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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 0f6ca2ad-5feb-410c-8ecf-20dfdb922bfa.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 0f6ca2ad-5feb-410c-8ecf-20dfdb922bfa.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 0f6ca2ad-5feb-410c-8ecf-20dfdb922bfa.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 0f6ca2ad-5feb-410c-8ecf-20dfdb922bfa.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 0f6ca2ad-5feb-410c-8ecf-20dfdb922bfa.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 0f6ca2ad-5feb-410c-8ecf-20dfdb922bfa.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 0f6ca2ad-5feb-410c-8ecf-20dfdb922bfa.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 0f6ca2ad-5feb-410c-8ecf-20dfdb922bfa.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
2005/06 Target for for Target for Target for
Target for 2005/06
Target for
Target 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
2005/06 Target for for Target for Target for
Target for 2005/06 Target Target for
smoking ban in public places will have on the Target for Target for
2005/06
2005/06 2007/08
2006/07 2007/08
2006/07 2008/09
2008/09
number of smoking fires within the home. This is
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 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
partner agencies, should ensure reductions in the
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 6
6
community as a whole. The development of the 4
4
strategies of all the above teams will help improve 2
2
these indicators further over the forthcoming years. 0
0
2005/06 Target for forTarget for for Target for
Target for 2005/06
Target for
Target Target 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
Target for Target for
Target 2008/09
Target for 2005/06 2006/07 for2007/08 for Target for
2005/06
house fires and serious injuries has improved. This 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
2005/06 Target for for Target for Target for
Target for 2005/06
Target for
Target Target for Target for
2005/06
2005/06 2007/08 2008/09
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. 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 2005/06Target 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
Target for 2005/06 Target for Target for Target for
premises, the conclusions of which will be 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%
Target for 2005/06 Target for Target for Target for
educating members of the public about the risk of 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% for
Target 2005/06 Target for Target for Target for
achieve our targets next year 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
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
for
Target for 2005/06 for for for
Target for Target for Target for
2005/06
2005/06 2006/07 2007/08 2008/09
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
Target for
2005/06
2005/06
Target for
Target for
Target for
Target for
Targetfor
Target
for
2005/06 2006/07 2007/08 2008/09
advice. 2005/06 2006/07 2007/08 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%
Target for 2005/06 Target for Target for Target for
information analysed, by determining the 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%
Target for 2005/06 Target for Target for Target for 0.10% Target for 2005/06 Target for Target for Target for
0.00% 2005/06 2006/07 2007/08 2008/09 0.00% 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%
reviewed, so that Merseyside Fire and Rescue
0.50%
Target 2005/06 Target Target Target 0.50% Target for 2005/06 Target for Target for Target for
0.00%
for 2005/06
Target for for Target for
Target for for Targetfor
for
2005/06 2006/07 2007/08 2008/09
Service can reflect the community it serves. 2005/06
2005/06 2006/07 2007/08
2006/07
2007/08 2008/09
2008/09
0.00%
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
Budget Actual Budget Budget Budget
on Merseyside is estimated to cost the community 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
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