Draft London Safety Plan 2010/2013 - Fire Brigades Union London

arrangements, equipment maintenance and disaster
recovery plans. Dedicated project teams are in place to
manage the larger change proposals and our
performance management systems help us to monitor
progress against project milestones as well as informing
where further improvement can be made in other
business areas.
Aim 4 - Resources
To minimise costs and provide value for money for
Londoners, working with others where we can
this opens us up to many areas of challenge including;
how we implement change; plan for the future; use our
funding and staff resources; manage our supply chains;
and how we manage our day-to-day services. This is a
very complex risk environment and a considerable
amount of our risk management activities are
concentrated here. Some of key controls include business
continuity planning, performance management system,
self-assessment and review, asset and estates
management, project support office, procurement
planning, continuity testing of suppliers and public
consultation.
To manage our performance and continuously improve
the services we deliver
CORPORATE RISK 3: An event or combination of events,
results in failure of one or more mission critical activities
CORPORATE RISK 6: Business processes to support
delivery of our improvement programme are ineffective
which impacts on the business benefits delivered
CORPORATE RISK 8: Ability to deliver our services is
compromised by the location or condition of our premises
CORPORATE RISK 10: Organisational and individual
capacity is unable to deliver change while maintaining
business as usual
CORPORATE RISK 22: Inaccurate specifications of user
requirements results in procurement of goods or services
which are not fit for purpose
CORPORATE RISK 24: Uncertainty over funding and
opportunities for income generation restricts the
organisation to dealing with the short term only,
preventing effective planning for the future
CORPORATE RISK 26: Supply chain fails or does not
provide value for money as a result of inappropriate
procurement management
CORPORATE RISK 30: London Safety Plan doesn’t
identify or address all the significant risks to London
reducing its effectiveness
Business risk management: This plan contributes to how
well we are managing our resources and addressing the
significant risks to London. Providing a value for money
service means scrutinising all areas of the organisation to
ensure that we continue to provide the best possible
service to London with the resources we have. Naturally,
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Aim 5 - People
To develop a positive and healthy culture with strong and
effective leadership
To embed ownership, responsibility and accountability at
all levels of the organisation
To make sure our staff have the right knowledge and
skills to do their jobs
CORPORATE RISK 2: A lack of clear and consistent
leadership weakens our ability to prioritise and deliver our
objectives
CORPORATE RISK 34: The management of the process
of change to working practices or terms and conditions of
employment leads to industrial action
CORPORATE RISK 35: There is a reduction in
performance due to failures attracting, selecting or
developing or retaining a diverse and suitably qualified
workforce
Business risk management: Our staff members are at the
centre of our organisation and the quality and
effectiveness of our service depends on how well we
invest in our people. Ensuring that our staff have the right
skills and opportunities to develop as well as providing
the confidence to lead and take responsibility for their
actions is a demanding but rewarding challenge and is
open to a number of risks. Risk management in this area
incorporates leadership strategy, training, personal
development and appraisal systems, industrial relation
structures, targeted development and our equalities
action plan.
Aim 6 - Principles
To work with others to keep people safe