Archived decisions
Strategic Risk Register
Key | ||
Risk exposure score |
Risk description |
Colour code / score |
16 - 25 |
High /Very High |
Red |
11 - 15 |
Medium |
Amber |
0 - 10 |
Very Low / Low NB: Removed from Register after review by CMT |
Green |
Strategic Risk Register - PRT V 08 - Report to Fire Authority September 2007
Index
Ref |
Description |
Colour |
Current score |
Date entered onto Register |
01 |
Failure to respond effectively following an extensive disruption to normal methods of working |
Amber |
12 |
Oct 04 |
02 |
Failure to maintain the positive engagement of our staff to deliver our key objectives and priority actions |
Amber |
12 |
March 06 |
03 |
The failure to reduce the incidence of arson |
Green Register |
Oct 04 | |
04 |
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 |
Green |
8 |
March 06 |
05 |
Failure to identify, interpret, understand, and inform on, demographic and other changes in risk profiles of local communities |
Amber |
15 |
Oct 04 |
06 |
Failure to recognise and comply with and/or properly manage the Authority's legal and regulatory responsibilities |
Green |
10 |
Oct 04 |
06a |
Failure to recognise and comply with and/or properly manage the Authority's legal and regulatory responsibilities in respect to · Equalities Legislation |
Green |
8 |
Jan 05 |
06b |
Failure to recognise and comply with and/or properly manage the Authority's legal and regulatory responsibilities in respect to · The Fire Safety Order (Formerly titled Regulatory Reform Order) |
Amber |
12 |
Jan 05 |
06c |
Failure to recognise and comply with and/or properly manage the Authority's legal and regulatory responsibilities in respect to · The Civil Contingencies Act 2004 |
Green |
8 |
May 06 |
06d |
Failure to recognise and comply with and/or properly manage the Authority's legal and regulatory responsibilities in respect to · The Working Time Directive |
Amber |
15 |
Oct 06 |
07a |
Failure to respond effectively to the threat posed by the transition to Firelink |
Red |
20 |
07 split into a & b after October SMT |
07b |
Failure to respond effectively to the threat posed by the transition to Regional Control Centre |
Red |
20 |
Oct 04 |
08 |
Impact of Members of the Authority pursuing political and/or parochial interests and priorities |
Green Register |
Oct 04 | |
09 |
Failure to maintain the Retained Duty System (RDS) establishment due to the impact of the New Fire Fighter Selection Test procedures |
Red |
16 |
Nov 2006 |
Impact: |
· Reduction in the level of emergency response 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/budgetary implications. |
Control measures: |
Target date/ Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control Owner |
HFRS Service Continuity Framework. |
Area Manager Strategic Projects & Specialist Response |
Pandemic Flu Service Continuity Plan is in place and has been tested, incorporating media plan and communications strategy. |
Area Manager Strategic Projects & Specialist Response |
Industrial Action Service Continuity Plan in place. |
Area Manager Strategic Projects & Specialist Response |
Participation in realistic exercises with all other civil protection agencies. |
Contingency Planning |
Operational plans and contingency arrangements and are in place for emergency crews going out of the County. |
Area Manager Service Delivery Response Delivery |
Regular review and testing of operational plans. |
Area Manager Service Delivery Response Delivery |
Forecasting of events and early warning systems. (from central Government) |
Contingency Planning |
Prevention measures - to reduce Likelihood (L): Proposed controls |
Target Date |
Business continuity plan, incorporating departmental service continuity plans. |
Q4 2007/08 |
Testing of continuity plans and associated departmental service continuity plans. |
2008/09 |
Mitigation measures - to reduce Impact (I): |
Target date/ Control owner: |
Controls in place |
Control Owner |
Realistic and sound financial reserves and balances. |
Director of Corporate Services |
The Hampshire & IOW Local Resilience Forum and the Media Plan for Major Emergencies. (regularly tested) |
Head of Marketing & Comms |
The multi agency Emergency Planning Sub Group (Warning and Informing) ensures out of hours contacts are up to date. |
Contingency Planning |
Bellwin funding formula for local authorities. |
Director of Corporate Services |
Regular review of insurable risks. |
Director of Corporate Services |
Proposed controls |
Target date |
Development of Business Continuity plan, incorporating departmental service continuity plans. |
Q4 2007/08 |
Performance indicators: Local - LPI(CR)10; LPI(CR)11; LPI(CR)12; LPI(O)20 |
Last updated: August 2007 |
Last reviewedBy HFRA: September 2006 By CMT: March 2007 By SMT: July 2007 |
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. |
· Elements of the modernisation have an impact on staff morale. |
· Failure to capitalise on the talents, innovation, and creativity of our people. |
Control measures: |
Target date/ Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control Owner |
Improvement Planning Register records and monitors actions to improve staff engagement |
Improvement Planning Steering Group |
Meetings of Service Management Team with "Direct reports"; Service Management station visits; meetings of Principal Officers & Group Managers. Regular Managers seminars |
Head of Marketing & Communications Head of Training & Development |
Regular publication of "Exchange" and `"IRMP-extra" and other written media. |
Head of Marketing & Communications |
Invitation to Direct Reports to attend SMT and Corporate Management Team meetings. |
Head of Marketing & Communications |
Consultation strategy for and publication of the IRMP. |
Performance Review Manager/Head of Marketing & Communications |
Annual `Ideas Week' exercise aimed at engaging staff at the beginning of the IRMP process. |
Performance Review Manager |
The `Celebrating Success' event for awards for recognition of success |
Annually at November Head of Marketing & Communications |
Successful industrial relations, including Employee Relations Service Order. |
Employee Relations Manager, and Senior staff |
Regular Joint Service Management Team and Direct Reports `Away days'. |
SMT |
Communications `think tank'. |
Head of Marketing & Communications |
Implementation of Workforce Strategy and Action Plan. |
Director of HR |
Implementation of actions in Marketing & Communications Strategy and Plan aimed at improving staff engagement. |
Head of Marketing & Communications |
A new Personal Development Review System is now in place for all staff. (IRMP Objective) |
Director of HR |
A `cultural audit' (2006) has been undertaken and actions planned to be taken in response to the results have been incorporated into the Improvement Register, |
SMT |
Proposed controls |
Target date |
Engagement of staff and stakeholders through better communication is an objective of the IRMP (MR3 07-10) |
2006-09 |
Gain Investors in People accreditation. (IRMP Objective MR4 07-10) |
By Autumn 2007 |
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 Communications. |
2nd Qtr 2007/08 Head of Marketing & Communications |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
Control Owner |
Implementation of actions in response to issues raised in last employee survey and `cultural audit' 2006. |
Chief Officer |
Lobbying and advocating the service's view at a national level. |
Principal Officers |
Service business continuity plan |
Area Manager Strategic Projects & Specialist Response |
Communication of the lobbying and advocating the service's view at a national level to our staff. |
Chief Officer |
Proposed controls |
Target date |
Nil |
N/A |
Performance indicators:Results of subsequent employee satisfaction surveys - looking for improved satisfaction levels. |
Staff absence levels and their trends can be an indicator of employee satisfaction. BVPI 12i &12ii. |
Achievement of Investors in People [IIP] |
Last updated: August 2007 |
Last reviewedBy HFRA: Sept 2006 By CMT: March 2007 By SMT: July 2007 |
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. |
· 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. |
Control measures: |
Target date: Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control Owner |
A Health and Safety Committee for strategic health and safety decision making |
Director of HR |
A Health and Safety Working group reporting to the committee |
H &S Adviser |
A professional advisory service to all managers |
H &S Adviser |
Continual assessment and review of all health and safety related policies, services and initiatives. |
H &S Adviser |
Workplace inspection programme. |
H &S Adviser |
Workplace stress risk assessment programme. |
Welfare Adviser |
A regional protocol established for internal and external QSA auditing. |
H &S Adviser |
Electronic risk assessment database. |
H &S Adviser |
Annual assessment for Rospa Gold Award |
H&S Advisor / Rospa |
Delivery of two-day basic health and safety training to new trainees. |
H&S Adviser, |
Development of performance indicators aligned to the delivery of the key targets detailed in the HSE `Securing Health Together' document. |
H&S Adviser/OH Adviser |
Establishment of formal support arrangements with Operational Response, introducing auditing/monitoring protocols. |
H&S Adviser /Response Support |
Proposed controls |
Target date |
Compilation of a health and safety guidance manual to complement service orders. Work now started and will be completed in line with the review of service orders |
Q3 2007/08 H&S Adviser |
Review vehicle safety service orders, introducing controls/systems to ensure service vehicle users hold satisfactory insurance, licences and proof of competence before using service vehicles. |
Q1 2008/09 H&S Adviser/Training department |
Establish a web based Health and Safety management system in parallel with the workforce strategy management information package. |
Q3 2007/08 H&S Adviser |
Develop improved process for the control of contractors |
Premises Management Q1 2008/09 |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
Control Owner |
Provision and access to professional legal advice |
H&S Adviser |
Enhanced H&S departmental structure |
H&S Adviser |
Regional QSA auditing |
H&S Adviser |
Electronic risk assessment database |
H&S Adviser |
Workplace stress risk assessment program |
Welfare Adviser |
Health and Safety service orders |
H&S Adviser |
Safety event recording |
H&S Adviser |
Proposed controls |
Target date |
Recording of noise assessments and legal compliance |
H&S Adviser Q2 2007/08 |
Develop and implement a revised health and safety accident investigation strategy. |
H&S Adviser Q3 2007/08 |
Performance indicators: Accident statistics; Quarterly inspection returns; Audit Returns; External Audit results; Internal Audit results; Sickness Absence records; Records of litigation; Performance awards, Rospa Gold Award Assessments. |
Last updated: August 2007 |
Last reviewed:By HFRA: Sept 2006 By CMT: March 2007 By SMT: July 2007 |
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 |
· related performance targets (notably those relating to reducing fire deaths and injuries). |
· incorrect targeting of resources |
Control measures: |
Target date: Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control Owner |
The Risk Intelligence Forum. |
Director of Service Delivery |
Implementation of CFRMIS - Premises risk database. |
ACO Community Safety |
Collaborative working with constituent Local Authorities' Social Services Departments. |
Community Safety |
Monitoring of the `Partnership Register' particularly in relation to 65+ age group. |
Community Safety |
Process Evolution software. |
Risk Intelligence |
Partner in Local Area Agreements sharing information |
Community Safety |
Data sharing protocols with other services |
Risk Intelligence/ Performance Review Team |
Proposed controls |
Target date |
Development of Geographical Information System (GIS) and Fire Service Emergency Cover (FSEC) systems. |
Ongoing |
Development of HFRS Risk Map using GIS and FSEC model. |
Ongoing |
The development of a Community Risk Register |
Q4 2007/08 |
Risk data available to Station and Group Managers |
Ongoing |
Monitoring and analysis of incident and risk data to inform decision-making. (Views) |
Ongoing |
Mitigation measures - to reduce Impact (I): |
|
Proposed controls |
Target date |
The Service Delivery process once in place will enable the Service to be better able to react to changes in the risk profiles of local communities. |
Q3 2007/08 |
Performance indicators: National - BV143i; BV143ii; Local - LP 20 |
Last updated: August 2007 |
Last reviewedBy HFRA: Sept 2006 CMT: March 2007 By SMT: July 2007 |
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. |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control Owner |
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. |
SMT |
Function Heads have individual responsibility to monitor legal and regulatory developments in their areas. |
SMT |
The review of the Strategic Risk Register |
SMT |
CFOA alerts Chief officers to new legislation |
Chief Officer |
CLG Fire Service Circulars circulated to the relevant person |
Chief Officer |
Networking by the Chief Officer and senior staff helps to ensure that new laws and regulations are identified |
SMT |
Internal and External Audit review systems in place which include a review of our compliance with laws and regulations. |
Director of Corporate Services |
Robust governance structure in place. |
HFRA Governance Committee |
Last updated: July 2007 |
Last reviewed By HFRA: Sept 06 By CMT: March 2007 By SMT: July 2007 |
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. |
· Consequential damage to the Authority's core values of integrity and diversity. |
· Poor reported performance arising from Audit Commission assessment |
Control measures: Equalities Legislation |
Target date: Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control Owner |
Performance management of Equality & Diversity. |
Chief Officer/ SMT/ Performance Review Committee |
Statutory equality schemes including a Comprehensive Equality Policy, Race Equality Scheme, Disability Equality Scheme, Gender Equality Scheme and associated action plans are in place. |
Equality and Diversity Advisor |
Performance management system in place, which includes the Improvement Planning Group and Local Diversity Group to manage strategic and function action plans, and scrutinise equality impact assessments. |
Local Diversity Group/ Function Heads |
Satisfactory protocols are in place to comply with Age Discrimination regulations regarding retirement and pension arrangements. |
Director of Human Resources |
Adequate human and physical resources are in place to meet our objectives within the Equality and Diversity team. |
Director of Human Resources |
Provision of Equality Impact Assessment training for managers is incorporated into the training programme. |
Equality and Diversity Team/ Head of Training & Development |
Effective procedures for consulting with our target groups and other stakeholders are in place. |
Equality and Diversity Advisor/ Performance Review Manager |
Proposed Controls |
Target date |
Arrange for the schemes to be reviewed and combined subject to the forthcoming guidance on the formation of the Commission for Equality & Human Rights. (CEHR) and the enactment of the proposed single equality Act. |
Equality & Diversity Advisor by 2008 |
Equality training requirements are set out in the three Equality Schemes. Training is currently being reviewed with a view to producing a revised annual schedule identifying the mandatory equality training for employees including the areas which come under the Equality Standard for Local Government. |
Equality and Diversity Manager Qtr 3 2007/08 |
Undertake an equal pay audit and implement the outcomes through the 2007/08 financial year. |
Director of Human Resources HFR Authority 2007/08 |
Review all aspects of recruitment and selection procedures to ensure compliance with age discrimination regulations |
HR Working Group 2007/08 |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
Control Owner |
Access available to high quality specialist legal advice |
Employee Relations |
Evidence of our performance on equality and diversity is clearly logged and available for scrutiny. |
Equality and Diversity Team |
Marketing & Communications plan |
Head of Marketing & Communications |
Crisis plan |
Head of Marketing & Communications |
There is a system to ensure that Equality Impact Assessments are carried out to all Service policies and activities. The schedule is to be reviewed annually and the programme is monitored and scrutinised by the Local Diversity Group |
Equality and Diversity Manager |
Proposed Controls |
Target date |
Nil |
Nil |
Performance indicators: |
Equalities legislation and codes of practice National - BVPI - 2 a - Our achievement of level 2 against the equality Standard for Local Government is currently being reviewed. Our target date to reach level 3 is October 2007. BVPI 2b; BVPI 11- i-iii; BVPI 16 a & b ; BVPI 17 a & b BVPI 210 |
Last updated: August 2007 |
Last reviewedBy HFRA: September 2006 By CMT: March 2007 By SMT: July 2007 |
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. |
· Consequential damage to the Authority's core value of integrity. |
Control measures: Fire Safety Order |
Target date/Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control Owner |
Management structures and resources reviewed and revised to meet anticipated obligations |
Area Manager S&RM |
Training of staff in Fire Safety Order |
Area Manager S&RM |
Policies and procedures in place to reflect the Fire Safety Order HFRS is represented on the CFOA Forum that is reviewing the affect of the Fire Safety Order and will therefore be alerted to any possible amendments to arrangements at an early stage |
Area Manager S&RM |
Introduction of a dedicated enforcement team |
Area Manager S&RM |
Publicity and education campaigns |
Area Manager S&RM |
New fire safety risk database and management system reflects the Fire Safety Order |
Area Manager S&RM |
Proposed Controls |
Target date |
A review of procedures will be undertaken |
Q3 2007/08 |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
Control Owner |
Annual contract for legal counsel |
Area Manager S&RM |
Marketing & Communications contingency plan |
Head of Marketing & Communications |
Proposed Controls |
Target date |
Nil |
N/A |
Performance indicators: |
Local - LPI's IRMP returns |
Last Updated: July 2007 |
Last reviewedBy HFRA: Sept 06 By CMT: March 2007 By SMT: July 2007 |
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. |
· Consequential damage to the Authority's core value of integrity. |
Control measures: Civil Contingencies Act 2004 |
Target date/Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control Owner |
Development of internal plans in line with LRF requirements and expectations. |
Director of Strategic Projects & Specialist Response |
Representation on Local Resilience Forum. (LRF) |
Director of Strategic Projects & Specialist Response |
Collaborative working with other member agencies on LRF. |
Director of Strategic Projects & Specialist Response |
Proposed Controls |
Target date |
Support development of business continuity within the service. |
2007/08 |
HFRS Resilience Forum to be established |
Q3 2007/08 |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
Control Owner |
Review of progress within LRF through self-assessment and external scrutiny. |
Director of Strategic Projects & Specialist Response |
The Emergency Planning Sub Group (Warning and informing) |
Head of Marketing & Comms |
Proposed Controls |
Target date |
HFRS Resilience Forum to be established |
Q3 2007/08 |
Performance indicators: |
Last Updated: July 2007Last reviewed: By HFRA: Sept 06 By CMT: March 2007 By SMT: July 2007 |
Impact:· Litigation against the Authority, including high financial penalties and possible personal fines or convictions for officers, and potentially members |
· Intervention of the Health and Safety Executive |
· Adverse publicity leading to a damaged reputation and consequential loss of stakeholder confidence in all the services we deliver. |
· Consequential damage to the Authority's core value of integrity. |
Control measures: Working Time Directive |
Target date/ Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control Owner |
Hours worked monitored on flexi sheets |
Line Managers |
Information published in Routine Notice, RDS newsletter, and on the website. |
Deputy Head of HR |
Contract of employment includes a Working Time Directive' clause. |
Deputy Head of HR |
Manager's `Toolkit' has been issued including a flowchart showing the management process. |
Deputy Head of HR |
Processes developed to ensure working hours cover and call-out /standby are within WTR and safety and welfare considerations/requirements via Working Time Regulations. Service Order and consultative agreement, Outside Employment Service Order, and supporting documentation. |
Deputy Head of HR |
Communications plan launch |
Deputy Head of HR |
Inclusion of information in recruitment and contract of employment packs and in induction and training programmes |
Deputy Head of HR |
Recording and reporting of opt out forms and |
Deputy Head of HR |
Proposed Controls |
Target date |
Working time hours will be controlled within WTR and safety and welfare considerations/requirements via PDRS. |
April 2008 |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
Control Owner |
Nil |
N/A |
Proposed Controls |
Target date |
Nil |
N/A |
Performance indicators: |
Updated: July 2007 |
Last reviewed:By HFRA: Sept 06 By CMT: March 2007 By SMT: July 2007 |
Impact:· Service disruption |
· Reduction of effectiveness in responding to incidents. |
· Threat to life and/or property |
· Loss of reputation |
· Slippage of the National Project may result in potential problems with current radio system |
· The proposed duration of the interim solution may be longer than anticipated |
· Increased financial costs and resource implications |
Control measures: |
Target date: Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control owner |
HFRS Firelink project team to manage project using accepted project management techniques. This team will keep up to date with developments on the national project and escalate risks promptly. |
HFRS Firelink/FireControl Project Team |
Communities and Local Government (CLG) project team responsible for delivery of the project. |
CLG |
Risk log maintained by the National Project. |
Firelink National Project |
Regional Risk log maintained by South East Regional Project Board. |
South East Regional Project Board |
Risk log maintained by the HFRS project team. |
HFRS Firelink/FireControl Project Tea |
Planned parallel running of new equipment against existing. |
HFRS Firelink/FireControl Project Team |
Mobilising/Telephony system issues |
|
Potential impacts on mobilising and telephony systems determined and evaluated. |
Service Delivery ACO (Community Response) |
Maintenance and support agreements are in place with all relevant third party suppliers and contractors of ICT services. |
Service Delivery ACO (Community Response) |
Proposed Controls |
Target Date |
Resources |
|
Planning of resources required for equipment refits in FireControl and in vehicles. |
Service Delivery ACO (Community Response) |
Planning of logistics and resources required to allow for training. |
Service Delivery ACO (Community Response) |
Monitoring and reporting of financial costs. |
Service Delivery ACO (Community Response) |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
Control owner |
Pagers and mobile phones can be used as a temporary form of communication. |
Service Delivery ACO (Community Response) |
Proposed Controls |
Target Date |
Business Continuity Plans and their annual testing. |
Q4 2007/08 |
Performance indicators: |
Local - LP (CR)10; LP (CR) 11; LP (CR) 12; LP (O) 20 |
Updated: August 2007 |
Last reviewed By HFRA: Sept 2006 By CMT: March 2007 By SMT:July 2007 |
Impact: |
· Reduction of effectiveness in responding to incidents. |
· Service disruption. |
· Threat to life and property |
· Loss of reputation |
· Degradation of mobilising systems up until the cutover of the Regional Control Centre |
· Continuance of the existing mobilising system beyond its current life expectancy |
· Increase in staff turnover and loss of experienced staff leading up to the cutover to the Regional Control centre |
· Increased financial cost - financial cost of the new regional control centre is not yet known |
· Capacity issues - for example - residual duties that will not be in the scope of the Regional Control Centre |
· Technology standstill in the interim period |
Control measures: |
Target date: Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
|
Control of project |
Control owner |
Director of Strategic Projects & Specialist Response as the nominated Service user has the opportunity to contribute to the Regional Control Centre Project. |
Director of Strategic projects & Specialist Response |
Communities and Local Government (CLG) project team responsible for delivery of the project. |
CLG |
Risk log maintained by the National Project. |
Firelink National Project |
Regional Risk log maintained by South East Regional Project Board. |
South East Regional Project Board |
HFRS Project team in place to manage the project using accepted project management techniques, with representation on the Regional team. |
HFRS Firelink/FireControl Project Team |
HFRS project team will monitor regional project, assess implication for the Service and propose necessary actions. |
HFRS Firelink/FireControl Project Team |
HFRS ICT representative on HFRS project team |
HFRS Firelink/FireControl Project Team/ICT Services |
HFRS Human Resources representative on HFRS project team and Regional HR workstreams |
HFRS Firelink/FireControl Project Team/HR Dept |
IT/Communications issues |
|
Ensure that maintenance and support agreements are in place with all relevant third party suppliers and contractors of ICT services. |
Service Delivery ACO (Community Response) |
Determine IT and management information issues arising from the project and determine strategy. |
Service Delivery ACO (Community Response) |
Human Resources issues |
|
Effective communications to HFRS Control staff |
HFRS Firelink/FireControl Project Team |
Proposed controls |
|
IT/Communications issues |
Target Date |
Development of the current mobilising system to populate the new `Information Recording System' (IRS) to be introduced. |
2008 |
Issues relating to technology `standstill' to be determined and evaluated. |
HFRS Firelink/FireControl Project Team IT Services |
Additional resources to be identified to implement data migration and management. |
April 2008 |
Work currently being done by HFRS Control staff, but declared "out of scope" for the Regional Control Centre project to be considered and evaluated. |
April 2008 |
Determine and formalise the procedures for mobilisation during the transition period. |
April 2008 |
Human Resources issues |
|
Additional resource being sought for the HFRS Project Team |
December 2007 |
HR policies |
Director of HR |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
|
IT/Communications |
Control owner |
Substantial part of ICT platform/infrastructure provided through contract with Hampshire County Council (SLA) which includes the need to maintain continuity. |
IT Services |
Business Continuity |
|
Paper based system can be used as a back up if control room systems fail. |
Service Delivery ACO (Community Response) |
A mutual aid agreement with Berkshire can provide short and medium term communications relief. |
Service Delivery ACO (Community Response) |
Robust arrangements are maintained including continued maintenance and support of existing control room ICT and update of station ends. |
Service Delivery ACO (Community Response) |
Proposed controls |
Target Date |
External Communications |
|
Communications plan for stakeholders |
April 2008 |
Business Continuity |
|
Business Continuity Plans and their annual testing. |
Q4 2007/08 |
HR |
|
Increase the existing Control Room Watch strengths by the use of trained retained or seconded personnel to boost the Control Room strength where necessary. |
HR |
Performance indicators: |
Local - LP (CR)10; LP (CR) 11; LP (CR) 12; LP (O) 20 |
Last Updated: August 2007 |
Last reviewed By HFRA: Sept 2006 By CMT: March 2007 By SMT:July 2007 |
Impact: |
Assessment Development Centre Procedures |
· Risk of candidates not applying through the new ADC process leading to vacancies at the supervisory management level. |
Retained Duty System |
· Reduced number of applicants leading to a shortfall in trainees and subsequent successful applicants. |
· Potential adverse impact on diversity recruitment. |
· Reduced establishment levels at RDS fire stations leading to increased unavailability of operational appliance deployments. |
· Increased burden of cover commitments from existing RDS and possibly WDS staff affecting work life balance. |
· Potential for increased public alarm at response failings, leading to HFRS reputation damage. |
· Future adverse findings of CPA and operational assessments, leading to political intervention of Authority Members and stakeholders. |
Control measures: |
Target date: Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control owner |
The risk has been incorporated into the RDS strategic review project objectives. |
Director of HR |
HR database system has been developed, and is being trialled to track and record progress through each of the selection test stages to inform and focus the support mechanisms for applicants. |
Head of Workforce Planning |
A short-term solution has been provided by the establishment of a role within the Workforce Planning team, to support and mentor applicants through the process. |
Head of Workforce Planning |
Proposed controls |
Target Date |
Firefighter Selection Tests |
|
Proposed marketing and awareness campaign prior to the introduction of the tests in October 2007 |
Q3 2007-08 |
Monitoring and review will be undertaken during the first 12 months of the process |
Oct 2007 to Oct 2008 |
Assessment Development Centres (ADC) |
|
Further consideration will be made by the HR Workforce Planning Group regarding the implications of the introduction of the ADC. |
Q4 2007-08 |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
Control owner |
Greater ownership and involvement of the operational Group Managers in recruitment issues has been achieved by working in partnership with the HR department |
Head of Workforce Planning |
A research project piloting the scale of the impact and the effect of the prevention measures has now been completed (March 2007). |
Director of Human Resources |
Proposed controls |
Target Date |
An RDS (Retained Duty System) review was completed in June 2007. The recommendations arising from that review are now being considered and implemented through the RDS Strategy Board. A project plan and milestones will be presented to the RDS Strategy Board |
Q3 2007/08 |
Performance indicators: |
· The Establishment Group will monitor the RDS establishment Group. A quarterly report is produced and reported to the HR Committee |
Updated: August 2007 |
Last reviewed By HFRA: By CMT: March 2007 By SMT: July 2007 |