO's & Group Mgrs.

¬ Regular publication of "Exchange" and `"IRMP-extra".

¬ Invitation to Direct Reports to attend SMT and Corporate Management Team meetings.

¬ Consultation strategy for and publication of the IRMP.

Performance Indicators:

¬ Results of subsequent employee satisfaction surveys - looking for improved satisfaction levels. Now planned for January 2007.

¬ Staff absence levels as an indicator of employee satisfaction. BVPI 12i &12ii.

¬ Achievement of Investors in People [IIP].

Risk last reviewed and updated: Emerged from discussions at SMT 09 January 2006; to be reviewed by CMT May 2006; SMT July 2006; Head of Marketing & Communications Aug 06

Ref:

Risk description:

Exposure

score M x P

03

Risk category:

The failure to reduce the incidence of arson.

Magnitude (M):

G

9

3

Social

Economic

Legal

Probability (P):

3

SMT risk management owner:

Other key players:

Head of Ops Support/Community Fire Safety

DO (TFS)

Impact: May result in higher levels of casualties from fire; higher economic and social costs. Challenges the effectiveness of existing plans to reduce arson: reputational damage.

Strategy:

Target dates:

Hampshire and Isle of Wight Arson Reduction Strategy.

Integrated Risk Management Plan (IRMP) initiatives.

Ongoing from 04/05

Community Fire Safety Medium Term Plan.

Actions and Initiatives:

Target dates:

¬ Local Public Service Agreements with HCC and PCC running to March 2009 and March 2008 respectively.

¬ Reduce the number of abandoned vehicles through `car clear' schemes.

¬ Active participation in Local Area Agreement partnerships.

Ongoing

Controls:

¬ Improvements to Local Education Authorities' capital building programmes to include sprinkler systems in collaboration through partnership working.

¬ Fire safety training provided for commercial companies and organisations.

¬ Collaborative working and data sharing with the Police and other agencies to increase knowledge and communication.

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

¬ Community Fire Safety Initiatives, for example, Schools Education Programme.

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

¬ Liaison with Local Authorities to remove accumulations of combustible waste.

¬ Strategic, tactical and operational arson reduction groups.

¬ Evaluation of the effectiveness of the delivery of Community Fire Safety.

¬ Youth engagement activities.

¬ Identification of high risk areas using the `Risk Map'.

¬ Identification of opportunities with other agencies to improve Community Safety.

Performance Indicators:

National - BV206; Local - LPI 3a; 3b; 3c; 4a; 4b;

Risk last reviewed and updated:

CMT - November 2004; SMT - October; SMT-April 2006; SMT July 2006; Head of Ops Support and Community Fire Safety July 2006.

Ref:

Risk description:

Exposure

score M x P

04

Risk category:

Failure to comply with and/or properly manage the Authority's legal and moral responsibilities for the health, safety and welfare of its employees under Health and Safety legislation.

Magnitude (M):

A

15

5

Legal

Political

Social

Probability (P):

3

SMT risk management owner:

Other key players:

Head of Human Resources

Service Management Team

Impact:

¬ Litigation against the Authority, its members and officers; and, the potential award of significant financial penalties and costs.

¬ Adverse publicity leading to a damaged reputation and consequential loss of stakeholder confidence in all the services we deliver.

¬ Adverse impact on the results/findings of audits, inspections and performance assessments of the Authority's status and standing.

¬ Depending on seriousness and nature of failure, the potential for Government intervention in the management of the Authority until confidence is restored.

¬ Degradation of effective health, safety and welfare advisory services to service managers.

¬ Increased exposure of employees to workplace hazards increasing the likelihood of safety events that may affect employee welfare and performance.

¬ Increased likelihood of safety events that may affect the Service's performance against corporate objectives.

Strategy:

Target dates:

¬ The Authority's strategic planning process and performance management framework incorporates an external (STEEPLE) analysis of the working environment in which we operate. An essential element being to identify and assess the impact of relevant current and emerging legislation/regulation, on the Authority's corporate aims and plans.

Ongoing

¬ Use of medium term planning protocols, regular review and monitoring of service needs and measuring performance against current and emerging legislation.

Ongoing

¬ The use of internal/external audit and regular safety inspections to ensure a high standard of health and safety management.

Ongoing

The actions and controls set out below are provided for specific areas of current and expected workplace activities, to manage perceived health and safety risks and for compliance with applicable legislation/regulation

Actions and Initiatives:

Target dates:

¬ Review all service risk assessments and the future management of risk assessments.

Oct 06

¬ Compilation of a health and safety guidance manual to complement service orders.

April 07

¬ Carry out a review of noise, and complete noise risk assessments across the service in accordance with the revised noise regulations.

May 07

¬ Carry out a review of health and safety training and delivery across the service in conjunction with the Training department.

Dec 06

¬ Investigate the benefits of an OHS&W database.

Dec 06

¬ Review protocol and service order for workplace inspection and monitoring.

Nov 06

¬ Monitor and review the built environment for compliance ( a five year plan).

¬ Deliver the key targets of `Securing Health Together'.

ongoing

¬ Carry out a complete review of all health and safety service orders.

May 07

¬ Improve training and controls of Display Screen Workstations and provide the tools to improve ergonomic layouts.

Dec 06

¬ Develop and implement health and safety accident investigation strategy.

Feb 07

¬ Establish safety training protocols for workplace health and safety reps.

Controls:

Health and Safety legislation and codes of practice

¬ Provision of a pro-active service to all managers for Strategic projects and development of the built environment.

¬ Continually assess the impact of, and review all relevant policies, services and new initiatives .

¬ Robust controls on workplace inspection programme.

¬ Workplace stress risk assessment programme.

¬ Establish the protocol for internal and external QSA auditing.

¬ Regular review of policy documents.

¬ Electronic Risk assessment data in place.

¬ Quarterly `workplace inspections' protocol established.

Performance Indicators:

Accident statistics; Quarterly inspection returns; Audit Returns; External Audit results; Internal Audit results; Sickness Absence records; Records of litigation; Performance awards

Risk last reviewed and updated:

Added and reviewed by SMT October 2005; SMT April 2006; SMT July 2006; Health & Safety Adviser

Ref:

Risk description:

Exposure

score M x P

05

Risk category:

Failure to identify, interpret, understand, and inform on, demographic and other changes in risk profiles of local communities resulting in potential inadequacies of current prevention, protection and response strategies.

Magnitude (M):

A

15

5

Social

Economic

Probability (P):

3

SMT risk management owner:

Other key players:

DCFO Ops/CFS

Risk Intelligence Team

Impact: Changing demographic profiles (e.g. an increase in the number of older and vulnerable people), will result in a change in the risk profile of local communities, leading 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)

Risk Intelligence Forum

2% of resources diverted internally to focus on prevention

2004/09

Established

Actions and Initiatives:

Target dates:

¬ Development of Geographical Information System (GIS) and Fire Service Emergency Cover (FSEC) systems.

¬ Development of HFRS Risk Map using GIS and FSEC model.

¬ Purchase and use of Process Evolution software.

¬ Emergency Cover Reviews.

¬ The population of the CFRMIS database. (Premises risk database)

¬ Data sharing protocols with other services

¬ Risk data available to Station and Group Managers

¬ Partner in Local Area Agreements sharing information

Ongoing

September 06

Aug 06 to Aug07

Ongoing

December 06

ongoing

Controls:

¬ Key tasks/functions of Risk Intelligence team.

¬ Establishment of the Risk Intelligence Forum.

¬ Implementation of CFRMIS - Premises risk database.

¬ Exception monitoring provides management information to take corrective action.

¬ Trend monitoring and analysis of incident and risk data to inform decision making.

¬ Data sharing with other agencies.

¬ Collaborative working with constituent Local Authorities' Social Services Departments.

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

¬ Monitoring of performance through PI's.

Performance Indicators: National - BV143i; BV143ii; Local - LP 20

Risk last reviewed and updated: CMT - November 2004; PO's August 2005; SMT - October 2005; SMT April 2006: Head of Ops Support and Community Fire Safety July 2006

Ref:

Risk description:

Exposure

score M x P

06

Risk category:

Failure to comply with and/or properly manage the Authority's legal and regulatory responsibilities.

Magnitude (M):

A

15

5

Legal

Political

Social

Probability (P):

3

SMT risk management owner:

Other key players:

Chief Officer

Clerk to the Authority

Principal Officers

Impact:

¬ Litigation against the Authority, its members and officers; and, the potential award of significant financial penalties and costs.

¬ Adverse publicity leading to a damaged reputation and consequential loss of stakeholder confidence in all the services we deliver.

¬ Depending on seriousness and nature of failure, the potential for Government intervention in or direction of the management of the Authority until confidence is restored.

¬ Depending on the subject and nature of non-compliance, consequential damage to the Authority's core values of openness and integrity.

Strategy:

Target dates:

¬ The Authority's strategic planning process and performance management framework incorporates an external (STEEPLE) analysis of the environment in which we operate. One of the essential elements of that analysis is to identify and assess the impact of relevant current and emerging legislation/regulation on the Authority's corporate aims, plans and methods of operation.

Ongoing

¬ The actions and controls set out below are therefore given for specific areas of current activity to manage any perceived risks associated with particular pieces (or subject areas) of legislation or regulation.

Ongoing

Actions and Initiatives:

Equalities legislation

¬ Establish statutory schemes and action plans, including a comprehensive Equality Policy, a Race Equality scheme, and publish a Disability Equality Scheme (DES) and Gender Equality scheme (GES). Arrange for the schemes to be combined on the formation of the Commission for Equality & Human Rights.(CEHR) Review the schemes on a 3 yearly cycle.

¬ Ensure satisfactory arrangements are in place to comply with Age Discrimination regulations.

¬ Carry out Equality Impact Assessment to all Service policies and activities.

¬ Ensure adequate human and physical resources to meet our objectives.

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

¬ Deliver relevant training programs for identified employees.

¬ Undertake an equal pay audit.

The Fire Safety Order

¬ Publicity and education campaigns.

¬ New fire safety risk database and management system in development to reflect the Fire Safety Order.

¬ Themed audits to be undertaken according to risk profile.

Civil Contingencies Act 2004

¬ Representation on Local Resilience Forum. (LRF)

¬ Collaborative working with other member agencies on LRF.

¬ Support development of business continuity within the service.

Target dates:

DES Dec 2006

GES Apr 2007

CEHR by 2009

Workforce Plan June 2006

Qtr 3 2006/07

Qtr 4 2006/07

Qtr 3 2006/07

Ongoing

Controls:

Equalities legislation

¬ Performance management of Equality & Diversity.

¬ Introduce performance management system including the Improvement Planning Group and Local Diversity Group to manage strategic and function action plans.

¬ Measurement of progress against targets within the levels of Equality Standard for Local Government.

¬ Managing progress against equality & diversity best value performance indicators

¬ Scrutiny of equality impact assessments against action plans.

The Fire Safety Order

¬ Management structures and resources reviewed and revised to meet anticipated obligations

¬ Training of staff in Fire Safety Order.

¬ Policies and procedures in place to reflect the Fire Safety Order.

Civil Contingencies Act 2004

¬ Development of internal plans in line with LRF requirements and expectations.

¬ Review of progress within LRF through self assessment and eternal scrutiny.

Performance Indicators:

Equalities legislation and codes of practice

National - BVPI - 2 a & b; BVPI 11- i-iii; BVPI 16 a & b ; BVPI 17 a & b

The Fire Safety Order

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

Risk last reviewed and updated:

CMT November 2004; SMT October 2005; `Civil Contingencies' added by Mark Rayner 04/04/06; SMT July 2006; Head of Safety and Risk (FSO) August 2006. Group Manager Equality & Diversity August 2006.

Note : At any given time, one or more different pieces of legislation/ regulation could pose a greater of lesser risk to the Authority. Where and when a piece of legislation or regulation is identified as having a particularly significant (high) risk, it will become the subject of a separate entry in this register. For example, failure to comply with equalities legislation and codes of practice, featured as a separate entry in the risk register until it was felt that sufficient action had been taken to reduce the risk.

Ref:

Risk description:

Exposure

score M x P

07

Risk category:

Threat posed by the transition to Firelink Regional Control Centre

Magnitude (M):

R

20

5

Technological

Economic

Probability (P):

4

SMT risk management owner:

Other key players:

Deputy Chief Officer (CFS & Ops)

Head of Operations and Service Delivery

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:

¬ DCLG Fire Control Project

2004/05 - 07/08

¬ Operations ( Support ) Policies and Medium Term Plans

2002/03 - 07/08

¬ 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. HFRS joint Firelink/fireControl Project Board set up to manage and provide project assistance.

2005/06

Actions and Initiatives:

Target dates:

DCLG 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 and update of station ends.

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

2008

Business resilience response to increase of ICT dependency

¬ Increase investment in ICT infrastructure to improve resilience.

2007

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

Ongoing

¬ Implementation of Electronic Government Actions.

Ongoing

¬ Gap analysis for FireControl and Firelink.

October 06

Controls:

From local control room to regional control centre 

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

¬ DCLG project team responsible for delivery of the project.

¬ A local (HFRS) project officer appointed and operational officer - ref - convergence.

Redundant control room systems

¬ 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 (note that this may be lost due to cut in programme).

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.

¬ Annual test of effectiveness of fall-back and business continuity plans regularly.

¬ Annual convergence impact assessment.

Performance Indicators:

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

Risk last reviewed and updated:

CMT November 2004; SMT October 2005; SMT July 2006; Head of Operations and Service Delivery August 2006.

Ref:

Risk description:

Exposure

score M x P

08

Risk category:

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

Magnitude (M):

G

9

3

Political

Probability (P):

3

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)

¬ Failure to achieve our strategic objectives.

Strategy:

Target dates:

Member training and development programme.

From 2005

Actions and Initiatives:

Target dates:

¬ As part of IRMP structured training and development programme aligned to role maps for both CMT and all Authority members, two members designated with member training reference.

¬ Inviting relevant local members to CMT to identify and discuss potentially difficult or sensitive issues associated with IRMP actions.

¬ Improvement in communications with Members (Bulletins, briefings)

Ongoing from Jan 2006

Ongoing

From 2004/5

Controls:

¬ Close working relationships with Members helps to improve understanding of 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.

¬ Monitoring of member attendance at meetings and training events.

Performance Indicators:

IRMP MR1 Objective Workforce Plan and People Strategy.

Achievement of IIP3 Accreditation.

Risk last reviewed and updated:

CMT November 2004; POs August 2005 risk score increased; SMT October 2005; Risk exposure reduced at SMT April 2006; SMT July 2006