Download - Northern Ireland Fire & Rescue Service

Contents04050508080910111719Chief Fire Officer IntroductionPurpose of the PlanHow we manageWho we areWhat influences what we doHow we did last year - Managing Our PerformanceNIFRS Corporate Plan 2011/16What we want to do and how we are going to do ItHow much it will costAnnual Business Plan 2011/123

Chief Fire OfficerIntroductionWelcome to Northern Ireland Fire& Rescue Service’s Corporate Plan2011-2016, which sets out our Vision,Aims and Objectives for our Board overthe next 5 years.In the current economic climate, thefinancial pressures placed upon theorganisation will be significant;however, we will continue to driveservice improvements in order to meetthe increasing citizen expectations ofpublic service.In order to meet these ever increasingchallenges we will plan ahead andensure that we focus our resourceswhere our risk is highest. We willcontinually monitor and review whatwe do and how we do it to ensurethat we continually provide a highquality service to the communitywe serve.providers to improve community safetythrough proactive prevention andprotection work.In the challenging times ahead weare committed to working with ourstaff and whilst the future ischallenging, it will also bring greateropportunities for innovative ways toimprove the way we deliver anexcellent Fire & Rescue Service.Peter CraigChief Fire OfficerDelivering our priorities to improvethe safety of our communities willcontinue to be the cornerstone ofour strategic planning. We will exploreways we can work even closer withour partners and with other service4

Purpose of the PlanThis Corporate Plan sets out what NIFRS intends toachieve in terms of broad objectives over the next 5years in order to meet our statutory duties andbalance our budget in line with the Government’sComprehensive Spending Review. It provides detailsof some of our key achievements including ourperformance over the past year and it is reviewedeach year to ensure it continues to reflect thestrategic direction of the Service. The Plan willbe embedded within the organisation throughDirectorate Plans and shall be underpinned byour Annual Business Plan and PerformanceManagement process.How we manageVision, Mission and Core ValuesOur Vision in Northern Ireland Fire & Rescue Service will be achieved by providing the peopleof Northern Ireland with the highest possible standard of service.Vision Statement:Protecting Our CommunityMission Statement: To deliver a fire and rescue service and work in partnership with others to ensure the safetyOur 8 Core Values:and well-being of our communityPeopleLeadershipTeamworkIntegrityDiversityCommunicationPartnershipPursuit of ExcellenceWe value keeping our people safe and well trainedWe value leading by exampleWe value working togetherWe value the utmost integrity in everything we doWe value equality and fairness and we consider the needs of our staff and the communitywe serveWe value open and honest communication with our staff and with all our stakeholdersWe value working in partnershipWe value continuous improvement at all levels of our organisation5

This Plan forms a core element of thePerformance Management Framework ofthe Service. Our approach to performancemanagement is illustrated below:OurStakeholdersCorporatePlan• Mission & Vision• Values• Key Performance IndicatorsOurStakeholdersDeployment &Implementation• Annual Business Plan• Dept/Area/District/Station Plans• Personal Development PlansEach year as part of our CorporatePlanning process we:6OurPeopleOurPeopleAnnual PerformanceManagement• Statistical Reports• 6 Monthly Progress Reports• Audit Internal/External• Self Assessment• Annual Report and Statementof Accounts• Corporate Risk Register• Business Continuity Management• Budget MonitoringEnvironmentalScanning• Policy and Legislation• Stakeholder feedback• Scrutiny• Review of Public Administration• Public Service Agreement targets• Consider statutory requirements;• Review national and local priorities;• Review our Corporate Risk Register;• Analyse and re-evaluate our localrisks as part of our integrated riskplanning process;• Consider identified improvementsfrom internal and external reviews;• Review progress against StrategicObjectives in terms of performanceagainst targets; and• Audit and review existing Plans.

NIFRS Strategy Map below provides avisual representation of the key elementswithin our organisational strategy.This is based on 6 Key Strategic Themes.Each Theme has a number of Objectivesand Actions required to carry out theseNIFRS STRATEGY MAPObjectives. This Strategy Map sets ablueprint for the provision of fire andrescue services in Northern Ireland.It has been developed within a frameworkof national, regional and corporate driversand from the local community context inNorthern Ireland.STAKEHOLDER OUTCOMES/VALUES• Managing Our Resourcesand Monitoring Performance• Supporting Our People• Protecting Our EnvironmentInputs/processes- Human Resources- Physical Resources- Financial Resources- Relational Resources• Core Service Delivery• Responding to Emergencies• Developing a Safer community• Leading and Managing ChangeCorporate direction- Mission, Vision, Values- Themes, Aims, Objectives• Key Enablers- Corporate Communications- Business Improvement- Performance Management- Governance/AuditENVIRONMENTAL SCANNING/STAKEHOLDER CONSULTATIONLinked to each of the StrategicObjectives within our Business Plan wehave set out a number of associatedTasks/Actions for the period 2011/12together with Lead Officers and Targets.7

Who we areNorthern Ireland Fire & Rescue Service serves the entire population of NorthernIreland, an area of over 5,500 square miles, with a population of 1.7 million.The strategic direction, performance and scrutiny of Northern Ireland Fire &Rescue Service is overseen by the Board which comprises a non-executiveChair, the Chief Fire Officer and 10 non-executive Members, 4 of whom areDistrict Councillors.What Influences What We Do8Northern Ireland Fire & RescueService, like other Fire & RescueServices across the UK, findsitself having to deliver efficientand effective services in aconstantly changing andchallenging environment.NIFRS has to deliver enhancedresilience capacity, operatea risk-based approach todetermining appropriate levelsof preventative and responsiveservice delivery at local level,make provision for rescuingpeople from road traffic collisions,implement far-reaching targets toimprove the diversity of itsworkforce and deliver a publicservice in a tighter financialclimate. The Service must alsocontinue to deliver its “corebusiness” of fire and rescueservices.The key challenges and influencesfor NIFRS over the next 5 years2011-2016 are:• EfficiencyEnsuring value for money inthe Fire & Rescue Servicewithout increasing the risk tothe public or Firefighters.• PerformanceDeveloping strategicperformance managementsystems, defining whatmatters, measuring this andthen managing it to improvethe overall performanceof NIFRS.• Managing PeopleBuilding a workforce fitfor purpose supported byvisionary and effectiveleadership operating in apartnership context. NIFRShas set itself challengingtargets in order to seesignificant cultural changein the organisation over thenext 5 years.• Working in PartnershipImproving scope forcollaboration to generateimprovements and savings,and systematically identifyingcosts and benefits associatedwith partnership workingso NIFRS resources canbe prioritised.

These internal challenges areset within a wider externalcontext as part of a politicalmulti-stakeholder environmentwith multiple, often conflictingagendas including:• Northern Ireland Assemblyand Central GovernmentAgenda for Change;• Tighter Fiscal Climate - newComprehensive SpendingReview period (2011-2014);• Environmental and SocialIssues - flooding, climatechange, ageing populationand areas of deprivation,carbon reduction; and• Programme for GovernmentPublic Service AgreementTargets.How we did last year - Managing our performanceThe Service records information about every incident it is called to and uses this to analyse the location and causes of fires, road traffic collisionsand other emergencies. For the last few years, we have also been using a computer modelling system to predict risk. We are increasingly usingthis information to target our activities where it is most needed, both through operational response and community safety work.The following table outlines our performance over the past 5 years for a number of the existing KPIs (Key Performance Indicators).Key IndicatorsNumber of accidental fire deaths indwelling fires*(* Figures subject to state pathologist report)Number of serious civilian injuries in dwellingfires**(** Figures subject to outstanding Fire Reports)Number of accidental dwelling firesNumber of deliberate primary firesNumber of deliberate secondary firesPercentage of working smoke alarms inprivate dwellingsWorking days/shifts lost to sickness absenceby all staffTargetPerformance06/07 07/08 08/09 09/10 10/11Reduce the number of accidental fire deaths in private dwellings. 13 7 9 7 11*Reduce by 2% year on year (10% reduction by 2015) the number ofnon-fatal casualties in accidental dwelling fires (excluding precautionarychecks and treated at scene) per 100,000 population from the 09/10baseline (131).Reduce the number of accidental dwelling fires by 2% year onyear (10% reduction by 2015) from the 09/10 baseline (819).Reduce by 2% year on year (10% reduction by 2015) the number ofdeliberate primary fires from the 09/10 baseline (2039).Reduce by 4% year on year (20% reduction by 2015) the number ofdeliberate secondary fires from the baseline average figure ofthe last five years (10,571).Achieve and maintain a 98% smoke alarm ownership inprivate dwellings.181 134 142 131 137**829 837 822 819 8062,761 2,673 2,180 2,039 1,83211,329 11,442 10,119 9210 10,36098% 94% 94% 99% 99%Achieve an average of 7 days/shift lost per year by 2015. 11.8 10.4 8.2 8.6 9.19

NIFRS Corporate Plan2011/1610

What we want to do andhow we are going to do itResponding toEmergenciesStrategic Aim:Provide and maintain an efficient andeffective fire and rescue service which isresponsive to the needs of the communityin Northern Ireland.We will achieve this by:• Improving service delivery throughthe process of integrated riskmanagement planning and interagencyand partnership workingwith other emergency services andpartner agencies.• Reviewing NIFRS CBRN(E) Strategyincluding benchmarking with UK Fire& Rescue Services.• Implementing operational policiesand procedures to address statutoryresponsibilities and the draftEmergencies Order.• Replacing the Command and ControlSystem by 2014 and GD92 MobilisingTechnology System (Phase 2) in 2012.We will measure our services byevaluating our targets:• 999 emergency response times; and• Operational Resource Availability.11

Developing a Safer CommunityStrategic Aim:Reduce the incidence of fire and otheremergencies by the provision of an efficientand effective safety education, advice andlegal enforcement service.We will achieve this by:• Enforcing The Fire and Rescue Services(Northern Ireland) Order 2006 andproviding a risk-based inspectionprogramme and fire safety information.• Providing education and communityengagement activities to raiseawareness to the dangers of fireand other emergencies.• Develop and implement a strategyencompassing policy, procedures, assetmanagement and training to enableNIFRS to effectively contributeto a multi-agency approach toresilience and civil contingencyarrangements in NI.• Developing a nationally accreditedemergency cover modelling tool aspart of NIFRS Emergency CoverReview Programme.We will measure our services by evaluatingour targets:• Public Service Agreement - Investingin Health and Education;• Number of deliberate primaryor secondary fires (arson);• Smoke Alarm ownership in dwellings;• False alarms caused by automaticfire detection apparatus;• Number of Home Fire SafetyChecks; and• Number of risk-based Audit inspectionsof commercial premises.• Expanding community facilities to allDistrict Commands by 2015.• Complying with all relevant Healthand Safety at Work Legislation toensure the safety of NIFRS staff.• Number of primary fire deaths;• Number of civilian injuriesin primary fires;• Number of accidental dwelling fires;12

Leading and Managing ChangeStrategic Aim:Lead, plan and manage organisationalchange in line with present and future needsand expectations of stakeholders and thecapacity to deliver.We will achieve this by:• Delivering excellence through a visiblecommitment of continuous improvementand quality frameworks, processes andsystems and implementing a BusinessImprovement Strategy for NIFRS.- Achieving Investors in PeopleAccreditation by 2012;- Implementing EFQM assessmentrecommendations;- Achieve Quality ManagementSystem Accreditation in selectedbusiness areas by 2014; and- Introduce and monitor CustomerExcellence Standards by 2012.• Working in partnership with clientadvisers, DHSSPS and StrategicInvestment Board to developNIFRS Infrastructure CapitalInvestment Programme.- Completing construction ofRathfriland Fire Station by 2012 andOmagh Fire Station by 2014; and- Developing new Integrated Trainingfacility at Cookstown by 2014.• Utilising the potential of moderntechnologies to deliver business changeand policy outcomes designed toimprove NIFRS services to the NI public.- Implement ICT Strategy 2010-2015;- Implementing Incident RecordingSystem (IRS) by 2012; and- Introducing a fully integratedElectronic Documents RecordManagement System (EDRMS)by 2015.• Improving cross-border Fire &Rescue Service networks in relationto Service Delivery.- Delivering ‘Driving Change’ InterregIVa project by 2013; and- Implementing partnership initiativesarising from cross-bordercollaboration.• Continuing to review organisationalneeds in relation to strategy, processesand delivery of services.• Developing, implementing andreviewing a Corporate CommunicationsStrategy 2011-16.• Developing an Operational AssuranceStrategy including performancemeasurement, benchmarking andpeer review.We will measure our services by evaluatingour targets:• Work with other partner agencies toreduce the number of people killedand injured on our roads.Public ServiceAgreement (PSA) 14 -Promoting Safer Roads.13

Supporting Our PeopleStrategic Aim:Provide a well-equipped, skilful and highlymotivated workforce, able to work safelyand competently, whose compositionreflects the diverse community we serveand whose commitment is to achievetheir highest personal potential andoptimum performance.We will achieve this by:• Implementing NIFRS HumanResource Strategy 2009-14.• Implementing the organisationalLearning & Development Strategy2009-2014.• Developing an integrated approach toworkforce planning, successionplanning and career development toensure that future organisationaldemands are met.• Implementing NIFRS Equality & DiversityStrategy 2010-2020, ensuring thatwe promote equality and diversity inall aspects of our support for staffand customers.• Reducing the level of absenteeismthrough pro-active AttendanceManagement and the continuedimplementation of the OccupationalHealth Scheme and other measures.• Complying with all relevant Health andSafety at Work Legislation to ensure thesafety of personnel in operational andnon-operational environments.• Reviewing the Personal DevelopmentSystem for staff to ensure that thecapabilities of staff are designed tomeet business needs.• Implementing a strategic Training NeedsAnalysis for the Operations Directorate.We will measure our services by evaluatingour targets:• Reduction on attacks on emergencyservice personnel and damageto appliances;• Reduction in reportable accidents inthe workplace and serious accidentsand injuries;• Absenteeism; and• Equality Monitoring.14

Managing our Resources and Monitoring PerformanceStrategic Aim:Provide a service that provides valuefor money and is committed to qualityand continuous improvement.We will achieve this by:• Implementing NIFRS FinancialStrategy in line with the newComprehensive Spending Review2011-2014 to ensure transparency,accountability and value for money.• Implementing ReplacementStrategies 2008-2018 forequipment, fleet and PersonalProtective Equipment (PPE).• Implementation of NIFRS EstatesManagement Strategy 2011-2016.• Delivering an IntegratedPerformance Management andPlanning processfor NIFRS 2011-2016.• Deliver organisational improvementthrough self-assessment, peerassessment and risk-based InternalAudit Programme.• Ensuring Corporate Governancearrangements in NIFRS aretransparent and effective.• Implementing OrganisationalReview recommendations (DIDand NIAO).• Providing timely and accurateperformance and financialmanagement reports and adviceto NIFRS Board, CorporateManagement Team, AreaCommanders and BusinessUnit Heads.• Conducting a fundamental reviewof resource management to ensureservice delivery models reflectcommunity and organisational risk.• Put in place an OperationalPerformance Inspectorate tomonitor, review and addressemergent issues relating tooperational risk management,operational assurance andservice delivery.We will measure our services byevaluating our targets:• Efficiency savings - EnablingEfficient Government; and• Monitoring and reporting progresson Organisational ChangeManagement Programme.15

Protecting the EnvironmentStrategic Aim:Contribute to a safer environment forour communities by implementingNIFRS environmentally-friendlyinitiatives in line with Governmentlegislation, policy and targets.We will achieve this by:• Implementing NIFRS CarbonManagement Plan 2011-2016.• Providing an enhanced capabilityat incidents preventing adverseimpact on the environment.We will measure our services byevaluating our targets:• Reduce NIFRS CO 2 emissions by3% year on year.16

How Much it will CostRevenue Budget:The 2011/12 Revenue Budget for NIFRS is £81.4m. The table below providesan analysis of our Revenue Budget by category of expenditure:2011/12 Revenue Budget 2011/12 Projected OutturnExpenditure Category £’000 % £’000 %Staff Costs 61,331 75.3 59,857 77.2Other Staff Costs 382 0.5 222 0.3Training 1,169 1.4 1,212 1.6Operating Expenditure 6,152 7.5 6,314 8.1Premises Costs 4,164 5.1 4,326 5.5Revenue Budget2011/2012Miscellaneous 5%Establishment Cost 4%Hired & Contracted 2%Premises 5%Operating Expenditure 8%Training Costs 1%Other Staff Costs 0%Hired and Contracted Services 1,429 1.8 1,446 1.9Establishment Costs 2,914 3.6 1,693 2.2Staff Costs 75%Miscellaneous 3,900 4.8 2,463 3.2Total Budget 81,440 100.0 77,533 100.0The provision of emergency cover withina defined budget is an ongoing challengefor Northern Ireland Fire & RescueService. However, NIFRS is committed toproviding a value for money service byensuring that:• Proper robust controls exist inthe use of public funds;• Accurate and timely information isprovided to internal and externalstakeholders; and• All services operate in the mostefficient manner possible.During 2010/11 NIFRS, with the fullsupport of staff across the organisation,was able to operate with a 2% reductionin expenditure compared to the 2009/10outturn. This reduction was achievedwhilst continuing to provide a first classemergency service to the NI public.17

During the year Fire and Rescue Servicescontinued with the ambitious reform andmodernisation agenda. The Fire SafetyRegulations (NI) 2010, a new piece ofLegislation, was introduced in November2010. This Legislation placed additionalstatutory responsibilities onthe organisation. NIFRS became theenforcing authority in respect of themajority of non-domestic premises.It is therefore required to visit premisesto ensure compliance with Fire SafetyLegislation. The pressures associated withthe new Legislation are in addition to thefire safety community education workalready provided by the organisation.Over the 3 year CSR 2007 period, NIFRSwas able to achieve cumulative savingsof £5.7m in line with previously approvedDepartmental objectives. During 2011/12NIFRS is required to operate with reducedannual resource cover of 1.5%, as agreedwith DHSSPS.Capital BudgetThe approved 2011/12 opening CapitalBudget for Northern Ireland Fire & RescueService is £3.631m. NIFRS continues toinvest in its emergency fleet, estate and ICTinfrastructure in order to ensure that wemaintain and indeed improve the operationalcapability of the organisation. The followingtable provides an analysis of expenditure.Opening Capital Budget2011/20122011/12 Opening Capital Budget 2010/11 Closing Capital BudgetExpenditure Category £’000 % £’000 %Land & Buildings 1,778 49 143 4Emergency Appliances,Cars and Vans1,040 29 2,627 70Equipment 813 22 955 26Total Budget 3,631 100.0 3,725 100.0Land & Buildings 49%Emergency Appliances,Cars and Vans 29%18Equipment 22%

Annual Business Plan2011/1219

Key Theme: Responding to EmergenciesAim: Provide and maintain an efficient and effective fire and rescue service which isresponsive to the needs of the community in Northern Ireland.Annual Business Task 2011-2012 Target Completion Lead OfficerDevelop and sustain an Operational Intelligence Strategy, with appropriate technical support, which willenable NIFRS to discharge its statutory responsibilities under existing Health and Safety Legislation and tocontribute to a safer operating environment for personnel.March 2012Deputy Chief Fire OfficerFurther develop and implement a CBRN(E) Strategy for NIFRS which reflects the nationally agreed modeland which ensures the long-term capability management of CBRN(E) operations.March 2012Deputy Chief Fire OfficerDevelop and implement operational policy and procedures to ensure NIFRS can address statutoryresponsibilities under the draft Emergencies Order.March 2012Deputy Chief Fire OfficerDevelop and implement an Emergency Response Strategy to ensure NIFRS retains the emergency responsecapability to respond safely and effectively to those incidents it is reasonably foreseeable it will be requiredto attend.March 2012Deputy Chief Fire Officer20

Key Theme: Developing a Safer CommunityAim: Reduce the incidence of fire and other emergencies by the provision of an efficientand effective safety education, advice and legal enforcement service.Annual Business Task 2011-2012 Target Completion Lead OfficerRaise awareness of the dangers of fires in the home and workplace, unwanted fire signals andanti-social behaviour through the provision of safety messages, Home Fire Safety Checks, leafletdrops, youth engagement initiatives and student education packs.March 2012Director of Community DevelopmentDevelop and consult upon an implementation strategy for the provision of Community FireStations/Community Safety Rooms across the organisation.March 2012Director of Community DevelopmentComply with all relevant Health & Safety at Work Legislation to ensure the safety of personnel inoperational and non-operational environments by conducting workplace audits, implementing theOccupational Road Risk Policy and monitoring local health and safety action plans.March 2012Director of Community DevelopmentEnforce The Fire and Rescue Services (Northern Ireland) Order 2006 by providing a risk basedinspection programme of 7,000 audits across the Province and seeking customer feedback.March 2012Director of Community DevelopmentDevelop Memoranda of Understanding and work with relevant partner agencies to deliver therequirements of The Fire and Rescue Services (Northern Ireland) Order 2006.March 2012Director of Community DevelopmentDevelop a Memorandum of Understanding and work in conjunction with the Criminal Justicesystem to co-operate and share information and expertise in relation to Fire Investigation.March 2012Director of Community DevelopmentDevelop and implement a strategy encompassing policy, procedures, asset management andtraining to enable NIFRS to effectively contribute to a multi-agency approach to resilience andcivil contingency arrangements in NI.March 2012Deputy Chief Fire OfficerInitiate, validate and maintain empirical analysis of operational and community risk information aspart of the NIFRS Emergency Cover Review Programme utilising a nationally accreditedemergency cover modelling tool.March 2012Deputy Chief Fire Officer21

Key Theme: Leading and Managing ChangeAim: Lead, plan and manage organisational change in line with present and future needsand expectations of stakeholders and the capacity to deliver.Annual Business Task 2011-2012 Target Completion Lead OfficerDeliver organisational excellence through the implementation of:• Customer Service Standards;• External assessment feedback improvements;• Year 2 of the Investors in People Action Plan.December 2011March 2012March 2012Director of Planning& Corporate AffairsDevelop NIFRS Infrastructure Capital Investment Programme by:• Developing Business Cases for Fintona, Newtownstewart, Cushendall, Downpatrickand Ballymena Fire Station rebuilds;• Complete construction of Rathfriland Fire & Rescue Station;• Develop detailed design proposals and obtain full planning approval for a new Fire &Rescue Station in Omagh;• Complete site survey, develop and submit Business Case to DHSSPS for One Stop Shop.March 2012May 2012March 2012December 2011Director of Planning& Corporate AffairsContribute to NI Road Safety Agenda:• Interreg IVa Project Driving Change;• NIFRS Road Safety Strategy;• EU Charter.March 2012March 2012March 2012Director ofTechnical DevelopmentDevelop and improve the resilience of resource mobilisations by the provision a range of support optionsincluding:• Progressing replacement/upgrade of existing systems including GD92, ICCS, UPS MIS upgrade;• Progressing with introduction of new systems including MODAS, FSEC Unified communications.March 2012March 2012Director ofCommunity DevelopmentProgress the development of a new integrated college at Desertscreat, Cookstown in partnership with PSNI,Prison Service and SIB.March 2012Chief Fire Officer22

Annual Business Task 2011-2012 Target Completion Lead OfficerDevelop and implement Year 1 (2011/12) of the Corporate Communications Strategy 2011-2016 March 2012 Corporate Communications ManagerImplement Year 2 of NIFRS ICT Strategy 2010-2015:• Review and implement, where necessary, procedures to improve resilience to deal with peakservice delivery demands and spate conditions;• Review location and functionality of Standby Control arrangements; and• Complete implementation of the extended Command Support Unit technology project in allCommand Support Units.March 2012Director of Community DevelopmentDevelop enhanced partnership working arrangements with other emergency services and partneragencies to contribute to effective inter-operability and enhanced project collaborationMarch 2012Deputy Chief Fire OfficerMonitor, assess and apply data and feedback obtained from operational and community riskanalysis in order to develop and implement an Integrated Risk Management Plan (IRMP) forNIFRS capable of integration with the wider NIFRS Corporate Plan.March 2012Deputy Chief Fire OfficerDevelop and implement an operational assurance strategy for NIFRS which incorporatesoperational performance measurement, benchmarking and peer review.March 2012Deputy Chief Fire Officer23

Key Theme: Supporting our PeopleAim: Provide a well-equipped, skilful and highly motivated workforce, able to work safelyand competently, whose composition reflects the diverse community we serve and whosecommitment is to achieve their highest personal potential and optimum performance.Annual Business Task 2011-2012 Target Completion Lead OfficerImplement Year 3 of NIFRS Human Resources Strategy 2009-2014. March 2012 Director of Human ResourcesComplete the recruitment process for * Wholetime, Retained, Director of HR, Area Commanders and allother approved vacant posts.March 2012* Director of Technical Development/Director of Human ResourcesImplement second Equality Scheme including associated training. March 2012 Director of Human ResourcesImplement agreed actions arising from the 2020 Vision NIFRS Equality & Diversity Strategy 2010-2020. March 2012 Director of Human ResourcesReview absenteeism through pro-active attendance management and implement Attendance ManagementPolicy for Retained Duty System staff.September 2011Director of Human ResourcesReview and update Personal Development Plans for all staff. March 2012 Director of Technical Development/Director of Human ResourcesImplement Year 3 of the Organisational Learning & Development Strategy 2009-2014. March 2012 Director of Technical DevelopmentConduct and implement a strategic training needs analysis for the Operations Directorate which addressesthe key dependencies relating to the Directorate Business Plan and which contributes to the wider processof continuous professional development of staff.March 2012Deputy Chief Fire Officer24

Key Theme: Managing our Resources and Monitoring PerformanceAim: Provide a service that provides value for money and is committed to quality andcontinuous improvement.Annual Business Task 2011-2012 Target Completion Lead OfficerImplement Year 1 of Delivery and Innovation Division (DID) Audit Report Action Plan and take forward agreedareas of improvement identified in Northern Ireland Audit Office/Audit Commission Assessment Report.March 2012Corporate Management TeamEnsure corporate governance arrangements are effective through the implementation of an agreedinternal audit schedule and the revision of relevant policy documents.March 2012Director of Planning & CorporateAffairs/Head of Internal AuditDevelop, publish and monitor NIFRS Corporate and Annual Business Plans and publish astakeholder synopsis.September 2011Director of Planning &Corporate AffairsDevelop, consult upon and begin implementation of NIFRS Estates Strategy. December 2011 Director of Planning &Corporate AffairsProvide timely and accurate financial updates through the preparation of annual budgets, monthlymanagement accounts, quarterly financial performance trends and the review of Business Cases andEconomic Appraisals.March 2012Director of Finance &Performance ManagementImplement Year 4 of Replacement Strategies 2008-2018 for Equipment, Fleet and PersonalProtective Equipment.March 2012Director of TechnicalDevelopmentConduct a fundamental review of resource management and associated policies in NIFRS to ensure thatservice delivery models reflect community and organisational risk and can be sustained by an effectiveresource management strategy.March 2012Deputy Chief Fire OfficerDevelop, within the Operations Directorate, an Operational Performance Inspectorate to monitor, review andaddress emergent issues relating to operational risk management, operational assurance and effectiveservice delivery.March 2012Deputy Chief Fire Officer25

Key Theme: Protecting the EnvironmentAim: Contribute to a safer environment for our communities by implementing NIFRSenvironmentally friendly initiatives in line with government legislation, policy and targets.Annual Business Task 2011-2012 Target Completion Lead OfficerImplement Year 1 of NIFRS Carbon Management Plan 2011-2016. March 2012 Director of Planning &Corporate Affairs26

Northern IrelandFire & Rescue ServiceHeadquarters1 Seymour StreetLisburn BT27 4SXTel: 028 9266 4221Fax: 028 9267 7402ISBN 978-0-9566975-1-6enquiries@nifrs.orgwww.nifrs.org