Hr Strategy Report of Hr Manager

Document Sample
Hr Strategy Report of Hr Manager Powered By Docstoc
					                               Merseyside Fire and Rescue Authority

                                   Service Plan 2006 - 2007
                                                              Incorporating


                       Intergrated Risk Management Plan (IRMP) And Best Value Performance Plan


'Making Merseyside a Safer, Stronger Community'


(Please click on the Information tab below for instruction of how to navigate throughout this document)




      Helen Peek/Planning Officer - Strategic Planning                                                    75b7511e-12d7-47b5-a76a-b1708fe977b0.xls
                                                                                                                    Vision: Making Merseyside a Safer, Stronger Community'
                                                                             Information

Welcome to Merseyside Fire and Rescue Authority's Service Plan

    The Service Plan 2006-7 is an integrated plan, incorporating:
·       IRMP year three and Best Value Performance Plan.
·       New Mission and Corporate Aims. agreed by Authority Budget 9th February 2006, have replaced those used in previous years.
The plan also incorporates requirements of the National Framework, Audit Reports, including CPA & Best Value.

The Authority agreed a new Vision and Mission in December 2005. They are as
follows:

Our Vision – “Making Merseyside a safer, stronger community”
Our Mission – “To work in partnership to provide an excellent, affordable
service that will:
Reduce risk throughout the community by protective community safety
services quickly to emergencies with skilful staff
Respond
Restore and maintain quality of life in our communities:


Corporate Aims and what they stand for:

Reduce Risk
We will reduce the risk of fire and other emergencies in all communities of Merseyside through a combination of prevention and protection, working in
partnership with other service providers.
Respond
We will respond to all emergency calls for assistance with a level of response appropriate to the risk and deal with all emergencies efficiently and effectively.

Restore
We will work with partners to help individuals, businesses and communities recover from the impact of emergencies and help the return to normality.
Organisation
We will operate efficient and effective organisational functions that will support the core functions of the Authority in a way that provides value for money for the
communities of Merseyside.

An Improved electronic version of the document has been developed to allow easier navigation throughout the Plan, which will be published on the Website
and Intranet.

The Station Plan, a supplementary document giving detail of each stations business plan, has also been developed to include Stations and Operational Teams,
such as Marine Unit, Incident Command Team, MACC, Resilience & Re-enforcement Team (previously Crew Level Maintenance Team).


                                                                                  Information
                                                                                       2
          Helen Peek/Planning Officer - Strategic Planning                                                                    75b7511e-12d7-47b5-a76a-b1708fe977b0.xls
                                                                                                                    Vision: Making Merseyside a Safer, Stronger Community'
Background
 Previously the integration of the Service Plan and IRMP action points proved successful, reducing duplication of work within the reporting process. This year
MF&RA are including the Best Value Performance Plan (BVPP) within the one document. All Best Value Performance Indicators (BVPI’s) have been included
showing previous targets, achievements, new targets set and supporting information. Performance against targets will be submitted to elected members within
the quarterly Service Plan Reports.
By necessity, BVPI results are currently estimates; these will be updated in June in line with the requirements of Best Value legislation.

The Plan has a control sheet listing all action points referenced with the responsible officer and divided into appropriate sections within the plan.

All action points have been linked and can be accessed directly from this control sheet.

Sections within the plan are divided into the new corporate aims Reduce Risk, Respond, Restore and Organisation, Performance Indicators covering BVPI’s
and Local Performance Indicators (LPI’s) are all included in one section.
The reporting process will be the same as 2005-6, applying traffic light status to each action point and quarterly reports to elected members. Attention will be
drawn to progress achieved and matters to be addressed. Where performance has failed, strategies for improvement will be included.




                                                                                  Information
                                                                                       3
        Helen Peek/Planning Officer - Strategic Planning                                                                      75b7511e-12d7-47b5-a76a-b1708fe977b0.xls
                                                                                                           Vision: 'Making Merseyside a Safer, Stronger Community'
                                                                                       Control Sheet



        Reduce Risk                                                 Responsible officer                   Related Performance Indicator's
                                                                                                          BVPI's                                        LPI's
IRMP    Action Point 1.1. HFSC.s                                    Director of Community Safety          142ii/iii, 143i/ii, 144, 144a/b/c/d, 208,     LPI's: 3, 5, 6, Dep
IRMP    Action Point 1.2. Community Safety Advocates                Director of Community Safety          142ii/iii, 143i/ii, 144,144a/b/c/d, 208,      LPI's: 3, 5, 6, 7, 8, 9,
                                                                                                          209i/ii/iii, 206i/ii/iii/iv, 207              10,Dep
IRMP    Action Point 1.3. Best Value Review of Fire Safety          Director of Community Safety          206i, 207
IRMP    Action Point 1.4. Impact Analysis of Beacon Mentor          Director of Community Safety          142ii/iii, 143i/ii, 144, 144a/b/c, 208,       LPI's: 3, 5, 6, 7, 8, 9,
        Scheme                                                                                            209i/ii/iii, 206i/ii/iii/iv, 207              10,Dep
IRMP    Action Point 1.5. Fire World                                Special Projects Officer              142ii/iii, 143i/ii, 144, 144a/b/c, 208,       LPI's: 3, 5, 6, 7, 8, 9,
                                                                                                          209i/ii/iii, 206i/ii/iii/iv, 207              10,Dep
IRMP    Action Point 1.6. Fire Service Direct (FSD)                 Director of Community Safety          142ii/iii, 143i/ii, 144, 144a/b/c, 208,       LPI's: 3, 5, 6, 7, 8, 9,
                                                                                                          209i/ii/iii, 206i/ii/iii/iv, 207              10,Dep
IRMP    Action Point 1.7. Good Health Guardians                     Director of Community Safety
IRMP    Action Point 1.8. Learning Zones                            Director of Community Safety
IRMP    Action Point 1.9. Residential sprinklers & sprinklers for   Director of Community Safety          142ii/iii, 143i/ii, 144, 144a/b/c, 206i,      LPI's: 3, 5, 6, Dep
        school premises                                                                                   207208, 209i/ii/iii.
IRMP    Action Point 1.10. Whatever it Takes                        Director of Community Safety          142ii/iii, 143i/ii, 144, 144a/b/c, 146i/ii,   LPI's: 1, 3, 5, 6, 7, 8, 9,
                                                                                                          208, 209i/ii/iii, 206i/ii/iii/iv, 207         10,Dep
IRMP    Action Point 1.11. Partnership Working                      Director of Community Safety          142ii/iii, 143i/ii, 144, 144a/b/c, 208,       LPI's: 3, 5, 6, 7, 8, 9,
                                                                                                          209i/ii/iii, 206i/ii/iii/iv, 207              10,Dep
        Action Point 1.12. Corporate Risk Register                  Director of Strategic Planning
        Action Point 1.13. New Performance Indicators               Director of Operational Performance
        Action Point 1.14. BVPI's                                   Director of Strategic Planning        All
        Action Point 1.15. LPI's                                    Director of Strategic Planning                                                      All




                                                                                         Control Sheet
       Helen Peek/Planning Officer - Strategic Planning                                        4                         75b7511e-12d7-47b5-a76a-b1708fe977b0.xls
                                                                                                                         Vision: 'Making Merseyside a Safer, Stronger Community'

        Respond                                                      Responsible officer                               Related Performance Indicator's
                                                                                                                       BVPI's                                  LPI's
IRMP    Action Point 2.1. Low level of Activity and Risk (LLAR)      Director of Human Resources                       144, 144a/b/c/d                         11
        Stations
IRMP    Action Point 2.2 Threat Response Group ODPM New              Director of Operational Planning
        Procedures & Equipment
                   2.2.1 Develop Arson Task Force                    Director of Community Safety                      206i/ii/iii, 207, 209i/ii/iii           7, 8, 9, 10
                   2.2.2 Formalise collation of intelligence with    Director of Community Safety                      206i/ii/iii, 207, 209i/ii/iii           7, 8, 9, 10
        partners
                   2.2.3 Fast response Hazmat vehicle                Director of Service Support
IRMP    Action Point 2.3. Firework Incident Research Team            Director of Community Safety
        (FIRST)
IRMP    Action Point 2.4. Urban Search & Rescue (USAR)               Director of Operational Planning
IRMP    Action Point 2.5. Provide Second Motorbike                   Director of Human Resources                       149i/ii/iii                             9, 10
IRMP    Action Point 2.6. Inter-Agency Liaison Officers              Director of Operational Planning                                                          4
IRMP    Action Point 2.7. Marine Rescue                              Director of Operational Planning
IRMP    Action Point 2.8. Offshore & 'At Sea' Fire Fighting          Director of Operational Planning                  12a/b                                   4
IRMP    Action Point 2.9. Water Skills Centre                        Director of Operational Planning                  12a/b                                   4
IRMP    Action Point 2.10. Tunnel Training Facility                  Director of Operational Planning                  12a/b                                   4
IRMP    Action Point 2.11. Joint Working with Transport Agencies     Director of Operational Planning                  12a/b                                   4

IRMP    Action Point 2.12. Mobilising & Communications Centre        Director of Operational Planning                                                          2

IRMP    Action Point 2.13. Operations Incident Room                  Director of Operational Planning                                                          2
IRMP    Action Point 2.14. Low Level of Activity and Risk Stations   Director of Human Resources                       144, 144a/b/c/d                         11
        (LLAR)
IRMP    Action Point 2.15. Small Fires Units                         Director of Operational Performance               142ii, 206ii/iii                        17, 18
IRMP    Action Point 2.16. Alternative Shift Systems                 Director of Human Resources                       144, 144a/b/c                           11
IRMP    Action Point 2.17. Appliance Numbers and Locations           Director of Human Resources                       144, 144a/b/c                           11
IRMP    Action Point 2.18. Road Traffic Collisions (RTC)             Director of Community Safety                                                              9, 10
IRMP    Action Point 2.19 Medium Term Aerial Strategy                Director of Service Support
IRMP    Action Point 2.20. Volunteer Service at Rainford             Director of Operational Planning                  144, 144a/b/c                           11
IRMP    Action Point 2.21. Extend Recall to Duty Systems             Director of Operational Planning
IRMP    Action Point 2.22. Operational Assurance                     Director of Operational Performance               144, 144a/b/c/d                         4, 11
IRMP    Action Point 2.23. Extend co-responder scheme                Director of Operational Planning
IRMP    Action Point 2.24. Incident management Team (IMT)            Director of Operational Performance               12a/b, 144, 144a/b/c                    4
        development
        Action Point 2.25. Operational Service Plan                  Director of People & Organisational Development
        Action Point 2.26. High Performance Teams                    Director of Operational Performance               12a/b, 144, 144a/b/c/d                  4, 11
        Action Point 2.27. Industrial Action                         Director of Operational Planning
        Action Point 2.28.Development of TDA Facilities              Director of People & Organisational Development   144/a/b/c                               4




                                                                                         Control Sheet
       Helen Peek/Planning Officer - Strategic Planning                                        5                                        75b7511e-12d7-47b5-a76a-b1708fe977b0.xls
                                                                                                            Vision: 'Making Merseyside a Safer, Stronger Community'

        Restore                                                   Responsible officer                     Related Performance Indicator's
                                                                                                          BVPI's                                  LPI's
IRMP    Action Point 3.1. Extension of business recovery Initiative Director of Operational Performance
        (ISS Ark)
IRMP    Action Point 3.2. Extension of the Risk Smart programme Director of Community Safety              207

IRMP    Action Point 3.3. Arson                                   Director of Community Safety            206i/ii/iii, 207, 209i/ii/iii           7, 8, 9, 10
IRMP    Action Point 3.4. E-fire                                  Director of Community Safety            209i/ii/iii                             3, 6




                                                                                       Control Sheet
       Helen Peek/Planning Officer - Strategic Planning                                      6                             75b7511e-12d7-47b5-a76a-b1708fe977b0.xls
                                                                                                                      Vision: 'Making Merseyside a Safer, Stronger Community'

        Organisation                                             Responsible officer                                Related Performance Indicator's
                                                                                                                    BVPI's                                        LPI's
IRMP    Action Point 4.1. Mentoring Weak or Poor Fire & Rescue Director of Strategic Planning
        Services
IRMP    Action Point 4.2. Collaboration with London & Cleveland Director of Community Safety

IRMP    Action Point 4.3. Regional Control Centre                Special Projects Officer                                                                         2
IRMP    Action Point 4.4. Asset Management                       Director of Service Support
IRMP    Action Point 4.5. Fire Support Network Integration       Director of Operational Performance
IRMP    Action Point 4.6. New Community Stations                 Director of Service Support
IRMP    Action Point 4.7. Annualised Hours/Dynamic Staffing      Director of Human Resources                        11i/ii, 16ai, 144, 144/a/b/c/d, 210           11
IRMP    Action Point 4.8. Part Time Working                      Director of Human Resources
IRMP    Action Point 4.9. North West training harmony            Director of People & Organisational Development    11i/ii/iii
IRMP    Action Point 4.10. Station Locality Managers             Director of Operational Performance
IRMP    Action Point 4.11. OWLe Development                      Director of Operational Performance
IRMP    Action Point 4.12. Extend motorbike trial                Director of Human Resources                        149i/ii/iii                                   9, 10
IRMP    Action Point 4.13. Innovation in practice                Director of Strategic Planning                     150
IRMP    Action Point 4.14. Training Station                      Director of People & Organisational Development
IRMP    Action Point 4.15. Customer Relationship Management      Director of Strategic Planning                     157                                           3,5,6,

IRMP    Action Point 4.16 Mobile Fire Station                    Director of Service Support
IRMP    Action Point 4.17. Drink & Drug Testing                  Director of Human Resources                        12a/b                                         4
IRMP    Action Point 4.18. Business Intelligence                 Director of Strategic Planning
IRMP    Action Point 4.19. Internal Audit Response               Executive Director of Finance, Procurement & ICT
        Action Point 4.20. Service Level Agreements              All Directors
        Action Point 4.21. Staff Appraisal                       Director of People & Organisational Development
        Action Point 4.22. Early Medical Retirements             Director of Human Resources                        12a/b, 15
        Action Point 4.23. Debt Recovery                         Executive Director of law & HR                     150
        Action Point 4.24. Determination of all Claims Against   Executive Director of law & HR
        Authority
        Action Point 4.25. Review Operational SOP's              Director of Operational Planning
        Action Point 4.26. Sampling of Contract or Fire Safety   Executive Director of law & HR                     150, 207
        Enforcement Files
        Action Point 4.27. Updating Information on Legal         Executive Director of law & HR
        Changes
        Action Point 4.28. Seven day working at TDA              ACFO - Human Resources
        Action Point 4.29. Equalities & Diversity Strategy       ACFO - Human Resources                             2a/b, 11i/ii/iii, 16ai/ii, 16b, 17i/ii, 210
        Action Point 4.30. Fast Track Development Programme      ACFO - Human Resources                             11i/ii/iii,

        Action Point 4.31. Telent, ICT & Procurement Joint       Executive Director of Finance, Procurement & ICT
        Development Plan
        Action Point 4.32. Job Evaluation                        Executive Director of law & HR
        Action Point 4.33. Succession Planning                   ACFO - Human Resources
        Action Point 4.34. PFI                                   Executive Director of Finance, Procurement & ICT   150
        Action Plan 4.35. ICT Disaster recovery                  Executive Director of Finance, Procurement & ICT   8, 150, 157
        Action Plan 4.36. Skills Sharing working Groups          ACFO - Human Resources
        Action Plan 4.37. Secondment Scheme                      Executive Director of law & HR
        Action Plan 4.38. IPDS                                   ACFO - Human Resources                             11, 16, 17, 210
                                                                                      Control Sheet
       Helen Peek/Planning Officer - Strategic Planning                                     7                                       75b7511e-12d7-47b5-a76a-b1708fe977b0.xls
                                                                                                             Vision: 'Making Merseyside a Safer, Stronger Community'
 Action Plan 4.39. Management Development                ACFO - Human Resources                             11
 Programme
 Action Plan 4.40. Regional Dimension of HR & National   Executive Director of law & HR                     11, 16, 17, 210
 Framework Requirements
 Action Plan 4.41. Salary & Grading Review Guidelines    Executive Director of law & HR
 Action Plan 4.42. Personnel SLA                         Executive Director of law & HR
 Action Plan 4.43. Working Past Retirement Age           Executive Director of law & HR                     11, 16, 17, 210
 Action Plan 4.44. University Work Placements            Executive Director of law & HR
 Action Plan 4.45. Training & Development Staff          ACFO - Human Resources
 Action Plan 4.46. Merseyside Fire & Rescue Service      Director of Strategic Planning                     157
 Portal
 Action Plan 4.47. Horizon Scanning / Environmental      Director of Strategic Planning
 Scanning
 Action Plan 4.48. Impact Analysis                       Director of Strategic Planning
 Action Point 4.49. Merseyside Fire & Rescue Service     Director of Communications                         157.00
 Website
 Action Point 4.50. Energy Wise                          Director of Service Support
 Action Point 4.51.Performance Measurement               Executive Director of Finance, Procurement & ICT   8, 150
 Action Point 4.52. Electronic Purchasing                Executive Director of Finance, Procurement & ICT   150
 Action Point 4.53. Regional Collaboration               Executive Director of Finance, Procurement & ICT   150
 Action Point 4.54 Corporate Social Responsibility       Executive Director of Finance, Procurement & ICT
 Action Point 4.55. FMIS Financial Management            Executive Director of Finance, Procurement & ICT   8, 150
 Information System
 Action Point 4.56. Re-Engineering Business Processes    Executive Director of Finance, Procurement & ICT   8, 150
 (FMIS)
 Action Pont 4.57. Finance Documentation                 Executive Director of Finance, Procurement & ICT   8, 150
 Action Point 4.58. Purchas Cards / Credit Cards         Executive Director of Finance, Procurement & ICT
 Action Point 4.59. Payroll Development                  Executive Director of Finance, Procurement & ICT
 Action Point 4.60. Travel Agency Services               Executive Director of Finance, Procurement & ICT
 Action Point 4.61. New Stores System                    Executive Director of Finance, Procurement & ICT   150
 Action Point 4.62. Petty Cash Systems                   Executive Director of Finance, Procurement & ICT
 Action Point 4.63. ICT Platform Upgrade                 Executive Director of Finance, Procurement & ICT   157
 Action Point 4.64. Microsoft Desktop Software           Executive Director of Finance, Procurement & ICT   157
 Action Point 4.65. Telephony Solution                   Executive Director of Finance, Procurement & ICT   157
 Action Point 4.66. ICT Organisation & Associated        Executive Director of Finance, Procurement & ICT   150, 157
 Processes


 Performance Indicators
 Best Value Performance Indicators                       Director of Strategic Planning
 Local Performance Indicators                            Director of Strategic Planning




                                                                              Control Sheet
Helen Peek/Planning Officer - Strategic Planning                                    8                                    75b7511e-12d7-47b5-a76a-b1708fe977b0.xls
                                                                                                                 Quarter
                                                                                                                             Responsible
 Action                                                                                                        section of
                                                                                                                                Officer
Plan No:                                                                                                      Action point                                                                             Reference to other
              Project /      Corporate                                                               Estimate                                        Potential Value Returned             Potential
                                                   Methodology / Description of project                           to be                                                                                Documents / Plans
              Activity         Aims                                                                  End Date                                               (Outcome)                 Financial Impact
Priority                                                                                                       completed                                                                                  / Legislation
                                                                                                                             Nominated
                                                                                                                   and
                                                                                                                           Project Manager
                                                                                                                reported.
                                        Conduct an external impact analysis of the HFSC                                                        * Understanding of the impact of      More effective use     National Framework
                                                                                                                    3rd
                                        initiative                                                                                             HFSC and improved targeting of        of budget
                                                                                                                                 Director of   future HFSC.                                                  Building on CPA
 IRMP                                   Analysis of pre 1999 incident data compared to data for
                                                                                                                              Community Safety * Independent assessment of                                    success area.
                                                                                                                  Quarterly
  1.1       Home Fire       Reduce Risk 2005
                                                                                                      Mar-07                                   HFSC
           Safety Checks                  Examine and implement procedures to utilise data to                                                  * Improved risk categorisation
 High                                     inform strategic direction of HFSC                                                                   through identification of
                                                                                                                  Quarterly
                                                                                                                                               relationship between HFSC and
                                                                                                                                               reduced risk.
                                                                                                                                               * reduction in fires, deaths and
                                          Source alternative funding for the advocates programme                                               * The future of the Advocates         Potential additional National Framework
                                                                                                                    2nd          Director of
 IRMP                                     e.g.                                                                                                 programme is secured.                 cost could be offset
             Community                                                                                                        Community Safety
  1.2                                     Seek sponsorship to replace funding                                                                  * Work to target those most at risk   against improved     CPA I/P 2.2s, 2.3s,
               Safety       Reduce Risk                                                               Mar-07      Quarterly
                                                                                                                                               will continue.                        performance                 8.4s
             Advocates
 High                                     Consider the market ability of our scheme to other fire                                              * Fires, deaths and injuries will
                                                                                                                  Quarterly
                                          and rescue services                                                                                  continue to reduce.

                                        Examine and implement different methods of providing                                                     * The most effective fire safety    Potential cost            Fire Safety
                                        legislative fire safety services including the use of                       2nd          Director of   service will be developed to meet     savings through        Regulatory Reform
 IRMP                                                                                                                         Community Safety
                                        qualified Individuals on a call off contract basis.                                                      the needs of changing               alternative staffing         Order
            Best Value
  1.3                                   Establish if the current method of providing legislative                                                 requirements.                       arrangements.
           Review of Fire   Reduce Risk                                                               Mar-07
                                        fire safety is the most appropriate given the needs of the                Quarterly                      * More efficient use of staffing
              Safety
Medium                                  business community.                                                                                      resources.
                                        Provide one risk based inspection programme for all                                                      * Improved service to business.
                                                                                                                    4th
                                        sizes and type of premises                                                                               * Opportunity to diversify staff.

                                       Assessment of the success of the mentoring project                                        Director of   * Lessons learned will inform     Potential for shared National Framework
 IRMP
           Impact Analysis             between MF&RS, London FB and Cleveland FRA.                                            Community Safety future developments of CFS in all costs for future        CPA I/P 9.4s
  1.4
             of Beacon     Reduce Risk                                                                 Jul-06     Quarterly                      three Brigades.                     CFS work
           mentor Scheme                                                                                                                         * Contribution to improved safety
Medium
                                                                                                                                                 of elderly people.

                                          Development and implementation of interactive fire/fire                                                * World class fire/safety           Capital and            National Framework
                                                                                                       2-year                 Special Projects
                                          safety experience given the needs of the business                                                      experience brought to               revenue costs for
 IRMP                                                                                                completion                   Officer
                                          community.                                                                                             Merseyside.                         development and
  1.5                                                                                                  period.
             Fire World     Reduce Risk                                                                           Quarterly                      * Direct connection to improved     start up.
                                                                                                     Completion
                                                                                                                                                 safety from fire.                   Income on
 High                                                                                                 January
                                                                                                                                                 * Reduction in fire death and       completion.
                                                                                                        2008
                                                                                                                                                 injuries through education.

                                          Develop and implement the concepts of Fire Service                                     Director of
                                                                                                                                                 * Services provided are             Potential efficiency National Framework
 IRMP                                     Direct with external service provider.                                  Quarterly   Community Safety appropriate to the changing           savings.
  1.6       Fire Service                                                                                                                         requirements of the service.
                            Reduce Risk                                                               Mar-07                                     * To ensure we sustain the need
            Direct (FSD)                  FSD should be enabled to be interlinked with the e-fire
 High                                     portal.                                                                 Quarterly                      for continuously evolving
                                                                                                                                                 Community Fire Safety
 IRMP                                   In collaboration with a number of partners such as Heart                           Director of   * Influencing general health and         Potential for some           CPA
  1.7      Good Health                  Beat and Fire Fit Families, work to improve health and                          Community Safety fitness of families in Merseyside        costs to be shared
                          Reduce Risk                                                              Mar-07     3rd
            Guardians                   fitness on Merseyside                                                                                and opportunities to spread CFS      with partners
Medium                                                                                                                                       message.

                                        In collaboration with a number of partners develop one                             Director of   * Reduction in anti social               Increase in safety           CPA
 IRMP                                   learning zone in each district.                                                 Community Safety behaviour and hoax calls.                of community and
  1.8                                                                                                                                        * Reduction in violence towards      MF&RS personnel.
          Learning zones Reduce Risk                                                               Jan-07   Quarterly
                                                                                                                                             operational personnel.
Medium                                                                                                                                       * Increase in HFSCs to people at
                                                                                                                                             greatest risk.

                                   To contribute and encourage innovation in sprinkler                                                       * Reduction of fire and injuries     Partnership and or National Framework
                                   design to reduce the risk involving fire in the home of our                3rd          Director of   and damage due to accidental             sponsorship of
                                   most vulnerable citizens.                                                            Community Safety and malicious fires in education         sprinkler provision.
 IRMP    Residential
                                   To work with local education authorities to secure                                                        establishments.
  1.9   Sprinklers and
                       Reduce Risk commitment for the inclusion of sprinklers in the design        Mar-07     3rd                            * Reduce risk of death and injury
         Sprinkler for
                                   of new education establishments.                                                                          due to arson attacks on victims of
Medium school premises
                                   In collaboration with partners extend domestic sprinkler                                                  hate crime.
                                   provision to include potential victims of hate crime                       3rd
                                   including safe houses, hostels and refuges.

                                        We will run a pilot scheme in collaboration with                                                     * The aim is that by improving the Shared working       National Framework
                                        Cleveland Fire & Rescue Service with the aim of                                    Director of
                                                                                                                                             safety within the community it will should realise cost
                                        improving community safety within an area of                                    Community Safety have an overall impact on the           benefit
 IRMP                                   Merseyside                                                                                           whole community not just
  1.10     Whatever it                                                                                                                       specifically with regard to fire.
                          Reduce Risk                                                              Mar-07     2nd
             takes                                                                                                                           * We will engage with all our
 High                                                                                                                                        partners to establish a cohesive
                                                                                                                                             approach to working in the
                                                                                                                                             selected area.

                                      To provide a uniform approach to partnership working                                                   * Establish best practice across Streamline of      CPA I/P 1.1w, 1.5s,
                                                                                                              3rd          Director of
                                      across MF&RS                                                                                       Merseyside.                          partnership working 2.1w, 4.2w, 48s,
 IRMP                                                                                                                   Community Safety
                                      Identification of successful partnerships as best practice                                             * Implement standard approach to reducing costs.         4.9s, 8.6s
  1.11     Partnership                                                                                      Quarterly
                          Reduce Risk and disseminate across the service.                          Mar-07                                    partnership working.                                National Framework
            working
                                      provide generic guide for partnership management                      Quarterly                        * Production of electronic map.
 High
                                      To provide software tool which can demonstrate                                                         * More effective inter-agency
                                                                                                            Quarterly
                                      outcomes of partnership working.                                                                       working.

                                     Work will be carried out to raise awareness and reduce                                                  * All Risks identified will be       Reduce all risks to    Corporate Risk
                                     the level of all risks to MF&RA and its communities.                               Director of Strategic included in the Corporate Risk      a minimum for the          Register
 1.12
          Corporate Risk             Priority to reduce all High Risks.                                                       Planning        Register.                           protection of our     CPA I/P 2.6s, 6.3s,
                         Reduce Risk                                                               Mar-07   Quarterly
             Register                Progress to be reported through the Corporate Risk                                           /           * All Risks to be reduced.          Communities.           6.4s, 7.1w, 9.1w
 High                                                                                                                    Project Manager
                                     Register.


                                      Monitoring performance against identified categories to                                                * Raise awareness of risk areas      * Cost effective      CPA I/P 6.1w, 6.2w,
                                      be carried out on all districts, with a view to setting                                                within the community                 utilisation of               6.7s,
                                                                                                                          Director of Ops
             Set New                  targets for inclusion in 2007/8 Service Plan.                                                          * Target and Reduce risk to          MF&RA resources
                                                                                                                           Performance
 1.13      Performance    Reduce Risk Road Traffic Collisions                                      Mar-07   Quarterly                        community.
                                                                                                                                  /
            Indicators                Value of Life                                                                      District Managers
                                      Effectiveness of HFSC reaching all areas of population
                                      (deprivation)
                                 Monitor and manage and compare performance                                   Director of Strategic   * Raised awareness of           Value for money   Annual Audit 2003/4
          Best Value             internally and with National & Family group figures.                               Planning          performance levels.             High performing         BVPP
                                                                                                                        /             * Addressed areas of concern.   Service
1.14     Performance Reduce Risk                                                        Ongoing   Quarterly
                                                                                                                Statistical Data      * Improved Service
       Indicators (BVPI)
                                                                                                                     Officer


                                Monitor and manage and compare performance                                    Director of Strategic   * Raised awareness of           Value for money   Annual Audit 2003/4
            Local               internally and with National & Family group figures.                                Planning          performance levels.             High performing
1.15    Performance Reduce Risk                                                         Ongoing   Quarterly             /             * Addressed areas of concern.   Service
       Indicators (LPI)                                                                                         Statistical Data      * Improved Service
                                                                                                                     Officer
                                                                                                                     Quarter
                                                                                                                   section of    Responsible
 Action
                                                                                                                  Action point      Officer                                                                      Reference to other
Plan No:       Project /        Corporate                                                                Estimate                                      Potential Value Returned              Potential Financial
                                                     Methodology / Description of project                             to be            /                                                                         Documents / Plans
               Activity           Aims                                                                   End Date                                             (Outcome)                      Impact
                                                                                                                   completed      Nominated                                                                      / Legislation
Priority
                                                                                                                       and     Project Manager
                                                                                                                    reported.

             Low Level of                   Assessment of capability of personnel at LLAR stations                                                 * Increased flexibility and               Additional training National framework
 IRMP                                                                                                                                              realisation of potential for all staff.   costs offset by
            Activity and Risk               LLAR stations to provide additional resilience and
  2.1                                                                                                                          Director of Human * Increased productivity from fire          improved
           (LLAR) Stations -    Respond     support to Search and Rescue Team, water rescue,              Dec-06
                                                                                                                                   Resources
            Additional Skills               hazmats etc.                                                                                           stations with opportunity for             efficiency/capacity.
  High                                                                                                                                             personnel to acquire specific skills.
                 Profile
                                                                                                                                                   * Increased resilience to all risks.
 IRMP                                       Develop and implement new procedures to complement                                    Director of      * Improved capacity to deal with          Possible training      Civil Resilience/New
  2.2                                       the new equipment provided by ODPM in the New                                         Operational      variety of incidents.                     costs but may          Dimensions
                                            Dimensions arena                                              Oct-06                                                                             replace existing
                                                                                                                                   Planning.
  High                                                                                                                                                                                       training.

 IRMP                                       In partnership with Merseyside Police Force develop a                                 Director of      * Increase in offender detection     No financial costs          Civil Resilience/New
  2.2.1                                     response function for the Arson Task Force                                         Community Safety    rate.                                to MF&RS                    Dimensions
                                                                                                          Mar-07       3rd             /           * Reduction in violence and injuries
                                                                                                                               Threat Response     to fire service personnel.
Medium                                                                                                                             Manager
           Threat response
                                Respond     To formalise existing arrangements for collation, analysis                            Director of      * Increase safety for the public of       Costs associated       Civil Resilience/New
 IRMP           group
                                            and distribution of intelligence from within MF&RS and                             Community Safety    Merseyside due to partnership with        with management        Dimensions
  2.2.2
                                            other partner agencies                                        Mar-07       3rd             /           local, national and international         of software            CPA I/P 1.1w, 1.5s,
                                                                                                                               Threat Response     partners.                                 systems.               2.1w, 4.2w
Medium                                                                                                                             Manager
                                            To provide a fast response vehicle for use in attending                                                * Speedier detection, identification Cost of vehicle and Civil Resilience/New
 IRMP                                       Hazmat (Hazardous Materials) Incidents.                                            Director of Service and monitoring of hazmat             equipment.          Dimensions
  2.2.3                                                                                                                             Support        incidents.
                                                                                                          Dec-06
                                                                                                                                                * Rapid conclusion of incidents
Medium                                                                                                                                          reducing impact to community and
                                                                                                                                                business.
 IRMP                                       Development of FIRST services into a national service                                 Director of   * Reduction in fear of crime.    Potential increase National Framework,
           Firework Incident                provision.                                                                         Community Safety * Improved safety of crews when  in personnel as role Crime and Disorder
  2.3
           Research Safety      Respond                                                                   Mar-07                       /        attending incidents due to       develops             Reduction.
            Team (FIRST)                                                                                                       Threat Response reduction in firework misuse
  High                                                                                                                             Manager      incidents.

                                            Extend USAR training facilities at the safety training                                                 * Increased skills of operational         No cost implication National Framework
                                            centre including rubble mound for canine search and                        3rd                         staff.                                    to MF&RS            Civil Resilience
                                            rescue training.                                                                                       * Improved service to the
                                            Work with ODPM to provide USAR regional training rigs                                                  community of Merseyside due to
                                                                                                                       3rd        Director of
 IRMP                                       at the STC.                                                                                            increase level of expertise.
                                                                                                                                 Operational
            Urban Search                    The training will be designed to provide enhanced skill                                                * Increased resilience to deal with       Capital costs but
  2.4                                                                                                                              Planning
             and Rescue         Respond     levels to support urban search and rescue, water rescue,      Mar-07                                   new incidents.                            potential for income
                                                                                                                                       /
               (USAR)                       line rescue, hazmat and marine firefighting.                                        New Dimension      * Increased productivity from all         generation.
  High
                                                                                                                               Assistant Planner   fire stations.
                                            Centralise our resources to allow us to effectively                        3rd
                                                                                                                                                   * Increased resilience for all
                                            respond to a major or catastrophic event within
                                            Merseyside, or if requested to attend, as part of a
                                            regional or national response.
                                        Provide 2nd motorbike for additional operational                                  Director of Human    * Increased operational capability. Potential costs       National Framework
IRMP
         Provision second               resilience.                                                                           Resources        * Reduction in disruption of core   offset by improved
 2.5                                                                                                            1st
            motorbike.       Respond    *Investigate options                                         Dec-06                        /           work due to attendance to           services.
                                                                                                                2nd       Ops Performance
            (see 4.12)                  * Procurement                                                                                          unwanted fire signals.
 High                                                                                                                          Manager


                                        Research and introduce the concept of inter-agency                                   Director of       * Increased capability and service   Possible Training    New Dimension/Civil
IRMP                                    officers                                                                            Operational        to the community.                    Costs                Contingencies.
 2.6        Inter-agency                                                                                                      Planning         * Increased level of Health &
                             Respond                                                                 Dec-06   Quarterly
          liaison officers                                                                                                        /            Safety of operational Personnel.
Medium                                                                                                                    Threat Response
                                                                                                                              Manager

                                        Consider the possibility of extending MF&RS river rescue                             Director of       * Make optimum use of newly          Potential costs      National Framework
IRMP                                    capability.                                                                          Operational       acquired river rescue capability.    offset by improved
 2.7                                    Implement outcomes of review                                          Quarterly       Planning         * Ensure 24/7 response to            services.
         Marine Rescue       Response                                                                Dec-06
                                        Provide appropriate accommodation at new location for                                     /            increase safety of community.
Medium                                                                                                        Quarterly     Ops Planning
                                        marine rescue personnel.
                                                                                                                              Manager
                                        Specify and procure a new boat                                        Quarterly

                                        Re-energise the service capability to attend and                                     Director of       * Enhanced fire fighting capability Potential additional National Framework
IRMP                                    effectively deal with at-sea fires within the county                                                   contributing to improved safety for training costs.
                                                                                                                            Operational
 2.8                                    boundary.                                                                                              firefighters, sailors and
          Offshore & 'At                                                                                                      Planning
                             Response                                                                Mar-07   Quarterly                        passengers.
         Sea' firefighting                                                                                                        /
Medium                                                                                                                     Ops Planning
                                                                                                                          Project Manager


                                        Examine and assess our need for a water skills centre                                                  * Quality training for our           Initial cost but     National Framework
                                                                                                                 1st          Director of
 IRMP                                                                                                                                          operational personnel.               income generation
                                                                                                                             Operational
           Water Skills                 Following assessment, if required seek commercial                                                      * Formation of best practice when
  2.9                        Respond                                                                 Dec-07                    Planning
            Centre                      partner to meet this need.                                                                 /           working near water.
Medium                                                                                                        2nd & 3rd
                                                                                                                           Station Manager     * National leader in UK.


                                        Carry out work with Mersey Travel to consider the                                    Director of       * Improved ability to operate           Potential for    National Framework
IRMP                                    possibility of utilising the unused Birkenhead spur of the                          Operational        effectively in tunnel environments.   reduced costs if
                                                                                                                2nd
 2.10    Tunnel Training                Queensway road tunnel as a training facility.                                         Planning         * Improved safety for tunnel users training provided in-
                             Respond                                                                 Mar-07
            Facility                                                                                                              /            and firefighters.                   house. Potential for
Medium                                  Implement recommendations of review                                                Ops Planning                                            income generation.
                                                                                                                 4th      Project Manager


                                        Work with Mersey Travel and Rail track to enhance                                    Director of
                                                                                                                                               * Improved ability to operate       Reduced costs due National Framework
IRMP                                    present facilities to provide increased resilience at                               Operational        effectively in tunnel environments. to shared facilities.
          Joint working                 operational incidents.                                                                                 * Improved safety for tunnel users
 2.11                                                                                                                         Planning
          with transport     Respond                                                                 Dec-06      3rd                           and firefighters.
                                                                                                                                  /
            agencies.                                                                                                      Ops Planning        * Improved joint working between
Medium
                                                                                                                          Project Manager      tunnel staff and MF&RS.


IRMP                                    Examine and introduce where appropriate, alternative                                 Director of       * Improved flexibility for staff.     Potential cost      National Framework
 2.12     Mobilising and                duty systems and staffing levels                                                     Operational       * Improved family friendly working savings.
                                                                                                                              Planning         arrangements.
         Communications      Respond                                                                 Dec-06      3rd
                                                                                                                                  /            * Staffing levels linked to workload.
 High        Centre                                                                                                       Group Fire Control
                                                                                                                               Officer
                                       Locate, design and implement an Operations incident                                                      * Improved capability for incident      Initial cost of       National Framework
                                       room                                                                                    Director of      management.                             building work and
IRMP                                                                                                                           Operational      * To facilitate the strategic           installation of
 2.13       Operations                                                                                                          Planning        command structures required at          equipment.
                             Respond                                                                   Dec-06      1st
          incident room                                                                                                              /
                                                                                                                                                larger, protracted incidents.
Medium                                                                                                                       Special Projects
                                                                                                                                                * Support capability for Principal
                                                                                                                                 Officer
                                                                                                                                                Officer located in Gold Command.

                                       Based on early work examine the appropriate data                                                         * Cost effective method of              Initial cost should   National Framework
IRMP                                   regarding a number of LLAR stations and introduce                                    Director of Human   providing 24 hour cover at LLAR         be offset by longer
          Low Level of                 quality accommodation in return for retained cover.                                                      stations.                               term savings.
 2.14                                                                                                                           Resources
         Activity and Risk   Respond                                                                   Mar-07   Quarterly                       * Increase in opportunity for
                                                                                                                                     /
         Stations (LLAR)                                                                                                     IRMP Manager       operational personnel to work
Medium
                                                                                                                                                different shift pattern.

                                       Assessing and implementing the extension of the small                                                    * Increased flexibility in the method   Additional capital  National Framework
                                       fires unit both geographically and in terms of services                                                  by which services are delivered         costs of appliances
                                       delivered.                                                                                               making optimum use of available         but potential
                                                                                                                               Director of      resources.                              savings resulting
IRMP                                                                                                                                            * Focusing on anti social               from re-
                                                                                                                              Operational
 2.15                                  Examine service wide data on all small fire incidents to                                                 behaviour.                              assessment of front
         Small Fires Units   Respond                                                                   Sep-06                 Performance
                                       establish number of additional small fires units required.                                               * More efficient use of resources       line capability.
 High                                                                                                                                           including personnel and                 Potential to reduce
                                                                                                                                                equipment.                              costs due to
                                                                                                                                                * Improved provision of service to t    realignment of
                                                                                                                                                                                        resources.


IRMP                                   Examine and introduce where appropriate alternative                                  Director of Human   * Improved flexibility and family       Should realise cost National Framework
 2.16                                  shift systems to the traditional four on and four off e.g. 12                            Resources       friendly arrangements for               savings.
         Alternative shift             hour shift systems.                                                                           /          personnel.
                             Respond                                                                   Sep-06
             systems                                                                                                           Attendance       * More cost effective provision of
 High                                                                                                                          Management       fire cover.
                                                                                                                                 Manager

                                       Following completion of research implement system                                                      * Appliance availability including        Potential to realise National Framework
                                       providing the appropriate numbers of personnel and                                                     staffing, numbers of support              cost savings due to
IRMP                                                                                                                        Director of Human
           Appliance                   support pumps for different times of day according to                                                  pumps and locations would be                   increased
 2.17                                                                                                                           Resources
          Numbers and        Respond   demand.                                                         Sep-06                                 directly related to risk, optimising           efficiency.
                                                                                                                                     /
            locations                  Identify and implement additional potential mobilising                                IRMP Manager     the service's appliance resources.
 High
                                       locations together with staffing options.
                                       implement changes following review.

                                       Work with partners to develop an RTC prevention                                                       * Examine all available data               Cost of           National Framework
                                       strategy and confirm an RTC response time.                                                            regarding RTC in Merseyside.               preventative work CPA I/P 7.7s
                                                                                                                  3rd          Director of   * Ensure appropriate response              Savings resulting
IRMP                                                                                                                        Community Safety times for all calls to RTC's.              from reduced RTC
 2.18     Road Traffic                                                                                                                       * Reduction in RTC's due to
                             Respond                                                                   Mar-07
         Collisions (RTC)              Reduce RTC by the delivery of a driving awareness                                                     education of persons most at risk.
 High                                  training course for young people at TDA                                                               * Deliver training events at TDA to
                                                                                                                  4th                        young persons who are deemed to
                                                                                                                                             be at
                                      Develop and implement a strategy for the devlopment of                                                 * Optimum use of aerial resources. Potential for cost         National Framework
IRMP                                  aerial resources in the medium term, including the                                                                                        savings
 2.19                                 provision of a Combined Platform Pump.                                           Director of Service
         Medium Term                                                                                                        Support.
                            Respond                                                               Mar-07
         Aerial Strategy                                                                                                        /
Medium                                                                                                                  IRMP Manager




                                      Feasability study into the introduction of a volunteer                              Director of        * This will consider the possible      Cost of feasibility    National Framework
IRMP                                  service operating from a site in Rainford                                           Operational        provision of emergency service         study                  CPA 1.5s, 4.9s,
            Volunteer
 2.20                                                                                                                      Planning          delivery to the people of Rainford,                           7.4s,7.5s, 7.8s
            Service at      Respond                                                               Sep-07     2nd
                                                                                                                               /             based on volunteers from the
            Rainford                                                                                                     Ops Planning
Medium                                                                                                                                       community of Rainford staffing a
                                                                                                                           Manager           fire appliance.

                                      Extend facility of recall to duty system to all competent                            Director of
                                                                                                                                             * Provide additional resilience for    Potential cost         National Framework
IRMP                                  staff both uniformed and support staff.                                             Operational        operational incidents.                 savings.
 2.21    Extend Recall to                                                                                                   Planning         * Provide long term sustainability
                            Respond                                                               Jun-07      1st                            at large attendance and/or
          Duty Systems                                                                                                          /
 High                                                                                                                    Ops Planning        protracted incidents.
                                                                                                                        Project Manager


                                      Implementation of operational quality assurance                                                        * Improved, robust and consistent Efficiency                  Operational
IRMP                                  system/team                                                                                            approach to emergency response. improvements.                 Assurance
                                                                                                                          Director of
 2.22      Operational                                                                                                                       * Facility to demonstrate levels of
                            Respond                                                               Mar-07                 Operational
           Assurance                                                                                                     Performance
                                                                                                                                             operational effectiveness to
 High                                                                                                                                        increase public confidence.



IRMP                                  In partnership with Mersey Regional Ambulance Service,                              Director of        * Provision of equipment at            Provision of           National Framework
 2.23      Extend co-                 identify additional appropriate locations for the co-                               Operational        identified locations to improve life   equipment and          CPA
                                      responder scheme.                                                                    Planning          saving capability for the              additional training.
           responder        Respond                                                               Mar-07     2nd
                                                                                                                               /             community.
 High       scheme                                                                                                       Ops Planning
                                                                                                                           Manager

                                      Assess and implement new staffing arrangements for the                              Director of
                                                                                                                                             * Provide opportunities for            Potential for more     Operational
            Incident                  incident management team.                                                          Performance         individuals to work family friendly    cost effective         Assurance.
IRMP      management                                                                                                    Management           shift arrangements.                    working                Operational Plan
                            Respond                                                               Jun-06                                     * Effective and consistent             arrangements.
 2.24     Team (IMT)                                                                                                           /
          development                 Consider and implement additional role of IMT                                    Ops Performance       management of incidents
                                                                                                                          Manager            spreading best practice.


                                      All Operational Teams/Units to produce and implement                                 Director of       * Opportunity to draw attention to     Improved Service CPA6.2w, 6.4s,
                                      Business Plans, to be incorporated into the Station                                Performance         new initiatives                        for financial outturn 6.5s, 6.6s,
           Operational                Service Plan document as a supplementary document,                                                                                                                  6.7s,7.2w,7.3s, 7.4s,
                            Respond                                                               Mar-07                 Management
 2.25     Service Plans               linked to Main Service Plan. Progress is to be monitored                                  /                                                                         7.5s
                                      and managed with reports submitted on a quarterly                                 Planning Officer
                                      basis.
                                      Introduce high performing teams equipped with the                                 ACFO -Human          Enhanced operational response.         Costs to be met
                                      requisite skills and knowledge to provide high level                                Resources                                                 within existing
              High                    response to emergency incidents.                                                         /                                                    budgets.
                                                                                                                          Training &
 2.26     Performance       Respond   Preliminary work carried out to identify locations based    Dec-06
                                                                                                                         Development
          Teams (HPT)                 upon risk + training needs.                                             1st          Manager
                                      * Train and Develop
                                      * Implementation                                                     2nd + 3rd
                                     In line with normal business planning prepare a plan to                                         The ability to respond to calls in a   Preparation of plan
                                     account for industrial action taken by operational                                              timely manner.                         will incur no
2.27                                                                                                       1st       Director of
       Industrial Action             personnel.                                                                                      The Plan will allow for the
                           Respond   * Working Party to be established                            Sep-06             Operational
                                                                                                                                     continuity of business, even though    additional cost to
High
                                     * Plan to be prepared                                                 1st
                                                                                                                      Planning
                                                                                                                                     operational personnel will have        authority.
                                     * Fire Authority to except plan                                       2nd                       withdrawn their labour.

                                     Develop TDA facilities to meet needs of service and                                              Creation of High Performing teams     Costs to be met
                                     region with regard to operational response with particular                                       and introduction of fully competent   from existing
       Development of                focus on Urban Search & Rescue (USAR), Compressed                                                workforce able to deal with all       budgets and
         Training &                  Air Foam System (CAFS), Tactical Ventilation and Fire                       Director of People & reasonably foreseeable incidents -    income generation
2.28    Development        Respond   Behaviour Training                                           Dec-06            Organisational    Safe Person concept. Reflect          by the TDA
         Academy                                                                                                     Development
                                                                                                                                      MF&RA as leader in development
          facilities                                                                                                                  of innovative tactical response.
                                                                                                                                      Enhanced Community Facility
                                                                                                                   Quarter    Responsible
                                                                                                                 section of      Officer
 Action
                                                                                                                   Action                                                                              Reference to other
Plan No:     Project /       Corporate                                                                Estimate                                    Potential Value Returned                Potential
                                                  Methodology / Description of project                           point to be                                                                           Documents / Plans
             Activity          Aim                                                                    End Date                                           (Outcome)                    Financial Impact
                                                                                                                 completed                                                                                / Legislation
Priority
                                                                                                                     and       Nominated
                                                                                                                  reported. Project Manager
                                         Assessment of the impact and extension to other district                              Director of    * Improving the ability of             Cost savings for    National Framework
            Extension of                                                                                                                      businesses to recover from fire,       individual          CPA I/P 7.6s
 IRMP                                                                                                                         Operational
              business                                                                                                                        flood or other incident.               businesses.
  3.1                                                                                                                         Performance
              recovery        Restore                                                                  Mar-07       4th                       * Consequential benefits to the        Income to the
                                                                                                                                    /
           initiative (ISS                                                                                                                    economy of the communities in          authority.
Medium                                                                                                                      Ops Performance
                 Ark)                                                                                                                         which the businesses are located.
                                                                                                                               Manager

 IRMP                                    Following the implementation of the Regulatory Reform                                Director of     * Support the business community Income to the             Fire Safety
  3.2  Extension of the                  Order in Autumn 2006, support business in collaboration                              Community       to carry out professional risk       authority.            Regulatory Reform
         Risk Smart           Restore    with external consultant.                                     Mar-07       4th         Safety        assessments in line with RRO.                              Order
Medium  programme.                                                                                                                 /          * Increasing level of public safety.
                                                                                                                              Legislation
                                         Mainstream of arson reduction services                                                               * Reduction in all deliberate fire     Reduction in the National Framework
                                         Increase the number of arson reduction advocates to 6                                                incidents and anti-social             cost of fires to the Crime & Disorder
                                                                                                                               Director of
                                                                                                                                              behaviour in the Liverpool district.     community.        Reduction.
 IRMP                                    Increase the number of arson advocates in Liverpool to                               Community
                                                                                                                                              * Assist in the reduction of the fear
  3.3                                    2
                                         Extend our hate crime reduction strategy to assist in the                               Safety
               Arson          Restore                                                                  Dec-07       3rd                       of crime.
                                         protection of vulnerable members of the community                                          /
                                                                                                                                              * Reduction in deliberate fire death
  High                                   where there is potential for fires to be used against                              Threat Response
                                                                                                                                              and injuries.
                                         them.                                                                                  Manager
                                         In collaboration with our partners seek additional funding                                           * Improved reassurance of
                                         to deliver risk reduction.                                                                           persons at risk.

 IRMP                                    Integration of e-fire business with fire service direct                              Director of     * provision of a facility to book      Provision of           National Framework
  3.4                                                                                                                         Community       online HFSC appointments via e-        additional facility to CPA
               E-Fire         Restore                                                                  Mar-07     Mar-07        Safety        fire portal, which will be linked to   improve service
Medium                                                                                                                                        Fire Service Direct.                   delivery.
                                                                                                                 Quarter
                                                                                                                              Responsible
 Action                                                                                                            each
                                                                                                                                 Officer                                                                        Reference to other
Plan No:      Project /      Corporate                                                                Estimate  section of                                Potential Value Returned          Potential Financial
                                                    Methodology / Description of project                                            /                                                                           Documents / Plans
              Activity         Aims                                                                   End Date action point                                      (Outcome)                       Impact
                                                                                                                               Nominated                                                                           / Legislation
Priority                                                                                                           to be
                                                                                                                            Project Manager
                                                                                                                reported.

                                           Offer support and advice to a weak or poor Fire & Rescue                                                  * Recognisable improvements in         Potential for        CPA based on
                                           Service through ODPM and CFOA                                                                             performance of mentored                capacity building    embedded
                                                                                                                                                     organisations.                         funding and joint    excellence, CPA I/P
 IRMP                                                                                                                               Directors of     * Achievements of our                  work with IDEA       9.2s, 9.4s
           Mentoring Weak                                                                                                       Strategic Planning / improvement plan.
  4.1
            or Poor Fire & Organisation                                                                 Mar-07      Quarterly       Community        * Identifiable achievements in
           Rescue Services                                                                                                      Safety/Operational
Medium                                                                                                                                               MF&RS that can be linked to
                                                                                                                                   Performance
                                                                                                                                                     mentoring.
                                                                                                                                                     * Best practice is shared
                                                                                                                                                     throughout the country.


                                         Examine areas of commonality to enable collaboration on                                   Director of        * Wider perspective on specific       Development and      Building on CPA
 IRMP                                    a range of issues. 3 themed areas will be chosen                                                             area will be gained.                  resource costs can   success. CPA I/P
            Collaboration                                                                                                       Community Safety
  4.2
            with London &   Organisation following consultation between participating services          Mar-07      Quarterly           /             * Opportunity for development of      be shared between    9.2s, 9.4s
              Cleveland                                                                                                           Beacon Co-          personnel involved in collaborative   brigades             Post Beacon Award
  Low                                                                                                                              Ordinator          working.                                                   work

                                         Proposal for one regional control centre based in                                                            * Increased resilience across                              National Framework
 IRMP                                    Warrington                                                                                                   region.
                                                                                                      Target date                Special Projects
  4.3      Regional Control                                                                                                                           * Improved call handling.
                            Organisation Work with the Fire Control project team to ensure              beyond                       Officer
               Centre                                                                                                                                 * Enhanced working environment.
                                         continued high levels of service to Merseyside                  2007       Quarterly
 High
                                         Communities

                                           To ensure professional appraisal of development                                                            * Due to new or refurbished           Initial costs due to CPA I/P 4.1w, 4.6s
 IRMP                                      plans/future planned uses of existing buildings                                      Director of Service   building stock we will be better      upgrading of
  4.4          Asset                                                                                                                 Support          equipped to provide improved          buildings but
                            Organisation                                                               Sep-06       Quarterly                         accommodation for the use of the      reduction in running
            Management                                                                                                                   /
Medium                                                                                                                           Estates Manager      community.                            costs following
                                                                                                                                                      * Information on building stock is    work.
                                                                                                                                                      always current.
                                           To develop greater cross performance working between                                                       * Increase support to stations and    Lower operating      CPA I/P 5.8s
 IRMP                                      FSN & MF&RS                                                                                                departments in headquarters.          costs.
                                                                                                                                   Director of
  4.5        Fire Support                                                                                                                             * Assist in providing standardised
                                                                                                                                  Performance
                Network     Organisation To integrate FSN volunteers into service headquarters to       Mar-07      Quarterly                         approach across departments.
                                                                                                                                  Management
 High         Integration                support all departments.
                                         To develop off the shelf packages to assist operational
                                         departments and CFS

                                      To ensure planned new stations are integrated fully into                                                        * More efficient stations which are   Lower operating      National Framework
 IRMP                                                                                                 1st phase                 Director of Service available to all the community.
                                      their community.                                                                                                                                      costs.
  4.6      New Community                                                                              completed                      Support
                         Organisation Multi use/occupancy buildings to encourage partnerships                                                       * Provision of buildings fit for
              Stations                                                                                  March                            /
                                      and draw down funding e.g. Resource Centres, Open                             Quarterly    Estates Manager purpose.
 High                                                                                                   2007
                                      learning Centres etc.
                                    Examine and implement alternative staffing arrangements                                          Director of Human       * Increase in flexible working for     Potential for        National Framework
IRMP                                including start/finish times.                                                                        Resources           staff.                                 reduction in staff
          Annualised
 4.7                                                                                                                                          /
         Hours/Dynamic Organisation Changes to take into account risks due to potential                    Mar-07     Quarterly                              * Diversity of staffing options        costs.               CPA
                                    terrorist threat during peak travel times.                                                          Attendance           providing additional family friendly
            Staffing                                                                                                                    Management
Medium                                                                                                                                                       working opportunities.
                                                                                                                                          Manager

                                       Create a central resource consisting of part time staff                                                               * Additional resilience for        Reduced staffing         National Framework
                                                                                                                                     Director of Human
IRMP                                   available on a call off contract basis.                                                           Resources           operational personnel during peak costs.
             Part Time                                                                                                                                       leave periods.                                              CPA I/P 5.2w, 5.4s,
 4.8                                                                                                                                          /
             Working      Organisation (to include seven day working at TDA see 4.28)                      Mar-07     Quarterly                              * Provide a more diverse workforce                          5.6s
                                                                                                                                        Attendance
         (including 4.28)                                                                                                               Management           with greater opportunity for under
 High
                                                                                                                                          Manager            represented groups.


                                          To provide effective and efficient training at regional level.                             Director of Strategic   * Training delivery managed            Efficiency savings   National Framework
IRMP
                                                                                                                                        and Regional         centrally at regional level.           through
 4.9
            North West                                                                                                                     Support           * Collaboration between training       collaborative
                          Organisation                                                                     Mar-07     Quarterly
         Training harmony                                                                                                                      /             providers in the region.               approach.
Medium                                                                                                                                 Special Projects
                                                                                                                                            Officer


IRMP                                      Implement review of Station Locality Managers                                                  Director of         * Increased capacity and               Improved output at National Framework
 4.10     Station Locality                                                                                                              Performance          performance delivering high            reduced cost.
                           Organisation                                                                    Mar-07     Quarterly
            Managers                                                                                                                    Management           performance.
 High

                                          To increase the effectiveness and impact of the OWLe                                                               * Improve the quality in the        Training costs in       CPA I/P 5.2w, 6.2w,
IRMP                                                                                                                                     Director of
                                          performance management system                                                                                      reliability and robustness of data. service                 6.4s, 6.5s, 6.6s,
 4.11         OWLe                                                                                                                      Performance
                           Organisation                                                                    Feb-07     Quarterly                              * Enhance the information           improvement.            6.7s, 7.2w, 7.3s,
           development                                                                                                                  Management
                                                                                                                                                             contained in management reports.                            8.1w, 8.2s
 High
                                                                                                                                                                                                                         Annual Audit 04/05

                                          We will extend the motorbike trial by the provision of a                                                           * Improve the quality of operational Improved output at National Framework
IRMP                                      second motorbike.                                                                          Director of Human response.                                  reduced cost.
         Extend Motorbike                                                                                                                              * Provide additional resilience                               Building on CPA
 4.12                                                                                                                                    Resources
               Trial      Organisation                                                                     Mar-07   report via 2.5
                                                                                                                                                             regarding operational attendance.                       success area.
             (see 2.5)                                                                                                                                       * Facility for fast response in
 High
                                                                                                                                                             congested areas.

                                        Involve all workforce in suggestions for improvement                                                                 * Range of efficiency                  Costs offset by      CPA
IRMP                                                                                                                                 Director of Strategic
                                        areas (Including IRMP issues) This to include diversity                                                            improvements.                            increase in
 4.13      Innovation in                                                                                                                  Planning.
                           Organisation issues and benefits to the community.                              Mar-07                                          * Staff involvement in all areas         efficiency due to
             Practice                                                                                                                          /
                                        Consider the possibility of a financial award scheme                                           Planning Officer contributing to efficiency                  suggestions.
Medium                                                                                                                Quarterly
                                        based upon a percentage of the benefit derived.

                                       Examine the feasibility of a dedicated training station and                                                           * Operational personnel will have      Reduced costs due National Framework
IRMP                                   if appropriate implement outcome.                                                             Director of People & the opportunity to take part in           to training.
                                       Integrate a wide range of equipment provided by the                                              Organisational    training for whole tours of duty
 4.14
         Training Station Organisation ODPM                                                                Mar-07     Quarterly         Development
                                                                                                                                                             whilst still offering emergency
Medium                                                                                                                                                       response
                                                                                                                                                             * Increased training capacity and
                                                                                                                                                             resilience.
                                          Put systems in place to provide service delivery through                           Director of Strategic * Transformation of some services         Cost of software     E-Government
IRMP
                                          Customer Relations management allowing services to be                                    Planning        in to provide consistent quality          systems and
 4.15     Customer                        delivered at first point of contact.                                                                     across all customer contact.              training offset by
                                                                                                                                       /
         Relationship      Organisation                                                               Jan-07    Quarterly                                                                    savings from
                                                                                                                             Knowledge Manager
Medium   Management                                                                                                          & Locality Manager                                              Business process
                                                                                                                                                                                             engineering.

                                          Examine the costs and benefit of providing a mobile fire                           Director of Service     * Increase in HFSC's in area.        Cost of station.        National Framework
IRMP
                                          station.                                                                                Support            * reduction in anti social behaviour
 4.16
          Mobile Fire                                                                                                                 /              incidents and violence towards
                           Organisation                                                               Jan-07    Quarterly
           Station                                                                                                           Transport Manager       operational crews.
Medium                                                                                                                          (Deferred to
                                                                                                                                  2007/08)


                                        Assess benefit of solely 'with cause' testing and                                     Director of Human * Improve safety of all personnel.           None
IRMP
                                        commence random drug/drink testing of personnel in risk                 Quarterly         Resources      * Improved awareness in
 4.17    Drink & Drug
                           Organisation critical roles.                                               Jan-06                           /         drug/alcohol issues in service.
            testing                                                                                                          Occupational Health
                                        * Report to CLT                                                            1st
 High                                                                                                                              Manager


                                          Implement improved business intelligence                                                                   * District focus intelligence with                           CPA I/P 8.5s
IRMP                                                                                                                         Director of Strategic   Account managers connected to a
 4.18      Business                                                                                                                Planning          SLA.                                                         E-Government
                           Organisation                                                               Sep-06    Quarterly                            * Capturing tacit knowledge and
          intelligence                                                                                                                 /
Medium                                                                                                                       Knowledge Manager       creating a knowledge base linked
                                                                                                                                                     to the role of officers.

                                          Consider, Respond, Implement and Monitor outcomes                                                          * Improved Service where                Improved             Annual Internal Audit
                                          from Internal Audit.                                                               Executive Director attention has been drawn to       performance and
 4.19
                                                                                                                                of Finance,     issues, enhancing the performance measures to benefit
         Internal Audit    Organisation                                                               Mar-07    Quarterly
                                                                                                                             Procurement & ICT of MF&RA.                          MF&RA as a result
 High
                                                                                                                                                                                             acting on
                                                                                                                                                                                             recommendations.

                                        All departments to Develop and Implement a Service                                                           * Improved structure to
                                                                                                                                All Directors
         Service level
 4.20                      Organisation level Agreement.                                              Mar-07    Quarterly              /        departmental working.
         Agreements                                                                                                          Head of Department


                                        Staff Appraisal to be conducted on all staff with Appraiser                                                  *Continuity of staff performance        A Competent, Cost Annual Audit 2003/4
                                        conveying Key Corporate aims to the Apraisee during                                                          throughout service.                     effective, Content CPA I/P 1.3s, 5.1w,
                                        appraisal interview. Training & Professional Development                             Director of People & * Raised communications between workforce.                    5.3s
                                                                                                                                Organisational
 4.21    Staff Appraisal   Organisation to monitor appraisal system and ensure requirements are       Mar-07    Quarterly                         staff and management.
                                                                                                                                Development
                                        being met.                                                                                                   * Training requirements raised, and
                                                                                                                                                     addressed.
                                                                                                                                                     * Early intervention of staff issues.
                                                                                                                                                     * Enhanced staff awareness of
                                          Produce extended Policy including procedural guidelines                             Director of Human                                                                   Annual Audit 2003/4
 4.22                                     and appeals process timescales.                             Jun-07   2nd Quarter        Resources
         Early Medical
                           Organisation                                                                                                /
         Retirements                      Implement                                                                          Occupational Health
 High                                                                                                 Sep-07   3rd quarter
                                                                                                                                   Manager
                                           To pursue debtors by telephone and letter with the                                Executive Director 90% recovery                             Recovery of
                                           intention of taking matters to court.                                                of Law & HR                                              outstanding Debts
 4.23     Debt Recovery Organisation                                                                  Mar-07    Quarterly
                                                                                                                                       /
                                                                                                                              Litigation Officer


                                                                                                                             Executive Director Reduction in claims against              Reduction in costs
 4.24    Determination of                                                                                                                        Authority                               to Authority
                                        To defend in an effective manner claims against the                                     of Law & HR
         all Claims        Organisation                                                               Mar-07    Quarterly
                                        Authority by pro-active relationship with Insurance                                            /
 High    Against Authority                                                                                                    Litigation Officer
                                        Company.

                                         Review Operational SOP’s in line with requirements of                                  Director of       Improved capability and resilience     No direct costs
                                         Civil Contingencies Act.                                                  1st          Operational       to the community of Merseyside.
            Review
                                                                                                                                 Planning
 4.25      Operational      Organisation * Assess workload and distribute work across the year        Mar-07                                      Production of more inclusive and
                                                                                                                                     /            user friendly SOP’s.
             SOP’s                       * Operational Planning Staff will have to be redirected to                            Ops Planning                                                                    Civil Contingencies
                                         carry out this work.                                                      4th
                                                                                                                                 Manager                                                                       Act.

          Sampling of                      Sampling and monitoring of contractual performance and                                                 Continual improvement; legal /
         Contract or Fire                  enforcement practices.                                                            Executive Director financial stability.
             Safety                                                                                                             of law & HR
 4.26                       organisation                                                              Mar-07    Quarterly
          Enforcement,                                                                                                                /
         Procurement &                                                                                                       Assistant Solicitor
            HR Files

                                      To provide up-to-date information on legal/statutory                                                        Continual improvement.                                       CPA I/P 3.6s
             Updating                 changes/developments that may impact upon the
                                                                                                                             Executive Director
 4.27     Information on Organisation Service.                                                        Mar-07    Quarterly
                                                                                                                                of law & HR
          Legal Changes               Compliance with legislation; continual improvement.
                                      Continue with practice (Lawtel database utilisation etc.).

                                         Utilise spare capacity at TDA by delivering training                                  ACFO Human         Ability to fully meet training &       Staff to receive
                                         several days a week and extend operating times into                                    Resources         development needs of the Service       enhanced payment
            Part Time                    evenings.                                                                                                and Community Partners, and            to reflect flexible
                                                                                                                  report             /
 4.28     Contracts (see    Organisation Increased accessibility of TDA facilities to local           Mar-07                                      realisation of full potential of       working patterns.
                                                                                                               through 4.8      Training &
            IRMP 4.8)                                                                                                          Develpoment
                                         communities.                                                                                             training establishment.                Negotiations to be
                                         * Organise Staff working patterns                                                       Manager                                                 conducted.
                                                                                                                                                                                         Increase in public
                                         Develop an equalities & diversity training strategy which                                                Greater appreciation of equality &                           Objective 6.1.5 HR
                                         includes overall training & provision & requirements .                                ACFO Human       diversity issues and facilitation of a                         Strategy.
 4.29      Equalities &
                                         * Draft Strategy                                                                       Resources       more diverse workforce.                                        CPA I/P 5.7s
            Diversity       Organisation                                                              Mar-07    Quarterly
                                         * Consider by Equalities Consultant & Equalities Steering                                     /
 High       Strategy                                                                                                         Equalities Manager
                                         Group
                                         * Submit to CLT & Authority for approval.

                                           Develop 'fast track' development programme for existing                             ACFO Human         Improved management and                None. Use existing Objective 6.1.6 of
                                           employees and as part of recruitment programme.                                      Resources         Leadership capacity                    resources          HR Strategy
 4.30
            Fast Track                     * prepare proposed programme                                                              /
                            Organisation                                                              Mar-07    Quarterly
           Development                                                                                                          Training &
Medium                                     * Implement programme                                                               Development
                                           * Report to CLT and Authority                                                         Manager


                                         Prepare a Joint Development Plan between Telent, ICT &                                                   Year on year savings reflected in      Delivered Cost      Budget Plan
                                         Procurement.                                                              1st                            Budget.                                savings as agreed
           Telent, ICT &
                                         * Understand Current Telent Contract                                                  Director of ICT                                           Executive Director
 4.31      Procurement
               Joint        Organisation * Open discussions with Telent                               Mar-07                                                                             of Finance,
                                         * Amend Contract Accordingly                                                           ICT Delivery                                             Procurement & Ict /
Medium     Development                                                                                                            Manager
               Plan                                                                                                                                                                      Telent.
                                           * Review Savings todate and future Forecast Savings.                   3rd
                                         Implementation of Job Evaluation Local Pay Review                                                        Establishment of 'fair pay' in      * Costs of external Sevice Plan 05/06
                                         process for all 'Green Book' posts.                                                                      respect of 'Green Book' staff using consultant to          Green Book -
                                                                                                                   1st
                                         * Conduct assessment of jobs                                                                             an objective process.               undertake job          conditions of service
                                                                                                                                                                                      evaluation
                                         * Report to Authority with proposals for pay banding                                 Executive Director                                      (provision already
                                                                                                                   3rd           of Law & HR                                          made)
                                                                                                                                       /                                              * Implementation of
 4.32    Job Evaluation   Organisation                                                                Mar-07
                                         * Implement approved scheme including pay protection                                Director of People &                                     job evaluation may
                                                                                                                                Organisational                                        result in overall cost
                                         where applicable.
                                                                                                                                Development                                           to Authority of 1/3
                                                                                                                   4th                                                                of non-uniformed
                                                                                                                                                                                      pay bill (because of
                                                                                                                                                                                      pay protection
                                                                                                                                                                                      costs).

                                         * Develop procedures                                                                                    Pool of Talent' available for           Development of           Objective 6.4.4 HR
                                                                                                                               ACFO - Human       vacancies as and when they arise.      individuals may          Strategy
                                         * Report to CLT
                                                                                                                                  Resources
 4.33                                    * Consult Trade unions                                                                                   This will enable continuity in         result in costs to the   CPA Improvement
           Succession                                                                                                                  /
                          Organisation                                                                Dec-06    Quarterly                         service provision.                     Authority for            Plan 1.4s, 3.1w
            Planning                     * Submit to Authority for approval                                                  Director of People &
Medium                                                                                                                          Organisational                                           provision of
                                         * Implement                                                                                                                                     training/developme
                                                                                                                                Development
                                                                                                                                                                                         nt, but it is



                                      * Agree Formal Contract between 3 Authorities                                                              Scheme worth £33 Million accross 20 new fire stations IRMP
                                                                                                                   1st
                                      (Merseyside/Cumbria/ Lancashire)                                                        Executive Director
                                                                                                                                                 North West Region - £16 million to across the region - Asset management
 4.34                                 * Appoint advisors fro Technical, Finance & Legal                            1st           of Finance,     Merseyside.                        9 for Merseyside    Plan
         Private Finance                                                                              Ongoing
                         Organisation Services
                                      * 4P's Gateway Review                                                        2nd       Procurement & ICT                                                          Risk Register
          Initiative PFI                                                                               (2010)                          /         Due for completion October 2010
 High                                 * Complete Outline Business Case                                             3rd       PFI Project Manager
                                         * Project Review Group PRG approval                                       4th

                                     Ensure ICT Disaster Recovery Planning (DRP) is in line                                                      Correct procedures in place to                                   Organisation
                                     with Organisation Business Continuity.                                                                      enable the organisation to carry on                              business continuity
                                     * Establish business requirement for business continuity                      1st                           working in the face of a disaster.
                                                                                                                                ICT Director
 4.35     ICT Disaster               using ICT
                                                                                                                                     /
            Recovery    Organisation * Review Current Backup Solutions                                Mar-07
                                                                                                                                ICT Delivery
 High    Planning (DRP)              * Enhance Backup Solution if recommended                                                     Manager
                                     * Produce a DRP for each Application                                       2nd, 3rd &
                                     * Ensure ICT DRP is aligned to Organisation Business                          4th
                                     Continuity

                                         Develop Programme to promote professional working                                                       Increase in availability of staff who   Costs should be          Objective 6.2.2 of
                                         groups with other authorities and other organisations with                            ACFO - Human       are involved in working groups.        covered in existing      HR Strategy
                                                                                                                                  Resources
 4.36                                    a view to encouraging skills sharing.                                                                                                           budget.
          Skills Sharing                                                                                                               /
                         Organisation                                                                 Aug-06    1st & 2nd
         Working Groups                                                                                                      Director of People &
Medium                                                                                                                          Organisational
                                                                                                                                Development


                                         Develop a secondment scheme for employees to help                                                       Increase in capacity of workforce       Potential costs of   Objective 6.2.3 of
                                         cover development and share learning                                                 Executive Director to deliver the Authorities vision.      back filling         HR Strategy
 4.37                                                                                                                            of Law & HR
                                                                                                                                                                                         secondees posts.
          Secondment                                                                                                                   /
                          Organisation                                                                Dec-06       3rd                                                                   Anticipate any costs
 Low        Scheme                                                                                                           Director of People &
                                                                                                                                Organisational                                           can be met from
                                                                                                                                Development                                              existing budgets.
                                         Develop IPDS to ensure continuing prioritisation of                                                    Ensuring the right people , in the   No new growth.      Part of objective
                                         training needs, as per implementation strategy for IPDS                           ACFO - Human       right place, doing the right job, at   Budgetary provision 6.2.1 of HR
                                                                                                                              Resources       the right time.                        in training budget  Strategy.
 4.38
                                                                                                                                   /
               IPDS       Organisation                                                             Ongoing   Quarterly
                                                                                                                         Director of People &
 High                                                                                                                       Organisational
                                                                                                                            Development


                                         Implement a manager development programme for senior                                                   Increase in Management and           Costs of External    Objective 6.1.4 of
                                         and middle managers, consistent with IPDS which will                              ACFO - Human       Leadership Capacity.                   provider of          HR Strategy
                                         focus on development of management competencies.                                     Resources                                              management
 4.39     Management
                                                                                                                                   /                                                 programme may be
          Development     Organisation * Specify requirements of programme, tender for             Mar-07
                                                                                                                1st      Director of People &                                        possible to maintain
 High     Programme                    procurement of programme                                                             Organisational
                                       * Identify staff who are to benefit from the programme                                                                                        in existing
                                                                                                             Quarterly      Development
                                                                                                                                                                                     budgetary
                                       * Implement programme and review success                              3rd & 4th                                                               provision.

                                    Ensure that the Authority complies with the requirements                                                    Ensured compliance with ODPM &                            Objective 8.2 & 8.1
          Regional                  upon the Authority relating to Staff under the National                               Executive Director    Regional requirements.                                    of HR Strategy.
                                    Framework Document. Include the regional diversion of                                    of Law & HR        Maintain Authority reputation.                            National Framework
 4.40  Dimension of HR
                                                                                                                                   /
          & National   Organisation HR.                                                            Sep-06                                       Through appropriate staffing
                                                                                                                         Director of People &
Medium   Framework                  Analysis of framework provision in Dec 2005 & 2006 and                                                      measures
                                                                                                                1st         Organisational
        Requirements                maintaining of regional developments.                                                   Development
                                    Devise action plan to ensure compliance.                                   2nd
                                       Develop Salary & Grading review guidelines and apply                                                          Consistency will maintain fair play                           Objective 6.5.3 of
                                                                                                                               Executive Director
                                       such guidelines consistently across all service                                                               as determined following job                                   HR Strategy
                                                                                                                                  of Law & HR
 4.41    Salary & Grading              departments.                                                                                                  evaluation and reduce prospect for
                                       * Draft guidelines                                                           1st                 /
              Review      Organisation                                                                  Dec-06                                       excessive numbers of applications
                                       * Report to CLT                                                              1st       Director of People &
 High       Guidelines                                                                                                           Organisational      for grading reviews.
                                       * Consult representative bodies                                              2nd
                                                                                                                                 Development
                                       * Report to Authority and implement approved guidelines                      3rd

                                        Comply with the time constraints set out in the Personnel                                                    To provide the most efficient and                             Personnel SLA
                                        SLA in areas such as Recruitment, Appointment and                                      Executive Director    effective service possible to all
                                        Promotion, Discipline & Grievance, Pay, Pensions,                                         of Law & HR        Personnel's customers, adding
 4.42     Personnel                     Leavers, Sickness absence, Medical appointments and                                                          value to the organisation through
                                                                                                                                        /
        Service Level      Organisation other Occupational Health services.                             Ongoing   Quarterly                          Change Management
                                                                                                                              Director of People &
Medium Agreement (SLA)                                                                                                           Organisational
                                         * Put Measuring tools in place
                                                                                                                                 Development
                                         * Reports to be produced quarterly
                                         * SLA to be amended appropriately.

                                     Establish a policy & Procedure for extending working after                                                      Retention of skilled & experienced                            Objective 6.4.15 of
                                     retirement age.                                                                 1st                             staff who can contribute towards                              HR Strategy
                                                                                                                              Executive Director
                                     * Draft Policy & Procedure                                                                                  the Authority's Service Delivery
          Working Past                                                                                                          of Law & HR
 4.43                   Organisation * Report to CLT                                                    Dec-06      1st                          and truly assist the Authority in
         Retirement Age                                                                                                               /
                                     * Consult representative bodies                                                2nd         HR Manager       achieving its vision.
                                     * Report to Authority                                                          3rd
                                     * Implement approved Policy                                                    3rd

                                      Determine areas of current skills shortages within the                                                         Filling skills gap. Enabling specific
                                      Service and explore with Universities relevant courses                                   Executive Director projects to be completed at
                                      which will allow work placements during the academic                                        of Law & HR      relativley low cost.
 4.44
         University Work              year in areas of skills shortages.                                                                /
                         Organisation                                                                   Mar-07    Quarterly
          Placements                  * Identify and determine skills gaps, project areas of                                  Director of People &
Medium                                                                                                                           Organisational
                                      suitability
                                      * Identify University's                                                                    Development
                                      Approve arrangements & pay Students

                                        Introduce a core of training staff who are conditioned to                                                    Training staff with specialist skills   Potential Saving of
                                        'Green book' employment conditions and thus provide                                     ACFO - Human         and specific knowledge who              £10,000 per post
                                        consistency within the Training Development Academy                                       Resources          provide long term stability at the
 4.45       Training &
                                                                                                                                       /
          Development -    Organisation (TDA)                                                           Mar-07    Quarterly                          TDA.
                                                                                                                                  Training &
Medium    Training Staff                * Job descriptions and role maps                                                         Development
                                         * Selection Procedure                                                                     Manager
                                         * Training & Development

                                      Introduce a corporate record, document and content                                                            Saving staff time an improving the       Budget allocations    CPA I/P
                                      management system (portal) enabling management of all                                                         ability of the Service to fulfil key     have been made ,
                                      types if information (eg. Word files) in all formats, during                   1st      Director of Strategic legislation such as Data Protection      outlined in the
         Merseyside Fire
                                      their entire life cycle, from creation to capture, through                                    Planning        and Freedom of Information Acts. It      knowledge
 4.46      & Rescue      Organisation                                                                   Mar-07
                                      workflow maintenance to event                                                                                 will greatly support staff and           Management
          Service Portal
                                      *Advertise Invite To Tender (ITT)                                             1st                             elected members in being able to         Budget £250,000
                                      * Produce Project Initiation Document                                       Quarterly                         access up-to-date and timely             over 3 years.
                                      * Establish Project BOARD                                                   Quarterly                         information

                                        To ensure that the Service continues to be both an                                                          Framework of high quality
                                        innovative and improving organisation it is intended to                                                     information for Directors to enable
                                        develop systems of horizon scanning which will aid                                                          them to develop service planning
                                                                                                                     1st
             Horizon                    Principal Officers and Directors in their planning activities                         Director of Strategic action points that reflect the most
           Scanning /                   in future years.                                                                            Planning        important National and local
 4.47                      Organisation * Identify Sources                                               Jul-06
          Environmental                                                                                                                             priorities and those which will assist
            Scanning                    * Assess information available                                               1st       Planning Manager the Authority in achieving
                                        * Carry out regular horizon scanning                                         1st                            improvement and maintaining
                                        * Regular provision of information to Directors to aid
                                        planning - update to specific Directors - General Bulletins                 2nd
                                       Review the outcomes from IRMP2 and publish findings.                                                   The Authority and Public of          Published to the      IRMP 2
                                       This will include savings, benefits and costs                                                          Merseyside will have a clear         website but
                                                                                                                        Director of Strategic explanation of the impact of the     potential external
                                                                                                                              Planning        year 2 IRMP.                         design costs.
4.48   Impact Analysis Organisation                                                                Jul-06   1st & 2nd                                                              Possible summary
                                                                                                                        Planning Manager                                           document for
                                                                                                                                                                                   widespread
                                                                                                                                                                                   distribution.


       Merseyside Fire              MF&RS Website to be revised to reflect more Diversity,                                                    More Diverse & accessible site for Costs should be
4.49                                                                                                                       Director of
          & Rescue     Organisation Disability, making it a more specialist and accessible site.   Jul-06   1st & 2nd                         people with difficulties           within current
High                                                                                                                     Communications
       Service Website                                                                                                                                                           budget.

                                      Minimise the effect of Energy Consumption due to arise in                                               Reduction in energy consumption Potential savings          ISO14001
                                      costs and to meet the ISO14001 Environmental                                                            creating more Economical Service on Energy Bills           Environmental
                                      management System targets.                                               1st                                                                                       Management
                                                                                                                        Director of Service
                                      * Review Policy & SOP. * Include Gas & Electric on                                                                                                                 System
                                                                                                                             Support
4.50
        Energy Wise      Organisation OWLe. * Set Targets. * Report Annual 2005/6                  Mar-07
High                                  * Produce Video/CD. * Road Show. * Champion. *Carbon                               Service Support
                                                                                                              2nd
                                      Trust Process.                                                                     Project Manager
                                      * Deliver Training. * Road Show. * EEAS Audit.                          3rd
                                      * Road Show. * Monitoring. * Review. * Audit & Report
                                                                                                               4th
                                      Feedback

                                      Implementation of Purchasing Metrics / Performance                                                      Quantitative Measure of Value     Cost of training
                                      Indicators in respect of key areas of performance,                                                      added by the application of       Circa £8k
                                      including a common set of Commodity codes across the                                                    Professional Purchasing Practices
                                                                                                                        Executive Director
                                      Collaborative Authorities.                                               1st         of Finance,
4.51    Performance                   * Initial Performance Indicators available upon Purchasing                        Procurement & ICT
                         Organisation Intranet in respect of SOFT, Savings and Contract            Mar-07
        Measurement
                                      Information.                                                                          Director of
                                      * Metrics subject to review of year out student                         1st          Procurement
                                      dissertation. post review
                                      * Implement                                                             2nd
                                       * Fully operational Metrics                                            4th

                                      Reduction in times to Market and Process. Saving in                                                     Greatly decreased lead times.        Process is an
                                      relation to Small Value Large Volume purchases.                                   Executive Director Feeling of ownership on behalf of       integral component
                                                                                                                           of Finance,
                                      E-Catalogues will allow for user purchases against                                                   users. More time for purchasing to      of the new FMIS
         Electronic                                                                                                     Procurement & ICT
4.52                     Organisation approved contracts directly via the intranet.                Jun-06      1st                            concentrate efforts upon Strategic   system and is such
         Purchasing
                                      * Facility built into the New FMIS System.                                            Director of       issues. Potential headcount          no additional
                                       * E-Sales to be available.                                                          Procurement        reduction's) / redeployment.         changes are
                                                                                                                                                                                   applicable.

                                      Rationalise Purchasing across a number of NW                                                            Consistent co-herant strategy for    Depending upon
                                      Authorities, whilst at the same time promoting MF&RA                              Executive Director
                                                                                                                                              supply chain activities across all   any SLA agreement
                                      purchasing as a Centre of Excellence for Fire Service                 Ongoing        of Finance,     Authorities. Economies of Scale         MF&RA may part
         Regional                     Procurement.                                                                      Procurement & ICT and primarily reduction of               fund however
4.53                     Organisation * Expansion of existing collaboration as per Lancashire.     Mar-07                                     Commercial Risk                      proposal with FD to
        Collaboration
                                       * Await outcome of Cheshire's Best Value Review of                                   Director of                                            Job share
                                       Purchasing, review and decide upon the recommended                                  Procurement
                                                                                                               1st
                                       cause of action.
                                     Corporate Social Responsibility in respect of the local                                                      Integrated supply chain, tap into
                                     economy and development of local sources of supply and                               Executive Director suppliers processes, Procedures
                                     including environmental considerations.                                    1st          of Finance,
                                                                                                                                             and better products if available.
       Corporate Social                                                                                                   Procurement & ICT
4.54                    Organisation * Produce Draft Questionnaire & report to CLT                  Dec-06                                        Political benefits in relation to local
        Responsibility
                                     * Produce Draft Policy & report to CLT                                     2nd           Director of         economy.
                                                                                                                             Procurement
                                       * Supplier Conference                                                    3rd

                                      Roll out the New FMIS across the Authority, including                                                       Improved Financial Process.               All FMIS costs,
                                      associated documentation and support. Carry out a                                                           Quicker ordering of goods &               including training,
                                      training needs analysis for financial issues in relation to                                                 services. Improved competence by          are included in
                                      this.                                                                                                       FMIS users.                               overall contract
                                      *Authority approval to preferred supplier.                                                                                                            costs
                                                                                                                          Executive Director
        FMIS Financial                * Enter contract & Implement.                                                          of Finance,
         Management                   * Copy Data, parallel running to new system. Be confident                           Procurement & ICT
4.55                     Organisation in data & methods of working.                                 Dec-06   Quarterly
          Information
            System                    * Extend FMIS to stations & departments.                                            Director of Financial
                                      * Training needs analysis & train personnel. Provide                                      Planning
                                      documentation.
                                      * Introduce E-requisitioning
                                      * Allow personnel to input data & access financial
                                      information for budgetary purposes.


                                   Re-engineer business processes to automate processes                                                           Improved business processes,              FMIS costs
                                   on new FMIS.                                                                           Executive Director
                                                                                                                                                  leading to improved Financial             included in contract.
       Re-Engineering              * Assess & re-align resources across Payroll, Accounting,                                 of Finance,     monitoring information. Likely staff           Savings in staff not
          Business                 Purchasing, Creditors Payments and Stores.                                1st, 2nd &   Procurement & ICT reductions in medium term.                      yet quantifiable
4.56                  Organisation * Functions to deliver required systems & efficiencies.          Dec-06
         Processes                                                                                               3rd
           (FMIS)                  *Produce revised staffing structure for Finance &                                      Director of Financial
                                   Procurement.                                                                                 Planning



                                      Review Finance related document management systems                                                          Improved document management              No direct costs
                                      in light of organisational needs, particularly in regard to
                                      the automation of all business forms & in the context of                            Executive Director
                                                                                                                             of Finance,
                                      the requirements of Data protection & Freedom of
           Finance                                                                                                        Procurement & ICT
4.57                     Organisation Information Legislation.                                      Sep-06   1st & 2nd
        Documentation
                                      * Set out current system .                                                          Director of Financial
                                      * Discuss with Director of Strategic Planning & Knowledge                                 Planning
                                      Manager.
                                      * Introduce improved system

                                     Implement Purchasing and/or Credit Cards for                                                                 Improved & Speedier purchasing            No direct costs
                                     appropriate Departments in the Service.                                              Executive Director options. Greater flexibility
                                     *Agree Procedure                                                                        of Finance,
       Purchase Cards /              * Train relevant Personnel                                                           Procurement & ICT
4.58                    Organisation * Issue P-Cards to one or two appropriate deoartments on       Jun-06      1st
         Credit Cards
                                     a trial basis                                                                            Director of
                                     * Assess success                                                                        Procurement
                                     * Extend over appropriate Departments.

                                      Assess the potential for the new payroll system included                                                    Improved functionality dependent          None at present
                                      in FMIS to extend funtionality into other areas and                                 Executive Director upon the outcome of the systems
                                      improve curernt processes & procedures                                                 of Finance,     assessment.
           Payroll                                                                                           1st, 2nd &   Procurement & ICT
4.59                     Organisation * Implement new FMIS                                          Dec-06
        Developments                  * Look at options including on-line 'self service' systems,                3rd
                                                                                                                          Director of Financial
                                      including Processing Car allowance payments.
                                                                                                                                Planning
                                      Let a contract with a preferred supplier for the provision of                                                 Improved booking of travel &       There will be an
                                      travel agency service.                                                                Executive Director accomodation for Members and            additional cost top
                                      * Draw up specifications                                                                 of Finance,     Officers.                               outsourcing this
         Travel Agency                                                                                                      Procurement & ICT
 4.60                    Organisation * Seek quotations                                               Sep-06   1st & 2nd                                                               service. Estimated
            Services                  * Award contract                                                                                                                                 cost £10,000 p.a.
                                                                                                                            Director of Financial
                                                                                                                                  Planning



                                      Move current HQ Stores, for uniform, clothing, &                                                              Improved stores system & better    FMIS project
                                      consumables, from current Sopht Logic system to a                                                             financial control.                 budget contains all
                                      Module of the new FMIS.                                                                                                                          software, FM &
                                      Assess suitability for BA, A&E and Workshops stores to                                                                                           training costs for
                                                                                                                            Executive Director
                                      migrate onto FMIS stores Module.                                                                                                                 new stores module.
                                                                                                                               of Finance,
          New Stores                  * Install Stores Module                                                               Procurement & ICT
 4.61                    Organisation * Train staff                                                   Mar-07   Quarterly
           System
                                      * Parallel running                                                                    Director of Financial
                                      * Switch off Sopht logic & run with new system - feeding                                    Planning
                                      into main FMIS
                                      * Assess whether other stores should also migrate, if so
                                      proceed as above.


                                      Review arrangements for Petty Cash at Sub imprest                                                             Improved Petty Cash System         Nil
                                      locations.                                                                            Executive Director
                                      * Review current system                                                                  of Finance,
           Petty Cash                                                                                                       Procurement & ICT
 4.62                    Organisation * Utilise FMIS for on-line documentation                        Dec-06   Quarterly
            Systems                   * Implement
                                                                                                                            Director of Financial
                                                                                                                                  Planning



                                      * Move to Microsoft Active Directory                                                                          Greater ICT Security, a step toward Within Budget
                                      * Upgrade core WAN (see comment) Triangle HQ, TDA &                         1st                               disaster recovery
          ICT Platform                MACC                                                                                    Director of ICT
 4.63                                                                                                                                               Needs to be in place for new
           Upgrade -                  * Move to Exchange Server 2003 (see comment)
                         Organisation                                                                 Mar-07                                        Document Management Solution.
         Network, E-mail              * Begin Implementation of SHQ Storage Area Nework                                         ICT Delivery
 High                                                                                                          2nd, 3rd &         Manager
           & Storage
                                                                                                                  4th                               Needs to be in palce for ICT
                                                                                                                                                    Disaster Recovery Plan.

                                      Recommend and migrate to new Microsoft Desktop                                                                Mocrosoft is forcing Organisations Budget requirement
                                      Software                                                                    1st                               to make a decision on licensing in not established
                                                                                                                              Director of ICT
 4.64       Microsoft                 * Evaluate Microsoft Licensing Options                                                                        April 06. This decision will then be
            Desktop      Organisation * Begin organic roll out of new desktop. If                     Mar-07                                        valid for 3 years. Requirements to
                                                                                                                  2nd           ICT Delivery
Medium      Software                  recommendation accepted                                                                     Manager           move from current desktop as
                                      * Push to roll out remaining new desktops                                                                     support will be withdrawn by
                                                                                                                  4th
                                                                                                                                                    Microsoft.
                                      Telephony Solution to Replace the Existing Analogue                                              Address: Poor Support in place for Provision made
                                      Telephone System.                                                                                general telephony systems.         within budget
                                                                                                                                       Repairs' that take a number of
                                      * Provide Business Justification to CLT based on Telent                        Director of ICT   Days. Existing Exchanges
 4.65
           Telephony
                         Organisation work to date                                              Dec-06   Quarterly                     declared end of life.
            Solution                                                                                                  ICT Delivery
Medium                                * If CLT approved, begin phased replacement in line as                                           Benefits: Reduced rates mobile to
                                                                                                                        Manager
                                      proposed project plan.                                                                           office phones. Free calls on the
                                                                                                                                       new network. Voicemail.
                                                                                                                                       Automated Attendance. A platform
                                                                                                                                       for further telephony
                                     Introduction of a new ICT Organisation and Associated                                             3-5 year plan for the Organisation                  Knowledge
                                     Processes                                                                                         that supports the Knowledge                         management &
                                     * Review Requirements for an Ideal ICT Client Team &                                              management & Organisation                           Organisation
                                     Implement.                                                             1st      Director of ICT   Strategy that is understood by CLT                  Strategy
 4.66    ICT Organisation
                                     * Establishment of an ICT Strategy Board                                                                                                              E-Gov initiatives
           & Associated Organisation                                                            Dec-06
                                     * Ensure ICT Strategy supports Knowledge Management                              ICT Delivery
 High       Processes                                                                                                   Manager
                                     & Organisation Strategy.
                                     * Raise awareness of ICT Strategy                                     2nd
                                     * Raise awareness of existing or new ICT Polices &
                                                                                                           3rd
                                     Processes
The Fire Authority is responsible for the preparation of the Performance Plan and for the information and assessments set out within it, and the assumtions and estimates on which they are based. The Fire and Rescue Authority is also
responsible for setting in place apprpiate performance management and control systems from which the information and assessments in the performance plan have been derived.The Fire and Rescue Authority is satisfied that the
information and assessments included in the plan are all in material respects accurate and complete and that the plan is realistic and achievable


The table below summarises performance for 2005/06 fire related BVPI and local Performance Indicators against 2004/05. It presents the results as the actual number of incidents, as well as the BVPI result, which converts the actual
numbers into figures that can be compared across Authority's.Comments on targets that have not been achieved, can be found in the following Best Value Performance Plan pages, which present the performance in the Best Value format
only.

BEST VALUE PERFORMANCE INDICATORS

                         INDICATOR
                                                                                                                                                              APR-MAR
                             (See                                  APR2004 -           PERCENTAGE
                                      APR 2005- MAR                                                                 TARGET             BVPI TARGET              (Best  TARGET
Best Value PIs            alongside                                MAR 2005             CHANGE ON
                                      2006 (raw data)                                                               2005/06              2005/06                value ACHIEVED
                              for                                  (raw data)          PREVIOUS YR
                                                                                                                                                                data)
                          definition)
142(ii)- Property
and vehicle
fires(See appendix
one : Comparisons)
                           BVPI 142(II)            6002                6919                            13.25%                   7210                  53.00        43.94            YES
142(iii)- Accidental
dwelling fires(See
appendix one :
Comparisons)Depri
vation Factor -            BVPI 142(iii)           1456                1484                             1.89%                   1420                  24.00        24.54             NO
143(i)- Fatalities
from accidental
dwelling fires(See
appendix one :
Comparisons)(143
(i)- Deaths from
accidental dwelling
fires (See appendix
one : Comparisons)
                           BVPI 143(I)              11                   12                             8.33%                     10                   0.73         0.80             NO
143(ii)- Injuries
from accidental
dwelling fires(See
appendix one :
Comparisons)               BVPI 143(II)             155                 173                            10.40%                    121                   8.90        11.35             NO
144- Accidental
fires in dwellings
confined to room of
origin                      BVPI 144              90.93%              93.98%                            3.05%                 94.50%                   0.95      90.93%              NO
146 (i) - Number of
calls to malicious
false alarms not
attended per 1000
population(See
appendix one :
Comparisons)
                           BVPI 146(I)              267                 279                             4.30%                    220                   0.16         0.20             NO
146 (ii) - The
number of
malicious false
alarms per 1000
population                 BVPI 146(II)            1291                1419                             9.02%                   1790                   1.31         0.95            YES
149(i) – Number of
false alarms due to
automatic fire
alarms(See
appendix one :
Comparisons)               BVPI 149(I)             4257                6243                            31.81%                   5320                 135.10       109.25            YES
149(ii) – Number of
properties with
more than one AFA
call                       BVPI 149(II)             680                 697                             2.44%                    600                 600.00          680             NO
149(iii)- Percentage
of AFA calls which
are to a property
with more than one
attendance
                           BVPI 149(III)          48.70%              46.97%                            1.73%                    25%                   0.25      48.70%              NO
206(i) – Number of
deliberate primary
fires (excluding
vehicle fires) per
10,000 population
                        BVPI 206(I)      1546     1519    -1.78%    1650     12.10      11.32   YES
206(ii) – Number of
deliberate primary
fires in vehicles per
10,000 population
                        BVPI 206(II)     1903     2380    20.04%    2990     21.92      13.93   YES
206(iii) – Number of
deliberate
secondary fires
(excluding vehicle
fires) per 10,000
population              BVPI 206(III)   11689    12258    4.64%    14835    108.75      85.58   YES
206(iv) – Number
of deliberate
secondary fires in
vehicles per 10,000
population              BVPI 206(IV)     168      214     21.50%     159      1.17       1.23   NO
207- Fire in non-
domestic premises
per 1000 non-
domestic premises

                         BVPI 207        590     N/App     N/App     740     18.79      15.14   YES
208-People in
accidental dwelling
fires who escape
unharmed without
FRS assistance at
the fire
                         BVPI 208       90.93%   N/App     N/App     25%      0.25   90.93%     YES
209(i)- (% of fires
attended in
dwellings where) A
smoke alarm had
                        BVPI 209(I)     41.32%   37.14%   11.25%   42.00%     0.42   41.32%     NO
actuated
209(ii)- A smoke
alarm was fitted but
did not activate
                        BVPI 209(II)    15.86%   16.83%   0.97%    15.00%     0.15   15.86%     NO
209(iii)- No smoke
alarm was fitted        BVPI 209(III)   42.72%   46.03%   3.31%    43.00%     0.43   42.72%     YES
LPI Deprivation          LPI DEP         0.65     0.66    1.52%     0.63      0.01    0.65      NO
Staff Transfers

The Corporate Leadership Team is comprised of the Executive plus functional
directors heading a cross-section of directorships.
The Service employs around 1,600 uniformed, control and support staff. There
are 26 wholetime (fully staffed 24 hours per day) community fire stations
providing emergency response to fires and other incidents and carrying out
community fire safety work. The Authority provides fire and rescue services for
the Metroplitan Districts of Knowsley, Liverpool, St Helens, Sefton and Wirral.
Until 31st March 2005 the Authority also provided emergency planning
services for the five district councils. On 1st April 2005 this role transferred with
them.                                           This staff transfer complied in all
respects with the requirements in the Code of Practice on Workforce matters in
Local Authority Service Contracts. No other transfers or awards of contracts
during 2005/06 involved the transfer of staff.
Statement of Responsibility




The Fire Authority is responsible for the preparation of the
Performance Plan and for the information and assessments set
out in it and the assumptions and estimates on which they are
based. The Fire and Rescue Authority is also responsible for
setting in place appropriate performance mangement and
control systems from which the information and assessments in
the performance plan have been derived.
The Fire and Rescue Authority is satisfied that the information
and assessments included in the plan are all in material
respects accurate and complete and that the plan is realistic and
achievable.
FIRE INDICATORS

BVPI 142(ii)
                                                                 BVPI 142(i) number of Property and Vehicle
                                                                BVPI 142(i) The The number of Property and
                                                                          fires per 10,000 population
                                                                     Vehicle fires per 10,000 population
During 2005/06, we have reduced property and
vehicle fires by over 13%, therefore significantly      60
                                                        60
improving on our target. This has been achieved
                                                        50
through the conjunction of our multi-dimensional        50
arson based strategies and our Home Fire Safety         40
                                                        40
Check campaign. The development of these
                                                        30
                                                        30
strategies, as well as improving awareness of the
causes and effects of fire within the business          20
                                                        20
community, should continue the reduction over the
                                                        10
                                                        10
forthcoming years.
                                                         0
                                                         0
                                                                Target for     2005/06     Target for   Target for     Target for
                                                               Target for    2005/06     Target for Target for Target for
                                                                 2005/06
                                                                2005/06                                  2007/082008/09
                                                                                             2006/07 2007/08
                                                                                          2006/07                    2008/09




BVPI 142(iii)
                                                                 BVPI 142(iii) The number of calls to accidental
                                                               BVPI 142(iii) The number of calls to accidental
This year has seen a fall of almost 2%, in the                        dwelling fires per 10,000 dwellings
                                                                    dwelling fires per 10,000 dwellings
number of accidental fires in the home. This has
confirmed the downward trend since the
introduction of our Home Fire Safety Check              30
                                                        30
campaign in 1999. Our comprehensive Community           25
                                                        25
Fire Safety strategies combined with our                20
                                                        20
performance management systems and risk / data          15
analysis softwear systems, has and will, improve        15
                                                        10
our ability to identify people who are at higher risk   10
of having a fire in the home. The only aspect that        5
                                                         5
we cannot measure, at present, is the effect that a      0
                                                          0
smoking ban in public places will have on the                   Target for
                                                               Target for
                                                                               2005/06
                                                                             2005/06
                                                                                           Target for
                                                                                         Target for
                                                                                                         Target for
                                                                                                    Target for
                                                                                                                       Target for
                                                                                                               Target for
number of smoking fires within the home. This is                 2005/06
                                                                2005/06                                  2007/08
                                                                                             2006/07 2007/08
                                                                                          2006/07                     2008/09
                                                                                                                2008/09

significant as it is one of the three main causes of
accidental house fires.




BVPI 143(i)
                                                                 BVPI 143(i) The number of deaths from accidental
                                                                  BVPI 143(i) The number of deaths from accidental
                                                                       dwelling fires per 100,000 population
                                                                         dwelling fires per 100,000 population
During 2005/06, Merseyside Communities suffered
12 accidental fire deaths in dwellings, which is one
more than last year. However, the overall trend,
                                                          1
since 1999/00, has been downward. As there is a         0.91
relationship between numbers of dwelling fires,         0.8
                                                        0.8
                                                        0.7
serious injuries (which have both decreased             0.6
                                                        0.6
significantly) and fatalities, we are confident that    0.5
                                                        0.4
                                                        0.4
these figures can be reduced further, through the       0.3
development of CFS strategies. The introduction of      0.2
                                                        0.2
                                                        0.1
Drug and Alcohol Development Community Safety             0
                                                           0
Advocates and development of work with relevant                 Target for
                                                               Target for
                                                                               2005/06
                                                                             2005/06
                                                                                           Target for
                                                                                         Target for
                                                                                                        Target for
                                                                                                    Target for
                                                                                                                      Target for
                                                                                                               Target for
partner agencies, should ensure reductions in the                2005/06
                                                                2005/06
                                                                                                        2007/08 2008/09
                                                                                            2006/07 2007/08
                                                                                          2006/07
                                                                                                                   2008/09

forthcoming years.
BVPI 143(ii)
                                                                   BVPI 143(ii) number of injuries from accidental
                                                                  BVPI 143(ii) The The number of injuries from
                                                                        dwelling fires per 100,000 population
                                                                       accidental dwelling fires per 100,000
This year there has been a significant decrease in
                                                                                    population
the number of serious injuries in accidental
dwelling fires of 10.4%, continuing the trend of
                                                          12
recent years. This has been through the work of           12
                                                          10
Arson and School Based Advocates and                      10
                                                          8
embedding firefighters into schools to improve             8
education on the effects of deliberate fires on the       66

community as a whole. The development of the              44

strategies of all the above teams will help improve       22
these indicators further over the forthcoming years.      0
                                                           0
                                                                  Target for      2005/06     Target for   Target for   Target for
                                                                 Target for     2005/06     Target for Target for Target for
                                                                   2005/06
                                                                  2005/06                                  2007/08 2008/09
                                                                                                2006/07 2007/08
                                                                                             2006/07                   2008/09




BVPI 144
                                                                    BVPI 144 percentage of accidental dwelling
                                                                   BVPI 144 The The percentage of accidental
                                                                          fires confined to room of origin
                                                                    dwelling fires confined to room of origin
This indicator records our success in containing
                                                          98%
fires to the room in which they started. Every home       110%
                                                          96%
which has a working smoke alarm, has an early
                                                          94%
warning system, which increases the chance that            90%
                                                          92%
the fire will be contained to the room of origin,         90%
therefore reducing the damage, whilst reducing the         70%
                                                          88%
risk of serious injury to the occupants. Even             86%
through our performance in the indicator has not          84%
                                                           50%
improved, our outcomes in terms of reducing                        Target for   2005/06 Target for Target for Target for
                                                                                           Target     Target 2008/09
                                                                      Target for 2005/06 2006/07 for2007/08 for Target for
house fires and serious injuries has improved. This                 2005/06
                                                                       2005/06                   2006/07    2007/08      2008/09
indicator is susceptible to non performance
variables, for instance the time from when the fire
starts to discovery of fire, is longer when a house
is unoccupied therefore results in more danger.


BVPI 146(I)
                                                                 BVPI 146(i) The number of calls to malicious false
                                                                  BVPI 146(i) The number of calls to malicious false
This indicator is not delivering the expected                       alarms not attended per 1,000 population
                                                                      alarms not attended per 1,000 population
performance. It is believed that the Authority's
policy of challenging callers is affecting our results,
as the total number of malicious false alarms is          1.4
                                                          1.4
also falling. Future targets have been re-adjusted        1.2
                                                          1.2
to take account of this.                                     1
                                                            1
                                                          0.8
                                                          0.8
                                                          0.6
                                                          0.6
                                                          0.4
                                                          0.4
                                                          0.2
                                                          0.2
                                                            0
                                                             0
                                                                   Target for     2005/06     Target for   Target for   Target for
                                                                  Target for    2005/06     Target for Target for Target for
                                                                    2005/06
                                                                   2005/06                                 2007/082008/09
                                                                                                2006/07 2007/08
                                                                                             2006/07                   2008/09




BVPI 146(i)                                                       BVPI 146(ii) number of malicious false alarms
                                                                 BVPI 146(ii) The The number of malicious false
During 2005/06, we have reduced the number of                                   per 1,000 population
                                                                               alarms per 1,000 population
false alarm calls by 9%, through the continuation
and development of our hoax call campaigns.
                                                          1.4
                                                          1.4
Continuation of these policies will reduce figures
                                                          1.2
                                                          1.2
further, in line with the trend over the last 5 years.
                                                            11
                                                          0.8
                                                          0.8
                                                          0.6
                                                          0.6
                                                          0.4
                                                          0.4
                                                          0.2
                                                          0.2
                                                             0
                                                           0
                                                                  Target for 2005/06 Target for Target for Target for
                                                                 Target for 2005/06Target for Target for Target for
                                                                   2005/06
                                                                  2005/06
                                                                                       2006/07 2007/08 2008/09
                                                                                    2006/07    2007/08    2008/09
BVPI 149
                                                                                 BVPI 149(i) The number of false alarm calls due to
                                                                                 BVPI 149(i) The number of false alarm calls
Since last year, there has been a reduction almost                                 automatic fire alarms
                                                                                 due to automatic fireper 1,000 non-domestic
                                                                                                          alarms per 1,000 non-
32% in the number of calls from automatic fire                                                       properties
                                                                                                 domestic properties
alarm systems. Taking into account changes in the
way in which the information has been recorded.                          160
There has been a like for like reduction of 11%,                          160
                                                                         140
which is the most significant improvement since we                        140
                                                                         120
have been measuring this indicator. Through                               120
                                                                         100
                                                                          100
targeting premises, which have a significant
amount of calls, to ascertain why these calls are                          80
                                                                          80

received and to put systems in place to reduce                             60
                                                                          60
these calls, we will reduce these figures further.                         40
                                                                          40
                                                                           20
                                                                          20
                                                                           0
                                                                             0
                                                                                   Target for    2005/06     Target for    Target for   Target for
                                                                                 Target for 2005/06        Target for Target for Target for
                                                                                    2005/06
                                                                                  2005/06                                 2007/08 2008/09
                                                                                                               2006/07 2007/08
                                                                                                            2006/07                  2008/09




                                                                                   BVPI 206(i) Number of primary fires per
BVPI 206                                                                          10,000 population (excluding vehicle fires
These indicators look at deliberate property,
vehicle, anti-social behaviour and derelict vehicle
                                                                         14
fires. All 4 indicators have achieved the target set
over the last year . This has been through the work                      12
of our arson and schools based advocates work,                           10
as well as our general youth engagement                                   8
strategies. Further development of this work will                         6
help improve these indicators further over the                            4
forthcoming years
                                                                          2
                                                                          0
                                                                                 Target for     2005/06     Target for    Target for    Target for
                                                                                  2005/06                    2006/07       2007/08       2008/09




          BVPI 206(ii): The number of deliberate vehicle fires per               BVPI 206(iii): Number of deliberate Anti-social
                             10,000 population                                      behaviour fires per 10,000 population


     25                                                                  120

     20                                                                  100

                                                                          80
     15
                                                                          60
     10
                                                                          40
      5                                                                   20

      0                                                                    0
          Target for   2005/06    Target for   Target for   Target for            Target for    2005/06     Target for    Target for    Target for
           2005/06                 2006/07      2007/08      2008/09               2005/06                   2006/07       2007/08       2008/09




                                                                                  BVPI 206(iv): Number of derelict vehicle fires per
                                                                                                 10,000 population


                                                                         1.4
                                                                         1.2
                                                                          1
                                                                         0.8
                                                                         0.6
                                                                         0.4
                                                                         0.2
                                                                          0
                                                                                 Target for     2005/06     Target for    Target for    Target for
                                                                                  2005/06                    2006/07       2007/08       2008/09
BVPI 207
                                                             BVPI 207 The number of fires in non-domestic
                                                              premises per 1,000 non-domestic premises
This is a new indicator for 2005/06 and we have
reduced the number of non-domestic properties
which had a fire by 30%, significantly improving on     20
our expected target. Through analysing which
types of premises are considered high risk from fire    15
and looking at trends from the incidence of these       10
types of fires, this indicator can be reduced further
                                                         5
over the forthcoming years. An internal report
highlights the risks associated with commercial          0
premises, the conclusions of which will be                   Target for 2005/06 Target for Target for Target for
                                                              2005/06            2006/07 2007/08 2008/09
essential in developing future policies and
improving targeting in the future.




BVPI 208                                                     BVPI 208 The percentage of people in accidental
This indicator looks at the number of people who             dwelling fires who escape unharmed without FRA
escaped unharmed without assistance from                                    assistance at the fire
accidental fires in the home - over 90% of people
involved in a dwelling fire will escape unharmed        100%
and unaided. We have significantly improved upon         80%
our target, however, as this is a new target, future     60%
targets will be adjusted in line with our                40%
achievements. Through the development of our             20%
Home Fire Safety Check programme and                      0%
educating members of the public about the risk of               Target for 2005/06 Target for Target for Target for
                                                                 2005/06            2006/07 2007/08 2008/09
fire, we can improve upon these excellent figures
further.
BVPI 209
                                                                                 BVPI 209(i) The percentage of fires attended in
                                                                                   dwellings where a smoke alarm has been
This indicator is similar to our own local indicator                                               activated
on smoke alarm ownership, except that it looks at
all fires in the home, rather than just accidental                         60%
fires. Even though we have marginally missed our                           50%
target for 2005/06, we have improved our                                   40%
performance significantly from last year. When                             30%
looking at this indicator, with other dwelling based                       20%
indicators, a significant amount of people who have
                                                                           10%
a Home Fire Safety Check won't have a fire
                                                                            0%
following our visit and therefore will not be included
                                                                                 Target for 2005/06 Target for Target for Target for
under this indicator. Even though a visit from                                    2005/06            2006/07 2007/08 2008/09
Merseyside Fire and Rescue Service will provide
an early warning system, in the form of a smoke
alarm, it will also improve peoples understanding of
the effects of fire and reduce the chance of the fire
occurring. Through improved targeting of members
of public who are at high risk of having a house
fire, in conjunction with our arson based strategies,
these figures will improve further over the
forthcoming year.


            BVPI 209(ii) The percentage of fires attended in                             BVPI 209(iii) The percentage of fires
           dwellings where a smoke alarm was fitted but did
                                                                                     attended in dwellings where no smoke alarm
                             not activate.
                                                                                                       was fitted
       18.0%
       16.0%                                                                 44%
       14.0%                                                                 43%
                                                                             42%
       12.0%                                                                 41%
       10.0%                                                                 40%
        8.0%                                                                 39%
        6.0%                                                                 38%
        4.0%                                                                 37%
        2.0%                                                                 36%
                                                                             35%
        0.0%
                                                                                      Target 2005/06 Target Target Target
                 Target for   2005/06   Target for Target for Target for
                                                                                       for             for     for     for
                  2005/06                2006/07 2007/08 2008/09
                                                                                     2005/06         2006/07 2007/08 2008/09
                               COMPARISON OF THE NUMBER OF FORECASTED AND ACTUAL SECONDARY FIRES WITHIN MERSEYSIDE



                   0.8

                                                                                                                      Introduction of
                                                                     introduction of arson task force                 Embedded Fire-fighter
                                                                                                                      scheme


                   0.6


                                                                                                          Introduction of FIRST
                                                                                                          Team


                   0.4




                   0.2




                     0




                   -0.2




                   -0.4




                          DE-SEASONALISED ANTI-SOCIAL BEHAVIOUR FIRES WITHIN MERSEYSIDE APRIL
                                                    2001 - PRESENT
           3000

                                                                   START OF ARSON
           2500                                                    TASK FORCE
NUMBER OF FIRES




           2000                                                                     START OF FIREWORK
                                                                                    INCIDENT RESEARCH
                                                                                    TEAM



           1500


           1000


                  500


                    0
                    4/1/2001    1/1/2002   10/1/2002   7/1/2003   4/1/2004         1/1/2005             10/1/2005
                                                           YEAR
Indicator                  Performance                  Top Quartile   Target for   2005/06     Target for    Target for   Target for
                                                        Data           2005/06                  2006/07       2007/08      2008/09
Number
BVPI 142(ii)       The number of property and
                   vehicle fires per 10,000                  31.5           53.00       43.94        47.69          44          42
                   population.

BVPI 142(iii)      The number of calls to accidental
                   fires in dwellings per 10,000
                                                              18            24.00       24.54        22.45          22          21.5
                   dwellings.

BVPI 143(i)        The number of deaths from
                   accidental dwelling fires per
                                                             0.43           0.73         0.8          0.73          0.51        0.45
                   100,000 population.

BVPI 143(ii)       The number of injuries from
                   accidental dwelling fires per
                                                             7.26           8.90        11.35         7.3            7          6.5
                   100,000 population.

BVPI 144 (total)   The percentage of accidental
                   dwelling fires confined to room of
                                                            95.90%          0.95       90.93%         93%           96%       97.00%
                   origin.

BVPI 144a          The percentage of accidental
                   fires in dwellings confined to the
                   room of origin - "A" risk e.g. in         N/App           N/A       94.68%         N/A           N/A         N/A
                   major city centres.

BVPI 144b          The percentage of accidental
                   fires confined to room of origin -
                   "B" risk e.g. in a major city             N/App           N/A       91.96%         N/A           N/A         N/A
                   centres.
BVPI 144c          The percentage of accidental
                   fires in dwellings confined to
                   room of origin - "C" risk e.g. in         N/App           N/A       90.23%         N/A           N/A         N/A
                   smaller towns and urban
                   residentail areas.

BVPI 144d          The percentage of accidental
                   fires in dwellings confined to            N/App           N/A        89.87         N/A           N/A         N/A
                   room of origin - "D" risk.

BVPI 146(i)        The number of calls to malicious
                   false alarms not attended per
                                                              1.1           1.32         0.2          0.26          0.3         0.35
                   1,000 population.

BVPI 146(ii)       The number of malicious false
                   alarms per 1000 population.                0.6           1.30        0.95          1.23          1.15        1.05

BVPI 149(i)        The number of false alarm calls
                   due to automatic fire alarms per
                   1,000 non-domestic properties.            108.5         135.00      109.25        113.31         110         105


BVPI 149(ii)       The number of properties with
                   more than one attendance due to
                   false alarms caused by                    N/App         600.00       680           600           400         380
                   automatic fire detection.
BVPI 149(iii)   The % of fire calls to a property
                with more than one attendance
                as a result of false alarms
                                                     48%      0.25    48.70%   25%     20%      18%
                caused by automatic fire
                detection.

BVPI 206(i)     The number of primary fires
                (excluding deliberate primary
                fires in vehicles per 10,000         5.9     12.12    11.32     11     9.91      9
                population.

BVPI 206(ii)    The number of deliberate fires in
                vehicles per 10,000 population.      9.8     21.96    13.93    17.76    16       15

BVPI 206(iii)   The number of deliberate
                secondary fires (excluding
                deliberate secondary fires in        44.3    109.00   85.58    98.56   80.82     75
                vehicle) per 10,000 population.

BVPI 206(iv)    The number of deliberate
                secondary fires in vehicles per
                                                     0.6      1.17     1.23    0.73    0.65     0.6
                10,000 population.

BVPI 207        The number of fires in non-
                domestic premises per 1,000 non-
                                                     11.5    18.80    15.14    12.69   12.5      12
                domestic premises.

BVPI 208        The percentage of people in
                accidental dwelling fires who
                escape unharmed without FRA         92.40%    0.25    90.93%   93%     945%     95%
                assistance at the fire.

BVPI 209(i)     The percentage of fires attended
                in dwellings where a smoke
                alarm has been activated.            46%      0.42    41.32%   44%     48%     50.00%


BVPI 209(ii)    The percentage of fires attended
                in dwellings where a smoke
                alarm was fitted but did not        7.50%     0.15    15.86%   14%     13%     12.00%
                activate.

BVPI 209(iii)   The percentage of fires attended
                in dwellings where no smoke         42.50%    0.43    42.72%   42%     39%     38.00%
                alarm was fitted.
Local Indicator Tables
Indicator              Performance Target for 2005/06            Target for Target for Target for
Number                             2005/06                       2006/07    2007/08    2008/09
LPI1                 Total Number of
                     false alarm calls         9500     9362        9000       8500       8250

LPI2                 Percentage of 999
                     calls answered
                     within 10 seconds         98%      94%        98.50%     98.50%       99%


LPI3                 Home Fire Safety
                     Checks carried
                     out in domestic          48000     51014      48000       50000      55000
                     dwellings

LPI4                 Number of staff
                     injuries                  155       162        150         145        140

LPI5                 Reduce the
                     economic cost of
                     fire of accidental
                     dwelling fires(£         £39.30   £40.30      £36.70     £35.00      £34.50
                     million)


LPI6                 The percentage of
                     smoke alarms
                     operated in
                                               52%     49.73%       52%       53.50%       55%
                     accidental
                     dwelling fires

LPI Deprivation      Number of
                     accidental
                     dwelling fires per
                     10,000 population
                     divided by the            0.63     0.65        0.59       0.57        0.56
                     average IMD
                     score




New Indicators
Indicator            Performance Target for 2005/06              Target for Target for Target for
Number                                      2005/06              2006/07    2007/08    2008/09
LPI7
                     Reduce the
                     economic cost of
                                              N/App     £9.4M       £12M      £10.9M     £10.2M
                     fire for vehicle
                     fires

LPI8
                     Reduce the
                     economic cost of
                                              N/App    £19.87M     £22.8M     £18.7m     £17.4M
                     fire for Anti-social
                     behaviour fires


LPI9
                     Number of RTC's
                                              N/App     1088        900         850        800
                     attended

LPI10
                     Number of injuries
                                              N/App      644        300         280        250
                     per 100 RTC's
LPI 11
         Standards of fire
         cover:
         High risk 1st
         appliance within 5
         mins and 2nd
         within 8 mins.
         Medium risk 1st      85%   90.10%   90%   90%   90%
         appliance within 6
         mins and 2nd
         within 9 mins. Low
         risk 1st appliance
         within 6 mins and
         2nd within 10 mins
LOCAL GRAPHS

LPI1
                                                               LPI 1 Total number of false alarms
                                                              LPI 1 Total number of false alarms
This indicator reflects the total number of
false alarm calls, including malicious calls,
                                                 10000
false alarms due to good intentions and           10000
                                                  9500
automatic fire alarm calls. Since last year        9500
                                                  9000
there has been a fall of 4%. Future targets        9000
                                                  8500
will be met through the strategies                8000
                                                   8500
                                                  7500
discussed in BVPI 146 and 149                      8000
                                                  7000
                                                   7500 Target for          2005/06     Target for Target for      Target for
                                                              2005/06for
                                                               Target        2005/06     2006/07    2007/08
                                                                                         Target for Target for      2008/09
                                                                                                                   Target for
                                                                2005/06                   2006/07    2007/08        2008/09



LPI2                                                     LPI 2 PERCENTAGE OF 999 CALLS ANSWERED
                                                        LPI 2 PERCENTAGE OF 999 CALLS ANSWERED
                                                                    WITHIN 10 SECONDS
Last year Merseyside Fire and Rescue                                WITHIN 10 SECONDS
Service answered 94% of all calls within 10        1
seconds, which is slightly lower than last       100.00%
                                                0.99
                                                0.98
year. The main reason for this fall was the        90.00%
                                                0.97
                                                0.96
                                                   80.00%
introduction of a new mobilising system. As     0.95
                                                0.94
                                                   70.00%
this percentage has increased during the        0.93
                                                   60.00%
                                                0.92
latter half of the year we would expect to      0.91
                                                  50.00%
achieve our targets next year                             Target for
                                                           2005/06
                                                                       2005/06    Target for
                                                                                   2006/07
                                                                                              Target for
                                                                                               2007/08
                                                                                                           Target for
                                                                  Target for 2005/06 Target for Target for Target for
                                                                                                            2008/09
                                                                 2005/06               2006/07 2007/08 2008/09




LPI3
As can be seen from the attached table, we               LPI HOME FIRE SAFETY CHECKS CARRIED OUT
                                                        LPI 3 3 HOME FIRE SAFETY CHECKS CARRIED OUT
                                                                     IN DOMESTIC DWELLINGS
                                                                   IN DOMESTIC DWELLINGS
have achieved our target. Future targets        60000
will be achieved through our various CFS        50000
                                                 60000
initiatives and the work of our advocates.       50000
                                                40000
                                                 40000
                                                30000
                                                 30000
                                                 20000
                                                20000
                                                 10000
                                                10000 0

                                                    0         Target     2005/06       Target    Target      Target
                                                    Target forfor
                                                               2005/06
                                                                     2005/06        forTarget for Target for
                                                                           Target for 2006/07 for 2007/08 for 2008/09
                                                             2005/06                2006/07 2007/08 2008/09
LPI4
Unfortunately, although we haven't
                                                               LPI NUMBER OF STAFF INJURIES
                                                              LPI 44 NUMBER OF STAFFINJURIES
achieved our target to address this we have
a number of policies which continue our
                                                  200
                                                  165
historic downward trend.Training courses          180
will to be run covering manual handling           160
                                                  160
                                                  155
                                                  140
techniques and risk assessments. There            150
                                                  120
                                                  145
                                                  100
will be health and safety training for all        140
                                                   80
managers. Following on from this, a               135
                                                   60
                                                  130
                                                   40
monthly safety flash will be distributed to all    20
                                                  125
                                                    0
employees containing health and safety                  Target for   2005/06    Target for   Target for   Target for
                                                        Target for   2005/06    Target for   Target for   Target for
advice.                                                   2005/06
                                                         2005/06                 2006/07
                                                                                 2006/07      2007/08
                                                                                              2007/08      2008/09
                                                                                                           2008/09




LPI5                                                          LPI 5 REDUCE THE ECONOMIC COST OF
The average cost of each accidental                                ACCIDENTAL DWELLING FIRES
dwelling fire to the community is £27659.
This includes insurance costs, Fire and            50
Rescue Service costs, Property losses and          40
injury and Fatality costs. The strategies and      30
methodologies used to reduce this further          20
are the same as those used to reduce               10
accidental dwelling fires                           0
                                                        Target for   2005/06    Target for   Target for   Target for
                                                         2005/06                 2006/07      2007/08      2008/09


LPI6
                                                            LPI 6 THE PERCENTAGE OF SMOKE ALARMS
This is an indicator designed to show the                   OPERATED IN ACCIDENTAL DWELLING FIRES
direct benefits of our campaign to fit free
smoke alarms in residential dwellings. To
achieve our target next year we are going          60.00%
                                                   50.00%
to focus on increasing smoke alarm
                                                   40.00%
ownership through the continuation of the          30.00%
rolling programme of installing free smoke         20.00%
alarms in every dwelling. This will be             10.00%
supported by improving the detail of                0.00%
information analysed, by determining the                     Target for   2005/06   Target for Target for Target for
                                                              2005/06                2006/07 2007/08 2008/09
reasons for smoke alarm failure.
LPI deprivation
                                                        LPI DEPRIVATION: NUMBER OF ACCIDENTAL
This indicator looks at the number of                 DWELLING FIRES PER 10,000 POPULATION DIVIDED
accidental dwelling fires with regard to                       BY THE AVERAGE IMD SCORE
deprivation. This indicator will be improved
by targeting CFS resources in the most
                                                0.8
deprived areas of Merseyside.
                                                0.6
                                                0.4
                                                0.2
                                                 0
                                                       Target for   2005/06   Target for   Target for   Target for
                                                        2005/06                2006/07      2007/08      2008/09

LPI7
This indicator is linked to BVPI 206(ii) and
will be challenged through our array of
youth engagement and arson reduction
strategies




LPI8
This indicator is linked to BVPI 206(iii) and
will be challenged through our array of
youth engagement and arson reduction
strategies




LPI9 and LPI10
We can be confident in significant
reductions in the area of RTC's through the
development of partnership work with other
agencies and identification of high risk RTC
locations through our GIS mapping skills




LPI11
This indicator measures what percentage
of time that we get to a property fire within
our extremely challenging target. In
addition to this we also monitor the average
time that we get to all property fires which
at the moment is 5 minutes and twenty
seconds.
Indicator   Performance Top               Target for 2005/06   Target for Target for Target for
Number                  Quartile          2005/06              2006/07    2007/08    2008/09
BVPI 157    Types of
            interactions that
            are enabled for
            electronic delivery,
            as a percentage of
            the types of
            interactions that      100%     100%        59%      100%        100%       100%
            are legally
            permissible for
            electronic delivery
BVPI 157
The Authority intends to improve upon the exploitation
and development of our Information Mangement
Systems through the development of a joint Information,
Communications and Technology (ICT) and Information
Strategy. Our strategic ICT/IM steering group will
actively monitor BVPI 157 and we will continue to learn
from other e-approaches adopted by other
organisations. This will further shape and develop our
existing systems and provide a strategic roadmap for e-
enablement. Our current e-programme includes a series
of integrated development projects which will contribute
towards the e-government agenda, through
improvements to our finance systems and development
of our internet site. We will continue to review our
existing processes and strive to provide services that
are enabled for the benefit of our customers.
Personnel Table
Indicator                  Performance                   Top Quartile   Target for     2005/06    Target for      Target for      Target for
Number                                                   Data           2005/06                   2006/07         2007/08         2008/09
BVPI 11(i)        The percentage of the top 5% of
                  earners who are women .                                   3.66%                       3.8%            3.8%
                                                             6.77%                        2.53%                                       3.80%
                                                                           (3 posts)                  (3 posts)       (3 posts)

BVPI 11(ii)       The percentage of the top 5% of
                  earners who are of black and
                  ethnic minority origin .                   2.20%          1.18%         0.00%        1.80%           2.44%          2.44%


BVPI 11(iii)      The percentage of the top 5% of
                                                             1.50%          0.62%         0.00%         1%              2%            3.00%
                  earners that have a disability
BVPI 12(i)        The number of working days/shifts
                  lost to sickness absence per head -
                  whole - time uniformed staff.               7.03             8           9.47          8               8              8


BVPI 12(ii)       The number of working days/shifts
                  lost to sickness absence per head -
                                                              7.58             8           9.53          8               8              8
                  all staff.

BVPI 15(a)        The percentage of staff eligible for
                  the fire-fighters pension scheme
                  taking ill-health retirement.              0.32%          0.68%         1.03%        0.60%           0.50%          0.40%


BVPI 15(b)        The percentage of those staff
                  eligible for the Local Government
                  Pension Scheme taking ill-health           0.12%          0.90%         0.71%        0.80%           0.70%          0.60%
                  retirement.
PERSONNEL INDICATORS


BVPI 12
                                                                     BVPI 12(i) The number of working days/shifts lost                                 BVPI 12(ii) The number of working days/shifts lost
                                                                        to sickness absence per head-whole-time                                             to sickness absence per head - all staff
Even though we have not achieved our target for                                       uniformed staff
this indicator, we have significantly reduced
sickness levels, since last year. It is hoped that the   12                                                                                 12
introduction of the new Absence and Attendance
                                                         10                                                                                 10
Policy along with the proposed incentive scheme
                                                           8                                                                                 8
and Occupational Health schemes will further
improve our performance, to help us achieve our            6                                                                                 6

target.                                                    4                                                                                 4

                                                           2                                                                                 2

                                                           0                                                                                 0
                                                                 Target for         2005/06     Target for      Target for    Target for            Target for       2005/06       Target for    Target for        Target for
                                                                  2005/06                        2006/07         2007/08       2008/09               2005/06                        2006/07       2007/08           2008/09




BVPI 15
                                                                  BVPI 15(a) The percentage of staff for the
                                                                 BVPI 15(a) The percentage of staff eligibleeligible                                  BVPI 15(b) The percentage of those staff
                                                                                                                                                     BVPI 15(b) The percentage of those staff eligible
The target for BVPI 15(a), for this year will not be
met. The introduction of the Qualified Independent                    the firefighters pension taking-ill taking-ill
                                                                 forfirefighters pension scheme scheme health                                        for the
                                                                                                                                                     eligibleLocal Government Pension Scheme taking
                                                                                                                                                              for the Local Government Pension
                                                                                      retirement                                                                     ill-health retirement
                                                                                  health retirement                                                      Scheme taking ill-health retirement
Medical Practioner to determine ill-health has had a
slowing down on ill health discharges, but not a         1.20%                                                                              1.00%
significant reduction, as was expected. However,          1.20%                                                                              1.00%
                                                                                                                                            0.90%
                                                         1.00%
the Service has a robust Occupational Health              1.00%                                                                             0.80%
                                                                                                                                             0.80%
                                                                                                                                            0.70%
provision and the ensuing development of systems          0.80%
                                                         0.80%                                                                               0.60%
                                                                                                                                            0.60%
to aide and rehabilitate will help us achieve future      0.60%
                                                         0.60%                                                                               0.40%
                                                                                                                                            0.50%
                                                          0.40%                                                                             0.40%
targets.                                                                                                                                     0.20%
                                                          0.20%
                                                         0.40%                                                                              0.30%
                                                          0.00%                                                                              0.00%
                                                                                                                                            0.20%
                                                         0.20%
                                                                                                                                            0.10%
                                                                           Target for 2005/06 Target for Target for Target for                               Target for 2005/06 Target for Target for Target for
                                                                                                                                            0.00%
                                                         0.00%
                                                                            2005/06            2006/07 2007/08 2008/09                                        2005/06            2006/07 2007/08 2008/09
                                                                       Target for     2005/06      Target for    Target for   Target for                 Target for       2005/06          Target for          Target for          Target for
                                                                        2005/06                     2006/07       2007/08      2008/09                    2005/06                           2006/07             2007/08             2008/09




                                                                    BVPI 11(i) The percentage of the top 5% of                                      BVPI 11(ii) The percentage of the top 5% of
                                                                     earners of women in senior management                                          earners of black and ethnic minority staff in
BVPI 11
                                                                    BVPI 11(i) The percentage of the top 5% of earners                              BVPI 11(ii) The percentage of the top 5% of earners
                                                                                                                                                                  senior management
                                                                             of women in senior management                                                   of black and ethnic minority staff in senior
                                                            4.00%                                                                                                           management
The purpose of these indicators is to monitor the           3.50%
progression of all women (BVPI 11a), all women and          3.00%
                                                         4.00%                                                                                3.00%
                                                            2.50%
                                                         3.50%                                                                                2.50%
men from ethnic minority backgrounds (BVPI 11b)             2.00%
                                                         3.00%
                                                                                                                                           3.00%
                                                                                                                                              2.00%
                                                                                                                                           2.50%
and all women and men who are disabled into senior          1.50%
                                                         2.50%                                                                                1.50%
                                                            1.00%
                                                         2.00%                                                                                1.00%
                                                                                                                                           2.00%
posts of the organisation. When any recruitment          1.50%
                                                            0.50%                                                                             0.50%
                                                                                                                                           1.50%
takes place, all applications will be positively         1.00%
                                                            0.00%                                                                             0.00%
                                                                                                                                           1.00%
                                                         0.50%
reviewed, so that Merseyside Fire and Rescue             0.00%            Target 2005/06 Target Target Target                              0.50%           Target for      2005/06          Target for Target for Target for
Service can reflect the community it serves.                               for 2005/06
                                                                    Target for                  for Target for
                                                                                        Target for         for Targetfor
                                                                                                                      for
                                                                                                                                           0.00%            2005/06                          2006/07 2007/08 2008/09
                                                                     2005/06
                                                                         2005/06           2006/07 2007/08
                                                                                         2006/07      2007/08 2008/09
                                                                                                                2008/09                             Target for 2005/06   2005/06        Target for 2006/07   Target for 2007/08   Target for 2008/09




                                                                 BVPI 11(iii) The percentage of the top 5% of
                                                                   earners in senior management who are
                                                                                   disabled


                                                           0.035
                                                            0.03
                                                           0.025
                                                            0.02
                                                           0.015
                                                            0.01
                                                           0.005
                                                               0
                                                                           Target for    2005/06      Target for Target for Target for
                                                                            2005/06                    2006/07    2007/08    2008/09
Fairness & Equality Table
Indicator                 Performance                         Top Quartile   Target for           2005/06      Target for    Target for    Target for
Number                                                        Data           2005/06                           2006/07       2007/08       2008/09
BVPI 2(a)      The level (if any) of the Commission for the      Level 2          Level 2            Level 2       Level 3       Level 3      Level 3
               Racial Equality's standard for local
               government to which the Authority confirms.

BVPI 2(b)      The duty to promote racial equality.               95%            65.00%               75%          80.00%        85.00%        90%
BVPI 16a(i)    Percentage of whole-time and retained duty         0.67%             1%                 0%          1.50%           2%         2.50%
               system employees with a disability.
BVPI 16a(ii)   The percentage of control and non-                 2.99%           2.50%              2.99%         3.60%           5%          8.60%
               uniformed employees with a disability.

BVPI 16b       The percentage of the economically active          N/App           20.94%              N/App        N/App          N/App        N/App
               population in the Authority area who have a                      This is not a
               disability.                                                   target but relates
                                                                                to (16ai) (ii)

BVPI 17(i)     The percentage of uniformed staff from the         5.70%           1.60%              2.99%         3.00%          3.30%        3.50%
               minority ethnic communities.
BVPI 17(ii)    The percentage of the population of working        N/App           N/App              2.09%         N/App          N/App        N/App
               age in the Fire and Rescue Service area
               who are from minority ethnic communities.


BVPI 210       The percentage of women firefighters               2.99%           2.10%              2.33%           3%           3.50%         4%
FAIRNESS AND EQUALITY INDICATORS

BVPI 2
                                                              BVPI 2(b) The duty to promote racial equality
The target for this indicator has been achieved.
Futher developments over the forthcoming year
will be driven through the equalities action plan.    76%
                                                      74%
These developments included the introduction of
                                                      72%
an Equalities Steering Group, set up as a reporting
                                                      70%
point for equality objectives and public              68%
consultation on equality priorites.                   66%
                                                      64%
                                                      62%
                                                      60%
                                                                Target for     2005/06      Target for Target for Target for
                                                                 2005/06                     2006/07    2007/08    2008/09




BVPI 16
                                                                 BVPI 16a(i) The percentage of whole-time and                           BVPI 16a(ii) The percentage of control and non-
This is a new indicator which looks at the                     retained duty system employees with a disability                             uniformed employees with a disability
proportion of employees who meet the Disability
Discrimination Act disability definition. Even                                                                                 10.00%
though we will not achieve our target for wholetime   3.00%                                                                     9.00%
                                                                                                                                8.00%
staff, we will achieve our target for non uniformed   2.50%                                                                     7.00%
and MACC staff. The removal of the Disability         2.00%                                                                     6.00%
Discrimination Act exemptions on firefighters, will   1.50%
                                                                                                                                5.00%
                                                                                                                                4.00%
help us achieve our target next year.                                                                                           3.00%
                                                      1.00%
                                                                                                                                2.00%
                                                      0.50%
                                                                                                                                1.00%
                                                      0.00%                                                                     0.00%
                                                               Target for    2005/06   Target for   Target for   Target for               Target for   2005/06   Target for   Target for   Target for
                                                                2005/06                 2006/07      2007/08      2008/09                  2005/06                2006/07      2007/08      2008/09
BVPI 17                                                  BVPI 17(i) The percentage of uniformed staff
                                                            from the minority ethnic communities
BVPI 17 monitors the number of uniformed staff
from minority backgrounds. Our progress will         3.00%
continue, but is dependant on new recruitment        2.50%
over the forthcoming year.                           2.00%
                                                     1.50%
                                                     1.00%
                                                     0.50%
                                                     0.00%
                                                             Target for   2005/06   Target for Target for Target for
                                                              2005/06                2006/07 2007/08 2008/09




BVPI 210
                                                             BVPI 210: The percentage of women
                                                                         firefighters
This is a new indicator for 2005/06 and whilst we
have achieved our challenging target, we anticpate
                                                     4.50%
significant improvements when recruitment next       4.00%
takes place.                                         3.50%
                                                     3.00%
                                                     2.50%
                                                     2.00%
                                                     1.50%
                                                     1.00%
                                                     0.50%
                                                     0.00%
                                                              Target for 2005/06 Target for Target for Target for
                                                               2005/06            2006/07 2007/08 2008/09
Financial Table
Indicator                  Performance                  Top         Budget       Actual 2005/06   Budget 2006/07 Budget       Budget
Number                                                  Quartile    2005/06                                      2007/08      2008/09
BVPI 150          Net expenditure on the fire service
                  per head of the population               £40.60       £49.93       £50.73           £45.24         £45.94       £46.17

Indicator                  Performance                  Top         Target for   2005/06          Target for     Target for   Target for
Number                                                  Quartile    2005/06                       2006/07        2007/08      2008/09
BVPI 8            The percentage of invoices for
                  commercial goods and service
                  which were paid by the authority
                  within 30 days of such invoices           98%        100.00%       99.30%           100.00%       100.00%       100.00%
                  being received by the authority (%)
FINANCIAL INDICATORS


BVPI 8
                                                                     BVPI 8 The percentage of invoices for
                                                                commercial goods and service which were paid
The Best Value target for this indicator in 2005/06             by the authority within 30 days of such invoices
was 100% and although our overall figure was                            being received by the authority
99.3%, taking into account invoice payments, it is
clear that the Authority is setting very high payment
standards, which illustrates a sustained high level of   100%
                                                          90%
performance and shows Merseyside's commitment             80%
to the DTI's "Better Payment Practice" code.              70%
                                                          60%
                                                          50%
                                                          40%
                                                          30%
                                                          20%
                                                          10%
                                                           0%
                                                                 Target for   2005/06   Target for   Target for   Target for
                                                                  2005/06                2006/07      2007/08      2008/09




BVPI 150
                                                                     BVPI 150 Net expenditure on the fire
                                                                   BVPI 150 Net expenditure on the fire
                                                                     service per head of population
This year the forecasted expenditure will increase
by £2.83 to £50.73. On comparison with other Fire          52.00
Authority's we do appear to cost more. Merseyside          51.00
continues to be relatively high cost at £50.73. This is    50.00
                                                           49.00
because:                            The population of      48.00
Merseyside continues to decline and the Fire               47.00
Authority invests much more than other Fire                46.00
                                                           45.00
Authority's in community fire safety.       Due to our     44.00
safety initiatives domestic fires have fallen by almost    43.00
500 since the start of the campaign. Each house fire       42.00
on Merseyside is estimated to cost the community                   Budget     Actual   Budget    Budget    Budget
                                                                   2005/06   2005/06   2006/07   2007/08   2008/09
£27,659. This equates to almost £13m.
The Authority continues to look for all possible
efficiencies in its services. It is hopeful that changes
in legislation and new risk management guidelines
will allow us to develop an even more effective
service for Merseyside in the years to come.
                                    Top               West              South                                              Greater                 Tyne &
Indicator                           Quartile          Yorkshire         Yorkshire         London             West Midlands Manchester              Wear             Merseyside

BV 2a – The level (if any) of the
Equality Standard for local
government to which the
Authority conforms
                                    Level 2           Level 3           Level 1           Level 4            Level 2            Level 1            Level 1          Level 2

BV 2b – The duty to promote
race equality
                                              95%                95%               79%                63%               100%                68%              74%                 75%



BV 8 – The percentage of
invoices for commercial goods
and services which were paid by
the Authority within 30 days of
such invoices being received by
the Authority


                                              98%           98.00%            97.60%                83.80%             93.10%             93.20%       94.00%                 99.30%

BV 11a – The percentage of top
5% earners that are women
                                          6.77%                 0.60%             3.30%             10.70%             6.77%              3.33%          4.60%                2.53%


BV 11b – The percentage of top
5% of earners from black and
minority ethnic communities
                                                2.2             0.00%             2.20%             5.88%              1.56%              0.83%          0.75%                0.00%

BV 11c – The percentage of top
5% earners in the Service with a
disability.
                                          1.50%                 0.00%             0.00%             1.87%              0.52%              0.83%          1.50%                0.00%

BV12 – The (i) Whole-time
proportion of uniformed staff
working
                                               7.03              7.03              11.7              10.18              11.38                5.8             9.04                9.47
days/shifts
lost due to
sickness      (ii) All staff
absence
                                               7.58              7.58             10.95              10.48              10.97                6.9             9.24                9.43
BV15 – The (i) Firefighter’s
percentage of pension scheme
employees
retiring on
grounds of ill
health as a                               0.32%           0.38%             1.48%             1.21%               1.11%              0.20%          0.32%                1.03%
percentage of
the total
workforce      (ii) Local
               Government
               Pension Scheme

                           0.12%                          0.32%             0.92%             0.16%               0.00%              0.12%          2.50%                0.71%
METROPOLITAN FIRE & RESCUE SERVICES

BEST VALUE PERFORMANCE INDICATORS FOR 2005/2006




                                                                                                          West               South                                               Greater             Tyne &
Indicator                                                                           Top Quartile          Yorkshire          Yorkshire          London          West Midlands    Manchester          Wear       Merseyside

                                                  (i) Wholetime and retained
BV 16a – The percentage of the
                                                  duty
Service’s employees with a
                                                                                              0.67%               0.29%              0.32%          0.67%                0.32%           0.30%         0.75%             0.00%
disability.
                                                  (ii) Control and non-
                                                  uniformed                                   2.99%               1.93%              2.78%          4.65%                0.33%           0.20%         2.63%             2.99%

BV 16b – The percentage of the
                                                  (i) Age Range 18-54
economically active population in
                                                                                    N/app                        11.74%             13.93%          9.98%               12.64%          13.70%         18.00%           20.94%
the Service’s area who have a
disability.
                                                  (ii) Age Range 18-64              N/app                        15.34%             18.61%         12.66%               16.39%          17.60%                  %

BV 17– Percentage of employees                                                                5.70%               2.00%              2.20%          9.20%                5.70%           1.60%         0.70%             2.99%
                                                  Uniformed
from minority ethnic
                                                  Non-uniformed
communities.
                                                  LPM only                                   11.40% %                                2.60%         23.70%               11.40% %                       0.00%             2.09%

               The percentage of minority racial community population of
               working age in the Service area                                      N/app
                                                                                                                 11.50%              5.10%         29.00%               21.20%           8.20%         3.67%             3.30%
BV 142 – Number of calls to
                                                  (ii) Primary fires per 10,000
fires attended
                                                  population                                       31.5               31.5               37.6            21.8             32.4                47.7       47.7                43.94
                                                  (iii) Accidental fires in
                                                  dwellings per 10,000
                                                  dwellings                                         18                 18                16.2            20.7             22.5                32.5       33.2                24.54

BV 143 – Number of (i) deaths and (ii) injuries (excluding
                                                                   (i) Deaths
precautionary checks) arising from accidental fires in dwellings
per 100,000 population                                                                             0.43               0.47               0.79            0.67             0.43             0.95          0.37                 0.88
                                                                   (ii) Injuries                   7.26               12.8               9.82            8.95             6.79            17.64          7.26                11.35

BV 144 – Percentage of accidental fires in dwellings confined to room of origin.             95.90%              91.10%             91.10%         90.20%               85.30%          96.50%         95.90%           90.93%
                                    Top              West              South                                             Greater            Tyne &
Indicator                           Quartile         Yorkshire         Yorkshire         London            West Midlands Manchester         Wear           Merseyside

BV 146 –
Number of
                 (i) Not attended
calls to
malicious
                                               1.1               1.1               0.1               0.6               1.4            0.9            0.2                 0.2
false alarms
per 1000
population       (ii) Attended
                                               0.6               0.9               0.6               0.9               1.1            1.2            0.6                0.95
                 (i) False alarms
                 caused by AFD
                 per 1,000 non-
BV 149 –         domestic                                                                                71.8 (since
False alarms     properties.                 108.5          108.5             100.2                110.4 1.6.05)                 132.3           197.8             109.25
caused by
automatic fire   (ii) Number of
detection        those properties
apparatus per    with more than                                                                          845 (since
1,000 non-       one attendance.    N/app                   1,298                  531             4,428 1.6.05)                 1,382               982                697
domestic         (iii) % of calls
properties       which are to a
                 property with
                 more than one                                                                           58.6%(since
                 attendance.                  48%         78.50%            68.70%                74.90% 1.6.05)                48.00%         81.20%              47.00%

BV 150 – Expenditure per head
of population
                                            £40.60 N/av                      £40.60               £54.30 £39.4 (est)            £43.80 N/av                         £50.73

BV 157 – The percentage of
interactions with the public
capable of electronic service
delivery                                    100%          100.00%           91.00%                53.00%          91.40% N/av                 100.00%              59.00%
BV 210 – The % of women
firefighters.                               2.99%          2.01%             3.00%                 2.99%           2.71%         0.99%          2.28%               2.33%
                                            West              South                                             Greater            Tyne &
Indicator                                   Yorkshire         Yorkshire         London            West Midlands Manchester         Wear            Merseyside
               (i) Primary
               (excluding
BV 206 –       Vehicles)              5.9               5.9               7.1               3.6             6.6              8.9             8.8                11.3
Number of      (ii) Primary
deliberate     (vehicles)             9.8           12.8              16.1                  4.2             9.8          14.2               12.5                13.9
fires per      (iii) Secondary
10,000         (excluding
population.    vehicles)             44.3           52.2              61.9                 15.7            44.3          55.4               68.3                85.6
               (iv) Secondary
               (vehicles)             0.6               0.8                1                1.5             0.6              0.4             0.6                 1.2

BV 207 – Number of fires in non-
domestic premises per 1,000 non-
domestic premises.
                                     11.5           11.4              16.4                 11.5              18          21.6               38.1                15.1

BV 208 – The % of people in
accidental dwelling fires who
escape unharmed without FRA
assistance
                                   92.40%        84.30%            88.60%                94.60%         92.40%         87.20%         91.00%               90.90%
               (i) A smoke alarm
BV 209 –       had activated         46%         30.10%            31.50%                28.30%         17.30%         46.00%         54.80%               41.30%
Smoke
               (ii) A smoke
Alarms – The
               alarm was fitted
% of fires
               but did not
attended in
               activate             7.50%        10.30%             5.80%                7.50%          11.00%         11.40%          8.30%               15.90%
dwellings
               (iii) No smoke
where:
               alarm was fitted.   42.50%        59.60%            62.70%                63.90%         56.30%         42.50%         36.90%               42.80%
Glossary

ACAS       Advisory Conciliation and Arbitration Service
ACFO       Assistant Chief Fire Officer
ADO        Assistant Divisional Officer
ADC        Assessment Development Centres
AFA        Automatic Fire Alarm
AFD        Automatic Fire Detection
AGM        Annual General Meeting
ALARM      Association of Local Authority Risk Managers
ASBO       Anti-Social Behaviour Order
AVLS       Automatic Vehicle Location System
BA         Breathing Apparatus
BCA        Basic Credit Approval
BVPI       Best Value Performance Indicator
BVPP       Best Value Performance Plan
CBT        Crew Based Training
CCTV       Closed Circuit Television
CDRP       Crime & Disorder Reduction Panel
CFO        Chief Fire Officer
CFOA       Chief Fire Officers’ Association
CFS        Community Fire Safety
CIU        Chemical Incident Unit
CIPFA      Chartered Institute of Public Finance & Accountancy
CLT        Corporate Leadership Team
COMAH      Control of Major Accident Hazards
COSHH      Control of Substances Hazardous to Health
CPA        Comprehensive Performance Assessment
CPL        Combined Platform Ladder (aerial appliance)
CPP        Combined Pump Platform (aerial/firefighting appliance)
CRB        Criminal Records Bureau
CSO        Community Safety Officer
CVS       Council for Voluntary Services
DA        District Audit(or)
DCFO      Deputy Chief Fire Officer
DCU       Damage Control Unit
DO        Divisional Officer
DTI       Department of Trade & Industry
EDBA      Extended Duration Breathing Apparatus
EFAD      Emergency Fire Appliance Driver
EISEC     Enhanced Information Service for Emergency Calls
ELT       Executive Leadership Team
EPU       Emergency Planning Unit
ESG       Equalities Steering Group
FBU       Fire Brigades Union
FF        Firefighter
FIRST     Firework Incident Research & Safety Team
FMIS      Financial Management Information System
FOA       Fire Officers Association
FREE      Fire Reduction through Education and Engagement
FRS       Fire & Rescue Service
FS        Fire Safety
FSC       Fire Service Circular
FSEC      Fire Service Emergency Cover (modelling software)
FSIT      Fire Service Improvement Team
FSN       Fire Support Network
FSS       Fire Standard Spending
GIS       Geographical Information System
HazMats   Hazardous Materials
HFRA      Home Fire Risk Assessment
HFSC      Home Fire Safety Check
HMI       Her Majesty’s Inspector(ate)
HMU       Hazardous Materials Unit
HR        Human Resources
HSE         Health & Safety Executive
ICCT        Incident Command & Continuity Team (now IMT)
ICT         Information Communications & Technology
IDeA        Improvement & Development Agency
IFE         Institute of Fire Engineers
IIT         Incident Investigation Team
IMD         Indices of Multiple Deprivation
IMT         Incident Management Team (formerly ICCT)
IMU         Incident Management Unit
IOSH        Institute of Safety & Health
IPDS        Integrated Personal Development System
IRMP        Integrated Risk Management Plan
IT          Information Technology
JAG         Joint Agency Group
JCP         Joint Consultative Panel
JE          Job Evaluation
KLOE        Key Line of Enquiry
LACDE       Local Authorities Confronting Disaster & Emergencies
LCC         Liverpool City Council
LF or LFF   Leading Firefighter
LFEPA       London Fire & Emergency Planning Authority
LGA         Local Government Association
LGV         Light Goods Vehicle
LLAR        Low Level of Activity & Risk
LPI         Local Performance Indicator
LSP         Local Strategic Partnership
MaCC        Mobilising and Communications Centre
MAG         Multi Agency Group
MFCDA       Merseyside Fire & Civil Defence Authority
MFRA        Merseyside Fire & Rescue Authority
MFRS        Merseyside Fire & Rescue Service
MIRWMS      Merseyside Ionising Radiation Warning & Monitoring System
MLRF     Merseyside Local Resilience Forum
MOU      Memorandum of Understanding
MRAS     Mersey Regional Ambulance Service
NAG      Neighbourhood Action Group
NEBOSH   National Examining Body for Occupational Safety & Health
NJC      National Joint Council
NNDR     National Non-Domestic Rates
NRF      Neighbourhood Renewal Fund
NVQ      National Vocational Qualification
NW       North West
OBC      Outline Business Case
ODPM     Office of the Deputy Prime Minister
OH       Occupational Health
OJEU     Official Journal of the European Union
Ops      Operational
ORC      Operational Resource Centre
OSU      Operational Support Unit
OT       Overtime
OWLe     Performance management software used by the Service
PA       Personal Assistant
PCT      Primary Care Trust
PFI      Private Finance Initiative
PH       Public Holiday
PI       Performance Indicator
PIMS     Performance Indicator Management System
POEST    Point of Entry Selection Test
PPE      Personal Protective Equipment
PPV      Positive Pressure Ventilation
PQAs     Personal Qualities & Attributes
PQQ      Pre-Qualification Questionnaire
PRIDE    Programme of Investment in the Development of Excellence
PSDA     Paradise Street Development Agency
PTV       Princes Trust Volunteers
PWLB      Public Works Loans Board
RAPID     Risk Assessed Programme for Incident Deployment
RCCO      Revenue Contribution to Capital Outlay
REPPAIR   Radiation (Emergency Preparedness & Public Information) Regulations 2001
RFI       Request for Information
RMB       Regional Management Board
RRO       Regulatory Reform (Fire Safety) Order 2004
RSG       Revenue Support Grant
SART      Search & Rescue Team
SCA       Supplementary Credit Approval
SDO       Senior Divisional Officer (Area Manager)
SFT       Small Fires Team
SFU       Small Fires Unit (was TRV)
SHQ       Service Headquarters
SLA       Service Level Agreement
SMART     Specific, Measurable, Achievable, Realistic, Time-bound
SMP       Safer Merseyside Partnership
SMP       Statutory Maternity Pay
SOP       Standard Operating Procedure
SORP      Statement of Recommended Practice
SRT       Special Rescue Team (now SART)
SSP       Statutory Sick Pay
STAMP     St. Helens Alternative Motor Programme
STC       Safety Training Centre
StnO      Station Officer
SubO      Sub Officer
TAP       Technical Advisory Panel
T&D       Training & Development
TFC       Training for Competence
TNA       Training Needs Analysis
TRV       Targeted Response Vehicle (now SFU)
TUPE   Transfer of Undertakings, Protection of Earnings
USAR   Urban Search & Rescue
UwFS   Unwanted Fire Signals
VFM    Value For Money
YIP    Youth Inclusion Programme
YOT    Youth Offending Team

				
DOCUMENT INFO
Description: Hr Strategy Report of Hr Manager document sample