FIRE & RESCUE AUTHORITY SUMMONS
SOUTH WALES FIRE & RESCUE AUTHORITY
You are required to attend a meeting of the South Wales Fire & Rescue
Authority to be held at South Wales Fire & Rescue Service
Headquarters, Forest View Business Park, Llantrisant, CF72 8LX
on Monday, 14 July 2014 at 1030 hours.
AGENDA
1.
Apologies for Absence
2.
Declarations of Interest
Members of the Fire & Rescue Authority are
reminded of their personal responsibility to declare
both orally and in writing any personal and/or
prejudicial interest in respect of matters contained in
this agenda in accordance with the provisions of the
Local Government Act 2000, the Fire & Rescue
Authority’s Standing Orders and the Members Code
of Conduct.
3.
Chairman’s Announcements
4.
To receive the minutes of;
5.
 HR & Equalities meeting held on 20
January 2014
5
 FAPM meeting held on 3 March 2014
11
 Fire & Rescue Authority meeting held on
24 March 2014
17
 Annual General Meeting held on 9 June
2014
29
 Fire & Rescue Authority meeting held on 9
June 2014
37
Update on Actions
39
2
6.
REPORTS FOR DECISION
47
6.i
Wales Audit Office Annual Improvement Report
2013/14
49
6.ii
Welsh Government’s Fire & Rescue Services in
Wales Report 2013
81
6.iii
Performance Monitoring Report - Quarter 4 2013/14
and Performance Indicator Target Achievement for
2013/14 - Background papers attached
separately on email
179
6.iv
Annual Report to Welsh Language Commissioner
2013/14
201
6.v
Proposed Refurbishment of Aberdare Fire &
Rescue Station
237
6.vi
Electricity Sub-Station at Aberbargoed Fire &
Rescue Station
239
6.vii
Proposed Flood Defence Works on Land Forming
Part of Risca Fire & Rescue Station
243
6.viii
Amendments to Constitutional Documents
247
7.
REPORTS FOR INFORMATION
249
7.i
Health & Safety Report 2013/14
251
7.ii
Report on Progress of Achievement of Improvement
Objectives as at Quarter 4 2013/2014
289
7.iii
Firefighters’ Pension Dispute – Update on Industrial
Action - Verbal
297
7.iv
North Atlantic Treaty Organisation (NATO) Event Presentation
299
7.v
Forward Work Programme
301
8.
To consider any items of business that the
Chairman deems urgent (Part 1 or 2)
309
3
Signature of Proper Officer:
MEMBERSHIP
Councillors:
D
S
DT
P
C
E
E
P
K
C
M
A
Cardiff
Rhondda Cynon
Taff
Caerphilly
Davies
Vale of
Drake
Glamorgan
Caerphilly
Elsbury
Galsworthy Merthyr Tydfil
Vale of
Hacker
Glamorgan
Newport
Hannon
Cardiff
Hyde
Bridgend
James
Cardiff
Javed
Torfaen
Jones
Ali
Bradwick
J
SJ
R
B
J
G
S
M
M
D
P
V
Caerphilly
Rhondda
Cynon Taff
McKerlich Cardiff
Rhondda
Morgan
Cynon Taff
Blaenau Gwent
Morgan
Cardiff
Phillips
Rhondda
Pickering
Cynon Taff
Monmouthshire
Powell
Newport
Rahman
Bridgend
Sage
Seabourne Torfaen
Monmouthshire
Smith
Jones
Jones
4
5
SOUTH WALES FIRE & RESCUE AUTHORITY
MINUTES OF THE HR & EQUALITIES MEETING
HELD ON MONDAY 20 JANUARY 2014 AT
SOUTH WALES FIRE & RESCUE SERVICE HEADQUARTERS
78.
PRESENT:
Councillor
Left
Authority
M Rahman (Deputy Chair)
S Bradwick
B Clements
P Drake
E Hacker
L Matthews
R McKerlich
M Powell
Newport
Rhondda Cynon Taff
Blaenau Gwent
Vale of Glamorgan
Vale of Glamorgan
Merthyr Tydfil
Cardiff
Monmouthshire
APOLOGIES:
S J Jones (Chair)
G Davies
C Elsbury
B Morgan
J Rosser
P Seabourne
Rhondda Cynon Taff
Torfaen
Caerphilly
Rhondda Cynon Taff
Rhondda Cynon Taff
Torfaen
ABSENT:
OFFICERS PRESENT:- ACO P Haynes – Director of People Services,
AM R Prendergast – Head of Training & Development, Mr Mark Malson,
Head of Human Resources, Mr C Powell – Deputy Monitoring Officer,
Dr W Davies, Occupational Physician
At the commencement of the meeting Councillor McKerlich expressed
his concern that there was no update on industrial action on the agenda
for this meeting and was informed that it would be included on the
agenda for the next pre meeting of the Fire & Rescue Authority.
79.
DECLARATIONS OF INTEREST
Each Member declared a personal non-prejudicial interest in each
agenda item which affected their Authority.
6
Each Officer declared an interest in Agenda Item 9, and confirmed that
they would leave the meeting before the recommendations were
considered by Members.
80.
MINUTES OF PREVIOUS MEETING
The minutes of the HR & Equalities meeting held on 21 October 2013
were received and accepted as a true record of proceedings; following
amendment to the list of apologies (M Rahman – Newport).
81.
FIREFIGHTERS PENSION SCHEME - GOVERNANCE
The ACO People Services informed Members that individual Fire &
Rescue Authorities must consider and reach a determination on how
they intended to advance the programme of governance in respect of
the three Firefighters Pensions Schemes.
Members were also informed that consideration would be required to
the discharge of responsibilities in relation to the creation of a Local
Pension Board and Scheme Management.
RESOLVED THAT
Members agreed to recommend to the Fire & Rescue Authority that:81.1 In principle, a Board be established to carry out its responsibilities
to manage or administer the Pension Scheme.
81.2 That the Board would be responsible for ensuring good
governance and compliance with requirements imposed by the
Pensions Regulator.
81.3 Members unanimously agreed the need for the Local Pension
Board’s Terms of Reference.
82.
REPORT ON THE ANALYSIS ON SICKNESS ABSENCE
TRENDS FOR CONTROL STAFF FOR THE PERIOD – 1 APRIL
2012 TO 31 MARCH 2013
The Head of Human Resources identified for Members the key sickness
absence trends for Control Staff for the period 1 April 2012 to 31 March
2013.
The trends analysed related to the average number of
shifts/working days lost by staff group; the percentage of occurrences of
sickness absence; the number of long term and short term ailments per
FTE.
7
RESOLVED THAT
Members unanimously agreed to note the content of the report.
83.
LOCALISM ACT 2011 – PAY POLICY STATEMENT
The ACO People Services advised Members that the Localism Act
which came into being in November 2011 required South Wales Fire &
Rescue Authority to publish a Pay Policy Statement by 31 March 2012,
and each subsequent financial year, which provides information for the
following financial year.
The Fire & Rescue Authority at their meeting held on 6 February 2012,
adopted and published its Pay Policy Statement. Each year public
sector bodies are required to review and publish their Pay Policy
Statement in line with the terms of the Act. The Fire & Rescue Authority
also determined that the HR & Equalities Committee should review the
pay policy statement and report to the full Committee.
RESOLVED THAT
83.1 Members agreed the amended South Wales Fire & Rescue
Authority’s Pay Policy Statement.
83.2 Members agreed that the 2014/2015 Pay Policy Statement be republished by 31 March 2014.
83.3 Members agreed to authorise Officers to incorporate those
changes identified through the Welsh Government Pay Policy
review into the existing Pay Policy Statement.
84.
UPDATE
ON
INTEGRATED
PRESENTATION
AUTO
ENROLMENT
-
The Head of Human Resources provided a presentation to Members on
Integrated Auto Enrolment.
RESOLVED THAT
Members agreed to note the presentation.
8
85.
ANNUAL REPORT ON THE WORK OF THE HR & EQUALITIES
COMMITTEE
The ACO People Services informed Members of the work the HR &
Equalities Committee has undertaken during the Municipal Year
2013/2014.
RESOLVED THAT
Members agreed to note the report.
86.
PRINCIPAL OFFICERS’ AND HEADS OF SERVICE FUTURE
REMUNERATION RATE EVALUATION PROCESS
The ACO People Services provided Members with a detailed
background to the Fire & Rescue Authority’s considerations in relation
to Principal Officers and Heads of Service 2013/2014 ‘Cost of Living’
pay award, and the subsequent recommendations of the Fire & Rescue
Authority.
Each Officer left the meeting in order for Members to consider the
recommendations.
RESOLVED THAT
86.1 Members agreed to acknowledge the factors currently affecting
Principal Officers’ and Heads of Service remuneration conditions
within the Service.
86.2 Members agreed to authorise Officers to engage with the external
assessor contracted by the two other Fire & Rescue Authorities to
provide Members with direct access to remuneration advice.
Each Officer returned to the meeting.
87.
WELSH LANGUAGE COMMISSIONER’S STRATEGIC PLAN
2013-2015 BRIEFING PAPER
The ACO People Services advised Members that the Welsh Language
Commissioner has published her Strategic Plan for 2013-2015 outlining
her policy priorities for this period. The Plan has implications for the
Service regarding the Commissioner’s expectation of Welsh language
service delivery between now and the introduction of the new Welsh
Language Standards.
9
RESOLVED THAT
Members noted the need to continue to implement and monitor the
Authority’s Welsh Language Scheme in order to provide the Welsh
Language Commissioner with the evidence required to prove that the
Authority is meeting its legal responsibilities with regard to the Welsh
Language.
88.
OCCUPATIONAL HEALTH PRACTICE MANUAL UPDATE –
PRESENTATION
The Occupational Physician provided Members with an update on the
Occupational Health Practice Manual.
RESOLVED THAT
Members agreed to note the update.
The Deputy Chair wished to advise Members of Dr Davies’ impending
retirement and, on behalf of the HR & Equalities Committee and the Fire
& Rescue Authority, wished to thank him for his commitment to the
Service.
ACO Haynes also wished to formally thank Dr Davies for all the work he
has undertaken for the Service which has been exemplary.
Dr Davies wished to thank the HR & Equalities Committee and the Fire
& Rescue Authority for the support they have given to the Occupational
Health Unit during his time at SWFRS.
89.
FORWARD WORK PROGRAMME
The ACO People Services presented the Forward Work Programme.
RESOLVED THAT
Members accepted the Forward Work Programme for the HR &
Equalities Committee for 2013/2014.
90.
TO CONSIDER ANY ITEMS OF BUSINESS THAT THE
CHAIRMAN DEEMS URGENT (PART 1)
There were no items of urgent business.
10
11
SOUTH WALES FIRE & RESCUE AUTHORITY
MINUTES OF THE FINANCE, AUDIT & PERFORMANCE
MANAGEMENT MEETING
HELD ON MONDAY 3 MARCH 2014 AT
SOUTH WALES FIRE & RESCUE SERVICE HEADQUARTERS
62.
PRESENT:
Councillor
Left
P Hannon (Chair)
L Matthews (Deputy Chair)
B Clements
P Drake
J Jones
S J Jones
M Powell
Newport
Merthyr Tydfil
Blaenau Gwent
Vale of Glamorgan
Caerphilly
Rhondda Cynon Taff
Monmouthshire
APOLOGIES:
M Javed
D Sage
Cardiff
Bridgend
ABSENT:
G Davies
Torfaen
OFFICERS PRESENT:- ACFO R Hammerton – Director of Technical
Services, Mr C Barton – Treasurer, Mr G Thomas – Head of Finance &
Procurement, Mr C Powell – Deputy Monitoring Officer, Mr A Townsend
– TIAA Auditor, Mr R Price – Wales Audit Officer.
63.
DECLARATIONS OF INTEREST
Each Member declared a personal non-prejudicial interest in each
agenda item which affected their Authority.
64.
CHAIR’S ANNOUNCEMENTS
There were no Chair’s Announcements.
12
65.
MINUTES OF PREVIOUS MEETING
The following minutes were received and accepted as a true record of
proceedings: Finance, Asset & Performance Management Working Group
meeting held on 22 November 2013
 Finance, Audit & Performance Management meeting held on 13
January 2014
66.
REVENUE MONITORING REPORT 2013/2014
The Head of Finance & Procurement informed Members that the
Revenue Monitoring Report provided details of the annual revenue
budget, expenditure and income to date, and the forecast position for
the financial year ending 31 March 2014.
The ACFO Technical Services also provided Members with an update
on the purchase and installation of a new electronic Fuel Management
System.
RESOLVED THAT
66.1 Members agreed to note and receive the Budget Monitoring
report.
66.2 Following lengthy discussion on good governance and
accountability, Members unanimously agreed that £50,000 of the
overall under-spend be earmarked and added to the fuel system
reserve to complete the purchase and installation of an electronic
Fuel Management System.
The Treasurer took the opportunity to provide Members with information
on Pension Protected Age, and of the tax liabilities which were currently
affecting 4 retired fire-fighters. Members were made aware of the
potential issues and liabilities which could affect the Fire & Rescue
Authority. Following discussion, Officers agreed to provide Members
with updates on any further negotiations.
67.
CAPITAL MONITORING REPORT 2013/2014
The Head of Finance & Procurement informed Members that the Capital
Monitoring report provided details of the annual capital budget, related
spending, and the funding implications.
13
RESOLVED THAT
67.1 Members agreed to note the progress of the capital schemes for
2013/2014, and approved the budget slippage.
67.2 Officers agreed to e-mail all Members of the Finance, Audit &
Performance Management Committee with information on the
over-spend at Aberbargoed Fire Station.
68.
INTERNAL AUDIT REPORT
The Internal Auditor updated Members upon progress being made
against the Internal Audit Plan 2013/2014.
RESOLVED THAT
Members agreed to note the work and findings of the Internal Audit.
69.
CORPORATE RISK REGISTER 2013/2014 – QUARTER 3
REVIEW
The ACFO Technical Services requested Members to consider the risks
within the Corporate Risk Register, and the management of these risks.
RESOLVED THAT
Members agreed to view the significant and material risks contained
within the Corporate Risk Register, and agreed their validity.
70.
REPORT ON PROGRESS OF AUDIT, SCHEME, AND
CIRCULAR ACTION UPDATES AS AT 18 FEBRUARY 2014
The Head of Finance & Procurement presented a report to Members on
the latest progress recorded against actions arising from internal audits,
Wales Audit Office thematic reviews, Operational Assurance Peer
Reviews, Corporate Schemes, and Government Circulars. Graphical
summaries showing all actions ongoing, overdue, and completed since
2 July 2012, were also provided for each type of action.
RESOLVED THAT
70.1 Members agreed to note the contents of the progress report and
graphical summaries.
14
70.2 Following discussion, Members unanimously agreed to continue
with the current frequency of future provision of the information to
the Finance, Audit & Performance Management Committee.
71.
TREASURY MANAGEMENT STRATEGY 2014/2015
The Treasurer provided Members with the Treasury Management
Strategy, policies and indicators for approval, and as required by
statute.
RESOLVED THAT
71.1 Members of the Finance, Audit & Performance Management
Committee agreed to recommend to the full Fire & Rescue
Authority the approval of the proposed Treasury Management
Strategy, MRP Policy, Annual Investment Strategy, Capital and
Prudential Indicators for 2014/2015, as required by Section 3 of
the Local Government Act 2003, and prior to 31 March 2014.
71.2 Members agreed that the Fire & Rescue Authority give approval
to the Treasurer to update the Strategy in line with the economic
forecasts as necessary throughout the year.
72.
INTERNAL AUDIT ANNUAL PLAN 2014/2015
The Internal Auditor presented Members with details of the proposed
Internal Audit Annual Plan 2014/2015 for their approval.
RESOLVED THAT
Members approved the Internal Audit Plan for 2014/2015.
73.
INTERNAL AUDITORS ANNUAL REPORT YEAR ENDING 31
MARCH 2014
The Internal Auditor presented a report to Members summarising the
Internal Audit work that had been undertaken throughout the year.
The Internal Auditor also wished to thank South Wales Fire & Rescue
staff for their co-operation over the last year when audits were being
carried out.
RESOLVED THAT
Members agreed to note the work and findings of the Internal Auditors
for 2013/2014.
15
74.
DRAFT ANNUAL REPORT OF THE WORK OF THE FINANCE,
AUDIT AND PERFORMANCE MANAGEMENT COMMITTEE
The Deputy Monitoring Officer informed Members of a proposed draft
annual report on the work of the Finance, Audit & Performance
Management Committee and its Working Group, to be presented to the
Fire & Rescue Authority at its meeting on 24 March 2014.
RESOLVED THAT
Following consideration of any additions, deletions, or alterations,
Members wished to make to the report, unanimously approved the draft
report which would be submitted to the Fire & Rescue Authority in
March 2014.
75.
PERFORMANCE MONITORING REPORT QUARTER 3 –
APRIL 2013-DECEMBER 2013 – PREDICTED PERFORMANCE
INDICATOR TARGET ACHIEVEMENT FOR 2013-2014
The ACFO Technical Services requested Members to review the
performance information and recorded incident statistics from April 2013
to December 2013.
RESOLVED THAT
75.1 Members agreed to review the performance details and statistical
data contained within the report.
75.2 Members agreed to review the predicted performance indicator
target achievement for 2013-2014 contained within the report.
75.3 Members approved its publication on to the South Wales Fire &
Rescue Service internet site.
76.
FORWARD WORK PROGRAMME
The Deputy Monitoring Officer presented the Forward Work Programme
for the Finance, Audit & Performance Management Committee
2013/2014.
RESOLVED THAT
Members accepted the Forward Work Programme for the Finance,
Audit & Performance Management Committee.
16
17
SOUTH WALES FIRE & RESCUE AUTHORITY
MINUTES OF THE FIRE & RESCUE AUTHORITY MEETING
HELD ON MONDAY 24 MARCH 2014 AT
SOUTH WALES FIRE & RESCUE SERVICE HEADQUARTERS
89.
PRESENT:
Councillor
D T Davies (Chair)
S Bradwick (Deputy Chair)
B Clements
G Davies
P Drake
E Hacker
P Hannon
K Hyde
M Javed
J Jones
S J Jones
L Matthews
B Morgan
G Phillips
M Powell
M Rahman
P Seabourne
V Smith
Left
1230 hrs
1245 hrs
1245 hrs
1200 hrs
1230 hrs
Authority
Caerphilly
Rhondda Cynon Taff
Blaenau Gwent
Torfaen
Vale of Glamorgan
Vale of Glamorgan
Newport
Cardiff
Cardiff
Caerphilly
Rhondda Cynon Taff
Merthyr Tydfil
Rhondda Cynon Taff
Cardiff
Monmouthshire
Newport
Torfaen
Monmouthshire
APOLOGIES:
P Bale
C Elsbury
C James
R McKerlich
J Rosser
D Sage
Cardiff
Caerphilly
Bridgend
Cardiff
Rhondda Cynon Taff
Bridgend
ABSENT:
OFFICERS PRESENT:- CFO H Jakeway, DCO S Chapman, ACFO R
Hammerton – Director of Technical Services, ACO P Haynes – Director
of People Services, Mr C Barton – Treasurer, Mr C Powell – Deputy
Monitoring Officer, FBU Representatives
18
The Chair extended a warm welcome to representatives from the
Blaenau Gwent and Torfaen communities.
90.
DECLARATIONS OF INTEREST
Each Member declared a personal non-prejudicial interest in each
agenda item which affected their Authority.
Councillors Morgan, Bradwick and S Jones declared a personal interest
in Agenda Item 6.ii.
91.
CHAIR’S ANNOUNCEMENTS
COUNCILLOR BALE
On behalf of the Fire & Rescue Authority, the Chair congratulated
Councillor Bale on recently being elected as the new Leader of Cardiff
Council.
92.
REPORTS FOR DECISION
92.1 REPORT ON THE RESPONSES TO THE CONSULTATION OF
PHASE 2 OF THE FIRE COVER REVIEW
The Deputy Chief Officer presented details of the responses to the
consultation on Phase 2 of the Fire Cover Review to inform Members’
decision-making upon the proposals for fire cover for the Blaenau
Gwent, Monmouthshire, Newport, and Torfaen Unitary Authority area.
Councillors Clements, Davies, and Seabourne, thanked Officers for
their hard work in preparing and presenting the reports, but on behalf of
the residents of the Blaenau Gwent and Torfaen areas they wished to
record their opposition to the closure of Blaina Fire & Rescue Station,
and the removal of the second appliance at Cwmbran Fire & Rescue
Station. They also wished to highlight their concerns on the number of
elderly in the Cwmbran area who were unable to respond to the
consultation process as they did not have online access or could not get
to a consultation venue in the town.
RESOLVED THAT
92.1.1
BLAENAU GWENT
92.1.1.1
Following a vote of 15 for, 0 against, and 3 abstentions,
Members agreed to note the consultation responses
19
received in relation to the Fire Cover Review proposal to
close the Blaina Fire & Rescue Station.
92.1.1.2
Following a vote of 15 for, 0 against, and 3 abstentions,
Members agreed to note the professional Officer opinion on
the Fire Cover Review consultation proposals in relation to
the Blaenau Gwent Unitary Authority area, and the
proposal to close Blaina Fire & Rescue Station in light of
the consultation responses received.
92.1.1.3
Having had due regard to all of the information within the
report and the consultation responses received, Members
unanimously approved in principle the Fire Cover Review
proposal for the Blaenau Gwent Unitary Authority area to
close Blaina Fire & Rescue Station, subject to independent
post-decision scrutiny by Blaenau Gwent County Borough
Council Scrutiny Committee.
92.1.1.4
Members’ unanimously agreed for Officers to refer
Members’ decision to Blaenau Gwent County Borough
Council to commence the scrutiny exercise.
92.1.1.5
Members unanimously agreed for a further report to be
brought back to September’s Fire & Rescue Authority
meeting, detailing the outcome of the scrutiny exercise by
Blaenau Gwent Council Scrutiny Committee, for Members’
consideration.
92.1.1.6
Following a vote of 15 for, 0 against, and 3 abstentions,
Members agreed for targeted community safety activity to
commence in Blaenau Gwent to address perceived fire and
road safety concerns that were identified during the
consultation process.
92.1.1.7
Following a vote of 15 for, 0 against and 3 abstentions,
Members agreed for targeted business fire safety activity to
commence in Blaenau Gwent to address perceived
business fire safety issues, and concerns that were
identified during the consultation process.
92.1.1.8
Following a vote of 15 for, 0 against, and 3 abstentions,
Members agreed that discussions commence with the Fire
Brigades Union on alternate redeployment options within
the Service for those fire-fighters at risk of compulsory
redundancy.
20
92.1.2
MONMOUTHSHIRE
92.1.2.1
Members unanimously approved the proposals for Fire
Cover in the Monmouthshire Unitary Authority area as
detailed in Paragraph 3.1 of the report.
92.1.2.2
Members unanimously agreed for a further report to be
brought back to the Fire & Rescue Authority in twelve
months on the availability of the second appliances at
Chepstow, Monmouth, and Abergavenny Fire & Rescue
Stations.
92.1.3
NEWPORT
92.1.3.1
Members unanimously agreed the proposals for Fire Cover
in the Newport Unitary Authority area as detailed in
Paragraph 4.1 of the report.
92.1.4
TORFAEN
92.1.4.1
Following a vote of 15 for, 0 against, and 3 abstentions,
Members agreed to note the consultation responses
received in relation to the Fire Cover Review proposal to
remove the second appliance at Cwmbran Fire & Rescue
Station.
92.1.4.2
Following a vote of 15 for, 0 against, and 3 abstentions,
Members agreed to note the professional Officer opinion on
the Fire Cover Review consultation proposals in relation to
the Torfaen Unitary Authority area, and the proposal to
remove the second appliance at Cwmbran Fire & Rescue
Station in light of the consultation responses received.
92.1.4.3
Having had due regard to all of the information within the
report, and the consultation responses received, following a
vote of 15 for, 0 against, and 3 abstentions, Members
approved in principle the Fire Cover Review proposal for
the Torfaen Unitary Authority area to remove the second
appliance at Cwmbran Fire & Rescue Station, subject to
independent post-decision scrutiny by Torfaen County
Borough Council Scrutiny Committee.
92.1.4.4
Members unanimously agreed for Officers to refer
Members decision to Torfaen County Borough Council, to
commence the scrutiny exercise.
21
92.1.4.5
Following a vote of 17 for, 0 against, and 1 abstention,
Members agreed for a further report to be brought back to
September’s Fire & Rescue Authority meeting for
consideration, detailing the outcome of the scrutiny
exercise by Torfaen Council Scrutiny Committee.
92.1.4.6
Following a vote of 15 for, 0 against, and 3 abstentions,
Members agreed for targeted community safety activity to
commence in Torfaen to address perceived fire and road
safety concerns that were identified during the consultation
process.
92.1.4.7
Following a vote of 15 for, 0 against, and 3 abstentions,
Members agreed for targeted business fire safety to
commence in Torfaen to address perceived business fire
safety issues, and concerns that were identified during the
consultation process.
92.1.4.8
Following a vote of 16 for and 2 against, Members agreed
for discussions to commence with the Fire Brigades Union
on alternate redeployment options within the Service for
those fire-fighters at risk of compulsory redundancy.
On behalf of Officers, the Chief Fire Officer wished to thank Members
and residents from the Blaenau Gwent, Monmouthshire, Newport and
Torfaen Unitary Authority areas for their responses to the public
consultation.
Councillor Rahman left the meeting at 1200 hours.
The Chair agreed to adjourn the meeting at 1200 hours for a short
period.
The meeting reconvened at 1210 hours.
92.2. RESOLUTIONS TO EXCLUDE THE PRESS AND PUBLIC BY
VIRTUE OF SECTION 100A AND PARAGRAPH 15 OF PART 4
OF SCHEDULE 12A OF THE LOCAL GOVERNMENT ACT
1972 (AS AMENDED)
A resolution to exclude the press and public by virtue of Section 100A
and Paragraph 15 of Part 4 of Schedule 12A of the Local Government
Act 1972 (as amended) was passed.
22
92.3 FIRE COVER REVIEW AND SPECIAL APPLIANCE REVIEW –
CAERPHILLY, MERTHYR, RHONDDA CYNON TAFF
The ACFO Technical Services informed Members that South Wales
Fire & Rescue Service was currently undertaking a programme of
strategic transformation projects. The purpose of the projects was to
find ways to maintain service provision with a diminishing budget. The
purpose of the Fire Cover Review was to identify the optimum Station
locations and crewing arrangements to accurately match resources
against risk. The Fire Cover Review used complex modelling to
sequentially analyse potential fire cover configurations across the 10
Unitary Authorities in the South Wales Fire & Rescue Service area,
taking into account current and planned provision in neighbouring
areas. This was effectively being undertaken in three stages where
each Unitary Authority area would have each Station assessed to
determine whether it had the right duty system, the right location, and
provided the right level of risk protection.
The Special Response Review ran alongside the Fire Cover Review,
and the purpose of the Special Response Review was to identify what
other risks the Service needed to manage, and to identify the
appropriate capability to manage the risk. The review identified the
technical capability required, the equipment required, and the scale of
provision, the skills sets, and the training requirement for operational
personnel.
Members were reminded of their earlier decision to defer final
determination on the location of the special appliance until the outcome
of the Fire Cover Review was known.
Members were also requested to recognise that the Medium Term
Financial Strategy was reliant on delivery of the reviews.
Following discussion on Members concerns with road networks and the
distances between certain Fire & Rescue Stations, Officers assured
Members that road networks had improved in the Pontypridd area, and
that there would be no increased risk to the surrounding areas by the
proposals.
RESOLVED THAT
92.3.1
Members unanimously agreed to support in principle the
following proposed changes:-
23
To either close Porth Fire & Rescue Station (RDS) or
remove the second appliance from Pontypridd Fire &
Rescue Station (RDS).
92.3.2
Members authorised Officers to enter into internal, external
and Representative Body consultation.
92.3.3
Members agreed for appropriate Members to attend and
assist Officers at external consultation events.
92.3.4
Members agreed that the decisions reached above were
not to be made public for 7 days following the date of the
meeting, to allow Officers sufficient time to brief relevant
staff.
Councillors Seabourne and Davies left the meeting at 1230 hours.
92.4 RESOLUTIONS TO EXCLUDE THE PRESS AND PUBLIC BY
VIRTUE OF SECTION 100A AND PARAGRAPHS 12, 14 & 16
OF PART 4 OF SCHEDULE 12A OF THE LOCAL
GOVERNMENT ACT 1972 (AS AMENDED)
A resolution to exclude the press and public by virtue of Section 100A
and Paragraphs 12, 14 & 16 of Part 4 of Schedule 12A of the Local
Government Act 1972 (as amended) was passed.
92.5 DISPOSAL OF THE LANELAY HALL SITE
The Deputy Chief Officer presented the urgent report as agreed by the
Chair, and summarised for Members the current position on the Lanelay
Hall disposal, and a request by Assembly Member Andrew R T Davies
to delay the sale pending a solution being agreed with a former owner
of part of the site.
RESOLVED THAT
Members agreed for the sale contract for Lanelay Hall to be exchanged
as soon as the Fire & Rescue Authority and Persimmon Homes were
ready, and that completion should take place shortly after as prescribed
by the contract.
92.6 RESOLUTION TO RETURN TO OPEN MEETING
Members unanimously approved the resolution to return to open
meeting.
24
92.7 MINUTES OF PREVIOUS MEETING
The following minutes were received and accepted as a true record of
proceedings: Finance, Audit, & Performance Management meeting held on 13
January 2014
 Fire & Rescue Authority meeting held on 10 February 2014
92.8 UPDATE ON ACTIONS
The Deputy Chief Officer informed Members of actions undertaken
since the last meeting, and provided updates on minute numbers:13/14 – 24.1, 13/14 - 78.3
Councillors Powell and Matthews left the meeting at 1245 hours.
92.9 UPDATE ON THE PROPERTY CAPITAL PROGRAMME
The Deputy Chief Officer updated Members on the Property Capital
Programme and factors that may require its amendment at short notice.
RESOLVED THAT
92.9.1
Members agreed that delegated authority be given to the
Deputy Chief Officer, following consultation with the
Treasurer, and Chair of the Finance, Audit & Performance
Management Committee, to amend the Authority’s Capital
Programme for property if required, to ensure that the most
effective use of the Authority’s resources was achieved.
92.9.2
Members agreed that the exercise of such delegations be
reported to the Finance, Audit, & Performance
Management Committee as part of the Capital Monitoring
reports that it received at each meeting.
92.10 TREASURY MANAGEMENT STRATEGY 2014/2015
The Treasurer provided Members with the Treasury Management
Strategy, policies and indicators for approval, and as required by
statute.
25
RESOLVED THAT
92.10.1
Members approved the proposed Treasury Management
Strategy, MRP Policy, Annual Investment Strategy, Capital
and Prudential Indicators for 2014/2015, as required by
Section 3 of the Local Government Act 2003.
92.10.2
Members gave approval for the Treasurer to update the
Strategy in line with the economic forecasts as necessary
throughout the year.
92.11 PERFORMANCE INDICATOR TARGETS 2014/2015
The Deputy Chief Officer requested Members consideration of the
proposed Performance Indicator targets for 2014/2015.
RESOLVED THAT
92.11.1.1
Members agreed to endorse the Performance Indicator
targets proposed for 2014/2015.
92.11.1.2
Members approved the publication of the Performance
Indicator targets on to the South Wales Fire & Rescue
Service Internet site.
92.12
PUBLICATION OF STAGE 1
IMPROVEMENT PLAN 2014/2015
OF
THE
ANNUAL
The Deputy Chief Officer requested approval from Members to publish
the Service’s Annual Improvement Plan Stage 1 in accordance with the
requirements of the Local Government (Wales) Measure 2009.
RESOLVED THAT
92.12.1
Members agreed to note the contents of the report and
approved the general content of ‘How we intend to improve
2014-2015.’
92.12.2
Members approved the publication of ‘How we intend to
improve 2014-2015’, on the South Wales Fire & Rescue
Service Internet site by 31 March 2014.
26
92.13
NATIONAL PRINCIPLES OF PUBLIC ENGAGEMENT IN
WALES
The Deputy Chief Officer informed Members of the National Principles
of Public Engagement which are endorsed by Welsh Government, and
recommended the Authority’s adoption of the principles to complement
the engagement work it was currently involved in and the Improvement
Objectives for 2013/2014, and 2014/2015.
The 10 Principles
background paper was attached to the report as Appendix 1.
RESOLVED THAT
Members agreed to continue their support of the National Principles
Public Engagement, and the Declaration of Endorsement attached to
the report as Appendix 2, was duly signed by the Chairman of the Fire &
Rescue Authority.
93.
REPORTS FOR INFORMATION
93.1 FIREFIGHTERS PENSION DISPUTE UPDATE
The ACFO Technical Services provided Members with a verbal update
on the Firefighters Pension Dispute, and the costs to the Service.
RESOLVED THAT
Members agreed to note the verbal update on the Firefighters Pension
Dispute, and the costs incurred to date by the Service as a
consequence of the national dispute.
93.2 ANNUAL REPORT OF THE WORK OF THE FINANCE, AUDIT
& PERFORMANCE MANAGEMENT COMMITTEE AND ITS
WORKING GROUP
The Chair of the Finance, Audit & Performance Management
Committee presented Members with the annual report on the work of
the Finance, Audit, & Performance Management Committee, and its
Working Group, for the Municipal Year 2013/2014. He wished to thank
Members, Officers and Auditors for their hard work and support
throughout the year.
The Chair thanked the Chair and Deputy Chair of the Finance, Audit &
Performance Management Committee for their hard work on behalf of
the Fire & Rescue Authority.
27
RESOLVED THAT
Members agreed to note the work undertaken by the Finance, Audit &
Performance Management Committee, and its Working Group, during
the Municipal Year 2013/2014.
93.3. FORWARD WORK PROGRAMME
The Deputy Chief Officer presented the Forward Work Programme for
the Fire & Rescue Authority 2013/2014.
RESOLVED THAT
Members accepted the Forward Work Programme for the Fire &
Rescue Authority.
94.
TO CONSIDER ANY ITEMS OF BUSINESS THAT THE
CHAIRMAN DEEMS URGENT (PART 1 OR 2)
There were no other items of urgent business.
28
29
SOUTH WALES FIRE & RESCUE AUTHORITY
MINUTES OF THE FIRE & RESCUE AUTHORITY
ANNUAL GENERAL MEETING HELD ON
MONDAY 9 JUNE 2014 AT
SOUTH WALES FIRE & RESCUE SERVICE HEADQUARTERS
1.
PRESENT:
Councillor
Authority
D Ali
S Bradwick
D T Davies
P Drake
C Elsbury
E Hacker
P Hannon
K Hyde
M Javed
A Jones
J Jones
S J Jones
R McKerlich
B Morgan
J Morgan
G Phillips
S Pickering
M Powell
M Rahman
D Sage
P Seabourne
V E Smith
Cardiff
Rhondda Cynon Taff
Caerphilly
Vale of Glamorgan
Caerphilly
Vale of Glamorgan
Newport
Cardiff
Cardiff
Torfaen
Caerphilly
Rhondda Cynon Taff
Cardiff
Rhondda Cynon Taff
Blaenau Gwent
Cardiff
Rhondda Cynon Taff
Monmouthshire
Newport
Bridgend
Torfaen
Monmouthshire
APOLOGIES:
E Galsworthy
C James
Merthyr Tydfil
Bridgend
OFFICERS PRESENT: CFO H Jakeway, DCO S Chapman, ACFO R
Hammerton – Director of Technical Services, ACFO A Thomas –
Director of Operations, ACO P Haynes – Director of People Services,
Mr C Barton – Treasurer, AM R Prendergast – Head of Training &
Development, Mr C Powell – Deputy Monitoring Officer
30
The current Chair welcomed the following new Members to the Fire &
Rescue Authority:- Councillors A Jones, D Ali, J Morgan, S Pickering,
and E Galsworthy.
2.
DECLARATIONS OF INTEREST
Each Member declared a personal non-prejudicial interest in each
agenda item which affected their Authority.
3.
ELECTION OF CHAIRPERSON OF THE FIRE & RESCUE
AUTHORITY FOR MUNICIPAL YEAR 2014/15
Nominations for Chairperson of the Fire & Rescue Authority were
requested. Councillor D T Davies was nominated and seconded.
There were no other nominations.
RESOLVED THAT
Councillor Davies was duly elected Chair of the Fire & Rescue Authority
for the Municipal Year 2014/15.
4.
ELECTION OF DEPUTY CHAIRPERSON OF THE FIRE &
RESCUE AUTHORITY FOR MUNICIPAL YEAR 2014/15
The Chair called for nominations for Deputy Chairperson. Councillor
Bradwick was nominated and seconded.
There were no other
nominations.
RESOLVED THAT
Councillor Bradwick was duly elected Deputy Chair of the Fire &
Rescue Authority for the Municipal Year 2014/15.
5.
TO AGREE THE COMMITTEE MEMBERSHIP FOR THE
MUNICIPAL YEAR 2014/15
The Deputy Chief Officer provided Members with details of the number
of Members required for each Fire & Rescue Authority Committee to
assist Members nominations. Advice was given upon the political
balance of each Committee.
Members were also made aware that due to remuneration allowances
they were expected to work 20 days per year for the Fire & Rescue
Authority, and that Members attendance would be reviewed and
scrutinised throughout the year.
31
RESOLVED THAT
Members unanimously agreed that the Finance Audit & Performance
Management Committee should not be politically balanced but comprise
of one member from each constituent local authority.
Members agreed the following membership of Committees for 2014/15:Finance Audit & Performance Management Committee
Cllr D Sage
Bridgend
Cllr J Jones
Caerphilly
Cllr E Galsworthy
Merthyr Tydfil
Cllr M Powell
Monmouthshire
Cllr P Hannon
Newport
Cllr S J Jones
Rhondda Cynon Taff
Cllr A Jones
Torfaen
Cllr J Morgan
Blaenau Gwent
Cllr M Javed
Cardiff
Cllr P Drake
Vale of Glamorgan
HR & Equalities
Cllr G Phillips
Cllr B Morgan
Cllr E Galsworthy
Cllr M Rahman
Cllr S J Jones
Cllr S Pickering
Cllr P Seabourne
Cllr A Jones
Cllr S Bradwick
Cllr R Mckerlich
Cllr C Elsbury
Cllr M Powell
Cllr E Hacker
Cllr P Drake
Cllr J Morgan
Cardiff
Rhondda Cynon Taff
Merthyr Tydfil
Newport
Rhondda Cynon Taff
Rhondda Cynon Taff
Torfaen
Torfaen
Rhondda Cynon Taff
Cardiff
Caerphilly
Monmouthshire
Vale of Glamorgan
Vale of Glamorgan
Blaenau Gwent
Standards Committee
Cllr B Morgan
Cllr V Smith
Cllr J Morgan
Mrs Rowena Griffiths
Andrew Clemes
Geoffrey Hughes
Rhondda Cynon Taff
Monmouthshire
Blaenau Gwent
Independent Member
Independent Member
Independent Member
Labour
Labour
Labour
Labour
Labour
Labour
Labour
Labour
Labour
Conservative
Plaid Cymru
Conservative
Independent
Labour
Labour
32
6.
ELECTION OF CHAIRPERSON OF THE FINANCE, AUDIT &
PERFORMANCE MANAGEMENT COMMITTEE FROM
COMMITTEE MEMBERS FOR MUNICIPAL YEAR 2014/15
The Chair called for nominations for Chairperson of the Finance, Audit
& Performance Management Committee from among its Members.
Councillor Hannon was nominated and seconded. There were no other
nominations.
RESOLVED THAT
Councillor Hannon was duly elected as Chair of the Finance, Audit &
Performance Management Committee.
7.
ELECTION OF DEPUTY CHAIRPERSON OF THE FINANCE,
AUDIT & PERFORMANCE MANAGEMENT COMMITTEE
FROM COMMITTEE MEMBERS FOR MUNICIPAL YEAR
2014/15
The Chair called for nominations for Deputy Chairperson of the Finance,
Audit & Performance Management Committee from among its
Members. Councillor J Morgan was nominated and seconded. There
were no other nominations.
RESOLVED THAT
Councillor J Morgan was duly elected as Deputy Chairperson of the
Finance, Audit & Performance Management Committee.
The newly appointed Chair of the Finance, Audit & Performance
Management Committee wished to record his thanks to Councillor
Matthews, the outgoing Deputy Chair of the Committee, for her great
support throughout 2013/2014.
8.
ELECTION OF CHAIRPERSON OF HR & EQUALITIES
COMMITTEE FROM COMMITTEE MEMBERS FOR MUNICIPAL
YEAR 2014/15
The Chair called for nominations for Chairperson of the HR & Equalities
Committee from among the Members of that Committee. Councillor S
Jones was nominated and seconded.
There were no other
nominations.
33
RESOLVED THAT
Councillor S Jones was duly elected as Chair of the HR & Equalities
Committee.
9.
ELECTION OF DEPUTY CHAIRPERSON OF HR &
EQUALITIES COMMITTEE FROM COMMITTEE MEMBERS
FOR MUNICIPAL YEAR 2014/15
The Chair called for nominations for Deputy Chairperson of the HR &
Equalities Committee from among its Members. Councillor Rahman
was nominated and seconded. There were no other nominations.
RESOLVED THAT
Councillor Rahman was duly elected as Deputy Chair of the HR &
Equalities Committee.
10.
TO AGREE THE APPOINTMENT OF REPRESENTATIVES TO
OTHER GROUPS AND OUTSIDE BODIES FOR MUNICIPAL
YEAR 2014/2015
The Deputy Chief Officer provided Members with a report detailing the
nominations required to represent the Fire & Rescue Authority at
Working Groups and on outside bodies.
RESOLVED THAT
Members agreed the following representations:Representative to WLGA
Chairperson – Councillor D T Davies
Representative on LGA Fire Committee
Chairperson – Councillor D T Davies
Representative to Fire Brake Wales
Deputy Chairperson – Councillor S Bradwick
Representatives on Standing Orders Working Group
Cllr V Smith
Monmouthshire
Cllr C James
Bridgend
Cllr S Pickering
Rhondda Cynon Taff
Cllr S Jones
Rhondda Cynon Taff
Cllr K Hyde
Cardiff
34
Representatives on Finance, Asset & Performance Management
Working Group
Cllr V Smith
Monmouthshire
Cllr D Sage
Bridgend
Cllr J Jones
Caerphilly
Cllr P Hannon
Newport
Cllr S Jones
Rhondda Cynon Taff
Cllr S Pickering
Rhondda Cynon Taff
Cllr M Powell
Monmouthshire
Cllr E Hacker
Vale of Glamorgan
Cllr E Galsworthy
Merthyr Tydfil
Cllr C James
Bridgend
Cllr P Drake
Vale of Glamorgan
Cllr J Morgan
Blaenau Gwent
Cllr A Jones
Torfaen
Cllr D Ali
Cardiff
Representatives on Innovations & Awards Panel
Cllr V Smith
Monmouthshire
Cllr A Jones
Torfaen
Representatives on ICT Steering Group
Cllr P Drake
Vale of Glamorgan
Cllr A Jones
Torfaen
Cllr D Ali
Cardiff
C Elsbury
Caerphilly
Community Safety Partnership Representatives
Cllr J Morgan
Blaenau Gwent
Cllr D Sage
Bridgend
Cllr C Elsbury
Caerphilly
Cllr M Javed
Cardiff
Cllr P Drake
Vale of Glamorgan
Cllr E Galsworthy
Merthyr Tydfil
Cllr V Smith
Monmouthshire
Cllr M Rahman
Newport
Cllr S Jones
Rhondda Cynon Taff
Cllr P Seabourne
Torfaen
Representative on Shadow Pensions Committee for Wales
Cllr S Jones
Rhondda Cynon Taff
35
Representatives on the Local Pension Board
Cllr B Morgan
Rhondda Cynon Taff
Cllr J Morgan
Blaenau Gwent
Cllr A Jones
Torfaen
Cllr R McKerlich
Cardiff
11.
TO RECEIVE COPIES OF STANDING ORDERS (GENERAL
PROCEDURAL
AND
CONTRACT)
FINANCIAL
REGULATIONS, SCHEME OF DELEGATIONS TO OFFICERS
AND COMMITTEE TERMS OF REFERENCE (CIRCULATED
WITH THE AGENDA ON DISK)
The Deputy Chief Officer provided Members the Fire & Rescue
Authority’s relevant constitutional documents in accordance with
General Standing Order 20.7.
RESOLVED THAT
Members agreed to receive the Standing Orders (General, Procedural &
Contract), Financial Regulations, Scheme of Delegations and Terms of
Reference of the Fire & Rescue Authority detailed on the disc provided
to Members with the report.
12.
TO AGREE THE CYCLE OF MEETINGS FOR THE MUNICIPAL
YEAR 2014/15
The Deputy Chief Officer provided Members with details of the
proposed cycle of Committee and Working Group meetings for the
Municipal Year 2014/15.
RESOLVED THAT
Members approved the cycle of Committee and Working Group
meetings for the Municipal Year 2014/15 detailed in Appendix 1
attached to the report.
Following a request by the Chair, each Member and Officer provided a
personal introduction to the Fire & Rescue Authority.
36
37
SOUTH WALES FIRE & RESCUE AUTHORITY
MINUTES OF THE FIRE & RESCUE AUTHORITY MEETING
HELD ON MONDAY 9 JUNE 2014 AT
SOUTH WALES FIRE & RESCUE SERVICE HEADQUARTERS
13.
PRESENT:
Councillor
D T Davies (Chair)
S Bradwick (Deputy Chair)
D Ali
P Drake
C Elsbury
E Hacker
P Hannon
K Hyde
M Javed
A Jones
J Jones
S J Jones
R McKerlich
B Morgan
J Morgan
G Phillips
S Pickering
M Powell
M Rahman
D Sage
P Seabourne
V Smith
Left
Authority
Caerphilly
Rhondda Cynon Taff
Cardiff
Vale of Glamorgan
Caerphilly
Vale of Glamorgan
Newport
Cardiff
Cardiff
Torfaen
Caerphilly
Rhondda Cynon Taff
Cardiff
Rhondda Cynon Taff
Blaenau Gwent
Cardiff
Rhondda Cynon Taff
Monmouthshire
Newport
Bridgend
Torfaen
Monmouthshire
APOLOGIES:
E Galsworthy
C James
Merthyr Tydfil
Bridgend
ABSENT:
OFFICERS PRESENT:- CFO H Jakeway, DCO S Chapman, ACFO R
Hammerton – Director of Technical Services, ACO P Haynes – Director
of People Services, ACFO A Thomas – Director of Service Delivery, Mr
C Barton – Treasurer, AM R Prendergast – Head of Training &
Development, Mr C Powell – Deputy Monitoring Officer
38
14.
DECLARATIONS OF INTEREST
Each Member declared a personal non-prejudicial interest in each
agenda item which affected their Authority.
15.
REPORTS FOR DECISION
15.1 RESOLUTIONS TO EXCLUDE THE PRESS AND PUBLIC BY
VIRTUE OF SECTION 100A AND PARAGRAPH 14 OF PART 4
OF SCHEDULE 12A OF THE LOCAL GOVERNMENT ACT
1972 (AS AMENDED)
A resolution to exclude the press and public by virtue of Section 100A
and paragraph 14 of Part 4 of Schedule 12A of the Local Government
Act 1972 (as amended) was passed.
15.2 UPDATE REPORT ON DISPOSAL OF LANELAY HALL
The Deputy Chief Officer summarised for Members the current status of
the disposal of the Lanelay Hall site to Persimmon Homes, and the
revised bid submitted on 6 June 2014, and sought Members authority
and approval to pursue an alternate course of action.
RESOLVED THAT
Following lengthy discussion, and a question and answer session on
the revised bid, Members unanimously agreed the following:15.2.1
That the revised bid for the purchase of the Lanelay Hall
site submitted by Persimmon Homes on 6 June 2014, be
rejected as it was not known that it would represent best
value.
15.2.2
That the Service appoint an agent with experience in
dealing with development sites of this nature.
15.2.3
That the Service’s technical pack be refreshed and a
full site investigation be carried out of the land with costed
solutions provided for any site constraints identified.
15.2.4
That the property be re-marketed and offered for sale
by tender.
39
AGENDA ITEM NO 5
UPDATE ON OUTSTANDING ISSUES ARISING FROM PREVIOUS
FIRE & RESCUE AUTHORITY MEETINGS
Meeting of: Fire & Rescue Authority
Chris Barton – Treasurer
Rod Hammerton – ACFO TS
Phil Haynes – ACO PS
Sally Chapman – DCO
Huw Jakeway – CFO
Andy Thomas – ACFO SD
Minute
No
12/13 –
62
12/13 –
90.5
13/14 –
18.1 &
18.2
Item
Action
Second Pumping
Appliance Review
Update
Savings identified in report to be achieved via
voluntary reductions in percentage contracts or
natural wastage through
retirements/resignations.
Special Response
Review – Specialist
Rescue
Ebbw Vale Fire &
Rescue Station
Utilise reserves to finance voluntary early
departure of identified personnel, if necessary.
ACFO SD
Transfer of small area of forecourt to Blaenau
Gwent Council for the nominal sum of £1 plus
reasonable legal fees.
DCO
Forecourt of station to be resurfaced to the
Service’s specification prior to transfer of legal
title to area of forecourt.
80162/FWP/FA Action Update – Last Updated by S Chapman – 26.06.14
Leading
Officer
ACFO SD
Current Status:
Approx 50% of savings have
already been achieved through
natural retirements/resignation.
Management will now enter into
negotiation with the FBU to
consider alternative ways of
achieving the outstanding savings
before 1 April 2015.
TRU now disbanded.
COMPLETED
Specification has been agreed by
the Building Maintenance Manager.
Works have been completed and
signed off. Solicitors have been
notified of completion of the works
and transfer is expected to be
completed imminently.
40
Minute
No
13/14 –
24.1
Item
Action
Aberbargoed Station
Officers continue negotiations to reduce the
additional claims.
Leading
Officer
DCO
Advice be sought on the potential of pursuing a
legal claim.
13/14 –
24.2
Hirwaun Station
Officers continue negotiations to reduce the
additional claims.
Advice be sought on the potential of pursuing a
legal claim.
DCO
Current Status:
Since the last report a draft final
account has been submitted to
Monmouthshire CC and is currently
being reviewed by them. The claim
includes £529K in costs associated
with the ground condition issues.
We are currently disputing £147k of
these costs.
Legal advice is currently being
sought regarding the merits of a
counter claim.
Lawyers have given a written
advice and we have held a “without
prejudice” meeting with Wildig
Lammie to try to resolve this
amicably. We have now received
two letters from Wildig Lammie –
one stating that they do not believe
we have a claim against them, and
one offering a discount on another
project. As a consequence based
upon legal advice we have now
sent a formal letter before claim.
We have received a response to
the letter before claim. Wildig
Lammie dispute their liability so our
solicitors have sent a further letter
responding to their points and
80162/FWP/FA Action Update – Last Updated by S Chapman – 26.06.14
41
Minute
No
13/14 59
Item
Fire Cover Review
Phase 1
Action
Further report on land availability for the new
fire and rescue station in the South Cornelly
area
Leading
Officer
DCO
Current Status:
requesting agreement to the
appointment of a single joint expert
to advise on negligence.
Early enquiries on land availability
being made.
DCO
On hold pending new site being
acquired.
ACO SD
COMPLETED
Implementation of the Barry proposals
Disposal to the preferred bidders on the agreed
heads of term
ACO SD
DCO
Open negotiations on the Melloy Castings site
within financial limits
DCO
Work underway
Following Members’ decision on 9
June 2014 to reject the revised bid,
work is underway to appoint
agents, refresh the technical pack
and obtain relevant technical
reports.
Despite the agents recommending
acceptance of Authority’s offer,
owners opted for another buyer
subject to timelines on completion
which the Service understands will
be met. Contact is being
maintained with the agents and
further enquiries are commencing
by the new Property Strategy
Manager for alternative locations
for the station.
Further public consultation on the transition to
the new station
Implementation of the Cowbridge proposals
13/14 62
Disposal of Lanelay
Hall
13/14 –
78.3
Pontypridd Station
80162/FWP/FA Action Update – Last Updated by S Chapman – 26.06.14
42
Minute
No
13/14 –
78.12
13/14 –
86.1.3
13/14 –
86.3
13/14 –
86.6.2
Item
Action
Bargoed & Cefn
Fforest
Disposal of sites to housing association under
General Disposal Consent (Wales) Order 2003.
Strategic Improvement
Plan Stage 2
Localism Act 2011 –
Pay Policy Statement
NIC Fire Control
Feasibility Study
Update
Publish Improvement Objectives in the Stage 1
Improvement Plan on 31 March 2014
Publish the Authority’s Pay Policy Statement by
31 March 2014.
Progress the Invest to Save bid
DCO
The District Valuer’s office has
prepared a draft valuation for the
subject sites and the Property
Strategy Manager is meeting with
both prospective purchasers to
progress the disposal. Both sites
will be disposed of for a social
housing use subject to planning. It
is advised that the sale of Bargoed
will be delayed whilst industrial
action continues, and be made
available for use by auxiliaries.
The disposal process will continue
in the background with a view to
completing the sale when the
period of industrial action ends. A
report will be produced when the
purchasers have completed their
site investigation work and draft
terms have been agreed.
COMPLETED
ACO PS
COMPLETED
CFO/
Treasurer
Bid success. COMPLETED
Review the internal funding mechanism for
repayment of the loan
Treasurer
Ongoing.
80162/FWP/FA Action Update – Last Updated by S Chapman – 26.06.14
Leading
Officer
DCO
Current Status:
43
Minute
No
Item
Action
Review the internal funding mechanism to fund
the upfront element of the loan
13/14 –
92.1.1
Fire Cover Review
Phase 2
Review alternative funding options should the
bid be unsuccessful
Blaenau Gwent –
 Officers to refer Members’ decision to
Blaenau Gwent CBC to commence the
scrutiny exercise.
 A further report to be brought back to
September’s FA meeting detailing the
outcome of the scrutiny exercise by Blaenau
Gwent CBC’s Scrutiny Committee.
 Commence targeted community safety
activity in Blaenau Gwent to address
perceived fire and road safety concerns
identified during the consultation process.
80162/FWP/FA Action Update – Last Updated by S Chapman – 26.06.14
Leading
Officer
Treasurer
Current Status:
Treasurer
Bid successful. Item discharged.
Ongoing.
 Dates for Blaenau Gwent
scrutiny have now been agreed.
 On schedule pending receipt of
scrutiny report.
 Community safety activity in
Blaenau Gwent has increased
during the last quarter of
2013/14 and will continue to
increase during 2014/15. The
level of engagement that
includes education, arson
reduction and road safety
initiatives includes: 1 March-16
June 2014 - in excess of 500
HFSC visits completed; 14
educational talks to 400+ school
children; 6 RTC initiative events
with 154 attendees, and 16 fire
crime unit intervention events
with 96 attendees. Key stage 3
& 4 education tools have
44
Minute
No
92.1.2
Item
Action
92.1.4
 Commence targeted business fire safety
activity in Blaenau Gwent to address
perceived business fire safety issues and
concerns identified during the consultation
process.
 Commence discussions with the FBU on
alternate redeployment options within the
Service for those firefighters at risk of
compulsory redundancy.
Leading
Officer
Current Status:
recently been issued to local
stations to influence the
behaviours of young people.
Work is also being developed
through partnership forums to
improve community safety
awareness, and early plans are
being formulated for targeted
media campaigns in the local
area.
 Increase in business fire safety
activity in the area, with 55
activities carried out last month
(June) including 21 audits of
premises.
 Discussions have commenced.
Monmouthshire –
A further report to be brought back to the FA in
12 months on the availability of the second
appliances at Chepstow, Monmouth and
Abergavenny stations.
Torfaen –
 Officers to refer Members’ decision to
Torfaen CBC to commence the scrutiny
exercise.
80162/FWP/FA Action Update – Last Updated by S Chapman – 26.06.14
 First scrutiny meeting has been
held.
45
Minute
No
Item
Action
 A further report to be brought back to
September’s FA meeting detailing the
outcome of the scrutiny exercise by Torfaen
CBC’s Scrutiny Committee.
 Targeted community safety activity to
commence in Torfaen to address perceived
fire and road safety concerns identified
during the consultation process.
80162/FWP/FA Action Update – Last Updated by S Chapman – 26.06.14
Leading
Officer
Current Status:
 On schedule pending report of
scrutiny outcome.
 Community safety activity in
Torfaen has increased during
the last quarter of 2013/14 and
will continue to increase during
2014/15. The level of
engagement that includes
education, arson reduction and
road safety initiatives includes: 1
March-16 June 2014 - in excess
of 400 HFSC visits completed;
43 educational talks to 1400+
school children; 2 RTC initiative
events with 22 attendees, and
17 fire crime unit intervention
events with 84 attendees. Key
stage 3 & 4 education tools
have recently been issued to
local stations to influence the
behaviours of young people.
Work is also being developed
through partnership forums to
improve community safety
awareness, and early plans are
being formulated for targeted
media campaigns in the local
area.
46
Minute
No
Item
Action
Leading
Officer
 Increase in business fire safety
activity in the area, with 74
activities carried out last month
(June) including 19 audits of
premises.
 Discussions have commenced.
 Targeted business fire safety to commence
in Torfaen to address perceived business
fire safety issues and concerns identified
during the consultation process.
13/14 –
92.3.2
Fire Cover Review
Phase 3
13/14 –
92.9
Update on Property
Capital Programme
13/14 –
92.12.2
Stage 1 of the Annual
Improvement Plan
2014/15
National Principles of
Public Engagement in
Wales
13/14 –
92.13
 Commence discussions with the FBU on
alternate redeployment options within the
Service for those firefighters at risk of
compulsory redundancy.
Agreed by Members. Enter into internal,
external and representative body consultation
on the Fire Cover Review Phase 3 proposals.
Current Status:
DCO
Consultation completed. Review of
consultation responses will be
reported to September’s FA
meeting.
Bid unsuccessful. No current
requirement to review.
Consideration of 2014/15 Property Capital
Programme in light of Pontypridd site
acquisition
Publish to the internet
DCO
DCO
COMPLETED
Chairman to sign and submit to Participation
Cymru
DCO
COMPLETED
80162/FWP/FA Action Update – Last Updated by S Chapman – 26.06.14
47
AGENDA ITEM NO 6
Reports for Decision
48
49
SOUTH WALES FIRE & RESCUE AUTHORITY
AGENDA ITEM NO 6.i
14 JULY 2014
REPORT OF THE DEPUTY CHIEF OFFICER
WALES AUDIT OFFICE ANNUAL IMPROVEMENT REPORT 2013/14
SUMMARY
This report concludes the Wales Audit Office review of the Authority’s
delivery and evaluation of services in relation to 2012/13 and its planning for
improvement for 2013/14 and 2014/15.
RECOMMENDATION
Members are requested to accept the Wales Audit Office Annual
Improvement Report 2013/14 for the Authority.
1.
BACKGROUND
1.1
As Members will be aware under the Local Government (Wales) Measure
2009, the Auditor General must report each year on how the Authority is
planning for improvement and delivering its services. This report is the
culmination of that work and sets out the progress the Authority has
made since the last annual report using the Authority’s own self
assessment as a baseline.
Members will note that the report
summarises the key content of other reports they have received during
last financial year on performance and improvement.
2.
THE REPORT
2.1
The annual report (attached at Appendix 1) provides a detailed
assessment of the Wales Audit Office work and conclusions on a wide
variety of issues that they have reviewed as a result of this process. The
report itself is a very positive report of which the Authority should be
proud, as it acknowledges the improvement the Service has made over
the last year despite reducing budgets.
2.2
It is not intended to repeat all of the conclusions within this report but
merely to highlight some of the key findings for Members’ attention, the
detail of which can be found within the report itself at Appendix 1. In
short, the report concludes that the Authority is likely to comply with its
statutory duty to secure continuous improvement in 2014/15. The Wales
Audit Office reached this conclusion based upon its assessments and
evaluation in three key areas:
50
2.2.1 Improvement
(i)
The Authority is delivering improvement in most of its core
functions
(ii)
The Authority has reduced the number of fires it attends in
dwellings by a range of preventative measures
(iii)
The Authority engages well with partners to encourage safer non
domestic premises and is seeking ways to improve management
information to support this work
(iv)
The Authority has an extensive and well managed programme of
activities in place to reduce the number of deliberate fires
(v)
The Authority works actively with partners to encourage road
safety
(vi)
The Authority has maintained an effective and resilient service
during periods of industrial action
2.2.2 Improvement Reporting Duties
(i)
The Authority has discharged its improvement reporting duties by
publishing its Performance Assessment 2012-13 within the
statutory deadlines
(ii)
The Authority clearly evaluated its success in achieving its
improvement objectives
(iii)
The Authority outlined its approach to collaboration
(iv)
The Authority made its citizens and partners aware of its
Assessment in innovative ways (such as the digital story)
(v)
The Authority implemented previous proposals for improvement
2.2.3 Planning Duties
(i)
The Authority discharged its planning duties, albeit that it was
recognised that continued decisive leadership will be required to
address the financial challenges ahead
(ii)
The Authority has well embedded and outcome focused business
planning arrangements with further arrangements in place to refine
these further through the new Service Performance,
Communications and Engagement Team
(iii)
The Authority continues to manage the financial challenges it faces
effectively, although continued decisive leadership and direction
will be required to manage with reduced resources into the future
(iv)
The Authority continues to promote and support the use of Welsh
Language.
51
(v)
The Authority had adequate arrangements in place to meet Public
Interest Disclosure legislation.
(vi)
The Authority continues to work with the other Welsh Fire &
Rescue Services to develop baseline human resource information.
2.3
As a consequence of his findings above, the Auditor General is not
making any statutory recommendations as a result of this report,
although does make one proposal for improvement. This requires the
Authority to review the new arrangements it has put in place to support
the 10 Local Service Boards in our area to assess if these have
increased the Authority’s contribution at these forums.
2.4
As Members will appreciate, the report is largely positive and reflects the
Authority’s own self assessment of its performance to date. This is a
credit to staff who continue to deliver an improving service with less
resources and stands the Authority in good stead for meeting the future
financial challenges it faces in the year ahead.
3.
RECOMMENDATION
3.1
Members are requested to accept the Wales Audit Office Annual
Improvement Report 2013/14 for the Authority.
Contact Officer:
Sally Chapman
Deputy Chief Officer
Background Papers:
Wales Audit Office Annual
Improvement Report - March
2013
52
53
APPENDIX 1
Annual Improvement Report
South Wales Fire and
Rescue Authority
Issued: June 2014
Document reference: 314A2014
54
About the Auditor General for Wales
The Auditor General is independent of government, and is appointed by Her Majesty the Queen.
The Auditor General undertakes his work using staff and other resources provided by the Wales
Audit Office, which is a statutory board established for that purpose and to monitor and advise
the Auditor General. The Wales Audit Office is held to account by the National Assembly.
Together with appointed auditors, the Auditor General audits local government bodies in Wales,
including unitary authorities, police, probation, fire and rescue authorities, national parks and
community councils. He also conducts local government value for money studies and assesses
compliance with the requirements of the Local Government (Wales) Measure 2009.
Beyond local government, the Auditor General is the external auditor of the Welsh Government
and its sponsored and related public bodies, the Assembly Commission and National Health
Service bodies in Wales.
The Auditor General and staff of the Wales Audit Office aim to provide public-focused and
proportionate reporting on the stewardship of public resources and in the process provide
insight and promote improvement.
This Annual Improvement Report has been prepared on behalf of the Auditor General for Wales
by Lisa Williams and Ron Price under the direction of Jane Holownia.
2
Annual Improvement Report - South Wales Fire and Rescue Authority
55
Contents
Summary report and recommendations
4
Detailed report
Introduction6
The Authority is delivering improvement in its core functions 7
The Authority has discharged its improvement reporting duties 14
The Authority has discharged its improvement planning duties but continued
decisive leadership will be needed to address the financial challenges ahead
16
The Authority is likely to comply with the statutory requirement to make
arrangements to secure continuous improvement in 2014-15
20
Appendices
Appendix 1
Status of this report
21
Appendix 2
Useful information about South Wales Fire and Rescue Authority
22
Appendix 3
South Wales Fire and Rescue Authority accounts and the use of resources
24
Appendix 4
South Wales Fire and Rescue Authority improvement objectives
and self-assessment
26
3
Annual Improvement Report - South Wales Fire and Rescue Authority
56
Summary report and recommendations
Summary
1
2
Each year, the Auditor General must report
on how well Welsh councils, fire and rescue
authorities, and national parks are planning
for improvement in delivering their services.
This report draws on the work undertaken on
the Auditor General’s behalf by staff of the
Wales Audit Office, as well as the work of
the relevant Welsh Language Commissioner.
The report covers the Authority’s delivery
and evaluation of services in relation to
2012-13, its planning of improvement for
2013-14 and 2014-15 and, taking these
into account, records the Auditor General’s
conclusion on whether the Authority will
make arrangements to secure continuous
improvement for 2014-15.
We found that, in 2012-13, the Authority
delivered improvement in its core functions.
We have come to this conclusion because
the Authority:
• has worked hard to reduce the number
of fires it attends in dwellings by
undertaking an extensive range of
preventative activities;
• engages well with partners to encourage
safer non domestic premises and
is seeking ways to improve the
management information it uses to
support this work;
4
• has an extensive, well managed
programme of activities in place to
reduce the number of deliberate fires;
• works actively with partners to encourage
road safety; and
• maintained an effective and resilient
service during periods of industrial action.
3
We also found that the Authority has
discharged its improvement reporting
duties under the Local Government (Wales)
Measure 2009. We came to this conclusion
because:
• the Authority published its Performance
Assessment for 2012-13 (the
Assessment) within statutory deadlines,
clearly evaluated success in achieving
its improvement objectives and included
all required national strategic and core
performance indicators;
• the Assessment outlines its approach to
collaboration;
• the Authority made citizens and partners
aware of the Assessment in innovative
ways; and
• previous proposals for improvement have
been implemented.
Annual Improvement Report - South Wales Fire and Rescue Authority
57
4
Finally, we found that the Authority has
discharged its planning duties under the
Local Government (Wales) Measure 2009,
albeit that continued decisive leadership
will be needed to address the financial
challenges ahead. We came to this
conclusion because:
• business planning arrangements are
well-embedded and outcome-focused,
arrangements are in place to refine
evaluation and reporting arrangements
following the recent restructure to merge
Communications and Performance
Management staff into one team;
Recommendations and Proposals for
improvement
6
One new proposal for improvement is made
in this report.
P1
Review the new arrangements for supporting
the 10 Local Service Boards in the Service’s
area to assess if these have increased the
Authority’s contribution at these forums.
• financial challenges continue to be
managed effectively, although the
scale of change required to manage
within reduced resources will continue
to demand decisive leadership and
direction;
• initiatives to promote and support the use
of the Welsh Language continue;
• adequate arrangements are in place
to meet Public Interest Disclosure
legislation; and
• work is continuing with other Welsh
Fire and Rescue Authorities to develop
consistent Human Resource baseline
information.
5
Taking the above into account, the Auditor
General considers that the Authority is likely
to comply with the statutory requirement to
make arrangements to secure continuous
improvement in 2014-15.
5
Annual Improvement Report - South Wales Fire and Rescue Authority
58
Detailed report
Introduction
7
8
Under the Local Government (Wales)
Measure 2009 (the Measure), the Auditor
General must report each year on how
well Welsh councils, fire and rescue
authorities, and national parks are planning
for improvement in delivering their services.
Appendix 1 provides more information about
the Auditor General’s powers and duties
under the Measure. This work has been
undertaken by staff of the Wales Audit Office
on behalf of the Auditor General with help
from the Welsh Language Commissioner.
We have brought together a picture of what
each Council or Authority in Wales is trying
to achieve, how it is going about it, and the
progress the Authority has made since the
Auditor General published his last annual
improvement report. The report also draws
on the Authority’s own self-assessment.
Finally, taking all this into account, the report
records the Auditor General’s conclusion
on whether the Authority is likely to make
arrangements to secure continuous
improvement for 2014-15.
9
We do not undertake a comprehensive
annual review of all Authority arrangements
or services. The conclusions in this report
are based on our cumulative and shared
knowledge and the findings of prioritised
work undertaken this year.
10
6
Given the wide range of services provided
and the challenges facing the Authority, it
would be unusual if we did not find things
that can be improved. The Auditor General is
able to:
• make proposals for improvement – if
proposals are made to the Authority,
we would expect them to do something
about them and we will follow up what
happens;
• make formal recommendations
for improvement – if a formal
recommendation is made the Authority
must prepare a response to that
recommendation within 30 working days;
• conduct a special inspection and publish
a report and make recommendations;
and
• recommend to Ministers of the Welsh
Government that they intervene in some
way.
We want to find out if this report gives you
the information you need and whether it is
easy to understand. You can let us know
your views by e-mailing us at
info@wao.gov.uk or writing to us at
24 Cathedral Road, Cardiff CF11 9LJ.
Annual Improvement Report - South Wales Fire and Rescue Authority
59
The Authority is delivering improvement in its core functions
11
In July 2013 the Welsh Government
published a report1 about the progress the
three Welsh fire and rescue authorities have
made against the National Framework2
during the period April 2011 to March 2013.
The report takes a strategic overview and
focuses on those priority areas highlighted in
the previous and extant Framework made by
the FRAs over the last two years, particularly
for:
12
• the need to provide a resilient service;
• the need to work collaboratively to
achieve common goals; and
• Collaboration – how the FRAs engage
with other public bodies, the third sector,
the Welsh Government and the public
and communities which the FRAs serve;
• Planning and Performance – improving
the quality and availability of the
FRAs’ services and the need to deliver
improved services and better outcomes
for the people of Wales, with less
resources;
• the need for innovation and new ways of
working to make the most of the talents,
expertise and resources that exist in
Wales.
13
• Resources – how the FRAs focus on
priorities for leadership and workforce
planning, development and training
to ensure that the FRAs provide the
best possible service to citizens, while
protecting their own staff.
There are two key themes running
throughout the “2012 onwards” Framework
for FRAs to focus on:
• measuring outcomes for citizens and how
collaboration supports this agenda; and
• Service Delivery – core duties of
the FRAs to mitigate the effect of
identified risks, ensuring a professional
and effective response to a range of
incidents;
• Resilience – how the FRAs work to
respond to major threats; and
The purpose of the National Framework
is to provide direction for Welsh Fire and
Rescue Authorities in the discharging of their
statutory duties and their role in the context
of the wider public sector. There are a
number of key roles and duties which for the
core of both Frameworks:
• managing with less, whilst maintaining
appropriate services to citizens, in the
current economic climate.
14
In light of the report, and to avoid duplication
of effort, we have not undertaken further
evaluation of the fire and rescue authorities
progress against the national framework
ourselves. However, in the following
paragraphs we provide a summary of the
Authority’s performance in four specific
areas (dwelling fires, non-domestic premises
fires, deliberate fire setting, road traffic
accidents) in order to form a view on the
1 Fire and Rescue National Framework report 2011-2013
2
(The “Fire and Rescue National Framework for Wales” published in 2008 and the extant “Fire and Rescue National Framework 2012 onwards”
which set out the Welsh Government’s vision and priorities for Fire and Rescue Authorities (FRAs))
7
Annual Improvement Report - South Wales Fire and Rescue Authority
60
Authority’s improvement in its core functions.
We have highlighted some examples of
the activities undertaken by the Authorities
in keeping with the main themes of the
Framework as outlined in paragraphs 12 and
13.
17
Home fire safety checks are an important
part of this work as is the school education
programme, many of which are undertaken
in conjunction with external partners. The
Authority aims to make the home fire safety
checks undertaken as targeted as possible
to those most at risk from fire in the home.
In order to do this it liaises with a number
of partner agencies who have access to a
data that the Authority can use as a means
of determining risks. Home Fire Safety
Checks provide households with a range of
information and advice on how to reduce
the risk of fires in the home and what to do if
one occurs.
18
The Authority recently introduced a ‘post
code checker’ whereby households can find
out more information about the likely time
it would take for the fire and rescue service
to respond to a fire call in their home. This
allows households to consider the fire
safety measures within the home and to
seek advice accordingly, for example in
determining an escape plan.
19
The total number of fires attended across
Wales has reduced considerably over the
last decade, from 26,327 in 2004-05 to
11,437 in 2012-13, a reduction of 57 per
cent. Within South Wales the total number of
fires attended has decreased by 60 per cent
over the same period (from 14,747 in
2004-05 to 5,843 in 2012-13).
The Authority has worked hard to reduce
the number of fires it attends in dwellings
by undertaking an extensive range of
preventative activities
15
16
The Authority has, with the other Welsh
fire and rescue authorities developed the
Dwelling Fire Response Charter which
outlines the level of prevention, protection
and response that communities can expect
on dwelling fire risk in order to reduce the
instances of death, injury and accidental
fires in domestic dwellings.
The Authority undertakes extensive
preventative activities to reduce the number
of dwelling fires it attends. Many staff, based
in both operational stations and central
teams, contribute to a range of different
activities aimed at raising awareness and
warning of the dangers that may lead to a
dwelling fire.
8
Annual Improvement Report - South Wales Fire and Rescue Authority
61
20
The total number of dwelling fires attended
in South Wales decreased by three per cent
during 2012-13 compared with the previous
year (from 881 in 2011-12 to 854 in 201213) which is lower than the five per cent
decrease across the whole of Wales for the
same period.
• Dwelling fires started accidentally
decreased by two per cent during 201213 compared with the previous year
(from 759 in 2011-12 to 745 in 2012-13).
This is not as good as the Welsh average
decrease of four per cent for the same
period.
• The number of dwelling fires started
deliberately decreased by 11 per cent
(from 122 in 2011-12 to 109 in 201213) which again is not as good as the
average decrease across Wales of 20
per cent.
21
The total number of fires in homes in which
a home fire safety risk assessment and/
or associated risk reduction activity has
taken place within two years before the fire
increased slightly from 76 in 2011-12 to 78
in 2012-13, an increase of three per cent
compared with a five per cent increase
across Wales.
9
22
Five people died in dwelling fires during
2012-13 (one more than in 2011-12),
three deaths occurred in one incident. The
number of injuries sustained in dwelling fires
decreased by one per cent (from 87 in 201112 to 86 in 2012-13) which is the same as
the one per cent decrease across Wales for
the same period.
23
There is some evidence to suggest that
free smoke alarms, education and advice
provided as part of its home fire safety
checks work are reaching those at risk, in
particular, of those fires attended:
• fewer had no smoke alarm fitted (from
42 per cent in 2011-12 to 38 per cent in
2012-13), although this proportion is still
higher than the Welsh average of 30 per
cent;
• there was an increase in the activation
of fire detection equipment (from
46 per cent in 2011-12 to 47 per cent in
2012-13), although this proportion is still
below the average of 51 per cent across
Wales for 2012-13; and
• more dwellings had detection equipment
fitted which did not activate (from 13 per
cent in 2011-12 to 15 per cent in 201213) and this is better than the Welsh
average of 19 per cent for 2012-13.
Annual Improvement Report - South Wales Fire and Rescue Authority
62
The Authority engages well with partners
to encourage safer non domestic
premises and is seeking ways to improve
the management information it uses to
support this work
24
25
The Authority undertakes business
fire safety activities each year through
a programme of risk based audits of
business premises. The Authority also uses
knowledge of incidents to target additional
work to minimise fire risk in non-domestic
premises. New approaches have been used
to raise awareness, and work collaboratively
with the business community such as
providing support for business owners via a
mobile device ‘app’.
The Authority recognised the need to replace
the database which holds management
information to support the work of the
business fire safety team. They have been
working collaboratively with West Midlands
Fire and Rescue Authority to develop a
bespoke system that will meet its needs.
Whilst this is being developed the Authority
is using a set of management information
which is difficult and cumbersome to
maintain. Our data quality review identified
that it may contain inaccurate information
in respect of the location and type of non
domestic buildings.
10
26
It is positive that the number of fires in nondomestic premises across Wales has fallen
by 51 per cent in the period from 2004-05 to
2012-13, whilst in South Wales it has fallen
by 43 per cent over the same period.
27
The number of non-domestic premises fires
attended within South Wales decreased by
two per cent during 2012-13 compared with
the previous year (from 354 attendances
in 2011-12 to 346 in 2012-13). Whilst that
reduction represents a positive trend, it is
not as good as the 16 per cent decrease
in non-domestic fires across the whole of
Wales over the same period.
28
There were no deaths in non-domestic
premises fires during 2012-13 (the same
as 2011-12) in line with the position across
Wales. The number of injuries sustained in
such fires remained at four (the same figure
as 2011-12) whilst the average decrease
across Wales shows a 33 per cent reduction
in injuries. It should be noted these numbers
are small and each incident can have a
significant impact on the year on year
comparison.
29
Reducing the number of false alarm calls
(caused by automatic fire detection and
alarm systems in non-domestic premises)
received and attended (including malicious)
so that fire and rescue services across
Wales spend less time, fuel and resources at
unnecessary events is a key strand of work
with managers of non domestic premises.
This includes working with hospitals and
universities as well as owners of small and
large business premises.
Annual Improvement Report - South Wales Fire and Rescue Authority
63
30
31
32
33
The total number of malicious false alarm
calls received has been falling significantly
over the last few years across Wales (from
5,210 in 2004-05 to 2,706 in 2012-13, a
decrease of 48 per cent). Within South
Wales the number of calls received in the
same period decreased from 3,083 in
2004-05 to 1,749 in 2012-13, a reduction of
43 per cent.
Within South Wales the number of calls
received decreased from 1,935 in 2011-12
to 1,749 in 2012-13, a reduction of 10 per
cent. This is broadly in line with the 11 per
cent decrease across Wales in the same
period (from 3,024 in 2011-12 to 2,706 in
2012-13).
Since 2004-05 the number of malicious
false alarm calls attended within Wales
reduced by 60 per cent from 1,775 in
2004-05 to 702 in 2012-13. Within South
Wales the number of malicious false alarm
calls attended reduced by 56 per cent over
the same period from 943 in 2004-05 to 416
in 2012-13. The total number of malicious
false alarm calls attended decreased
from 494 in 2011-12 to 416 in 2012-13 a
reduction of 16 per cent. This is better than
the 13 per cent decrease across Wales over
the same period (from 807 in 2011-12 to 702
in 2012-13).
Across Wales the total number of false
alarms attended (caused by automatic
fire detection and alarm systems in nondomestic premises) has fallen by 25 per cent
over the last few years (from 9,217 in 200405 to 6,953 in 2012-13). Within South Wales
the number attended also decreased by 25
per cent (from 4,384 in 2004-05 to 3,290 in
2012-13) over the same period.
11
34
Within South Wales the total number of
false alarms attended (caused by automatic
fire detection and alarm systems in nondomestic premises) has decreased by 14
per cent, from 3,838 in 2011-12 to 3,290
in 2012-13, compared with a one per cent
decrease across Wales over the same
period.
35
The National Issues Committee is currently
reviewing call challenge and response
arrangements in respect of automated false
alarms in non-domestic premises in order to
develop an all Wales approach.
The Authority has an extensive, well
managed programme of activities in place
to reduce the number of deliberate fires
36
Reducing the number of deliberate fires
is one of the Authority’s improvement
objectives. It has committed resources
to tackle this issue in a variety of ways
during the last three years whilst also
acknowledging that seasonal factors and
the weather can affect deliberate fire
setting. For example it has developed the
‘BERNIE’ project which involves diversionary
activities and increased fire patrols at
locations which have seen a high number
of grass land fires in previous years. The
Authority has also sought to work with the
community to raise the importance and risk
of deliberate fires by attending events such
as school fetes, shows, the Eisteddfods and
Mardi Gras, as well as raising awareness
through social media campaigns such as
twitter and facebook. The Authority also
works closely with local Police and Crime
Commissioners and the Police and Crown
Prosecution Service in order to deter, detect
Annual Improvement Report - South Wales Fire and Rescue Authority
64
and prosecute those people that continue to
deliberately set fires.
The Authority works actively with partners
to encourage road safety
37
Across Wales the total number of deliberate
fires attended over the last few years has
fallen by 68 per cent over the last few
years (from 19,709 in 2004-05 to 6,399 in
2012 13). Within South Wales the number
attended also decreased by 68 per cent
(from 12,5432 in 2004-05 to 4,070 in
2012-13) over the same period.
41
38
The number of deliberate fires attended
during 2012-13 decreased by 41 per cent
compared with the previous year (from
6,847 in 2011-12 to 4,070 in 2012-13),
which is slightly better than the 40 per cent
decrease across Wales over the same
period. Nonetheless, deliberate fires remain
a significant problem area, with 70 per cent
of all fires attended during 2012-13 being
started deliberately, which is higher that the
Welsh average of 56 per cent over the same
period.
39
40
The number of injuries sustained in
deliberate fires decreased by 58 per cent
(from 19 in 2011-12 to eight in 2012-13)
which is better than the Welsh average
decrease of 50 per cent over the same
period. These numbers are small and each
incident can have a significant impact on the
year on year comparison.
Four people died in deliberate fires
during 2012-13, (three deaths occurred
in one incident). There were two deaths
in deliberate fires during 2011-12. The
numbers are small and each incident can
have a significant impact on the year on year
comparison.
12
Road safety is not a statutory duty for the
Authority but it works in collaboration with
the Police and other partners to improve
safety on the roads through the Road Safety
Wales Group. The Authority undertook many
initiatives designed to decrease the number
of road accidents including:
• maintaining its partner role with the Road
Safety Wales Group;
• introducing the Pass plus Cymru driving
scheme which is aimed at young drivers
aged 18 to 25;
• engaging in The Motor Education
Scheme, which is a partnership initiative
involving Police and Local Authorities;
and
• running impact roadshow displays and
participating in multi-agency road safety
days.
42
Road safety figures show a general
improvement across Wales during 201213, with significant reductions in fatal and
serious accident figures, with fewer deaths
and injuries than the previous year. The
Authority has seen an improvement this year
and, although the total number of road traffic
collisions attended increased, the number
of fatal and serious accidents, casualties,
fatalities and young drivers involved in
accidents decreased. The Authority have
told us the increased attendance may be
due to collaborative working with partner
agencies in order to promote skills. The
Authority plans to evaluate this different way
of working in the future:
Annual Improvement Report - South Wales Fire and Rescue Authority
65
• The number of road traffic collisions
attended during 2012-13 increased
during the year from 1,083 in 2011-12 to
1,129 in 2012-13. This is an increase of
four per cent, compared with a three per
cent decrease across Wales in the same
period.
• Fatal and serious accidents have
reduced in South Wales by 24 per
cent, from 343 accidents in 2011 to
261 accidents in 2012; this is a higher
reduction than the 16 per cent reduction
across Wales in the same period.
• The number of people who died in road
traffic collisions has fallen with 41 deaths
in 2011 and 31 fatalities in 2012. This is a
reduction of 25 per cent, compared with
a 23 per cent reduction in the number
of deaths across Wales over the same
period.
The Authority maintained an effective and
resilient service during industrial action
43
Since mid 2013 the Authority has faced
challenges in a national dispute primarily
relating to the Government’s proposed
changes to Pension arrangements for fire
fighters. This has required the Authority to
put in place arrangements to maintain its
services during these periods of industrial
action which has placed an additional
burden on the Authority, both financially and
operationally. The Authority managed this
challenge effectively during 2013 without
any substantive loss of service, but the
ongoing dispute remains a challenge for
the Authority during 2014 and it is uncertain
what impact this will have on the Authority
moving forward.
• The number of casualties decreased by
13 per cent between 2011 when there
were 3,763 casualties and 2012 when
there were 3,252, which is more than
the nine per cent reduction seen across
Wales.
• Fewer drivers aged 25 and under were
involved in road traffic accidents. The
number involved has fallen from 1055 in
2011 to 897 in 2012, a reduction of 15
per cent. This reduction is higher than the
11 per cent reduction across Wales over
the same period.
• There were 191 motorcyclist casualties
in 2011 compared with 211 in 2012 – an
increase of five per cent, which is higher
than the two per cent increase across
Wales over the same period.
13
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66
The Authority has discharged its improvement
reporting duties
The Authority published its Performance
Assessment for 2012-13 (the Assessment)
within statutory deadlines, clearly
evaluated success in achieving its
improvement objectives and included
all required national strategic and core
performance indicators
44
45
46
The Authority approved and published its
Assessment of Performance 2012-13 (the
Assessment) by the statutory deadline of
31st October 2013. Within the Assessment
the Authority evaluated its success in
achieving its improvement objectives and
expressed its view clearly.
The Assessment includes details of
performance as measured by the national
strategic and core performance indicators.
Our review of data quality during 2013
found that national strategic indicators were
accurate and supported by appropriate
mechanisms to evaluate, monitor and
review data. The Authority’s internal auditors
reviewed data assurance arrangements
during May 2013 and made three
recommendations as a result of the work
undertaken. These were accepted by the
Authority and implemented.
In its Performance Indicator Framework
for Fire and Rescue Authorities the Welsh
Government also suggest that the following
(mainly local) measures should be included:
• performance in reducing fire fighter
operational injuries;
14
• performance in maintaining operational
competence;
• performance against the Welsh Fire and
Rescue Authority Equality and Diversity
Strategy (although some equality and
diversity data is included);
• performance against the Authority’s
Welsh Language Scheme; and
• information in respect of sustainability
(where there is a specific improvement
objective for this).
47
The Authority has included relevant
information in these areas within its
Performance Assessment for 2012-13.
The Assessment outlines its approach to
collaboration
48
The Authority has set out in its Assessment
how it continues to work with partners
on prevention and protection activities. It
works primarily with the Police Service,
Health service, Unitary Authority Areas and
other Fire and Rescue Authorities. Links
with regional collaboration boards are well
established and senior Officers attend these
on a regular basis but attendance at Local
Service Boards is more inconsistent across
the 10 unitary authorities within its area.
49
The Authority works in collaboration with
the voluntary sector to improve community
fire safety, by for example, fitting smoke
detection equipment and carrying out joint
homes fire safety checks.
Annual Improvement Report - South Wales Fire and Rescue Authority
67
50
Other areas of collaboration include
Community Safety Partnerships (CSPs)
which are established in each Unitary
Authority Area to understand local priorities
to reduce crime and substance misuse.
The Authority made citizens and partners
aware of the Assessment in innovative
ways
51
52
The Authority has made its citizens aware of
the existence of its Assessment. It is easily
accessible, in English and Welsh, on the
Authority’s website with hard copies, and
other formats, available on request. The
Assessment makes it clear how people can
propose new priorities for improvement and
engage with the Authority on improvement
planning.
The Authority has acted innovatively in trying
to promote the performance assessment
and performance information more widely.
For example, it has produced a ‘digital
story’ in both English and Welsh language
versions which it has posted in the internet.
It also produce large visual banners to be
affixed on the outside of each fire station
showing local area performance over the
previous year. The performance assessment
also includes comparative data against
national UK figures, and Welsh averages.
It also continues to use comparison with its
nearest Family Group of Fire and Rescue
Authorities.
15
The Authority implemented our previous
proposals for improvement
53
In the Auditor General’s last Annual
Improvement Report in March 2013, we
concluded that evaluation of performance
was balanced but there was scope to
strengthen public reporting and make it more
accessible, in line with Welsh Government
guidance. The Authority has responded
positively to our previous proposals for
improvement and suggestions to make the
document more ‘user friendly’. The Authority
did this by:
• producing a widly available summary
which includes a clear and concise
update for the public;
• using less ‘technical’ language and
providing clearer explanations that
enable readers to see and understand
the impact of improvements and changes
made during the year, better signposting
within the electronic version, more
concise narrative and less technical
language; and
• using more comparative data to explain
its own performance.
Annual Improvement Report - South Wales Fire and Rescue Authority
68
The Authority has discharged it improvement planning
duties but continued decisive leadership will be needed
to address the financial challenges ahead
Business planning arrangements are
well-embedded and outcome-focused,
arrangements are in place to refine
evaluation and reporting arrangements
following recent restructure to merge
Communications and Performance
Management staff into one team
54
The Authority’s leadership is continuing to
drive change. Arrangements are in place
to determine improvement objectives in a
collaborative way and staff were aware of
the improvement objectives for
2013-14 and 2014-15. The Authority has
a member working group and has given
staff opportunities to feed their views in
on improvement planning. Staff were
also supportive of the general direction of
improvement.
55
The Authority has set out a clear explanation
of why its two improvement objectives were
chosen for 2014-15. The two improvement
objectives are:
• to reduce deliberate fire setting by 41 per
cent over the next five years using 201011 results as a baseline; and
• to engage with its communities to identify
their community and local business
priorities for service provision in future
years.
16
56
Although outcomes are stated for both
improvement objectives, the Authority is
continuing to refine the relevant measures
and reporting arrangements for the second
improvement objective following recent
restructuring within the performance
management and communications team
(January 2014) and consultation undertaken
as part of the Fire Cover Review.
57
The Authority has provided details of the
improvement objectives to stakeholders
and the public. The Authority e-mailed its
Performance Assessment to partners and
stakeholders and sent links to the on line
‘digital story’. The Authority has invited
responses from the public by including
forms to be completed in the Performance
Assessment, by carrying out surveys of
the public as part of the Fire Cover review
activities and by using a consultation panel.
The Authority has established some basic
measures of success around engagement
and consultation within the improvement
planning process and is refining and
developing more sophisticated measures
during 2014.
58
We found an increased focus on equality
whilst selecting the Improvement Objectives
for 2014-15. Work has been done to
ensure that relevant documents, plans and
strategies are now subject to Equality Impact
Assessments and more adequately reflect
the needs of those people with protected
characteristics under the Equality Act 2010.
Annual Improvement Report - South Wales Fire and Rescue Authority
69
59
We found there are some challenges
regarding the adequacy of systems which
the Authority uses to support its planning
and producing Welsh Government returns in
two specific areas:
61
On 20 October 2010, the Chancellor
of the Exchequer announced the 2010
spending review to Parliament. This review
formed a central part of the coalition
government’s response to reducing the
national deficit, with the intention to bring
public finances into balance. These savings
represent the largest reduction in public
spending since the 1920s and come at
a time when demographic changes and
recession-based economic pressures are
increasing demand for some services. To
effectively plan their finances, authorities
need to analyse details of financial trends,
appropriate benchmarking information,
possible scenarios and their likely impact
over the short, medium and long term. The
current financial climate and the recent
tough settlement for local government mean
that good financial planning is critical to
sustaining financial resilience.
62
We are currently examining authorities’
financial health, their approach to budgeting
and delivering on required savings, to
provide assurance that authorities are
financially resilient. This work will consider
whether authorities have robust approaches
in place to manage the budget reductions
that they are facing to secure a stable
financial position that enable them to
continue to operate for the foreseeable
future. The focus of the work is on the
2014-15 financial planning period and the
delivery of 2013-14 budgets. This review
will be completed early in 2014-15 and we
will publish the findings in our next cycle of
improvement assessment work.
• Business fire safety data – the
database which holds information in
respect of the location and type of non
domestic buildings which is not accurate.
• Fire fighter competency levels – the
service does not report on a routine basis
on the level of competency, so that any
skills gap can be routinely monitored.
Whilst central records are maintained on
an individual and command basis, there
is not an organisation wide figure which
is reported routinely.
Financial challenges continue to be
managed effectively although the scale
of change required to manage within
reduced resources will continue to
demand decisive leadership and direction
60
On 25 September 2013, the auditor
appointed by the Auditor General issued an
unqualified audit opinion on the Authority’s
accounting statements. A copy of the
Appointed Auditor’s Annual Audit Letter to
the Authority, which summarises the key
messages arising from the audit, is enclosed
at Appendix 3.
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63
The Authority has approved a net budget of
£69,955,985 for 2014-15 which represents
a two per cent reduction from the previous
year. It has also approved a Capital
Programme and a vehicle replacement
programme for the period 2014 to 2017.
64
Whilst the Authority does not yet have
indicative funding figures for 2016-17, the
pressures on its finances for the next two
years are considerable and challenging.
The Authority has a robust Medium Term
Financial Strategy in place and undertakes
regular reporting of the financial position to
members. There are significant challenges
facing the Authority as it seeks to balance
financial constraints and the changing
profile of demands upon its services. The
pattern of demand for the service is evolving
with fewer dwelling fires and non-domestic
incidents but an increase in activity involving
special services such as flooding and other
rescue work.
65
The need to balance budgets in 2015-16
and 2016-17 will require the Authority to
make difficult decisions if it is to continue
to operate within the predicted financial
constraints. To date the Authority has sought
to make financial savings by implementing a
series of Strategic Transformation Projects.
These have been targeted to achieve a
sustainable reduction in the revenue budget
whilst maintaining a high standard of service
across South Wales. These projects have
included flexible rostering, a review of the
provision of second pumping appliances,
special response equipment and fire cover
reviews.
18
66
The Authority has also addressed the
pressure on budgets by reviewing the
number of operational tactical managers,
reviewing overtime and out of hours
arrangements and allowances, and made
changes to payroll and human resources
processes and functions.
Initiatives to promote and support the use
of the Welsh Language continue
67
Due to a reduction in the number of posts
across the Authority in general, there has
been a fall in the number of posts where the
Welsh language is considered essential and
which were filled by Welsh speakers. The
number of fire-fighters with Welsh language
skills has also fallen. However, the Authority
is still committed to filling Welsh-essential
posts in accordance with its policy. The
Authority has mainstreamed the Welsh
language by including a specific section on
the performance of the Welsh language in
its Annual Improvement Plan. The Authority
has approved and started to implement a
mentoring scheme to support use of the
Welsh language in the workplace, and set
aside a budget for training mentors.
Adequate arrangements are in place to
meet Public Interest Disclosure legislation
68
The Authority has put in place adequate
arrangements to meet the requirements of
the Public Interest Disclosure Act 1998, and
the changes made to Whistle Blowing law by
the Enterprise and Regulatory Reform Act
2013.
Annual Improvement Report - South Wales Fire and Rescue Authority
71
69
It has received external advice and support
in developing a new policy for Public Interest
Disclosure (Whistle Blowing) and has
consulted on this new policy. The policy was
agreed in January 2014 and the Authority
should now ensure that staff are aware of
the new policy and how it affects them.
Work is continuing with other Welsh
Fire and Rescue Authorities to develop
consistent Human Resource baseline
information
70
We set out in our Annual Regulatory
Plan that we would undertake a thematic
review of arrangements covering Human
Resources at South Wales Fire and Rescue
Authority as well as the other Welsh Fire
and Rescue Authorities. This work is still
ongoing.
71
During 2013, arrangements were agreed
between the Welsh Fire and Rescue
Authorities to develop common baseline
information about HR activities and
resources, to enable meaningful comparison
to take place. We support this ambition
and encourage further analysis to identify
trends and outliers. We will work with the
Authorities in developing and using this
information during 2014.
19
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72
The Authority is likely to comply with the statutory
requirement to make arrangements to secure
continuous improvement in 2014-15
72
Based on the conclusions outlined in the
previous sections of this report the Auditor
General for Wales believes that South
Wales Fire and Rescue Authority is likely
to meet the requirements of the Measure in
making arrangements to secure continuous
improvement.
20
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73
Appendices
Appendix 1
xx
Status of this report
The Local Government (Wales) Measure 2009 (the Measure) requires the Auditor General to undertake
an annual improvement assessment, and to publish an annual improvement report, for each improvement
authority in Wales. This requirement covers local councils, national parks, and fire and rescue authorities.
This report has been produced by the staff of the Wales Audit Office on behalf of the Auditor General
to discharge his duties under section 24 of the Measure. The report also discharges his duties under
section 19 to issue a report certifying that he has carried out an improvement assessment under section
18 and stating whether, as a result of his improvement plan audit under section 17, he believes that the
improvement authority has discharged its improvement planning duties under section 15.
Improvement authorities are under a general duty to ‘make arrangements to secure continuous
improvement in the exercise of [their] functions’.
The annual improvement assessment is the main piece of work that enables the Auditor General to fulfil his
duties. The improvement assessment is a forward-looking assessment of an authority’s likelihood to comply
with its duty to make arrangements to secure continuous improvement. It also includes a retrospective
assessment of whether an authority has achieved its planned improvements in order to inform a view as to
the authority’s track record of improvement. The Auditor General will summarise his audit and assessment
work in a published Annual Improvement Report for each authority (under section 24).
The Auditor General may also in some circumstances carry out special inspections (under section 21),
which will be reported to the authority and Ministers, and which he may publish (under section 22). An
important ancillary activity for the staff of the Wales Audit Office is the co-ordination of assessment and
regulatory work (required by section 23), which takes into consideration the overall programme of work
of all relevant regulators at an improvement authority. The Auditor General may also take account of
information shared by relevant regulators (under section 33) in his assessments.
21
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74
Appendices
Appendix 2
Useful information about South Wales Fire and Rescue Authority
The Authority
The Authority has to perform all the duties and responsibilities in accordance with appropriate legislation
and regulations. There are three important pieces of law relating to fire and rescue authorities:
The Fire and Rescue Services Act 2004
The Act requires all fire and rescue authorities to make provision for fire fighting, which means not only
putting out fires but also protecting life and property in case of fire. It also makes provision for attending
road traffic collisions and other emergencies as well as community safety activities.
The Regulatory Reform (Fire Safety) Order (FSO) 2005
The Order came into force on 1 October 2006, and replaced over 70 separate pieces of fire safety
legislation. The requirement for businesses to have fire certificates was abolished. The FSO applies to all
non-domestic premises in England and Wales, including the common parts of blocks of flats and houses in
multiple occupation. It gives responsibility to those who are best placed to address fire safety and ensure
that risks are kept under review. Under the Order the Responsible Person is required to carry out a fire risk
assessment and put in place appropriate fire safety measures to minimise the risk to life from fire; and to
keep the assessment up to date. The Order is enforced by Fire and Rescue Authorities who are expected to
develop appropriate risk based inspection regimes.
Civil Contingencies Act 2004
The Act delivers a single framework for civil protection in the United Kingdom capable of meeting the
challenges of the twenty-first century. The Act is divided into two parts; Part 1 which defines the obligations
of certain organisations to prepare for various types of emergencies and Part 2 which provides additional
powers for the Government to use in the event of a large scale emergency. Under the Act fire and rescue
services are defined and Category 1 Responders and as such have six specific duties to deliver:
• assess the risk of emergencies occurring and use this to inform contingency planning;
• put in place emergency plans;
• put in place Business Continuity Management arrangements;
• put in place arrangements to make information available to the public about civil protection matters and
maintain arrangements to warn, inform and advise the public in the event of an emergency;
• share information with other local responders to enhance co-ordination; and
• co-operate with other local responders to enhance co-ordination and efficiency.
22
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75
Appendices
Appendix xx
There is an additional duty placed on local authorities to:
• Provide advice and assistance to businesses and voluntary organisations about business continuity
management. Local fire and rescue services can be called on to assist in this role.
Category 2 organisations include organisations such as the Health and Safety Executive, transport and
utility companies. Category 1 and 2 organisations form Local Resilience Forums (which are co-terminus
with police areas) which will help co-ordination and co operation at the local level.
The Authority is funded directly by its constituent local authorities based on the population forecasts in
each area. It comprises 24 councillors from the 10 unitary authorities of South Wales (the number of
representatives from each constituent authority is determined by the number of registered local government
electors in each area).
The Authority’s annual revenue budget for 2013-2014 is £71.4 million (plus £2.3 million Welsh Government
revenue grant funding) giving a total of £73.7 million. In the same year the Authority also had a capital
budget of £7.2 million (plus an estimated £2.7 million capital slippage) giving a total capital budget of £9.9
million. This equates to about £50 per resident.
The current Chairperson of the Fire and Rescue Authority Councillor Tudor Davies.
The Authority acts as the main policy-making body and governs the adoption of various working practices
in line with statutory guidelines laid down by the Welsh Government. The Authority meets on a quarterly
basis and its work is supported by three main committees, namely, Finance, Audit and Performance
Management, HR and Equalities and Standards and a number of working groups. All of these groups meet
regularly to consider issues within their areas of responsibility. Meetings of the committees are open to the
public, and records of the Authority’s transactions are available from the Authority’s website.
The Authority is lead and managed by Huw Jakeway, the Chief Fire Officer supported by the executive
leadership team.
For more information see the Authority’s own website at www.southwales-fire.gov.uk or contact the
Authority at Fire and Rescue Service Headquarters, Forest View Business Park, Llantrisant, Rhondda
Cynon Taf, CF72 8LX
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76
Appendix 3
Annual Audit Letter
Huw Jakeway
Chief Fire Officer
South Wales Fire and Rescue Service Headquarters
Forest View Business Park
Llantrisant
CF72 8LX
Dear Huw
Annual Audit Letter
This letter summarises the key messages arising from my statutory responsibilities under the Public Audit
(Wales) Act 2004 as the Appointed Auditor and my reporting responsibilities under the Code of Audit
Practice.
The Authority complied with its responsibilities relating to financial reporting and use of resources.
It is the Authority’s responsibility to:
- put systems of internal control in place to ensure the regularity and lawfulness of transactions and to
ensure that its assets are secure;
- maintain proper accounting records;
- prepare a Statement of Accounts in accordance with relevant requirements; and
- establish and keep under review appropriate arrangements to secure economy, efficiency and
effectiveness in its use of resources.
The Public Audit (Wales) Act 2004 requires me to:
- provide an audit opinion on the accounting statements;
- review the Authority’s arrangements to secure economy, efficiency and effectiveness in its use of
resources; and
- issue a certificate confirming that I have completed the audit of the accounts.
24
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77
Local authorities in Wales prepare their accounting statements in accordance with the requirements of
the CIPFA/LASAAC Code of Practice on Local Authority Accounting in the United Kingdom. This Code is
based on International Financial Reporting Standards. On 25 September 2013 I issued an unqualified audit
opinion on the accounting statements stating that they present a true and fair view of the Authority’s and the
Pension Fund’s financial position and transactions. My report is contained within the Statement of Accounts.
The key matters arising from the accounts audit were reported to members of the Audit Committee in my
Audit of Financial Statements report on the 16 September 2013, and a more detailed report will follow in
due course.
My consideration of the Authority’s arrangements to secure economy, efficiency and effectiveness has been
based on the audit work undertaken on the accounts as well as placing reliance on the work completed as
part of the Improvement Assessment under the Local Government (Wales) Measure 2009. Overall, I am
satisfied that the Authority has appropriate arrangements in place. The Auditor General will highlight areas
where the effectiveness of these arrangements has yet to be demonstrated or where improvements could
be made when he publishes his Annual Improvement Report.
I issued a certificate confirming that the audit of the accounts has been completed on 25 September 2013.
The financial audit fee for 2012-13 is currently expected to be in line with the agreed fee set out in the
Annual Audit Outline.
Yours sincerely
Virginia Stevens
For and on behalf of the Appointed Auditor
Sally Chapman, Deputy Chief Officer
cc.
28 November 2013
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Appendices
xx
Appendix 4
South Wales Fire and Rescue Authority’s Improvement
objectives and self-assessment
The Authority’s improvement objectives
The Authority is required by the Welsh Government to make plans to improve its functions and the services
it provides. Each year it must publish these plans along with specific ‘improvement objectives’ that set out
the key things that the Authority intends to do to improve. The Authority must do this as soon as possible
after 1 April each year.
The Authority published its improvement objectives for 2013-14 in its 2013-14 Improvement Plan: Stage 1
Forward Planning which can be found on the Authority’s website www.southwales-fire.gov.uk.
2012-2013 Improvement
Objectives
2013-2014 Improvement
Objectives
2014-2015 Improvement
Objectives
Our Communities: To reassure,
educate and protect our
Community from the effects of fire,
road traffic collisions and other
emergencies as they occur.
Reduce deliberate fire setting by
41% over the next five years using
2010-11 results as a baseline.
Reduce deliberate fire setting by
41% over the next four years using
2010-11 results as a baseline.
Our People: To continue to
develop a responsive and creative
workforce who practice our values.
Engage with our communities to
identify their community and local
business priorities for our service
provision in future years.
Bring together and improve all
our engagement activities to
identify our communities and local
business’ needs to shape our
future service provision.
Our Resources: To ensure that our
resources and assets are utilised
efficiently and effectively to support
service delivery.
Our Organisation: To improve
internal business processes to
ensure the most efficient and
effective use of both financial and
people resources.
The Authority’s self-assessment of performance
The Authority’s self-assessment of its performance during 2012-13 can be found at
www.southwales-fire.gov.uk.
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81
SOUTH WALES FIRE & RESCUE AUTHORITY
AGENDA ITEM NO 6.ii
14 JULY 2014
REPORT OF THE CHIEF FIRE OFFICER
WELSH GOVERNMENT’S FIRE & RESCUE SERVICES IN WALES REPORT
2013
SUMMARY
During 2013 Welsh Government Officials commenced a review of the three
Welsh Fire & Rescue Authorities and service performance. The attached
report is the outcome of this desk top review.
RECOMMENDATION
1.
Members are requested to note the content of the report and endorse
the Chairman’s correspondence to the Minister.
2
That Members’ recognise the role and direction of the National Issues
Committee’s workstreams and forward work programme.
3.
Members approve and delegate the Chairman and Deputy Chairman
to meet with the report’s author and discuss the Authority’s concerns.
4.
Members receive a further report following the meeting with the
report’s author.
1.
BACKGROUND
1.1
Members will know the responsibility for Fire & Rescue Authorities
became a devolved matter for Welsh Government in 2004. During 2013,
Welsh Government Officials indicated that they wished to conduct a
review of the Fire & Rescue Services and the Fire & Rescue Authorities
since devolution had occurred ten years previously. The project looked
at the current picture in relation to the Fire & Rescue Authorities activity,
funding, workforce, estates, governance, scrutiny, assurance,
performance management, statistics, collaboration and engagement. A
project board was established that consisted of Welsh Government
Officials, the three Welsh Chief Fire Officers and the Welsh Local
Government Association.
1.2
The role of the Chief Fire Officers was to provide data as requested by
Welsh Government Officials and to provide assurance that the data was
accurate. The project was undertaken and led by a Welsh Government
Official on a short term secondment and provided periodic feedback to
the project board and the data required to progress the project. The
Chief Fire Officers were not involved in the analysis of the data or the
82
conclusions drawn from that analysis and neither were they provided with
a draft copy of the report for comment prior to it being issued.
2.
ISSUE
2.1
The report (attached at Appendix 1) was issued to the Chairs on 20
December 2013 with an invite from the Minister to discuss it at the Chairs
and Chiefs meeting with the Minister for Local Government and
Government Business on 27 January. Since this meeting, and in plenary
in the Senedd Chamber and at various Chief and Chairs meetings, the
Minister has stated her intentions to press ahead on implementing the
recommendations as contained within the attached report. This direction
is in despite of the Chairman setting out his concerns in a letter dated 10
February 2014 (attached at Appendix 2) and in the Minister’s response
as contained in a further letter dated 4 March 2014 (at Appendix 3).
2.2
To seek clarity on the progress of this report, the Chairman met with the
Minister on Tuesday, 13 May and at the recent Chiefs and Chairs
meeting on 19 May where it was confirmed that recommendations 10-12
will be taken forward in the context of the Welsh Government’s overall
response and direction to report to the Commission for Public Services,
Governance and Delivery. The Chair and the Chief Fire Officer have
expressed many concerns with the report including a lack of opportunity
for consultation on the content, conclusions and recommendations of this
report.
2.3
Welsh Government Officials have suggested that a programme board is
constituted to take forward recommendations 1-9.
On reviewing
recommendations 1-9, Members will be familiar with the National Issues
Committee forward work programme and the significant amount of
overlap between these recommendations and the work of our
collaborative committee.
2.4
As Members will know from this years Wales Audit Office Annual
Improvement Report and previous years’ reports no concerns have ever
be identified regarding the Governance and Scrutiny of the Authority, the
funding mechanism of the Authority or indeed any conflict between the
operational management of the Service or the scrutiny of the Authority.
In fact it is well documented and evidenced that this Authority continues
to improve in what is a very challenging environment. Previous Wales
Audit Office Reports on the Authority can be found at
www.wao.gov/publications
2.5
At the 19 May meeting with the Minister, all three Chairs from the Welsh
Fire & Rescue Authorities advised the Minister that they still had
significant concerns regarding the recommendations of the report and the
83
manner in which the conclusions have been drawn and, as a result,
would be seeking guidance from their respective Authorities before
committing any further resources to assisting Welsh Government with the
implementation of the recommendations contained within the report. It
was also stressed by the Chairs to the Minister that investment in Officer
time would be a duplication of effort due to the significant progress and
advancement of the workstreams of the National Issues Committee.
3.
EQUALITY RISK ASSESSMENT
3.1
An equality risk assessment has not been received with this report and,
therefore, the conclusion has been drawn that an equality risk
assessment has not been completed for this report. Implementation of
any recommendations from this report would require an equality risk
assessment to be completed.
4.
RECOMMENDATION
4.1
Members are requested to note the content of the report and endorse the
Chairman’s correspondence to the Minister.
4.2
That Members’ recognise the role and direction of the National Issues
Committee’s workstreams and forward work programme.
4.3
Members approve and delegate the Chairman and Deputy Chairman to
meet with the report’s author and discuss the Authority’s concerns.
4.4
Members receive a further report following the meeting with the report’s
author.
Contact Officer:
Huw Jakeway
Chief Fire Officer
Background Papers:
Fire & Rescue Services in
Wales Project Report 2013
84
APPENDIX 1
Fire and Rescue Services in Wales – 2013
1
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Summary
Since devolution of responsibility in 2004/05, the nature of the role of Fire and
Rescue Services (FRSs) in Wales has changed significantly. The number of fires
attended has reduced by 57%. Societal and lifestyle factors, alongside an increasing
focus on prevention have contributed to these reductions.
This report summarises the key findings and conclusions of the FRSs in Wales 2013
project. The project looked at the current picture in relation to the FRAs activity,
funding, workforce, estates, governance, scrutiny, assurance, performance
management, statistics, collaboration and engagement.
The project considered information in relation to all these areas and considered the
FRAs continued effectiveness and Value for Money (VFM). In general the report
found the FRAs are performing well in most areas. A few areas where further
progress is required were identified and recommendations have been made to
improve performance in these areas.
This report identified difficulties in obtaining consistent information relating to each
FRA can be a barrier to comparing performance, and assessing whether VFM is
being achieved. Funding levels and numbers of whole time firefighters do not appear
to have reduced significantly, despite the reductions in numbers of fires. Although
inconsistencies in data availability make it difficult to draw firm conclusions. This
report concludes collaboration activity is the key to driving greater VFM and the
National Issues Committee needs to increase momentum to drive forward greater
efficiencies.
The report makes a number of recommendations relating to the FRS which can be
taken forward in the short term. It also makes recommendations relating to
governance, scrutiny and funding arrangements which will require further
examination and longer term implementation in the light of the wider context of public
reform.
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Index
1.
Introduction
Page 5
2.
Approach
Page 5
3.
Background
Page 6
3.1 Legislative context
Page 8
3.2 Policy context
Page 14
3.3 Financial context
Page 17
3.4 Collaboration context
Page 17
3.5 Changing Landscape
Page 18
Current situation
Page 19
4.1 What they do?
Page 19
4.2 How well are they performing?
Page 24
How do they know how well they’re doing?
Page 34
5.1 Performance management
Page 34
5.2 Benchmarking
Page 36
5.3 Audit and assurance
Page 37
Value for Money in a Changing Landscape
Page 43
6.1 Current funding arrangements
Page 43
6.2 Funding profiles
Page 45
6.3 Planning for risk
Page 46
6.4 Prevention activity
Page 47
6.5 Realignment of resources
Page 48
6.6 Public engagement
Page 49
6.7 Structure
Page 49
Driving greater VFM
Page 50
7.1 Collaboration
Page 50
7.2 Governance arrangements
Page 54
7.3 Current arrangements
Page 54
4.
5.
6.
7.
3
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8.
7.4 Options for future arrangements
Page 58
Conclusions and recommendations
Page 59
4
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1. Introduction
2014 will mark ten years since responsibility for FRSs1 in Wales was devolved to
the Welsh Government. Since 2004, there have been many changes, both in
terms of the social and economic climate and in terms of the nature of the work of
the FRAs in Wales.
The previous Chief Fire and Rescue Adviser, Brian Fraser, carried out a review of
FRS data in 2012, at the request of the previous Minister for Local Government
and Communities. Following this review, the former Minister agreed to the
establishment of a project to look at the work of the FRSs. The Minister for Local
Government and Government Business, upon taking up position, agreed to its
continuation. The outcome of this work is a report which seeks to set out the
current picture in relation to the activity of the FRSs in Wales, and to assess their
continued effectiveness and value for money. The report draws conclusions and
makes recommendations in relation to improved outcomes, and achieving greater
value for money in the future.
2. Approach
A project management approach to delivery was established. The project brief is
attached at Annex A. The project was divided into 3 phases, information
gathering, analysis, report. In the initial phase the project collected information in
relation to:
Activity carried out by the FRAs
Funding
Workforce and estates
Governance
Scrutiny and assurance
Performance management and statistics
Collaboration and engagement
The project’s scope did not extend to detailed analysis of operational delivery or
support functions.
A Working Group was established to oversee, and provide assurance around, the
collection of information, and to monitor progress. The terms of reference are
attached at Annex B. The Working Group comprised the Chief Fire Officers, a
representative of the Welsh Local Government Association (WLGA), Welsh
Government (WG) officials and a representative from the Secretariat of the
Commission on Public Service Governance and Delivery.
During the project the new Chief Fire and Rescue Adviser to the Welsh
Government was appointed. The Working Group agreed the adviser should
provide independent challenge and assurance.
1
In the report the term FRAs refers to Fire and Rescue Authorities - the statutory bodies responsible for
providing fire and rescue services in Wales. The term FRSs refers to the Fire and Rescue Services – the bodies
of officers and staff providing operational delivery of the service.
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Shortly after the project commenced the Commission on Public Service
Governance and Delivery was established. The remit of the Commission is to
consider public service governance and delivery, including the FRAs. To avoid
duplication and overlap the project manager has met regularly with the
Commission secretariat to discuss progress of the project. The Chief Fire Officers
shared their written evidence to the Commission with the project, which has been
drawn upon in this report.
Data sources are referenced throughout the report. Issues relating to data quality
are outlined in Annex C, which includes links to further information. All 2012/13
figures are provisional.
The findings of this report will be shared with the Commission, as well as
informing the review of the Welsh Government’s Fire and Rescue National
Framework 2012 onwards.
3. Background
On 10 November 2004 the Fire and Rescue Services Act 2004 came into effect,
devolving responsibility for FRSs in Wales to the National Assembly for Wales.
The three FRAs cover a varied geographical area with a wide variety of risks
including fires in homes, outdoor fires, fires in industrial complexes, road traffic
collisions, rail or air crashes, chemical spills, building collapse, trapped people or
animals, flooding and extreme weather incidents, as well as other emergencies.
FRSs in Wales are governed through the FRAs, who are legal bodies, which
comprise of a number of elected members. The Combination Scheme Orders
which established the three FRAs determine the maximum number of elected
members for each FRA. The political composition of FRAs usually reflects the
political composition of each constituent authority, but there is no provision in the
Combination Scheme Orders to reflect this. The Combination Scheme Orders
stipulate each FRA shall consist of no more than 25 members, subject to the
operation of paragraph 12 of the Combination Scheme Orders. Paragraph 12
sets out a constituent Authority shall appoint such number of representatives to
be members of the FRA by reference to the population of the constituent
Authority compared to the population of other constituent Authorities. To reflect
this, it may mean there are more than 25 members, in which case the
membership will be the number which reflects the requirements of paragraph 12.
The purpose of the FRAs is to provide FRSs for their area. Their powers and
duties are outlined in the Fire and Rescue Service Act 2004, which include the
following core functions:
Promoting fire safety
Extinguishing fires, protecting life and property
Rescuing people from road traffic collisions (RTCs) and protect others
from harms as a result of RTCs
Respond to other emergencies/eventualities, within or outside their
specific area, when requested to do so
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The FRAs are responsible for determining the annual budget and levels of
personnel and vehicles in each FRA, and continuing to ensure the FRA performs
its functions. They also approve strategic plans, policies and strategies. The
FRAs determine the composition of any committees, sub-committees and
working groups.
The majority of the funding for the three FRAs is received by way of contributions
sought from their constituent Local Authorities (LAs). LAs finance their
contribution though a combination of council tax income and Revenue Support
Grant.
FRAs in Wales are divided into three regions: all of them are coterminous with LA
boundaries and largely with Local Health Board and Police boundaries, although
not in the Swansea Bay area. The boundaries of the three FRAs can be seen in
Figure 1.
South Wales FRA
The South Wales FRA covers the smallest geographical area, but the highest
density of population, serving approximately 1,487,5422 people. It covers the ten
LA areas of: Blaenau Gwent; Bridgend; Caerphilly; Cardiff; Merthyr Tydfil;
Monmouthshire; Newport; Rhondda Cynon Taff; Torfaen; and Vale of Glamorgan.
The South Wales FRA has 24 Members.
Mid and West Wales FRA
The Mid and West Wales FRA covers a large geographical area and serves a
population of 896,091. The Mid and West Wales FRA covers the 6 LA areas of:
Carmarthenshire; Ceredigion; Neath Port Talbot; Pembrokeshire; Powys; and
Swansea. The Mid and West Wales FRA has 25 Members.
North Wales FRA
The North Wales FRA has a population of 690,434. The NW FRA is comprised of
elected members from 6 LA areas: Anglesey; Conwy; Denbighshire; Flintshire;
Gwynedd; and Wrexham. The North Wales FRA has 28 Members.
Fig. 1
2
2012 Mid Year Estimates, Stats Wales.
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3.1. Legislative Context
Fire Services Combination Schemes Orders
In 1996, as part of local government reorganisation in Wales, the 8 fire
brigades in Wales were reduced to three FRAs. The Fire Services
Combination Schemes Orders established the new combined FRAs for North
Wales, Mid and West Wales and South Wales. These Orders prescribed the
funding arrangements for each individual FRA. This was a unique
reorganisation as the number of LAs was increased from 8 to 22, whilst the
number of FRAs reduced from 8 to 3.
Funding of FRAs
The funding of FRAs is governed by the Combination Scheme Orders3 in
respect of each FRA made under the Fire Services Act 19474. It sets out the
expenses of FRAs shall be paid out of a combined fire service fund
constituted and administered in accordance with the provisions in Part IV of
the Combination Scheme Orders.
3
The North Wales Fire Services (Combination Scheme) Order 1995 (S.I. 1995/3218); the Mid and West Wales
Fire Services (Combination Scheme) Order 1995 (S.I. 1995/3229); and the South Wales Fire Services
(Combination Scheme) Order 1995 (S.I. 1995/3230).
4
This Act was repealed by the Fire and Rescue Services Act 2004 but existing combination scheme orders,
including those set out above, were saved by virtue of section 4 of the 2004 Act.
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Each constituent Authority5 of the FRAs shall pay into the combined fire
service fund a contribution equal to its appropriate proportion of the net
expenses of the FRA. The proportion payable is to be calculated by
agreement, but there is provision in the event of disagreement, which
stipulates the proportion will be calculated by reference to the populations of
each constituent Authority.
Part IV of the combination scheme orders also set out the procedure to be
followed in calculating the expenses of an FRA and how they are to be
communicated to constituent authorities.
The Combination Scheme Orders also stipulate each FRA must appoint a
treasurer of their combined fire services fund.
A number of pieces of legislation apply to the finance arrangements of FRAs.
They include Part VIII of the Local Government Finance Act 1988, Part 1 of
the Local Government Act 2003 (and Regulations made under Part 1 of that
Act), Part II of the Public Audit (Wales) Act 2004, Part 1 of the Local
Government (Wales) Measure 2009. Broadly speaking these combine to
impose requirements with respect to audit, accounting practices and
efficiency.
Section 112 of the Local Government Finance Act 1988 places a duty on
every ‘relevant authority’, including FRAs, to appoint a Chief Finance Officer.
The Local Government and Housing Act 1989
This Act places a duty on every ‘relevant authority’, including FRAs, to
designate a Monitoring Officer and Head of Paid Service. It further states the
Monitoring Officer may not be the same person as the chief finance officer, in
relation to FRAs, appointed under section 112 of the Local Government
Finance Act 1988.
The Fire and Rescue Services Act 2004
The core functions to be exercised by Fire and Rescue Authorities (FRAs)
are:
1. Fire Safety
A fire and rescue authority must make provision for the purpose of
promoting fire safety in its area.
2. Fire fighting
A fire and rescue authority must make provision for the purpose of
—
(a) extinguishing fires in its area, and
(b) protecting life and property in the event of fires in its area.
5
The constituent authorities of each FRA are set out in paragraph 3 of Schedule to each individual combination
scheme order. These are the couty and county borough councils set out in Part I and II of Schedule 4 to the
Local Government Act 1972 as inserted by Schedule 1 to the Local Government (Wales) Act 1994.
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3. Road traffic accidents (RTAs)
A fire and rescue authority must make provision for the purpose
of—
(a) rescuing people in the event of RTAs in its area;
(b) protecting people from serious harm, to the extent it
considers it reasonable to do so, in the event of RTAs in its
area.
4. Emergencies
The Welsh Ministers may by order confer on a fire and rescue
authority functions relating to emergencies, other than fires and
road traffic accidents6.
In fulfilling these functions a FRA must in particular—
(a) secure the provision of the personnel, services and equipment
necessary efficiently to meet all normal requirements;
(b) secure the provision of training for personnel;
(c) make arrangements for dealing with calls for help and for
summoning personnel;
(d) make arrangements for obtaining information needed for the
purpose of extinguishing fires in its area and protecting life and
property in the event of fires in its area;
(e) make arrangements for ensuring reasonable steps are taken to
prevent or limit damage to property resulting from action taken for the
purpose of extinguishing fires in its area and protecting life and
property in the event of fires in its area.
The Fire and Rescue National Framework
Under section 21 of the Fire and Rescue Services Act 2004 (“the 2004 Act”)
the Welsh Ministers must prepare a Fire and Rescue National Framework.
The section provides that the Framework:
(a) must set out priorities and objectives for Fire and Rescue
Authorities (FRAs) in connection with the discharge of their functions;
(b) may contain guidance to FRAs in connection with the discharge of
any of their functions;
(c) may contain any other matter relating to FRAs or their functions
which the Welsh Ministers consider appropriate.
FRAs must have regard to the Framework in carrying out their functions.
Where the Welsh Ministers consider a FRA is failing, or likely to fail, to act in
accordance with the Framework, the Welsh Ministers may by order require
the authority—
(a) to do something;
6
For example, the Fire and Rescue Services (Emergencies) (Wales) Order 2007 specified functions in relation
to chemical, biological, radiological or nuclear emergencies and also in relation to the collapse of buildings,
structures, tunnels and mines and emergencies relating to aircraft, trams or trains.
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(b) to stop doing something;
(c) not to do something.
The Welsh Ministers may only make such an Order if they consider making an
order would promote public safety, the economy, efficiency and effectiveness
of the FRA in respect of which the order is made, or the economy, efficiency
and effectiveness in connection with the matters in relation to which the FRAs
have functions. The Welsh Ministers must also give an FRA the opportunity to
make representations about any order before it is made.
Civil Contingencies Act 2004
In relation to contingency planning, FRAs must:
(a) from time to time assess the risk of an emergency occurring,
(b) from time to time assess the risk of an emergency making it
necessary or expedient for the person or body to perform any of his or
its functions,
(c) maintain plans for the purpose of ensuring, so far as is reasonably
practicable, that if an emergency occurs the person or body is able to
continue to perform his or its functions,
(d) maintain plans for the purpose of ensuring that if an emergency
occurs or is likely to occur the person or body is able to perform his or
its functions so far as necessary or desirable for the purpose of—
(i) preventing the emergency,
(ii) reducing, controlling or mitigating its effects, or
(iii) taking other action in connection with it,
(e) consider whether an assessment carried out under paragraph (a) or
(f) makes it necessary or expedient for the person or body to add to or
modify plans maintained under paragraph (c) or (d),
(g) arrange for the publication of all or part of assessments made and
plans maintained under paragraphs (a) to (d) in so far as publication is
necessary or desirable for the purpose of—
(i) preventing an emergency,
(ii) reducing, controlling or mitigating the effects of an
emergency, or
(iii) enabling other action to be taken in connection with an
emergency, and
(h) maintain arrangements to warn the public, and to provide
information and advice to the public, if an emergency is likely to occur
or has occurred.
The duties above only apply in relation to FRAs in relation to an emergency if:
(a) the emergency would be likely seriously to obstruct the FRA in the
performance of its functions; or
(b) it is likely that the FRA:
i. would consider it necessary or desirable to take action to
prevent the emergency, to reduce, control or mitigate its effects
or otherwise in connection with it, and
ii. would be unable to take that action without changing the
deployment of resources or acquiring additional resources.
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Regulatory Reform (Fire Safety) Order 2005
The Regulatory Reform (Fire Safety) Order 2005 (“the Order”) broadly relates
to premises other than dwellings.7 It places requirements on the persons
responsible for those premises to take general fire precautions. These
precautions are set out in article 4 of the Order and include reasonable steps
to reduce the risk from fire and to take measures in relation to the means of
escape from premises.
Enforcing Authorities
The Order prescribes the enforcing authority in respect of each type of
premises. In respect of the majority of premises the FRA for the area in which
premises are, or are to be, situated is the enforcing authority8.
Enforcement of the Order
Part 2 of the Order sets out duties in relation to fire safety which are
applicable to the person responsible for any premises falling within the remit
of the Order. The enforcing authority must enforce these provisions and any
regulations made under it in relation to premises for which it is the enforcing
authority.
An enforcing authority may appoint an inspector for the purpose of enforcing
the provisions of the Order. This does not apply where a fire inspector
appointed under section 28 of the Fire and Rescue Services Act 2004 or other
person authorised by the Welsh Ministers is the enforcing authority.
The Heather and Grass etc Burning (Wales) Regulations 2008
These Regulations place restrictions and requirements on land occupiers and
graziers. The licensing regime and associated burning notices issued under
these Regulations are governed by the Welsh Ministers.
The Children and Families (Wales) Measure 2010
The Children and Families (Wales) Measure makes statutory provision for
Welsh Authorities, including Fire and Rescue Authorities, to demonstrate a
commitment to tackling child poverty. It places a duty on FRAs to produce a
child poverty strategy. Through these strategies the FRAs aim to contribute to
improving the life chances of children and young people living in poverty and
deprivation.
Local Government (Wales) Measure 2009
Collaboration
7
8
The Order also does not apply to other premises listed in article 6(1) of the Order.
Article 25.
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Under Section 9 of the Local Government (Wales) Measure 2009 (the
Measure), Welsh Fire and Rescue Authorities (FRAs) have powers of
collaboration in relation to specified improvement functions9 under the
Measure. Section 12 of the Measure requires FRAs from time to time to
consider whether the exercise of the powers of collaboration under section 9
would assist them in carrying out specified duties under Part 1 of the
Measure10. Under the Measure FRAs are required to consult on their duty to
secure continuous improvement and their duty to set improvement
objectives11.
Improvement Planning
As “improvement authorities”12, FRAs have statutory duties under the
Measure to secure continuous improvement in the exercise of its functions,
and to set improvement objectives on an annual basis.
Under the Measure the Welsh Government can specify performance
standards and indicators.
Under Section 15 of the Measure FRAs must make arrangements for the
publication of information described in section 15(2). This includes the FRAs
assessment of their performance in the previous year of their discharge of
their general duty in relation to improvement under section 2 and meeting
their improvement objectives.
Under the Measure (sections 17 to 19), the Auditor General for Wales
(“AGW”) will undertake an annual improvement audit and assessment for
each FRA. This will include amongst other things a retrospective audit on
whether the FRA has complied with its duty to publish improvement
information and a forward-looking assessment as to whether the FRA is likely
during that financial year to comply with the requirements of Part 1 of the
Measure (principally the duty to make arrangements to secure continuous
improvement). Under Section 24 of the Measure the AGW, must produce and
publish an annual improvement report for each FRA.
Community Planning
Under section 37, of the Measure, LAs13 must initiate and having done so,
maintain, facilitate and participate in, community planning for its area. The
community planning partners of LAs, including the FRAs in Wales, must
participate in, and assist LAs in the development of, community plans.
9
Their functions under sections 2(1) (make arrangements to secure continuous improvement); section 3(2)
(make arrangements to secure achievement of its improvement objectives); and section 8(7) (make arrangements
to exercise their functions so any applicable performance standards set under section 8(1)(b) are met).
10
As above – sections 2(1), 3(2) and 8(7).
11
Section 5 of the Measure.
12
As defined in section 1 of the Measure, and includes FRAs.
13
County and county borough councils in Wales.
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Under section 44, of the Measure, a LA and its community planning partners,
including FRAs, has to give the community the opportunity to express their
views and have them taken into account in relation to community planning,
the production of community strategies and the review of community
strategies.
Crime and Disorder Act 1998
Under the Crime and Disorder Act 1998 Community Safety Partnerships were
established, made up of representatives of the following designated
‘responsible authorities’ for each local government area:
chief constable of the police force
county and county borough councils
FRAs
probation service
Local Health Boards
Through the partnerships these organisations collaborate on the development
and implementation of community safety strategies to reduce crime and
disorder, including anti-social and other behaviour adversely affecting the
local environment, a strategy to combat the misuse of drugs, alcohol and
other substances and a strategy for the reduction of re-offending.
3.2. Policy Context
Programme for Government
The Programme for Government 2011-16 is the Welsh Government’s
‘roadmap’ for the current Assembly term. It sets out the Government’s vision
and priorities for action, and focuses on delivery and measuring success in
terms of the impact of those actions on people’s lives. For the FRAs, Chapter
7 of the Programme for Government sets out the Welsh Government’s aim to
contribute to making our communities safer by reducing the incidence and
impact of fires as well as effective co-ordination of emergencies.
In Chapter 2 of the Welsh Government’s Programme for Government a key
action is securing effective collaboration between public services. Progress is
measured against a number of indicators, including the reduction in the
number of statutory plans required of public services by the Welsh
Government, rationalisation of LA partnership structures, and efficiency
savings realised through joint procurement systems and collaboration.
Welsh Government Fire and Rescue National Framework 2012 Onwards
The Welsh Government’s Fire and Rescue National Framework 2012
Onwards (the Framework), takes into account the aims of the Programme for
Government, and sets out the Welsh Government’s expectations, vision and
priorities for FRAs in Wales, setting their role in the context of the wider public
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99
sector. The two key themes running throughout are measuring outcomes and
collaboration. The framework covers:
Vision, Governance and Resilience
Planning and Performance
Service Delivery
Resilience
Resources
In line with the outcome based approach of the Programme for Government,
the Framework stipulates FRAs should demonstrate the impact of their work
through results based accountability methodology.
Local Government (Wales) Measure 2009 - Part 1 Guidance to Fire and
Rescue Authorities
This guidance covers improvement under part 1 of the Local Government
(Wales) Measure 2009 (the Measure), as it specifically applies to FRAs.
The guidance states, whilst there is no statutory requirement for FRAs to have
a scrutiny function, it is good practice for the FRAs to have one. It goes on to
set out a clear role for a FRA in scrutinising its improvement processes. The
guidance recommends this should extend to:
Scrutiny of the processes a FRA has gone through in the discharge
of the general duty to improve.
Scrutiny of the fitness of the organisation to discharge the general
duty to improve.
Scrutiny of the processes the FRA has gone through in the
selection of its improvement objectives, including a review of the
level of engagement with stakeholders.
Scrutiny of the monitoring of the progress of the delivery of the
FRA’s improvement objectives.
Promoting innovation by challenging the status quo and
encouraging different ways of thinking and options for delivery.
The Guidance sets out it will be for the Auditor General Wales (AGW) and
relevant regulators to decide whether scrutiny processes are sufficiently
robust to be relied upon in the exercise of their functions.
Wales Arson Reduction Strategy
The Wales Arson Reduction Strategy 2012-15 (WARS 2) sets the agenda for
multi-agency working to tackle arson, linking to the actions in the Programme
for Government. The Welsh Government provides funding for arson reduction
activity. Over the period 2004/05 to 2012/13 the Welsh Government has
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provided in the region of £10,000,000 to support arson reduction activity. In
2013/14, £751,590 was allocated.14
The Joint Arson Group (JAG) developed and oversees implementation of the
WARS 2. It includes representatives of the FRSs, the Police, the Welsh
Government, Firebrake Wales and Natural Resources Wales. The strategy
outlines six priority areas, key to achieving reductions in arson, and sets a
target of a 15% reduction over the life of the strategy.
Child Poverty Strategy
The Welsh Government’s Child Poverty Strategy, developed from the
Children and Families (Wales) Measure 2010, identifies 13 aims relating to
contributing to the eradication of child poverty and specifies a number of
public bodies, including the FRAs, who must deliver against at least one of the
aims. The most relevant aims to the FRAs are:
Broad Aim 6: To support parenting of children
Broad Aim 9: To ensure all children grow up in safe and cohesive
communities
Broad Aim 13: To help young people participate effectively and
responsibly in the life of their communities
Welsh Government and FRAs Children and Young People (CYP)
Strategy
This strategy sets out the Welsh Government’s and the three FRAs’ in Wales
vision and direction for delivering Children and Young People’s intervention
activities. The strategy is delivered by the FRAs.
The strategy has two strands:
Firstly, general education to children and young people in Wales to
keep them safe from fire and fire related accidents; and
Secondly, programmes and interventions which deliver effective
reduction of anti-social fire crime behaviour and engage with children
and young people who are on the cusp of offending or have already
offended.
All Wales Youth Offending Strategy
The All Wales Youth Offending Strategy was published jointly in 2004 and
was the result of the Welsh Government, the Youth Justice Board and local
agencies working together to develop a strategy which provided a national
framework for preventing offending and re-offending among children and
young people in Wales. In 2009 The Welsh Government and the Youth
Justice Board reviewed and refreshed the delivery mechanisms for the All
Wales Youth Offending Strategy (The 2009-2011 All Wales Youth Offending
Strategy Delivery Plan).
14
Data provided by North Wales FRS, South Wales FRS and Mid and West Wales FRS.
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The Welsh Government and FRAs Road Safety Strategy 2012-15
The joint Welsh Government and FRAs Road Safety Strategy 2012-15 states
FRAs must maintain their commitment to the preventative road safety agenda
and multi agency working, particularly focusing on vulnerable road user
groups in their area.
The Welsh Government Road Safety Framework 2013
The framework introduces challenging targets, and calls upon all partner
organisations with a role in improving road safety to tailor their activities to
reflect the objectives set out in the framework. It states activity should be
based on robust data, and focus on reducing casualties. It stresses the need
for partners to work together to achieve outcomes and calls on the
introduction of results based accountability.
3.3. Financial context
It is no secret the future funding outlook for the public sector in Wales will be
challenging. The 2013 UK Spending Round (SR) has set the Wales DEL
Budget at just over £15bn. This includes Fiscal Resource DEL of £13.64bn
and Capital DEL of £1.46bn. The Spending Round shows the Welsh
Government is taking a 2% cut between 2014-15 and 2015-16. Overall, the
Welsh Government’s budget in 2015-16 will be £280m lower in real terms
than the budget in 2014-15. These cuts come on top of those already
managed since 2010 - so by 2015-16, the Welsh Government’s budget will
be lower by £1,680m in real terms than it was in 2010-11.
The SR announcement focuses on 2015-16 but all indicators and forecasts
suggest we can expect the squeeze on public sector expenditure to continue
beyond then. If the trajectory of the UK Government's overall expenditure
projections is maintained, then the Welsh Government budget could well be
20 per cent lower in real terms at the end of this decade than at the beginning.
The Welsh Government capital budget in 2015-16 will be a third lower in real
terms than in 2009-10. Almost £180m of this, is subject to restrictions and can
only be used for loans and equity investments.
The other major source of LA revenue funding is council tax. Council tax rises
in Wales have averaged 3.4% over the last six years. The need to limit the
pressures on household budgets means council tax income is unlikely to rise
significantly in the coming years.
3.4. Collaborative context
Public service reform underpins the fairer and more prosperous vision for
Wales which is set out in the Programme for Government. The Welsh
Government has a practical programme of action which supports the delivery
of improved services against a backdrop of continuing financial challenges.
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Much of the evidence on what works in improving services supports increased
collaboration to deliver better services regionally or nationally15. To provide
clarity around how public services should collaborate, the Welsh Government
has set out a geographical footprint for regional collaborative activity common
across public services.
In a speech to the WLGA in June 2013, the Welsh Government Minister for
Local Government and Government Business emphasised the importance of
collaboration, stating in the context of reducing public sector funding and the
need for reform:
I truly believe collaboration in the provision of public services is the key.
…whilst collaboration is taking place now - my message is simple, in
order to protect the most vulnerable in our society, to ensure the
people of Wales have public services which are fit-for-purpose and
services they can be proud of, we must look at how less funding can be
used better.
3.5. Changing landscape
The number of fires attended by FRAs has reduced by 57% since devolution
in 2004. Societal factors have contributed to the reductions, including
changes in regulations making houses and home appliances safer and
furniture and other materials more fire resistant. Changes in lifestyle have
also contributed as Wales has seen a reduction in the number of smokers
and the use of chip pans.
15
Welsh Government’s Comparison of the Regional Footprint Areas, 2013.
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4. Current situation
4.1. What the FRAs do?
The FRAs in Wales undertake an increasingly wide variety of activities linked
to the prevention of both accidental and deliberate fires and road traffic
collisions (RTCs), as well as the provision of response and rescue services in
the event of fires and other emergencies.
Prevention
A range of preventative activity takes place across the 3 FRAs, including:
home fire safety
community fire safety
business fire safety
arson reduction
education
road safety
engaging with children and young people
Through education, engagement and prevention programmes the FRAs in
Wales strive to decrease the number of fires, both accidental and deliberate,
with the overall objective of reducing the numbers of deaths, injuries and
losses from fires.
Home Fire Safety
The FRAs in Wales play the leading role in promoting fire safety in the home.
The largest area of activity is the provision of home fire safety checks
(HFSCs). In HFSCs the FRAs go into homes to offer advice on how to make
the home safe and where appropriate, fit smoke alarms and provide other
safety equipment for free. The table at figure 2 shows the increased provision
of HFSCs over the period 2004/05 – 2011/12.
Fig. 216 - total number of HFSCs, Wales
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
Wales
11,782 21,415 44,729 62,900 68,238 76,520 90,700 73,170
North Wales
2,756
2,257 16,176 26,504 31,180 32,802 36,905 28,472
Mid and West Wales
9,026 14,080 12,808 20,674 19,425 19,820 22,854 18,761
South Wales
0
5,078 15,745 15,722 17,633 23,898 30,941 25,937
The Welsh Government provides capital funding for the FRAs to purchase
smoke detectors (including hard of hearing alarms and other preventative
equipment) to promote fire safety and to deliver targeted HFSCs to homes in
Wales. Funding allocated for 2013/14 amounts to £1.3 million. Approximately
16
Stats Wales.
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£286,000 of revenue funding has also been provided in 2013/14 to fund a
third sector co-ordinator and a HFSC partnership delivery initiative.
Community Fire Safety
Rural environment wildfires have increased in most parts of Wales. The FRAs
undertake a range of activity with other agencies, to make occupiers of land
and graziers aware of restrictions and requirements.
South Wales FRA has established Bernie, an engagement project tailored for
the communities which historically suffer from a high amount of deliberate
grass and mountain fires and uses new social marketing techniques in
education, diversionary activities, enforcement, operational tactics, along with
partnership working to reduce deliberate grass and mountain fires. In
conjunction with SW FRA, the project has been adopted by the Community
Safety Partnerships in Bridgend, Caerphilly, Merthyr Tydfil and Rhondda
Cynon Taf and will be run in the areas of Maesteg, Bargoed, Merthyr,
Tonypandy and Treorchy. Mid and West Wales FRA and North Wales FRA
are talking to South Wales FRA about the benefits of the initiative.
A range of other activity takes place across Wales. These activities are
discussed as part of the Arson Reduction Team meetings between the three
FRAs. Activity includes:
- awareness raising events with Farmers Unions, young farmers
conventions and the Royal Welsh show;
- all Wales literature, promoting fire safety across a wide range of risks,
including Summer Fire Safety, has been produced collaboratively;
- South Wales FRA provide advice regarding the use of fire as a land
management tool and how to apply ‘The Heather and Grass Burning
Code’;
- North Wales FRA run campaigns in warmer weather to raise awareness
and promote countryside safety through the media and with partner
agencies, e.g. Natural Resources Wales and the Police; and,
- Mid and West Wales FRA has established Land Management Groups to
work with partners to reduce the impact of deliberately set wildfires.
Business (Legislative) Fire Safety
The Regulatory Reform (Fire Safety) Order 2005 (the Order) places
responsibility for fire safety within most non domestic premises on the owner
or operator of a building. The FRAs, as enforcing Authorities, seek to enable
those responsible for non-domestic buildings to understand their
responsibilities. The FRAs are responsible for enforcement of the provisions
of the Order. Where the fire safety duties are not being complied with, they
may issue notices to require a person to take action to remove or reduce any
identified fire risks.
In undertaking their functions under the Order, the FRAs utilise the UK
Department for Communities and Local Government’s Integrated Risk
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Management Planning Guidance Note 4, which stipulates ‘Fire and Rescue
Authorities should – in drawing up their enforcement programs – prioritise
inspection of places which, in the case of fire, pose a significant risk to life.
The Chief Fire Officers Association (CFOA) has developed a suite of policies,
procedures and guidance to assist with the implementation of the Order in
respect of business premises. The Welsh Government also provided
guidance on aspects of the Order in 200517.
Fire safety inspections are a necessary part not only of the enforcement
regime but also of the data gathering and risk analysis procedures which will
underpin risk management plans. Each FRA examines the risk data for its
area and assigns the resources appropriately. IRMP Guidance Note 4 does
not set any fixed frequency for inspections. It does state, in Section 4.12:
“In order to demonstrate that a Fire Authority is meeting its legislative
responsibilities at every stage, the processes by which the levels of risk
and the resulting inspection activity have been determined should be
recorded, transparent and auditable.”
The Operational Assurance of Service Delivery (the OASD) is the process by
which the FRAs carry out a self assessment against a centrally provided
framework on a specific delivery area each year. Each FRAs self assessment
is assessed through a peer review by a team of members of the other two
FRAs in Wales, supported by officials from the Welsh Government and the
Wales Audit Office (WAO). (More information on the OASD process, and
recommendations about its future, can be found on pages 37-38).
The OASD assessment in 2012-13 focussed on Legislative Fire Safety, the
term used to describe the FRAs response to the Order and assessed the
‘Direction of Travel’, which reviews progress against recommendations from
previous years’ assessments.
Brian Fraser, the former Chief Fire and Rescue Adviser for Wales (CFAD),
produced a summary report of the findings (attached at Annex D). Whilst
examples of collaboration were found, the former CFAD felt a number of
opportunities for collaboration and integration of functions and services had
not been taken. In his view, these opportunities could be explored through
the National Issues Committee.
The National Issues Committee (NIC) Annual Report 2013 was published in
October 2013. The NIC has developed a work stream to consider Business
Fire Safety. The annual report states the focus has been on ‘developing
uniformity…across Wales through alignment of strategies and procedures.’18
It outlines progress made to introduce joint initiatives, designed to improve
effectiveness and efficiency.
These include:
17
Regulatory Reform (Fire Safety) Order 2005 Welsh Guidance Note: Determination request process under
article 36 for enforcing authorities and responsible individuals.
18
National Issues Committee Annual Report 2013.
21
106
The introduction of all-Wales legal services provision in December 2012,
which will provide a joint legal services contract.
The development of a common approach, and policy, to Unwanted Fire
Signals, which is due to be launched soon.
A standardised approach to Fire Investigation.
The annual report states non-cashable savings can be attributed to these
developments, through the potential to share resources for fire investigative
work and staff support for legal teams. It states savings can also be
associated with the introduction of the All Wales Unwanted Fire Signals
Policy. However, the report lacks details around the potential amount of
savings to be made and over what time frame.
Arson Reduction
The Wales Arson Reduction Strategy (WARS2) provides the blueprint for
multiagency arson reduction activity and the FRAs work collaboratively with
partners to reduce the incidence of arson, raise awareness of deliberate fires
and ensure perpetrators are brought to justice.
The FRAs run the Phoenix project, working with young people between the
ages of 11- 25 to address issues ranging from low self esteem and lack of
confidence to anti social behaviour and fire related problems such as
deliberate fire setting and hoax calls. It is aimed at those who are struggling in
school and those who have already committed fire related crimes, as well as
those who are at risk of doing so.
Engaging with Children and Young People
Educating young people to prevent accidental and deliberate fires is a key
objective for both Welsh Government and the FRAs. The Welsh
Government/FRA’s Children’s and Young People Strategy sets out the priority
actions for the FRAs, in relation to:
Tier 1 interventions – those designed to target young offenders.
Tier 2 interventions – those designed to target young people on the
cusp of offending.
Tier 3 interventions – general activities for all children and young
people in Wales.
All three FRAs attend schools and deliver programmes aimed at different age
groups.
South Wales FRA conducts a variety of school aged educational initiatives,
some of which are delivered directly, whilst others can be accessed by
teachers. It runs a multi-agency programme, Crucial Crew, aimed at year 6
pupils, as well as a Forest School for year 4 pupils to enhance understanding
of the natural environment and encourage respect.
South Wales FRA also run a two year Young Fire-fighters Scheme, for young
people aged between 14 and 18. The programme offers the Young
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Firefighters the opportunity to work towards a BTEC Level 2 Award in FRSs in
the Community. The qualification focuses on fire safety in the home, arson,
anti-social behaviour and RTCs. The youth training development programme
lets young people take part in drills, exercises and learn how to use FRS
equipment and learn about its procedures.
North Wales FRA has Community Safety Educationalists who visit every
primary and secondary school in North Wales, targeting years 1, 4 and 7. In
year 1 they educate about the dangers of matches. In years 4 and 7 they
educate about the importance of smoke alarms and escape routes in the
home. Crucial Crew is a multi-agency programme, aimed at year 7 pupils,
which teaches about fire safety in a variety of dangerous situations.
North Wales FRA has several branches of the Young Fire fighters Association
(YFA) for young people aged between 11 and 17. Activities are aligned with
those in other FRA areas. NW FRA is in the process of moving to the 2 year
BTEC accredited program, as in other parts in Wales.
Mid and West Wales FRA runs a fire safety education programme which
involves school liaison officers visiting each key stage level in schools. The
programme aims to create awareness of fire hazards in and around the home,
to provide fire safety information enabling children and young people to
prevent, detect and escape from fire and to empower young people to resist
peer pressure, in relation to fire crimes such as arson and hoax calls.
Mid and West Wales FRA run a Young Fire Fighters schemes, a two year
programme for young people aged between 12 and 18. The Young
Firefighters can work towards a BTEC Level 2 Award in FRSs in the
Community. Young Fire Fighters also design their own community projects
and are assessed on team and leadership skills. The scheme aims to
develop the young people’s respect for their communities, self-confidence,
discipline and a sense of citizenship.
Road Safety
All FRAs are represented on the Road Safety Wales Policy Group, a road
safety partnership comprised of the 3 emergency services, LAs, the Welsh
Government, the Safety Camera Partnership and Welsh Ambulance Service
Trust (WAST).
Response
In addition to the significant amount of prevention activity they undertake, the
FRAs are responsible for ensuring they respond to fire incidents, including
taking calls, directing a response, providing advice and attending dwelling and
other fires.
FRAs also have a duty to respond to road traffic collisions (RTCs), to make
provision for rescuing people, and protecting people from serious harm in the
event of RTCs in its area.
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They are also required to respond to other emergencies, providing an
effective and efficient emergency response for the communities they serve, as
well as being an integral part of regional and national response arrangements.
4.2. How well are they performing?
In 2008, it was estimated the cost to the economy of a single fire death was
£1.65 million and the estimated average consequential cost of a domestic fire
was £44,52319. Reductions in the numbers of fires have financial benefits
across the economy.
Since the devolution of responsibility for FRAs to the National Assembly for
Wales, in 2004/05, to the latest statistics available for 2012/13, the number of
fires attended in Wales have reduced by 57%, deliberate fires have reduced
by 68% and accidental dwelling fires have reduced by 20%; thus reducing fire
deaths in Wales by 37% and injuries by 32%.20
Societal changes, including safer materials in home furnishings, safer
electrical appliances and a reduced number of smokers, have contributed to
reductions in the numbers of fires in Wales, and other parts of the UK. As well
as societal changes a focus on prevention through initiatives, such as free
Home Fire Safety Checks, has further reduced the numbers of fires.
Attendance at fires
Similar patterns of reduction in attendance at fire incidents can be seen in
Wales, England and Scotland over the period 2004/05 – 2012/13 (see the
chart at figure 3). This indicates a consistent downward trend, likely to be
influenced by external factors, such as social and lifestyle changes.
Fig. 321
19
Economic cost of fire: estimates 2008.
2012-13 data extracted from IRS in May 2013, based on Statswales quarterly data. 2004/05 data extracted
from the FDR1 and FDR3 forms.
21
Scottish data from the National Statistics Publication for Scotland, (2013), Fire Statistics Scotland 201213,[ONLINE], Accessed on: 05/11/2013. Welsh and English data from National Statistics, (2013), Fire
Statistics Monitor April 2012 to March 2013, [ONLINE], Accessed on: 05/11/2013.
20
24
109
More detailed information on the numbers of fires attended by each FRA in
Wales can be found in Annex E.
Deaths and casualties
The chart at figure 422 shows a greater reduction in deaths and injuries in all
fires in Wales than in England or Scotland (pre the Scottish FRS
reorganisation in 2013). In discussions, the FRSs pointed to the focus on, and
investment in, prevention activity as key to achieving significant reductions.
The table at figure 5 shows the actual numbers per country.
Fig. 423
22
Excludes precautionary checks and first aid. For definitions and further information please see Section 11 in
the publication Fire Statistics 2012-13 http://wales.gov.uk/statistics-and-research/fire-statistics/?lang=en.
23
Scottish data from the National Statistics Publication for Scotland, (2013), Fire Statistics Scotland 201213,[ONLINE], Accessed on: 05/11/2013. Welsh and English data from National Statistics, (2013), Fire
Statistics Monitor April 2012 to March 2013, [ONLINE], Accessed on: 05/11/2013
25
110
Fire Casualties Indices for Wales,
England and Scotland (2004/05
base)
120%
100%
80%
60%
Scotland
40%
Wales
20%
England
0%
Fig. 524 - total numbers of fire casualties, Wales, England and Scotland25
Scotland
Wales
England
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13
1028
976
942
981
952
1011
1143
1159
1039
554
462
317
353
322
273
299
263
241
7519
7166
6715
6107
5353
4492
4703
4609
4104
In 2009 a study was carried out to look at why there are a disproportionately
higher number of fire deaths and injuries in Scotland than in Wales and
England26. A range of issues were identified, including: health issues, such as,
high levels of alcohol consumption, smoking, and mental health; high levels of
deprivation; high numbers of people living alone; ageing population; and a
busy governance and community partnership landscape.
Whilst the consistent patterns of reduction in the numbers of fires in Wales,
England and Scotland can be attributed to external factors, the focus on
prevention activity in Wales, and the additional Welsh Government community
safety funding provided to support it, may have been a factor in driving down
the numbers of deaths and injuries in Wales.
The chart at figure 6, and table at figure 7, present the same data but per
10,000 of the population for Wales, England and Scotland. Overall, it
demonstrates the numbers of casualties per 10,000 of the population have
reduced in Wales to bring them broadly in line with the numbers in England.
24
Scottish data from the National Statistics Publication for Scotland, (2013), Fire Statistics Scotland 201213,[ONLINE], Accessed on: 05/11/2013. Welsh and English data from National Statistics, (2013), Fire
Statistics Monitor April 2012 to March 2013, [ONLINE], Accessed on: 05/11/2013
25
Excludes precautionary checks and first aid. For definitions and further information please see Section 11 in
the publication Fire Statistics 2012-13 http://wales.gov.uk/statistics-and-research/fire-statistics/?lang=en.
26
Scotland Together: A study examining fire deaths in Scotland, Brian P Sweeney, Chief Fire Officer, 2009.
26
111
However, the FRAs in Wales started with higher numbers of fires per 10,000
population.
Fig. 627
Fig. 7 – number of fire casualties per 10,000 population for Wales, England
and Scotland.
Deaths and Casualties – FRAs in Wales
The chart at figure 8 compares the numbers of casualties, per FRA in Wales.
It demonstrates greater reductions in non-fatal casualties in South Wales and
Mid and West Wales, than in North Wales. In North Wales numbers of nonfatal casualties don’t appear to have altered significantly over the period.
North Wales FRA is continuing to explore possible reasons behind this
anomaly, including potential differences in the way information is collected.
However, to date they have not been able to explain the difference.
Fig. 828
27
Excludes precautionary checks and first aid. For definitions and further information please see Section 11 in
the publication Fire Statistics 2012-13 http://wales.gov.uk/statistics-and-research/fire-statistics/?lang=en
27
112
Deliberate fires
The numbers of deliberate fires (see table at figure 9) in Wales have greatly
reduced since 2004/05, indicating the FRAs, and partners’, arson intervention
programmes have been successful.
Fig. 929 - number of deliberate fires, Wales
Whilst there has been a significant overall reduction in the number of
deliberate fires in Wales, some parts of Wales still suffer from significantly
higher levels of deliberate fire setting and arson than the UK average 30.
The chart at figure 10, and table at figure 11, show the reductions in numbers
of deliberate primary and secondary fires in Wales and England, per 10,000
population.
Fig. 1031
28
Includes precautionary checks and first aid. For definitions and further information please see Section 11 in
the publication Fire Statistics 2012-13 http://wales.gov.uk/statistics-and-research/fire-statistics/?lang=en
29
Stats Wales
30
Welsh Government Fire and Rescue Framework 2012 Onwards.
31,32,33
Scottish: National Statistics Publication for Scotland, (2013), Fire Statistics Scotland 2012-13,[ONLINE],
Accessed on: 05/11/2013.English and Welsh: National Statistics, (2013), Fire Statistics Monitor April 2012 to
28
113
Fig. 1132– deliberate primary and secondary fires, Wales and England, per
10,000 population
Comparable data was not available to make a comparison with Scotland on
deliberate primary and secondary fires, but the table at figure 12, and chart at
figure 13, show the numbers of deliberate primary fires only, per 10,000 of the
population, for all three countries.
Fig. 1233 – deliberate primary fires, number per 10,000 population
March 2013, [ONLINE], Accessed on: 05/11/2013*Minor revisions included to Wales data and population
estimates provided by the Department for Finance and Corporate Services, Welsh Government.
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114
Fig. 1334 deliberate primary fires, per 10,000 population.
False Alarms
In the previous National Framework for Fire and Rescue Services 2008-11,
reference was made to the high resourcing impact of attending false alarms
and set the expectation of FRAs working in partnership with businesses and
other organisations to reduce hoax calls and unwanted signals. Despite this,
progress in reducing the numbers of false alarms has not been as significant
as in other areas of activity, as figures in the table at figure 14 suggest.
Fig. 1435 – total numbers of false alarms, malicious and non-malicious
Wales
North Wales
Mid and West Wales
South Wales
2004-05 2005-06 2006-07
17,662 18,901 19,993
4,045
4,289
4,158
4,563
4,954
5,297
9,054
9,658 10,538
2007-08 2008-09 2009-10 2010-11 2011-12 2012-13
19,598 18,855 16,901 17,006 15,874 15,083
4,157
4,267
3,726
3,687
3,557
3,225
5,193
5,267
5,255
4,937
4,407
4,423
10,248
9,321
7,920
8,382
7,910
7,435
Activity to reduce the number of malicious false alarms has achieved greater
results, yet the total numbers of non-malicious – including both good intent
and faulty apparatus – have not reduced significantly, as the chart at fig. 15
indicates.
34
Scottish: National Statistics Publication for Scotland, (2013), Fire Statistics Scotland 2012-13,[ONLINE],
Accessed on: 05/11/2013. English and Welsh: National Statistics, (2013), Fire Statistics Monitor April 2012 to
March 2013, [ONLINE], Accessed on: 05/11/2013 *Minor revisions included to Wales data and population
estimates provided by the Department for Finance and Corporate Services, Welsh Government.
35
Welsh Government Stats Wales, (2013) Community Safety, [ONLINE], Accessed on: 02/11/2013
30
115
Fig. 1536
The tables at figures 16 and 17 show the total numbers of malicious and nonmalicious false alarms, respectively.
Fig. 1637 - total number of malicious false alarms attended
Fig. 1738 – total number of non-malicious false alarms attended – including
good intent and faulty apparatus.
In discussions the FRSs indicated a numbers of challenges to making
progress in reducing false alarms, including an ageing population with
increasing numbers of fire alarms installed in homes, lack of effective
management systems in parts of the public sector and increasing numbers of
new buildings with additional detector heads installed.
A variety of activity is underway in each FRA area to tackle the issue of false
alarms. Increasingly the FRAs have adopted a risk based approach to non36,37,38
Welsh Government Stats Wales, (2013) Community Safety, [ONLINE], Accessed on: 02/11/2013
31
116
attendance at non-life risk false alarms. The National Issues Committee has
developed an All Wales Unwanted Fire Signals (UFS) Protocol, which has
been agreed by all FRAs and was launched on 1 st October 2013, with the
intention of establishing a co-ordinated, consistent approach to dealing with
UFS’. The FRAs invest considerable resources in working with other
organisations to try and reduce the numbers of false alarms.
Despite this targeted activity, reductions have not been significant and
challenges persist in addressing the issue. In parts of Wales, a significant
number of false alarms originate from other public sector organisations. In
South Wales the highest number stem from the healthcare sector. The cost
implications of installing effective alarm systems and implementing effective
management systems, in times of increasing financial constraint, are not seen
as a priority. However, there are significant resource implications for the FRAs
in responding to these false alarms, as well as to the organisations
experiencing repeat false alarms, which have to fulfil fire regulation
requirements in responding to the alarm.
Options are available to the FRAs to place a charge on, or take legal action
against, organisations which repeatedly cause false alarms. However, these
are resource intensive options which don’t tackle the root cause of the
problem.
The FRAs indicated in discussions a more detailed breakdown of the numbers
of false alarms per sector could be provided, and quantifying the costs to the
FRAs in responding could also be obtained. This would enable the
identification of areas for priority action, and a centrally coordinated drive to
raise the profile of the issue in other sectors would help to identify how
improvements can be made.
Recommendation 1: It is recommended targeted action should be taken to
tackle the impact of false alarms. A cross sector task and finish group be
established to facilitate consideration of the issues relating to false alarms, to
raise the profile of the issue in key sectors and galvanise action. In the first
instance the group should look to provide enhanced information on the
numbers of false alarms per sector, and the resource implications, to inform
priority action.
Road Traffic Collisions (RTCs)
The FRAs have a duty to attend RTCs to rescue people and protect people
from serious harm. As well as attending RTCs, the FRAs undertake a number
of road safety initiatives designed to prevent accidents. The chart at figure 18
indicates there has been less progress made in reducing the numbers of
RTCs compared with reductions in the numbers of fires, in both England and
Wales, although the figures indicate slightly greater reductions in Wales.
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117
Fig. 1839
Percentage change in Road Traffic Collisions
120%
100%
80%
England
60%
Wales
40%
20%
0%
2009-10
2010-11
2011-12
2012-13
Reductions in numbers of RTCs (see table at fig. 19) have occurred. In
2004/05 the FRSs attended 3,206 RTCs, compared with 2,635 in 2012/13, a
reduction of 18%. In discussions the FRSs have pointed to a lack of direct
ownership over all the factors influencing the downward trend as the reason
for lower reductions. They are only one of a number of organisations with
responsibilities in relation to road safety.
Fig. 1940 - reductions in RTCs
Total – Wales
2004/05
2012/13
% change
RTCs attended
3,206
2,635
-18
Extrication of
person/s
553
392
-29
Services rendered *
2,260
1,957
-13
Standby – no action
393
286
-27
* includes 'advice given', 'making scene safe', 'making vehicle safe', 'medical assistance', 'release of person/s',
'wash down' and ‘other’.
The Welsh Government Road Safety Framework 2013 states, whilst progress
in improving road safety has been achieved, it has not gone far enough. It
introduces challenging targets, and calls upon all partner organisations with a
role in improving road safety to tailor their activities to reflect the objectives set
out in the framework. It states activity should be based on robust data, and
focus on reducing casualties. It stresses the need for partners to work
together to achieve outcomes and calls on the introduction of results based
accountability.
39
National Statistics, (2013), Fire Statistics Monitor April 2012 to March 2013, [ONLINE], Accessed on: 05/11/2013
40
2004-05 data collected via annual Operational data supplied directly by the FRSS on an annual basis - no
longer collected so 2012-13 data taken from IRS.
33
118
The Framework sets three key targets, to be achieved by 2020, with interim
targets to be reached by 2016. These targets, as compared with the average
figures for Wales between 2004 and 2008, are a:
40% reduction in the total number of people killed and seriously injured
(KSI) on Welsh roads;
25% reduction in the number of motorcyclists KSI, and a
40% reduction in the number of young people (aged 16 to 24) KSI.
It is clear the Welsh Government will not fund any activity which is not based
on evidence, not subject to evaluation and not focused on achieving casualty
improvements. It recognises the multitude of services which contribute to
improved outcomes, and some duplication is inevitable, but emphasises the
importance of working together more effectively and efficiently. The
framework proposes a model of governance designed to best support more
effective collaboration.
Recommendation 2: It is recommended a series of actions are taken to
improve road safety including prioritising Community Safety Grant funding in
this area the review and strengthening the Fire and Rescue National
Framework. Additionally, through RBA methodology effective mechanisms
should be put in place to effectively measure the FRAs role in reducing RTCs.
5. How do they know how well they are doing?
5.1. Performance management
In managing their own performance, the FRAs use a variety of performance
management processes which include integrated planning frameworks,
performance measurement frameworks, appraisal systems, risk management
frameworks, monitoring frameworks, Wales Programme for Improvement,
Performance Audit & Scrutiny Committees.
Welsh Ministers set the strategic priorities and objectives for the FRAs,
through the Fire and Rescue National Framework. Within the context of the
National Framework, FRAs are responsible for determining their own priorities
for improvement based on a thorough evidence based understanding of the
communities they serve, local needs and their capacity to address them.
Improvement Planning
Under the Local Government (Wales) Measure 2009, FRAs have statutory
duties to secure continuous improvement in the exercise of its functions, and
to set improvement objectives on an annual basis. Under this Measure Welsh
Government can specify performance standards and indicators and have
done so in relation to FRAs in the Fire and Rescue Authorities (Performance
Indicators) (Wales) Order 2011.
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119
FRA performance is reported on an annual basis through their Annual
Improvement Plans, where they are required to report on their performance in
two stages:
Plans and intentions – detailing an FRAs plans for achieving it’s
improvement objectives for the following year.
Report on past performance – including an assessment of an FRAs
performance for the previous year including, but not limited to, reporting
against Performance Indicator’s (as outlined in the Performance Indicator
Framework).
The Annual Improvement Plans are audited by the Auditor General for Wales
(AGW) on an annual basis. The Welsh Ministers are sent a copy of the report
of the AGW. The AGW reports on how well the FRAs are planning for
improvement, including consideration of their approach to measuring their
performance.
In addition, FRA’s under the Local Government (Wales) Measure 2009, are
required to use the improvement information they collect in order to compare
their performance with their own historical performance in previous financial
years and , as far as reasonably practicable, with other FRAs and other public
authorities in Wales exercising similar functions.
Performance Measurement Framework
The Performance Measurement Framework was issued by the Welsh
Government in 2011, and includes:
Statutory PIs: the national strategic priorities for FRAs based on the
Welsh Government Fire and Rescue National Framework for Wales
2012 Onwards.
Core PIs: core measures (covering both corporate and operational
issues)
Local PIs: local measures.
Performance against these PIs must be publically reported upon as part of
annual improvement plans. They are not altered frequently to ensure the
availability of consistent data. They are high level, and it is for the FRAs to
determine what additional local indicators they require. The PI framework is
outcome based, where possible input/ output indicators have been removed
but local PIs are still predominantly presented as activity data. FRAs have
been working on introducing packages of PIs for different areas of activity;
these are a combination of local indicators and outcomes. Developing
enhanced standard performance management systems has been identified in
the National Issues Committee (NIC) Annual Report (Oct 13) as a priority area
for the year ahead.
All Wales Dwelling Fire Response Charter
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The Dwelling Fire Response Charter provides a framework for all three FRAs
in Wales, setting out their prevention and response commitments to their
communities and plans to achieve them. A common set of performance
indicators and measures to monitor and account publicly for their own
performance have been agreed by the FRAs.
Evaluation of prevention activity and links to improved outcomes
The decrease in incidences of fires, and in the numbers of deaths and injuries
as a result of fires, is often used to prove the value of prevention activity. In
reality it is difficult to ascertain the extent of the impact of particular
interventions on improving outcomes. External factors, such as social and
lifestyle changes, have also played a part in reducing the numbers of fires.
In respect of Welsh Government Community Safety Grant Funding, this is
now based on results based accountability principles, requiring a focus on the
outcomes to be achieved and how they directly or indirectly improve safety in
communities. These outcomes will be used to measure results.
RTCs and multi-agency outcomes
The FRAs have raised concerns in relation to the requirement to demonstrate
the contribution made to achieving certain improved outcomes on issues
which the FRAs are not solely responsible for, such as RTCs where a large
number of other organisations have a role. They claim it is often difficult to
make direct correlations between the work undertaken and the outcomes
achieved.
The Performance Measurement Framework does not include specific PIs
relating to RTCs, for the reasons outlined. Instead it states:
The fire and rescue service in Wales respond to non-fire related
incidents and also undertake a role in delivering a wider community
safety message around prevention of such incidents. This is
particularly the case for road traffic collisions (RTCs). However FRAs
are not the lead agency responsible for preventing such incidents and
are not always the lead agency for managing such incidents when they
do occur. Whilst a FRA specific PI is not required, FRAs should
reference performance information as reported nationally and their
contribution to activity in this important area, in their annual
improvement plans.
The FRAs should be able to identify themselves as a key partner, and put in
place local PIs which reflect supporting – outcome and output – data. Data
does exist, although it hasn’t always been utilised.
5.2.Benchmarking
Under the Local Government (Wales) Measure 2009 FRAs are required to
use the improvement information they collect to compare their own
performance against their historical performance, and, as far as is reasonable
possible, against other FRAs, within and outside Wales, and public authorities
exercising similar functions.
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Benchmarking methods vary between FRAs. Historically the FRAs used
family groups, although only family group 441 (of which South Wales FRA are
still a member) is still in existence. When comparing performance with other
members of a FRAs family group there were too many variables in how things
were measured, and too many differences in local contexts, making it difficult
to ascribe their relative position with any level of certainty to anything they had
done.
South Wales still use family group 4, although they caution around drawing
too many conclusions as the group is becoming more diverse and it is
becoming less practical to compare.
There is little evidence of effective benchmarking, despite repeated calls by
the WAO in Annual Improvement Reports to improve on this.
Recommendation 3: It is recommended the review of the Welsh Government
Fire and Rescue National Framework 2012 Onwards places emphasis on the
importance of benchmarking and considers how FRAs might overcome the
challenges identified, drawing on the expertise of the Chief Fire and Rescue
Advisor.
5.3 Audit and Assurance Arrangements
Local Audit Arrangements
Each FRA also has its own internal audit arrangements in place. They each
have a committee, with slightly different remits, established with responsibility
for overseeing internal and external audit programmes.
South Wales FRA – Finance, Audit and Performance Management
Committee
The Finance, Audit and Performance Management Committee oversees the
FRA’s effective and efficient deployment of resources, including the financial
reporting process. It also reviews and approves the internal audit programme
and manages the relationship with external auditors.
Mid and West Wales FRA – Performance, Audit and Scrutiny Committee
The Performance Audit and Scrutiny Committee (PAS) is responsible for
demonstrating each FRAs commitment to efficient and effective deployment
of public resources and the attainment of performance targets. The scrutiny
function is discharged by the Scrutiny Working Group, predominantly
comprised of Members of the PAS Committee, which meets around four times
a year and feeds back to PAS.
All areas of the FRA are scrutinised over a four year rolling programme.
Outcomes from these exercises are communicated to PAS Committee and
41
Family group 4 consists of: South Wales, Avon, Cheshire, Cleveland, Derbyshire, Essex, Hampshire,
Hertfordshire, Humberside, Kent, Lancashire, Leicestershire, Nottinghamshire, Staffordshire and Surrey.
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the full FRA, with recommendations being captured and reported within the
organisations business assurance process.
North Wales FRA – Audit Committee
The Committee has four primary roles of:
Governance audit and scrutiny;
financial and resource management audit and scrutiny;
risk management and assurance audit and scrutiny; and,
performance audit and scrutiny.
Operational Assurance of Service Delivery
Operational Assurance of Service Delivery (OASD) was introduced to the
Welsh FRAs in 2006. Previously, inspections were carried out by Her
Majesty’s Fire Service Inspectorate. These inspections ended in 2001. OASD
was introduced as, across the UK, it was felt there was a gap in the inspection
process which the Audit Commission in England and the Wales Audit Office in
Wales could not fill because of a lack of operational expertise. The process
covers key lines of enquiry (KLOEs) covering community risk management,
prevention, protection, response, health and safety, training and development
and call management and incident support.
OASD is undertaken by the FRAs, supported by the Welsh Government. The
Chief Fire and Rescue Adviser reviews the reports on each FRA and provides
an overview to the Minister. It is a cyclical process whereby one or two KLOEs
are reviewed each year. An assessment is also undertaken of the FRAs
progress or “Direction of Travel” against previous recommendations made by
the peer team. The assessment process requires each FRA to carry out a
self assessment against a centrally provided framework. Each FRA’s Self
Assessment is validated through a peer review conducted by a team, led by
the Assistant Chief Fire and Rescue Adviser, and consisting of sector
competent officers from the other FRAs in Wales. Welsh Government officials
and the WAO support and observe the process. Observations and
recommendations made were designed to further enhance and develop the
existing policies and procedures.
OASD is referenced in the Local Government (Wales) Measure 2009 - Part 1
Guidance to FRAs as one of the sources of information/ evidence available to
both FRAs and the Wales Audit Office, as part of the improvement planning
process. The Guidance anticipates:
FRAs use the information as part of their self assessment process to:
o Report on their progress in the previous year.
o Support the development of their improvement objectives.
WAO use the information as part of their corporate and performance
assessment processes.
Chief Fire and Rescue Advisor uses the information to report to the
Minister and provide assurance around operational abilities.
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Figure 2042 shows where the OASD process fits into the improvement
planning cycle.
Fig 20
The Welsh Government’s Fire and Rescue National Framework 2012
Onwards, cites OASD as a key element of the improvement process. It
concludes the FRAs should continue to support this assessment process.
Feedback from Welsh Government policy officials, who have been involved in
the process, cited several benefits of the process of the Welsh Government’s
involvement, including:
injecting objectivity, consistency and fairness into the process;
providing quality assurance; and,
developing audit and assessment expertise amongst Welsh
Government officials.
The OASD process has recently been cited by the WAO, in their study of
Local Improvement Planning and Reporting in Wales, as an example of good
practice. The report states the WAO:
42
Local Government (Wales) Measure 2009 – Guidance to FRAs
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“found encouraging evidence of some authorities taking determined
action in response to the evidenced findings of audit and inspection.
For example; the three fire and rescue authorities’ Peer Assessment
Team reviewed all of the authorities’ self-assessments in order to
assess the ‘direction of travel’ in implementing areas for improvement
identified in previous peer assessment reviews, and in each case noted
progress”.
The previous Chief Fire and Rescue Adviser looked at the OASD process in
May 2013 and concluded it was resource intensive, and elements of the
process cross over into some of the corporate work of the WAO. He
concluded a simpler and more effective model would be to continue with the
identification of key areas for exploration, followed by self assessments by
FRAs. The FRAs could then provide the peer assessment (as they have
always done for Health and Safety reviews), and the Chief Fire and Rescue
Adviser and WAO could offer ‘spot checks’ to ensure additional rigour in the
process.
He also concluded the FRAs would need to determine the benefits to them
from the OASD process and further consideration would need to be given by
the new Chief Fire and Rescue Adviser. The OASD process was suspended
in 2013/14 pending the conclusions of this report.
During discussions with the FRSs relating to this project and report, officers
stated the OASD process is a highly valuable process, providing assurance to
the FRAs. Officials in the Fire and Armed Forces Branch perceive there is a
value to the FRAs, the WAO and the Welsh Government to the continuation of
the process, but consideration needs to be given to where this particular
process provides assurances not provided elsewhere. The resource
implications will also need to be considered in the current financial climate.
Recommendation 4: The Chief Fire and Rescue Adviser for Wales to be
tasked with reviewing the current audit/inspection process with the WAO and
advise the Minister as to next steps. Views from the FRAs to be taken into
account within this review.
Wales Audit Office
Independent audit of the use of public funds is an essential component of
democratic accountability. Public sector audit covers regularity, propriety and
value for money. In doing so it provides assurance around the governance
and stewardship of public money and assets, offers insight on the extent to
which resources are used wisely to meet public need, and identifies and
promotes ways in which public services can be improved.
The Public Audit (Wales) Act 2004 and the Accounts and Audit (Wales)
Regulations 2005 (which are made under the 2004 Act) provide the regulatory
regime underpinning the financial reporting and accounting of FRAs. Under
the Local Government (Wales) Measure 2009, the Auditor General for Wales
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(AGW) is required to undertake an annual improvement audit and assessment
for each FRA. On an annual basis the AGW is also required, under section 13
of the Public Audit (Wales) Act 2004, to audit the accounts of each FRA.
The Wales Audit Office (WAO) undertakes a cycle of audit work in relation to
FRAs, including:
Annual Improvement Reports.
Annual audit of each FRAs accounts.
‘Assessment of performance’ audits.
Data Quality Reviews.
Cyclical programme of more in depth reviews of specific corporate
activities.
Programme of improvement studies across LAs.
National study each year.
Annual Improvement Reports
As noted earlier in this report, each year the AGW is required to produce and
publish annual improvement reports on each of the FRAs in Wales. The WAO
Annual Improvement reports, published in 2013, found, in general, each FRA
made progress in 2011/12 in delivering improvements and this could be
demonstrated by reductions in numbers of fires, casualties and RTCs.
However, they also identified some areas of concern:
In South Wales the number of deliberate fires remained a concern. The
numbers of RTCs remained broadly the same, and whilst casualties
decreased the number of fatal and serious accidents within priority
groups of young drivers and motorcyclists increased.
In Mid and West Wales the slight increase in the level of injuries
sustained in fires and the number of fatal and serious RTCs remains an
area for future focus.
The WAO concluded each FRAs is managing their improvement programme
well, but:
in South Wales public reporting of performance is not as clear as it
could be
in Mid and West Wales public reporting of performance is not as
comprehensive and clear as it could be; and
in North Wales not enough is done to compare its performance to
other, similar bodies.
The reports concluded each FRA was likely to comply with the requirement to
make arrangements to secure continuous improvement in 2012-13, although
they stated Mid and West Wales are likely to face ongoing challenges in
implementing its planned changes to services.
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More detailed information on each of the WAO reports’ summary findings can
be found at Annex F.
Performance Assessment Audits
The WAO also conducts ‘assessment of performance’ audits on an annual
basis, in which they review each FRA’s Performance Assessment, conducted
as part of the improvement planning process. They interview managers,
review supporting documents and test the reliability of performance
information. The findings are summarised and shared with the FRAs, but also
inform the WAO Annual Improvement Reports. Data Quality Reviews are
conducted to assess accuracy of performance information.
Other reviews
The WAO also have a cyclical programme of more in depth reviews of specific
aspects of corporate activities of the FRAs in Wales. In 2013-14 they are
reviewing aspects of HR. They conduct improvement studies across all LAs,
sometimes focusing on FRAs. In addition they also conduct one national
study each year, which involves work with selected Authorities and other
public bodies, and culminates in a detailed national report. In 2013 they have
also been asked by the FRAs to review the National Issues Committee (NIC)
and collaboration and partnership arrangements.
In their written responses to the Commission on Public Sector Governance
and Delivery (the Commission) in the summer of 2013, the FRAs made the
following points in relation to the current audit arrangements:
audit requirements under the Wales Programme for Improvement
(WPI) are a burden on resources;
prescriptive guidelines for identifying strengths and weaknesses in
relation to the WPI are a limitation, as they do not always inform the
FRAs about how well the service has been delivered from the users’
perspective;
objectivity and understanding of the sector are beneficial to the
process; and,
current audit and assurance arrangements do not appear to provide
complete assurance to Welsh Government Ministers around
accountability for funding provided.
The same points were raised during discussions around the project, focusing
in the main on the resource intensive nature of arrangements and the
perceived lack of high level of assurance for Ministers.
Whilst rationalisation of current arrangements could drive a more focused and
efficient system, much of the activity is driven by current legislative
requirements.
There is currently a requirement under section 17 of the Public Audit (Wales)
Act 2004 for the auditor, auditing an FRA’s accounts, to be satisfied the FRA
have made proper arrangements for securing economy, efficiency and
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effectiveness in its use of resources43. Including a statement on value for
money (VFM) in the AGW’s audit of accounts could provide the high level of
assurance around value for money which Ministers, and Accounting Officers,
require.
Like in Wales, in England,44 as part of the audit of the statement of accounts
of an FRA, it is also a requirement for the appointed auditor to be satisfied the
FRA has made proper arrangements for securing economy, efficiency and
effectiveness in its use of resources. The Code of Practice issued by the Audit
Commission in England goes further to require the appointed auditor to report
their conclusion on these arrangements which is referred to as the VFM
judgement. Consideration is needed of the implications of a poor VFM
judgement, and the possible actions which could be taken, particularly under
current funding and governance arrangements which are indirect and complex
(governance and funding arrangements are explored in more detail later in the
report).
Recommendation 5: The Chief Fire and Rescue Adviser and the WAO to
consider whether and how a Value for Money judgement could be included in
the AGW annual consideration of Statement of Accounts. It should also
assess the benefits, costs, limitations and legal implications of including such
a judgment.
6. VFM in a Changing Landscape
In light of the current, unprecedented reductions in funding, public sector
organisations are increasingly being required to demonstrate they are
providing VFM.
6.1. Current Funding Arrangements
The funding of the FRAs is governed by the Combination Scheme Orders 45 in
respect of each FRA made under the Fire Services Act 194746. The Orders
set out the expenses the FRAs shall be paid out of a Combined Fire Service
Fund, constituted and administered in accordance with the provisions in Part
IV of the Orders. The Combined Fire Services Fund for each FRA is made up
of contributions from each constituent Authority of the relevant FRA. The
43
This provision was amended by the Public Audit (Wales) Act 2013 but the amendment does not come into
force until 1 April 2014. The effect of the amendment is that the Auditor General for Wales (“the AGW”)will be
the auditor of FRAs rather than there being a duty on the AGW to appoint auditors, and therefore the
requirement in section 17 will apply to the AGW in auditing the accounts of FRAs.
44
This is required under the Code of Practice issued by the Audit Commission under section 4 of the Audit
Commission Act 1998. It requires appointed auditors to report their conclusion on the audited body’s
arrangements for securing economy, efficiency and effectiveness in its use of resources which is often referred
to as the value for money judgment.
45
The North Wales Fire Services (Combination Scheme) Order 1995 (S.I. 1995/3218); the Mid and West Wales
Fire Services (Combination Scheme) Order 1995 (S.I. 1995/3229); and the South Wales Fire Services
(Combination Scheme) Order 1995 (S.I. 1995/3230).
46
This Act was repealed by the Fire and Rescue Services Act 2004 but existing combination scheme orders,
including those set out above, were saved by virtue of section 4 of the 2004 Act.
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contributions are calculated by reference to the estimated new expenditure of
the FRA and the population of each constituent Authority.
As set out above, the majority of funding for FRAs is provided through
contributions sought by each FRA from its constituent LA. The remainder
comes from income an FRA generates and funding direct from the Welsh
Government, via the Community Fire Safety Grant.
LAs finance their contribution through a combination of council tax income
and Revenue Support Grant (RSG). For each service area funded via the
RSG, Standard Spending Assessments (SSAs) are calculated per LA, based
upon a range of factors as determined by an agreed formula. The formula is
reviewed regularly by the joint Welsh Government and LA working group, the
Distribution Sub Group. LA representation on the Distribution Sub Group is
agreed through the WLGA. The formula covers the main spending areas,
including education, social services, fire, transport and other services.
In the case of provision of funding for fire services, the SSA is calculated on a
simple formula based purely on projected population: 1.000 x Population, all
ages (projected). Calculations of SSAs for each service area are indicative
only, and the ability of LAs to set their own spending priorities remains an
important part of the RSG distribution system. Thus the contributions sought
by the FRAs from their constituent LAs have the potential to bear little
resemblance to the SSA allocations, which is consistent with the principle of
services being determined locally. Unlike in England, where FRAs can set
council tax precepts, in Wales FRAs are not precepting bodies.
It is difficult to evidence the extent to which the FRAs influence and change
the budget proposals, and in turn the role played by LAs on the FRAs when
seeking contributions. Each FRA has a different process for developing the
proposed budget to be agreed. A mixture of formal and informal consultation
takes place between Officers and Members of the FRA, and the LA Scrutiny
Committees.
In North Wales budget setting is carried out through informal meetings of the
Improvement Planning Working Group, usually with similar membership to the
Executive Panel (which deals with the appointment of senior officers,
disciplinary and pension matters, certain audit matters and other issues as the
need arises). Formal recording of proposals takes place at the Executive
Panel and once approved the proposed budget is then presented to the full
FRA. The NW FRA Treasurer consults with LA Treasurers. Briefings are also
provided to LA scrutiny committees.
In South Wales the budget is developed by overlaying requirements with
assumptions made in the Medium Term Financial Strategy and settlement
projections from Welsh Government and the WLGA. Senior management and
the Finance, Asset Management and Performance Working Group scrutinise
proposals. Further scrutiny is undertaken by the Finance, Asset Management
and Performance Committee who recommend the full budget requirement to
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the full FRA. Engagement with LAs takes place on an officer to officer basis,
with minimal Member consultation.
In Mid and West Wales informal consultation takes place with LAs to
understand pressures facing both organisations, before the FRA, and relevant
working groups and committees, consider proposals.
6.2. Funding Profiles
Current funding arrangements for FRAs do not appear to indicate significant
reductions in funding, despite the economic challenges facing all parts of the
public sector and in light of significant reductions in the numbers of fires.
Fig. 2147
Revenue
Budgets
2004-05
£000
2005-06
£000
2006-07
£000
2007-08
£000
2008-09
£000
2009-10
£000
2010-11
£000
2011-12
£000
2012/13
£000
Total Wales
Mid and
West Wales
124,947
135,310
141,728
138,959
142,663
145,788
148,732
146,777
145,830
38,748
40,318
42,724
41,417
42,537
43,644
44,398
43,687
43,470
North Wales
26,852
27,952
29,350
29,456
30,338
31,312
32,093
31,933
31,772
South Wales
59,346
67,040
69,654
68,086
69,788
70,832
72,241
71,157
70,588
Figure 21 shows the funding profile for the FRAs for the period 2004/05 until
2012/13. Using Treasury GDP deflators the 2004/05 expenditure of £124.9
million would equate to £151.4 million at 2012/13 outturn prices. This figure is
greater than the actual expenditure for 2012/13, of £145.8 million. This
equates to a real terms reduction of approximately 3.7% over the period.
Using the budget allocation figures for 2004/05 (contained in the funding
profiles table at fig. 21), and using GDP deflators, to calculate 2012/13 outturn
prices, the FRAs have made the following real term reductions:
Mid and West Wales – 7.4%
North Wales – 2.4%
South Wales – 1.9%
Each FRA has a different approach to budget setting, which accounts in part
for the different levels of reductions. The drop in 2007/08 in South and Mid
and West Wales was as a result of changes to pensions which impacted on
all FRA budgets, but particularly these two FRAs. South Wales appears to
have had a large increase in budget from 2004/05 to 2005/06, which skews
the percentages. Calculating South Wales 2005/06 expenditure, at 2012/13
outturn prices, equates to a 11.5% reduction in real terms.
Experience elsewhere
47
Approved revenue budget figures, excluding capital and Welsh Government grants, provided by each FRS.
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In England the FRAs receive their funding from two principle sources: via a
central Government grant from the Department for Communities and Local
Government, and via precepting. The Local Government Association (LGA),
in September 2012, estimated during the period of the current spending
review, from 2011/12 to 2014/15 FRAs in England will have seen cuts in
central Government grant of around 25%48.
Sir Ken Knight was commissioned by the UK Government to undertake a
review of efficiencies and operations in FRAs in England. His report, Facing
the Future, was published in May 2013. In terms of cost per head of
population, Facing the Future stated, in 2011/12, the average spend per head
in English FRAs was £38 per head49. In 2011/12 the cost per head in Wales
was50:
North Wales FRA cost per head - £45.
South Wales FRA cost per head - £47.
Mid and West Wales FRA cost per head - £51.
By comparison with the English FRAs51, these costs place all three Welsh
FRAs in the upper quartile of FRAs in England and Wales. The FRAs in
Wales have a largely rural demographic, and provision of response services
in a rural area presents specific challenges, however benchmarking and value
for money recommendations outlined earlier will help inform future decisions.
Sir Ken Knight found no evidence of a correlation between cost per head and
the population density in an area. He also compared them by family group,
and found the spread of expenditure remained. 52
It was not possible to include data relating to specific comparable FRAs in
England, Northern Ireland and Scotland, due to Welsh Government not
having a licence for the use of Chartered Institute of Public Finance and
Accountability (CIPFA) data. However, this data is available.
6.3. Planning for risk
In ensuring an effective frontline response, FRAs must consider the level of
risk, the geography and demographics of their area. Each FRA has their own
system for determining the risk in their area, and the resources required to
ensure the appropriate level of response. These systems typically combine
the use of incident – and other – data, computer modelling (MOSAIC and
FSEC), overlaid with professional judgement and expertise. Different
approaches have evolved in response to different risks in each area. The
National Issues Committee (outlined in more detail on page 54) has begun
work to standardise approaches to the formulation and sharing of risk
information. A standard approach to the formulation of Operational Tactical
48
Local Government Association briefing to Westminster Hall debate on the funding of fire and rescue services,
5 September 2012.
49
Facing the Future: findings from the review of efficiencies and operations in fire and rescue authorities in
England, Sir Ken Knight, 17 May 2013.
50
WAO Annual Improvement Reports.
51
Compared with data included in Sir Ken Knight’s report.
52
Facing the Future, Sir Ken Knight, 17 May 2013
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Plans, designed to address risk management and planning at higher risk
sites, has been developed.
All three Welsh FRAs have undertaken, or are in the process of undertaking,
reviews of the fire cover required to ensure the most appropriate distribution
of resources. Success in reducing the numbers of fires, and in the numbers of
casualties, suggests the FRAs have robust risk profiling mechanisms in place,
and they are utilising them to balance the requirement to effectively respond
to incidences in a time of changing demographics and reducing budgets
without compromising the risk to individuals or firefighters.
6.4. Prevention activity
‘…prevention not only saves lives, it also has the potential to provide
sustainable cost reductions because as risk recedes this releases operational
resources.’ – Local Government Group, Fire and Rescue Services: going the
extra mile – March 2011.
As numbers of fires have reduced, the nature of the core work of the FRAs
has changed. There has increasingly been a focus on preventing fires, and
RTCs, from occurring. Over the last ten years approximately £50 million of
community fire safety grant funding has been invested by the Welsh
Government in prevention activity in Wales, and this has supported the drive
on prevention activity. Currently prevention activity is planned on the basis of
those most at risk and targeted at vulnerable groups.
In their evidence to the project, Mid and West Wales FRS stressed the
success of the investment in fire prevention work over the last 10 years,
claiming it has resulted in the reduction of fire incidents and associated deaths
and injuries. They believe it has resulted in:
‘the potential to reduce staff at stations by altering the crewing
methods, together with a reduction in costs. Prevention work has
therefore been a form of ‘Invest to Save’, something which is entirely
consistent with Welsh Government current thinking around strategies in
other public service areas. This prevention work has historically been
funded by direct Welsh Government Grants.’53
During the course of discussions with each FRS, difficulties in planning for
prevention activity linked to uncertainty over future grant funding were alluded
to. The Welsh Government’s Fire and Rescue National Framework 2012
Onwards states the FRAs are expected to demonstrate the impact of their
work. Moving forward the FRAs need to consider how activity will be fully
embedded into core business, and not reliant on separate funding streams.
Given the current financial situation facing the public sector the FRAs
increasingly need to focus on maximising the targeting and prioritisation of
activity, and robust evaluation to ensure results are achieved with less. There
needs to be a focus on forward planning and ensuring an effective response
to future challenges.
53
Mid and West Wales comments on the Activity Information Paper collated during the project, July 2013.
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Recommendation 6: It is recommended the FRAs consider how they can
sustainably embed prevention into core business so it is less reliant on
external factors.
6.5. Realignment of resources
In discussions, each area alluded to changes to their workforce which have
taken place to reflect changing levels of risk and the increased focus on
prevention. Crewing systems have changed over the period, driven by the
FRAs risk profiling processes, to ensure an appropriate level of response
service for a reduced level of risk. In some FRA areas, and for some areas of
activity, there has been a move from the use of operational staff undertaking
prevention activity, to cheaper non-operational staff.
Fig. 2254
Wales Fire Service Personnel Posts
2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
Wholetime
Retained
Fire control
Non-operational
2004-052005-062006-072007-082008-092009-102010-112011-122012-13
Fig. 2355
Wholetime
Retained
Fire control
Non-operational
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13
1,727
1,721
1,727
1,718
1,706
1,665
1,645
1,528
1,501
1,634
1,615
1,615
1,649
1,666
1,665
1,677
1,680
1,680
117
110
107
107
116
108
113
113
113
432
526
533
539
552
573
577
583
580
The chart and table, at figures 22 and 23, appear to demonstrate an overall
reduction of around 13% in the number of whole time fire fighters; a 3%
increase in Retained Duty Staff; and, an increase of 34% in non-operational
staff between 2004/05 and 2012/13.
However, one FRS stated caution is required in relation to these figures, as
each area records their workforce figures differently. This lack of consistency
54,55
Welsh Government Stats Wales, (2013) Community Safety, [ONLINE], Accessed on: 02/11/2013
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makes comparisons challenging, and it is difficult to accurately determine the
extent to which the FRAs have realigned themselves to changing risk levels.
Recommendation 7: It is recommended the inconsistencies in data recording
relating to staffing are addressed to facilitate access to accurate and
comparable data for the purpose of benchmarking.
6.6. Public Engagement
The FRAs are required to consult with the public in relation to the
development of improvement plans. In their Annual Improvement Reports,
published in spring 2013, the WAO have reported each FRA demonstrates a
strong commitment to public engagement, as noted above they made
recommendations to all three FRAs around improving their approach. In each
areas they have recommended a more strategic, co-ordinated approach, and
more evaluation of engagement activities.
As outlined above, the changing landscape of fire risk is driving required
changes in staffing levels and locations. Proposed changes often meet with
strong local opposition, which provides a challenge to the FRAs. Critical to
overcoming these challenges is effective consultation with the public around
planned changes to improve understanding, overcoming fears and concerns,
and gain local support.
Mid and West Wales FRA recognise effective public engagement has been a
challenge and are developing mechanisms for evaluating the impact of their
community safety engagement activities. As part of their improvement
planning for 2013/14, they considered the WAO’s recommendations in
planning for consultation and engagement activity. They have employed an
evaluation officer. They are consulting on their improvement objectives for
2014/15, which include one around improving evaluation processes.
In their 2013/14 Improvement Plan, South Wales FRA included an
improvement objective around engaging with communities. They have
seconded an officer from the WAO to advise on the strategy, evaluation,
training and resources required. This officer provided advice on how to
engage with the public on their recent Fire Cover Review, and they have since
undertaken numerous engagement and consultation sessions with
communities and partners.
North Wales FRA ran a 12 week consultation on their 2013/14 Annual
Improvement Plan.
6.7. Structure
The structure of FRAs has been the subject of examination in other parts of
the UK in the past two years.
A review of the structure of the fire and rescue services in Scotland led to
reorganisation in April 2013, and the merger of the previous eight FRAs into
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one single fire service. The new national Scottish FRS is governed by a
ministerially appointed Board. The aim of the reorganisation in Scotland was
to drive efficiencies and improved outcomes.
As already alluded to in section 6.2, Sir Ken Knight’s review, Facing the
Future, examined efficiencies and operations of the FRAs in England. The UK
Government response to the review is expected imminently.
During the project there was no desire to suggest the current structure of the
FRAs in Wales is problematic. With only three FRAs in Wales, they operate
on a larger scale than in England, or in Scotland, prior to the reorganisation.
There are some areas of inconsistency across the three FRAs in Wales which
sometimes leads to issues. However, at this stage it is likely these issues can
be overcome through closer partnership working and potentially through the
National Issues Committee as a vehicle for collaboration.
As outlined in more detail in the section on Strategic Partnerships on pages
56-57, in South and Mid and West Wales the FRAs face a challenge in
engaging effectively with the range of local and regional partnerships within
their boundaries, as currently constituted. A smaller number of FRAs would
exacerbate this issue. Increasing the number of FRAs could potentially solve
the issue of a lack of co-terminosity in parts of Wales. However, these issues
can be considered in the wider context of the Williams’ Commission and
public service reform.
7. Driving Greater VFM
7.1. Collaboration
FRAs collaborate in a number of different ways, and with a number of different
organisations, on a daily basis. They collaborate with each other, to provide
response services across boundaries, to ensure consistency of service
delivery and drive efficiencies. They collaborate with other emergency
services, to provide a response and explore opportunities for efficiencies and
improvement. They collaborate with other sectors and organisations in
providing services. They also collaborate and engage with other public,
private and voluntary sector services on a regional basis to ensure
consistency of strategic direction and drive efficiencies.
Collaboration can be complex when dealing with different aims and
objectives, cultures, geographical landscapes and processes, all of which
bring specific challenges. Whilst its recognised delivery of response services
requires the flexibility to be locally determined, the FRAs frequently work
together across boundaries to provide response services, and to drive the
prevention agenda. This often involves collaboration with other emergency
services and organisations.
National Issues Committee (NIC)
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To drive further collaboration in the provision of prevention activities and
administrative support services, the FRAs established the National Issues
Committee in 2012, with a programme of work across 6 work streams. The
FRAs advise the NIC is making progress, which has been driven by close
partnership working and communication.
The NIC Annual Report, published in October 2013, indicates:
Key progress has been made since the NIC was established to
strengthen relationships and the mechanisms for working collectively
across the three FRAs. This is a real achievement, an important
stepping stone and the arrangement bodes well for the future.
The NIC appears to be making some small tangible efficiency gains.
The NIC are working towards achieving savings of £3.1m to be realised
over 5 years (£0.62m p.a). Based on a total revenue budget for all
three FRAs in 2012/13 of £145.8m, savings of £0.62m would amount to
0.4% p.a.
The NIC will be considering further savings which can be achieved.
The current financial situation facing the public sector will require greater
efficiencies to be achieved. While progress appears to have been made in
overcoming differences and cultural barriers, progress against actual
efficiencies appears to have been much slower. In the next year much greater
progress against the work streams would be expected. The NIC should look
to consider evidence and experiences of the efficiencies and improvements
made by organisations elsewhere.
Recommendation 8: The NIC should look at efficiency savings elsewhere to
share learning and drive greater reductions. The Welsh Government’s Chief
Fire and Rescue Advisor could provide advice and share experiences of
savings made elsewhere in the UK.
Shared support services
Discussions with the FRSs indicated a barrier to greater collaboration on
shared administrative and support functions is a lack of standardised terms
and conditions and pay and grading for staff carrying out similar roles in each
FRA. Potential opportunities could be lost. More consistency around equal
work of equal value would enable these opportunities to be capitalised upon.
However, through the NIC the FRAs are looking at what opportunities exist to
increase opportunities. They are considering the harmonisation of HR
functions, including development of:
an All Wales approach to all aspects of Human Resource strategy and
policy which delivers greater efficiency and improved outcomes;
a common approach to occupational health policy, which meet the needs
of all three FRAs in the most effective and efficient way;
a combined and coordinated HR resource which utilises specialist skills to
enhance service delivery across the 3 FRAs, including:
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o Investigation of a single strategic lead officer for HR management
within Wales
o Commonality of policy for Grey and Green Book staff to ensure inter
service resource sharing
o Further development of shared specialist and support functions to
deliver greater resilience and efficiency
o An All Wales recruitment, development and retirement strategy and
policy where staff are able to work between FRAs
o A standardised approach to working patterns which provides
greater inter operability between FRAs
o A common strategy and policy for succession planning on an all
Wales basis
a common strategy and policy for succession planning on an all Wales
basis;
equality of role function and remuneration through complimentary
organisational structures and processes; and,
an integrated HR IT systems which deliver seamless inter operability and
functionality.
There could be the potential for small efficiencies to be made through bringing
together some of their support functions. Further work could be undertaken to
identify areas where it would be of benefit and to quantify the costs which
could be saved.
Recommendation 9: It is recommended the FRAs explore opportunities for
efficiencies by bringing together their support functions.
Fire Safety prevention activity: common approach
Through the NIC the FRAs are looking at opportunities to bring together a
more consistent approach to the preventative agenda. In the main this
appears to focus on development of common policy, but could also benefit
from consideration of opportunities to share the administration of common
programmes and interventions.
An all-Wales approach would be beneficial in engaging the public and could
realise efficiencies through shared resourcing. The NIC needs to increase the
momentum on delivery against this work stream.
Strategic Partnerships
The increasing emphasis on collaboration and strategic partnership has
proved challenging for some FRAs. One issue is the complexity of partnership
arrangements and the number of organisations with which each FRA must
engage.
The requirement for Welsh Government grant funding bids to be signed off by
local partners has proved challenging, particularly in Mid and West and South
Wales.
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Mid and West Wales FRA, in their evidence to the Commission, point to
challenges in being accepted as partners on Local Service Boards (LSBs).
They stated this restricts their ability to influence and contribute to local
priorities at a strategic level.
In South Wales ensuring the FRA is recognised as a key partner across areas
has also proved complex. An invitation has been extended to South Wales to
provide representation at only two out of the ten LSBs, and two of the
Regional Collaborative Boards. Providing representation at ten of the LSBs at
the appropriate level of seniority, although important, would be challenging.
Whilst North Wales, in their evidence to the Commission, indicated working
with a number of LAs has not proved problematic, they accept their resources
for engaging are limited.
North Wales FRA is coterminous with other major organisations and
partnerships in the region, and this has contributed to largely effective and
well established partnership arrangements. During discussions around the
project, North Wales FRS emphasised the effective partnership arrangements
in the region go beyond co-terminosity of organisational boundaries. They
attribute the strength of arrangements to the development of strong sense of
regional identity.
However, organisational and regional boundaries do pose a challenge in the
other two FRA areas.
Co-terminosity can pose a challenge to Local Resilience Fora (LRFs). LRFs
are based on Police boundaries which, in South Wales and Mid and West
Wales, require FRA representation on two separate LRFs. This can be
resource intensive and can result in duplication of effort. Whilst the aims of
each LRF are the same, each has differing working methods and distinct
systems. Work being undertaken as part of the Compact is seeking to
improve regionalised emergency planning and is considering how duplication
of effort in a number of areas can be reduced.
Some flexibility has been shown in the approach to South Wales FRA
engaging with the LRFs. For instance, as South Wales FRA chair the
Chemical Biological Resilience Nuclear Explosive (CBRNE) Groups in both
South Wales and Gwent they have been influential in encouraging the LRFs
to create a single CBRNE group covering both areas. There are other
organisations which cover multiple LRFs such as Natural Resources Wales,
Coastguard, WAST and Public Health Wales but as national organisations
they get around the challenges by having regional representatives who
attend. The current position has not created significant problems in terms of
operational response and collaborative working for the LRFs but it does
require the FRAs to stretch their resources.
There is no easy solution. The FRAs have given evidence on this matter to
the Commission on Public Service Governance and Delivery.
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7.2. Governance Arrangements
By virtue of a combination of legislative provisions56, the FRAs are
responsible for ensuring business is conducted in accordance with the law
and proper standards, and public money is safeguarded and properly
accounted for, and used economically, efficiently and effectively. In
discharging this accountability, members and senior officers are responsible
for putting in place proper arrangements for the governance of the FRAs
affairs and the stewardship of the resources at their disposal.
All three FRAs in Wales have in place corporate governance arrangements,
and codes of conduct, which are aligned with the principles of the CIPFA/
Solace framework, Delivery Good Governance in Local Government.
The FRAs are the decision making bodies which:
o determine annual budget requirements, seeking contributions from
LAs,
o agree the levels of personnel and vehicles required,
o monitor and scrutinise performance,
o approve strategic plans and policies, and
o approve the composition of any committees, sub-committees and
working groups.
Schemes of Delegation
In order to facilitate operational and financial management throughout the
FRAs, certain powers are delegated to the Officers by the FRAs. Under the
provisions of the Local Government Act 1972, FRAs are required to maintain
a list of powers delegated to Officers and to make it available for inspection
purposes57. This list of delegated powers forms an integral part of the
Authority’s overall governance arrangements. These delegated powers may
from time to time be amended, added to or reduced in the interest of
operational efficiency as determined by each FRA, meaning different areas
have different schemes.
Pension Boards
The Public Service Pensions Act 2013 reforms public sector pension
arrangements. It is proposed the regulations being made under that Act will
require FRAs to govern, regulate and administer their individual pension
schemes from 2015, including the establishment of Pensions Boards.
Consideration of governance and any changes will need to take account of
this.
56
Including Part VIII of the Local Government Finance Act 1988, Part 1 of the Local Government Act 2003 and
Regulations made under that Part of that Act, Part II of the Public Audit (Wales) Act 2004, Part 1 of the Local
Government (Wales) Measure 2009 and the individual combination scheme orders in respect of each FRA
57
Section 100G of the Local Government Act 1972
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7.3. Current arrangements
Role of Fire and Rescue Authorities
FRAs currently perform both an executive role and scrutiny a role. The FRA
sets the strategic direction based on advice from Officers (the Chief Fire
Officer) whilst matters relating to operational activities remain with the Chief
Fire Officer. In this respect, Officers advise and Members decide. Chief Fire
Officers are appointed by and are accountable to the FRA.
Given the significant financial pressures being faced by all public services,
strong political leadership has never been more important to ensure FRSs
continue to become more efficient, deliver value for money to the public and
are accountable to the public. Some of the decisions being made to better
match resources to risk can be unpalatable and the rationale for such
decisions needs to be communicated clearly, supported by evidence. It is
recognised that activity levels have decreased significantly for the FRS whilst
the level of resources has remained largely the same as was previously the
case.
The funding arrangements also require an openness and transparency with
constituent LAs who are asked to take a view as to the levy provided and to
balance this against their other, often competing, financial pressures locally.
As budgets become even tighter, it becomes even more important decisions
are able to be scrutinised by those affected, whilst recognising the harsh
reality of doing more with less, the same with less or even less with less in the
future.
Principles such as devising stronger democratic processes; providing a
greater focus on achieving stronger performance outcomes, as well as
focusing spend on delivery rather than support functions, are key to future
change.
Sir Ken Knight, in Facing the Future, stated the FRAs in England making the
greatest strides towards efficiencies were those with the greatest separation
of responsibilities between operational advice from the professional arm
(Officers of the Authority) and decisions taken by the political arm (Members
of the Authority).
Robust and transparent scrutiny
It is difficult to evidence a robust level of challenge by the FRAs, and there is
a lack of transparency around key decisions. Publically available information
(for example, minutes of FRA, and other committee, meetings) usually
records the sign off of key decisions, such as the budget and Improvement
Plan. Whilst officers have indicated a great deal of consultation and briefing is
provided in the run up to key decisions being taken, it could be argued it does
not constitute effective and transparent scrutiny and challenge. Greater
challenge can be seen when FRAs are faced with difficult decisions, to which
there is strong opposition. Officers, in a professional capacity, have the
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knowledge and expertise to make decisions about the operational
management of the service. A large amount of officer time is utilised in
providing briefing, sharing their professional knowledge with Members to
inform decisions. There is a lack of evidence around the knowledge and
capacity of FRA members to provide effective challenge, particularly when
they are operating on a part time basis and in a regional capacity.
A lack of separation between the executive and the scrutiny functions of FRAs
could lead to a lack of clarity around the role of members. Evidence of how
effectively the FRA carries out scrutiny was difficult to obtain. Minutes of
meetings indicate most decisions are approved with little challenge, indicating
little transparent scrutiny. However, the FRSs officers indicated informal
engagement with members also takes place.
Anecdotal evidence suggests the public’s strong attachment to the fire
services has the potential to constrain the difficult decisions required to
ensure the most efficient and effective service in a changing landscape. The
FRAs in Wales have faced local public opposition to attempts to reconfigure
services to changing risk profiles and reduced funding. As well as the
potential conflict facing FRA members in fulfilling their executive role and
scrutinising decisions, the local – regional dimension in Wales adds another
layer of complexity. Local accountability is played out through regional
arrangements. This could present a conflict for Members, although it could be
argued the regional make up of FRAs decreases the risk of personal
preferences having undue influence over effective decision making
processes, as the majority of members will not be from the area(s) affected.
In their evidence to the Williams Commission, North Wales FRA makes
reference to barriers to change, including:
‘the public’s perception of ‘winning and losing’ – the Authority takes a
strategic view of services for the whole of North Wales. However, that
is not how people view their local service, and can resist changing what
they have become accustomed to, despite reassurances…people will
first and foremost seek to apply pressure to secure services for
themselves, which may be at odds with the strategic view that the
service-provider must maintain. This is particularly important in the
context of changing boundaries, and the possibility that people’s
individual voices may fade before they reach the decision-makers.’58
Communication and public engagement (more information on page on public
engagement is included in section 6.6 on page 49) can help overcome these
barriers. The Local Government Act 2000 resulted in separating the executive
from the non-executive functions in LAs. Downe and Ashworth, in their
Evaluation of the Scrutiny Development Fund in Wales (2012),59 state the
evidence suggests this has been successful in creating clear and transparent
political leadership.
58
59
North Wales FRS Evidence to the Commission on Public Service Governance and Delivery.
Evaluation of the Scrutiny Development Fund in Wales, Downe and Ashworth, 2012.
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Appointment, Role and Functions of Chief Fire Officer
Article 23 of the combination scheme orders, which established the current
FRAs, transferred the employees of the previous fire brigades to the FRAs.
Article 9 enables the FRAs to appoint such other officers and employees as
the FRA think necessary for the efficient discharge of their functions.
Section 101 of the Local Government Act 1972 applies to FRAs and allows
the FRA to arrange for the discharge of their functions by an officer of the
Authority. Responsibilities are delegated to the Chief Fire Officer under
Schemes of Delegations.
The statutory framework for the Police is very different. The role of the Police
and Crime Commissioner (PCC) and the Chief Constable are both set out in
legislation, as are their functions. PCCs set the overall direction of the police
force, its budget and priorities. Police and Crime Panels scrutinise PCCs. The
Chief Constable is responsible for managing and running the Police force.
The Wales Ambulance Service Trust (WAST) operates under a different
governance model. It was established in 2009 as an all Wales Trust. The
planning of emergency ambulance services is currently driven by Welsh
Government policy and WAST are accountable to the Minister for Health and
Social Services for a suite of key service standards which are set out in the
Welsh Government’s Annual Quality Framework. A Trust Board was
established, comprising, the Chairman, Chief Executive and four executive
directors, and seven non executive directors. The Board’s role is to:
Set the policy and strategic direction of the Trust;
Manage the Risk;
Manage its people and resources;
Establish governance systems to enable it to effectively measure
progress and performance, and to make sure this is achieved;
Work in partnership with key stakeholders, both internal and external.
Strategic commissioning of services was previously the responsibility of
Health Commission Wales (HCW) which was superseded by Wales Health
and Social Services Commission in 2010 and commissioned services from
WAST on behalf of LHBs. WAST is performance managed by both WHSSC
and the Welsh Government.
The Strategic Review of WAST, published in April 2013, found within the
current accountability and governance structures there is a significant lack of
accountability.
Complexity of Current Funding Arrangements
As noted elsewhere, under current arrangements, the fire component of the
RSG is distributed purely on population, and the contributions the FRAs seek
from their constituent LAs do differ significantly from the amounts allocated
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under the RSG formula. However, a key principle of the funding arrangements
is the Authorities are not required to spend the funding in line with the
allocations.
It is difficult to evidence the level of robust challenge provided by the current
system. Current budget setting arrangements are complex and indirect, and
provide Welsh Government Ministers with little assurance or direct influence
over the funding spent on fire services.
Little evidence could be found of transparent scrutiny of budget proposals.
Formal consideration of budget and planning proposals takes place in public
but this is usually at a point when proposals are signed off, with little apparent
challenge (according to the minutes of FRA, and other committee, meetings).
However, in providing evidence to the project, the FRSs have indicated
informal consultation takes place, often on an official to official basis, behind
the scenes to develop proposals which will be accepted by the FRA, and in
turn the LAs, from which final contributions are sought. It is unclear the extent
to which the process is robust and meaningful. The fact budgets appear to
have been relatively protected over recent years indicates there has not been
strong challenge or direction from the FRAs or LAs.
FRAs are part of the democratic structure of local government and current
funding arrangements reflect this. However, the arrangements are complex,
indirect and offer little evidence of effective challenge and scrutiny around the
level of funding requested. There is also little opportunity for the Welsh
Government to directly influence funding levels, should it determine more or
less funding is required.
7.4 Options for future arrangements
The analysis of the current governance and funding arrangements has
highlighted a number of areas which need to be addressed. Different models
exist, at local, regional and national level. Scotland and New Zealand have
national fire services, funded nationally and governed by Ministerially
appointed independent Boards.
The following recommendations made need to be considered in the wider context of
the Williams’ Commission:
Recommendation 10: Executive versus scrutiny functions: It is recommended there
should be a split between the operational management and scrutiny functions of the
FRAs. It is therefore proposed the reform of fire and rescue services should include
proposals to establish chief fire officers and prescribe the functions of the position
which would largely relate to the operational management of fire and rescue
services.
Recommendation 11: Accountability: A new model is recommended. There is
potential for a model to include elements of both national and local accountability.
The new model should address the need to monitor the performance of the body or
bodies responsible for fire and rescue services in the exercise of their functions.
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Currently the strategic direction is set nationally, via the National Framework for
FRS’, and the FRAs must have regard to the Framework in carrying out their duties.
A reformed model will therefore need to ensure the body or bodies responsible for
fire and rescue services in Wales have regard to the Framework, and appropriate
governance mechanisms are in place.
Recommendation 12: Funding: the current funding model is indirect, complex and
lacks transparency and a new model is recommended. Any new model must reflect
the desired accountability and governance structure, taking into account how the
funding for fire and rescue service is calculated and allocated, and increase the
accountability and scrutiny relating to funding. It is important the funding reflects the
structure and governance, not the other way round.
8. Conclusions and Recommendations
Since devolution of responsibility in 2004/05, the nature of the role of the FRAs in
Wales has changed significantly. The number of fires attended has reduced by
57%. Societal factors have contributed, such as changes in regulations making
houses and home appliances safer and furniture and other materials more fire
resistant. Lifestyle changes have also had an impact as the number of smokers
reduced in Wales, and people moved from using chip pans to deep fat fryers.
Alongside this, the increased focus on the prevention agenda appears to have
contributed to making people in Wales safer from the risk of fire.
Overall, FRAs in Wales appear to be performing well. Particularly in areas of
activity where they have lead responsibility for delivery, solid progress has been
made since devolution. People in Wales are now safer from the risk of fire –
numbers of fires, and the numbers of deaths and casualties as a result of fires,
have reduced significantly over the period.
However, there are a couple of areas where progress has not been as significant.
The FRAs still attend very high numbers of false alarms. In 2012/13 the FRAs in
Wales attended 15,083 false alarms. By comparison, in the same year they
attended 11,420 fires60. This clearly has significant resource implications for the
service and improvements in this area could substantially contribute to required
efficiency savings. Progress has been made in driving down malicious false
alarms, but non-malicious false alarms remain considerably high. Other public
sector organisations have a part to play, as a high number of false alarms are
generated by parts of the public sector estate. The report concludes action is
required to draw together key partners to raise the profile and drive momentum to
reduce the numbers.
Numbers of RTCs have reduced, although progress has not been as significant
as reductions in the number of fires. A number of organisations have
responsibility for responding to, and preventing, RTCs which makes it difficult to
directly correlate the contribution of FRAs activity to improvements in outcomes.
According to the FRAs, the cessation in Welsh Government grant funding in
2012/13 made delivering prevention of RTCs challenging. The Welsh
60
Stats Wales.
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Government’s Road Safety Framework 2013 sets challenging targets and calls
upon all partners to align their activity to the objectives in the framework.
This report concludes the review of the Welsh Government’s Fire and Rescue
National Framework (National Framework) needs to make explicit links with the
Road Safety Framework. It recommends an element of future Welsh Government
Community Fire Safety Grant is prioritised for delivery against activity relating to
RTCs. It also recommends the review of the National Framework draws out the
importance of FRAs developing effective mechanisms for measuring their
contribution to improving outcomes in relation to RTCs.
This research found little evidence of robust benchmarking and highlighted
inconsistencies in how the three FRAs record and use information which makes it
challenging for them, and others, to compare performance. The report
recommends this is addressed through the review of the National Framework,
drawing upon the expertise of the Chief Fire and Rescue Adviser.
The report also found it has been difficult in the past to provide full assurance to
Ministers around Value for Money (VFM). This is despite a multitude audit and
assurance arrangements which are currently in place. The report concludes
current arrangements fulfil legal requirements and are useful to the FRAs in
helping provide information to drive improvements in performance. However,
there appears to be gap at a high level relating to assurance around VFM.
The inconsistencies in the way information is recorded in each FRA, identified in
relation to benchmarking, also make it difficult to draw high level assurances
around VFM. The report concludes consideration should be given as to whether it
would be possible to include a VFM judgement in the Auditor General for Wales’
(AGWs) annual audit of the statement of accounts, to fill a gap in current
arrangements.
The amount of funding received by the FRAs has remained relatively consistent
over time, and does not appear to reflect the reductions in core operational
activity reflected in the reductions in numbers of fires. The revenue budget in
2012/13 reflects a real terms reduction of approximately 3.6%. The FRAs argue
this is due to driving resources into the prevention agenda as the requirement to
respond has reduced. This could have resulted in a realignment of the workforce,
as the prevention agenda can be delivered by a mix of operational and (less
expensive) non-operational staff reducing the number of whole time fire fighters
required. Inconsistencies in the way workforce information is recorded and used
made it difficult to ascertain the extent to which the workforce has been realigned.
Whilst some reduction in the number of whole time staff can be seen, the shift
does not appear to be as significant as might be expected given the reduction in
core response work requiring operational staff. Different approaches to recording
staff information made it difficult to ascertain whether these whole time staff are
operational or non-operational. The report concludes the inconsistencies in data
collection should be addressed, and this should be picked up through the review
of the National Framework.
In driving greater VFM this report considered collaboration. The National Issues
Committee (NIC) has been established to drive forward greater collaboration. It
has identified modest efficiency savings equating to £3.1m over five years. Based
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on the total revenue budget for all three FRAs in 2012/13, this equates to savings
of approximately 0.4% per annum. Its annual report, published in October 2013,
indicates some progress has been made but momentum now needs to be
increased.
The NIC annual report indicated the main challenges to making progress were
inconsistencies in the collection and availability of information, and overcoming
differences in processes used in each FRS. It appears the NIC’s most significant
area of progress has been in building relationships and identifying areas where
consistency needs to be improved. This provides a solid foundation on which to
build, but momentum now needs to build to ensure greater progress towards
efficiencies is made.
The report also concludes current governance, scrutiny and funding
arrangements are complex and lack transparency. FRAs, as currently
constituted, perform both an executive role relating to the strategic delivery of the
fire and rescue services, as well as a role in scrutinising the decisions, budget
proposals and improvement plans. This places members in a position of conflict.
Evidence of how robustly the FRAs fulfil their scrutiny role was difficult to find.
Similarly, funding arrangements are complex, indirect and lack transparency.
Little evidence could be found of a transparent scrutiny role for LA members in
providing contributions. The report draws out these issues and provides a series
of options for future consideration, based on the outcome of the Commission’s
deliberations.
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9. Recommendations:
Recommendations made in the report are summarised here:
Recommendation 1: It is recommended a cross sector task and finish group be
established to facilitate consideration of the issues relating to false alarms, to raise
the profile of the issue in key sectors and galvanise action. In the first instance the
group should look to provide enhanced information on the numbers of false alarms
per sector, and the resource implications, to inform priority action.
Recommendation 2: It is recommended a series of actions are taken to improve
road safety including prioritising Community Safety Grant funding in this area the
review and strengthening the Fire and Rescue National Framework. Additionally,
through RBA methodology effective mechanisms should be put in place to effectively
measure the FRAs role in reducing RTCs.
Recommendation 3: It is recommended the review of the Welsh Government Fire
and Rescue National Framework 2012 Onwards places emphasis on the importance
of benchmarking and considers how FRAs might overcome the challenges identified,
drawing on the expertise of the Chief Fire and Rescue Advisor.
Recommendation 4: The Chief Fire and Rescue Adviser for Wales to be tasked
with reviewing the current audit/inspection process with the WAO and advise the
Minister as to next steps. Views from the FRAs to be taken into account within this
review.
Recommendation 5: The Chief Fire and Rescue Adviser and the WAO to consider
whether and how a Value for Money judgement could be included in the AGW
annual consideration of Statement of Accounts. It should also assess the benefits,
costs, limitations and legal implications of including such a judgment.
Recommendation 6: It is recommended the FRAs consider how they can
sustainably embed prevention into core business so it is less reliant on external
factors.
Recommendation 7: It is recommended the inconsistencies in data recording
relating to staffing are addressed to facilitate access to accurate and comparable
data for the purpose of benchmarking.
Recommendation 8: The NIC should look at efficiency savings elsewhere to share
learning and drive greater reductions. The Welsh Government’s Chief Fire and
Rescue Advisor could provide advice and share experiences of savings made
elsewhere in the UK.
Recommendation 9: It is recommended the FRAs explore opportunities for
efficiencies by bringing together their back office functions.
The following recommendations should be considered in the wider context of public
service reform
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Recommendation 10: Executive versus scrutiny functions: It is recommended there
should be a split between the operational management and scrutiny functions of the
FRAs. It is therefore proposed the reform of fire and rescue services should include
proposals to establish chief fire officers and prescribe the functions of the position
which would largely relate to the operational management of fire and rescue
services;
Recommendation 11: Accountability and governance: A new model is
recommended. There is potential for a model to include elements of both national
and local accountability. The new model should address the need to monitor the
performance of the body or bodies responsible for fire and rescue services in the
exercise of their functions. A reformed model will therefore need to ensure the body
or bodies responsible for fire and rescue services in Wales have regard to the
Framework, and appropriate governance mechanisms are in place;
Recommendation 12: Funding: the current funding model is indirect, complex and
lacks transparency and a new model is recommended. Any new model must reflect
the desired accountability and governance structure, taking into account how the
funding for fire and rescue service is calculated and allocated, and increase the
accountability and scrutiny relating to funding. It is important the funding reflects the
structure and governance, not the other way round.
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Annex A – Project Brief
The Project Brief
1. Is a key requirement of project Start-Up
2. Includes the Project Approach
3. Must be approved and signed of by the SRO/Project Board
4. Precedes the production of a full Business Case
5. Is an important document for initial communication with key stakeholders
6. Is a key contributor to the Project Initiation Documentation
Guidance
Project Background
Begin with a brief description of the project.
Identify strategic and business drivers and
associated policy decisions. Include relevant
history and a brief summary of current
operations.
2014 will mark ten years since responsibility for the Fire and Rescue Services
(FRSS) in Wales was devolved to the Welsh Government (WG), and there have
been many social and economic changes in that time. The WG budget has
already been reduced by over £1 billion since 2010-11, and the next UK
Spending Review is certain to reduce funding even further. This will inevitably
lead to increased financial pressures across the public sector.
There have also been many changes to the work of the FRSS in Wales over the
last ten years, and the ‘Fire and Rescue Services in Wales Project 2013’ will
focus on examining current activity to assess its continued effectiveness and
value for money. It is proposed that a working group, made up of WG officials,
FRSS representatives and other key stakeholders, be established to jointly
oversee the development of this work.
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Background
In 2012 the Fire and Rescue Authorities (FRAs) in Wales produced a ‘Strategic
Outline Case and Discussion Document’. The former Minister for Local
Government and Communities requested further data in some areas to
underpin this work. The FRAs provided the information which was analysed
by the Fire and Rescue Adviser and Inspector for Wales. Some anomalies in
the available data remain, along with gaps in the narrative behind the data. It is
therefore proposed to undertake a broader piece of work, as described above
and outlined in more detail below.
Project Approach
There will be 3 phases to this work.
Briefly outline the type of solution to be
developed by the project and the Approach of
delivering that solution (if known at this point).
Where possible you should also identify any
environment into which the solution must fit (ie
an IT area, policy area etc).
Phase 1 – gathering information
This phase is about establishing a clear and transparent picture. This will
include gathering information on:
Current FRSS activity:
(The type of solution simply refers to whether
the end result will be and IT of paper based
solution, do we develop it in house or bring in
external suppliers/contractors, is the approach
being taken in line with a specific WG ie
corporate, programme, Ministerial objective etc
?)
-
statutory and non statutory functions
-
prevention, protection and rescue
-
support functions
Funding sources
Workforce model
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-
headcount and specialisms
-
structures
-
operational delivery models and rationale
Governance
Estates
Statistics and performance management
Scrutiny and assurance
Collaboration and engagement
-
NIC
-
FRSS representation
Other activity and the impact
-
UK
-
Other emergency services
-
Other
-
Interoperability of systems
Phase 2 – analysis of information
This phase will become clearer as phase 1 progresses. Some key questions
that may need to be asked:
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Are there any gaps in activity?
Are current activities effective?
What else is going on elsewhere?
Are the workforce models the right ones? What other models exist
elsewhere?
What has the NIC achieved?
Are there further opportunities for collaboration?
How is VFM achieved?
Phase 3 – report and recommendations
A report and recommendations will be presented to the Minister for Local
Government and Government Business, including:
Conclusions of information gathering and analysis
Recommendations
Links to other work
Project Definition, Outcomes & Deliverables & Critical Success Factors
Project Definition
In the first instance the project will provide a full picture of the current shape
of the FRSS in Wales, filling in gaps in current information and the narrative
behind disparate data that is found.
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Briefly explain what the project needs to achieve
and how the intended outcomes will be
delivered.
This will inform a second stage of work to analyse the current picture to
ensure that activity continues to be effective and value for money.
What will success look like?
Outcomes and Deliverables
Define or clarify the objectives of the project in
terms of outcomes, products and deliverables
as known at this stage.
Critical Success Factors
A small working group, consisting of key WG officials, the FRSS and other key
stakeholders will be established to take forward the work. It will meet regularly
to provide an assurance role around the collection and analysis of information.
A report and recommendations will be presented to the Minister for Local
Government and Government Business.
Effective partnership working is critical.
Identify outcomes that must be achieved to meet
the stated business requirement.
Briefly describe at this point what is likely to be
included and what is likely to be out of the
In Scope
Out of Scope
N/A
N/A
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project
Quality Expectations
Outline any quality standards or ways of
working that must be met to ensure fitness for
purpose. These will be further defined in the
Quality Management Strategy. But should
included details of whether quality reviews have
been planned and budgeted.
Assurance by Working Group
Please contact the WG Gateway Hub Team for
further details mailto:Programmes&Projects@wales.gsi.gov.uk.
Quality Assurance
Identify any quality reviews or audits to be
conducted and who will be responsible for
conducting them. Define any management
processes needed to support delivery such as
change control and configuration management.
N/A
Constraints/Key Dependencies/Risks
Note major barriers or dependencies that may
affect this project, such as funding, staff
Partnership working is critical.
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resources and the outcomes of related projects.
Make sure these are reflected in the Risk and
Issues Logs for your project where relevant - If
they have affected other projects then they are
likely to affect yours.
Make sure you also review the WG PPM Lessons
Learned Database to find out common risks and
issues for programmes and projects.
Lack of resources could present a risk to the project. This will be managed
through careful planning.
Proposed fire fighter strike could potentially pose a risk to the timing of the
project.
Information will feed into the Commission on Public Service Governance and
Delivery.
PPM Lessons Learned
The Fire and Rescue National Framework 2012 will be reviewed in late 2013
and the outcome of the project must feed into the review.
Expected Timescales
Indicate expected timescales, as known at this
point.
Project completion in 6-8 months.
Phase 1 – gathering of information: 4 months
Phase 2 – analysis of information: 1 month
Phase 3 – recommendations and report: 1 month
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Project Management Team Structure
Define key personnel involved in project
delivery. If posts have not yet been allocated
annotate with TBC.
Alyson Francis – SRO
Bethan Webber – Project Manager
Assistant Fire Advisor
Fire and Armed Forces Branch EO
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Annex B – Working Group Terms of Reference
Fire and Rescue Services (FRSS) in Wales Project 2013
Working Group
Terms of Reference
Statement of Purpose
1. The Welsh Government (WG) is committed to delivering safe and strong
communities in Wales. Through the Programme for Government the aim is
to:
Make our communities safer through reductions in…the incidence and
impact of fires as well as effective coordination of emergencies.
2. The purpose of the project is to examine the current activity of the Fire and
Rescue Services (FRSS) in Wales, filling in gaps in current information and
the narrative behind it, and assessing its continued effectiveness and value
for money.
3. Information gathered will be analysed to inform a report and
recommendations to the Minister for Local Government and Government
Business.
4. Where appropriate, relevant conclusions and recommendations will be
submitted to the Commission on Public Service Governance and Delivery
for consideration alongside their examination of the wider public sector.
5. The Commission will also obtain evidence directly from the Fire and Rescue
Authorities (FRAs) and FRSS in Wales as part of their consultation process.
6. In collecting and analysing information, the project Working Group will seek
to work to the Commission’s principle of ‘diagnose before cure.’
Scope and Functions
7. The Working Group will oversee the development of information and
preparation of a report and recommendations. The review will be conducted
in 3 phases:
Phase 1 – gathering of information;
Phase 2 – analysis of information;
Phase 3 – production of a report and recommendations.
8. The Working Group will manage the progress of the project ensuring key
milestones are met.
Phase 1
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9. The Working Group will, in phase 1, provide an assurance role in relation to
the gathering of information about the current activity of the FRSS in Wales.
To ensure a complete picture is available, information will be collected under
the following areas:
Current FRSS activity: statutory and non-statutory functions
Funding sources
Workforce models
Governance
Estates
Statistics and performance management
Scrutiny and assurance
Collaboration and engagement
Other activity and the impact
10. Members of the Working Group will signpost the project manager to
available data to ensure gaps in information, and the narrative behind that
information, can be filled.
Phase 2
11. The Working Group will oversee an analysis of the information gathered in
phase 1. They will provide clarity and help identify issues and risks.
12. To ensure appropriate alignment, and avoid duplication of effort, it is
anticipated that the analysis of information will be carried out in line with the
six areas to be examined by the Commission, namely:
Performance
Scale and Capability
Complexity
Governance, Scrutiny and Delivery
Culture and Leadership
The Welsh Government
Phase 3
13. The analysis carried out in phase 2 will inform the development of a report,
with conclusions and recommendations. This report will be a report to the
Minister for Local Government and Government Business.
14. A section of the report will look to directly draw out conclusions and
recommendations that would be more appropriately considered by the
Commission, in line with their examination of the wider public sector.
Membership and Attendance
15. The Working Group will be chaired by the Deputy Head of Community
Safety, Community Safety Division, Welsh Government.
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16. The Membership of the Working Group will comprise:
Alyson Francis
Bethan Webber
Kingsley Rees
TBC
Simon Smith
Richard Smith
Huw Jakeway
TBC
Steve Pomeroy
Chair - Deputy Head of Community
Safety, Community Safety Division,
Welsh Government
Welsh Government
Head of Fire and Armed Services
Branch, Welsh Government
Welsh Government Fire Adviser
North Wales FRS
Mid and West Wales FRS
South Wales FRS
WLGA
Secretariat, Commission on Public
Service Governance and Delivery
17. Where members are unable to attend, substitutes may be nominated.
18. In support of its business, the Working Group may amend membership or
invite others to attend.
19. In support of its business, the Working Group may establish meetings in
addition to those scheduled.
20. Membership will be reviewed at the end of phase 1 of the project to ensure
all interested parties are represented for subsequent phases. In particular,
consideration will be given to Trade Union and Fire and Rescue Authority
representation.
Arrangements for Meetings
21. For the period commencing June 2013, the Working Group will meet as
required.
22. The Secretariat of the Working Group will be provided by Welsh
Government
23. The Secretariat will aim to circulate the agenda and papers one week prior
to the Working Group meeting.
24. Following each meeting, confirmed minutes will be distributed to members
within a week.
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Annex C
Data Quality Issues
In some instances there are issues with discontinuity of data collection systems
which make direct comparisons over time difficult. For example, caution is required
when making comparisons between data collected via the Fire Data Report system
and the Incident Recording System (introduced in 2009-10) which replaced it.
For background information on data collection, and more information on possible
discontinuities in times series and other data comparison issues, please refer to the
attached Data Quality Review:
http://wales.gov.uk/statistics-and-research/fire-statistics/?lang=en#/statistics-andresearch/fire-statistics/fire-statistics-quality-report/?lang=en
More information relating to data quality, can be found in the latest ‘Fire Statistics,
Wales’ bulletin:
http://wales.gov.uk/statistics-and-research/fire-statistics/?lang=en
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Annex D
OPERATIONAL ASSURANCE OF SERVICE DELIVERY
PEER ASSESSMENT SUMMARY REPORT
2012-2013
Report Author:
Date:
Brian Fraser – Fire & Rescue Adviser
Welsh Government
June 2013
1. INTRODUCTION
1.1 The Welsh Government introduced arrangements for the assessment of FRS
operational performance in November 2006. The assessment process forms part of
the Welsh Government’s improvement, planning and assessment arrangements and
involves Fire and Rescue Services (FRS) carrying out a self assessment against a
centrally provided framework on a specific delivery area each year. Each FRS self
assessment is assessed through a peer review by a team of members of the other
two FRSS in Wales, supported by officials from the Welsh Government and Wales
Audit Office (WAO).
1.2 The year 2012/13 was the final year of assessment within a three year cycle.
Observations and recommendations contained within individual reports which are
produced for Fire and Rescue Authorities (FRAs) are designed to support
enhancement of their policies and procedures and, under improvement planning
arrangements within the Local Government (Wales) Measure 2009 (2009 Measure),
to inform the FRSS own wider self assessment of performance across the whole
range of functions.
1.3 The assessment in 2012-13 focussed on Legislative Fire Safety and ‘Direction
of Travel’.
1.4 Legislative Fire Safety is the term used to define the FRSS response to their
statutory duty to enforce the Regulatory Reform (Fire Safety) Order 2005. This
Order places responsibility for safety from fire within most non domestic premises,
on the owner or operator of a building.
1.5 The responsibility on the FRS implicitly includes ‘Enabling’ those responsible
for a building to understand their responsibilities and how best to ensure safety from
fire for occupants’. This also includes ‘Enforcement,’ where serious breaches or
repeated failures of the law exist.
1.6 The ‘Direction of Travel’ theme reviews progress against recommendations
from previous years’ assessments.
1.7 This report identifies the Fire and Rescue Adviser’s view of the position across
Wales based on the Peer Assessment Team (PAT) findings. It also highlights areas
of good practice and some of the key areas which the PAT suggested required
further attention.
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2. FIRE AND RESCUE ADVISER’S VIEW ON THE PEER ASSESSMENT TEAMS
FINDINGS
2.1 In relation to Legislative Fire Safety, the PAT’s view was that individually all
three FRS had provided comprehensive and reliable evidence to support the
information detailed within their self assessments. In terms of ‘Direction of Travel’,
the PAT confirmed the progress made for each FRS against the recommendations
were accurate.
2.2 The PAT found examples of collaboration through sharing information with other
FRS through the All Wales Fire Safety Officer Forum, National Issues Committee
Fire Safety work streams and the All Wales Legislative Fire Safety Group. Formal
partnership arrangements with other sectors were evidenced, including NHS Wales
and Care and Social Services Inspectorate Wales. There was also evidence of data
sharing with external partners, such as LA housing departments in relation to
Houses of Multiple Occupations (HMOs) and examples of enforcement notices being
served as a result of such information transfer.
2.3 The PAT identified that a number of opportunities for collaboration and
integration of functions and services had not been taken. For example, the
introduction of different management information systems across Wales. The
National Issues Committee (NIC) has identified a work stream for Legislative Fire
Safety, which the FRS anticipate will provide a conduit for greater and more
meaningful collaboration, making more effective use of available resources. One of
the key areas being developed under this work stream is an All Wales Fire Safety
Prosecution Function aimed at bringing consistency and efficiency in this field.
2.4 There are other areas which offer the opportunity for closer working that would
provide more consistency of service delivery across Wales and possible cost
savings, and it is envisaged that the NIC could explore these.
2.5 These areas include:More consistency in prioritising risk – Each individual FRS conducts trend
analysis to pick up emerging risks. There would be benefit in developing a
systematic and consistent approach to this across the three FRSs.
Management Information Systems - Each FRS has an Information System
relating to Legislative Fire Safety. Two have systems that are able to make
premises risk information available to other internal functions such as community
fire safety and operational intelligence. The third was in the process of acquiring
such a system. The development of separate systems was a missed opportunity
to collaborate on an All Wales system which would allow closer working between
the three Services, greater consistency for the public and potential savings in
procurement and support for the system.
Staffing Resources – All three FRSs have different staffing structures and terms
and conditions in place. This is to ensure the Fire Safety function fits into their
overarching staffing structures which also differ. There were innovative practices
being introduced in two of the FRS which were leading to higher productivity and
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considerable cost savings (eg agile working in South Wales FRS and in North
Wales FRS where non-operational staff are now employed as Fire Safety
officers). Whilst the innovative approach to staffing the Fire Safety function in
North Wales FRS was new, and has yet to be fully reviewed, the other FRSS
should at some point look to North Wales and consider the case for similar
staffing arrangements in their own organisation.
Performance Management – All three FRS are embedding the introduction of
outcome based performance measures locally which support national indicators
on Fire Protection. FRSS should work together to ensure a consistent approach
across Wales, allowing benchmarking and comparison.
3. OVERVIEW OF PROTECTION (Legislative Fire Safety)
3.1 As highlighted within the individual FRA peer reports, the PAT confirmed that
each FRS provided reliable evidence to demonstrate the views provided in their self
assessment returns and were able to provide additional information on site on issues
not initially reflected.
3.2 The PAT identified some examples of good practice as well as making
recommendations where further improvements were required. A full list of proposals
for improvement specific to each Service can be found at Annex 1.
Data Analysis and Prioritisation of Risk
3.3 All three FRSS have processes in place to prioritise activity based on risk, and
collate a ‘Risk Based Inspection Programme (RBIP)’. However, only North Wales
FRS identified they could adjust inspection frequencies to allow proactive targeting of
specific types and uses of premises in response to either local or national issues.
The PAT noted inconsistent approaches across the three FRS, for integrating
information which could influence their RBIP, such as incident data and Fire
Investigation reports.
3.4 The FRSS conduct trend analysis to pick up emerging risks; however it was not
clear whether there was a systematic methodology within or across services on how
this was done. The PAT was unable to confirm how trends were accounted for within
core strategy or business planning for legislative fire safety.
The PAT recommended that systems of trend analysis are reviewed.
Allocation of Resources
3.5 Mid and West Wales FRS and North Wales FRS are both organised locally
through a County Command based structure where functions such as legislative fire
safety are devolved to local areas supported by a central Legislative Fire Safety
function. The PAT found evidence that this was a useful way to flexibly manage risk
and re-direct staff across functions to priorities locally. In Mid and West Wales FRS
however, there was evidence of competing central and command based priorities. In
some instances central priorities were overruled at county level, where priority was
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given to operational activity, reducing the resource available for the Fire Safety
function as a consequence. This was also identified in a previous Operational
Assurance process (2008-2009), where it was noted Legislative Fire Safety was not
meeting agreed performance standards.
3.6 South Wales FRSS structure is based on a single fire safety function. A
recently implemented “agile working” system (where Fire Safety officers work flexible
hours from home and across locations in the Service), has resulted in decreased
staff costs and increased output. There was evidence of this duty system being well
received by current and prospective staff, and was commonly cited as family friendly.
3.7 North Wales FRS employs non-operational staff as Fire Safety officers. This
was a relatively new concept within the FRS but was very well received by the
service, appeared to be working well, and had brought cost efficiencies.
3.8 All FRSS appeared to have times when warranted Fire Safety officers were
unavailable to respond to Legislative Fire Safety matters outside of office hours.
Although the services confirmed there was an informal attempt to maintain warranted
officers on tactical officer rotas, there was no mandatory policy to maintain a
legislative fire safety officer availability 24/7.
The PAT recommended this area was reviewed in all three FRSS with a possibility of
providing cross service availability.
Engagement and Planning
3.9 The FRSS outlined several examples of mechanisms for staff to engage with
internal stakeholders to plan activity. This included interdepartmental working groups
developing plans for activity in areas such as Unwanted Fire Signals.61
3.10 Positive examples of external stakeholder and delivery partner activities were
provided, though it was not consistently clear to the PAT how these stakeholders
were involved in the planning of activity.
3.11 Formal partnership arrangements with other sectors were evidenced within
two of the FRSS with examples of enforcement notices being served as a result of
information transfer.
The PAT recommended the planning process be reviewed to ensure all stakeholder
priorities are accounted for.
Consistent Systems of Delivery
3.12 All Services outlined formalised quality assurance processes, including
methods such as workflow audits.
61
Unwanted Fire Signals – False alarms generated from premises protected by automatic fire detection and fire
alarm systems (eg Residential Care Homes).
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Measuring and Evaluating Effectiveness
3.13 The FRSS use the Welsh Government core and strategic performance
indicators to measure success. These are intended as a high level measure of
performance, and as such are not sufficiently complete to reflect the impact of all the
Legislative Fire Safety activity. It was also recognised that measures of success
were not generally communicated to citizens.
3.14 There have been examples within Wales where awareness of responsibilities
under the Fire Safety Order has differed within some community groups (for instance
the Chinese community in Cardiff where a risk was identified with sleeping
accommodation above commercial kitchens). Enabling activity has been targeted
(using Outreach workers) to ensure no communities are disproportionately at risk
through ignorance of or non-compliance with the Fire Safety Order 2005. However
none of the FRSS had a comprehensive system for monitoring diversity and sociodemographic information to identify trends and to assist with enabling activity.
The PAT recommended this area is explored and a suite of local indicators
developed to link activity to outcomes. Further, that the local indicators allow
comparison between FRSS to identify best practice.
4. OVERVIEW OF DIRECTION OF TRAVEL
4.1 As part of the continuous improvement process, the opportunity was taken to
review the progress made against recommendations as a result of the Operational
Assurance assessments undertaken during the last three years. It was agreed
collectively between the PAT, Welsh Government and Wales Audit Office that the
Team would have capacity to consider 25% of the recommendations from previous
reviews. The recommendations for assessment were identified as those which were
viewed as the biggest risk, or where the Team were not clear on progress that had
been made. The ‘Direction of Travel’ therefore provided a partial view on
improvements made by the FRS as a result of the Operational Assurance process as
the PAT, Welsh Government and WAO did not include recommendations for
assessment where they were aware improvements had been made.
4.2 The following include examples of improvement following the implementation of
previous recommendations:Progress made on monitoring the status of High Risk referrals for Home Fire
Safety Checks - The original PAT found inconsistencies in the identification,
management and monitoring of high risk referrals for Home Fire Safety Checks in
South Wales FRS (SWFRS). Since the initial review, SWFRS had demonstrated
a more collaborative approach between departments to ensure high risk Home
Fire Safety Checks were completed within a maximum time limit. In addition a
local performance indicator had been established to monitor progress.
The consistent management and implementation of Home Safety activity across
Wales has been identified as a matter for the National Issues Committee, which
should provide a conduit to share best practice across Wales.
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Progress made on reviewing training delivery capacity to meet safety critical
training needs - The original PAT identified constraints on training delivery
capacity that could affect compliance in risk critical training in Mid & West Wales
FRS (MWWFRS). MWWFRS responded by undertaking a review of this skills
gap by increasing their capacity to deliver risk critical training, reducing the skills
gap to approximately 15% in June 2012 from its previous level of 60% in 2009.
This was achieved, in part, through creating 3 additional posts within the training
function to provide greater resilience for risk critical training. The progress made
by MWWFRS in the area of training has been recognised with a National Training
Award.
Progress made to review arrangements for the validation of risk information for
premises within Control mobilisation systems are appropriate – In North Wales
FRS (NWFRS), the original PAT reported they were unable to confirm a process
for the re-validation of ‘tags’ of risk information on the mobilisation system, and as
a result the system carried the risk of holding information that was inaccurate.
During the visit NWFRS confirmed they had reviewed arrangements for risk
information, tagging and also made improvements to relevant protocols for
updating and removing tag information. This has resulted in a reduction in the
categories required for various premises to be recorded to allow improved
efficiency and accuracy.
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Annex E – Attendance at fires by Welsh FRAs
Fig. 1 shows the total number of fires attended by each FRA in Wales from 2004/05
– 2012/13. In this period North Wales attendance at fires reduced by 46%, Mid and
West Wales attendance reduced by 55% and South Wales by 60%. Fig. 2 shows the
total number of fires attended by each FRA, per 10,000 of the population.
Fig. 1
Total number of fires attended (including
chimney fires) - by Fire and Rescue Authority.
16,000
14,000
12,000
10,000
North Wales
8,000
Mid and West
Wales
South Wales
6,000
4,000
2,000
0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13
Fig. 2
Fig 1, 2: Welsh Government Stats Wales, (2013) Community Safety, [ONLINE], Accessed on: 02/11/2013
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Annex F – Auditor General for Wales Improvement Reports
WAO Annual Improvement Report – South Wales FRA, March 2013
Summary Report
1 Each year, the Auditor General must report on how well Welsh councils, fire and
rescue authorities, and national parks are planning for improvement and delivering
their services. Drawing on the work of the relevant Welsh inspectorates, as well as
work undertaken by the Wales Audit Office, this report presents a picture of
improvement over the last year. The report covers South Wales Fire and Rescue
Authority’s (the Authority) delivery and evaluation of services in relation to 2011-12,
and its planning of improvement for 2012-13.
2 Overall the Auditor General has concluded that the Authority is managing its
improvement programme well, but public reporting of performance is not as clear as
it could be.
3 We found that the Authority is making progress in delivering improvements in its
core functions although there remain areas of concern. We came to this conclusion
because:
there were fewer dwelling fires attended than the previous year and, although
the number of fatalities increased, the number of injuries decreased;
there were fewer non-domestic premises fires attended than the previous
year, no fatalities and the number of injuries decreased;
there were fewer deliberate fires attended during 2011-12 than the previous
year and the number of injuries decreased, but the high level of deliberate
fires attended remains a concern; and
the number of road traffic collisions attended remained broadly the same and
the number of casualties decreased, but there have been increases in the
number of fatal and serious accidents and within priority groups of young
drivers and motorcyclists.
4 We also found that the Authority’s evaluation and reporting of its performance is
balanced, but public reporting could be further strengthened and more accessible.
We came to this conclusion because the Authority:
has produced a more balanced view of its performance in 2011-12 than in
previous years;
has taken positive steps to publicise the availability of its Strategic
Improvement Plan, but it relies heavily on the electronic format and wider
access to the data may be an issue for some people; and
has used a wide range of relevant information to arrive at its conclusions and
is working to improve its ability to show the impact of its activity.
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5 Finally, we concluded that the Authority is likely to comply with the requirement to
make arrangements to secure continuous improvement in 2012-13. We came to this
conclusion because:
business planning arrangements are well-embedded, comprehensive and
outcome-focused;
the Authority continues to manage its financial challenges effectively;
good progress is being made to address the proposals for improvement
identified in previous assessments;
although there are some weaknesses in approach, the Authority is continuing
to improve its approach to public engagement; and
governance arrangements have been effectively reviewed as part of the
Authority’s Annual Governance Statement process.
Recommendations
6 There are no formal recommendations made in this report.
WAO Annual Improvement Report – North Wales FRA, April 2013
Summary Report
1 Each year, the Auditor General must report on how well Welsh councils, fire and
rescue authorities, and national parks are planning for improvement and delivering
their services. Drawing on the work of the relevant Welsh inspectorates, as well as
work undertaken by the Wales Audit Office, this report presents a picture of
improvement over the last year. The report covers North Wales Fire and Rescue
Authority’s (the Authority) delivery and evaluation of services in relation to 2011-12
and its planning of improvement for 2012-13.
2 Overall, the Auditor General has concluded that the Authority is managing its
improvement programme well, but does not do enough to compare its performance
to other, similar bodies.
3 We found that the Authority is making progress in delivering improvement in its
core functions. We came to this conclusion because:
there were fewer dwelling fires attended than the previous year, and the
number of fatalities and injuries decreased;
there were fewer non-domestic premises fires attended than the previous
year, no fatalities and the number of injuries decreased;
there were fewer deliberate fires attended during 2011-12 than the previous
year, no fatalities and the number of injuries decreased; and
84
169
fewer road traffic collisions were attended, casualties decreased and fewer
young drivers were involved in accidents, although the number of fatal and
serious accidents and fatalities increased.
4 We also found that the Authority’s evaluation and reporting of its performance is
balanced, but it does not do enough to compare its performance to other, similar
bodies. We came to this conclusion because the Authority:
produced a more balanced view of its performance in 2011-12 than in
previous years;
took positive steps to publicise the availability of its Assessment of
Performance; and
used a wide range of relevant information to arrive at its conclusions but does
not do enough to compare its performance to other, similar bodies.
5 Finally, we concluded that the Authority is likely to comply with the requirement to
make arrangements to secure continuous improvement in 2012-13. We came to this
conclusion because:
business planning arrangements are well-embedded, provide a clear picture
of planned actions and are generally outcome-focused;
the Authority continues to manage its financial challenges effectively;
good progress is being made to address the proposals for improvement
identified in our previous assessments;
although there are some weaknesses in approach, the Authority is continuing
to improve its approach to public engagement; and
governance arrangements have been effectively reviewed as part of the
Authority’s Annual Governance Statement process.
Recommendations
6 There are no formal recommendations made in this report.
WAO Annual Improvement Report – Mid and West Wales FRA, May 2013
Summary Report
1 Each year, the Auditor General must report on how well Welsh councils, fire and
rescue authorities, and national parks are planning for improvement and delivering
their services. Drawing on the work of the relevant Welsh inspectorates, as well as
work undertaken by the Wales Audit Office, this report presents a picture of
improvement over the last year. The report covers Mid and West Wales Fire and
Recue Authority’s (the Authority) delivery and evaluation of services in relation to
2011-12, and its planning of improvement for 2012-13.
85
170
2 Overall the Auditor General has concluded that the Authority is managing its
improvement programme well but public reporting of performance is not as clear and
comprehensive as it could be.
3 We found that the Authority is making progress in delivering improvement in its
core functions, although the slight increase in the level of injuries sustained in fires
and the number of fatal and serious road traffic accidents remain an area for future
focus. We came to this conclusion because:
there were fewer dwelling fires attended than the previous year, and although
the number of fatalities decreased, the number of people injured increased
slightly compared with a decrease across Wales;
there were fewer non-domestic premises fires attended than the previous year
and no fatalities, but injuries increased slightly compared with a decrease
across Wales;
there were fewer deliberate fires attended than the previous year and the
number of fatalities remains low; and
the number of road traffic collisions attended and the number of casualties
decreased but the number of fatal and serious accidents increased.
4 We also found that the Authority’s evaluation and reporting is better than previous
years, but there is scope to strengthen public reporting and make it more accessible,
in line with Welsh Government guidance. We came to this conclusion because the
Authority:
produced a more robust and balanced view of its performance in 2011-12, but
fully reflecting Welsh Government guidance would strengthen improvement
reporting by providing a clear view on how well the Authority feels it has
achieved its objectives, explaining why information used in its selfassessment is relevant and using less technical language which some people
may find difficult to understand;
took steps to publicise the availability of its assessment but relies heavily on
the electronic format and consequently, wider access to the data may be an
issue for some; and
used a narrow range of relevant information to arrive at its conclusions and is
working to improve its ability to show the impact of its activity.
5 Finally, we concluded that the Authority is likely to comply with the requirement to
make arrangements to secure continuous improvement in 2012-13, although it faces
ongoing challenges in implementing its planned changes to services. We came to
this conclusion because:
business planning arrangements are much improved, provide a clearer picture
of actions planned and are more outcome-focused but challenges remain in
delivering these changes;
the Authority continues to manage its financial challenges effectively;
86
171
good progress is being made to address the proposals for improvement
identified in previous assessments;
although there are some weaknesses in approach, the Authority is continuing
to improve its approach to public engagement; and
governance arrangements have been effectively reviewed as part of the
Authority’s Annual Governance Statement process.
Recommendations
6 There are no formal recommendations made in this report.
87
172
APPENDIX 2
173
174
175
176
APPENDIX 3
177
178
179
SOUTH WALES FIRE & RESCUE AUTHORITY
AGENDA ITEM NO 6.iii
14 JULY 2014
REPORT OF THE DEPUTY CHIEF OFFICER
PERFORMANCE MONITORING REPORT – QUARTER 4 2013/14 AND
PERFORMANCE INDICATOR TARGET ACHIEVEMENT FOR 2013-2014
SUMMARY
To review the performance information and recorded incident statistics from
April 2013 to March 2014.
RECOMMENDATION
That Members review the performance details and statistical data contained
within this report.
That Members review the predicted performance indicator target achievement
for 2013-2014 contained within this report.
That the staff sickness absence performance be further analysed by the Human
Resources & Equalities Committee.
That Members note the comments made on the need to amend and review the
Injury Performance Targets for 2014/15.
That Service Performance and Communications Team prepare a full Injury
Target Setting paper for future submission to Members.
1.
BACKGROUND
1.1
To support the Performance Management framework within SWFRS, a
quarterly report is submitted to our Senior Management Team and to our
Fire & Rescue Authority. This report underpins the Strategic and Core
Indicators and provides data and information to inform and support
decision making processes.
2.
ISSUE
2.1
Appendix 1 attached is a table showing the performance indicator target
achievement for 2013-14. This table takes account of the annual
performance for the whole of 2013/14 (April to March) and compares
annual performance against their targets. It can be seen that four
Strategic indicators and eight Core indicators fail to achieve the targets
set and declined in performance. Three Core indicators failed to achieve
the targets set but improved or maintained performance. Seven Strategic
and 16 Core indicators achieved the targets set and improved or
maintained their performance. There is one indicator which does not
have a target set.
180
2.2
STRATEGIC INDICATORS
2.2.1 Fire Measures – All fires attended per 10,000 population increased
by 955, this may be attributed to the good weather experienced
during the summer of 2013. All deliberate fires attended per 10,000
population also increased by 908 compared to the previous year,
similarly this could be attributed to the number of grass fires
experienced during the summer period of 2013, where previous
years have been wet summers.
2.2.2 Deaths and injuries – there has been a slight increase in two of
these measures, the number of fire injuries per 100,000 population
saw a slight increase from 97 to 108 with 4 individual incidents
accounting for 13 injuries. Also the number of accidental fire
injuries excluding precautionary checks per 100,000 increased by
8 and this was largely due to additional first aid given at scene.
2.2.3 There was an improvement in 7 of the 11 strategic indicators, one
indicator of note is the accidental dwelling fire per 10,000
population, which is our lowest number on record.
2.3
CORE INDICATORS
2.3.1 The number of deliberate secondary fires per 10,000 population
increased by 968, this may be attributed to the good summer
period and increase in grass fires. This year we continue to drive
down grass fires through a number of local initiatives such as firefighter for a day and Bernie in a box campaigns.
2.3.2 The number of deaths caused by fires started accidently in
dwellings per 100,000 population increased from 2 to 5, heating
equipment and kitchen fires attributing for 4 of these deaths. We
continue to run cooking and kitchen fire campaigns and have
recently assisted with a campaign on Carbon Monoxide hazards.
2.3.3 Malicious false alarms – the percentage of all malicious false
alarms received that were not attended improved by 41.8% when
compared to the previous year. These results were significantly
influenced by the new mobilising procedures adopted by fire
control staff. Whilst the percentage of all malicious false alarms
received that were attended increased by just 2, a major
influencing factor was a large number of malicious call point
actuations from the new Ystrad Hospital. These calls accounted for
7% of the total and Business Fire Safety staffs have worked closely
with hospital officials to address this particular issue and there
have been no malicious activations since February.
181
2.3.4 People measures – All four sickness absence indicators have
shown a worsening trend. This will be the subject of further scrutiny
through the Human Resources & Equalities Committee to establish
causes and initiatives for improvements.
2.3.5 Attacks on fire crews have increased from 12 to 16 this year. The
Service continues to take this criminal act very seriously and is
working collaboratively with our local communities and the police to
hold perpetrators to account and this has resulted in 3 convictions
and 2 further antisocial behaviour referrals this year. To highlight
this issue further we ran “attacks on fire crews” media campaign
earlier this year with local radio and press.
2.3.6 15 core indicators have improved or maintained their performance.
2.4
Appendix 2 attached is a summary of the Performance Monitoring Report
Q4 2013-14. This summarises our Q4 performance for the National
Strategic Performance Indicators and indicators of interest for 2013-14
against last year’s performance. The summary provides a graphical view
of the indicators of interest for Q4 2013-14. Comparisons and trend lines
are added comparing the reported quarter with the previous 5 years of
data.
2.5
The Background Paper will be emailed to each Member to review and
can also be found at the Fire & Rescue Authority Members Page on the
SWFRS intranet site. It provides further in-depth analysis of incidents by
type and by Unitary Authority Area and it also includes full details of the
five year trend performance of the National Strategic Indicators and the
indicators of interest.
2.6
The data in the Background Paper is provisional. All incidents in 20132014 are reported in the Incident Recording System (IRS); however the
returns are subject to final audit.
2.7
It has recently been identified that all injury related Performance
Indicators (PI’s) have been overstated since the introduction of the
Incident Recording System (IRS) in 2009. The anomaly arose as a result
of counting ‘First Aid Given at Scene’ into the PI count when recently
obtained information confirms that they should have been discounted.
This change affects 7 indicators (3 x Strategic PI’s and 4 x Core PI’s) and
as a result there has been a need to revise the injury targets set for 201415.
2.8
A preliminary analysis of the impact of discounting ‘First Aid Given at
Scene’ has been carried out and an initial calculation and review of
amended targets for 2014-2015 has been completed and are highlighted
182
in Table 1. The new targets are based on a 42.6% reduction on actual
fire injury count from 108 down to 62 for the financial year 2013-2014.
2.9
Due to the short timescale between discovering the injury count anomaly
and the submission date for papers, the full target setting paper will be
completed and forwarded to Members as a matter of urgency.
Table 1
Strategic PI's
Number of injuries (excluding precautionary checks) arising
from fires per 100,000 population
Number of injuries (excluding precautionary checks) arising
from fires started accidentally per 100,000 population
Number of injuries (excluding precautionary checks) arising
from fires started deliberately per 100,000 population
Core PI's
Number of injuries (excluding precautionary checks) arising
from fires started accidentally in dwellings per 100,000
population
Number of injuries (excluding precautionary checks) arising
from fires started deliberately in dwellings per 100,000
population
Number of injuries (excluding precautionary checks) arising
from fires started accidentally in non-domestic premises per
100,000 population
Number of injuries (excluding precautionary checks) arising
from fires started deliberately in non-domestic premises per
100,000 population
Old
Target
New
Target
94
60
80
52
14
8
70
45
10
6
5
4
1
1
3.
FINANCIAL IMPLICATIONS
3.1
There are no financial implications.
4.
EQUALITY RISK ASSESSMENT
4.1
This report, the accompanying Appendix and Background Papers and the
targets themselves have no ERA impact. However, the Service
Performance and Communications department and the respective
Directorates are working with the performance data to establish any
trends and implications that would include equality implications. These
will be addressed at that time.
5.
RECOMMENDATION
5.1
That Members review the performance details and statistical data
contained within this report.
183
5.2
That Members review the predicted performance indicator target
achievement for 2013-2014 contained within this report.
5.3
That the staff sickness absence performance be further analysed by the
Human Resources & Equalities Committee.
5.4
That Members note the comments made on the need to amend and
review the Injury Performance Targets for 2014/15.
5.5
That Service Performance and Communications Team prepare a full
Injury Target Setting paper for future submission to Members.
Contact Officers:
Wayne Thomas
Statistical Analyst
Background Papers:
Appendix 1: Performance Indicator
Target Achievement for 2013-2014
Appendix 2: Presentation Performance
Monitoring Report Q4 April 2013- June
2013
Background Paper Performance
Monitoring Report Q4 2013-14
184
185
Appendix 1
Performance Indicator Target Achievement for 2013-2014
Category
Fire
Measures
Fire
Measures
Fire
Measures
Fire
Measures
Indicator Ref
FRS/RRC/S/001
(i)
All Fires Attended per
10,000 population
FRS/RRC/S/001
(ii)
All Primary Fires
Attended per 10,000
population
FRS/RRC/S/001
(iii)
All Accidental Fires in
Dwellings per 10,000
dwellings
FRS/RRC/S/001
(iv)
All Deliberate Fires
Attended per 10,000
population
The No of Fires in Nondomestic premises per
1,000 non domestic
properties
The No of Fire Deaths
per 100,000 population
FRS/RRC/S/003
Fire
Measures
Deaths
and
Injuries
Deaths
and
Injuries
Deaths
and
Injuries
Description
FRS/RRC/S/002
(i)
FRS/RRC/S/002
(ii)
The No of Accidental
Fire Deaths per 100,000
population
FRS/RRC/S/002
(iii)
The No of Deliberate
Fire Deaths per 100,000
population
Achieved target and improved or maintained
performance
Actuals
Yr End
2012/13
Strategic Indicators
Yr End
Target
Target PI
Actuals
2013/14
2013/14
2013/14 (Actuals)
Yr End PI
2013/14
(Actuals)
Target
Achievement
Direction
of Travel
5843
6838
6300
43.39
45.97


2248
2175
2300
15.84
14.62


745
681
730
11.26
10.38


4070
4978
4750
32.71
33.46


346
324
390
9.04
7.29


6
6
8
0.55
0.40


2
5
5
0.34
0.34


4
1
3
0.21
0.07


Target not achieved but improved or
maintained performance
Page 6 of 12
Comment on
April - March
Performance
Target not achieved
and declined in
performance
Achieved target and
improved or
maintained
performance
Achieved target and
improved or
maintained
performance
Target not achieved
and declined in
performance
Achieved target and
improved or
maintained
performance
Achieved target and
improved or
maintained
performance
Achieved target and
improved or
maintained
performance
Achieved target and
improved or
maintained
performance
Target not achieved and declined in
performance
186
Appendix 1
Performance Indicator Target Achievement for 2013-2014
Category
Indicator Ref
Deaths
and
Injuries
FRS/RRC/S/002
(iv)
The No of Fire Injuries
per 100,000 population
FRS/RRC/S/002
(v)
The No of Accidental
Fire injuries excluding
precautionary checks
per 100,000 population
The No of Deliberate
Fire Injuries excluding
precautionary checks
per 100,000 population
Deaths
and
Injuries
Deaths
and
Injuries
FRS/RRC/S/002
(vi)
Description
Achieved target and improved or maintained
performance
Actuals
Yr End
2012/13
Strategic Indicators
Yr End
Target
Target PI
Actuals
2013/14
2013/14
2013/14 (Actuals)
Yr End PI
2013/14
(Actuals)
Target
Achievement
Direction
of Travel
97
108
100
6.89
7.26


88
96
80
5.51
6.45


9
12
20
1.38
Target not achieved but improved or
maintained performance
Page 7 of 12
0.81


Comment on
April - March
Performance
Target not achieved
and declined in
performance
Target not achieved
and declined in
performance
Achieved target and
improved or
maintained
performance
Target not achieved and declined in
performance
187
Appendix 1
Performance Indicator Target Achievement for 2013-2014
Core Indicators
Deaths and
Injuries
Fire
Measures
Fire
Measures
Fire
Measures
Deaths and
Injuries
Deaths and
Injuries
Deaths and
Injuries
FRS/RRC/C/001
(iii)
FRS/RRC/C/004
(i)
The No of Deaths
caused by fires started
Accidentally in
premises other than
Dwellings per 100,000
population
The No of Deliberate
Primary Fires per 10,000
population
FRS/RRC/C/004
(ii)
The No of Deliberate
Secondary Fires per
10,000 population
FRS/RRC/C/004
(iii)
The No of Deliberate
Dwelling Fires per 10,000
dwellings.
FRS/RRC/C/001
(i)
The No of Deaths caused
by fires started
Accidentally in Dwellings
per 100,000 population
The No of Deaths caused
by fires started
Deliberately in Dwellings
per 100,000 population
The No of Deaths caused
by fires started
Accidentally in premises
other than Dwellings per
100,000 population
FRS/RRC/C/001
(ii)
FRS/RRC/C/001
(iii)
Achieved target and improved or maintained
performance
Actuals
Yr End
2012/13
Yr End
Actuals
2013/14
Target
2013/14
(Actuals)
Target
PI
2013/14
Yr End PI
2013/14
(Actuals)
Target
Achievement
Direction
of Travel
842
782
940
8.26
5.26


3228
4196
3810
25.61
28.21


109
88
121
1.87
1.34


2
5
4
0.28
0.34


3
0
1
0.07
0


0
0
0
0.00
0


Target not achieved but improved or
maintained performance
Page 8 of 12
Comment on
April - March
Performance
Achieved target
and improved or
maintained
performance
Target not
achieved and
declined in
performance
Achieved target
and improved or
maintained
performance
Target not
achieved and
declined in
performance
Achieved target
and improved or
maintained
performance
Achieved target
and improved or
maintained
performance
Target not achieved and declined in
performance
188
Appendix 1
Performance Indicator Target Achievement for 2013-2014
Core Indicators
Deaths and
Injuries
Deaths and
Injuries
FRS/RRC/C/001
(iii)
FRS/RRC/C/001
(iv)
FRS/RRC/C/001
(v)
Deaths and
Injuries
FRS/RRC/C/001
(vi)
Deaths and
Injuries
FRS/RRC/C/001
(vii)
Deaths and
Injuries
FRS/RRC/C/001
(viii)
Deaths and
Injuries
The No of Deaths
caused by fires started
Accidentally in
premises other than
Dwellings per 100,000
population
The No of Deaths caused
by fires started
Deliberately in premises
other than Dwellings per
100,000 population
The No of Injuries
excluding Precautionary
Checks arising from Fires
started Accidentally in
Dwellings per 100,000
population
The No of Injuries
excluding precautionary
checks arising from fires
started deliberately in
dwellings per 100,000
population
The No of Injuries
excluding precautionary
checks accidentally in
premises other than
dwellings per 100,000
population
The No of Injuries
excluding precautionary
checks arising from fires
started deliberately in
premises other than
Dwellings per 100,000
population
Achieved target and improved or maintained
performance
Actuals
Yr End
2012/13
0
79
7
4
0
Yr End
Actuals
2013/14
0
76
9
11
1
Target
2013/14
(Actuals)
0
70
15
5
3
Target
PI
2013/14
0.00
4.82
1.03
0.34
0.21
Target not achieved but improved or
maintained performance
Page 9 of 12
Yr End PI
2013/14
(Actuals)
0
5.11
0.61
0.74
0.07
Target
Achievement





Direction
of Travel
Comment on
April - March
Performance

Achieved target
and improved or
maintained
performance

Target not
achieved but
improved or
maintained
performance

Achieved target
and improved or
maintained
performance

Target not
achieved and
declined in
performance

Achieved target
and improved or
maintained
performance
Target not achieved and declined in
performance
189
Appendix 1
Performance Indicator Target Achievement for 2013-2014
Core Indicators
Deaths and
Injuries
Unwanted
Alarm Signal
Measures
Unwanted
Alarm Signal
Measures
Unwanted
Alarm Signal
Measures
FRS/RRC/C/001
(iii)
FRS/RRC/C/002
(i)
FRS/RRC/C/002
(ii)
FRS/RRC/C/002
(iii)
FRS/RRC/C/003
Unwanted
Alarm Signal
Measures
Community
Fire Safety
Measures
Community
Fire Safety
Measures
Community
Fire Safety
Measures
FRS/RRC/C/005
(i)
FRS/RRC/C/005
(ii)
FRS/RRC/C/005
(iii)
The No of Deaths
caused by fires started
Accidentally in
premises other than
Dwellings per 100,000
population
The No of Malicious
False Alarms received by
the Authority per 1,000
population
The Percentage of all
Malicious False Alarms
received that were not
attended
The Percentage of all
Malicious False Alarms
received that were
attended
The No of Total False
Alarms caused by AFDs
per 1,000 Non-Domestic
Properties
The Percentage of
dwelling fires where
Smoke Alarms Fitted and
Activated
The Percentage of
dwelling fires where
Smoke Alarms Fitted but
did not activate
The Percentage of
dwelling fires where No
Smoke Alarm Fitted
Achieved target and improved or maintained
performance
Actuals
Yr End
2012/13
Yr End
Actuals
2013/14
Target
2013/14
(Actuals)
Target
PI
2013/14
Yr End PI
2013/14
(Actuals)
Target
Achievement
Direction
of Travel
1749
1194
1800
1.24
0.80


1333
776
1400
84%
64.99%


416
418
400
16%
35.01%


3920
3746
3600
81.09
84.26


401
389
402
48.93 %
50.59%



129
99
120
14.61%
12.87%



324
281
300
36.51%
36.54%


Target not achieved but improved or
maintained performance
Page 10 of 12
Comment on
April - March
Performance
Achieved target
and improved or
maintained
performance
Achieved target
and improved or
maintained
performance
Target not
achieved and
declined in
performance
Target not
achieved but
improved or
maintained
performance
Achieved target
and improved or
maintained
performance
Achieved target
and improved or
maintained
performance
Target not
achieved but
improved or
maintained
performance
Target not achieved and declined in
performance
190
Appendix 1
Performance Indicator Target Achievement for 2013-2014
Core Indicators
Deaths and
Injuries
FRS/RRC/C/001
(iii)
FRS/RRC/C/006
Community
Fire Safety
Measures
People
Measures
FRS/CHR/C/004
(i)
FRS/CHR/C/004
(ii)
People
Measures
People
Measures
People
Measures
FRS/CHR/C/004
(iii)
FRS/CHR/C/004
(iv)
The No of Deaths
caused by fires started
Accidentally in
premises other than
Dwellings per 100,000
population
Total No of Fires in
homes where a
community safety
initiative has been
delivered within the
previous and present
reporting year
The No of Working
Days/Shifts lost to
Sickness Absence per full
time equivalent Employee
- All Staff
The No of Working
Days/Shifts lost to
Sickness Absence per full
time equivalent Employee
- Wholetime Uniformed
Staff
The No of Working
Days/Shifts lost to
Sickness Absence per full
time equivalent Employee
- Control Staff
The No of Working
Days/Shifts lost to
Sickness Absence per full
time equivalent Employee
- non operational staff
Achieved target and improved or maintained
performance
Actuals
Yr End
2012/13
Target
not set
9586
6897
534
2155
Yr End
Actuals
2013/14
Target
2013/14
(Actuals)
Target
PI
2013/14
Yr End PI
2013/14
(Actuals)
Target
Achievement
Direction
of Travel
Comment on
April - March
Performance


11083
7830
656
2597

8800
6300
300
2000
Target not achieved but improved or
maintained performance
Page 11 of 12

7.5
7.3
5.5
7.9
70
9.6
9.2
12.7
10.2







Target not
achieved and
declined in
performance
Target not
achieved and
declined in
performance

Target not
achieved and
declined in
performance

Target not
achieved and
declined in
performance
Target not achieved and declined in
performance
191
Appendix 1
Performance Indicator Target Achievement for 2013-2014
Core Indicators
Deaths and
Injuries
People
Measures
People
Measures
People
Measures
People
Measures
People
Measures
FRS/RRC/C/001
(iii)
FRS/CHR/C/005
(i)
FRS/CHR/C/005
(ii)
FRS/CHR/C/005
(iii)
FRS/CHR/C/005
(iv)
FRS/CHR/C/005
(v)
The No of Deaths
caused by fires started
Accidentally in
premises other than
Dwellings per 100,000
population
The Total No of Ill-Health
Retirements as a % of the
total Workforce
The Total No of WT
Uniformed Personnel IllHealth Retirements as a
% of the total WT
Uniformed workforce
The Total No of RDS
personnel ill-Health
Retirements as a % of the
total RDS workforce
The Total No of Control
Personnel ill-Health
Retirements as a % of the
total Control workforce
The Total No of NonUniformed Personnel illHealth Retirements as a
% of the total NonUniformed workforce
Achieved target and improved or maintained
performance
Actuals
Yr End
2012/13
Yr End
Actuals
2013/14
Target
2013/14
(Actuals)
Target
PI
2013/14
Yr End PI
2013/14
(Actuals)
Target
Achievement
Direction
of Travel
3
3
5
0.3%
0.2%


1
1
1
0.1%
0.1%


2
2
4
0.6%
0.3%


0
0
0
0.0%
0.0%


0
0
0
0.0%
0.0%


Target not achieved but improved or
maintained performance
Page 12 of 12
Comment on
April - March
Performance
Achieved target
and improved or
maintained
performance
Achieved target
and improved or
maintained
performance
Achieved target
and improved or
maintained
performance
Achieved target
and improved or
maintained
performance
Achieved target
and improved or
maintained
performance
Target not achieved and declined in
performance
192
193
Appendix 2 – Presentation
Performance Monitoring
Report
Q4 - April 2013 to March
2014
194
Strategic Indicators
195
Strategic Indicator(s) that have achieved their
target
The following indicator(s) have achieved their target.
Type
Fire Measures
Fire Measures
Deaths and Injuries
Deaths and Injuries
Deaths and Injuries
Indicator Ref
FRS/RRC/S/001 (ii)
All Primary Fires Attended per 10,000 population
FRS/RRC/S/001 (iii)
All Accidental Fires in Dwellings per 10,000 dwellings
FRS/RRC/S/002 (i)
The No of Fire Deaths per 100,000 population
FRS/RRC/S/002 (ii)
The No of Accidental Fire Deaths per 100,000 population
FRS/RRC/S/002 (iii)
The No of Deliberate Fire Deaths per 100,000 population
FRS/RRC/S/002 (vi)
The No of Deliberate Fire Injuries excluding precautionary
checks per 100,000 population
FRS/RRC/S/003
The No of Fires in Non-domestic premises per 1,000 non
domestic properties
Deaths and Injuries
Fire Measures
Description
Detailed graphs and commentaries on the strategic indicators can be reviewed in the background
paper “Performance Monitoring Report, Quarter 4 2013/2014” which will be emailed to each
member of the Fire & Rescue Authority to review.
196
Strategic Indicator(s) that have not achieved their
targets but have improved in comparison to last
year
The following indicator(s) are have not achieved their target this year but have improved in comparison to last year.
NO INCIDENTS TO REPORT
Detailed graphs and commentaries on the strategic indicators can be reviewed in the background
paper “Performance Monitoring Report, Quarter 4 2013/2014” which will be emailed to each
member of the Fire & Rescue Authority to review.
197
Strategic Indicator(s) which failed to achieve their
target
The following indicator(s) have not achieved their target.
Type
Fire Measures
Indicator Ref
Description
FRS/RRC/S/001 (i)
All Fires Attended per 10,000 population
FRS/RRC/S/001 (iv)
All Deliberate Fires Attended per 10,000 population
FRS/RRC/S/002 (iv)
The No of Fire Injuries per 100,000 population
FRS/RRC/S/002 (v)
The No of Accidental Fire injuries excluding precautionary checks per
100,000 population
Fire Measures
Deaths and Injuries
Deaths and Injuries
Of the six Strategic indicators covering Deaths and Injuries, two have not met their end of year target while
showing a decline in performance compared to last year.
These were:
• The number of fire injuries per 100,000 population.
• The number of accidental fire injuries excluding precautionary checks per 100,000 population.
It is worth acknowledging that the number of deaths and injuries that are experienced by the communities of
South Wales, although tragic, remain in low figures.
Detailed graphs and commentaries on the strategic indicators can be reviewed in the
background paper “Performance Monitoring Report, Quarter 4 2013/2014” which will be
emailed to each member of the Fire & Rescue Authority to review.
198
Percentage of Dwelling Fires
Where No Smoke Alarms Were Fitted
The percentage of dwelling fires where no smoke alarm was fitted during quarter 4 has increased by 2.9% compared to
the same quarter last year but has decreased by 2.5% since the last quarter. The trend line illustrates a significant
decrease in the percentage of dwelling fires where no smoke alarm was fitted. The percentage of dwelling fires where
no smoke alarm was fitted during the financial year 2013/14 has decreased by 1.4% compared to the previous financial
year.
The Unitary Authorities with the highest percentage of dwelling fires in which there was no smoke alarm fitted during the
whole year (2013/14) were Caerphilly (39 dwelling fires from 71 reporting no smoke alarm fitted, 54.9%) and Vale of
Glamorgan (32 dwelling fires from 68 reporting no smoke alarm fitted, 47.1%).The Unitary Authorities with the lowest
percentage of dwelling fires in which there was no smoke alarm fitted during this quarter were Cardiff (39 from 196
dwelling fires reporting no smoke alarm fitted, 19.9%) and Monmouthshire (10 from 37 dwelling fires reporting no smoke
alarm fitted, 27.0%).
Attacks on Crews
199
Many of the
identified
peaks are due
to antisocial
behaviour
around the
Halloween
period
In this period there have been two attacks on crews, both of which involved crews being verbally abused. There were five incidents
during the same period of 2012, in which objects were thrown at fire fighters and their appliances on three occasions and crews were
verbally abused on the other two occasions. There were sixteen attacks on crews during this financial year, two incidents more than
there was during the previous year. It is worth noting that verbal abuse accounted for 8 of the 16 attacks this year. The increased
number of incidents this year could be as a result of a raised awareness amongst our fire crews following seven successful
prosecutions to date this year in relation to this issue. The Service will look to prosecute more individuals responsible for attacks on
crews in the future with the aid of body worn cameras and vehicle cameras.
200
Road Traffic Collisions (RTCs)
It can be noted that the number of Road Traffic Collisions (RTCs) attended this quarter has increased by 40 (+16.3%) compared to the same quarter
last year but have decreased by 65 (-18.6%) when compared to the previous quarter. RTCs have increased from 1130 last year to 1334 for the year,
which is an increase of over 18%. The numbers are climbing back to levels experienced in 2008/09. Extrications for the whole of the year have
increased in the Vale of Glamorgan from 14 to 32, in Bridgend from 17 to 30 and in RCT 44 to 48.
The Authorities experiencing the greatest increase in RTCs compared to the same quarter last year were Blaenau Gwent with an increase of four
(+57.1%) and Newport with an increase of fourteen (+56.0%). The Unitary Authority experiencing the greatest decrease in the number of Road Traffic
Collisions was Monmouthshire with a decrease of three incidents (-11.5%).
The Authorities experiencing the greatest increase in RTCs in 2013/14 when compared to 2012/13 were The Vale of Glamorgan with an increase of
45 (+49.5%) and Newport with an increase of 42 (+36.8%). The Unitary Authority experiencing the greatest decrease in the number of Road Traffic
Collisions was Merthyr with a decrease of 16 incidents (-26.2%).
201
SOUTH WALES FIRE & RESCUE AUTHORITY
AGENDA ITEM NO 6.iv
14 JULY 2014
REPORT OF ACO PEOPLE SERVICES
ANNUAL REPORT TO WELSH LANGUAGE COMMISSIONER – 2013/14
SUMMARY
The document supporting this report comprises the Annual Report to the
Welsh Language Commissioner, a statutory requirement that provides details
of progress against the targets set out in the Authority’s Welsh Language
Scheme.
RECOMMENDATION
That Members consider whether or not to approve submission of this Annual
Report to the Welsh Language Commissioner.
1.
BACKGROUND
1.1
As Members will be aware, under the Welsh Language Act 1993 South
Wales Fire & Rescue Authority is required to operate a Welsh Language
Scheme that states how the Authority will ensure that in the conduct of
public business in Wales, it will treat the English and Welsh languages on
the basis of equality. The implementation of Welsh Language Schemes
by public bodies is now monitored by the Welsh Language
Commissioner, a post created under the auspices of the Welsh
Language (Wales) Measure 2011. As part of the statutory monitoring
process, South Wales Fire & Rescue Authority is required to submit an
Annual Report that states progress against the targets that the Authority
has published in its current Welsh Language Scheme.
2.
ISSUE
2.1
This Annual Report outlines the progress made in mainstreaming equality
for the Welsh Language into the Service’s core business against the
commitments the Authority has made in its Welsh Language Scheme
2010 - 2013. The Report is presented in the format required by the
Welsh Language Commissioner and has been produced by the Welsh
Language Officer drawing on evidence complied from across all aspects
of the business. The Report contains evidence that the Authority is
meeting its legal obligations under the Welsh Language Act 1993.
3.
FINANCIAL IMPLICATIONS
3.1
All measures contained within existing budget.
202
4.
EQUALITIES AND FAIRNESS IMPLICATIONS
4.1
The equality and fairness implications arising directly as a result of this
report are around access to the contents of the Annual Report itself. In
order to ensure the widest possible access, the Report, and the Welsh
Language Commissioner’s response, will be published on the Authority’s
website in both Welsh and English, supported by a statement that hard
copies, including a large print version, are available upon request and at
no charge.
5.
RECOMMENDATION
5.1
That the Fire & Rescue Authority consider whether or not to approve
submission of this Annual Report to the Welsh Language Commissioner.
Contact Officer:
Cath Baldwin
Welsh Language Officer
Background Papers:
Welsh Language Scheme
2010 – 2013,
Annual Report to Welsh
Language Board 2012/13
Annual Report to Welsh Language Commissioner 2013 - 2014
203
APPENDIX 1
South Wales Fire & Rescue Service Annual Report to
Welsh Language Commissioner 2013/2014
Page 1 of 34
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Annual Report to Welsh Language Commissioner 2013 - 2014
South Wales Fire & Rescue Service Annual Report to
Welsh Language Commissioner 2013/2014
Scheme Compliance
Please see the monitoring matrix for detailed information concerning
compliance with the Scheme.
Scheme Management and Administration
WLI 1 – Contracted out services
The Service does not usually contract out services, however there are
standard paragraphs referring to compliance with our Welsh Language
Scheme in contract and tendering documentation. The Service also supplies
third parties with a leaflet outlining the mains points of its Scheme and giving
contact details for the Welsh Language Officer should clarification be
required. Third party arrangements are monitored by the member of staff
responsible for any given contract or tender.
During the reporting period 2013/14 one supplier chose to deal with the
Authority in Welsh.
Front Line Services
WLI 2 – front line services
Number and percentage of main reception posts, contact centre posts or one
stop shop posts designated as Welsh essential
The Service has two receptionist posts – both are designated as Welsh
essential and both those posts (i.e. 100%) are filled by bilingual staff.
Linguistic skills: comparing service needs and capacity
WLI 4 – Human Resources – Skills
(a) The number and % of staff who have received training in Welsh to a
specific qualification level.
There are currently 14 members of staff (0.76%) being supported by the
Authority to learn Welsh. Of these, 4 are working towards the Entry Level
qualification, 1 is working towards the Basic Level, 5 are working towards
the Intermediate Level and 2 members of staff have achieved
Intermediate level and are now studying at Uwch level. 2 members of
Page 2 of 34
Annual Report to Welsh Language Commissioner 2013 - 2014
staff currently attending lessons to brush up their Welsh language skills
have a GCSE Welsh first language qualification.
The number of staff who hold qualifications in Welsh are as follows:
Staff who hold Welsh language GCE O level qualification: 2
Staff who hold Welsh second language GCSE qualification: 53
Staff who hold Welsh second language A Level qualification: 7
Staff who hold Welsh first language GCSE qualification: 37
Staff who hold Wlpan qualification: 1
Staff who hold Mynediad qualification: 13
Staff who hold Sylfaen qualification: 3
Staff who hold Canolradd qualification: 3
During the reporting period 2009/10 a review of all roles was completed to
reassess the need to increase the number of Welsh essential posts. The
overall aim of the Authority is to ensure that there is a consistent improvement
in its ability to deliver all its services in Welsh or English, according to the
personal preference of the service user and with the standard of service
received being equally high in both languages. As a result of the review, the
Service designated certain posts within key departments as Welsh essential.
(b) The number and % of staff who have received language awareness
training.
Number of staff who have received training – 1795
Percentage of staff who have received training – 98%
During the reporting period 2013/14 Welsh Awareness training has been
delivered on Induction to all new staff. The Authority will continue to seek
opportunities to deliver Welsh Language Awareness Training to staff that
have yet to receive it.
Complaints
WLI 6 - Number of complaints received about the implementation of the
Welsh Language Scheme and the % of complaints dealt with in line with
the organisation’s corporate standards.
During the reporting period 2013/14 no complaints have been received by the
Authority concerning its Welsh Language Scheme or provision of Welsh
language services.
Mainstreaming
Service Provision
The Authority continues to incorporate the Welsh language into its Equality
Risk Assessment process and documentation. The Welsh Language Officer
Page 3 of 34
205
206
Annual Report to Welsh Language Commissioner 2013 - 2014
is able to offer advice and guidance to staff who are required to undertake
Equality Risk Assessments.
During the reporting period 2013/14, the Authority has continued to ensure
that its Welsh Language Scheme is being implemented throughout the
organisation and local Welsh Language Performance Indicators are used to
gather performance data for every station and department.
Publishing information on performance
This report will be published on our Website and will be available in alternative
formats upon request.
Page 4 of 34
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Annual Report to Welsh Language Commissioner 2013 - 2014
Annual Monitoring Report to Welsh Language Commissioner 2013 – 14
Section
2.
2.1.1
Action
Service Planning and Delivery
Lead Officers to assess Policies: Policy Owner
linguistic consequences Projects: Project Manager
of new policies, projects Initiatives: Head of
and initiatives.
Department responsible for
initiative
Scheme available to
staff via Intranet
2.1.5
Responsibility
Welsh Language Officer
Develop a summary of
the Scheme for staff
Welsh Language Officer
2.1.6
Welsh Language
Awareness Training
sessions delivered to
established staff via
rolling programme.
Welsh Language
Officer/Head of Training
Target
Date
Current
Practice
Update
The Welsh Language Officer was included in the
internal consultation of 36 new policies or
procedures during the reporting period. Examples
of these are:
 Recruitment Procedure
 Aids to Vision on the Fireground
 Unwanted Fire Signals
Welsh Language Scheme on Intranet under Service
Schemes and Publications section and also under
the Welsh Language Scheme “staff Guidance”
section.
Action completed in 2011/12 reporting period.
There is a guidance for staff section on the Welsh
31.03.11 Language information pages of the Intranet. This
guidance is updated as and when appropriate, and
will be updated to reflect the introduction of the
Welsh Language Standards.
Action completed in 2010/11 reporting period. 97%
of the workforce have now received the training.
The Authority intends to put in place further Welsh
18.05.10
Language Awareness Training for staff once the
implications of the Welsh Language Standards are
known.
Current
Practice
Page 5 of 34
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Annual Report to Welsh Language Commissioner 2013 - 2014
Section
2.
2.1.6
2.2
Action
Target
Date
Update
Service Planning and Delivery continued
Welsh Language
Awareness Training
sessions delivered to
new staff on induction
Head of Training
Current
Practice
During the reporting period 2012/13, the Service
has re-structured its induction programme. New
staff now receive a 20/30 minute Welsh Language
Awareness Training session that covers the basic
principles of the Service’s Welsh Language
Scheme. This session is delivered either by the
Welsh Language Officer or another member of
staff from the Training Department.
Service Delivery
Welsh Language Skills
Support Team bridges
skills gap in Welsh
language service
provision
2.2.4
Responsibility
Directory of Welsh
Language Skills
Support Team available
to staff via Intranet
Welsh Language Officer
Welsh Language Officer
Current
Practice
Current
Practice
Page 6 of 34
The Team currently has 98 members who deliver
services in Welsh on behalf of the Authority. In the
reporting period 2013/14 the Team provided a
Welsh language service on over 60 occasions.
A database of members of the Welsh Language
Skills Support Team is held on the Intranet.
Managers are required to check the accuracy of
the information held on this database at least once
every quarter and notify the Welsh Language
Officer of any changes that are necessary, eg if a
member of their staff has moved to another work
location. The database is reviewed and updated
regularly by the Welsh Language Officer.
209
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
2.3
Action
Responsibility
Target
Date
Update
Standards of Quality
The Authority continues to ensure that the need to
consider the Welsh Language Scheme is
addressed in all improvement planning and
reporting activities.
2.3.1
Welsh Language to be
incorporated into Wales
Programme for
Improvement planning
Head of Engagement,
Performance and
Transformation
Each year, the Authority’s Annual Improvement
Plan is fully translated into Welsh. Both English
Language and Welsh Language versions are
published simultaneously. This is also the case
with the electronic and paper surveys that give the
public an opportunity to engage with the
improvement planning process in their preferred
Continual language, and tell us what they think of the plans
Process and offer suggestions for consideration by the
authority. Last year a digital story summary of the
improvement plan was produced and uploaded
onto you tube in both English and Welsh.
With regards to the planning processes used within
SWFRS the planning framework which is used to
formulate and cascade improvement actions within
the service there are specific questions regarding
Welsh Language. Firstly the action owner is asked
to consider Key Partners to their action and identify
them.
Page 7 of 34
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Annual Report to Welsh Language Commissioner 2013 - 2014
Section
Action
2.3
Standards of Quality
Welsh Language to be
incorporated into Wales
Programme for
Improvement planning
continued
Responsibility
Target
Date
Head of Engagement,
Performance and
Transformation
Update
Welsh language is specified as Key Partner which
can be selected. The action owner is also asked if
they have made Equalities Impact Considerations
and Welsh Language is again an Equality Impact
Consideration that can be selected.
There is also a specific prompt in the Project
Management Procedure to consider Welsh
language implications.
2.3.1
Continual In Operational Procedure-6.001, which refers to the
Process production of policies and procedures, there is a
specific requirement to consider Welsh language
implications by means of completing an Equality
Risk Assessment (see also 2.1.1).
Since 2010, the Authority has been collecting data
regarding the implementation of its Welsh
Language Scheme via local Welsh Language
Performance Indicators for Departments and
Stations (see also 5.8.1).
Page 8 of 34
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Annual Report to Welsh Language Commissioner 2013 - 2014
Section
2.3
2.3.3
Action
Standards of Quality
Conduct a mystery
shopper exercise
Target
Date
Responsibility
31.12.10
Welsh Language Officer
31.12.11
Update
A mystery shopper exercise on behalf of the
Authority was completed in March and April of
2014 by Menter Iaith Caerdydd.
31.12.12
3.
3.1
3.1.1
Dealing with the Welsh Speaking Public
Written Communications
Correspondence
answered in language
of original
correspondence
All Staff
Current
Practice
Page 9 of 34
Where correspondence in Welsh is received by
staff in Welsh essential posts, they answer it
themselves in Welsh. This includes e-mails. NonWelsh speaking staff receiving Welsh
correspondence forward the correspondence to the
Welsh Translator for translation into English.
Replies are then drafted in English and translated
into Welsh before being issued to correspondents.
212
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
3.
3.1
3.1.2
Action
Responsibility
Dealing with the Welsh Speaking Public continued
Written Communications continued
Welsh correspondence
responded to within 10
All Staff
working days
Database of language
preference of service
users available to staff
via Intranet
3.1.3
Staff initiating
correspondence to
check language
preference database
before corresponding
Target
Date
Current
Practice
Welsh Language Officer
Current
Practice
All Staff
Current
Practice
Page 10 of 34
Update
All staff are aware of the corporate standard that
requires all correspondence, in either Welsh or
English, to receive a response within 10 working
days.
This database is made available to all staff via the
Welsh Language Information section of the
Intranet. It is amended by the Welsh Language
Officer as the Authority becomes aware of
organisations/individuals who wish to communicate
through the medium of Welsh. No new groups,
organisations or individuals have been identified as
wishing to deal with the Authority in Welsh during
the reporting period 2013/14.
All staff have been made aware of the need to
check the language preference database before
corresponding. The Authority has published a
“Guidance for Staff” section on the Intranet that
makes reference to checking this data base before
issuing correspondence. As of 31st March 2014,
70 organisations and individuals have registered
their language preference as Welsh. These are
predominantly Welsh Medium Schools.
213
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
3.
3.1
3.1.4
Action
Responsibility
Dealing with the Welsh Speaking Public continued
Written Communications continued
Where language
preference is unknown,
correspondence to be
All Staff
issued bilingually
Language choice
offered for follow up
correspondence
following meeting,
interview or telephone
conversation in Welsh
All Staff
Target
Date
Current
Practice
Current
Practice
Page 11 of 34
Update
All staff have been made aware of the need to
issue correspondence bilingually where the
language preference is not known. All general
correspondence with the public is issued bilingually
as a matter of course.
All staff have been made aware of the need to offer
follow up correspondence in Welsh where verbal
contact has been made in Welsh.
214
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
3.
3.1
3.1.7
3.1.8
Action
Responsibility
Dealing with the Welsh Speaking Public continued
Written Communications continued
Standard statement on
official paper and
compliments slips
"Croesawn ohebiaeth
Head of Business Support
yn y Gymraeg neu
Saesneg/We welcome
correspondence in
English or Welsh"
All new public facing
standard letters and
circulars to be issued
bilingually as standard
All Staff
Target
Date
Update
The Service's official letter headed paper and
compliments slips bear this statement embedded
within the design.
Current
Practice
The Service does not generally issue circulars, but
all public facing standard letters are bilingual as a
matter of course.
Current
Practice
Page 12 of 34
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Annual Report to Welsh Language Commissioner 2013 - 2014
Section
3.
3.2
3.2.1
3.2.4
Action
Responsibility
Dealing with the Welsh Speaking Public continued
Telephone Communications
Substantive Reception
duty posts at FRSHQ
Head of Business Support
designated as Welsh
essential
Basic Welsh call
handling skills training
for staff that cover
Reception
Eight posts in Fire
Control to be
designated as Welsh
essential
Head of Business Support
Group Manager Control
Target
Date
Current
Practice
Update
The Receptionist post at Fire and Rescue Service
Headquarters are designated as “Welsh essential”
and are filled by fluent Welsh speakers.
Annually
Due to staff changes it has been possible to recruit
people who are fluent in Welsh which has
increased the pool of Welsh speaking staff
available to cover Reception, as a result the need
to run basic Welsh skills courses has diminished
over the last year. However going forward it may
not be able to provide the same level of cover and
the Supervisor will arrange training as and when it
is required.
31.03.13
The target has not been achieved. The Authority
has just announced the merger of South Wales
and Mid and West Wales Fire Controls. The
number of Welsh essential posts will be reassessed as part of this project which is due to be
completed in 2016. There will be no permanent
recruitment to Control for the foreseeable future.
Page 13 of 34
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Annual Report to Welsh Language Commissioner 2013 - 2014
Section
3.
3.2
Action
Responsibility
Target
Date
Update
Dealing with the Welsh Speaking Public continued
Telephone Communications
This contingency plan is still in place and will be
maintained until the control project is completed in
2016.
3.2.5
Contingency
arrangement in place to
deal with Welsh only
emergency call
Group Manager Control
Current
Practice
Page 14 of 34
The NLPG project that was completed in April is a
National Gazetteer which forms the basis of the All
Wales Gazetteer which has all the Welsh
addresses included – the advantage of this is that
staff can search on any welsh addresses passed
which will assist in taking any calls in Welsh.
217
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
3.
3.2
3.2.6
Action
Responsibility
Target
Date
Dealing with the Welsh Speaking Public continued
Telephone Communications continued
Non-urgent answer
phone messages invite
caller to leave message
in Welsh or English
Heads of Service
Update
The headquarters telephone number has an
answerphone facility which is deployed outside of
normal office hours, i.e. between 5pm and 8.30 am
Monday to Friday and on weekends.
The
answerphone message is bilingual.
Current
Practice
The Authority operates a freephone service for
members of the public to request Home Fire Safety
Checks. This freephone service offers a language
choice at the start of the message and has the
facility for a message to be left by the caller in
either Welsh or English.
The Control Room updates an information line for
media enquires several times each day. This
information line is updated in Welsh and English.
Individual members of staff who are members of
the Welsh Language Skills Support Team are
encouraged to record a bilingual message stating
that callers may leave a message in Welsh or
English.
Page 15 of 34
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Annual Report to Welsh Language Commissioner 2013 - 2014
Section
3.
3.2
3.2.7
3.3
3.3.1
Action
Responsibility
Dealing with the Welsh Speaking Public continued
Telephone Communications continued
Members of the Welsh
Language Skills
Support Team give a
bilingual greeting when
Line Managers/Individual
answering their direct
Members of Team
lines to external calls or
calls received via the
switchboard
Public Meetings
Arrangements in place
to enable use of Welsh
at public meetings
Heads of Service
Target
Date
Current
Practice
Current
Practice
Page 16 of 34
Update
All Welsh speaking staff and staff who are known
to be learning Welsh, are encouraged to give
bilingual greetings when answering the telephone.
The Authority has published a “Guidance for Staff”
section on the Intranet that includes reference to
bilingual telephone greetings.
The Service does not generally hold public
meetings. All staff have been made aware of the
need to facilitate use of Welsh at any public
meetings held and of the procedure to follow in
doing so. During the reporting period 2013/14 a
number of public consultation events have been
held by the Authority regarding its Fire Cover
Review. Bilingual members of staff have been
present at each of these events in order for the
public to engage with the consultation in their
preferred language.
219
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
3.4
3.4.3
Action
Responsibility
Target
Date
Other meetings
Language choice
offered for visits to
schools, business and
homes
Heads of Service
Current
Practice
Page 17 of 34
Update
All staff have been made aware of the need to offer
language choice at the point of first contact. During
the reporting period 2013/14 the Authority has
provided:
 Welsh language presentations to Welsh
medium schools
 business fire safety inspections and advice
to a small number of businesses who prefer
do deal with us in Welsh
 a small number of Home Fire Safety Check
visits to individuals who have chosen to
receive this service in Welsh
220
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
3.5
3.5.2
4
4.1.1
4.1.2
Action
Responsibility
Target
Date
Update
Communicating by Other Means
Bilingual website
Heads of Service
The Authority’s Public Face
Fully bilingual corporate
identity adopted for use
Head of Business Support
on materials and goods
Title and standard
information on letter
headings, fax covering
sheets, business cards,
Head of Business Support
drop cards,
acknowledgement
cards and other printed
materials to be bilingual
Current
Practice
Current
Practice
Current
Practice
Page 18 of 34
The Service's website is fully bilingual. Staff who
upload information onto the website have been
made aware of the procedure which includes a
control point to ensure that no information is
uploaded onto the live site unless the Welsh and
English versions are uploaded simultaneously, the
exceptions to this are press releases which are
sometimes posted on the English side of the
website before the Welsh versions are published.
The Authority has adopted a bilingual corporate
identity which is used on all materials and goods
that it produces.
The Authority has adopted the policy of issuing
bilingual printed materials and compliance is
monitored by the Welsh Language Officer in
conjunction with the Design and Print staff who
produce all corporate templates.
221
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
4
Action
Bilingual livery on
vehicles
4.1.5
Guidance on the use of
the bilingual corporate
identity issued
4.2.1
Target
Date
Update
The Authority’s Public Face continued
4.1.3
4.2
Responsibility
Head of Fleet and
Engineering
Current
Practice
Media and Communications
Manager
Current
Practice
All the Authority's vehicles display bilingual livery.
Compliance is monitored by the Welsh Language
Officer in conjunction with the Head of Fleet and
Engineering. A local performance indicator has
been established to ensure compliance with regard
to bilingual livery on Authority vehicles.
The Authority has published a “Guidance for Staff”
section on the Intranet that includes reference to
the use of the bilingual corporate identity and
bilingual design.
Meetings of the Authority and its committees
Members of the public
able to contribute to
Fire Authority meetings
Head of Business Support
Current
Practice
Page 19 of 34
Generally members of the public are not permitted
to contribute to Fire Authority meetings. However if
the Fire Authority arranges to receive contributions
from the public at one of its meetings then
arrangements would be made to facilitate this in
Welsh if that is the preferred language of the
contributor.
No members of the public have
requested to contribute to Fire Authority meetings
during the reporting period 2013/14.
222
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
Action
4.3
Signs
Rolling programme to
replace existing
monolingual signage
New and replacement
public facing signage to
be bilingual / pictoral
Publications
4.3.1
4.3.2
4.4
4.4.1
Published materials
aimed at the public to
be issued bilingually
Responsibility
Target
Date
Chief Fire Officer
31.03.13
Property Services Manager
Current
Practice
Update
Work in progress.
Heads of Service
Station Commanders
Current
Practice
The Service operates a policy of providing all new
signage in a bilingual or pictoral format.
All public facing published materials are designed
and produced by the Design and Print Department.
There is a control mechanism in the process for
production of published materials which ensures
that they conform with the Authority's Welsh
Language Scheme. Examples of printed materials
issued by the Authority and aimed at members of
the public during this reporting period are:



Page 20 of 34
Fire Cover Review posters, flyers and
questionnaires
Bernie arson prevention campaign banners,
posters and literature
Blaenavon Fire Plan
223
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
Action
4.4
Publications continued
4.4.2
Separate Welsh and
English versions state
that a version is
available in another
language
Responsibility
Heads of Service
Target
Date
Current
Practice
Page 21 of 34
Update
The Authority tries to avoid the production of
separate Welsh and English publications with the
preferred design of documents being tilt and turn i.e. Welsh and English documents back to back
and upside down in relation to each other. A local
performance indicator has been established to
capture information about any separate Welsh and
English documents that are produced. However,
now that many documents are published
electronically rather than hard copies, the English
version of a document will appear on the English
side of our website and the Welsh version on the
Welsh side. The Authority has only issued separate
Welsh and English versions of documents in one
area of business during this reporting period, that is
recruitment. The Authority publishes separate
English and Welsh recruitment documentation
such as recruitment information packs, however
where language preference is not clearly stated,
applicants receive a copy of the documentation in
both languages.
224
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
Action
4.4
Publications continued
4.4.3
4.5
4.5.1
4.6
4.6.1
Translation scoring
system adopted
Responsibility
Welsh Language
Officer/Heads of Service
Target
Date
Current
Practice
Update
The Authority has based its translation scoring
system on those used by the Welsh Assembly
Government and North Wales Police with some
minor adaptations to make it fit for purpose within
the Fire and Rescue Service.
Forms and Explanatory Materials
Public facing forms to
be available bilingually
Press Releases
Press releases to the
press and media in
Wales to be issued
bilingually where
deadlines permit
Heads of Service
Media and Communications
Manager
Current
Practice
Current
Practice
Page 22 of 34
All forms for use by the public have now been
translated and are issued in a bilingual format.
New forms are designed to accommodate both
Welsh and English in the most user friendly
format. During the reporting period 2013/14, a
Welsh language thematic review of the Finance,
Procurement and Human Resources departments
was conducted. This review identified a small
number of forms that had been overlooked for
translation. A plan to translate these forms has
now been implemented.
A local performance indicator has been
established to monitor this.
225
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
4.6
4.6.1
4.6.2
Action
Responsibility
Press Releases continued
Press releases to
Welsh language
Media and Communications
publications to be
Manager
issued in Welsh only
Welsh speaking staff
available for media
interviews where
possible
Media and Communications
Manager
Target
Date
Current
Practice
Current
Practice
Page 23 of 34
Update
A local performance indicator has been established
to monitor this.
Members of the Welsh Language Skills Support
Team assist the Service in providing Welsh
speakers for media interviews. Staff who are willing
and able to give media interviews in Welsh are
listed on the Intranet, together with their work
location and contact details. A local performance
indicator has been established to monitor the
effectiveness of this arrangement.
226
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
4.7
Action
Responsibility
Target
Date
Update
Advertising and Publicity Activities
4.7.1
Permanent or
temporary exhibitions,
displays and
presentations to
advertise services to be
bilingual
4.7.2
Other organisations
mounting public
exhibitions to be made
aware of Scheme and
requested to use
bilingual materials
Any permanent or temporary displays and
presentations to advertise services are bilingual as
a matter of course, this includes displays and
presentations regarding recruitment.
Organiser of the Event
Organiser of the Event
Current
Practice
Current
Practice
Page 24 of 34
External organizations displaying at headquarters
are always asked to display in the medium of
Welsh and English.
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Annual Report to Welsh Language Commissioner 2013 - 2014
Section
4.7
4.7.3
4.7.4
Action
Responsibility
Target
Date
Update
Advertising and Publicity Activities continued
Promotional or
advertising campaign
using press, television,
radio, cinema, posters,
help lines, cold calling,
hoarding, electronic
messages or public
address systems use
both languages in
appropriate manner
Public facing surveys
and market research
conducted bilingually
All promotional or advertising campaigns are
conducted bilingually as a matter of course.
Originator of the
Promotional/Advertising
Campaign
Originator of Survey
Current
Practice
Current
Practice
Page 25 of 34
During the reporting period 2013/14 the Authority
has conducted a public survey with regard to the
provision of fire cover across the ten unitary
authorities it serves. The survey was in the form of
a questionnaire available in hard copy,
electronically via our website and in some cases,
staff with iPads undertook conversations with
members of the public and recorded those
responses. Members of the public were able to
complete the survey in either Welsh or English, no
responses in Welsh were received.
228
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
4.7
Action
Responsibility
Target
Date
Advertising and Publicity Activities continued
Presentations to Welsh
medium schools, youth
clubs and associations
conducted in Welsh
Heads of Service
Current
Practice
Heads of Service
Current
Practice
Heads of Service
Current
practice
4.7.6
Language choice
offered for
presentations where
language preference is
currently unknown
4.8
4.8.1
Update
The Authority has undertaken to deliver all
presentations to Welsh medium schools and
groups in Welsh. During the reporting period
2013/14 more than 60 such presentations were
made.
All official presentation materials produced by the
Service itself are bilingual and language choice is
offered at the point of first contact.
Public and Official Notices
Public and official
notices issued
bilingually
Page 26 of 34
All public and official notices issued by the
Authority (e.g. Annual Accounts Statement) are
produced bilingually in accordance with the
Service's translation guidelines.
229
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
4.9
4.9.2
Action
Responsibility
Target
Date
Update
Staff Recruitment Advertising
All recruitment adverts
to be bilingual as
standard, except for
adverts placed in Welsh
language publications
which will be Welsh
only
Recruitment adverts for
Welsh essential posts
to be advertised
bilingually or in Welsh
only according to the
level of Welsh required
for the post
Head of Human Resources
Head of Human Resources
Current
practice
Current
practice
Page 27 of 34
This requirement is embedded into the Authority’s
Recruitment Policy under sections 7.4 and 8.4. A
copy of the policy is available upon request.
This requirement is embedded into the Authority’s
Recruitment Policy under sections 7.4 and 8.4. A
copy of the policy is available upon request.
230
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
4.9
4.9.3
5
5.1
5.1.1
5.1.3
Action
Responsibility
Target
Date
Update
Staff Recruitment Advertising
Recruitment awareness
targeting of young
adults
Head of Human Resources
Sept
2007
During the reporting period 2013/14 a Fitzalan High
School event designed to promote the value of
Welsh language skills to pupils was attended by a
member of the Recruitment and Assessment team.
Implementing and Monitoring the Scheme
Staffing
Implementation of
revised Linguistic Skills
Strategy
Develop policy for
increased use of Welsh
internally
Head of Human Resources
Welsh Language Officer
Current
Practice
The revised Strategy has been in operation since
September 2008.
31.03.12
During the reporting period 2013/14 a mentoring
programme has been introduced for the purpose of
enabling greater use of Welsh throughout the
Service. The mentors are volunteers from amongst
our Welsh speaking colleagues who have received
training in how to assist Welsh learners in
developing confidence in and use of the Welsh
skills that they are learning.
Page 28 of 34
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Annual Report to Welsh Language Commissioner 2013 - 2014
Section
5
5.2
5.2.2
5.2.8
Action
Responsibility
Target
Date
Update
Implementing and Monitoring the Scheme
Learning Welsh
Implementation of
Welsh Language
training Programme
Copies of "Cysgliad"
available to appropriate
staff
Welsh Language Officer
Heads of Service
Current
Practice
Current
Practice
Page 29 of 34
There are currently 14 members of staff being
financially supported by the Authority to learn
Welsh.
Copies of "Cysgliad" are made available to
members of staff that request this. A local
performance indicator has been established to
monitor how many staff are using Cysgliad. At
present there are 6 members of staff who have
Cysgliad installed on their computers.
232
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
5.3
5.3.1
Action
Responsibility
Target
Date
Update
Recruitment
All recruitment
campaigns conducted
bilingually
Head of Human Resources
Current
Practice
Page 30 of 34
All recruitment campaigns for Wholetime
Firefighters are run jointly by the three Welsh Fire
and Rescue Services and are conducted
bilingually. Applicants are able to complete most
elements of the selection process in either Welsh
or English, however it is not currently possible to
offer the practical tests through the medium of
Welsh. Recruitment of Firefighters for the
Retained Duty System is done on an ad hoc basis
throughout the year as the need arises. All
recruitment information is provided bilingually and
the opportunity for language choice is exactly the
same as for Wholetime Firefighters. Support staff
are also recruited on an ad hoc basis throughout
the year as the need arises. All support staff
recruitment advertisements are bilingual (or Welsh
only for some Welsh essential posts), as are the
recruitment information packs and application
forms. Candidates who indicate a preference to
communicate in Welsh are corresponded with in
their preferred language throughout the selection
process.
233
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
5.3
5.3.5
5.4
5.4.1
5.6
5.6.4
Action
Responsibility
Target
Date
Update
Recruitment
Recruitment Policy to
include measures
aimed at targeting
individuals with Welsh
language skills
Head of Human Resources
Current
Practice
This requirement is fulfilled by means of Human
Resources Department working practices to
support targeted recruitment activity amongst
certain currently under-represented groups,
including those with Welsh language skills.
Welsh Language Officer
Current
Practice
Operational staff enrolled on the in-house Welsh
courses have been instructed in the use of the
Authority’s Welsh language educational resources
for primary school pupils.
Current
Practice
All tender briefs undergo an Equality Risk
Assessment before being advertised. Bilingual
tender packs are issued to potential suppliers and
include specific references to Welsh language
provisions where appropriate. Contract documents
and agreements also contain relevant sections on
the provision of services or goods in Welsh where
that has been identified as a requirement.
Vocational Training
Vocational training
opportunities made
available
Services on Behalf of the Authority by Other Parties
Bilingual requirements
appear in tendering
documents, contract
agreements and
conditions
Head of Finance and
Procurement
Page 31 of 34
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Annual Report to Welsh Language Commissioner 2013 - 2014
Section
5.8
Action
Responsibility
Update
Monitoring
Local Performance
Indicators reviewed
Robust monitoring
mechanisms developed
and implemented
Compare performance
against standards and
targets set in the
Scheme within the
Annual Report to the
Welsh Language
Commissioner
The Welsh Language Officer has continued to use
local Welsh Language Performance Indicators to
track the Authority's progress against its Welsh
Language Scheme.
Welsh Language Officer
Quarterly
Welsh Language Officer
The Welsh Language Officer has continued to use
local Welsh Language Performance Indicators to
track the Authority's progress against its Welsh
Language Scheme. During 2013/14, the Service
May 2007
has begun a thematic review of Welsh language
provision across all departments in preparation for
the introduction of the new Welsh Language
Standards.
5.8.1
5.8.2
Target
Date
30.06.11
Welsh Language Officer
30.06.12
30.06.13
Page 32 of 34
The process of compiling the Annual Monitoring
Report is carried out by the Welsh Language
Officer and scrutinised by the Senior Management
Team and the Fire and Rescue Authority.
235
Annual Report to Welsh Language Commissioner 2013 - 2014
Section
6
6.6.3
Action
Responsibility
Target
Date
Update
On
Scheme
approval
and on a
continuing
basis
thereafter
The Scheme has been issued to main libraries and
other partner agencies for display to members of
the public. The Service promotes the Welsh
Language Scheme when working in partnerships.
The Scheme is published in full on the Service's
bilingual website.
Publicity
Publicise the Scheme
Heads of Service
Page 33 of 34
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Annual Report to Welsh Language Commissioner 2013 - 2014
Page 34 of 34
237
SOUTH WALES FIRE & RESCUE AUTHORITY
AGENDA ITEM NO 6.v
14 JULY 2014
REPORT OF THE DEPUTY CHIEF OFFICER
PROPOSED REFURBISHMENT OF ABERDARE FIRE & RESCUE STATION
SUMMARY
This report provides Members with an update regarding the proposed
refurbishment of Aberdare Fire & Rescue Station. This is following the
receipt of planning permission, together with contractor tender returns.
RECOMMENDATION
Members authorise the Deputy Chief Officer to award the building contract
for the refurbishment of Aberdare Fire & Rescue Station.
1.
BACKGROUND
1.1
The proposed refurbishment of Aberdare Fire & Rescue Station is
contained with the Property Departments Land and Building Management
Plan, which forms part of the Authority’s Asset Management Strategy and
is supported by the Medium Term Financial Strategy.
1.2
Members have been previously advised regarding the progress of the
project through the capital monitoring reports presented to the Finance,
Audit & Performance Management Committee during 2013-14.
1.3
In summary, the proposed refurbishment scheme comprises:
 Demolition and rebuilding of the existing two storey
accommodation block
 External and internal refurbishment of appliance bay
 Demolition of redundant external buildings, re-configuration of
external areas and repairs to drainage
1.4
The refurbishment will also achieve a minimum BREEAM rating of ‘Very
Good’ inline with plans listed in paragraph 1.1.
1.5
The total anticipated budget for the project, including previously approved
expenditure by the Authority, is £ 2,340,547 (fees, construction,
furniture and contingency).
2.
ISSUE
2.1
The design and specification for the building works have been completed.
The tender document included for a provisional start date on site of the 1
September 2014.
238
2.2
The tender exercise has been undertaken and tenders have been
returned and evaluated, including the completion of contractor interviews
to discuss their submissions further.
2.3
Following completion of this process, the lowest compliant tender
received was from AS for the sum of £ 2,111,547. Their tender price is
fixed for 12 weeks from the 6 June 2014.
2.4
As the refurbishment of the Station will exceed the threshold specified in
Contract Standing Order CSO15 Fire & Rescue Authority approval is
required in order to award the contract.
2.5
Any potential postponement, in awarding the contract will result in a
delay, which may in turn have a financial impact on the cost of the
scheme i.e. increase in project costs.
3.
FINANCIAL IMPLICATIONS
3.1
The current funding for construction of the project is contained in the
2014-15 and 2015-16 capital programmes.
4.
EQUALITY RISK ASSESSMENT
4.1
As part of project inception an Equality and Diversity Impact Assessment
was undertaken.
4.2
All outcomes and recommendations of that assessment have been
incorporated within the design brief. For example, the provision of female
showering facilities/toilets, site/building is fully accessible for disabled
members of public and SWFRS staff.
5.
RECOMMENDATION
5.1
Members authorise the Deputy Chief Officer to award the building
contract for the refurbishment of Aberdare Fire & Rescue Station.
Contact Officer:
Stuart Howison
Building Maintenance Manager
Background Papers:
Capital Monitoring Reports
2013-14
239
SOUTH WALES FIRE & RESCUE AUTHORITY
AGENDA ITEM NO 6.vi
14 JULY 2014
REPORT OF THE DEPUTY CHIEF OFFICER
ELECTRICITY SUB-STATION AT ABERBARGOED FIRE & RESCUE
STATION
SUMMARY
This report seeks authorisation for the disposal of a small area of land at the
new Aberbargoed Fire & Rescue Station to Western Power Distribution where
the new electricity sub-station for the site has been constructed.
RECOMMENDATION
That Members approve the transfer of the electricity sub-station at
Aberbargoed Fire & Rescue Station, shown for identification purposes
coloured pink on the plan attached at Appendix 1, to Western Power
Distribution for £1 consideration.
1.
ISSUE
1.1
Following the successful completion of the construction of the new
Aberbargoed Fire & Rescue Station, Officers have been approached by
solicitors acting for Western Power Distribution to complete a transfer
relating to the site.
1.2
The proposed transfer is of a small parcel of land to the rear of the site
upon which the electricity sub-station serving the Fire & Rescue Station is
located (shown coloured pink on the plan attached at Appendix 1 to this
report).
1.3
In accordance with industry standard procedure, the transfer will be for a
consideration of £1, and a right of way to access the sub-station for
maintenance and repair will be granted to Western Power Distribution
across Fire & Rescue Service land in a manner to be agreed.
1.4
The current Scheme of Delegations requires Fire & Rescue Authority
approval for any sale of land, even where the consideration is nominal
and the disposal is to a statutory undertaker, utility company or
telecommunications company. A request to amend the Scheme of
Delegations to incorporate such issues in the future is contained
elsewhere on this agenda.
2.
FINANCIAL IMPLICATIONS
2.1
There are no financial implications arising directly as a result of this
report. The electricity sub-station was constructed as part of the
240
requirements of the new Aberbargoed Fire & Rescue Station.
Consideration will be nominal (£1).
3.
RECOMMENDATIONS
3.1
That Members approve the transfer of the electricity sub-station at
Aberbargoed Fire & Rescue Station, shown for identification purposes
coloured pink on the plan attached at Appendix 1, to Western Power
Distribution for £1 consideration.
Contact Officer:
Sally Chapman
Deputy Chief Officer
Background Papers:
Appendix 1
APPENDIX 1
61
Sta
PL36
PL37
T
UR
CO
PL38
38
3
PL35
H
RS
MA
37
54
22 PL23
PL22
PL2
2
PL39
39
PL40
40
41
WB
PL41
1
PL1
73
k
c
a
r
T
83
BM 213.05m
AM
PENG
D
ROA
Factory
El
Sub
Sta
209.1m
Issues
N
FIRE
STATION
205.1m
INSERT SCALE 1:2500
The Beeches
Factory
SIGNATURE OF GRANTOR:
(for wayleave agreements)
DATE
TITLE:
WESTERN POWER
DISTRIBUTION
FIRE STATION S/S
N
Serving the Midlands, South West and Wales
ABERBARGOED
DRAWING NUMBER
GRID REFERENCE
DRAWN BY
DATE
PENGAM ROAD
N.THORNE
A01379
1207728
ST1588 9910
@ A3
SCALE 1:500
30/4/2014
SUBSTATION SITE
SUBSTATION SITE ACCESS ( & UNDERGROUND CABLE
RIGHTS IF INCLUDED IN THE LEASE/TRANSFER/DEED )
SALE OF LAND
FIRE
UNDERGROUND CABLE LEGAL RIGHTS and/or ACCESS
OVERHEAD LINE LEGAL RIGHTS and/or ACCESS
STATION
OVERHEAD LINE & UNDERGROUND CABLE
ROAD
LEGAL RIGHTS and/or ACCESS
205.1m
FIBRE OPTIC/TELECOMS OVERHEAD LINE LEGAL
RIGHTS and/or ACCESS
FIBRE OPTIC/TELECOMS UNDERGROUND CABLE LEGAL
RIGHTS and/or ACCESS
PROPERTY BOUNDARY (WAYLEAVE PLANS ONLY)
TOWER/PYLON
PENGAM
POLE
STAY
UNDERGROUND CABLE(S)
OVERHEAD LINE(S)
or
or
REPRODUCED FROM ORDNANCE SURVEY MAP WITH THE SANCTION OF THE CONTROLLER
OF H.M. STATIONERY OFFICE.
PLEASE NOTE THAT THIS IS A LEGAL PLAN RELATING TO SPECIFIC ASSETS (A LINE MAY INDICATE THE POSITION
OF MORE THAN ONE ASSET/CABLE). THIS PLAN IS NOT TO BE USED FOR IDENTIFYING WHERE OUR ASSETS HAVE
BEEN INSTALLED OR IN CONNECTION WITH ANY PLANNED WORKS OR EXCAVATIONS. IF YOU REQUIRE A PLAN OF
WESTERN POWER DISTRIBUTION’S ASSETS IN PREPERATION FOR SITE WORKS OR EXCAVATIONS, PLEASE REFER TO
OUR COMPANY WEBSITE FOR DETAILS. ASSETS SHOWN DEAD OR DISCONNECTED MAY HAVE BEEN RECONNECTED
AND SHOULD BE TREATED AS LIVE.
PLEASE NOTE: This plan ONLY shows assets owned by Western Power Distribution. Electricity assets owned by IDNO’s (Independent Network Operators) MAY be present in this area.
36
21
PL21
El Sub
35
PL3
241
242
243
SOUTH WALES FIRE & RESCUE AUTHORITY
AGENDA ITEM NO 6.vii
14 JULY 2014
REPORT OF THE DEPUTY CHIEF OFFICER
PROPOSED FLOOD DEFENCE WORKS ON LAND FORMING PART OF
RISCA FIRE & RESCUE STATION
SUMMARY
This report seeks authorisation for the disposal of a small area of land at
Risca Fire & Rescue Station to Caerphilly County Borough Council who, in
partnership with National Resources Wales, will be carrying out flood defence
works.
RECOMMENDATION
That Members approve the transfer of the subject land at Risca Fire &
Rescue Station, shown for identification purposes coloured pink on the plan
attached at Appendix 1, to Caerphilly County Borough Council for a nominal
consideration.
1.
ISSUE
1.1
Natural Resources Wales (NRW) together with Caerphilly County
Borough Council have approached SWFRS in relation to their flood risk
management scheme which comprises the construction of new
defences (walls and embankments) along the River Ebbw. One area
they will be carrying out works is New Park Road where they intend to
construct a new flood defence in the park, and around Risca Fire &
Rescue Station. The works will include constructing a small
embankment to the rear of the Station.
1.2
The area that the works will be taking place lies within our boundary and
is shown coloured pink on the plan attached at Appendix 1. The subject
land is a landscaped area comprising approximately 0.06 acres.
1.3
Once the works have been completed we will not be able to use the land
for any other purpose and it will effectively be sterilised from a
development / usage perspective. On that basis the recommendation is
to dispose of the land.
1.4
The subject land lies within the flood plain and has no obvious higher
value alternative use. The flood defence works will also protect the
Station from future flooding risk.
1.5
The transfer will be for a nominal consideration which reflects the limited
value of the land and the benefits a flood defence system will bring to
244
our operational use of the Station. The purchaser will also erect a
boundary fence along the extent of our new boundary at their cost.
1.6
The disposal would not have any adverse impact upon the operational
viability of the Fire & Rescue Station. The land is currently unutilized and
sits within the flood plain so alternative use of this area is very limited.
1.7
The current Scheme of Delegations requires Fire & Rescue Authority
approval for any sale of land, even where the consideration is nominal
and the disposal is to a statutory undertaker, utility company or
telecommunications company. A request to amend the Scheme of
Delegations to incorporate such issues in the future is contained
elsewhere on this agenda.
2.
FINANCIAL IMPLICATIONS
2.1
There are no financial implications arising directly as a result of this
report.
3.
RECOMMENDATIONS
3.1
That Members approve the transfer of the subject land at Risca Fire &
Rescue Station, shown for identification purposes coloured pink on the
plan attached at Appendix 1, to Caerphilly County Borough Council for a
nominal consideration.
Contact Officer:
Sally Chapman
Deputy Chief Officer
Background Papers:
Appendix 1
APPENDIX 1
245
246
247
SOUTH WALES FIRE & RESCUE AUTHORITY
AGENDA ITEM NO 6.viii
14 JULY 2014
REPORT OF THE DEPUTY CHIEF OFFICER
AMENDMENTS TO CONSTITUTIONAL DOCUMENTS
SUMMARY
This report recommends amendments to the Authority’s Scheme of Delegation
as a consequence of revised, streamlined working procedures following
consideration by the Authority’s Standing Orders Working Group.
RECOMMENDATION
That the changes and additions to the Officer Scheme of Delegation as detailed
within this report at paragraph 2.3 be approved.
1.
BACKGROUND
1.1
The Authority’s constitutional documents require any significant
amendments to the component parts to be authorised by the Fire &
Rescue Authority. The Members of the Authority’s Standing Orders
Working Group have already considered and approved the proposed
recommendations detailed within this report.
2.
ISSUE
2.1
The amendments proposed are to the Officer Scheme of Delegation.
2.2
The amendments to the Scheme of Delegation are required following the
appointment of the Legal Services Officer and will enable this Officer to
effectively undertake their role for the organisation.
2.3
At the current time, any sale or lease of land requires Fire & Rescue
Authority approval. Whilst Officers agree that this is absolutely the right
approach for the majority of disposals and all major disposals and leases,
there are increasing instances where the Service is required to enter into
minor disposals. Examples of these include:
2.3.1 Disposals at nominal value;
2.3.2 Disposals of electricity sub-stations or similar (such as that at
Aberbargoed Fire & Rescue Station reported elsewhere on this
agenda);
2.3.3 Disposals of minor areas of land to other public sector
organisations to affect other schemes where there is no impact on
service delivery (such as the disposal of a very small area of the
248
forecourt at Ebbw Vale Fire & Rescue Station to accommodate a
road widening scheme in exchange for the resurfacing of the
forecourt);
2.3.4 The granting or renewal of telecommunication leases on Fire &
Rescue Service property (such as those that will be imminent at
some of our fire & rescue stations where there is a statutory right to
renewal by the telecommunication provider);
2.3.5 The granting of short term leases to organisations to utilise or
share occupation of our property (such as has historically occurred
with Safer Vale at Barry Fire & Rescue Station);
2.3.6 The granting of leases at nominal value.
2.4
It is therefore recommended that the Officer Scheme of Delegation,
paragraph 6.3.1, which specifically relates to disposals and leases, is
amended to allow for the Director of Corporate Services, the Head of
Business Support and the Legal Services Officer to authorise those
activities detailed at paragraph 2.3 above. Major disposals and leases
would still require Fire & Rescue Authority approval.
3.
RECOMMENDATION
3.1
That the changes and additions to the Officer Scheme of Delegations as
detailed within this report at paragraph 2.3 be approved.
Contact Officer:
Sally Chapman
Deputy Chief Officer
Background Papers:
None
249
AGENDA ITEM NO 7
Reports for Information
250
251
SOUTH WALES FIRE & RESCUE AUTHORITY
AGENDA ITEM NO 7.i
14 JULY 2014
REPORT OF THE ASSISTANT CHIEF FIRE OFFICER - TECHNICAL
SERVICES
HEALTH & SAFETY REPORT 2013/2014
SUMMARY
The annual Health and Safety report for 2013/14 presents statistics and
activities, which provides data on performance within South Wales Fire &
Rescue Service.
This report continues to identify the downward trend in accidents and injuries
across a rolling ten-year period in line with our Health and Safety Strategy.
RECOMMENDATION
Members note the report on the performance of South Wales Fire & Rescue
Service in the area of Health and Safety.
Members note the overall success achieved in the area of Health and Safety
across the Service area.
Members note the range of initiatives underway to support Health and Safety
for South Wales Fire & Rescue Service.
1.
BACKGROUND
1.1
Year 2013/14 is the 17th year for the Service to review and report against
Health and Safety statistics. The annual report offers a common format
to review performance. It provides Health and Safety intelligence in
assisting with the development of safety policies and procedures.
1.2
The Health and Safety performance of the Service is monitored by the
enforcing authority, the Health and Safety Executive (HSE) and other
external agencies. The report provides information for these bodies
against agreed standards.
1.3
Although the accident statistics provide a reactive measure, the data in
turn provides Service Managers with identification of trends and the
establishment of appropriate solutions.
2.
ISSUE
2.1
The Health and Safety report covers the period from 1 April 2013 to 31
March 2014. The report indicates statistical returns on accidents and
injuries during this period. Additionally, the report indicates initiatives
252
undertaken to ensure legal compliance and the creation as far as
reasonably practicable of a safe working environment for the Service’s
personnel.
2.2
The overall trend is downward and indicates that over the last ten years
there has been a 31% reduction in total reported injuries and a reduction
of reportable major injuries from three to zero. N.B. A number of injuries
were sustained in a single road traffic collision, However, these are not
reportable under the terms of RIDDOR.
2.3
The total number of injuries for 2013/2014 decreased by five from the
previous year’s performance. However, for ‘reportable’ injuries, the
reporting requirements under the Reporting of Injuries, Diseases and
Dangerous Occurrences Regulations (RIDDOR) changed on 1 April 2012
increasing the time period for the reporting of lost time injuries from “more
than three” days to “more than seven” days. As a result, there are
currently no meaningful comparators for more than seven day injuries
however, we continue to evaluate performance against the over three
day injuries until adequate data is available for comparing more than
seven day injuries. Therefore, if the previous reporting requirements were
still applicable, reportable injuries would have increased by eight.
2.4
Notwithstanding 2.2 above, there were no major injuries reported for the
period of 2013/2014. A notable performance for a Service that employs
nearly 2,000 personnel and responded to more than 18,400 emergency
incidents during the year.
2.5
There were no ‘dangerous occurrences’ reported during 2013/2014.
2.6
The Health and Safety Committee continues to meet quarterly and
involves each Directorate and the representative bodies.
2.7
Additional initiatives have continued to be supported, these include: Manual handling operations
 Work equipment
 Display screen equipment
 Personal protective equipment
 Workplace Health & Safety
and welfare Regulations
 Management of Health and
Safety at Work Regulations
 Control of substances harmful
to health
 Electricity at work
 Noise at work
 Control of contractors
253
 Safety information (flashes)
 Asbestos
 Risk in fleet assessment
policy and guidance
 Vibration
 Work at height assessment
and guidance
 H&S collaboration (Wales and
devolved administration)
 Health & Safety training
 Audit
 CFOA representation
 H&S library and documentation
 Induction Training
 Three year Health & Safety
Strategy for Improvement
3.
FINANCIAL IMPLICATIONS
3.1
Identified needs are transferred to a Health and Safety strategy
implemented over a three year period.
This involves individual
departments having to take specific actions to comply with their identified
responsibilities. Therefore, there may be financial implications which will
be identified within the draft individual departmental budget for
consideration during the annual budget cycle.
4.
HEALTH AND SAFETY IMPLICATIONS
4.1
As identified within the report to help ensure legislation is complied with
and a positive Health and Safety culture is maintained.
5.
EQUALITY RISK ASSESSMENT
5.1
The report contains no adverse issues that would impact on equality.
6.
REPRESENTATIVE BODY CONSULTATION
6.1
Positive representative body consultations and engagement are
undertaken via the Health and Safety Committee and regular liaison on
specific and ad hoc issues.
7.
RECOMMENDATION
7.1
Members note the report against performance of South Wales Fire &
Rescue Service in the area of Health and Safety.
7.2
Members note the overall success achieved in the area of Health and
Safety across the Service area.
254
7.3
Members note the range of initiatives underway to support Health and
Safety across South Wales Fire & Rescue Service.
Contact Officer:
AM Richard Matheson
Head of Operational Risk Management
Background Papers:
Summary of Annual Report
APPENDIX 1
-1-
255
256
Page Intentionally Left Blank
-2-
257
HEALTH AND SAFETY ANNUAL REPORT 2013/2014
CONTENTS
1.
INTRODUCTION
2.
INJURIES
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
Number of instances of injury
Non-notifiable (no lost time) injuries
Non-notifiable injuries (seven or less days lost)
Notifiable injuries (over seven days lost)
Over three day injuries (for information only)
Major injuries
Fatal Injuries
Industrial Disease
3.
DANGEROUS OCCURRENCES
4.
NEAR MISSES
5.
WORKPLACE INSPECTIONS
6.
HEALTH AND SAFETY STRATEGY
7.
HEALTH AND SAFETY MANUAL
8.
SAFETY INITIATIVES
9.
SUMMARY
APPENDICES
A
INCIDENCE RATES
B
BREAKDOWN OF INJURIES BY OCCUPATION
C
SAFETYFLASH – SF 01-2013
D
SAFETYFLASH – SF 02-2013
E
SAFETYFLASH – SF 03-2013
-3-
258
1.
INTRODUCTION
I submit to the Senior Management Team, this report on Health and Safety for the year
2013/2014. The year runs in this case from 1st April 2013 to 31st March 2014.
In addition to the presentation of statistical information there is reference to other work
carried out within the Health and Safety field especially progress on EC Directives, policy
making and the Health and Safety Manual.
Although accident data etc, is a reactive measure it can be analysed which, in turn, will
assist the Service in establishing trends and devising solutions, therefore allowing proactive Health and Safety Management to be adopted more effectively.
Corresponding figures for the previous year can be found alongside the current year’s
figures. However, the reporting requirements under the Reporting of Injuries, Diseases
and Dangerous Occurrences Regulations (RIDDOR) changed on 1st April 2012 increasing the
time period for the reporting of lost time injuries from more than three days to more than
seven days. As a result, once again this year there are limited comparators for more than
seven day injuries (only two years) therefore, we will continue to evaluate performance
against the over three day injuries until adequate data is available for comparing more
than seven day injuries.
Identified adverse trends are examined and measures adopted in an attempt to reverse
them in the most appropriate manner.
Also indicated in the figures starting this year 2013/14 we have added a new list for the
Auxiliary Reserve Firefighters, however we have not added them to the overall figures to
allow us to undertake a likewise comparison against 2012/13.
Another slight amendment to the way we report figures in this annual report will be
that previously we have gone back as far as 1997/98 as a comparator as that was
the first year in which these reports were compiled; as of this year we will now report on
a rolling ten years for all graphical illustrations to allow for more meaningful figures and
ease of use.
This report indicates once again that the Service continues to perform well year on year.
-4-
259
2.
INJURIES - The final statistics of reported injuries for the year 2014/2014
2.1
Number of instances of injury
12/13
76
The total number of injuries for the year was:
13/14
71
The injuries were sustained by personnel working from the following premises:
Stn
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
22
23
24
25
26
27
28
29
30
No of Injuries
12/13
13/14
Name
Bridgend
Porthcawl
Kenfig Hill
Cowbridge
Pencoed
Ogmore Vale
Pontycymmer
Maesteg
Treorchy
Tonypandy
Ferndale
Porth
Gilfach Goch
Pontyclun
Pontypridd
Hirwaun
Aberdare
Abercynon
Llantwit Major
Barry
Penarth
Bargoed
Caerphilly
Treharris
Merthyr Tydfil
Tredegar
Rhymney
Cefn Fforest
Abercarn
WT
RDS
1
0
1
0
1
1
1
0
0
0
0
0
0
2
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
1
2
5
-
1
-
1
2
3
2
3
-
WT
RDS
1
0
0
1
2
0
0
0
0
0
0
2
0
1
0
0
0
0
0
0
0
0
1
0
2
1
0
0
0
-
0
3
5
3
-
1
-
2
2
3
-
1
0
-
Station
No of Injuries
Name
12/13
WT
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
49
50
51
52
FSHQ
TC
T-Centres
F & Eng
Control
Other
YFF etc.
Risca
Cwmbran
New Inn
Abersychan
Abertillery
Blaina
Ebbw Vale
Brynmawr
Blaenavon
Abergavenny
Monmouth
Usk
Chepstow
Caldicot
Malpas
Maindee
Duffryn
Whitchurch
Roath
Central
Ely
Forest View
Staff
Students
Fleet & Eng
Control staff
FSC, Stn Cooks
YFF
Total
Aux reserve
Non - FRS
-5-
13/14
RDS
1
1
2
2
1
0
0
3
6
1
4
0
4
4
6
2
2
0
0
0
0
1
1
1
0
1
0
1
0
1
0
0
0
0
0
0
0
0
0
-
WT
RDS
1
0
1
3
3
0
1
3
4
3
2
1
0
1
1
1
3
1
0
0
0
0
2
0
0
6
0
0
0
3
0
0
0
0
0
0
0
0
0
-
76
4
71
3
2
80
76
260
Total Number of Injuries to SWFRS staff – 10 Year Comparison
200
180
160
170
172
140
120
100
113
114
101
80
99
86
80
60
76
71
40
20
20
13
/1
4
20
12
/1
3
20
11
/1
2
20
10
/1
1
20
09
/1
0
20
08
/0
9
20
07
/0
8
20
06
/0
7
20
05
/0
6
20
04
/0
5
0
The overall trend continues downward for the period in question.
2.2
Non notifiable injuries (No lost time injuries)
These are classed as injuries that have been reported within the Service but have not
resulted in the person losing any time from work.
Activity at Time of Injury
No of Injuries
Routine duties (on station).................................
Routine duties (off station).....................……….…
Kitchen Duties……………………………………..……….….
Responding to fire call - on station.....................
Mounting/dismounting appliance......................
Fireground - building...........................................
Fireground - grass Fire........................................
Fireground - other...............................................
Special Service Call (Flooding, animal rescue, RTC) ……….
Training BA/Hot Fire……………………….................
Training (on station)………………………………………..
Training (off station)……………………………….…….…
Cardiff Gate general (other than BA)……….………
Physical training..................................................
Responding to firecall from home…………….……..
Turning Out/EnRoute/On Arrival……………..………
Handling etc……………………………………………..…..…
YFF……………………………………………………....………….
Any other activity................................................
Total
-6-
12/13
13/14
14
1
0
1
2
5
1
3
8
7
0
5
0
2
0
0
0
2
7
58
3
0
1
0
2
6
2
2
4
4
4
1
0
1
0
1
2
3
4
40
261
•
A welcome reduction of reported accidents during Routine Duties – on station.
Following an increase in 12/13 proactive work took place in the form of discussions
during Tool Box Talks and a new “Focus on Health and Safety” section has been
included in the H&S Newsletter indicating preventative measures to be taken.
•
A decrease in Special Service – Flooding/Rescue of Animals etc. injuries. These
included rescue of bariatric patients, large animals and bites by animals being
rescued, which was welcomed especially as we had a number of crews committed
across border with the flooding in England.
•
Another area where proactive work has helped achieve a decrease in the amount of
reported accidents for 2013/14 is in Training BA/Hot Fire injuries. The Health and
Safety team once again worked alongside the training department including
undertaking the CFBT training course themselves to attain a better understanding of
the training set up and allow for more effective control measures to be introduced.
•
The YFF injuries were all minor ‘scrapes and bruises’.
The above injuries were caused by the following:
Cause of Injury
No of Injuries
Failure/misuse of Equipment etc,..…………..…..…
Struck by falling, flying or moving object …….....
Struck something fixed or stationary…...............
Crushing/Jamming………………………………………..…
Handling, lifting, or carrying…............................
Slip, trip or fall on same level………………………....
Slip, trip or fall from a height…………………………..
Stepped on object…………………………………….…..…
Exposed to fire/hot surface…...........................…
Inappropriate/incorrect techniques…..………….…
Physical training……………………………………..……....
Assault by animal/person……………………..…………
Failure of/lack of PPE.………………………………..……
Lack of care and attention.…………………………..….
Poor underfoot conditions.……………………….…….
Exposure to harmful substance……………………….
Any other kind of cause......................................
Total
12/13
13/14
2
3
2
3
1
3
4
1
2
15
2
4
3
7
0
1
5
58
1
3
1
0
5
3
3
0
1
10
2
1
0
6
1
0
3
40
•
Handling, Lifting or Carrying included, running out a hose and carrying bottled
water and moving of bariatric patient.
•
A decrease in Inappropriate/Incorrect Techniques. (This was re-categorised in
12/13). There are variations of causes e.g. over-tightening a jubilee clip and
incorrectly restowing equipment.
•
Assault by animal or person reduced also, to include only one bite from a cat.
-7-
262
2.3
Non notifiable (Lost Time) injuries
These are classed as injuries that result in one to seven days lost from work.
Activity at Time of Injury
No of Injuries
Routine duties on station................………….……....
Responding to fire call - on station.……………..…...
Responding to fire call - from home…………………..
Mounting/dismounting appliance..…………………...
Fireground - building...................………………..…....
Fireground - grass Fire.................……………………..
Fireground - other.......................…………………......
Special Service Call (Flooding, animal rescue, RTC)………….
Turning out/en route/on arrival at incident……...
Training (on station)………………………………….………
Training (off station)…………………………………..……..
Training CG (Hot fire/BA)………………………….……….
Training CG (General)………………………………………..
Physical training……...................................……..….
Kitchen duties……..……………………………..……………..
Other…………………………………………………………………
Total
12/13
13/14
2
0
0
0
0
0
2
3
0
1
0
0
0
1
0
0
9
2
1
0
1
0
2
0
1
0
0
2
0
0
1
0
0
10
The above injuries were caused by the following:
Cause of Injury
No of Injuries
Failure/misuse of Equipment etc,..……
Exposed to fire/heat/hot surface...............
Exposed to harmful substance…………...
Struck by falling, flying or moving object...
Struck something fixed or stationary.........
Crushing/jamming………………………….
Handling lifting or carrying.....................…
Slip, trip or fall on same level...............….
Slip, trip or fall from a height……………
Inappropriate/incorrect technique……….
Foreign body in eye.……………………….
Physical assault (human or animal)……..
Lack of Care and Attention……………….
Any other kind of injury (pain etc)..........…
Total
•
Minimal variation in individual categories.
-8-
12/13
13/14
0
0
1
0
0
0
1
3
0
1
0
0
2
1
9
1
1
0
2
0
1
0
1
1
1
0
1
0
1
10
263
2.4
Notifiable (lost time) injuries (Over-seven-day injuries)
These are injuries defined by the Reporting of Injuries Diseases and Dangerous
Occurrences Regulations which result in the person injured being unable to attend
for work for more than seven consecutive days. Accidents must be reported where they
result in an employee or self-employed person being away from work, or unable to perform
their normal work duties, for more than seven consecutive days as the result of their injury.
This seven day period does not include the day of the accident, but does include weekends
and rest days. (HSE 2013)
These injuries were sustained carrying out the following activities:
Activity at Time of Injury
No of Injuries
Routine duties on stn.................................…….….….
Routine duties off stn (inc CFS………………..……………
Kitchen duties………………………………………………….…..
Responding to fire call – on station…………….…….….
Responding to call from home……………………..….…..
Mounting/dismounting appliance………………………..
Fireground – building ……….........………………………….
Fireground – grass Fire ………...…………………………..…
Special Service Call (RTC, animal rescue etc)……………...
Fireground – other ………..............…………………………
Turning out/en route/on arrival at incident………...
Training (on station)…………………………………………….
Training (off station)………………………………………….…
Training CG (specialised)...……………………………..……
Training general CG………………………………………..……
Physical training ………................................….……….
Other……………………………………………………………………
Total
12/13
13/14
3
1
0
0
1
1
2
0
1
1
0
0
1
0
0
0
0
12
4
0
0
2
0
0
4
1
1
1
5
1
1
1
0
0
0
21
The above injuries were caused by the following:
Cause of Injury
No of Injuries
Slip, trip or fall on same level …....……………………….
Slip, trip or fall from a height……….………………………
Struck by falling, flying or moving object……………..
Struck something fixed or stationary….……………….
Failure/lack of PPE………………………………………..…….
Handling, lifting or carrying ………….....................…
Failure/misuse of equipment…………………………..….
Crushed, jammed or grazed……………………….………..
Exposed to fire/heat/hot surface………………...………
Lack of care & attention…………………………………..….
Physical training.…………………………………………………
Inappropriate/incorrect techniques……………….…..
Responding to station from home………………..…….
Any other cause of injury ...............................………
Total
-9-
12/13
13/14
0
1
0
1
0
1
0
0
0
5
0
2
1
1
12
2
0
4
5
0
0
0
0
0
1
0
8
0
1
21
264
Over seven day Injuries
25
21
20
15
12
10
5
2.5
20
22
/2
3
20
21
/2
2
20
19
/2
0
20
18
/1
9
20
17
/1
8
20
16
/1
7
20
15
/1
6
20
14
/1
5
20
13
/1
4
20
12
/1
3
0
Over Three Day Injuries
•
This is the first year in which we could make a comparison for ‘over seven day injuries’
due to the change in reporting requirements from April 1st 2012 from ‘over three day
injuries’.
•
However, in order to evaluate longer term performance, those injuries which would have
been classed as ‘over three day injuries’ will also continue to be reported for the next two
years until a useful ‘benchmark’ can be established for ‘over seven day injuries’.
Considering this, there would have been Twenty Seven (27) ‘over three day injuries this
year (2013/14) compared to nineteen (19) for the previous year (2012/13) indicating that
there would have been an increase in reportable injuries of eight (8) – see chart below.
Over Three day Injuries
35
30
31
30
27
25
24
25
24
23
20
20
19
15
14
10
5
0
05
4/
0
20
06
5/
0
20
07
6/
0
20
08
7/
0
20
09
8/
0
20
10
9/
0
20
11
0/
1
20
12
1/
1
20
13
2/
1
20
14
3/
1
20
NB the above chart is for information only and indicates how performance would have
been if reporting requirements had not changed from over three day injuries to over seven
day injuries.
- 10 -
265
Below are more precise examples of how some of the over seven day and over three day
injuries occurred.
a)
Routine Duties – 2 Injury examples
i)
ii)
b)
Loading RTC equipment on a changeover of the appliance
Walking from the first floor down the stairs back to the office when he
lost his footing
Injury
Lower leg
Twisted Ankle
Fireground – Building 2 Injury examples
i)
ii)
c)
Carrying dishwasher that had been on fire out of property and wedged
hand between the door frame
Whilst removing the ceiling with a ceiling hook a large part of the
ceiling fell onto his head
Injured hand
Neck pain
Fireground – Other – 1 Injury example
i)
d)
Walking down the mountain to join rest of Crew and stepped into
rabbit hole
Damage to
tendon
Mounting/dismounting Appliance – 1 Injury example
i)
e)
Dismounting the fire appliance with tunic and helmet over right
forearm. He stepped back with his leg missed the step resulting in him
falling to the ground
Bump to head
and back
Training off Station - 1 Injury example
i)
f)
At Pontyclun firehouse taking part in Bi monthly exercise and whilst
exiting the building via raking ladder twisted back
Lower back pain
Responding to Station from Home – 1 Injury example
i)
g)
Whilst making his way to the appliance, Ff slipped on oil drip tray which
was protruding from the from under the appliance
Ankle Injury
Special Service Call – 1 Injury example
i)
Walking across decking at flooding incident and slipped
Dislocated finger
NB Due to the changes in the reporting procedures under the terms of Reporting of
Injuries, Diseases and Dangerous Occurrences Regulations 2013 – known as RIDDOR 13 not
all of the above injury reports were required to be reported to the enforcing authority.
- 11 -
266
Major injuries
These are specified injuries defined by the Reporting of Injuries, Diseases and Dangerous
Occurrences Regulations 2013. Some examples are fracture to any bone other than in the
fingers, thumbs or toes, any amputation, any injury requiring admission to hospital for more
than 24 hrs etc. (A full list can be found in the Health and Safety Manual, HSGN 3).
There were no major injuries to report under the terms of RIDDOR 2013 in this year.
No of Injuries
Activity at Time of Injury
12/13
13/14
1
1
0*
0*
1
1
Total
Major Injuries 10 year comparison
3
3
3
3
2.5
2
2
1.5
1
1
0.5
0
0
0
20
13
/1
4
20
12
/1
3
20
11
/1
2
20
10
/1
1
20
09
/1
0
20
08
/0
9
20
07
/0
8
20
06
/0
7
20
05
/0
6
0
20
04
/0
5
2.6
Additional Information
*Note: in this reporting year of 2013/14 we did have a major accident which involved an
appliance leaving the side of a road and colliding with a large tree whilst responding to an AFA
on ‘Blues and Twos’; this accident resulted in the Officer in Charge (OIC) being admitted to
hospital for surgery to leg injuries and three of the four other crew members of the appliance
receiving a range of injuries leading to them all to refrain from duties for over seven days
sickness. However, although they are accounted for within the figures within this annual
report, under the terms of RIDDOR these are not reportable to the HSE as it happened on the
public highway.
Our local HSE office was informed of the accident immediately and a copy of the final report
sent to them as requested, and no further action was taken.
The police carried out an independent investigation and no causation factors were identified.
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267
2.7
Fatal Injury
There were no fatal injuries this year.
2.8
Industrial Disease
There were no cases of reportable disease in the Service this year.
•
A breakdown of the total number of injuries, non-notifiable injuries and notifiable injuries by
occupation can be found in appendix B.
- 13 -
268
DANGEROUS OCCURRENCES
There were no dangerous occurrences within the Service this year
Dangerous Occurrences 10 Year comparison
3
2.5
2
1.5
1
1
1
0.5
0
0
0
0
0
0
0
- 14 -
20
13
/1
4
20
12
/1
3
20
11
/1
2
20
10
/1
1
20
09
/1
0
20
08
/0
9
20
07
/0
8
20
06
/0
7
20
05
/0
6
0
20
04
/0
5
3.
0
269
4.
NEAR MISSES
The definition of a near miss is “an unplanned event which does not cause injury and/or
damage, but could have done so”.
There were six near misses reported during the year, all of which were fully investigated with
satisfactory remedial action being taken for each occurrence where there was an identified need.
This is evidence that in the main, employees are more aware of procedures and identifying
potentially hazardous situations and that remedial action has prevented further incidents.
The reporting of ‘near miss’ incidents should not be seen as an indication that the Service is
‘doing things incorrectly or dangerously’, but should, and are, used as an opportunity to identify
areas of risk where we have previously been fortunate to have escaped injury or damage to
property. Examples over recent years include ‘booby trapped’ scenarios at incidents and a
hydraulic hose detaching at the coupling etc.
The Service encourages the reporting of such incidents as this data gathering exercise helps
identify trends and enables procedures to be changed if necessary, assisting in the reduction or
elimination of these situations in the future, during the next year 2014/15 the Health and Safety
Team are going to look at ways in which near miss reporting can be made easier and a fresh
campaign will be introduced to identify the importance of near miss reporting.
Near miss events are divided into three categories, these are:
•
Actual – when there is no doubt e.g. failure of an item of equipment that could have
caused injury or damage.
•
Beneficial – not a near miss in the true sense but provides useful information e.g. a series
of road traffic “near misses” that may require investigation into driving procedures.
•
Other – neither of the above but reported with good intent.
This year the near misses can be categorised as:
•
•
•
Actual
Beneficial
Other
3
2
1
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270
5.
WORKPLACE INSPECTIONS
In order to manage safety in a proactive manner, the service relies on proactive and reactive
systems to monitor levels of performance. Inspections of the workplace provide a measure of
safety attitudes and possible sources of hazards from which a structured approach to workplace
health and safety management can be developed. Inspections can help identify if policy,
organisation and systems are actually achieving the right results and helps inform about the
reliability and effectiveness of systems.
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271
- 17 -
272
- 18 -
273
- 19 -
274
From the chart, it can be seen that three areas contain the highest number of reported
anomalies:
2.2
Fire Precautions – this is mainly due to the fire safety inspections and risk
assessments that have been carried out indicating that a significant
amount of minor work has to be carried out. These are now being
discussed between Property Services and Fire Safety department.
2.8
Structure – this category includes issues such as expansion joints, floor
defects, brickwork etc. Minor cracks or damaged joints may be reported
thus this area is likely to include a high proportion of the anomalies.
Property Services are visiting all stations to assess condition and action
where appropriate.
4.10-4.15
Specific Reports – these include Asbestos, legionella, Portable Appliance
Tests etc. The majority of these are contained within ‘Station pages’ on
the intranet and stations are often not aware where to find them. Details
of where to find them are given when responding to the reports.
Workplace Inspection Anomalies Action Group
The working group continue to evaluate and prioritise reported anomalies from
workplace inspections. This has helped ensure repeated reported minor anomalies do
not undermine the main objectives of the inspection regime as a pro active initiative.
After deliberation within the group, the completed report is forwarded to the premises
manager and/or the person with the responsibility for rectifying the anomaly with the
group’s recommendations.
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275
6.
HEALTH AND SAFETY STRATEGY
Initially, this strategy was developed primarily as a result of the review of health and safety
within the Service and to enhance continuing health and safety activity. It is the fifth revision
of the first strategy, developed in 1998/99, which proved extremely successful in promoting
good health and safety management and helping the Service to comply with legislative
requirements.
The strategy comprises three parts and sets out how the implementation and development of
formal health and safety requirements will be progressed within South Wales Fire & Rescue
Service. It is essential that identified needs are dealt with in a timely, structure manner to
ensure they are achievable hence the strategy extends for three years from the date of
revision.
The fifth edition has now entered into its third year although it will contain some initiatives
that have followed on from the previous edition.
Those with responsibilities for managing identified initiatives, form the strategy review group.
This group reviews progress every three months, which results in the strategy being updated
as required.
The strategy contains a plan and planner which provide detailed action points, dates and
responsibilities quick and easy reference.
There are currently 21 ongoing initiatives within the strategy, however, this can be added to if
a specific H&S initiative is identified at any stage and completed initiatives are closed down.
An example from the plan can be found below.
Objective
5.27
H&S
CS
ICT
Action to be Taken
By Whom
Deadline
Resources
Required
Completion
Date
Review
Date
Plan and programme individual
‘themed’ H&S audits of each
department within SWFRS and report
on same CS to be audited first –2013/14
ICT 2014/15
H&S
and relevant
managers
31.03.14
Staff time
Completed
2018
31.03.15
- 21 -
276
7.
HEALTH AND SAFETY MANUAL
The policies and guidance notes below are contained within the manual. Theses are subject to
programmed review and update where necessary and are published on the intranet.
The manual contains guidance notes/supplementary policies on the following:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
General Health and Safety Policy
Injuries, Dangerous Occurrence, Reportable Disease and Near Miss Reporting and
Investigation
Safety Representatives and Safety Committees
Workplace Inspections
Health and Safety Complaints Procedure
The Management of Occupational Road Risk
Safe Electrical Working Practice
Control of Substances Hazardous to Health (CoSHH)
The Display Screen Equipment
The Manual Handling Operations
Personal Protective Equipment (PPE)
Risk Assessment
The Control of Contractors
Provision and Use of Work Equipment
Safety Flash
Noise at Work
The Management of Asbestos and ACMs in Fire & Rescue Service Premises.
The Control of Vibration at Work
Lone Working Procedures
RF Hazards Associated with ICT Networks and Mobile Telephone Systems.
The Management of Serious and Fatal Injuries to a SWFRS Employee in the Course of
their Duty
Managing Snow and Ice at SWFRS Premises
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277
8.
SAFETY INITIATIVES
•
A health and safety education strategy is ongoing which will ensure that supervisory
personnel receive health and safety training in line with their particular role and
responsibility. Health and Safety induction training continues to be given to new
operational trainees prior to them starting work. ‘First day’ H&S induction training is
given to all new support staff members with a full induction within three months.
•
“In house” programmes continue for trainee Firefighters, Watch Managers and
support staff. SWFRS is accredited as a training provider for the IOSH “Managing
Safely” and IOSH “”Working Safely” course and there is a programme to train
supervisory and middle managers to the recommended level in H&S.
•
The Safety Committee was very active throughout the year meeting quarterly as
planned. During this period numerous health and safety issues were discussed with
practical suggestions/solutions being forthcoming. Directorate safety groups deal with
‘local’ safety issues and can refer any unresolved issues to the main safety committee.
•
The Health and Safety Departments of the three Welsh FRSs continue with their Safety
Practitioners Forum and Wales CFOA Regional meetings to discuss health and safety
matters relevant to the Fire & Rescue Service. The group continues to collaborate and
consolidate the work being done by each FRS and standardise where possible, systems
for good health and safety management. The Wales group are currently collaborating
on a number of work streams including National Issues Committee initiatives and
safety audits.
•
The Health and Safety information pamphlet entitled “Safetywise” continues to be
successful in highlighting topical health and safety issues and welcomed by staff. This
has been issued on a bi-annual basis, alongside a new “Focus on Health and Safety”
column in the monthly SWFRS Newsletter. Additionally, the “Safetyflash” alert - a
system for promulgating urgent safety critical information, continues to be successful
in highlighting critical health and safety issues and bringing them to the attention of all
stations etc, within a short period of time. This initiative also overlaps with the
Procedural Alert which is issued whenever detractions from procedure are identified or
when it is considered procedures need to be highlighted. Three “Safetyflash” alerts
were issued during the year 2013/14.
•
The Health & Safety Department has acquired a considerable library of health and
safety E-publications which are available to all staff on the H&S intranet site including
CDs/DVDs from which information can be extracted. A loan facility is available for
those publications that cannot be copied. Additionally, there is a facility with Technical
Indexes, which allows rapid access to press releases, recent legislative changes and
consultation documents.
•
The CFOA Wales Region was active throughout the year co-ordinating national issues
into regional action.
•
A health and safety handbook for visitors and contractors continues to be issued to
individual visitors and contractors who visit SWFRS premises and contains basic H&S
guidance and emergency procedures.
- 23 -
278
•
“Tool box talks” continue to be arranged with stations to informally discuss H&S issues.
•
The Operational and Development and Review Team (ODART) are a team of
operational managers who attend specific incidents and exercises to observe incident
management, arrange debrief sessions and make recommendations as regards
policy/guidance change as a result of their findings. They work closely with the H&S
department in developing safe systems of work. They also produce the ‘Procedural
Alert’ as described earlier.
•
SWFRS is benchmarking with a number of FRSs, via the CFOA Key Performance
Indicators (KPIs). Additionally, the Three Welsh FRSs are benchmarking utilising the KPI
facility. The intention is that all UK FRSs will eventually benchmark health and safety
performance.
•
SWFRS has again collaborated with MWWFRS and produced a health and safety
calendar whereby each month depicts an actual accident that has occurred within the
services along with a safety message. These have proved to be hugely popular.
•
A new Claims Management Group has been set up which is attended by, H&S, HR,
Insurance, Resolution and Operations Group Managers; this is chaired by the Health
and Safety manager on a six weekly basis and it allows us to proactively look at the
accidents being received and any potential claim which could be likely. This will allow
us to also address the increased number of over seven day accidents for this period in
conjunction with targeted proactive training and information provided in the “Focus on
Health and Safety” column.
•
Initiatives have been put forward regarding improved accident recording data, this has
led to a much higher standard of accident reports being received and in a more timely
manner, this allow the organisation to identify areas of concern and address them
more quickly.
•
An audit was carried out of the Community Safety Team looking at the different
departments within, E.g. Road Safety, and Fire Crime and the systems they use to
ensure protection of staff in several areas from lone working activities to working with
youths and vulnerable adults. This identified a few areas of concern which were
addressed with additional training and provision of information and support to the
team staff members. This audit will be redone in two years time which will allow us to
ensure that the new systems are still being utilised.
•
A Road Risk group has been set up to examine all reported vehicle accidents and the
team which is similar in make up to the Claims Management Group also includes the
SWFRS Driving instructors and Training Centre Managers. The aim is to identify and
address trends in accident reporting. The Management of Occupational Road Risk
policy is also updated via this working group alongside an initiative for the checking of
Driver Licences for all people whom are required to drive any vehicle in the course of
their work of SWFRS.
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279
9.
SUMMARY
•
The year 2013/2014 was the seventeenth year for the South Wales Fire & Rescue
Service as far as health and safety statistics are concerned, however, an amendment
has been made to now look at only a rolling ten year comparison this will allow for
easier reading of the data and greater comparison with more recent years.
•
Compared with the previous year, the total number of injuries decreased in total by
five, however, broken down this is represented with an increase in those accidents
resulting in more than seven day’s absence by a total of nine; although accidents
categorised as no lost time had reduced by a total of 18; identifying that although our
total accident report numbers had decreased there was a higher percentage of each
resulting in time off work.
•
A major accident occurred in 2013/14 which resulted in four crew members being off
work for more than seven days one of which required hospitalisation. However, due to
being on the public highway this came under police jurisdiction and therefore was not
reportable to the enforcing authority. The subsequent police investigation found no
evidence to prosecute any parties involved.
•
There were no ‘Dangerous Occurrences’ reported during the year.
•
There were six near misses reported during the year, all of which were fully
investigated with satisfactory remedial action being taken for each occurrence where
there was an identified need.
•
The Service is actively engaged in pursuing legislative compliance for all its activities.
•
A number of new policies and guidance notes have been developed to help meet
objectives and support the pro-active approach to respective work activities.
•
Formal Health and Safety training continues to form part of the Services Health and
Safety Management Strategy with IOSH Managing Safely and general Health and Safety
refresher being regularly pursued. The Service retains its approved centre status for
delivering the IOSH Managing Safely course and health and safety staff are actively
involved in the presentation of each course.
•
The Safety Committee met quarterly on all occasions as planned and continues to be a
well represented and productive forum providing guidance and information on all
aspects of health and safety within the service.
•
All managers should continue to emphasise good practices to the workforce in an
attempt to eliminate the causes of accidents especially those with a high incidence rate
and continue with the excellent performance achieved during 2013/14.
All managers should continue to actively encourage the reporting of accidents and incidents
as required by Service Policy and Procedural Documents. Only by maintaining vigilance in the
correct reporting procedures will the Service be able to ensure problems are identified and
suitably dealt with.
Health and Safety Manager
June 2014
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280
APPENDIX A
INCIDENCE RATES
The incidence rate is the number of notifiable injuries per 100,000 persons employed.
The formula used is similar to that which is used by the Health and Safety Executive for
benchmarking purposes for the organisations for which they are the enforcing authority.
The formula is:
IR =
No of Injuries /
Av. No of Employees
x 100,000
2013/14
1.
Uniformed Personnel (Wholetime Firefighters)
4773
2.
Uniformed Personnel (Retained Firefighters)
3211
3.
Control Personnel
1886
4.
Non Uniformed Personnel
1315
5.
Total Uniformed personnel
(Wholetime, Day Crewing and Retained)
4070
6.
Total Personnel Injury Rate
361
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281
APPENDIX B
BREAKDOWN OF INJURIES BY OCCUPATION
No Lost Time
Wholetime FF
Day Crewing
RDS
Control
Support Staff - Admin
Support Staff - Fleet
Support Staff - Other
Training - Staff
Training - Students
YFF
Total
Non FRS
Auxiliary Reserve
Qtr 1
3
0
2
0
0
0
0
0
0
0
5
0
0
Qtr 2
5
0
3
0
0
0
1
0
0
2
11
0
0
Qtr 3
8
0
1
1
0
0
1
1
0
1
13
0
2
Qtr 4
8
0
2
0
0
0
1
0
0
0
11
2
1
Total
24
0
8
1
0
0
3
1
0
3
40
2
3
45
1 to 7 Days Lost
Wholetime FF
Day Crewing
RDS
Control
Support Staff - Admin
Support Staff - Fleet
Support Staff - Other
Training - Staff
Training - Students
Total
Non FRS
Auxiliary Reserve
Qtr 1
5
0
2
0
0
1
0
0
0
8
0
0
Qtr 2
0
0
1
0
0
0
0
0
0
1
0
0
Qtr 3
1
0
0
0
0
0
0
0
0
1
0
0
Qtr 4
0
0
0
0
0
0
0
0
0
0
0
0
Total
6
0
3
0
0
1
0
0
0
10
0
0
Notifiable over 7 days
Wholetime FF
Day Crewing
RDS
Control
Support Staff - Admin
Support Staff - Fleet
Support Staff - Other
Training - Staff
Training - Students
Total
Non FRS
Auxiliary Reserve
Qtr 1
3
0
6
0
0
0
0
0
0
9
0
0
Qtr 2
4
0
2
0
0
0
0
0
0
6
0
0
Qtr 3
2
0
2
0
0
0
0
0
0
4
0
0
Qtr 4
1
0
1
0
0
0
0
0
0
2
0
0
Total
10
0
11
0
0
0
0
0
0
21
0
0
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282
Major Injuries
Wholetime FF
Day Crewing
RDS
Control
Support Staff - Admin
Support Staff - Fleet
Support Staff - Other
Training - Staff
Training - Students
Total
Non FRS
Auxiliary Reserve
Qtr 1
0
0
0
0
0
0
0
0
0
0
0
0
Qtr 2
0
0
0
0
0
0
0
0
0
0
0
0
Qtr 3
0
0
0
0
0
0
0
0
0
0
0
0
Qtr 4
0
0
0
0
0
0
0
0
0
0
0
0
Total
0
0
0
0
0
0
0
0
0
0
0
0
Total No of Injuries
Wholetime FF
Day Crewing
RDS
Control
Support Staff - Admin
Support Staff - Fleet
Support Staff - Other
Training - Staff
Training - Students
YFF
Qtr 1
11
0
10
0
0
1
0
0
0
0
Qtr 2
9
0
6
0
0
0
1
0
0
2
Qtr 3
11
0
3
1
0
0
1
0
0
1
Qtr 4
9
0
3
0
0
0
1
1
0
0
Total
40
0
22
1
0
1
3
1
0
3
22
1
0
18
1
0
17
0
2
14
0
1
71
2
3
76
Total FRS
Non FRS
Auxiliary Reserve
- 28 -
283
APPENDIX C
- 29 -
284
- 30 -
285
APPENDIX D
- 31 -
286
- 32 -
287
APPENDIX E
- 33 -
288
- 34 -
289
SOUTH WALES FIRE & RESCUE AUTHORITY
AGENDA ITEM NO 7.ii
14 JULY 2014
REPORT OF THE DEPUTY CHIEF OFFICER
REPORT ON PROGRESS OF ACHIEVEMENT
OBJECTIVES AS AT QUARTER 4 2013/2014
OF
IMPROVEMENT
SUMMARY
This report will give assurance to Members of the Fire & Rescue Authority
and Senior Management within South Wales Fire & Rescue Service on
progress towards achievement of the Improvement Objectives agreed for
2013/2014 as at the end of Quarter 4.
RECOMMENDATION
Members can be assured that the progress towards actions supporting the
Improvement Objectives for 2013/2014 are on track and mostly achieved.
1.
BACKGROUND
1.1
The Welsh Government requires us to set Improvement Objectives to
address particular areas for improvement.
These objectives are
reviewed annually and actions within our Service Planning Framework
are aligned to the appropriate improvement objective or strategy.
1.2
Quarterly updates are recorded by action owners onto the Service
Planning Framework, and staff within the Engagement, Transformation
and Performance Team monitor the information and extract reports
accordingly.
2.
ISSUE
2.1
There are 19 actions in our Service Planning Framework which underpin
our two Improvement Objectives: 11 supporting the improvement
objective to “reduce deliberate fire setting by 41% over the next 5 years
using 2010/11 results as a baseline”, and 8 supporting the improvement
objective to “engage with our communities to identify their community and
local business priorities for our service provision in future years”.
2.2
A breakdown of action progress against the RAG status of green (action
progressed as planned); amber (action progressed but required
monitoring) and red (action not currently progressing as planned) is
provided in Appendix 1.
2.3
Appendix 2 provides a summary of achievements against each
improvement objective at the end of 2013/14.
290
3.
EQUALITY RISK ASSESSMENT
3.1
It is the responsibility of the action owner to ensure that Equality Risk
Assessments are carried out for their actions.
4.
RECOMMENDATION
4.1
Members can be assured that the progress towards actions supporting
the Improvement Objectives for 2013/2014 are on track and mostly
achieved.
Contact Officer:
Sarah Watkins
Engagement, Transformation and
Performance Officer
Background Papers:
Appendix 1 – Quarter 4 Progress Report
Appendix 2 – Summary of Achievements
against each Improvement Objective at
End of year
291
Appendix 1
Quarter 4 progress report of active Service Plan actions mapped to each
Improvement Objective.
RAG status summary table as at Quarter 4
Improvement Objective (IO)
Red
Amber
Green
0
4
7
IO 1. Reduce deliberate fire setting
by 41% over the next 5 years
using 2010-11 results as a
baseline. (11)
0
1
7
IO 2. Engage with our communities
to identify their community and
local business priorities for our
service provision in future years.
(8)
Total (and Percentage)
0
5
14
(0.00%) (26.32%) (73.68%)
Red = action not currently progressing as planned
Amber = action progressing but requires monitoring
Green = action progressing as planned
Not
updated
0
0
0
(0%)
292
293
Appendix 2
A Summary of some of our achievements against each Improvement
Objective at end of year
Improvement Objective:
Reduce deliberate fire setting by 41% over the next 5 years using 2010/11
results as a baseline
 It was identified that there is a significant increase in the amount of
deliberate fires at certain times of year (March-April around Easter and
October-November around Halloween and Bonfire night). South Wales Fire
& Rescue Service implemented 2 campaigns to tackle these issues:
o Operation Bernie where Fire Crime Unit, Operations, Police and
UAA’s all worked in partnership to reduce deliberate grass/wildfires.
o Data has been used to identify trends and intervene at the earliest
opportunity, an example being Pontypool Park where CCTV was used
to identify and dissuade perpetrators.
 By Identifying opportunities to reduce arson attacks in the key areas of
domestic abuse, hate crime, high risk areas and schools we have:
o Identified schools at high risk from arson and have received grants
from Welsh Government to target harden the schools and thus reduce
the risk from deliberate fire setting(Caldicot, Cwmbran and Merthyr).
o St Illtyd School, Rhymney, Cardiff received advice following an
increase in deliberate actuation of break glass points.
o Following a successful trial between December and April where over
100 discarded cylinders were retrieved (reduced the risk of injury to
firefighters and members of the public through explosion of cylinder),
the retrieval scheme has received approval from the Operations Coordination Group to continue for a further 12 months.
o Numerous domestic violence referrals have been conducted in high
risk properties reducing the risk to the occupants from a threat of fire.
o 3 individuals have been successfully prosecuted for attacks on
firefighters.
 More offenders are being engaged with via referral pathways from relevant
agencies ensuring a future reduction in ASB and deliberate fire setting.
 The Control Merger Project which will improve operational effectiveness
through information sharing and once completed will deliver efficiencies
thorough more informed decision making from combined data sources.
 We wanted to create one centre for operational data within South Wales Fire
& Rescue Service by reviewing reporting systems and processes. There
294
has been a significant improvement in the data and information being
provided by the newly formed Service Performance and Communications
Team which has lead to more informed decision making resulting in
improved and focused risk reduction activity.
 Reviewing reporting systems and processes including investigations of
dashboards/WMFRS solution/Ffynnon(PAN) - as a result of the work
completed this year the data used by the Service is of a higher quality and
customer satisfaction has improved as a result of improved IRS user
interface and guidance provided. These changes improve the effectiveness
of our service delivery.
Improvement Objective:
Engage with our communities to identify their community and local
business priorities for our service provision in future years
 We wanted to improve the consultation, engagement and collaboration
activities with external agencies and stakeholders in order to deliver to the
Operational Response Strategy, Risk Reduction Strategy and
Transformational Projects within the constraints of the Medium Term
Financial Strategy:
o We carried out Fire Cover Review consultation in 3 phases.
o Following Phase 1, the proposals were agreed in principle and is
under implementation.
o Following Phase 2 consultation and presentation to the Fire & Rescue
Authority, the proposals were agreed and are subject to scrutiny
committee with the relevant unitary authorities.
o Phase 3 proposals were presented in March and are now subject to
consultation and will report back in July.
o The proposals once agreed and implemented will reduce the revenue
budget for the Service. This has the wider impact that the money
saved can be spent elsewhere.
 We wanted to enhance internal consultation, engagement and collaboration
activities with directorates, departments, teams, individuals and
representative bodies in order to deliver the Operational Response Strategy,
Risk Reduction Strategy and Transformational Projects:
o Phase 1 proposal for Cowbridge crewing to be changed from day
crewing to retained duty system was completed on 28 March 2014
and savings delivered for the revenue budget 2014/15.
o Aberbargoed Fire & Rescue Station is now fully operational. VER
also allowed the opportunity for 9 individuals from Cefn
Fforest/Bargoed to leave the service. This provided the opportunity to
review the efficient running of Aberbargoed allowing for 1 retained
duty system appliance to be removed.
295
o Following VER 4 individuals were identified and the posts
subsequently removed from the structure. This allowed 4 crew
managers, 1 from each watch, to be removed.
 By working closely with other departments and continuing internal dialogues
with affected individuals and rep bodies, we can evidence that we are
managing our resources in a more efficient and effective way whilst
maintaining effective service delivery.
 We wanted to engage with our communities to identify their community and
local business priorities for our service provision in future years:
o Training of key staff completed to enable roll out of engagement
activity across service.
o There has been a refocus of the improvement objectives for 2014/15
to take into account the work undertaken this year and the changing
focus for the Service.
o An all Wales engagement and consultation toolkit and strategy has
been implemented.
 We wanted to enable and advance external consultation and engagement in
the prevention and protection strands of Risk Reduction - Business Fire
Safety (BFS) and Community Safety:
o Engagement event held by BFS in March and external partners
invited. The Service hosted Association for Specialist Fire Protection Understanding Passive Fire Protection Seminar in April.
o Strategic Commissioning Board attendance and representation on
Safer South Wales and Safer South Wales Action group.
o More BFS events were held this year in the Service. An Engagement
Officer was appointed in BFS. New partnership, service level
agreements and memorandum of understanding created and
maintained.
o The public of South Wales should be more aware of the work that the
Service undertakes; they are more educated and resources have
been allocated to those most at risk.
 We wanted to provide a high level of support to Fire Authority Members,
especially the Finance, Asset & Performance Management Working Group,
with regards to performance/statistical related issues:
o Enhanced Member awareness of performance/statistical related
issues.
o Our Members’ awareness of performance/statistical related issues
has increased and as a result they are better informed for decision
making.
296
297
AGENDA ITEM NO 7.iii
Firefighters’ Pension Dispute Update on Industrial Action
Verbal
298
299
AGENDA ITEM NO 7.iv
North Atlantic Treaty Organisation (NATO) Event
Presentation
300
AGENDA ITEM NO 7.v
FORWARD WORK PROGRAMME FOR
FIRE & RESCUE AUTHORITY 2014/15
Expected
Date of
Report
Each
meeting
Each
meeting
following the
NIC meeting
As
appropriate
when key
issues arise
As
appropriate
when key
issues arise
As
appropriate
when
amendments
required
14 July 2014
Report Name
Firefighters’ Pension Dispute –
Update on Industrial Action
Update Report on the work of the
NIC
Strategic Property Update
Transformational Projects –
Progress and Issues
Updating Constitutional
Documents
Health & Safety Annual Report
2013/14
Purpose of Piece of Work
Lead Director/
Contact Officer
To provide Members with a verbal update ACFO TS
on industrial action arising from the
Contact Officer:
pension dispute
Rod Hammerton
To keep Members up to date with the
DCO
work of the NIC
Contact Officer:
Sally Chapman
To update Members on key strategic
DCO
property projects
Contact Officer:
Sally Chapman
DCO
To update Members on key issues and
milestones as appropriate and seek
Contact Officer:
decisions on key issues when required
Sally Chapman
DCO
To ensure that the constitutional
documents of the Authority remain up-todate and reflecting the requirements and Contact Officer:
Sally Chapman
practices of the organisation
On agenda
To advise Members of Health and Safety
performance of the organisation
On agenda
ACFO TS
Contact Officer:
Martin Hole
FWP 2014/15/FA – Updated by S Chapman 11.06.14
Progress
301
302
Expected
Date of
Report
14 July 2014
14 July 2014
14 July 2014
Report Name
WAO Annual Improvement
Report 2013/14
Welsh Government’s Fire &
Rescue Services in Wales Report
2013
Purpose of Piece of Work
To advise Members of the key issues
emanating from the annual report and to
provide an opinion on adequacy and
effectiveness of the organisation and its
potential to improve, its approach to risk
management, control and governance
processes based on the WAO work
undertaken during the year, including
data quality & PIs, HR work, a
Framework update, whistleblowing and
forward planning.
To advise Members of the content of the
Welsh Government report and the
Minister’s intentions
North Atlantic Treaty Organisation To brief Members on arrangements for
(NATO) Event
the NATO event
Lead Director/
Contact Officer
DCO
Progress
On agenda
Contact Officer:
Sally Chapman
CFO & DCO
Contact Officers:
Huw Jakeway &
Sally Chapman
ACFO TS
On agenda
On agenda presentation
Contact Officer:
Rod Hammerton
14 July 2014
14 July 2014
Report on end of year
performance on achievement of
Improvement Objectives 2013/14
To advise Members of the end of year
position in securing the achievement of
the Improvement Objectives
Transfer of substation at
Aberbargoed Fire & Rescue
Station and amendment to the
Scheme of Delegations
To seek Member approval to transfer the
electricity substation at Aberbargoed and
seek approval to amend the Scheme of
Delegations in relation to such transfers
FWP 2014/15/FA – Updated by S Chapman 11.06.14
DCO
On agenda
Contact Officer:
Steve Rossiter
DCO
On agenda
Contact Officer:
Sally Chapman
303
Expected
Date of
Report
14 July 2014
14 July 2014
Report Name
End of year Performance and
Statistics Report 2013/14
Annual Welsh Language Scheme
2013/14
Purpose of Piece of Work
To advise Members of end of year
performance against agreed targets
To advise Members on the content of the
Annual Welsh Language Scheme
22 Sept 2014 Report on progress of
achievement of Improvement
15 Dec 2014 Objectives 2014/15
To keep Members appraised of progress
22 Sept 2014 Report on Scrutiny Conclusions
on Phase 2 Fire Cover Review
Proposals for Blaenau Gwent and
Torfaen Unitary Authority areas
29 Sept 2014 Report on Responses to the
consultation of Phase 3 of the
Fire Cover Review
To enable Members to consider the
respective scrutiny conclusions to
consider if they wish to affirm or amend
their decision of 24 March 2014
To enable Members to fully consider all
views before reaching a decision
Lead Director/
Contact Officer
DCO
On agenda
Contact Officer:
Steve Rossiter
ACO PS
On agenda
Contact Officer:
Phil Haynes
DCO
Contact Officer:
Steve Rossiter
DCO
Contact Officer:
Sally Chapman
DCO
Contact Officer:
Sally Chapman
DCO
29 Sept 2014 Draft Improvement Plan and Draft To seek Members’ approval to the draft
Improvement Plan and improvement
Improvement Objectives for
Objectives being issued for publication for Contact Officer:
2015/16
Steve Rossiter
public consultation
FWP 2014/15/FA – Updated by S Chapman 11.06.14
Progress
304
Report Name
Expected
Date of
Report
29 Sept 2014 Statement of Accounts (Revenue
and Capital) for 2013/14 budget
29 Sept or
15 Dec 2014
as
appropriate
15 Dec 2014
15 Dec 2014
15 Dec 2014
& as
appropriate
5 Dec 2014
ACFO Technical Services’ post
Performance & Statistics Reports
Purpose of Piece of Work
To seek Members’ approval for
publication of the Statement of Accounts
To consider the review of the ACFO
Technical Services’ post
To advise Members of performance
against agreed targets, PIs, risks and
corporate objectives and trends over a 5
year period
Crewing Arrangements Report
To brief Members on the Crewing
Arrangements Report to the NIC and
enable consideration of the different
models and how they could apply to
South Wales
To seek Members’ approval to the
Review and Update of Medium
Term Financial Plan & Associated recommended updates to the Medium
Term Financial Plan following
Projects
consideration by the Working Group and
the Finance, Audit and Performance
Management Committee & to advise on
progress of the associated projects
Budget Strategy 2015/16
To obtain clarification upon the political
steer for the budget strategy for 2015/16
budget setting process
FWP 2014/15/FA – Updated by S Chapman 11.06.14
Lead Director/
Contact Officer
Treasurer
Contact Officer:
Geraint Thomas
CFO
Contact Officer:
Huw Jakeway
DCO
Contact Officer:
Steve Rossiter
DCO
Contact Officer:
Sally Chapman
DCO &
Treasurer
Contact Officer:
Sally Chapman
& Chris Barton
Treasurer
Contact Officer:
Chris Barton
Progress
305
Expected
Date of
Report
15 Dec 2014
15 Dec 2014
15 Dec 2014
15 Dec 2014
9 Feb 2015
9 Feb 2015
Report Name
Purpose of Piece of Work
Lead Director/
Contact Officer
To set estimated budget determination to Treasurer
notification to constituent authorities by
31 Dec to comply with Combination Order Contact Officer:
Geraint Thomas
Treasury Management Outturn
To advise Members of the year end
Treasurer
2013/14
treasury management position
Contact Officer:
Chris Barton &
Geraint Thomas
Treasurer
Treasury Management Mid Term To advise Members of the mid year
Report 2014/15
position in relation to our treasury
Contact Officer:
management
Geraint Thomas
DCO
Independent Remuneration Panel To consider the IRPW’s draft Annual
for Wales’ Draft Annual Report
Report and enable comments to be
Contact Officer:
submitted to the Panel within required
Sally Chapman
timescales
DCO
To advise Members of consultation
Report on Responses to the
responses and seek approval for a final
consultation of the draft
Contact Officer:
version of the Improvement Plan
Improvement Plan and
Steve Rossiter
Improvement Objectives 2015/16
Revenue & Capital Budget
To set final budget for 2015/16 to enable Treasurer
2015/16 final determination
contribution requests to be issued to
Contact Officer:
constituent authorities by 14 Feb to
Geraint Thomas
comply with Combination Order
Estimated Revenue & Capital
Budget determination for 2015/16
FWP 2014/15/FA – Updated by S Chapman 11.06.14
Progress
306
Expected
Date of
Report
9 Feb 2015
16 March
2015
16 March
2015
16 March
2015
16 March
2015
Report Name
Pay Policy Statement
Annual Report of the work of the
Finance, Audit & Performance
Management Committee & its
working group during 2014/15
Annual Report of the work of the
HR & Equalities Committee
during 2014/15
Treasury Management Strategy
2015/16
WAO Annual Improvement
Report 2014/15
FWP 2014/15/FA – Updated by S Chapman 11.06.14
Purpose of Piece of Work
To consider the Authority’s Pay Policy
Statement on compliance with the
Localism Act 2011 and associated
guidance
To advise Members of the work of the
committee
To advise Members of the work of the
committee
To secure Members’ approval to the
adoption of the Treasury Management
Strategy 2015/16
To advise Members of the key issues
emanating from the annual report and to
provide an opinion on adequacy and
effectiveness of the organisation and its
potential to improve, its approach to risk
management, control and governance
processes based on the WAO work
undertaken during the year, including
data quality & PIs, HR work, a
Framework update, whistleblowing and
forward planning.
Lead Director/
Contact Officer
ACO PS
Contact Officer:
Phil Haynes
DCO
Contact Officer:
Sally Chapman
ACO PS
Contact Officer:
Phil Haynes
Treasurer
Contact Officer:
Geraint Thomas
DCO
Contact Officer:
Sally Chapman
Progress
307
Expected
Date of
Report
16 March
2015
16 March
2015
Report Name
KPI Target Setting 2015/16
Improvement Plan Stage 1
Purpose of Piece of Work
To set the targets for the following
financial year
To seek authorisation to publish
Lead Director/
Contact Officer
DCO
Contact Officer:
Steve Rossiter
DCO
Contact Officer:
Steve Rossiter
Huw Jakeway – CFO
Sally Chapman – DCO
Phil Haynes – ACO People Services
Rod Hammerton– ACFO Technical Services
Andrew Thomas – ACFO Service Delivery
FWP 2014/15/FA – Updated by S Chapman 11.06.14
Chris Barton – Treasurer
Geraint Thomas – Head of Finance & Procurement
Mark Malson – Head of Human Resources
Dewi Rose – Head of Operations
Calvin Powell – Head of Business Support
Steve Rossiter – Head of Service Performance & Communications
Progress
308
309
AGENDA ITEM NO 8
To consider any items of business that the
Chairman deems urgent (Part 1 or 2)
310
1.
Apologies for Absence
2.
Declarations of Interest
Members of the Fire & Rescue Authority are
reminded of their personal responsibility to declare
both orally and in writing any personal and/or
prejudicial interest in respect of matters contained in
this agenda in accordance with the provisions of the
Local Government Act 2000, the Fire & Rescue
Authority’s Standing Orders and the Members Code
of Conduct.
3.
Chairman’s Announcements
4.
To receive the minutes of;
 HR & Equalities meeting held on 20
January 2014
5
 FAPM meeting held on 3 March 2014
11
 Fire & Rescue Authority meeting held on
24 March 2014
17
 Annual General Meeting held on 9 June
2014
29
 Fire & Rescue Authority meeting held on 9
June 2014
37
5.
Update on Actions
39
6.
REPORTS FOR DECISION
47
6.i
Wales Audit Office Annual Improvement Report
2013/14
49
6.ii
Welsh Government’s Fire & Rescue Services in
Wales Report 2013
81
6.iii
Performance Monitoring Report - Quarter 4 2013/14
and Performance Indicator Target Achievement for
2013/14 - Background papers attached
separately on email
179
6.iv
Annual Report to Welsh Language Commissioner
2013/14
201
6.v
Proposed Refurbishment of Aberdare Fire &
Rescue Station
237
6.vi
Electricity Sub-Station at Aberbargoed Fire &
Rescue Station
239
6.vii
Proposed Flood Defence Works on Land Forming
Part of Risca Fire & Rescue Station
243
6.viii
Amendments to Constitutional Documents
247
7.
REPORTS FOR INFORMATION
249
7.i
Health & Safety Report 2013/14
251
7.ii
Report on Progress of Achievement of Improvement
Objectives as at Quarter 4 2013/2014
289
7.iii
Firefighters’ Pension Dispute – Update on Industrial
Action - Verbal
297
7.iv
North Atlantic Treaty Organisation (NATO) Event Presentation
299
7.v
Forward Work Programme
301
8.
To consider any items of business that the
Chairman deems urgent (Part 1 or 2)
309