Risk Reduction Plan 2011 - South Wales Fire and Rescue Service

South Wales Fire and Rescue Service
Risk Reduction Plan
2011 - 2012
RAISING AWARENESS - REDUCING RISK
1

South Wales Fire & Rescue Authority Risk Reduction
Plan 2011-12
Contents
Foreword by Chairman and Chief Fire Officer
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
What is the aim of this Plan? (p4)
General Service Overview (p6)
Financial Overview (p10)
Improvement Objectives for 2011-12 (p13)
Risk Reduction Plan Projects : Scope and Deliverables (p15)
How to feedback on our improvement
objectives and projects (p27)
RAISING AWARENESS - REDUCING RISK
2

Foreword by the Chairman
and Chief Fire Officer
Anthony M. Ernest
Chairman of South Wales Fire and
Rescue Authority
Welcome to South Wales Fire & Rescue Authority’s
Annual Risk Reduction Plan. This document will
explain how we are planning to deliver the vital
services we provide to our communities here in
South Wales, and what our priorities are for the
financial year, 2011-12.
As a Fire & Rescue Service, we are committed to
continually improving all our activities and to drive
down the frequency and severity of accidents and
emergencies that impact on the communities
we serve. We remain committed to making our
communities the safest place to live, work and
visit.
In our Risk Reduction Plan 2010-11, we made
it clear that we will need to seek new and
innovative ways of working in order to maintain
our high standard of service delivery in what
was a particularly volatile economic climate.
The challenges that faced us then now loom
even larger. This plan outlines how the Service
intends to respond to the unprecedented financial
challenges facing the public sector within Wales
and seek to further improve our service.
South Wales Fire & Rescue Service and its
governing Authority are proud of its successes in
terms of risk reduction that have been achieved
since our amalgamation in 1996. The reputation
of our Service has grown nationally and
internationally, built on a culture of continuous
Andy Marles
Chief Fire Officer South Wales Fire and
Rescue Service
improvement which has resulted in a safer South
Wales.
Since the peak in our operational activity in 2002-
03, the total number of fires that occur across
South Wales has dropped by an amazing 49%.
The tragic loss of life to fires that occur in the
home has also remained remarkably low. While
every fire death is obviously a tragedy in itself, the
consistently low number of events resulting in the
loss of life or, indeed, injury, remains significantly
lower than at any time since our amalgamation.
With the risk profile of South Wales changing so
dramatically and the distribution of industry and
areas of population also changing, this is the right
time to undertake a fundamental review of our
Service. It is therefore our intention to undertake
a number of major project reviews.
In the following chapters, we will outline the
projects and their scope and would welcome your
responses and observations in relation to the areas
where we think we need to review, redesign and,
in some cases, reallocate resources to meet the
challenges of the future.
Thank you for taking the time to read our plan
and we genuinely seek your views. All responses
will, of course, receive formal recognition and the
final Risk Reduction and Improvement Plan will be
distributed by 31 October 2010.
3

Chapter 1
What is the aim of this Plan?
4

This document is the South Wales Fire and Rescue Authority’s draft Risk Reduction
Plan for 2011-2012.
T
he plan outlines the major strategic challenges facing the Authority in order to continue
to deliver high quality services across the communities of South Wales. It builds on
and complements the first Risk Reduction Plan in 2007, ‘A Safer South Wales’, and the
subsequent plans published annually since then.
This plan therefore should be seen as part of a suite of Risk Reduction Plans and is intended to
reflect a holistic approach to risk management. This Risk Reduction Plan will, by necessity, focus
more closely on the corporate risk in relation to the unprecedented financial pressures on our
service.
The service remains committed to its work within communities to reduce the number and severity
of fires and road traffic incidents and other emergencies. This plan, we believe, demonstrates our
willingness to be outward looking, to ensure we are able to provide the services to the public, our
staff and other stakeholders to continue to make South Wales a safer place.
The consultation process, outlined in the Risk Reduction Planning Guidance 2006, issued by the
Welsh Assembly Government, allows all stakeholders the opportunity to review and comment on
the aims and objectives of each Fire and Rescue Authority in Wales.
South Wales Fire and Rescue Authority welcome your views and assure you that each and every
response will receive the highest level of attention by your Authority members and the Senior
Management Team of the Fire and Rescue Service.
5

6
Chapter 2
General Service Overview

About South Wales Fire and Rescue Service
Bridgend
Merthyr
Tydfil
Rhondda
Cynon Taf
Vale of Glamorgan
Blaenau
Gwent
Caerphilly
Cardiff
Torfaen
Newport
Monmouthshire
South Wales Fire and Rescue
Service (SWFRS) covers 10 Unitary
Authorities. It is one of the largest
Fire and Rescue Service areas within
the UK and is made up of rural,
costal and urban areas
Area: Nearly 300,000 hectares
Population: 1.4 million
Dwellings: 618,000
Non-Domestic Properties: 42,000
(Approximate figures)
In 2009/10 approximately 44,000 emergency calls were received, resulting in approximately
22,500 incidents attended within South Wales. Emergency calls are managed by the service in
our Fire Control based in Pontyclun.
We currently employ approximately 2000 staff, which is made up of fire fighters, control
operators and support staff. We have 50 fire stations and deploy 64 front line fire engines and a
range of specialist vehicles to a wide range of emergency incidents.
For 2010/11, the Service’s budget is set at £72,000,000. This represents a cost of less than
£1 per person, per week for the population of South Wales and we believe that represents good
value for money.
The management of South Wales Fire and Rescue Service is split into 5 directorates, with a South Wales Fire
Director responsible for each;
Director
Management Structure
Directorate
Chief Fire Officer
CFO Andy Marles
South Wales
Fire and Rescue
Authority
Director of
Communications &
Culture
CFO Andy Marles
Director of People
Services
ACO Phil Haynes
Director of Service
Delivery
DCFO Kevin Barry
Director of Planning,
Development &
Support
ACFO Huw Jakeway
Director of Corporate
Support
ACO Sally Murton
7

Leadership
Since the 1st April 1996, South Wales Fire and Rescue Service has been the responsibility of the
South Wales Fire and Rescue Authority. The Fire and Rescue Authority meets regularly throughout
the year and consists of 24 elected Councillors from the ten Local Authorities that we serve.
The composition of the Fire and Rescue Authority is determined by the size of the electoral
representation within each Local Authority.
Amongst its many roles, the Fire and Rescue Authority determines the annual budget, agrees
the levels of personnel and vehicles, monitors the Service’s performance, approves the Service’s
plans, policies and strategies and approves the composition of any committees, sub-committees,
advisory groups and task groups.
8
Dragon Programme

South Wales Fire and Rescue Authority
Members 2010/11
The current members of the Fire and Rescue Authority, their Unitary Authority and their
political party are as follows:
Anthony Ernest
Vale of Glamorgan
Conservative
Keith Hyde
Cardiff
Lib Dem
Bob Greenland
Monmouthshire
Conservative
Colin Mann
Caerphilly
Plaid
Mike Bartlett
Blaenau
Independent
Clive James
Bridgend
Labour
David Sage
Bridgend
Labour
Tudor Davies
Caerphilly
Labour
Denis Bolter
Caerphilly
Plaid
Rod McKerlich
Cardiff
Conservative
Bill Kelloway
Cardiff
Lib Dem
Ramesh Patel
Cardiff
Labour
Lisa Ford
Cardiff
Plaid
Glenn Price
Merthyr Tydfil
Independent
Val Smith
Monmouthshire
Conservative
William Routley
Newport
Conservative
David Hando
Newport
Lib Dem
Graham Stacey
Rhondda Cynon Taff
Labour
Sylvia Jones
Rhondda Cynon Taff
Labour
Steven Bradwick
Rhondda Cynon Taff
Labour
John Daniel
Rhondda Cynon Taff
Plaid
To be confirmed
Torfaen
Labour
To be confirmed
Torfaen
Peoples Voice
Emlyn Williams
Vale of Glamorgan
Conservative
9

10
Chapter 3
Financial Overview

Financial Overview
South Wales Fire and Rescue Authority’s corporate risk register identifies its allocation and use of
resources in the current financial climate as the highest risk the Authority faces in being able to
maintain service delivery to the public.
As one of the methods utilised by the Fire and Rescue Authority to address this risk, it has recently
adopted its first Medium Term Financial Plan for the period 2010-14. It is produced in a period
of financial uncertainty and turbulence, but against an assured background that funding for
public services will be under severe pressure in the years to come. The Medium Term Financial
Plan is one of four key corporate plans, one of which is the Risk Reduction Plan.
The Medium Term Financial Plan has been designed to support the Fire and Rescue Authority’s
identified priorities in the Risk Reduction Plan. This is done within the context of the current
estimates of budget reductions that the Authority will face over the next 3 years. In summary,
these are as follows:
11

The Financial Plan also makes some planning and budget assumptions on the financial
implications to the organisation of the priorities in this Risk Reduction Plan. The results of these
are that without further action, the Service potentially faces considerable financial shortfalls in its
budget over the next few years. This is illustrated in the graph below.
This Risk Reduction Plan takes account of these budget implications in setting its priorities for
the year ahead. As a result, if the proposals within this Plan are successfully implemented, then
in addition to maintaining or improving our service to the public, the budget shortfall facing the
Authority will also be reduced as illustrated below.
Gap
12

13
Chapter 4
Improvement Objectives
for 2011-12

Improvement Objectives 2011/12
Every year we set ourselves improvement objectives which identify the areas where we
want to concentrate our efforts in the forthcoming year in order to help to deliver our
vision ‘to make our communities the safest places to live, work and visit’.
The specific actions we will take to deliver these improvement objectives are included in
our directorate level plans which are available to view on our website at:
www.southwales-fire.gov.uk
Progress against our annual improvement objectives are reported in our annual
Improvement Plan which is published in October of each year and is also available on
our website.
Our improvement objectives for 2011/12 are:-
Theme
Objective
Responsible Director
Our Communities
To reduce deaths and injuries from fires and road traffic collisions.
DCFO Service Delivery
Theme
Objective
Responsible Director
Our People
To continue to develop a responsive and creative workforce
who practice our values.
Director People Services
Theme
Objective
Responsible Director
Our Resources
To ensure that our resources and assets are utilised effectively
to support service delivery.
Director Corporate Support
Theme
Objective
Responsible Director
Our Organisation
To improve internal service delivery ensuring the most
effective use of both financial and people resources.
Director Corporate Support
Theme
Objective
Responsible Director
Sustainability
To promote sustainable local communities through our
activities.
Director CFO
14

15
Chapter 5
Risk Reduction Plan Projects :
Scope and Deliverables

Project Brief for Implementation in 2011-2012
In this section of the plan we detail the major projects and their
intended outcomes.
While each project has an individual brief, there are undoubted
inter-dependencies.
The projects are not necessarily presented in order of priority
and in all cases will run concurrently in order to allow for
implementation in year 2011-12.
Projects
1. Self Rostering Stations (17)
2. Fire Cover (19)
3. Second Pumping Appliances (20)
4. Special Appliances (21)
5. Provision of Operational Tactical Managers (22)
6. Middle Managers and Day Duty Uniformed Structure (23)
7. Organisational Structures (24)
8. Overtime & Out Of Hours Allowances (25)
9. I.C.T Systems (26)
16

Self Rostering
Brief
The Fire and Rescue Authority has
identified future restrictions on the
revenue budget. Therefore maximising
the effective use of resources is our
current and future objective.
The Self Rostering project aims to
deliver an effective and efficient level
of service to South Wales’ communities
where an existing fire station
experiences low levels of activity against
a backdrop of low risk, such as Penarth,
New Inn and Maesteg.
Research has indicated changing shift
patterns and staffing levels can achieve
a reduction in staff costs without any
detriment to the level of fire cover to the
community.
The proposed changes include the
following benefits.
• There is potential to save in the
region of £500k per station per
annum.
• The introduction of Self-rostering as
an alternative crewing arrangement
will maintain the current standards
of emergency response to the
communities of Penarth, New Inn
and Maesteg
• The proposed new shift pattern
provides the staff with a greater
level of flexibility regarding the
shifts they wish to work.
• The proposed new shift pattern
would attract financial benefits
to the staff through additional
allowances
17
New PPE

Self Rostering
continued
Deliverables:
The project team will
• Take the results of the feasibility/scoping studies to the Programme Board
• Take the accommodation options, outline design and indicative costs for the proposed
stations to the Programme Board
• In collaboration with the relevant senior managers in Service Delivery directorate and
consultants agree, the design requirements for the accommodation sites
• In collaboration with relevant consultants manage the building alterations for the
accommodation sites
• Procure and install the furniture and equipment in the accommodation sites
• In collaboration with the relevant senior managers in People Services and Service
Delivery directorates, draft relevant protocols such as mobilisation times and notice
periods to come off shift pattern, Conditions of Service for the proposed shift pattern
and criteria for filling posts in the Self Rostering stations
• In collaboration with the relevant senior managers in Service Delivery establish and
manage the internal and external communications strategy with all stakeholders
• In collaboration with the Head of Business Support set up facilities management related
contracts for accommodation sites
• In collaboration with the Head of Information Communication Technology to arrange
for additional ICT equipment and broadband access.
• To identify and report potential and actual efficiency savings achieved by the project.
• In collaboration with the relevant senior managers in Service Delivery establish and
manage the internal and external communications strategy with all stakeholders
18

Fire Cover Review
Brief
The Fire and Rescue Authority has identified a changing pattern
of operational demand. Therefore, a review of the location
of fire stations has been identified as a potential for efficiency
savings while also maintaining a high level of service delivery
to the public.
The existing location of the Service’s fire and rescue stations
was determined by the needs of the three former Brigades.
Furthermore, since 1996 there has been a significant reduction
in the call rates and workloads of some stations.
The objective is to carry out a high level review of the
contribution to public and firefighter safety made by each
station and to identify those areas where more in-depth analysis
should be conducted.
The benefits of the review include:
• Providing The Fire and Rescue Authority with evidence to
enable them to determine if the location of existing fire
and rescue stations is suitable to meet the current and
future demands likely to be faced by the Service.
• Identify opportunities to realise efficiency savings that may
arise from any proposed changes whilst maintaining our
commitment to our communities.
Deliverables:
The project team and
other key personnel are
responsible for delivering
an evidence based report
to the Fire and Rescue
Authority detailing;
• The contribution and
cost-effectiveness of
each existing station.
• The options for the
future locations
and crewing
arrangements of
stations including
the impact of any
proposal.
• Identify those
changes that can be
made in the short to
medium term with
little or no capital
investment.
• Identify those
changes that can be
made in the medium
to long term that may
also require capital
investment.
• A migration plan for
each proposal.
19

Review of Second Pumping Appliances
Brief
A review of all second pumping appliances across the Service
has been identified as a potential efficiency saving. Maintaining
the high level of service delivery to the public and fire-fighter
safety continue to be our priority.
Currently the Service has 14 second pumping appliances which
are crewed using a range of duty systems.
The objective of the project is to explore the effectiveness and
future need of each second pumping appliance including the
location, incident data, call rates and crewing arrangements.
The benefits of the review include
• The assurance the appliances are based at the most
effective locations based on topography and road links
• The number of second pumping appliance matches the
risk and incident profile in a given area
• Maximising the effective use of appropriate crewing
arrangements
• Opportunity to identify and realise efficiency savings
that may arise from any changes to second pumping
appliances
Deliverables:
The project team and
other key personnel are
responsible for delivering
an evidence based report
to the Fire and Rescue
Authority detailing;
• the contribution and
cost-effectiveness
of existing second
pumping appliance,
• the options for the
future disposition and
crewing arrangements
of each second
pumping appliance
including the impact
of any changes
• the associated costs
and anticipated
efficiency savings for
each option
• the proposed
migration plan for
each option.
20
Maesteg FIre Station

Review of Special Appliances
Brief
The Fire and Rescue Authority has identified a changing pattern
of operational demand. Therefore, a review of all special
appliances across the Service has been identified as a potential
efficiency saving. Maintaining the high level of service delivery
to the public and fire-fighter safety continue to be our priority.
Currently, the Service has a wide range of special appliances
which are crewed using a range of duty systems.
The objective of the project is to explore the effectiveness of
each special appliance including the location, incident data,
call rates and crewing arrangements.
The benefits of the review include
• The number and type of special appliance matches the
risk and incident profile in a given area
• The assurance that appliances are based at the most
effective locations based on topography, road links and
the built environment
• Maximising the effective use of appropriate crewing
arrangements and vehicle design
Deliverables:
The project team and
other key personnel are
responsible for delivering
an evidence based report
to the Fire and Rescue
Authority maintaining
a safe system of work,
detailing;
• the contribution and
cost-effectiveness of
each existing special
appliance,
• options for
rationalising the types
of special appliances
in service.
• the options for the
future disposition
and crewing
arrangements of each
proposed special
appliance including
the impact of any
changes
• the associated costs
(including an outline
of the associated
staff relocation and
additional training
costs) and anticipated
efficiency savings for
each option.
• The impact, if any, on
our building stock.
• A migration plan for
each option.
Hydrolic Platform
21

Review of Provision of Operational Tactical Managers
Brief
The Fire and Rescue Authority
has requested a review of
the provision of operational
tactical managers. Currently,
there are 68 tactical managers
made up of 4 rota groups
each with 6 Group Managers
and 11 Sstation Managers.
The purpose of the project
is to review our operational
response at tactical manager
level including;
• Ensuring efficient and
effective use of resources.
• The provision of
adequate numbers of
tactical managers with
the relevant level of
command competencies
to meet our operational
planning assumption.
• The provision of specialist
skill sets at operational
incidents to enable the
incident commander
to bring the incident to
a safe and satisfactory
conclusion.
• Attendance times of
appropriate levels of
command and specialist
skill sets
The research will take
cognisance of the outcomes
of any recent or impending
reports/audits produced by
government departments, the
Chief Fire Officers’ Association
or the Health & Safety Executive
relating to firefighter safety or
command and control.
The objective of the project
is to produce a report which
identifies a range of options to
enable the Service to provide
an appropriate structure and
duty system which result in
operational tactical officers
with appropriate command
and specialist skills to bring
incidents to a safe and
satisfactory conclusion.
Whilst the project focuses on
the provision of an appropriate
number of competent
operational tactical managers,
it should take account of other
projects reviewing:
• incident command levels
• organisational structures
• operational and nonoperational
middle
manager structures
This project will include a
review of incident profiles
and changes in the level of
operational tactical manager
for command and control
and specialist functions such
as detection, identification
and monitoring of Hazardous
materials, safety, fire safety,
command support and fire
investigation purposes through
attendance at an incident or
tactical support.
The Benefit of this review is
to ensure that the appropriate
number of managers with
the relevant command
competencies and/or specialist
skills, arrive at an incident within
a suitable period to ensure
that it is brought to a safe and
satisfactory conclusion.
.
Fire Safety Officers
Deliverables:
A report outlining a
range of options and
recommendations for
changing the existing
provision of operational
tactical managers.
Each option will include
estimated costings,
potential impacts
on organisational
development plan,
operational tactical
management
development plan,
proposed migration
plan and an indicative
timetable for
implementation.
22

Review of Middle Management and
Day Duty Uniformed Structures
Brief
The Fire and Rescue Authority has requested a review of
organisational structures to ensure they are designed to
deliver efficient and effective services to the public. A review
of operational and non-operational middle manager roles is
required to establish if efficiency savings can be achieved.
Whilst it is fully appreciated that the roles of middle managers
within the organisation is an essential element to successful
service delivery, the potential improvements in this area need to
be explored and if identified they must be realised. The review
will have the improvement of service delivery to the public and
our other stakeholders at the forefront at all times.
The objective of the research stage of this project is to produce
a report which:
• establishes the efficiency and effectiveness of middle
managers across the organisation
• aligns operations and non-operations responsibilities at
middle manager level
• identifies opportunities to realise efficiency savings that
may arise from any changes to middle management
structures.
Deliverables:
The project team and
other key personnel are
responsible for delivering
the following
• Producing a
report to Fire and
Rescue Authority
on the options and
recommendations
for improving the
effectiveness and
efficiency of the
operational and nonoperational
middle
managers.
• The options should
focus on empowering
middle managers
to enable them
to carry out their
respective roles
and responsibilities
whilst ensuring line
management support
is provided
• Each option will
include estimated
costings, anticipated
efficiency savings,
proposed migration
plan and an
indicative timetable
for implementation.
23

Review of Structures and Business Processes
Brief
The Fire and Rescue Authority has requested a review of
organisational structures to ensure they are designed to
deliver efficient and effective support services to the public. In
addition, anticipated restrictions on the revenue budget such
as changes in funding arrangements and the economic climate
should focus the project activities towards the provision of core
business activities and legislative requirements.
The review of structures is also dependent on the outcome of
a number of other projects including the impact of potential
changes to ICT systems and review of middle management
structures and operational tactical managers’ duty system.
In order for this project to be a success Principal Officers
and Heads of Service should provide a clear communication
strategy to their teams. This will enable full engagement with
staff.
The aim of the review of structures is to capitalise on the
efficiency savings identified through improving business
processes, changes to funding and potential collaboration
across Wales and other Unitary Authorities.
The benefits of the review include
• Improved organisational efficiency in support functions by
linking structures to business processes
• Opportunity to identify and realise efficiency savings that
may arise from any changes to organisational structures.
Deliverables:
A report summarising
the range of options
and recommendations
for changing existing
structures.
Each option will include
estimated costings,
anticipated efficiency
savings, proposed
migration plan and an
indicative timetable for
implementation.
24

Review of Overtime and Out of Hours Allowances
Brief
The Fire and Rescue Authority has identified future restrictions
on the revenue budget. Therefore, ensuring the overtime
and salary budgets are used effectively and efficiently is a
key objective. It is accepted that some overtime by stationbased
staff is unavoidable as it is pre-arranged such as public
holidays and casual overtime as in the case of incidents
occurring during change of shifts.
The aim of the review is to identify ways of managing activities
differently ensuring that overtime and out of hours allowances
are applied consistently and only when necessary.
The benefits of the review are
• Effective use of resources through increasing flexible ways
of working
• Potential reduction in overtime and salary budgets
• Increased productivity
Deliverables:
The project team and
other key personnel are
responsible for delivering
an evidence based report
to the Fire and Rescue
Authority detailing;
• the current extent
and cost of paying
overtime and out of
hours allowances
• a range of
options and
recommendations
for reducing the
overtime and out of
hours allowances
budget including any
new flexible working
arrangements and
criteria for accruing
compensatory leave
• how the
organisational needs
will be met.
• each option will
include estimated
costings, anticipated
efficiency savings,
proposed migration
plan and an
indicative timetable
for implementation
25

Review of Major ICT Systems
Brief
Currently each department has its own computer system
optimised for the particular ways that the department does
its work which results in multiple data entry, inefficient use of
the data and resources. It is intended to review the core ICT
systems including Human Resources, Payroll, Finance, Asset
Management, Procurement, Stores and Fleet with the intention
to procure an Enterprise Resource Planning (ERP) system to
integrate all departments and functions across the Service onto
a single computer system that can serve all those different
departments’ particular needs. An ERP system will combine
them all together into a single, integrated software program
that runs off a single database so that the various departments
can more easily share information and communicate with each
other.
A report outlining options
and recommendations
for integrating the
services ICT sytems which
will result in:
Deliverables:
• Having more efficient
business processes
• A common
infrastructure with
common standards and
capabilities
• A Reduced
maintenance burden
• A Review of planned
and ongoing
collaborative projects
in ICT by other public
sector providers
• A Project plan for
implementation to
include business case,
financial modelling and
timelime.
26

Chapter 6
How to feedback on
our objectives and projects
27

◦ ◦ ◦
28

◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
29

◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
◦ ◦ ◦ ◦ ◦ ◦
30

31

This document is available in alternative formats and languages
including Braille, audio, British Sign Language and Easy Read.
If you would like any information in an alternative
format please let us know.
South Wales Fire & Rescue Service HQ,
Forest View Business Park, Llantristant, CF72 8LX
www.southwales-fire.gov.uk
Telephone - 01443 232000