Priorities and Targets - Northern Ireland Fire & Rescue Service

Priorities and Targets
Corporate Plan
2008-2013
and
Annual Business Plan
2008/09
Northern Ireland
Fire & Rescue Service

Contents
Pages
Foreword by Chief Fire Officer 2
Vision, Mission and Core Values 3
Who We Are and What We Do 4
Key Achievements for 2007/2008 5-6
Corporate and Business Plans 7
Measuring Progress and Performance 8
National and Local Influences 9
National Frameworks 10
Key Themes 11-22
Corporate Plan 2008-2013 23-30
Annual Business Plan 2008/09 31-52
1

1
Foreword by
Chief Fire Officer
I am pleased to present the Northern Ireland
Fire & Rescue Service Priorities and Targets
Corporate Plan 2008-2013 and Annual
Business Plan 2008/09. This plan sets out how
we will respond in the coming years to the ever
changing challenges we face as we work
towards meeting the needs of our community.
We are committed to making Northern Ireland a
safer place for everyone who lives, works or
visits here. That commitment goes far beyond
our traditional role of responding to fires and
carrying out fire prevention work to cover our
much wider responsibilities including road
traffic collisions and accidents, chemical
emergencies, major accident hazards, rescues
and large scale emergencies. We need to
continue to work in partnership with others.
NIFRS has demonstrated high levels of
commitment, professionalism and flexibility.
Over the past year we have continued to
develop and improve the way we serve our
community. The number of injuries in fires and
the number of deliberate property fires (arson)
have continually decreased over the past few
years. This is due to the ongoing efforts of our
staff to reduce risk by education, and taking
positive actions with particular risk groups
including vulnerable adults, children and young
people. It is therefore vital that we continue to
implement our Community Safety Initiatives in
order to continue this downward trend.
Going forward we must plan for the impact of
climate change, changing population profile in
terms of age and geography, the threat of
global terrorism and other environmental and
social factors. These provide challenges for
the Service. This plan provides an agreed
framework by which we can be measured over
the next 5 years. It sets out our priorities and
challenges including the targets and
performance standards that need to be
achieved.
NIFRS Annual Business Plan, which also forms
part of this document, details the work to be
completed during 2008/09 - this will ensure our
Strategic Objectives and Aims are achieved.
Colin Lammey
CHIEF FIRE OFFICER
2

Our vision in NIFRS will be achieved by providing the people of Northern Ireland with the highest
possible standard of service.
Vision Statement
Protecting Our Community
Mission Statement
To deliver a fire and rescue service and work in
partnership with others to ensure the safety
and well-being of our community
Core Values
We are committed to:
• People - We value keeping our people safe
and well trained;
• Leadership - We value leading by example;
• Teamwork - We value working together;
• Integrity - We value the utmost integrity in
everything we do;
• Diversity - We value equality and fairness
and we consider the needs of our staff and
the community we serve;
• Communication - We value open and
honest communication with our staff and
with all our stakeholders;
• Partnership - We value working in
partnership; and
• Pursuit of Excellence - We value
continuous improvement at all levels of our
organisation.
2
Vision, Mission
and Core Values
3

3
Who We Are
And What We Do
Northern Ireland Fire & Rescue Service (NIFRS)
serves the entire population of Northern Ireland,
an area of over 5,500 square miles, with a
population of 1.7 million.
The performance of Northern Ireland Fire &
Rescue Service is overseen by the Chairman,
the Chief Fire Officer and 10 non executive
Members of the Fire & Rescue Service Board.
Northern Ireland Fire & Rescue Service is
managed by its Chief Executive, the Chief Fire
Officer Colin Lammey, assisted by 6 Directors
known collectively as the Principal Officers and
Directors’ Group.
Operational activity is managed on a day-byday
basis by 4 Area Commanders, each
responsible for one of the 4 Area Commands
and is overseen by the Deputy Chief Fire
Officer, Louis Jones, who is also the Director of
Operations.
NIFRS is divided into 4 operational command
areas with Service Headquarters situated in
Lisburn, County Antrim, and a Training Centre
which is currently situated at Boucher Crescent
in Belfast.
Each Area Command is responsible for a
number of Districts which are, in turn,
responsible for a number of Fire Stations.
There are 68 Fire Stations in total throughout
Northern Ireland serving their local
communities, providing an emergency
response to operational incidents and a wide
range of community safety activities.
4

RESPONDING TO EMERGENCIES
• Review of locations of Fire Stations and
resources in Belfast area complete.
• Review the usage of second pumping
appliance in 12 Stations complete.
• Dunmurry Fire Station operational February
2008.
• Variable crewing in Coleraine implemented
March 2008.
• New Road Safety Strategy developed and
issued for consultation.
• Trauma Care training provided to 34 staff.
• Joint locations with Northern Ireland
Ambulance Service – 8 locations currently
shared.
• New driving standards introduced.
• Partnerships developed through
Memorandums of Understanding (MoUs)
with Department of Rural Development,
Forest Service, Ulster Society for the
Prevention of Cruelty to Animals (USPCA)
and Environment & Heritage Service (NI).
• United Kingdom Rescue Organisation
(UKRO) Team first in UK Championships
and fourth in World Championships.
• 23 Automatic External Defibrillators (AED)
purchased.
• Rugged ICT equipment fitted on all
Command Support Units.
• Strategic Partnership Framework
produced.
DEVELOPING A SAFER COMMUNITY
• A minimum of 24 key safety messages
delivered.
• Schools programme delivered to 795
primary and 37 secondary schools.
• 10% reduction in deliberate fires achieved.
• 8,052 Home Fire Safety Checks completed
and approximately 7,273 smoke alarms
fitted.
• Target achieved with 18,000 leaflet drops
completed by crews.
• Year 11 Schools Fire Safety Programme
completed and ongoing in 30 schools.
• 25 LiFe Courses delivered during the year.
• 3,770 premises whose fire alarm systems
generate unwanted fire signals were visited
by NIFRS personnel.
• Cadet Schemes now operating in
Carrickfergus and Enniskillen.
LEADING AND MANAGING CHANGE
• Building work on new Fire Station in
Armagh began 18 February 2008.
Completion due November 2008.
• Business Improvement Manager and
Capital Project Manager posts approved.
• Six-monthly Strategic Management
Performance Report produced using the
traffic light system.
• Business Planning Cycle revised, traffic
4
Key
Achievements
For 2007/2008
5

light system of monitoring and planning
templates introduced.
• Annual Report produced.
• Joint application with Southern Fire &
Rescue Service for Territorial Programme
developed.
SUPPORTING OUR PEOPLE
• 30 Non-Uniformed, 19 Trainee Firefighter
and 12 Regional Control staff appointed.
• 48 promotions completed for Operational
personnel.
• NIFRS Disability Action Plan and Summary
Leaflet produced.
• Absenteeism has improved during the year
with an outturn of 10.4 days/shifts lost per
person.
• 11 Health & Safety training courses
completed.
• Policy for Control of Health & Safety
Management Systems and comprehensive
Performance Review System introduced.
• Corporate Identity Branding Project
complete.
• Team Brief System introduced and
reviewed.
• 999 Charity of the Year developed and
introduced.
MANAGING OUR RESOURCES AND
MONITORING PERFORMANCE
• Procurement Strategy and Policy
implemented.
• BA Workshop staff re-located to Boucher
Road.
• New Joint Integrated Training College to be
built in Cookstown.
• 99% of the Public surveyed were satisfied
with NIFRS.
• Corporate Governance Policy produced.
• ‘One-Stop-Shop’ Business Case completed
and with BCU for approval.
• 11 pumping appliances, one Rescue Pump
and 2 Aerials replaced in line with Fleet
Management Strategy.
• 80 Bespoke Rescue Suits purchased and
issued to Firefighters for pilot evaluation.
• 50 x 9m ladders purchased.
• New Micro-Vent Resuscitators provided on
all 112 frontline appliances.
• 112 Working at Height (WAH) Kits
purchased.
• Phase III of the Windows 2003 and Thin
Client Project implemented and rolled out
to Retained Stations.
PROTECTING OUR ENVIRONMENT
• Cycle to Work Scheme introduced with 300
staff participants.
• Recycling Initiative introduced.
6

NIFRS Corporate Plan is outlined in this Priorities and Targets document which sets out the NIFRS
Key Themes and Strategic Objectives, over the next 5 years. It also sets out the Performance
Targets by which we measure progress.
Linked to each of the Strategic Objectives we have set out a number of associated annual
tasks/business objectives for the Period 2008/09 together with Lead Officers and targets.
NIFRS CORPORATE PLANNING PROCESS
Stakeholder Consultation/Environmental Scanning
Managing Our Resources
and Monitoring Performance
Supporting Our People
Protecting Our Environment
• HR Resources
• Physical -
Fleet/Equip/Tech/Estates
• Information and Comms
Technology
• Financial Resources
- Objectives
- Plans
Service Delivery
Responding to Emergencies
Developing a Safer
Community
• Prevention
• Objectives
• Plans
IRMP
• Intervention
• Objectives
• Plans
Corporate Direction
Leading and Managing
Change
• Mission, Vision & Values
• Strategic Aims & Objectives
• Improvement Plan
5
Corporate And
Business Plans
Strategies, Policies and Other Plans
7

MEASURING PROGRESS AND PERFORMANCE
Key Performance Indicators (KPIs) are used in NIFRS to assess the present state of business and to prescribe a course of action. They help
NIFRS to measure progress towards our organisational goals. The table below outlines our performance in respect of each KPI for the preceding
5 years:
Key Indicators Target Performance
03/04 04/05 05/06 06/07 07/08
Number of accidental fire deaths
Number of civilian injuries in
fires**
Number of dwelling fires
Number of deliberate property
fires (arson)
Percentage of working smoke
alarms in private dwellings
Working days/shifts lost to
sickness absence by all staff
Reduce the number of
accidental fire deaths by 20%
over an 11-year period to
March 2010 (equivalent to
24 fire deaths)
Reduce serious non-fatal
casualties by 5% year on year
Reduce the number of fires in
dwellings by 1 ⁄3 over a 5 year
period (baseline 1999 of 1,324
dwelling fires)
Reduce by 10% the number of
deliberate fires by March 2010
from the 2002/03 baseline of
3,786
By March 2005 have a smoke
alarm in 96% of private
dwellings. By March 2007
increase this figure to 97%
Reduce the organisation’s
absenteeism to an overall
average of 8 days/shifts per
year by 2010
10 8 5 13 8*
226 220 205 181 134
945 988 910 829 837
3,156 2,754 2,828 2,761 2,673
96% 96% 98% 98% 94%***
12.97 12.19 11.3 11.8 10.4
Key
* Subject to PSNI
Investigation
** Accidental
dwelling fires A, B
& G Home Office
Categories
*** NIFRS face-toface
survey by
Milward Brown
**** UK peer
group figure not
available
Average cost(£) of services
provided per head of population
Maintain expenditure in line with
UK Peer Group 4 per capita
average
£32.48
(£33.54)
£36.13
(£37.60)
£38.07
(£39.42)
£40.16
(£40.38)
£43.40
(**** -)
8

NATIONAL AND LOCAL INFLUENCES
A number of national and local issues influence how NIFRS achieves its Vision and Mission.
These are developed and managed through our Key Themes:
NATIONAL
LOCAL
• The Fire and Rescue Services (NI) Order 2006
• Fire and Rescue Service National Frameworks
• Equality and Diversity
• Review of Public Administration
• Civil Contingencies, Security and Resilience
• Comprehensive Spending Review (CSR) 2008-2011
• Climate Change and Environmental issues
• National Fire & Rescue Learning Development, Leadership and HR Strategies
• National Fire & Rescue Advisors Unit
• Information Communication and Technology Development
• Planning and Performance Management
• Risk Management and Business Continuity
• Meaningful Consultation and Community Engagement
• Medium Term Financial Management
• Corporate Governance
• Internal/external Audit, Audit Quality Assurance
• Local Community Safety Strategy
• Emergency Response
• Facilities Management
9

NATIONAL FRAMEWORKS
National Framework documents form strategies and set out Government’s expectations of how Fire and Rescue Services will be delivered in
England, Scotland and Wales. Each Framework provides direction for the respective Fire & Rescue Services over the next 3 years.
Priorities and Targets 2008-2013 clearly sets strategic direction for NIFRS and provides a framework which outlines how NIFRS will meet the
expectations of the Assembly Government in Northern Ireland. It contains priorities and objectives for the next 5 years and sets the context in
which NIFRS operates.
The Key Strategic Themes in Priorities and Targets 2008-2013 are mapped against the chapters and sections outlined within each of the National
Framework documents. This can be seen in the table below:
Priorities and Target 2008-2013
National Framework
Northern Ireland England Scotland
Wales
• Responding to Emergencies
• Developing Safer Community
• Protecting Our Environment
• Prevention, Protection and
Response
• Resilience
• Fire Prevention and Risk
Management
• Intervention
• Resilience and New Dimension
• Prevention Protection and Response
• Resilience
• Working together effectively
• Supporting Our People • Diversity and Workforce • The Workforce • People and People Development
• Managing Our Resources and
Monitoring Performance
• Leading and Managing Change
• Governance and Improvement • Finance
• Performance
• Performance Management to drive
efficiency
10

KEY THEMES
RESPONDING TO EMERGENCIES
“Provide and maintain an efficient and effective fire and rescue service which is responsive to the needs of the community in
Northern Ireland.”
Preventing fires from starting is an important aspect of fire service work in terms of saving lives and reducing the number of casualties. It makes
sense to us to move resources gradually from response to prevention,
but we need to approach this carefully. We believe that no matter
how good our preventative and educational activities are, there will
still be fires and other incidents to respond to such as road traffic
collisions.
We will therefore need to maintain our state of readiness and the
capacity and capability to respond effectively and get the balance
right in how we address these new and emerging risks.
Enhanced Emergency Cover
Following the introduction of the new Emergency Response
Standards a Review of Emergency Cover in Northern Ireland
was carried out during 2006 to provide the optimum solution in
resource allocation while ensuring NIFRS meets its new Standards.
A Variable Crewing Shift System on a 2-Watch basis was introduced
at Newtownards, Portadown and Coleraine Fire Stations, providing a
Wholetime response on the first appliance between the hours of 1100
to 2300, 7 days per week. It is the first of its kind in the UK.
The remaining 4 Fire Stations (Carrickfergus, Antrim, Omagh and
Armagh) identified as requiring similar Wholetime Crewing will be resourced on a phased basis.
The Review also identified the need for enhanced emergency cover in the greater Dunmurry area. A fire crew and fire appliance from Cadogan
Fire Station (Lisburn Road, Belfast) is now based at Dunmurry Fire Station during the defined hours of 11.00 am to 11.00 pm, 7 days per week.
Outside these hours the area will continue to be served by Fire Stations in Belfast and Lisburn as normal.
11

Safety of Firefighters
NIFRS provides guidance to operational personnel on procedures to be followed when dealing
with specific types of operational incidents. This guidance is collectively known as Standard
Operating Procedures (SOPs).
NIFRS currently has 42 SOPs covering a diverse range of incidents from those involving hazardous
materials, animal rescue, water rescue, explosive devices, natural gas incidents, working at height,
through to pollution incidents and incidents at prisons.
To assist in the development and implementation of SOPs, NIFRS has Memoranda of
Understanding (MoUs) with several agencies including the Maritime and Coastguard
Agency, Northern Ireland Regional Medical Physics Agency, the Forest Service, Ulster Society for
the Prevention of Cruelty to Animals and the Environment & Heritage Service. MoUs provide
details of roles and responsibilities, on-scene management, training and use of resources for each
organisation at incidents.
Planning for Emergencies
Although NIFRS plans on a daily basis to attend incidents in the community, we also plan to be
able to recover from a range of disruptive events that could affect our ability to provide our
service. These include, for example, electricity shortages, flooding, damage to our premises, staff
illness or failure of vital equipment. Following national best practice, we continually improve our
Business Continuity Plan, which details the procedures we implement to ensure that we can still
provide an effective service during disruption.
Road Traffic Collisions (RTCs)
The introduction of the Fire & Rescue Services (Northern Ireland) Order in July 2006 provides a
legislative requirement for NIFRS to attend a range of incidents including RTCs. NIFRS primary
role in relation to RTCs is intervention to improve vehicle stabilisation and casualty extrication and
handling at the scene. NIFRS will also continue to influence positive change in driver attitudes and
behaviours by making additional resources available to promote road safety. NIFRS will contribute
to the wider debate regarding vehicle safety standards at local, national and international levels.
12

To demonstrate our commitment to improve road safety in Northern Ireland, NIFRS
has become the first Fire & Rescue Service in Europe to become signatories to the
prestigious European Road Safety Charter. The European Road Safety Charter is a
European Commission initiative aimed at improving road safety and halving the
number of road deaths by 2010 across Europe.
NIFRS has developed a Road Safety Strategy 2008-2013 that not only develops our
own ‘in-house’ processes and procedures but also works collectively with other
agencies to drive down the number of those killed and seriously injured on the
roads.
Cross Border Working
In addition to providing cover in East Donegal in the Republic of Ireland, NIFRS
liaises closely with the Republic of Ireland Fire Services along the Border zone to
ensure that any cross border response is both safe and effective. A cross-border
forum exists where Chief Fire Officers from the Border Fire Services can discuss
relevant issues.
New Dimension
The New Dimension project commenced work in the aftermath of the tragic events
of 11 September 2001, by evaluating Fire and Rescue Service’s capabilities and
resilience for dealing with catastrophic, chemical, radiological, nuclear, biological
and conventional terrorist incidents. Such incidents may require the mass
decontamination of large numbers of people or rescue from collapsed structures.
NIFRS New Dimension project aims to modernise our operational response by
equipping and training Firefighters in a range of specialist rescue and chemical
decontamination techniques. NIFRS has introduced High Volume Pumping Units to
deal with large flooding incidents and equipped a Team of specialised Officers to
use a range of equipment that can detect, identify and monitor a range of
hazardous materials so as to allow for a speedier and safer resolution of complex
Hazmat incidents.
Priorities and Targets Corporate Plan 2008-2013
& Annual Business Plan 2008/09
13

DEVELOPING A SAFER COMMUNITY
“Reduce the incidence of fire and other emergencies by the provision of an efficient and effective safety education, advice and legal
enforcement service.”
Through our proactive approach to reducing risk to our community NIFRS has invested in a number of educational programmes and series of
initiatives. The success of these initiatives is often based upon development of partnership arrangements. NIFRS will proactively engage with the
public in order to communicate its message and to encourage wider participation.
All of the population can expect to receive at least 24 Community Fire Safety messages annually. We shall continue to target the most vulnerable
in society using data gathered from our risk analysis and mapping tools. We are
continuing to provide a Home Fire Safety Check Scheme that will give advice and if
necessary fit a smoke detector in the home of those identified as most at risk in our
community.
We will ensure that the public is aware of NIFRS‘ statutory obligations under the Fire
Service (NI) Order 1984, the Fire Precautions Workplace Regulations (NI) 2001 and
The Fire & Rescue Services (NI) Order 2006 and provide advice and assistance to
ensure compliance.
This year we will monitor and forecast the implications for Fire Safety under the
legislation and enforce the law in respect of Fire Safety in public and commercial
buildings.
Community Fire Stations
Some good progress has been made on making our fire stations available to the
community as a resource. A safety centre with interactive displays has been opened
at Newtownards Fire station and part of Westland Fire Station/Training centre is
being used for community engagement with LIFE schemes, Beesafe events,
Fire Cadet events, Firesetter consultations and community meetings taking place.
Further developments include safety rooms being fitted out at Coleraine and
Enniskillen Fire Stations and a Community Safety room has been included in the new
Fire Station being built in Armagh.
14

LEADING & MANAGING CHANGE
“To lead, plan and manage organisational change in relation to government expectations
recognising the need to consider capacity to deliver.”
Technological advances have increased our capacity to respond more effectively to incidents as
they arise. NIFRS adapts to change by being able to forecast change and plan accordingly.
The past 3-5 years have seen the implementation of the Modernisation and Reform agenda for Fire
& Rescue Services across the UK, the Review of Public Administration, a changing legislative
context with the introduction of the Fire & Rescue Services Order (NI) 2006, a changing political
environment in Northern Ireland and the opportunities for working within a wider European and all
Ireland context. The challenges for NIFRS in delivering an ambitious change agenda are clear,
whether it is planned or emergent change it has to be managed effectively.
NIFRS has an ambitious capital investment programme to implement over the next 10 years this
will ensure that we are operationally flexible, safety focused and capable of meeting future service
requirements and challenges. This programme also includes the development of a new integrated
training facility at Cookstown in partnership with the Police Service of Northern Ireland and
Northern Ireland Prison Service. NIFRS recognises that successful change management requires
creating alignment between our strategy, leadership and culture. It requires us to plan and
implement change in a way that minimises impact on our staff and allows us to continue to deliver
quality Fire & Rescue Services to the people of Northern Ireland while maximising the effectiveness
of the change.
15

SUPPORTING OUR PEOPLE
“Provide a well equipped, skilful and highly motivated workforce, able to
work safely and whose composition reflects the diverse community that we
serve.”
All personnel are recruited to the organisation using systematic objective
recruitment and selection processes and modern, competence-based
assessment techniques. For operational personnel these have been
developed nationally and provide consistent application across the United
Kingdom. Diversity in the workforce is encouraged through outreach
measures and removing from the process any barriers for minority groups.
Staff are developed through structured training programmes and
continuous professional development. Our workforce for the future will be
required to embrace new and different competencies.
An over-arching Human Resources Strategy will ensure clear direction and
corporate ‘buy in’ on all of these aspects and will have a clear link to the
Training and Development Strategy. Together they will promote an
organisational ethos of excellence and contribute to the achievement of the
Investors In People award by 2010, encouraging high standards in all
aspects of service delivery. A new national HR strategy for the Fire Service
has been developed under the auspices of the Chief Fire Officers’
Association. This is forming the basis of our own HR strategy.
Policies and procedures within the organisation need to be screened for
potential adverse impact upon the groups classified under Section 75 of
the Northern Ireland Act 1998. This is in direct response to the corporate
aim of the organisation to comply fully with the Statutory Duties required
under the Act. These are common across all disciplines within the
organisation and the Equality Unit provides a guidance and support role
and also takes custody of all screening reports. An important part of this
work is that a constructive relationship is maintained with the Equality
Commission and that programmes of work and action plans are jointly
agreed.
16

MANAGING OUR RESOURCES & MONITORING PERFORMANCE
“Provide a service committed to quality and continuous improvement and that represents value for money.”
Technical Developments and Innovation
Our immediate aim of establishing a best practice ‘One Stop Shop’ facility remains a core component of our longer term strategy for both Fleet and
Technical Support Services. Underpinned by comprehensive internal stakeholder consultation, the continued evidence led procurement of next
generation appliances and equipment by NIFRS continues to ensure that our front line personnel remain well equipped to meet the increasing
demands of an evolving and diverse operational environment.
NIFRS remains fully cognisant of the need to ensure that local models of service delivery
are mapped against proposed National solutions. With this in mind we are committed to
developing a number of major projects to replace existing mobilising technologies within
our existing Regional Control Centre. As part of this project we will consider amongst other
options the location of our RCC and fall back facilities.
Fleet and Equipment Replacement
In line with our stated Integrated Risk Management Planning (IRMP) objectives, we will
seek to introduce a specialist fleet capability specific to operational service delivery needs
in relation to both wildland and flooding incidents.
Personal Protective Equipment (PPE)
As our operational environment continues to place new demands upon our personnel, we
will continue our research and development activities into next generation PPE.
Information Communication Technology (ICT) Advances
E-Fire
Continuing to meet the technological requirements of our organisation remains a high priority. Our developing E-fire project will enable a proactive
and knowledge sharing environment for all our personnel.
17

Mobile Data
Capture and access of critical risk information at point of usage will enhance our current high level
of Firefighter safety.
Risk Management
We have a robust framework of risk management, designed to ensure delivery of our goals,
support the objectives, performance indicators and targets. NIFRS Risk Management Policy
outlines the organisation-wide roles and responsibilities regarding the determination and
assessment of risk significance in relation to the delivery of organisational objectives.
Risk outcomes are presented to the NIFRS Board via the Audit Committee and risk information is
made readily available for internal planning purposes. Further returns are made bi-annually to
DHSSPS, along with a Statement of Internal Control which is signed by the Chief Fire Officer in his
role as Accounting Officer.
As a result of the risk assessment process, Risk Management has been embedded into NIFRS
business and planning processes and will ensure:
• innovation;
• improvement in service delivery; and
• the efficient achievement of corporate and business objectives.
Corporate Governance
NIFRS recognises the importance of effective Corporate Governance so that the local community
can place trust in the way that it undertakes its business. To this end, NIFRS has a number of systems
and documents in place to ensure effective Governance. The DHSSPS Management Statement
which now incorporates the Financial Memorandum sets out formally the relationship and
accountability arrangements between the DHSSPS and NIFRS.
NIFRS Board monitors the overall performance of NIFRS monthly at its Board meetings. In addition,
separate Board Committees monitor and report on the work of the organisation.
18

Revenue Budget
For 2008/09 the Revenue Budget for the Fire & Rescue Service is £77,788 million, which is made
up of a £77,438 million grant from the Department of Health, Social Services & Public Safety
(DHSSPS) and £350,000 in other income. The table below provides an analysis of our Revenue
Budget by category of expenditure.
The distribution of this budget is shown below:
2008/09 NIFRS Expenditure Budget
Category of Expenditure £’000 %
Operational Salaries 49,126 63.2
Support Staff 8,712 11.2
Other Staff Costs 7,221 9.3
Operating Expenditure 5,380 6.9
Premises/Establishment Costs 7,049 9.0
Other Non-pay Costs 300 0.4
Total Budget 77,788 100
Our budget is managed under the Central Government Resources Budgeting Framework. This
provides information for managers on the full cost of providing our services. The Fire & Rescue
Service is committed to delivering an efficient and effective service. The Finance and
Performance Directorate has a key role to play in this through:
Promoting good practice in the management of all resources;
Identifying the scope for improving the efficiency and effectiveness of all resources; and
Promoting good practice in the provision of accurate and timely information.
19

Capital Budget
The main focus of our capital expenditure programme for 2008/09 is on the refurbishment/rebuild of a number of Fire Stations. This is to ensure
that we have an estate which is fit for purpose and which meets the changing nature of the Fire & Rescue Service and complies with the relevant
Health and Safety requirements. The table below provides an analysis of our capital budget.
Category of Expenditure
£000’s
Buildings 4,000
Vehicles 2,210
Comms Equipment Purchases 1,500
Operational Equipment 150
Computer Equipment, Furniture, etc 140
Total Budget 8,000
Procurement
NIFRS procurement operates in line with the DHSSPS instructions
for conducting all procurement through designated Centres of
Procurement Expertise (CoPE). NIFRS CoPE is the DHSSPS
Regional Supplies Services (RSS) Directorate for Goods and
Services, together with a Stock ordering facility direct from RSS
warehouse and the DHSSPS Health Estates Agency for Works
Contracts.
Other areas of specialist procurement not covered by either of
the above agreements are conducted in line with NIFRS
Procurement Strategy, Policy and Procedures.
20

PROTECTING THE ENVIRONMENT
“To contribute to a better and safer environment by developing NIFRS “Green” initiatives in line with
Environmental legislation and policy.”
NIFRS is committed to achieving the highest levels of environmental performance management,
preventing pollution and reviewing the impact of its operations on the environment. NIFRS regards
compliance with legislation and adherence to responsible behaviour that ensures environmental
protection, as an integral part of our business strategy. NIFRS has committed to raising awareness
of environmental issues and conservation and has set corresponding objectives and targets
across the organisation. NIFRS also recognises the need to consider the character of the local
environment and the community when planning and building Fire Stations.
NIFRS strives to maintain its position as one of the leading partners in the field of protection of the
public and the environment from the effects of unwanted release of harmful chemicals and toxins.
NIFRS is very proud of its partnership with the Environment & Heritage Service where there is a
fully integrated approach to responding to Hazardous Material (HazMats) releases. The existing
Memorandum of Understanding (MoU) facilitates a combined response utilising shared resources
and expertise in order to achieve the highest standard of efficiency for the benefit of the public
within Northern Ireland. There is a 3 stage response to all pollution incidents to ensure a targeted
but proportionate deployment.
We have introduced measures to reduce our environmental impact. These include planned
initiatives which will reduce our energy consumption by 10% by 2010.
21

Corporate Plan
2008-2013
23

Ref No Key
Theme: RESPONDING TO EMERGENCIES
1.0 Aim:
Provide and maintain an efficient and effective fire and rescue service which is responsive to the needs of the community in
Northern Ireland.
Strategic Objectives
1.1 Continue to improve service delivery through the process of Integrated Risk Management Planning and interagency working.
1.2 Implement NIFRS Road Safety Strategy 2008-2013.
1.3 Improve rescue capability and resilience in response to internal organisational and external stakeholder needs.
1.4 Develop and improve upon the deployment and resilience of resource mobilisations within a fully interoperable
communications solution.
25

Ref No Key
Theme: DEVELOPING A SAFER COMMUNITY
2.0 Aim:
Reduce the incidence of fire and other emergencies by the provision of an efficient and effective safety education, advice
and legal enforcement service.
Strategic Objectives
2.1 Implement the Community Safety Strategy 2007-2011 to reduce risk to life, property and the environment from fire and other
emergencies.
2.2 Engage with the Community to minimise risk and drive down death, injury and damage to property.
2.3 Implement Statutory requirements in respect of fire safety legislation under The Fire & Rescue Services Order (NI) 2006 and
work with other agencies to ensure that owners/occupiers of buildings are aware of their new responsibilities.
26

Ref No Key
Theme: LEADING & MANAGING CHANGE
3.0 Aim:
To lead, plan and manage organisational change in relation to government expectations recognising the need to consider
capacity to deliver.
Strategic Objectives
3.1 Continue to develop NIFRS Capital Investment Programme in partnership with DHSSPS and Strategic Investment Board (SIB)
Northern Ireland.
3.2 Work in partnership with new Local Assembly, DHSSPS and other Government Departments and other stakeholders to
implement the recommendations of the Review of Public Administration.
3.3 Improve cross border Fire & Rescue Service networks in relation to service delivery.
3.4 Continue to strive for excellence through a commitment of continuous improvement and quality frameworks.
3.5 Utilise the potential of modern technologies to deliver business change and policy outcomes designed to improve both
corporate and delivery services.
27

Ref No Key
Theme: SUPPORTING OUR PEOPLE
4.0 Aim:
Provide a well equipped, skilful and highly motivated workforce, able to work safely and whose composition reflects the
diverse community that we serve.
Strategic Objectives
4.1 Develop and implement NIFRS Human Resources Strategy 2008-2013.
4.2 Implement workforce planning processes to ensure sound succession planning.
4.3 Continue to review the Organisational Structure of NIFRS to support service delivery.
4.4 Ensure further progress on equality and diversity through the promotion of cultural change within NIFRS.
4.5 Develop the skills and capacity of the NIFRS workforce 2007-2010 including the development of high quality leaders and
managers.
4.6 Promote and support a healthy workforce through the implementation of (i) Occupational Health and Well-being
Programmes; and (ii) Health and Safety Strategy 2007-2010.
28

Ref No Key
Theme: MANAGING OUR RESOURCES & MONITORING PERFORMANCE
5.0 Aim:
Provide a service committed to quality and continuous improvement and that represents value for money.
Strategic Objectives
5.1 Develop and implement a NIFRS Estates Management Strategy 2007-2012 ensuring that our portfolio of premises meets
service needs.
5.2 Implement NIFRS Financial Strategy in line with the Comprehensive Spending Review 2008-2011 to ensure transparency,
accountability and value for money.
5.3 Maintain the highest standards of procurement through the implementation of the Procurement Strategy 2007-2010.
5.4 Continue to ensure Corporate Governance arrangements in NIFRS are transparent and effective.
5.5 Improve and deliver an Integrated Performance Management and Planning process for NIFRS.
5.6 Continue to raise the technical standards of both fleet and equipment to meet the demands of delivering Fire & Rescue
Services whilst addressing the particular needs of an evolving and diverse workforce.
5.7 Capitalise on the strategic value of ICT and bring into focus new opportunities to provide a superior service, improved
flexibility and responsiveness and exploit new approaches for service development.
5.8 Develop and implement a new Corporate Communication Strategy 2008-2013.
29

Ref No Key
Theme: PROTECTING THE ENVIRONMENT
6.0 Aim:
To contribute to a better and safer environment by developing NIFRS “Green” initiatives in line with environmental legislation
and policy.
Strategic Objectives
6.1 To ensure NIFRS conducts all of its activities in an environmentally sustainable way.
6.2 Work with other agencies to provide an emergency response to incidents that may have an adverse effect on the
environment.
30

Annual
Business Plan
2008/09
31

Key Theme: RESPONDING TO EMERGENCIES
Aim:
Providing and maintaining an efficient and effective fire and rescue service which is responsive to the needs of the community in
Northern Ireland.
Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
1.1 Develop and maintain a 3 year IRMP that is integrated into the business planning AC G Latimer Oct 2008
process.
Review Fire Service Emergency Cover (FSEC) Risk Assessments to ensure most GC Operations Jan 2009
effective use of operational resources.
Development
Consider operational attendance at incidents and develop and report on response GC Operations Jan 2009
standards.
Development
Develop new and review existing partnerships to enhance interagency working. GC K Synnott Mar 2009
Implement the recommendations contained within the report detailing the review of AC G Latimer Feb 2009
second pumping appliances.
Provide appropriate operational resources to meet standards of emergency cover. DCFO L Jones/ Mar 2009
AC G Latimer
Carry out a predictive analysis of wildland fires, flooding and other incidents AC B Gough Dec 2008
resulting from climate change conditions.
Review existing organisational partnerships and develop a Strategic Partnership D Michail Jun 2008
Register.
33

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
1.2 Participate in the development of the NI Road Safety Strategy through DCFO L Jones/ Mar 2009
representation on ministerial working groups.
T McCormac
Participate in local, national and international road safety competitions, AC G Latimer Mar 2009
challenges and events.
Develop the provision of enhanced medical skills for NIFRS personnel. AC G Latimer Oct 2008
Ensure adequate structure and resources to support Road Safety Strategy. DCFO L Jones Dec 2009
Workstreams
Deliver support material and a standardised educational programme for RTCs ACFO P Craig/ Mar 2009
in conjunction with other key stakeholders.
GC M Rafferty
Establish and implement year 1 of the Cross Border Road Safety Project under AC E Doyle/ Mar 2009
Interreg IVA.
AC B Gough
Develop and implement a pilot scheme in relation to a dedicated Road Rescue Team. AC E Doyle Sep 2008
1.3 Develop process of Business Continuity Management through exercising key plans. GC K Synnott Mar 2009
Mainstream New Dimension assets into NIFRS and ensure appropriate command GC M Rafferty Mar 2009
capability.
Contribute to the development of a resilience model for Northern Ireland. AC C Kerr Feb 2009
Implement SOP13 in relation to incidents involving high rise buildings. AC C Kerr Jun 2008
34
Contribute to the development of a National policy in relation to incidents involving AC C Kerr Mar 2009
high rise buildings.

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
1.4 Implement the ‘operational’ aspects of the provision of risk information to the AC G Latimer Jun 2008
incident ground.
Ensure that framework of Operations Policies and SOPs is fit for purpose and GC K Synnott Mar 2009
provides comprehensive information in a timely manner.
Introduce a fully integrated Mobile Data System. ACFO T Wright/ Oct 2009
J Martin
Replace existing GD92 mobilising technology. M Blair Mar 2009
Implement an upgrade programme to existing ProCad Command and M Blair Mar 2009
Control System.
Scope a replacement programme for existing Command and Control system in 2013. ACFO T Wright/ Mar 2009
M Blair
Fully implement the existing Command Support Unit technology project. AGC R Bigger Mar 2009
Establish RCC Resilience Team in line with Business Continuity Planning GC J Fahy Mar 2009
best practice.
Implement a dynamic shift system within the RCC to respond to peak service ACFO T Wright/ Mar 2009
delivery demands.
GC J Fahy
35

Key Theme: DEVELOPING A SAFER COMMUNITY
Aim:
Reducing the incidence of fire and other emergencies by provision of an efficient and effective safety education, advice and legal
enforcement service.
Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
2.1 Improve public awareness, attitude and behaviour when confronted by fire, either in ACFO P Craig/ Mar 2009
the home or the workplace.
GC B Majury
Prepare for the full enactment of The Fire & Rescue Services (Northern Ireland) Order ACFO P Craig/ Mar 2009
2006 in relation to Fire Safety. GC B Majury
Ensure full compliance to all aspects of Health and Safety at Work Legislation. ACFO P Craig/ Mar 2009
GC B Majury
2.2 Deliver 24 key safety messages through an integrated campaign using media ACFO P Craig/ Mar 2009
supplemented by NIFRS educational campaigns to the NI population to include AGC S Bentley
generic fire safety messages and additionally summer safety, attacks on Firefighters
and home fire safety checks.
By 2010, each household via media and educational campaigns will have been AGC S Bentley Mar 2009
made aware of the benefits of having a properly working and maintained smoke
alarm in their home (currently estimated to be 94%) and that they should test it
once a week (currently estimated to be 76.5%).
36

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
2.2 Provide opportunities for up to 60,000 Home Fire Safety checks expecting to result AGC S Bentley Mar 2009
in 9,000 Home Fire Safety checks being carried out, 7,500 10 year smoke alarms
being fitted and a leaflet drop to 18,000 premises in high risk output areas.
Deliver an educational programme to 33% (8,170) of Year 11 students *(24,512) AGC S Bentley Mar 2009
and evaluate effectiveness**:
• By March 2009 to 66% of Year 11 students.
• By March 2010 to all Year 11 students and evaluate.
• By March 2011 and beyond, deliver the programme to all Year 11 students.
Deliver 100 Community Fire Safety initiatives through the 9 established programmes AGC S Bentley Mar 2009
by March 2009.
Develop educational and support material for risks to public safety arising out AGC S Bentley Mar 2009
of high levels of concentrated incidents at local level.
Support key stakeholders in the targeting and fitting of smoke alarms in AGC S Bentley Mar 2009
Housing Executive households in Northern Ireland:
• Cross map NIHE and NIFRS databases to establish actual number of Housing Sep 2008
Executive premises yet to have a smoke alarm fitted; and
• Target these premises as per IRMP and Risk Map Profile providing a smoke Mar 2009
alarm as required.
Achieve a 10% reduction in deliberate fires by 31 March 2010 from the 2002/03 AGC S Bentley Mar 2010
baseline of 3,786 [2002/03 first year of data collected in current format]. 2008/09
baseline 2,683.
* Figure supplied by DENI
** To be reviewed in next RES Survey 2010
37

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
2.3 Continue to engage with key stakeholders including fire alarm installation AGC M McAteer Mar 2009
companies to jointly develop and introduce procedures to reduce the frequency of
unwanted fire signals.
Provide 4 seminars, one in each Area Command, to target top 100 worst offenders in AGC M McAteer Mar 2009
terms of unwanted fire signals.
38

Key Theme: LEADING AND MANAGING CHANGE
Aim:
To lead, plan and manage organisational change in relation to government expectations recognising the need
to consider capacity to deliver.
Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
3.1 Continue to work with client advisors to develop OBC2. T McCormac Oct 2008
3.2 Continue to work with Assembly, DHSSPS and other Government Departments to CFO C Lammey/ Mar 2009
implement recommendations in the Review of Public Administration.
D Michail
T McCormac
3.3 Seek opportunities to collaborate on joint Service provision in Border areas. DCFO L Jones/ May 2008
T McCormac
Submit Territorial Co-operation Application to Special European Union Programme DCFO L Jones/ May 2008
Body (SEUPB).
T McCormac
3.4 Research, monitor and report on ‘operations’ aspects of satisfaction in relation to G Bryce Feb 2009
service delivery.
Develop the submission document for the NI Quality Award Process 2009. D Michail/ Dec 2008
T McCormac/
Business Improvement
Manager
Develop a Business Improvement Plan for NIFRS to progress towards external Business Improvement Dec 2008
accreditation, eg, IIP, ISO, Charter Mark.
Manager
39

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
3.4 Continue to develop and implement Business Improvement Seminar Frameworks (3). T McCormac Mar 2009
3.5 Introduce a fully integrated Video Conferencing system. M Blair Mar 2009
Replacement of aging telephony platforms with Voice over Internet Protocol (VOIP) M Blair Mar 2009
technology by 2011:
• 2008/09 Develop Project Plan to appoint consultants, submit Business Case to
BCU for approval, determine technical specifications and issue invitation to
Tender.
• 2009/10 Implement phase 1 of VOIP rollout project.
• 2010/11 Implement phase 2 of VOIP rollout project.
Complete the implementation of ‘Pharos’ MIS ‘Equipment Manager’ Project. GC J Guy Sept 2008
Implement, monitor and review the Service Delivery Resource Database operational T McCormac/ Oct 2008
planning process.
Service Delivery
Planning Projects
Manager
40

Key Theme: SUPPORTING OUR PEOPLE
Aim:
Provide a well equipped, skilful and highly motivated workforce, able to work safely and whose composition reflects the diverse
communities that it serves.
Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
4.1 Develop HR Strategy in line with CFOA revised strategic objectives and building A Conley/ Jun 2008
upon the existing NIFRS HR Strategy Framework.
M Hughes
Publish NIFRS Strategy Document. A Conley/ Sept 2008
M Hughes
Commence implementation of year 1 Strategy. A Conley/ Mar 2009
M Hughes
4.2 Ensure that the Workforce Planning Group meets regularly to ensure sound A Conley/ Apr 2008
succession planning.
H Mawhinney
Review all administrative processes to consider reduced timescales from H Mawhinney Jun 2008
advertisement to appointment.
Review Wholetime recruitment process. A Conley/ Jun 2008
H Mawhinney/
AC J McCallum
Implement the recommendations arising from the review in the next Wholetime A Conley/ Mar 2009
recruitment phase.
H Mawhinney/
AC J McCallum
41

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
4.2 Ensure NIFRS staffing levels are maintained through Wholetime, Retained and A Conley/ Mar 2009
Support Staff recruitment processes.
H Mawhinney/
AC J McCallum
Review the application of the national ADC process within NIFRS, to achieve . A Conley/ May 2008
improved effectiveness
AC J McCallum
Review Code of Procedures on Recruitment and Selection. A Conley/ Sept 2008
M Hughes
Publish revised Code of Procedures on Recruitment and Selection. M Hughes Dec 2008
4.3 Complete the review of training support to Area Commands from FRSTC. A Conley Jun 2008
Finalise current Job Evaluations to ensure accurate job grading for support staff. AC J McCallum/ May 2008
H Mawhinney
Continue to review posts as vacancies arise to ensure they are filled as appropriate A Conley/ Mar 2009
by operational, support and other staff.
H Mawhinney
Progress the further development of the staffing structure within the Human A Conley Mar 2009
Resources Department
Review the Secretarial Support and Procurement functions and make necessary D Michail Nov 2008
recommendations in relation to staffing and structure.
42

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
4.4 Set up new Equality and Diversity Forum and develop 08/09 Business Agenda. A Davidson Jun 2008
Implement relevant actions arising from the new National Equality and Diversity Strategy. A Davidson Dec 2008
Carry out organisational wide monitoring exercise covering all diversity dimensions. A Davidson Mar 2009
Progress a schedule of further diversity awareness training through a range of A Davidson Mar 2009
planned initiatives in disability, age, gender and sexual orientation.
Assist all functions to progress all EQIA screening as required. A Davidson Mar 2009
Promote NIFRS as a viable career option for women and develop initiatives towards A Conley/A Davidson Dec 2008
achieving new proposed National targets of at least 12% of women in operational
roles by 2013.
Set a 5 year minority ethnic recruitment target in line with the representation in the A Conley/A Davidson Dec 2008
local working population.
4.5 Access leadership development to National standards, through the Fire Service A Conley/ Mar 2009
College Centre for Leadership. This is cross-cutting and includes Support Staff.
AC J McCallum
Continue to develop IPDS by progressing Personal Development Reviews with the A Conley/ Mar 2009
staff development framework.
AC J McCallum
Effective utilisation of existing Management Development Services contract. A Conley/ Sept 2008
AC J McCallum
Introduce personal development plans across the organisation. A Conley/ Mar 2009
AC J McCallum
Carry out organisational Training Needs Analysis (TNA) and implement organisation A Conley/ Mar 2009
training plan.
AC J McCallum
43

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
4.6 Expand the ‘Near Miss’ reporting in Health and Safety Management and interrogate AGC D Ashford Mar 2009
the information to improve safety in the workplace.
Ensure compliance with the Health and Safety Regulations. Implement and update AGC D Ashford Mar 2009
policies and procedures to match new or existing legislation.
Review and renew operational Aide Memoirs carried on all operational appliances. AGC D Ashford Mar 2009
Review 6 Occupational Health policies.GC A Magennis/ Dec 2008
M Hughes
Review Attendance Management Policy to ensure compliance with DDA M Hughes Dec 2008
and the Dispute Resolution Legislation.
Reduce the absence rates for all staff to 9.5 days/shifts per person. P Brown Mar 2009
Implement Dignity at Work Policy for all staff. M Hughes Dec 2008
Commence associated training for Managers. M Hughes Jan 2009
Continue to monitor Long-Term Sickness Absence and Early Retirements. A Conley/P Brown/ Mar 2009
GC A Magennis
Review of NIFRS Occupational Health Scheme. GC A Magennis Jun 2008
Introduce new fitness testing across the Service. GC A Magennis Mar 2009
Implement Trauma Awareness Training for 250 operational staff. GC A Magennis Mar 2009
44

Key Theme: MANAGING OUR RESOURCES AND MONITORING PERFORMANCE
Aim:
Provide a service committed to quality and continuous improvement and represents value for money.
Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
5.1 Co-ordinate NIFRS Capital Investment Progamme in line with outline Business Case D Michail/ Mar 2009
recommendations.
T McCormac/
Capital Projects
Manager
Development partnership framework with DHSSPS Health Estates Agency to take R Turley Sep 2008
forward NIFRS estate development.
Implement agreed estate refurbishment and maintenance programme. R Turley Mar 2009
Project manage the construction of the new Armagh Fire Station. R Turley Dec 2008
Bring forward recommendations for the further redevelopment of NIFRS D Michail Mar 2009
Headquarters (Stores, Operational staff at Wallace Avenue).
Develop, consult and implement NIFRS Estates Management and D Michail Mar 2009
Conservation Strategy.
5.2 Develop 3 year medium term Financial Strategy to align expenditure plans T McGonigal Aug 2008
to Comprehensive Spending Review (CSR) 2008.
Develop a Project Initiation Document for the review and updating of the Accounting T McGonigal/ Feb 2009
systems.
K Megaw
Review the payments methods of Retained Firefighters in line with National T McGonigal Feb 2009
Developments.
45

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
5.2 Review and discuss with FBU the possibility of standardising payments for T McGonigal Dec 2008
Wholetime Firefighters.
5.3 Review the training needs of departments with Procurement responsibilities and B Walker Mar 2009
implement appropriate training as necessary.
Develop appropriate Contract Management framework and key performance B Walker Mar 2009
indicators to achieve contract compliance and ensuring Best Value.
5.4 Review the existing Corporate Risk Management process to include linkages Internal Auditor/ Sept 2008
with Business Continuity Management and Strategic Planning.
T McCormac
46
Complete 8 scheduled internal audit reports planned for 2008/09: Internal Auditor Mar 2009
Payments;
International Financial Reporting Standards Preparation;
Contracts;
Property Services;
Equality and Fairness;
Health and Safety; and
Transport and Corporate Governance.
Ensure the implementation of the recommendations of the Operational Assessment Internal Auditor Mar 2009
of Service Delivery (OASD).
Collate 07/08 BVPI returns, report internally and forward to DCLG for comparative Internal Auditor Jun 2008
benchmarking.
Publish Quality Service Review on vehicle strategy and deployment. Internal Auditor Mar 2009
Review of all capital projects £50-100,000 with a PPE completion date prior to Internal Auditor Mar 2009
April 2008.

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
5.4 Monitor and report on Station and District Audits completed by operational Internal Auditor Mar 2009
personnel in 2008/2009.
Ensure responses to requests for information are within the agreed timescales for B Walker Mar 2009
Data Protection and FOI Policies and Procedures.
Review administrative processes to assess their effectiveness and make D Marshall Dec 2008
recommendations.
Develop and introduce record management procedures for the retention and D Marshall Mar 2009
disposal of documents
Co-ordinate responses to Assembly Questions Departmental Queries and other I Hill Mar 2009
correspondence within agreed timescales and develop appropriate recording
systems.
Review and update NIFRS Organisational Charts. H Kelly Oct 2008
Develop and consult on a revised Travel and Subsistence Policy. D Michail Mar 2009
Produce Annual Report 07/08. D Michail/ Jul 2008
C McNally
Produce and publish year end Accounts. T McGonigal Jul 2008
Undertake a review of pensions function to improve resilience. T McGonigal Aug 2008
Review internal financial systems and processes to ensure organisational efficiency T McGonigal Mar 2009
and effectiveness.
Consolidate purchase order system onto the Task system to improve the quality T McGonigal Mar 2009
and reliability of monthly and year end accruals information.
47

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
5.5 Implement a Performance Management database and produce necessary D Michail Mar 2009
performance management information.
Complete review of existing Key Local Performance Indicators in line with national/ D Michail Oct 2008
regional guidance.
Produce and monitor Priorities and Targets 2008-2013 and T McCormac/ May 08/
Annual Business Plan 2008/09. H Kelly October 08
Implement NIFRS Business Planning Schedule. T McCormac/ March 09
H Kelly
5.6 Implement NIFRS Fleet Replacement Programme: ACFO Wright/ Mar 2009
I Grimes
• Determine a technical specification for the procurement and purchase of a
Targeted Response Vehicle (TRV).
• Determine a technical specification for the procurement and purchase of a
specialist Wildland/Flood response vehicle fleet.
Implement appropriate research and development of PPE in line with evolving J McGrath Mar 2009
European and International Standards of Protection.
Continue to scope NIFRS PPE needs in response to an evolving operational ACFO T Wright/ Mar 2009
environment.
J McGrath
Introduce RFID technology for tracking and tracing of critical items of PPE. J McGrath Mar 2009
48

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
5.6 Review the current provision of and replace existing NIFRS Breathing Apparatus GC J Guy Mar 2009
Sets with next generation SCBA.
Complete research for procurement of specialist Pod Units, in line with NIFRS GC J Guy Mar 2009
Pod strategy.
Introduce replacement NIFRS BA communications system and next generation GC J Guy Dec 2008
BA facemasks.
Continue research and development of Compressed Air Foam System (CAFS) GC J Guy Mar 2009
Service-wide.
Continue implementation of NIFRS Replacement Ladder Strategy. GC J Guy Sept 2009
Roll out Working at Height Equipment Project training. GC J Guy/AC C Kerr Mar 2009
Implement interim restructuring of Technical Services (BA and Equipment GC J Guy Sept 2009
Workshops) with Transport Services, in line with ‘One Stop Shop’ strategy and
development of Technical R & D Services.
Continue with Research and Development Project for the introduction of Wildland ACFO T Wright/ Mar 2009
and other specialist equipment in response to an evolving operational environment. GC J Guy
Implement a Research and Development Project of Positive Pressure Ventilation GC J Guy Mar 2009
(PPV) Fans to scope their potential for introduction into NIFRS.
Implement a Research and Development Project to scope the operational potential GC J Guy/ I Grimes Mar 2009
of new generation High Output Foam WRLs.
49

Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
5.7 Introduce a fully integrated Electronic Document Records Management System ACFO T Wright/ Mar 2009
(EDRMS) as a constituent of an overarching electronic services delivery programme M Blair
in 2011.
Introduce a fully integrated and functional Corporate Information Hub. M Blair Mar 2009
5.8 Develop and Implement a new 5 year Corporate Communications Strategy C McNally/U Devlin Sep 2008
2008-2013 for NIFRS.
Develop and implement an Annual Corporate Communications Plan 2008-2009. C McNally/U Devlin Sep 2008
Develop and implement quarterly media relations programmes during 2008/09. C McNally/U Devlin Mar 2009
Develop and implement NIFRS Consultation Strategy for 2008/09. C McNally/U Devlin Mar 2009
Develop and test the Emergency Media Response Plan (crisis communications plan) C McNally/U Devlin Nov 2008
and synopsis for Section 7 of NIFRS Major Incident Plan – in conjunction with the
Police and other partner agencies.
Develop and embed the monthly Team Briefs across the organisation following the C McNally/U Devlin Feb 2009
findings/ recommendation of the review of Team Brief in March 2008.
Manage the 999 joint Charity of the Year initiative 2008/09. C McNally/U Devlin Mar 2009
50

Key Theme: PROTECTING THE ENVIRONMENT
Aim:
To contribute to a better and safer environment by developing NIFRS “Green” initiatives in line with
Environmental legislation and policy.
Strategic
Objective Task/Actions Lead Officer Annual Target
Ref No
6.1 Develop NIFRS environmental “Green Policy” and explore environmental D Michail Aug 2008
management system.
Reduce energy consumption by 2.5% in year. R Turley Mar 2009
Roll out Recycling Policy for paper, plastic and general waste. R Turley Mar 2009
6.2 Consider NIFRS pre-planning and response to flooding incidents in line with GC K Synnott Nov 2008
National Guidance.
51

Northern Ireland Fire & Rescue Service
1 Seymour Street,
Lisburn
BT27 4SX
T: 028 9266 4221
F: 028 9267 7402
www.nifrs.org
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