Archived decisions
HFRA F&GP Committee 19 6 2008 Appendix A
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 Fire Authority |
Green |
Strategic Risk Register - Version number 13.1
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 |
October 2004 |
02 |
Failure to maintain the positive engagement of our staff to deliver our key objectives and priority actions |
Green |
8 |
March 2006 |
03 |
The failure to reduce the incidence of arson |
Green Register |
October 2004 | |
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 all relevant Health and Safety legislation and guidance, including the Corporate Manslaughter and Corporate Homicide Act 2007 |
Amber |
15 |
March 2006 |
05 |
Failure to identify, interpret, understand, and inform on, demographic and other changes in risk profiles of local communities |
Red |
16 |
October 2004 |
06 |
Failure to recognise and comply with and/or properly manage the Authority's legal and regulatory responsibilities |
Green |
10 |
October 2004 |
06a |
Failure to recognise and comply with and/or properly manage the Authority's legal and regulatory responsibilities in respect to · Equalities Legislation |
Green Register |
January 2005 | |
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 |
8 |
January 2005 |
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 Register |
May 2006 | |
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 |
October 2006 |
06e |
Failure to comply with and properly manage the Authority's legal and regulatory responsibilities in respect to the statutory duties imposed by the: - Regulatory Enforcement & Sanctions Bill (2008) - Compliance Code (2008) |
Amber |
12 |
January 2008 |
06f |
failure to comply with the requirements of the Criminal Disclosure Procedure results in a failure to protect stakeholders and staff. |
Red |
20 |
November 2007 |
07a |
Failure to ensure that the transition to the Firelink will not adversely affect the delivery of service |
Amber |
15 |
07 split into a & b after October SMT |
07b |
Failure to ensure that the transition to the Regional Control Centre will not adversely affect the delivery of service |
Amber |
15 |
October 2004 |
08 |
Impact of Members of the Authority pursuing political and/or parochial interests and priorities |
Green Register |
October 2004 | |
09 |
Failure to maintain the Retained Duty System (RDS) establishment due to the impact of the New Fire Fighter Selection Test procedures |
Red |
20 |
November 2006 |
10 |
Failure of the Service to adequately reflect and understand our diverse communities, and as a result fail to deliver our services appropriately |
Amber |
12 |
January 2008 |
5 |
1 |
|||||
4 |
1 |
1 | ||||
3 |
3 |
4 | ||||
2 |
2 |
1 | ||||
1 |
||||||
1 |
2 |
3 |
4 |
5 | ||
Impact | ||||||
Risk Rating Table - illustrates the current distribution of the risk scores. The numbers in the grid denote the number of risks currently on the Strategic Register with the relevant likelihood and impact scores.
Risk exposure: |
Showing direction of travel since last review (éèê) |
A 12 è | |||
Current Score | |||||
Likelihood (L): 3 è |
Impact (I): 4 è |
Exposure score (L) x (I) = | |||
Target Score (when all controls in place) | |||||
Likelihood (L): 2 è |
Impact (I): 3 è |
Exposure score (L) x (I) = 6 |
|||
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 |
Hampshire Fire & Rescue Service - 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. (exercise undertaken 18th December 2007) |
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 |
Development of departmental business continuity plans in accordance with the Service Continuity Framework. |
Q4 2007/08 |
Testing of continuity plans and associated departmental service continuity plans. |
2008/09 |
Internal audit of business continuity to provide assurance that the required controls are in place. |
Q1-2 2008/09 |
Education and awareness training for staff. |
2008/09 |
Major Incident Service Order |
Q2 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 & Communications |
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 |
Learning points arising from participation in major incident exercises with key partner organisations. (ongoing basis) |
Contingency Planning/ Area Manager Strategic Projects & Specialist Response |
Proposed controls |
Target date |
Testing of continuity plans and associated departmental service continuity plans. |
2008/09 |
Performance indicators: Results of audits and exercises. |
Last updated: March 2008 |
Last reviewedBy HFRA: September 2007 By CMT: February 2008 By SMT: April 2008 |
Risk exposure: |
Showing direction of travel since last review (éèê) |
G 8 ê | ||
Current Score | ||||
Likelihood (L): 2 ê |
Impact (I): 4 è |
Exposure score (L) x (I) = | ||
Target Score (when all controls in place) | ||||
Likelihood (L): 2 è |
Impact (I): 4è |
Exposure score (L) x (I) = 8 |
||
Impact: |
· Failure to implement our agreed priority actions and achieve critical performance targets contained in the Integrated Risk Management Plan (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 Service Management Team and Corporate Management Team meetings. |
Head of Marketing & Communications |
Consultation strategy for and publication of the Fire & Rescue Service Plan |
Performance Review Team Manager/Head of Marketing & Communications |
Annual `Ideas Week' exercise aimed at engaging staff at the beginning of the Integrated Risk Management Plan process. |
Performance Review Team 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'. |
Service Management Team |
Communications `Think Tank'. |
Head of Marketing & Communications |
Implementation of Workforce Strategy and Action Plan. |
Director of Human Resources |
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. |
Director of Human Resources |
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. |
Service Management Team |
Investors in People accreditation attained. |
Director of Human Resources |
New Service Order for Marketing and Communications in place |
Head of Marketing & Communications |
Engagement of staff and stakeholders through better communication was an objective of the Integrated Risk Management Plan 2007-10 |
Head of Marketing & Communications |
Actively involve employees at all levels in the identification and development of new plans for example the Fire & Rescue Service Plan, Group, Station and departmental plans. |
Service Management Team |
Restructured staff engagement forums |
Head of Marketing & Communications |
Proposed controls |
Target date |
Implement new staff suggestion scheme. |
Q2 2008/09 |
Use of Team Forums in all Departments (grey and green book) |
Q1 2008/09 |
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] Results of Internal Communications Audit and equality Standard Audit |
Last updated: March 2008 |
Last reviewedBy HFRA: September 2007 By CMT :February 2008 By SMT: April 2008 |
Risk exposure: |
Showing direction of travel since last review (éèê) |
A 15 é | |||
Current Score | |||||
Likelihood (L): 3 é |
Impact (I): 5 é |
Exposure score (L) x (I) = | |||
Target Score (when all controls in place) | |||||
Likelihood (L): 2 è |
Impact (I): 4è |
Exposure score (L) x (I) = 8 |
|||
Impact: | |||||
· The incident at Warwickshire and its impacts has initiated a review of the Service's processes. | |||||
· 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. · Increased likelihood of Health and Safety Executive Improvement Notices · Litigation against the Authority, its members and officers, and the potential award of significant financial penalties and costs. | |||||
Control measures: |
Target date: Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control Owner |
A Health and Safety Committee is in place for strategic health and safety decision making and is a conduit to Service Management Team. |
Director of Human Resources |
A Health and Safety Working group reports to the Health and Safety Committee. |
Health & Safety (H&S) Adviser |
Fire Authority and Service Management Team receive regular reports on health and safety issues. |
AM Service Delivery Community Response (Delivery) |
The Health & Safety team provide a professional advisory service to all managers. |
H &S Adviser |
A Health and Safety Medium Term Plan is produced annually. |
H&S Advisor |
Health and Safety Service Orders are reviewed on an annual basis. |
H&S Adviser |
Workplace inspection programme in place. |
H &S Adviser |
Workplace stress risk assessment programme. |
Welfare Adviser |
A regional protocol for internal and external Quality Safety Auditing (QSA) is in place. |
H &S Adviser |
An annual assessment for Rospa Gold Award ensures that the Service maintains standards. An evidence file supports assurance that necessary systems are in place. |
H&S Advisor / Rospa |
Health and safety related policies, services and initiatives have been reviewed to ensure that the Service is compliant. |
H &S Adviser |
Establishment of formal support arrangements with Operational Response, introducing auditing/monitoring protocols. |
H &S Adviser AM Service Delivery Community Response (Delivery) |
A Service Level Agreement / Partnership Document detailing Health and Safety requirements and expectations is in place |
H &S Adviser |
Proposed controls |
Target date |
Review and refresh the Service's Health and Safety Policy (launch due in June) |
Q1 2008/09 H&S Advisor |
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 |
Q1 2008/09 H&S Adviser |
Establish a web based Health and Safety management system in parallel with the workforce strategy management information package. |
Q4 2008/09 H&S Adviser |
Electronic risk assessment database to be made more effective by SAP module |
H &S Adviser 2008/09 |
Delivery of appropriate health and safety training to all staff. |
2008/09 H&S Adviser |
Consideration will be made to the further development of performance indicators aligned to the delivery of the key targets detailed in the HSE `Securing Health Together' document. |
2008/09 H&S Adviser/Occupational Health Adviser |
A review of the existing health and safety arrangements in the Service in light of the new Corporate Manslaughter Act, is being undertaken |
2008/09 AM Service Delivery Community Response Delivery |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
Control Owner |
Provision and access to professional legal advice |
H&S Adviser |
Regional QSA auditing |
H&S Adviser |
Electronic risk assessment database |
H&S 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 Q1 2008/09 |
Delivery of appropriate health and safety training to all staff. |
2008/09 H&S Adviser |
Develop and implement a revised health and safety accident investigation strategy. |
H&S Adviser Q1 2008/09 |
Purchase of subscription to web based `alerter' for emerging health and safety issues and regulations. |
AM Service Delivery Community Response Delivery 2008/09 |
Performance indicators: Accident and injury statistics; Quarterly inspection returns; Sickness Absence records; results of internal audit review |
Last updated: May 2008 |
Last reviewed:By HFRA: Sept 2006 By CMT: February 2008 By SMT: April 2008 |
REF05 |
Risk Owner: Director of Service Delivery |
Risk description:Failure to identify and react to demographic changes in risk profiles of local communities. | |
Risk categories: Social | |
Risk exposure: |
Showing direction of travel since last review (éèê) |
R 16 è | |||
Current Score | |||||
Likelihood (L): 4 è |
Impact (I): 4 è |
Exposure score (L) x (I) = | |||
Target Score (when all controls in place) | |||||
Likelihood (L): 2 è |
Impact (I): 3 è |
Exposure score (L) x (I) = 6 |
|||
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. If these changes are not identified and reacted appropriately to, they may result in: |
· incorrect targeting of resources |
· increased deaths and injuries, and damage to property and the environment |
Control measures: |
Target date: Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control Owner |
HFRS `STEEPLE' analysis will be considered in developing a longer term view of the changes in demographics and community risk. |
Service Management Team |
The Service Delivery process |
Director of Service Delivery |
The Risk Intelligence Forum and strategy. |
Director of Service Delivery |
Group and Station plans are based on risk analysis |
Director of Service Delivery |
Proposed controls |
Target date |
Fully developed Risk Intelligence Team with Medium Term Plan in place |
Q1 2008/09 |
The development of a Service Delivery Risk Register. This will document the community risks Service Delivery intend to manage will also document the initiatives that will be applied as the control measures |
Q2 2008/09 |
The development of a self-service facility for risk intelligence to front line managers throughout the Service, though the development of the Views/ Enhanced Reporting Module Project. |
Q4 2008/09 |
The establishment of a network of data systems to support the Risk Intelligence Strategy |
Q4 2008/09 |
Data sharing protocols and practices that are currently in place with Groups who work with partners and other agencies are being reviewed to ensure that there is a consistency of approach and that best practice is shared. |
Q4 2008/09 |
The Risk Intelligence Forum and Team will develop strategies with partner organisations throughout the county. To enable the interoperability of data between agencies involved in the process of community risk reduction, databases and tools will be developed which will allow the overlay of data to ensure the greatest synergy is achieved through the combined use of risk intelligence. |
2009/10 |
The Service will implement the lifestyle software MOSAIC to provide more data with which to evaluate our community risk and develop targeted controls. |
Q3 2008/09 |
The Risk Intelligence Forum will commission through the Risk Intelligence Team research to enable us to enhance our understanding of Community Risk. The will establish through its own analysis, areas of increasing risk identified through research into social trends and other societal change. |
2009/10 |
The Risk Intelligence Forum and Team will consider the adoption of a quality assurance standard to ensure the base data, resulting management information, intelligence and evidence presented are of an assured quality. |
2009/10 |
The Risk Intelligence Forum will develop a better understanding of the National Intelligence Model (NIM). Once developed internally, we will then progress in partnership with a data sharing approach based on NIM, also taking into consideration the stakeholders of the Local Area Agreement as key partners in developing safer, stronger communities. |
2010/2011 |
Mitigation measures - to reduce Impact (I): |
|
Proposed controls |
Target date |
Training and development of our frontline staff to deliver an appropriate service to every section of the communities we serve. This includes cultural awareness training for staff. (Cultural Awareness Training Plan) |
2008/09 |
The development of information and guidance to be available for operational staff responding to incidents on equality and diversity issues relevant to the location. This includes cultural awareness Routine Notices. |
2008/09 |
Performance indicators: National - BV142(ii) and (iii) BV143(i) and (ii) |
Last updated: April 2008 |
Last reviewedBy HFRA: September 2007 CMT: February 2008 By SMT: April 2008 |
REF06 |
Risk Owner: Chief Officer |
Risk description:Failure to recognise and comply with and/or properly manage the Authority's legal and regulatory responsibilities. | |
Risk categories: Legal | |
Risk exposure: |
Showing direction of travel since last review (éèê) |
G 10 è | |||
Current Score | |||||
Likelihood (L): 2)è |
Impact (I): 5 è |
Exposure score (L) x (I) = | |||
Target Score (when all controls in place) | |||||
Likelihood (L): 2 è |
Impact (I): 5 è |
Exposure score (L) x (I) = 105101010 |
|||
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. |
Service Management Team |
Function Heads have individual responsibility to monitor legal and regulatory developments in their areas. |
Service Management Team |
The review of the Strategic Risk Register |
Service Management Team |
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 |
Service Management Team |
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: September 2007CMT: February 2008 By SMT:April 2008 |
Risk exposure: |
Showing direction of travel since last review (éèê) |
G 8 ê | |||
Current Score | |||||
Likelihood (L): 2 ê |
Impact (I): 4 è |
Exposure score (L) x (I) = | |||
Target Score (when all controls in place) | |||||
Likelihood (L): 2 è |
Impact (I): 4 è |
Exposure score (L) x (I) = 8 |
|||
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 Safety & Risk Management |
Training of staff in Fire Safety Order |
Area Manager Safety & Risk Management |
Policies and procedures in place to reflect the Fire Safety Order HFRS is represented on the Chief Fire Officers Association 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 Safety & Risk Management |
Introduction of a dedicated enforcement team |
Area Manager Safety & Risk Management |
Publicity and education campaigns |
Area Manager Safety & Risk Management |
New fire safety risk database and management system reflects the Fire Safety Order |
Area Manager Safety & Risk Management |
A review of procedures has been undertaken |
Area Manager Safety & Risk Management |
Proposed Controls |
Target date |
Nil |
N/A |
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 Performance Indicators Integrated Risk Management Plan returns |
Last Updated: January 2008 |
Last reviewedBy HFRA: September 2007 By CMT: February 2008 By SMT: April 2008 |
Risk exposure: |
Showing direction of travel since last review (éèê) |
15 A è | |
Current Score | |||
Likelihood (L): 3 è |
Impact (I): 5 è |
Exposure score (L) x (I) = | |
Target Score (when all controls in place) | |||
Likelihood (L): 1è |
Impact (I): 5è |
Exposure score (L) x (I) = 5 | |
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, Retained Duty System (RDS) newsletter, and on the website. |
Director of Human Resources |
Contract of employment includes a Working Time Directive' clause. |
Director of Human Resources |
Manager's `Toolkit' has been issued including a flowchart showing the management process. |
Director of Human Resources |
Processes developed to ensure working hours cover and call-out /standby are within Working Time Regulations and safety and welfare considerations/requirements via Working Time Regulations. Service Order and consultative agreement, Outside Employment Service Order, and supporting documentation. |
Director of Human Resources |
Communications plan launch. |
Director of Human Resources |
Inclusion of information in recruitment and contract of employment packs and in induction and training programmes. |
Director of Human Resources |
Recording and reporting of opt out forms |
Director of Human Resources |
Proposed Controls |
Target date |
Working time hours will be controlled within Working Time Regulations and safety and welfare considerations/requirements via Personal Development Review System, and included in the Beacon Station initiative |
From April 2008 |
Training will produce a report for Line Managers highlighting areas where problems may be occurring, using the outcomes of the PDR's |
October 2008 |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
Control Owner |
Nil |
N/A |
Proposed Controls |
Target date |
Nil |
N/A |
Performance indicators:Beacon station indicator |
WTR outcomes from PDR's - to be compiled by Training |
Updated: February 2008 |
Last reviewed:By HFRA: September 2007 By CMT: February 2008 By SMT: April 2008 |
Risk exposure: |
Showing direction of travel since last review (éèê) |
A 12 ê | ||
Initial score | ||||
Likelihood (L): 4 è |
Impact (I): 4 è |
Exposure score (L) x (I) = 16 |
||
Current Score | ||||
Likelihood (L): 3 ê |
Impact (I): 4 è |
Exposure score (L) x (I) | ||
Target Score (when all controls in place) | ||||
Likelihood (L): 2 è |
Impact (I): 4 è |
Exposure score (L) x (I) = 8 |
||
Impact: |
· Adverse publicity leading to a damaged reputation and consequential loss of stakeholder confidence in all the services we deliver. |
· Litigation against the Authority, its members and officers; and, the potential award of significant financial penalties and costs. |
· Intervention of Central Government and Potential impact on future assessment of the Service. |
· Consequential damage to the Authority's core value of integrity. |
Control measures: Regulatory Enforcement & Sanctions Bill (2008), Compliance Code (2008) |
Target date/ Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
|
Current application of the Health and Safety Executive Enforcement Management Model. |
Area Manager Community Safety (Delivery) |
The Service is a member of the Retail Enforcement Project, considered by Central Government to be best practice. |
Area Manager Community Safety (Delivery) |
Proposed controls |
|
HFRS is represented on the Chief Fire Officers Association (CFOA) Forum that is reviewing the impact of this legislation on the Fire Service and will incorporate CFOA Enforcement Policy (currently in draft ) into HFRS policy and procedures. |
Area Manager Community Safety (Delivery) Q3 2008/09 |
Dedicated enforcement team will monitor likely commencement date and review Protection Policy and procedures. |
Area Manager Community Safety (Support) Q3 2008/09 |
A review is to be undertaken of the way the Service delivers fire safety. |
Area Manager Community Safety(Delivery) Q4 2008/09 |
IT solutions and Data Protection considerations required for data sharing. A Retail Enforcement pilot on data sharing will inform strategies for change and improvement. |
Area Manager Community Safety (Support) 2009/10 |
Protection activities and regulations are included in the Regional Management Board Business Plan (2008/11). Work is being progressed in respect to examining the impact of new regulations and sharing solution regionally. |
Assistant Chief Officer Community Safety Q4 2008/09 |
Mitigation measures - to reduce Impact (I): |
Target date/ Control owner: |
Controls in place |
|
Annual contract for legal counsel |
Area Manager Community Safety Support |
Marketing & Communications contingency plan |
Head of Marketing & Communications |
Proposed controls |
|
Nil |
N/A |
Performance indicators: |
Number of Enforcement Notices issued. |
Updated: May 2008 |
Last reviewed By HFRA: By CMT February 2008 By SMT April 2008 |
Risk exposure: |
Showing direction of travel since last review (éèê) |
R 20 é | ||
Initial score | ||||
Likelihood (L): 3è |
Impact (I): 5è |
Exposure score (L) x (I) = 15 |
||
Current Score | ||||
Likelihood (L): 4è |
Impact (I): 5è |
Exposure score (L) x (I) = | ||
Target Score (when all controls in place) | ||||
Likelihood (L): 1 |
Impact (I): 5 |
Exposure score (L) x (I) = 5 |
||
Impact: Social, Reputational, Political |
· Litigation against the Authority and potential award of financial penalties and costs. · Adverse publicity, damaged reputation to the service and consequential loss of stakeholder confidence in all the youth engagement initiatives that the Service delivers. · Consequential damage to the Service core values. · Possible adverse effect on industrial relations. |
Control measures: |
Target date/ Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
|
Temporary cessation of all new Youth Engagement initiatives that fall within the Service Youth Engagement Initiative Approvals Process. |
Group Manager Community Engagement |
A Criminal Records Bureau (CRB) audit of personnel whose primary role is a youth engagement activity has been undertaken, and CRB checks undertaken for all of these staff. Recording procedures have been amended to enable future management audits with a `bring forward' renewal summary established. |
Human resources Manager (Workforce Support) |
A review of Youth Engagement Approvals procedure has been undertaken and the approval documents reviewed and consolidated to provide the basis for new youth engagement initiatives to be identified and approved. CRB checks and Risk Assessment routing are inherent within the final product to ensure both are available and auditable prior to any activity commencing. |
Group Manager Community Safety Support |
Proposed controls |
|
Service Order 1/13 Criminal Disclosure Procedure to be revised on the basis of learning. |
2008/09 |
A risk assessment audit process for Youth Engagement initiatives has been developed and a full audit is scheduled to be undertaken for all `live' Youth Engagement initiatives. |
2008/09 |
Mitigation measures - to reduce Impact (I): |
Target date/ Control owner: |
Controls in place |
|
Marketing and communications emergency media plan |
Head of Marketing & Communications |
Proposed controls |
|
Nil |
N/A |
Performance indicators: |
Last updated May 2008 |
Last reviewed:By HFRA: CMT February 2008 By SMT: April 2008 |
Risk exposure: |
Showing direction of travel since last review (éèê) |
A 15 ê | |||
Current Score | |||||
Likelihood (L): 3 è |
Impact (I): 5 è |
Exposure score (L) x (I) = | |||
Target Score (when all controls in place) | |||||
Likelihood (L): 2 è |
Impact (I): 2 è |
Exposure score (L) x (I) = 4 |
|||
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 keeps up to date with developments on the national project, and has involvement in the regional project team. |
HFRS Firelink/FireControl Project Team |
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 Team |
Planned parallel running of new equipment against existing. (Phase A only) |
HFRS Firelink/FireControl Project Team |
Mobilising/Telephony system issues |
|
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. |
HFRS Firelink/FireControl Project Team |
Planning of logistics and resources required to allow for training. |
HFRS Firelink/FireControl Project Team |
Monitoring and reporting of financial costs in respect to the existing control systems. |
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 2008/09 |
Performance indicators: |
Updated: April 2008 |
Last reviewedBy HFRA: September 2007 By CMT: February 2008 By SMT :April 2008 |
Risk exposure: |
Showing direction of travel since last review (éèê) |
A 15 ê | |||
Current Score | |||||
Likelihood (L): 3 è |
Impact (I): 5 è |
Exposure score (L) x (I) = | |||
Target Score (when all controls in place) | |||||
Likelihood (L): 2 è |
Impact (I): 2 è |
Exposure score (L) x (I) = 4 |
|||
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. |
FireControl National Project |
Regional Risk log maintained by South East Regional Project Board. |
South East Regional Project Board |
Local Authority Controlled Company (LACC) established with Hampshire Fire & Rescue Authority Member representative |
LACC |
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 Department |
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 |
Human Resources policies to include TUPE, redundancy and retention |
Director of Human Resources |
Proposed controls |
|
IT/Communications issues |
Target Date |
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. Project team to be established. |
October 2008 |
Determine and formalise the procedures for mobilisation during the transition period. |
April 2008 |
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 (Service Level Agreement) 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 |
Q1 2008 |
Business Continuity |
|
Business Continuity Plans and their annual testing. |
Q4 2008/09 |
Human Resources |
|
Increase the existing Control Room Watch strengths by the use of trained retained or seconded personnel to boost the Control Room strength where necessary. |
Human Resources |
Performance indicators: |
Last Updated: April 2008 |
Last reviewedBy HFRA: September 2007 By CMT: February 2008 By SMT: April 2008 |
Risk exposure: |
Showing direction of travel since last review (éèê) |
R 20 é | ||
Initial score | ||||
Likelihood (L): 4 è |
Impact (I): 4è |
Exposure score (L) x (I) = 16 |
||
Current Score | ||||
Likelihood (L): 5 é |
Impact (I): 4 è |
Exposure score (L) x (I) = | ||
Target Score (when all controls in place) | ||||
Likelihood (L): 2 è |
Impact (I): 2 è |
Exposure score (L) x (I) = 4 |
||
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 Retained Duty System strategic review project objectives. |
Director of Human Resources |
Human Resources 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 |
Weekly review meetings take place between Human Resources and Service Delivery staff |
Head of Workforce Planning |
Internal communications to staff prior to the introduction of the tests in October 2007. (including Routine Notice and Exchange article) |
Head of Marketing & Communications |
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 |
Recruitment actively managed, with improved streamlining and retest strategy. |
Head of Workforce Planning |
Improved access to marketing materials, provided and tolls provided. |
Head of Marketing & Communications |
Proposed controls |
Target Date |
Firefighter Selection Tests |
|
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 Human Resources 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 |
An RDS (Retained Duty System) review was completed in June 2007. The recommendations arising from that review are now being implemented through the RDS Strategy Board. A project plan and milestones has been presented to the RDS Strategy Board. |
RDS Project Board |
Proposed controls |
Target Date |
Nil |
N/A |
Performance indicators: |
· The Establishment Group will monitor the RDS establishment Group. A quarterly report is produced and reported to the HR Committee |
Updated: March 2008 |
Last reviewedBy HFRA :September 2007 By CMT: February 2008 By SMT: April 2008 |
Risk exposure: |
Showing direction of travel since last review (éèê) |
A è 12 | ||
Initial score | ||||
Likelihood (L): 3 è |
Impact (I): 4 è |
Exposure score (L) x (I) = 12 |
||
Current Score | ||||
Likelihood (L): 3 è |
Impact (I): 4 è |
Exposure score (L) x (I) = | ||
Target Score (when all controls in place) | ||||
Likelihood (L): 2 è |
Impact (I): 4 è |
Exposure score (L) x (I) = 8 |
||
Impact: |
The highest quality service may not be provided to the whole community. |
Threat to life and property. |
Incorrect targeting of resources. |
Adverse effect on the Service's reputation. |
Risk of litigation or prosecution. |
Diminished reputation as a an employer of choice may lead to the Service not attracting the best applicants. |
Control measures: |
Target date: Control owner: |
Prevention measures - to reduce Likelihood (L): |
|
Controls in place |
Control owner |
Use of Language Line translation service. |
Service Delivery |
Technical Fire Safety and Business Education. |
Service Delivery |
Targeting and monitoring of Home Fire Safety Visits. |
Service Delivery |
Outreach Worker / referrals to Home Fire Safety Visits. |
Equalities Team |
Risk Intelligence to inform regarding population profiles. |
Service Delivery |
Use of Equality Impact Assessments. |
Equalities Team |
Role of the Local Diversity Forum. |
Equalities Team |
Challenge within our consultation process. |
Equalities Team/Performance Review Team |
Training and development in respect to equalities issues. |
Equalities Team |
Service Delivery equality and diversity improvement group. |
Assistant Chief Officer Service Delivery Response |
Proposed controls |
Target Date |
Positive Actions Strategy |
Q4 2008/09 |
Development of the role of outreach workers. |
2008/09 |
Review of the external advisory group Score to remain the same. |
2008/09 |
Review of the equality impact assessment process. |
2008/09 |
Roll out of the reviewed Equality Impact process. |
2008/09 |
The forging of relationships in collaboration with other organisations and partnership working. |
2008/09 |
Implement targeted objectives within the IRMP. To introduce Diversity Liaison Officers (Objective no 3), introduce volunteer programme (Objective no 2) and increase our working with advocates in the communities we serve (Objective no 4). |
2008/09 |
Improved training, development & awareness, including a targeted programme for Elected Members to assist in their scrutiny role. |
2008/09 |
Mitigation measures - to reduce Impact (I): |
|
Controls in place |
Control owner |
Outreach Workers. |
Equalities & Diversity |
External Advisory Group. |
Equalities & Diversity |
Language Line translation service |
Service Delivery |
Equality and Diversity Communication Plan. |
Equalities & Diversity |
Proposed controls |
Target Date |
Corporate Equality Plan. F&RS Plan objective 03 - Mainstreaming Equality. |
2008/09 2008/09 |
Marketing and Communications plan. |
2008/09 |
Performance indicators: |
· Number of fires ,deaths and injuries within diverse communities (BVPI's 142ii, 142iii, 143i, 143ii · Diversity of workforce (BVPI's 16 and 17) · LG Standard |
Updated: April 2008 |
Last reviewed:By HFRA By CMT: February 2008 By SMT: April 2008 |
Version Control Table
Version |
Updated |
Reported |
PRT Version 01 |
June 2006 |
SMT 3/07/2006 |
PRT Version 02 |
July - August 2006 |
HFRA September 2006 |
PRT Version 03 |
September 2006 |
SMT 2/10/2006 |
PRT Version 04 |
October - December 2006 |
SMT 8/01/2007 |
PRT version 05 |
January - March 2007 |
CMT 19/03/2007 |
PRT Version 06 |
March 2007 |
SMT 02/04/2007 |
PRT Version 07 |
April - June 2007 |
SMT 02/07/2007 |
PRT Version 08 |
July - August 2007 |
HFRA September 2007 |
PRT Version 09 |
SMT 01/10/2007 | |
PRT Version 10 |
October - December 2007 |
SMT 07/01/2008 |
PRT Version 11 |
January to February 2008 |
CMT 28/02/2008 |
PRT Version 12 |
March 2008 |
SMT 07/04/2008 |
PRT Version 13 |
April - May 2008 |
F&GP 19/06/2008 |
Secretarial/WP/Corporate/HFRA/FGP HFRA FGP 19 6 08 Risk Register Appx A