Fife Fire and Rescue Service Service Plan 2009-12 - Home Page

Fife Fire and Rescue ServiceService Plan 2009-12Making our communities safeWorking to make Fife a great place to live, work and visit !

Section 1: Service OverviewService ContextFife Fire and Rescue Service provides a wide range of prevention andemergency response services for our residential and businesscommunities, covering a geographical area of some 1300 km 2 and apopulation of 360,500.This Service is delivered through 14 fire and rescue stations which aresupported by our service headquarters based in Thornton. The morepopulous areas of Fife have stations staffed by firefighters on thewholetime duty system (WDS) based in Dunfermline, Glenrothes,Kirkcaldy, Lochgelly, Methil and Rosyth. Eight stations located inAnstruther, Auchtermuchty, Burntisland, Cupar, Newburgh, St.Andrews, St. Monans and Tayport provide service to the rural areas ofFife and these are staffed by firefighters on the retained duty system(RDS).To ensure we deliver effective front line services we have an authorisedestablishment of 386 WDS firefighters, 112 RDS firefighters and 22control staff, supported by 42 single status staff and 26 emergencyvehicles; all strategically located throughout the KingdomThe cost to provide the Service in 2009/10 is estimated at £25.24million.The Service Corporate Management Team (FFRS CMT) consists theChief Fire Officer, the Deputy Chief Fire Officer and four areamanagers (AM) who each have responsibility for one of fourdirectorates whose functions include:• Operations – Provides intervention services and incorporates theemergency planning function.• Community Safety – Provide services including prevention andlegislation functions and includes risk reduction, which incorporatesdata management and the service control centre, which acts as thecontact point for the people of Fife.• Business Services - Provides corporate support services includingfinance, performance & governance, communications, facilitiesmanagement and stores.• Workforce - Manages human resource, health & safety and drivertraining, and includes learning & development, which provides trainingfor external agencies as well as our own staff.ChallengesThe Fire and Rescue Framework for Scotland 2005 identifies strategicpriorities for the Service, which include:• Fire prevention and risk management;• Intervention response to emergencies, including resilience andnew dimensions;• Workforce, and;• PerformanceWe also make a key contribution to delivering Fife Council’s Big 8policy priorities of improving community safety, as identified in theFife Council Plan.Making Fife’s communities safer is one of 5 key outcome themes withinFife’s Community Plan: ‘A Stronger Future for Fife,’ as well as beingcentral to the National Outcomes on which the Single OutcomeAgreements are based. Aligning these outcomes to FFRS strategicgoals will focus our resources on sustainable projects and activities thatwill continue to improve our performance. Key to this will be theintegration of our strategies with the new Area Committees.Corporate objectives will see us undertake a comprehensive review ofthe Service, which will be underpinned by; the Emergency ResponseWorking Group (ERWG). The Fire and Rescue Framework for Scotlandand particularly the Fire (Additional Functions) Scotland Order havebroadened significantly the rescue expectations placed upon theService. In order to ensure that new activities are integrated into theService and align with existing demands in the most effective andefficient manner the ERWG will consider our emergency provision and;the Risk Analysis Working Group will analyse the needs of ourcommunities.

Section 1: Service OverviewA second corporate objective will continue on from the objectivecommenced in 2008; where we will oversee the commissioning of anew modern community fire station at Pitreavie arising from theamalgamation of fire appliances, equipment and resources from theexisting stations at Dunfermline and Rosyth. As well as the obviousbuilding works and HR matters we are also preparing for the challengeof engaging with the communities in the West of Fife to inform them ofthe benefits of their new community station.In responding to external audit and national inspection regimes, theService has recently reviewed progress and identified the need to focuson workforce development and cultural change and this is reflected in anumber of goals under the workforce priority. We will undertake acultural audit in April 2010 to assess progress against the 2005/6results and implement further actions to address deficiencies.The service is committed to positively contribute to the sustainabilitychallenge and will cooperate fully with the proposed carbon audit in2009/10 making every effort to act on outcomes to deliver the target of3% carbon emission reduction year on year.We seek to become, and be recognised as, a top performing Scottishfire and rescue service and to demonstrate this through managing theperformance of our service to deliver best value, best practice andvalue through partnership working.Key Plans and Strategies• Fire (Scotland) Act 2005 & associated Regulations – The Actdetails the duties of the Fire & Rescue Service, which include thepromotion of community safety as well as responding toemergencies, such as fire. The Act also specifies who hasresponsibility for fire safety in non-domestic premises in Scotland.• Fire & Rescue Framework for Scotland 2005 – sets out policies,objectives and guidance for Fire and Rescue Authorities in carryingout their functions under the Fire (Scotland) Act 2005.• Preparing Scotland – brings together, in one place, guidance onthe philosophy and structures, with statutory guidance on theimplementation of the Civil Contingencies Act 2004 and theContingency Planning (Scotland) Regulations 2005, for goodpractice and the integration of national and local planning foremergencies.• The Concordat – an agreement in 2007 between ScottishGovernment and COSLA that sets out the terms of a newrelationship based on mutual respect and partnership andunderpins the funding arrangements for 2008 – 2011.• Single Outcome Agreement – The ‘national outcomes’ agreedbetween national and local government in the Concordat addressthe improvements sought across Scotland as a whole in quality oflife, opportunities in life and living context. Each local partnershipneeds to examine trends and issues in their own area, andestablish local priorities within that context.• Fife Community Plan 2007-2010 Defines the Fife Partnership’sshared vision & outcomes for Fife. Accompanied by CommunityPlanning Milestone Indicators.• Fife Council Plan – Sets out the council’s key priorities, whichidentifies Improving Community Safety as one of the Council’s “Big8”.• Fife Community Safety Partnership CS Strategy 2008-2011 –The partnership is responsible for the “Making Fife’s CommunitiesSafer” theme within the Fife Community Plan. It aims to work inpartnership to ensure that people in Fife can live in confidence andwithout fear for their own or other people’s safety.• Fife Fire and Rescue Service – Youth Development Strategy –Sets out the principles and priorities for improving thecommunication and engagement between FFRS and the young

Section 1: Service Overviewpeople of Fife, in partnership with Education, Special Work, youthorganisations and other partnership agencies. FFRS flagshipDiversiFIRE programme continues to improve the life skills of youngpeople and also adds to the service’s capacity to interact with them.• Fife Fire and Rescue Service Community Safety Policy – Thisdocument details the focus for community safety activities based onrisk information identified through Integrated Risk Managementplanning. The focus on the elderly and those living in rentedaccommodation remains a priority for the service.• Safer Neighbourhoods – An Antisocial behaviour Strategy forFife – This document aims to reduce the level of antisocialbehaviour and provide high quality services for victims by workingeffectively in partnership with key services and agencies.• Safer Travel Strategy 2008-2011 – This strategy takes a holisticlook at all aspects of safer travel. Safe Drive Stay Alive is a keycontributor to this strategy.

Section 2: Strategy Map of Service DeliveryPreventionInterventionWorkforcePerformancePrioritiesFocus support on those at riskEnsure an effectiveemergency responseDevelop a safer,healthier, competentand diverse workforceEncourage andpromote positivebehavioursBecome, and berecognised as, a topperforming Scottish Fireand Rescue ServiceGoalsDeliver a range of educationalcommunity safety programmestargeting key groupsDeliver a range of domestic firesafety risk assessmentprogrammes targeting vulnerablegroupsDeliver guidance and enforcementin relation to non-domestic firesafety requirementsReduce accidents and injuriesfrom fires and road traffic collisionsthrough a targeted, risk basedapproachProvide effectiveemergency responsecapabilities based onthe needs of ourcommunitiesMaintain an effectivecommand and controlinfrastructureEnsure the Service issuitably prepared todeal with majorchemical, biological,radiological, nuclearand terrorist incidentsand other majoremergencies.Be an employer ofchoice who attracts andretains high quality staffthat reflects the diversepopulation of FifeImprove the health,safety and wellbeing ofour staffEncourage a culture oflearning for all staff andto develop and assessstaff for their role and totheir full potentialClarify and strengthenthe contribution of eachindividual employeeEnsure support andleadership thatpromotesprofessionalism and aculture of mutualrespectEnsure fairness,equality and diversityacross all businessareasEnsure that all ouractivities are CustomerfocusedDevelop ourOrganisationDemonstrate BestValue and ContinuousImprovementDemonstrate BestPractice and InnovationEnsure that all ouractivities contribute tosustain and improveour environmentDemonstrate valuethrough partnershipWorkingEffective and Efficient Management of Assets & ResourcesPeople Management Financial Management Facilities & Fleet Management Information & ICT Management

Section 3: Financial InformationRevenue Budget 2009/12 2009/10 Capital Budget 2009/12 2009/10 2010/11 2011/12£’000 Capital Sub-Theme £’000 £’000 £’000Prevention & Risk Management 922 Protecting People & Property 3,385 1,494 976Intervention 14,173Workforce 927 Total Budget 3,385 1,494 976Assets & Resources 9,214Total Budget 25,236Revenue Budget 2009/12 2009/10 2010/11 2011/12£’000 £’000 £’000Employee Costs 22,448 22,811 23,964Premises Related Expenditure 940 1,033 1,045Transport Related Expenditure 565 560 567Supplies & Services 858 857 860Third Party 74 74 74Transfer Payments 0 0 0Support Services 0 0 0Capital Financing Costs 0 0 0Total Expenditure 24,885 25,335 26,510Income -1,932 -1,968 -2,003Service Managed Budget 22,953 23,367 24,507Corporately Managed Budgets 2,283 2,061 2,067Net Expenditure 25,236 25,428 26,574

Section 4: Service Delivery ObjectivesDelivery of Key Business ResultsStrategic Goal Key objective/actions Timescales 2009-12 AccountabilityProvide effective emergency Review of Fife Fire and Rescue ServiceDecember 2009 Corporateresponse capabilities based • Emergency Response Working GroupNovember 2009 Management Teamon the needs of our• Risk Analysis Working GroupNovember 2009 (FFRS CMT)communitiesEmergency Response Working Group (ERWG)Feeding into the corporate objective to conduct a review of Fife Fireand Rescue Service the ERWG will review the provision for:• Heavy Rescue and Urban Search And Rescue• Command and Control• Height Rescue - Aerial Rescue Pump/Aerial Ladder Platform• Line Rescue• Water and Flood – High Volume Pump• Chemical Management, Decontamination and EnvironmentalProtection• Collate and produce reports for the FFRS CMTNovember 2009September 2009September 2009September 2009September 2009September 2009September 2009November 2009Area ManagerOperationsRisk Analysis Working Group (RAWG)• Establish terms of reference and group members• Deliver a project plan and project initiation document (PID)• Develop an information protocol to assess risk• Generate a suite of scenarios that align priorities to resources• Provide an interim report on progress• Produce a risk profile for FFRS• Produce a final report for the FFRS CMT outlining opportunities todirect resources to high risk areasNovember 2009February 2009March 2009March 2009June 2009July 2009Sept 2009November 2009Area ManagerCommunity Safety

Section 4: Key Service Delivery ObjectivesDeliver a range of domesticfire safety risk assessmentprogrammes targetingvulnerable groupsCarry out a full review of, and further develop communication linksbetween, Operations and Community Safety (CS)• Set terms of reference and membership of group• Produce a project plan for Area Manager Community Safety toinclude:o The development of a communication structureo The development of a CS Database Reporting structureo Improved access to CS information, media, leaflets, etc.o Identification of training needso The development of support systems for station planningo Enhance liaison with the Area Committee structureo Identification of local performance indicators for CS activities• Review the Service policy and procedure number 13 section 1• Report to FFRS CMTOctober 2009March 2009April 2009September 2009October 2009Group ManagerCommunity SafetyReview the Home Fire Safety Risk Assessment (HFSRA) Strategy• Identify from social data the future target groups/areas for HFSRA• Review existing referral routes to and from the Service• Identify gaps• Improve partnership working with, e.g. Social Work and NHS• Improve access to the Service for HFSRA• Provide information gathering training to operational personnel• Carry out review of CS Database• Report to FFRS CMT on future strategy from 2010 onwardsJanuary 2010April 2009May 2009July 2009August 2009September 2009July 2009December 2009January 2010Group ManagerCommunity Safety

Section 4: Key Service Delivery ObjectivesDeliver guidance andenforcement in relation to nondomesticfire safetyrequirementsDeliver guidance andenforcement in relation to nondomesticfire safetyrequirementsConduct a Service Review of the Delivery of Legislative Fire SafetyProvision• Collate and analyse existing relevant data• Challenge, Compare, Compete and consult• Using Fire Service Emergency Cover (FSEC) and Integrated RiskManagement Plan (IRMP) data, determine future requirements• Provide recommendations on future service delivery• Produce report on findings to FFRS CMTRaise Awareness of Domestic and Commercial Sprinklers• Provide stakeholders with key information on the design ofsprinklers, their cost benefits and the protection they provide lifeand property• Consult with key services to produce: -o A framework document for commercial Fife Councilpremiseso A framework document for sprinklers in new Fife CouncilHousing• Get documents agreed at relevant Committee levelJanuary 2010April 2009June 2009August 2009November 2009January 2010February 2010March 2009June 2009February 2010Group ManagerCommunity Safety(Legislation)Group ManagerCommunity Safety(Legislation)

Section 4: Key Service Delivery ObjectivesMaintain an effectivecommand and controlinfrastructureFirelink Project• Complete Outstation Surveys• Complete Vehicle Surveys• Upgrade the SunGard DS2000 Integrated Command and ControlSystem• Complete Pre-installation building/electrical work at stations• Complete Infrastructure Site Acceptance Tests (Phase A complete)• Complete Outstation Installation Work• Complete Mobile Data Terminal (MDT) integration work• Complete training of Operational and Control users and SystemManagers• Complete Vehicle installations – radios and MDT’s for fireappliances, radios only for Officers vehicles• Phase B completeOctober 2009February 2009February 2009March 2009March 2009April 2009May 2009June 2009July 2009September 2009October 2009Group ManagerCommunicationsand StrategicSupportDelivery of Customer ResultsStrategic Goal Key objective/actions Timescales 2009-12 AccountabilityEnsure that all our activitiesare Customer focusedTo carry out Surveys to the public through Council / Opinion ResearchServices• After the incident surveys• Home Fire Safety checks• School Fire Safety visits• Annual report to the Police Fire & Safety Committee• People’s Panel• Resident SurveysJune 2009-12June 2009-12June 2009-12October 2009-12ContinuousContinuousGroup ManagerPerformance &Governance

Section 4: Key Service Delivery ObjectivesDelivery of People ResultsStrategic Goal Key objective/actions Timescales 2009-12 AccountabilityDevelop our Organisation Service Restructure ImplementationJune 2009 Deputy Chief Fire• Formal consultationApril 2009Officer• Middle Manager ADC procedureApril 2009• Prepare implementation proposal• Communicate implementation procedure• Commence implementation of new organisational structureMay 2009May 2009June 2009Ensure support andleadership that promotesprofessionalism and a cultureof mutual respectCultural Development• Gender Equality Training• Implement Contribution Management• Leadership and Management DevelopmentMay 2009May 2009ContinuousArea ManagerWorkforceImprove the health, safety andwellbeing of our staffOccupational Health Review• Determine future Occupational Health (OH) requirements• Provide recommendations on future service delivery• Produce report on findings to FFRS CMT• Implement new OH provisionOctober 2009May 2009June 2009June 2009September 2009Area ManagerWorkforce

Section 4: Key Service Delivery ObjectivesManagement of Assets & ResourcesStrategic Goal Key objective/actions Timescales 2009-12 AccountabilityProvide effective emergencyresponse capabilities basedon the needs of ourcommunitiesCorporateManagement Team(FFRS CMT)Pitreavie Project• Human resource requirements, watch profiles, skills etc• Appliance deployment• Traffic management requirements• Communication/Media campaigns includingconsultation• Community fire safety campaigns• Station and Appliance nomenclature• Decommissioning Dunfermline and Rosyth fire stations• Opening Ceremony of new facilityMarch 2010September 2009September 2009February 2010March 2010March 2010September 2009March 2010March 2010

Section 5: Service Performance ScorecardResultRef.No.Indicator 06/07Result07/08Result1 st – 3 rdQtrs08/0908/09Target09/10TargetCurrentStatusKey Business Results G A RDeliver a range CPI 85 The number of fire incidents resulting in casualties per 10,000 population (SPI) 1.4 1.00 0.86 1.33 1.30 of educationalCPI 86 The number of fatal and non-fatal fire casualties per 10,000 population (SPI) 1.5 1.17 0.97 1.41 1.38 communitysafetyCPI 87 The number of accidental dwelling fires per 10,000 population (SPI) 6.95 6.83 5.24 6.62 6.49 programmes FFRS 1 % of young people successfully completing the DiversiFIRE programme 89.9% 100% TBC (Q4) 100% 90%targeting key FFRS 2 Number of Secondary Fire 2362 1909 1045 1913 1760 groupsFFRS 3 Number of Malicious Calls 157 151 108 128 118 FFRS 4 The number of Fires caused by wilful fire raising 320 235 235 259 238 FFRS 5 The number of people attending the Safe drive Stay Alive programme 4531 4200 TBC (Q4) 4500 5000FFRS 6 Number of Home Fire Safety Risk Assessments (CFS database) 4500 3976 3339 4600 4600 Deliverguidance andenforcement inrelation to nondomesticfiresafetyrequirementsFFRS 7 Number of smoke detectors fitted 7277 5965 4609 7500 6500 FFRS 8Fire Safety Audits – The % of High & Med risk premises visited against annualworkload20% 87% 67% 90% 95% Customer Results G A REnsure that allour activitiesare CustomerfocusedCPI 146 Number of formal Fife Fire & Rescue Service complaints 9 12 10 N/A N/AFFRS 9 Number of complaints received dealt with effectively 9 12 10 N/A N/AFFRS 10 After the Incident survey 93% 97% TBC (Q4) 98% 98%FFRS 11 Overall Satisfaction of Home Fire Safety Checks 97% 98% TBC (Q4) 99% 99%FFRS 12 Overall Satisfaction of Fire School Safety Visits 82% 82% TBC (Q4) 85% 85%FFRS 13 FOI requests handled within 20 day limit 147 79 TBC (Q4) 100% 100%

Section 5: Service Performance ScorecardResultDeliver arange ofeducationalcommunitysafetyprogrammestargeting keygroupsProvideeffectiveemergencyresponsecapabilitiesbased on theneeds of ourcommunitiesRef.No.FFRS 14FFRS 15Indicator 06/07Result% of young people who thought that Safe Drive Stay Alive was a worthwhileexperienceResponse Standards - Time taken from assignation to attendance - % oftotal where standards were satisfied – (Primary Fires & RTC’s)1/04/08 new recording procedures:Dwelling Fires – 1 st pump attendance2 nd pump attendanceRoad Traffic Collisions07/08Result1 st – 3 rdQtrs08/0908/09Target96% 96% TBC (Q4) 98% 98%N/R 90.32% New recording procedures belowN/RN/R94.10%89.25%79.28%90%95%80%09/10Target90%95%80%CurrentStatusPeople Results G A REffectiveworkforcemanagementCPI 133Employee perception of leadership: index based on a basket of 17 Fife Fire & RescueService employee survey questionsN/R 71% TBC (Q4) 72% 72%CPI 134Employee perception of communication: index based on a basket of 19 Fife Fire &Rescue Service employee survey questionsN/R 70% TBC (Q4) 71% 71%CPI 135Employee perception of achievement culture: index based on a basket of 17 Fife Fire& Rescue Service employee survey questionsN/R 74% TBC (Q4) 75% 75%CPI 136Employee perception of employee development: index based on a basket of 10 FifeFire & Rescue Service employee survey questionsN/R 65% TBC (Q4) 66% 66%CPI 137Employee perception of line management: index based on Fife Fire & Rescue Servicecontribution management 360° feedback survey resultsN/R 73% TBC (Q4) 74% 74%FFRS 16 Sickness absence - Rider shifts only 5.97% 5.21% 4.3%

Section 5: Service Performance ScorecardResultEffectiveworkforcemanagementRef.No.CPI 141CPI 142CPI 143Indicator 06/07ResultTotal expenditure on Fife Fire & Rescue Service training & development as apercentage of payroll spendPercentage of the highest paid earners among Fife Fire & Rescue Serviceemployees, that are women : Top 2% (SPI)Percentage of the highest paid earners among Fife Fire & Rescue Serviceemployees, that are women : Top 5% (SPI)07/08Result1 st – 3 rdQtrs08/0908/09Target0.32% 0.21% 0.37% N/A N/AN/R N/R N/R N/A N/AN/R N/R N/R N/A N/A09/10TargetCurrentStatusFFRS 21 Fair treatment at work: number of applications received 2 1 TBC (Q4) N/A N/AFFRS 22 Employee turnover - All staff expressed as a percentage, target is all retirees 3.6% 1.1% 0.66% N/A N/AManagement of Assets & Resources Results G A REffectivemanagementof buildings,facilities, andfleet assetsincludingenergymanagementEffectiveManagementof FinancialResourcesEffectivemanagementof ICTresourcesCPI 43 Total Fife Fire & Rescue Service energy consumption (Million kWh) 4,069,159 4,231,795 2,329,242 3,828,672 3,713,812CPI 44Total Fife Fire & Rescue Service energy consumption - Carbon emissions(Tonnes)1,181 1,236 656 1,111 1,077CPI 45Total business mileage claimed by Fife Fire & Rescue Service employees (Excl.fleet)136,448 142,692 90,265 128,384 124,532CPI 46Total business mileage claimed by Fife Fire & Rescue Service employees -Carbon emissions (Tonnes - Excl. fleet)45 47 30 42 41CPI 47 Total Fife Fire & Rescue Service fleet fuel consumption (litres) 134,678 148,556 107,360 126,718 122,917CPI 48Total Fife Fire & Rescue Service fleet fuel consumption - Carbon emissions(tonnes)354 390 279 333 323FFRS 23 Vehicle accident stats - Recorded by number and / or cost to Service N/R 31 18 N/R 22FFRS 24 Vehicle faults - Out with normal service schedule N/R 605 508 N/R N/ACPI 152 Revenue Expenditure vs. Budget - Fife Fire & Rescue Service 97.16% 98.02% 99.52%97.5% -102.5%98.5% - 100%CPI 153 Capital Expenditure vs. Budget - Fife Fire & Rescue Service 100% 88.62% 100% N/R 100%FFRS 25 Processing of invoices by Fire Service within 25 days of receipt N/R N/R N/R N/R 100%CPI 159Invoices paid within 30 calendar days as a percentage of all Fife Fire & RescueService invoices paid90.3% 88.5% 93.3% 90% 90%CPI 156 Percentage of Fife Fire & Rescue Service PCs under 5 years old N/R 97.21% TBC (Q4) N/A N/A