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									Strategic Plan: 2011 - 2014
Strategic Plan 2010 - 2013




Contents
    1. Introduction
    2. Our Challenges and Drivers
    3. Strategic Context
    4. 2011-2014 Plan on a page
    5. Aligning resources to deliver the Strategic Plan
    6. Our performance during 2010
    7. Celebrating success
    8. Strategic Objectives
    9. Paying for the Service
    10. Contacting us
    11. Other languages
    12. Your Views




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Introduction
We welcome you to our Strategic Plan, which covers the three year period 2011 - 2014.

The purpose of the Plan is to communicate to our communities, partners and staff the strategic objectives of the Humberside Fire Authority
and the ways in which we shall drive Service improvement in an extremely challenging public sector financial environment.

The financial pressures placed upon the Service will be significant and coupled with a growing localism agenda where public services will be
expected to work in a much more integrated way to deliver better outcomes for communities. Against a backdrop of reduced public
spending and greater citizen expectation of public services the Fire and Rescue Service is also undergoing a national strategic review, which
may result in radical changes in Fire and Rescue Service purpose and how it delivers services in the future. To meet these challenges our
strategies need to be flexible and adaptable to the rapidly changing environment public services will have to operate within. This will include
exploring opportunities to improve efficiencies through increased sharing, collaboration or integration of support functions, premises and
other services and assets.

Delivering our priorities to improve the safety of our communities will continue to be the cornerstone of our strategic planning. We will
explore ways we can work even closer with other service providers, the private and voluntary sectors to improve community safety through
prevention and protection work.

To underpin our approaches to risk management, we will further develop flexible and resilient fire cover arrangements that track the
changing risks within our communities. This means better focussing our resources where the risk is highest by ensuring that the way we
crew our fire engines, the types of fire engines we use and the skills of our people who crew them are better aligned to the risks within the
localities they cover.

In meeting these challenges we will ensure that the Service has the right management, delivery and governance structures. This means that
our workforce needs to better reflect our communities and our structures empower managers at all levels to be innovative and creative.




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People are going to be concerned about change in their Fire and Rescue Service and they want to be sure that whenever they make an
emergency call to us, there will be a quick and effective response. We share this view and we want to emphasise our commitment to making
sure that at any time we have the right people with the right resources to deal with fires and emergencies, in an effective and speedy way.

Our staff will also be concerned about the uncertainties change brings, but we are committed to working with our staff too, in order to work
through these uncertain times together as whilst the future is challenging, it will also provide greater opportunities for innovative ways to
improve the way we deliver an excellent fire and rescue service.

Councillor John Briggs
Chair, Humberside Fire Authority

Frank Duffield
Chief Fire Officer & Chief Executive




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     Our Challenges and Drivers

     We have taken account of the following when preparing this plan:

   The Government priority of reducing the national economic deficit           The introduction of a Regional Control Centre in 2013, which will
    will mean less money for all public services.                                handle our emergency calls and mobilise our fire engines has
   There will be a greater need to balance effectively our prevention,          triggered the development of new ways of working.
    protection and response capability within a tighter financial climate.      The predicted increased frequency of extreme weather conditions
   The growing focus around localism will require greater integration of        means that we need to further develop our resources to make sure
    our services with those of other public services.                            that we continue to respond effectively to events such as flooding
   There will be a greater need to work more collaboratively with other         and water rescue.
    fire and rescue services and other public services to achieve better        More than ever, public services need to consider the sustainability
    economies of scale.                                                          agenda, in particular we need to reduce carbon dioxide pollution
   We will need to further develop our workforce to ensure we have              from our buildings and transport and minimise any negative
    the right skills for a modern fire and rescue service.                       environmental impact from the incidents we attend and the
   We need to engage better with local employers so they can support            interventions we make.
    us in staffing our fire engines in rural areas.                             We will have a growing role to play working with other agencies to
   The effect of the economic slowdown worldwide and the recession              manage risks such as terrorist attacks and chemical, biological,
    may lead to high levels of arson and property fires due to social            radiological or nuclear (CBRN) incidents.
    decline.                                                                    The governmental Strategic Review of Fire and Rescue Services may
   The changing demographic profile of communities will require new             radically affect the role and remit of the Fire and Rescue Service in
    approaches to allow us to reach those who are most vulnerable.               the coming years. Outcomes are expected early 2011.




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Strategic Context
The Strategic Plan will be refreshed each year to ensure it continues to reflect the strategic direction of the Service and remains flexible to
consider new issues. The Plan will be embedded within the organisation through Directorate Plans and shall be underpinned by our
performance management processes.

Vision
        Safer Communities; Safer Firefighters

Strategic Objectives

        To prevent loss of life and injuries from emergency incidents
        To reduce the risk in our communities
        To respond quickly and effectively to emergencies when requested
        Making the best use of the resources we have to deliver more economic and efficient services
        Establishing new ways of working to deliver more effective services
        Continuing to develop our committed, flexible, safe, skilled and healthy workforce

Core Values

We will:
   Be professional (through learning and development) in every way we serve our communities
   Act with integrity and trust, be transparent and open to improvement through change
   Respect one another and promote equality and diversity
   Help create a working environment that is stimulating, enjoyable and rewarding




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 2011-2014 Strategic Plan on a page
2011-2014 Strategic Plan on a page
 The table below provides an overview of strategy and and the we will achieve our objectives.
The table below provides an overview of ourour strategy the ways ways we will achieve our objectives.

                                                 STRATEGIC                     PERFORMANCE MEASUREMENT
                                                                                  PERFORMANCE MEASUREMENT
                                                 STRATEGIC                                                                       DELIVERY DELIVERY
                                                 OBJECTIVES               OUTCOMES             OUTCOME MEASURES
                                                OBJECTIVES                   OUTCOMES               OUTCOME MEASURES
                                            Preventing loss of    Fewer deaths              Number of deaths
                                            Preventing lossfrom
                                             life and injuries
                                                               of    Fewer deaths                  Number of deaths
                                            life and injuries from Fewer injuries
                                             emergency incidents
                                                                                              Number of injuries
                                                                     Fewer injuries                Number of injuries
                                            emergency incidents Fewer accidental fires
                                             Reducing risk in our                             Number of accidental fires
                 Community




                                            Reducing risk in our     Fewer accidental fires            Number of accidental fires
        Community




                                             communities                                                                          INTEGRATED RISK
                                                                   Fewer deliberate fires     Number of deliberate fires
                                            communities                                                                                  INTEGRATED
                                                                                                                                  MANAGEMENT PLAN RISK
                                                                     Fewer deliberate fires            Number of deliberate fires
                                             Responding quickly                                  Performance against                     MANAGEMENT PLAN
                                             and effectively to
                                            Responding quickly    Always respond quickly and                           standards
                                                                                                 emergency responseagainst
                                                                                                       Performance
                                             emergencies when
                                            and effectively to    effectivelyrespond quickly and
                                                                    Always                       Level emergency response standards
                                                                                                       of public satisfaction
                                             requested
                                            emergencies when        effectively
                                            requested best use
                                             Making the                                                Level of public satisfaction
                                Resources




                                            of the resources we
                                             have to the best use
                                            Making deliver more
                           Resources




                                            of the resources we
                                             economic and
                                            have to deliver more Value for money services                                  SERVICE
                                             efficient services                               Efficiencies targets
                                                                                                                           IMPROVEMENT PLANS
                                            economic and
                                             Establishing new                                                                      SERVICE
                                             ways of services
                                            efficientworking to
                     Process




                                                                  Value for money services         Efficiencies targets
                                                                                                                                   IMPROVEMENT PLANS
          deliver more
         Establishing new
          effective services
               Process




         ways of working to
          Continuing to                                       FRS Equality Framework
         deliver more
        Learning &




          develop our                                         achievement level             WORKFORCE
 Growth Growth




         effective services    A committed, skilled, safe,
          committed, flexible,                                Operational training targets  DEVELOPMENT
         Continuing to         healthy and flexible workforce      FRS Equality Framework STRATEGY
          safe, skilled and
                                                              RoSPA QSA System
Learning &




          healthy our
         developworkforce                                          achievement level               WORKFORCE
                                 A committed, skilled, safe,
         committed, flexible,                                      Operational training targets
                                                  Medium Term Financial Plan                       DEVELOPMENT
                                 healthy and flexible workforce
         safe, skilled and                                                                         STRATEGY
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         healthy workforce
5
                                                      Medium Term Financial Plan

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Aligning resources to deliver the Strategic Plan
       Aligning resources to deliver the Strategic Plan
Aligning our resources more effectively is critical in delivering our strategic priorities. We have an established approach to service and financial
       Aligning our resources have the resources to in delivering our strategic priorities. We have an established
planning to ensure that wemore effectively is criticaldeliver these priorities and drive service improvement. approach to service and financial
       planning to ensure that we have the resources to deliver these priorities and drive service improvement.
Our service delivery structure has geographically matched the Unitary Authority areas since 2008; this allows us to ensure we have the right
      Our service delivery structure has geographically matched the Unitary Authority areas since 2008; this allows us to ensure we have the right
      balance of resources to tackle local priorities. Our Strategic Plan is aligned with the Medium Term Financial Plan in order that our resources
balance of resources to tackle thethe local priorities. OurStrategic Plan is aligned with the Medium Term Financial Plan in order that our resources
       matched against our priorities. An overview of how our planning framework aligns to support priorities is shown below:
can becan be matched against our priorities. An overview ofhow our planning framework aligns to support locallocal priorities is shown below:


                                                      Sustainable Community Strategies for each
                                                    Sustainable CommunityStrategies for each of of
                                                      the Unitary Authorities
                                                    the Unitary Authorities


                                                      Strategic Plan- Humberside Fire & Rescue
                                                    Strategic Plan- Humberside Fire & Rescue
                                                      Service Strategic Objectives and Values
                                                    Service Strategic Objectives and Values


                                                      Corporate Plans- Medium Term Financial Plan
                                                    Corporate Plans- Medium Term Financial Plan
                                                      Integrated Risk Management Plan
                                                    Integrated Risk Management Plan

                                                      Directorate Delivery Plans and Community
                                                      Protection Unit Delivery Plans
                                                    Directorate Delivery Plans and Community
                                                    Protection Unit Delivery Plans

                                                      Section and Fire Station Delivery Plans

                                                    Section and Fire Station Delivery Plans

                                                      Individual Performance and Development
                                                      Reviews
                                                    Individual Performance and Development
                                                    Reviews
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Our performance during 2010
In 2010 the National Framework for the audit of public services, known as Comprehensive Area Assessment was abolished by the Coalition
Government to reduce the burden of audit upon public services. However we continue to monitor and report our own performance through
the Service’s Annual Performance Report, which can be found on our website.

During 2010 the Service has continued to exceed its 2004-07 baseline targets for reducing injuries from fires, and the number of fires
occurring. We are also below the national average with regard to fire related fatalities although during 2010 there were five deaths within the
Service area the same as our 2004-07 baseline.

                                          Performance measure                                                2010 actual       %+/-
Reducing the number of primary fires by 15% against our 2004-07 baseline average of 3391 fires/year
Reducing preventable fire deaths by 25% against our 2004-07 baseline average of five deaths/year
Reducing fire related injuries by 16% against our 2004-07 baseline average of 122 Injuries/year
Reducing arson by 15% against our 2004-07 baseline average of 6888 arson incidents/year

An assessment of the Humberside Fire and Rescue Service’s operational preparedness in March 2010 identified that the Service is
operationally effective and is meeting its statutory duties.

In addition we have continued to perform well against our emergency response standards during 2010 with an average response time to fires
in the home of X*minutes/seconds and Y* minutes/seconds to road traffic collisions. Both are well within our minimum emergency response
standards. In addition Z%* of Service users responding to our After the Incident Surveys relating to fires in the home were satisfied with the
service they received.
*To be added later in the year




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Celebrating Success
During 2010 the work of various teams and individuals within the Service has been recognised locally and nationally. Some examples of this are
briefly outlined below.




                                                      To be added at a later stage




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Strategic Objective 1
Prevent loss of life and injuries from emergency incidents

Prevention activity shall continue to be at the heart of our work. In taking this forward we will explore ways to better target those people who
are most vulnerable for example elderly people, people with disabilities, ethnic minorities, those living in poor quality housing, drug and
alcohol users and those involved in crime and disorder. We will do this by working even closer with other service providers, the private and
voluntary sectors to reduce the numbers of people killed or seriously injured (KSI) in fires and on our roads.

We will achieve this by:

     Reviewing our prevention activities, processes and resourcing to ensure they are proportional, focussed and balanced with our
      response capabilities as outlined in our Integrated Risk Management Plan
     Working much closer with other service providers, the private and voluntary sectors
     Continuing to promote the benefits and installation of automatic sprinkler systems in domestic, commercial, industrial and educational
      premises
     Continuing to provide free home fire safety checks and smoke alarms to those most vulnerable

We will measure our success by achieving our targets:

       Reducing fire deaths by X%*
       Reducing fire related injuries by X%*

*To be added later in the year




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Strategic Objective 2
Reduce the risk in our communities

Integrated Risk Management Planning (IRMP) is about public safety, reducing the number of emergency incidents and their severity and saving
lives. It has shifted the focus in planning to put people first, looking at the risks arising from all fires and other emergencies, and at the options
for reducing and managing these risks. We will continue to balance our resources between preventing and responding to emergencies; in
doing so we aim to maintain our progress in reducing the number of fires. In a tighter financial climate that balance will be more difficult to
achieve but is vital to reducing the risk in our communities.

Deliberate fires continue to be a significant problem in many areas and we will do more work with our partners to reduce arson and antisocial
behaviour. We will also have a key role in enforcing fire safety regulations for non-domestic premises through audit, giving advice and working
with those responsible for premises to make improvements where necessary. In carrying out our enforcement responsibilities, we will take an
open and proportionate approach in line with the principles of good enforcement set out in the Enforcement Concordat.

We will achieve this by:

      Reviewing our protection activities, processes and resourcing to ensure they are proportional, focussed and balanced with our
         response capabilities as outlined in our Integrated Risk Management Plan
        Focussed delivery of our risk based audit and enforcement programme
        Better targeting our home fire safety checks to those most vulnerable
        Working in partnerships to tackle deliberate fires
        Proactively maintaining a Service risk profile aligned to inform those of other service providers

We will measure our success by achieving our targets:

        Reducing arson by X%*
        Reducing the number of non deliberate fires by X%*

*To be added later in the year

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Strategic Objective 3
Respond quickly and effectively to emergencies when requested

Having effective arrangements in place to respond to emergencies is critical for both public and firefighter safety.

As well as responding to the traditional emergencies such as fire in homes and road traffic collisions, the fire and rescue service has a vital role
to play in protection against the largest risks such as terrorist attacks, chemical, biological, radiological or nuclear (CBRN) incidents or major
disasters including flooding. Through our approach to managing risk we will make sure that we have the right resources in the right place at
the right time.

We will achieve this by:

      Continuously monitoring and reviewing our emergency response standards
      Further improving our equipment and procedures to respond to extreme emergencies, such as flooding
      Increasing the range and capabilities of our operational vehicles and equipment to make sure it can meet future needs
      Building on our technical rescue capability, including rescues from height and confined space
      Monitoring and reviewing our operational performance through audit, debrief and training
      Reviewing our response resources to ensure they are proportional, and balanced with our prevention and protection activities as
       outlined in our Integrated Risk Management Plan
      Reviewing the crewing arrangements of our fire stations and emergency vehicles to ensure they reflect levels of risk and activity




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Strategic Plan 2010 - 2013




We will measure our success in the following ways:

a) By achieving our emergency response standards of:

Sending two fire engines to every dwelling fire and road traffic collision. On at least 90% of occasions the first engine will be there in the
following times:

        Very High and High Risk Areas 8 minutes
        Medium Risk Areas 12 minutes
        Low Risk Areas 20 minutes
        Road Traffic Collisions in any Risk Area 15 minutes

When we send a second fire engine at the time of a call, at least 80% of the time it will be at the incident within five minutes of the first
engine.

For high societal risk in buildings other than homes, at least 90% of the time two fire engines will arrive within eight minutes of receiving a call.

High societal risk means that the incident is located in an area where there is the risk that a large number of people could be harmed by a single
incident.

For incidents that require the resources of 10 or more fire engines from the onset, a minimum of 10 fire engines will be on scene at the
incident within 45 minutes of the start of the incident.

b) The level of public satisfaction with our response to emergencies.




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Strategic Plan 2010 - 2013




Strategic Objective 4
Making the best use of the resources we have to deliver more efficient services

The public sector challenges of a tighter economic climate coupled with increasing pressures for efficiency will mean that we need to make
sure that we are making best use of our financial, physical, human and natural resources to provide value for money services to our
communities. As with all public services we must show the necessary leadership to protect the environment by reducing our carbon footprint
and implementing sustainability strategies. Corporate governance includes leadership, performance and managing risk and opportunities.
Having an effective governance framework allows us to monitor whether we are achieving our objectives and consider whether those
objectives have led to us delivering appropriate cost effective services. Making best use of our resources will mean that our prevention,
protection and response work is efficiently targeted to maximise impact and that we have the right amount and type of fire stations,
equipment and people, in the right place, at the right time, to deal most effectively with the changing demands on the Service. Similarly we
must ensure that our back office functions provide cost effective support services, including appropriate economies of scale.

We will do this by:
                                                                                Reviewing the disposition of response resources and
        Researching, and where appropriate proposing and                        resource arrangements for all prevention activity
         consulting on, options for reducing costs to the public                Reviewing the managerial layers and spans of control across
         without reducing frontline services. Options may include full           the organisation using a systems thinking approach
         mergers with other Services, shared management teams,                  Continually reviewing our arrangements for governing the
         shared or outsourced support services                                   Authority and Service
        Considering whether our levels of support services and                 Exploring opportunities to use our Estate in a shared or
         service delivery are suitable for best delivering our                   collaborative way with other service providers and citizens
         responsibilities within the budgets available                           in communities
        Exploring ways to generate income                                      Implementing an Environmental Management System
                                                                                 (EMS) aimed at reducing the Service’s carbon footprint and
                                                                                 managing its natural resources

We will measure success by ensuring budgetary control within current and future financial constraints.


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Strategic Objective 5
Establishing new ways of working to deliver more effective services

The challenges we are facing mean that we must develop new ways of working to make sure we make the organisational improvements
needed to ensure we continue to provide services citizens expect. Central to this is information and communications technology (ICT),
which supports virtually every aspect of the working life of the Service, in particular it focuses on providing effective systems to manage our
resources and maintain accurate operational risk information relating to dangers that our firefighters may face when responding to
emergencies and informing our risk management approach to prevention, protection and response.

The transition to Regional Control Centres (RCC) will require more common approaches across fire and rescue services in the way they
respond and deal with emergencies, including standardising operational equipment and procedures. To support this transition new ways of
working are being developed as part of the Fire Control Project.

Working differently together in partnership or in combination will be a key enabler for all public services to deliver improved local
outcomes for communities. To this we must challenge existing approaches and develop our internal processes to better integrate with
those of other service providers.

We will achieve this by:
       Improving our information communications technology, including better integration of our community and operational risk
        information systems and mapping systems, both internally and with other service providers
       Progressing the Fire Control Project to achieve effective transition to a Regional Control Centre
       Reviewing functional processes across the organisation using a systems thinking approach
       Exploring and implementing broader collaborative ways of working with other Fire and Rescue Services and emergency response
        organisations

We will measure our success through outcomes associated with:
Delivery of Service improvement plans (including the Integrated Risk Management Plan)
Local delivery of the transition to Regional Control Centres


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Strategic Objective 6
Continuing to develop a committed, flexible, safe and skilled workforce

Our people are our most valuable asset in delivering an effective and efficient fire and rescue service. We aim to develop our workforce so that
it better reflects our communities by being an employer of choice, so we can recruit, keep and develop the highest quality staff. We have
adopted the Equality Framework for the Fire and Rescue Service and are currently working towards ‘Excellent’ level. We continue to prioritise
and support staff development for employees at all levels so they can work as effectively as possible, whilst ensuring health, safety and welfare
management systems are in place to support a safe and healthy workforce.

We will do this by:                                                         We will measure success through:

        Carrying out annual individual performance reviews based                 Operational training targets
         on clearly identified outcomes to be achieved                            Achieving the ‘Excellent’ level of the FRS Equality
        Making sure that all aspects of the workplace we support all              Framework by 2013
         employees to work safely and to the best of their ability                Absenteeism across all duty systems and employee groups
        Ensuring that our operational training and assurance                      decreasing
         processes are appropriate to the emergencies we may need                 Work related accidents and injuries decreasing
         to attend




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        Paying for the Service



        The Medium Term Financial Plan will be aligned to this Strategic Plan and consulted upon separately, once outcomes of the
        2010 Comprehensive Spending Review are known.




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        CONTACTING
     CONTACTING US US
          Our website: www.humbersidefire.gov.uk
                 Our website: www.humbersidefire.gov.uk

          Service Headquarters
                   Service Headquarters
          Summergroves Way
                   Summergroves Way
          Kingston upon Hull
          HU4 7BB
                   Kingston upon Hull
                   HU4 7BB
          Tel: 01482 565333
                   Tel: 01482 565333
          East Riding CPU Headquarters      North Lincolnshire CPU
                   East Riding CPU Headquarters
          New Walkergate                    Headquarters North Lincolnshire CPU
          Beverley New Walkergate           Laneham Street
                                                         Headquarters
          HU17 9EQ Beverley                 Scunthorpe Laneham Street
          Tel: 01482 398500
                   HU17 9EQ                 DN15 6JP     Scunthorpe
                                            Tel: 01724 295900
                   Tel: 01482 398500                         DN15 6JP
          Hull CPU Headquarters
                                                             Tel: 01724 295900
                                                North East Lincolnshire CPU
          Noddle Hill Way                       Headquarters
                   Hull
          Bransholme CPU Headquarters           Peaks Lane North East Lincolnshire CPU
          HU7 4SH Noddle Hill Way               Grimsby      Headquarters
                   Bransholme
          Tel: 01482 832900                     DN32 9RS Peaks Lane
                   HU7 4SH                      Tel: 01472 372500
                                                             Grimsby
                   Tel: 01482 832900                         DN32 9RS
          Local Government Ombudsman                         Tel: 01472 372500
          We endeavour to deal with all of our complaints in a satisfactory manner, however, where this is not achieved you should seek independent advice
                   Local Government Ombudsman
          or contact:

                   We endeavour to deal with
          The Local Government Ombudsman all of our complaints in a satisfactory manner, however, where this is not achieved you should seek independent advice
          Beverley or contact:
                   House
          17 Shipton Road
          York     The Local Government Ombudsman
          YO30 5FZBeverley House
          Tel: 01904 380200 Road
                   17 Shipton
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                  YO30 5FZ
                  Tel: 01904 380200
Strategic Plan 2010 - 2013




SUPPORTING DOCUMENTS
     Integrated Risk Management Plan 2011-2012

     Medium Term Financial Plan 2011-2014

     Service Performance Plan 2010-2011




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OTHER LANGUAGES
  OTHER LANGUAGES




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Strategic Plan 2010 - 2013




Your Views

The Integrated Risk Management Plan 2011-12 is now out for consultation. We would like to hear your views on our proposals which will help
shape the future of our Service.

Please send your views to:

Email:            consultation@humbersidefire.gov.uk

Mail:             Corporate Communication
                  Service Headquarters
                  Summergroves Way
                  Kingston upon Hull
                  HU4 7BB

Website:          An online questionnaire will be available later in October at www.humbersidefire.gov.uk

Phone:            If you have any questions about the consultation or would like to get more involved please contact Paul Drury on (01482)
                  567494.


The consultation will run for 12 weeks and will end on Friday 24 December 2010.




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