CUMBRIA FIRE & RESCUE SERVICE

SERVICE PLAN

2007-2008

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Contents

Section Page

Executive Summary 3

Baseline for Improvement 4

Focus for Improvement 7

Organisational Objectives 9

Departmental Objectives 14

Contribution to the delivery of other Council Plan objectives 25

Appendix A: About Cumbria Fire & Rescue Service 26

Appendix B: SWOT Analysis 32

Appendix C: Service Workforce Development Plan 35

Appendix D: Fire & Rescue Service Equality Plan 38

Appendix E: Overall Budget 51

Appendix F: Risk Management 53

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Executive summary for Cumbria Fire & Rescue Service

Responsible Officer: Corporate Director Public Protection/Chief Fire Officer

In 2007 – 2008 Cumbria Fire & Rescue Service will:

Improve people’s safety and security in their home and workplace by:

• Proactive Community safety (Prevention)

• Advice and Assistance (Protection)
• Best Operational Practice (Intervention)
• Supporting the Above (Organisational Development)

Details of how these objectives will be delivered during the year, including who is
responsible, what actions will be taken and when, how we will measure our
performance and the resource implications can be found in Section 2.

The total revenue budget to achieve these objectives is £20,589,000 together with a
capital programme of a further £1,389,000. Details of the budget can be found in
Appendix E

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1 BASELINE FOR IMPROVEMENT

Analysis of Recent Performance

What is Improving

1. The rate of primary (property) fires has been steadily reducing, over the past
7-8 years it has decreased from a rate of 38.1 per 10,000 population, in 1999-
2000 to a rate of 27.9 in 2005-06, with a forecast for 2006-07 of 27.1.

2. The rate of accidental dwelling fires has shown a significant reduction also,
reducing from a rate of 23.5 to 19.5 per 10,000 dwellings over the same
period, with a forecast outturn for 2006-07 of 18.1.

3. The number of people injured in accidental dwelling fires has also been
reducing, from a high of 13.9 per 100,000 population in 2003-04, to 4.9 in
2005-06, with a forecast outturn of 3.8 for 2006-07.

4. The number of fires being confined to the room of origin has been steadily
improving to over 94% in 2006-07.

5. The number of malicious (hoax) calls has been falling steadily, from nearly
600 in 2002-03 to 450 in 2005-06. In 2006-07 over 70% of all hoax calls were
successfully challenged by Control Staff which saved the mobilisation of an
appliance on each of these occasions.

6. The number of people escaping unharmed from accidental dwelling fires has
been steadily increasing over the years from 92% in 2000-01 to over 96% in
2006-07.

7. Smoke alarm ownership in homes has been increasing over the years, with
CFRS contributing to this by fitting free smoke alarms and offering home risk
assessments. This effort has increased from over 4500 in 2001 to 9273 in
2006, with the target for 2006-07 being set at 10,000.

8. More homes experiencing fire have a working smoke alarm, this has risen
from 34% in 2000-01 to nearly 60% in 2006-07.

What is not Improving

1. The number of secondary (small) fires, particularly deliberate refuse and

rubbish fires has been showing an upward trend over the past few years, from
a rate of 27.1 per 10,000 population in 2000-01 to 39.3 per 10,000 population
for 2006-07.

2. Deliberate derelict vehicle fires also a problem in the County, which although
small in number, is the highest per 10,000 population than others in our Family
Group. However, the numbers of this type of fires has been reducing year-on-
year by nearly 50% (40 fires).

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 3. The BVPI’s introduced to encourage fire and rescue services to appoint more
women, ethnic minority and disabled people into the top 5% of earners is not
having the desired effect in this service. This is not due to a failure to recruit
from these groups as in some cases we are successful.

Sharing Good Practice

Improvement Activity

How significant progress has been made in working within the community:

• The expansion of the number of Community Rooms available across the

service
• The appointment of a Partnership Officer whose remit is to strengthen exiting
partnerships and facilitate new ones.
• The appointment of Older Persons Advocates to champion the needs of our
growing elderly population.
• First Aid training given to mother and toddler groups
• Library Van initiative
• Streetsafe
• Fire safe

Changes in approach to how we deliver our services.

• Fire safety restructure to take into account the requirements in the changes to
legislation
• Risk based re-inspection programme
• Ward based response standards
• Young Firefighters – the development and expansion of the scheme –
appointment of Young Firefighter Coordinator
• Introduction of the corporate gazetteer
• Corporate Systems department restructure and the implementation of the new
website.

How the service has been enhancing Partnerships:

• Appointment of Partnership Officer

• Appointment of Older Persons Advocates
• Officers undertaking key roles on Crime and Disorder Reduction Partnerships
and Neighbourhood Management teams
• Library Van Initiative
• Improving links with Local Strategic Partnerships
• Multi agency working with schools
• Streetsafe
• Firesafe
• Junior citizens scheme
• Waste reduction charges abandoned

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How the service has been implementing operational improvements:

• Swift Water Rescue Project

• 10 pump protocol
• Introduction of new Breathing Apparatus sets
• Implementation of the Working at Height Regulations
• Appointment of OpIntel Officers

How is all this good practice shared?

All this excellent activity is shared via a variety of communications channels and
initiatives. These include:

• Service Management Team

• Community Risk Management Group
• Area Meetings
• Watch Meetings
• Weekly Update
• It’s Your Shout
• IRMP action plans
• HaSOG
• Representative Body meetings
• Regional Management Board
• Regional meetings
• Away days
• A&T seminars
• Managers Seminars
• National recognition/Awards

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2 Focus for Improvement

Council Plan and Statutory Objectives in 2007 – 08 ‘owned ' by Cumbria Fire &
Rescue Service

Strategic Objective: Create Safe and Secure Communities

Reference: Council Plan, Council Delivery Plan, Local Area

Agreement (Safer and Stronger Communities Block)

Responsible Officer: Corporate Director Public Protection

Local Committee Involvement: Yes

Performance Measures

05/06 06/07 06/07 Measure Contact Frequency Targets

Actual Target Project- Officer
ed
07/08 08/09 09/10
1. Reduce the ACO Quarterly
rate of fire related Community
32 37 20 deaths and Risk 6.4 4.97 3.96
injuries per Manage- (32) (25) (20)
100,000 ment
population
2. Reduce the ACO Quarterly
47.9 38.7 44.56 rate of deliberate Operations 38.29 37.88 37.46
fires per 10,000
population
3. Reduce the ACO Quarterly
number of killed Community
and injured on Risk 379 362 345
Cumbria’s roads Manage-
as a result of ment
traffic collisions
4. Maintain the ACO Quarterly
number of people Community
between the ages Risk
of 16 and 20 manage-
killed or seriously ment 87 85 83
injured on
Cumbria’s roads
to an average of
no higher than 89
over the three
year period

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Actions to Deliver

Description Lead Officer Timescale Budget Key partners Status Cross

line reference to
reference other plans
Carry out ACO Ongoing PP010 Adult Social In Area Plans
home safety Community Care, Housing hand
checks and fit Risk Associations,
free smoke Management Library Service,
alarms to Age Concern
homes across
the county
Deliver road ACO Ongoing PP010 Childrens In Area Plans
awareness Community Services, hand
training (RAT) Risk Schools,
to young Management Colleges, BNG
people across
the county.
Deliver Pass ACO Ongoing PP010 Local Driving In Area Plans
Plus Courses Community Instructors hand
for newly Risk
qualified Management
drivers

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Development
To promote organisational development and efficient business systems
Priority Objectives Action Measurable Person Timescales Resources Additional Budget/
and Outcomes responsible (Milestones) costs/ Funding
Cross savings Source
Reference
Improve Equality Implement the Achieve Level 3 Senior Timescales Detailed in Equality Cost of Within
and Fairness in fire and rescue CRE May 2007 Manager HR detailed in plan (See Appendix D) revision of existing
all our core Equality Plan (Self to coordinate Equality Plan services to resources
Business Assessment). (See be
April 2008 Appendix D) determined
external as a result of
Inspection Equality
Level 4 April Impact
2009 assessme-
Level 5 April nts and other
2010 Equality Plan
actions
Establishment Reports on Strategic 2007/08 Business Process Salary
of the Business progress to SMT Development Work Plan Strategy Group Budget
Process and Planning for the group
Strategy Group Improved, Manager to be
and documented completed by
implementation processes. March 2008
Identify all our of the various
core business workstreams.
processes that Develop a rural Training, ACO Completion Group Manager
require firefighting equipment and Operations by March Operational Planning x
improvement and strategy procedures to 2008 15 days
implement tackle major fell
changes as and forest fires
required. Improve Training, ACO Completion
Incident equipment and Operations by March
Management procedures 2008
procedures reviewed,
actioned and
improved taking
account of
potential receipt
of ECSV

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 Develop a Procedures, Operational Completion Watch Managers
strategy for equipment and Support by October Training
Identify all our heavy animal training to safely manager 2007
core business rescue rescue trapped
processes that heavy animals
require Finalise and Publication of ACO Completion Group Manager £2,500 Community
improvement and publish Young Young Persons Community by July 2007 Community Risk, publication Risk
implement Peoples Strategy Risk Partnership Officer costs Management
changes as Strategy Management budget
required. Finalise and Publication of ACO Completion Group Manager £2,500 Community
publish Older Older Persons Community by October Community Risk publication Risk
Persons Strategy Risk 2007 Watch Manager costs Management
Strategy Management Community Risk budget
Implement a Continuation of All staff to have ACO Completion Consultant HR £7,000
values driven Values Working ownership of an Operations by December Area manager A&CA consultancy
culture Group embedded values 2007 fees
culture

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Intervention
Reduction of deaths and injuries by best operational practice
Priority Objectives Action Measurable Person Timescales Resources Additional Budget/
and Outcomes responsible (Milestones) costs/ Funding
Cross savings Source
Reference
Efficient Effective ACO
Operational operational Operations
Assurance Assurance
network policy. Devise
a proactive
operational
intelligence
and audit
programme to
inform best
operational
practice
Ensure work Conduct a Report findings to ACO Completion Group Manager Salary
practices and programmed HaSOG Operations by March Operational Planning x Budget
equipment are schedule of 2008 20 days
suitable and operational 3 Audit Officers x 30
sufficient to meet audits days
operational needs

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Prevention
Reduction of fire, deaths and injuries by proactive community safety.

Priority Objectives Action Measurable Person Timescales Resources Additional Budget/

and Outcomes responsible (Milestones) costs/ Funding
Cross savings Source
Reference
Achievement of Amend Arson Publication of ACO Completion Group Manager Salary
service and Reduction Arson Reduction Community by July 2007 Community Risk Budget
national PSA Policy Policy Risk Watch Manager
targets Management Community Risk

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Protection
To work with others to achieve a safer community and environmental protection

Priority Objectives Action Measurable Person Timescales Resources Additional Budget/

and Outcomes responsible (Milestones) costs/ Funding
Cross savings Source
Reference
Ensure that the Evaluate and Area audits ACO Completion Group Manager Salary
RRO has been review the completed with Community by March Community Risk Budget
successfully enforcement outcomes being Risk 2008 Watch Manager
implemented and and area updated to CSPG Management Community Risk
is effective. management
arrangements
following the
introduction of
the RRO

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Human Resources
Priority Departmental Objectives

Link to Actions Measurable Person Timescales Resources Additional Budget/

Principal Outcomes Responsible (milestones) costs/ Funding
Service savings Source
Objectives
Organisational Review the practical Proposals for Senior Identification of HR Advisor x 15 days, £3,300 Salary
Development implications of the changes where Manager HR issues by Senior Manager HR x Budget
Working Time needed to to lead cross September 2007. 10 days, HR team x 5
Directive for all ensure service Proposals by days plus 6 days of
groups of employees compliance with working January 2008. other working group
Directive to group Implementation members time
cover secondary from April 2008
employment as
well as primary
Organisational Draw up proposals Proposed Senior Identification of Retained Task and To be Salary
Development for a retained scheme Manager HR issues by Finish Group determined Budget
remuneration scheme presented to to lead on September 2007. Senior Manager HR x
to improve SMT and HR aspects Pilot scheme in 15 days
recruitment and FBU/RFU. – input from January 2008. HR Advisor x 5 days
retention within the Scheme piloted finance and Commence HR Admin x 10 days
retained service by the end of operations implementation
07/08 from April 2008
Organisational Undertake Equality Detailed in fire Senior Detailed in fire Detailed in fire and Detailed in fire Salary
Development Impact Assessments and rescue Manager and rescue rescue service Equality and rescue Budget
in the following areas: service Equality Human service Equality Plan (See Appendix D) service Equality
Plan (See Resources Plan (See Plan (See
• Learning and Appendix D) Appendix D) Appendix D)
development
• Pay policy
• Competence

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Health & Safety/ Occupational Health
Priority Departmental Objectives

Link to Actions Measurable Person Timescales Resources Additional Budget/

Principal Outcomes Responsible (milestones) costs/ Funding
Service savings Source
Objectives
Organisational Regional review Proposals on Senior Sister Research 2 x OH Administrators x £1,600 Salary
Development options for private alternative OH insurance 7 days Budget
medical funding/insurance Senior scheme to cover
insurance/funding to arrangements Manager other medical
speed up access to Human fees.
diagnosis and/or Resources Produce options
treatment report to SMT by
November 2007
Organisational Continue to monitor Amend and Health & February 2008 Health & Safety Salary
Development progress made improve relevant Safety Regular progress Manager Budget
against H&S Action General Orders Manager reports made to
Plan developed as a and H&S HaSOG 40 days
result of the internal systems as
H&S management appropriate
audit and gap
analysis carried out in
2006
Organisational Review the provision Improved visual Senior Sister Produce position Group Manager Ops £3,000 Salary
Development of aids to vision aids and potential OH , Health statement by end Support x 5 days Budget
savings & safety of July 2007. Senior Sister OH x 10 Potential
Manager and produce options days savings to be Occupational
Operational report for SMT Health & Safety determined Health budget
Support by November Manager x 10 days
2007
Organisational Re introduce the Table top audit Senior Sister Present paper to Senior Sister OH x 8
Development Stress Working against OH, Health & HaSOG days
Group. Review management Safety December 2007 Health & Safety
existing Genaeral standards Manager Manager x 8 days
Order and update
and implement
changes where
appropriate.

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Organisational Monitor advice and Ascertain Senior Sister Present paper to Senior Sister OH x 4
Development guidance from personnel OH, Health & HaSOG June days
Department of Health requiring repeat safety 2007 Health & Safety
concerning the vaccination and manager Manager x 4 days
provision of Hep B cost against
immunisation to national
operational personnel guidelines
and review General
order

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Operational Support Department
Priority Departmental Objectives
Link to Actions Measurable Person Timescales Resources Additional Budget/
Principal Outcomes Responsible (milestones) costs/ Funding
Service savings Source
Objectives
Intervention Project manage the One Rescue Group Completion Group Manager £5,500 Salary
replacement of 4 Vehicle to be Manager November 2007 Operational Support x Budget
Major Rescue operational by Operational 12 days
Vehicles with May 2007 Support Vehicle
commercial vehicles, Fleet Fleet Manager x 30 Replacement
providing additional Conversion of Manager days Capital
equipment for two other Budget
specific types of vehicles by 2006-07
incidents (Command November 2007
Rescue Units
Intervention Water infrastructure Identify and ACO December 2007 Group Manager £4,400 Salary
Risk Register 5 is insufficient in many procure a water Operations Operational Support x Budget
locations to meet bowser/LGV 12 days
firefighting needs trainer vehicle
Fleet manager x 20
Identify risk
days
areas and take
appropriate
proactive
actions
Procure 4 water
trailers for use *£10,000 Vehicle
with Replacement
Landrovers* Budget
Intervention Review and amend Clear backlog, ACO Completion by Group Manager Salary
the OpIntel policy, validate reviews Operations March 2008 Operational Planning x Budget
refresh systems and and progress 40 days
implement robust new OpIntel 3 Audit Officers x 60
procedures work days
Intervention Prepare for long term A strategy to ACO Completion by Group Manager Salary
continuity mainstream Operations March 2008 Operational planning x Budget
management of New New 10 days
Dimensions assets. Dimensions into Watch manager
service O0perational Support x
management 10 days
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Intervention Replace 4 x P/L’s 8 x Landrovers ACO Completion by Group Manager
with Landrover 130’s commissioned Operations December 2007 Operational Support
equipped with at Millom, Training Department
FirExpress and water Keswick, Group Managers
bowser. Windermere, Operational
Replace 4 x L4P’s Grange,
with Landrover 130’s Sedbergh,
equipped with Ambleside,
FirExpress Silloth and
Appleby
Intervention Commission 2 x 2 x ALP’s ACO Completion by Area Manager Training
Aerial Ladder commissioned Operations October 2007
Platforms (ALP) and operational
at Barrow and
Carlisle

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Workshops
Priority Departmental Objectives
Link to Actions Measurable Person Timescales Resources Additional Budget/
Principal Outcomes Responsible (milestones) costs/ Funding
Service savings Source
Objectives
Organisational Establish a Review the ACO Completion £5,500 Salary
Development performance services Operations November 2007 Budget
management system provided and
specific to document them. Fleet Vehicle
Workshops Identification of Manager Replacement
key PI’s and Capital
users of Budget
performance 2006-07
information and
their needs

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Training
Priority Departmental Objectives

Link to Actions Measurable Person Timescales Resources Additional Budget/

Principal Outcomes Responsible (milestones) costs/ Funding
Service savings Source
Objectives
Organisational Installation and That all Area Completion by Staff training costs £6,000 Salary
Development development of departments/stations Manager September (300 hours) Budget
Oncore. have the required Training 2008
Introduction of number of
robust ‘bring appropriate skills
forward’ and and competencies to
notification system fulfil their function
effectively

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Corporate Services
Priority Departmental Objectives

Link to Actions Measurable Person Timescales Resources Additional Budget/

Principal Outcomes Responsible (milestones) costs/ Funding
Service savings Source
Objectives
Organisational Ensure resources and Reduction in Corporate Ongoing 1.2 x Corporate Salary
Development systems within the backlog Systems Systems staff Budget
Corporate Systems Manager
Department are in place
to deliver OpIntel plans
within agreed timescales
and to the specified
standard
Organisational Review business Appropriate Strategic March 2008 Business Process Salary
Development processes within the resources are Development Strategy Group Budget
service to improve available to the and Planning
effectiveness and service. Manager
efficiency

Organisational Deliver an Awards Event Awards Strategic May 2007 Sponsorship

Development to recognise the ceremony takes Development
achievements of place and those and Planning
individuals and teams involved are Manager
within the service. satisfied or very
satisfied with the
event.

Organisational Undertake Equality Detailed in fire Strategic Detailed in fire Detailed in fire and Detailed in fire Salary
Development Impact Assessments in and rescue Development and rescue rescue service Equality and rescue Budget
the following areas: service Equality and Planning service Equality Plan (See Appendix D) service Equality
Plan (See Manager Plan (See Plan (See
• Communications Appendix D) Appendix D) Appendix D)
strategy
• Website
structure and
content
• Public
satisfaction
surveys

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Community Risk Management
Priority Departmental Objectives

Link to Actions Measurable Person Timescales Resources Additional Budget/

Principal Outcomes Responsible (milestones) costs/ Funding
Service savings Source
Objectives
Organisational Complete the CFRMIS ACO Completion by CFRMIS Project Team £5,000 for Salary
Development installation of the installed Community March 2008 Members development of Budget
CFRMIS system and Risk system
ensure business Processes and Management
processes and data data capture
capture are consistent
consistent across the across the
service and fulfilling service
the necessary
equalities monitoring
assessment.
Prevention To develop and First phase of ACO Completion by Area Manager Local Area
implement the scheme Community December 2007 Community Risk Agreement
service Volunteer implemented Risk ‘pump priming’
Scheme to support Management Partnership Officer grant
targeted community
safety activities in
identified areas.
Prevention Undertake third party Evaluations ACO Completion by External provider £6,000 Community
evaluations of the completed with Community December 2007 agency Risk
Young Firefighter outcomes being Risk Management
Scheme and the updated to Management Department
Road Awareness CSPG budget
Training programme

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ICT Department
Priority Departmental Objectives

Link to Actions Measurable Person Responsible Timescales Resources Additional Budget/

Principal Outcomes (milestones) costs/ Funding
Service savings Source
Objectives
Organisational Standardise gazetteer Standardised ACO Community Risk Completion by Group Manager Salary
Development and NLPG service Management December 2007 (Control) Budget
applications across all applications Service Statistician
service activities

Organisational Assess service Publication of ACO Community Risk Completion by ICT Manager £1,000 ICT Budget
Development requirements for a tender Management April 2007 ICT Supervisor
replacement ICCS document Group Manager
and develop tender (Control)
documentation to CCC Procurement
satisfy the interim Department
solution

Organisational Consider the impact Service ACO Community Risk Completion by Service Project Salary
Development of the FiReControl Transition Plan Management December 2007 Team Budget
and Firelink Project
Transition Plans on
the service

Organisational In conjunction with Successful ACO Community Risk Completion by Service Project Firelink
Development the Firelink Project rollout of Management December 2007 Team O2 Airwave
team ensure the Phase A (external
effective roll out of funding)
Airwave (Phase A)
across the service

Organisational Carry out a review of Completion of ACO Community Risk Completion by ICT Manager Salary
Development ICT requirements Review Management March 2008 BPSG Budget
across all service
activities and
departments/functions

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Organisational Evaluate options and Production of ACO Community Risk Completion by ICT Manager £70,000 for Salary
Development prepare a business business case Management May 2007 ICT Supervisor Alerters Budget
case for a ICT Assistant
replacement alerter
system for retained
personnel

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Contribution to the delivery of other Council Plan objectives in 2007 – 08

As well as contributing the council theme ‘Creating safe and secure communities’,
Cumbria Fire & Rescue Service works closely with its partner directorates in working
towards other key county council themes.

Within the theme ‘Improving the life chances and well being of children and
young people’, the fire and rescue service works closely with Childrens’ Services
and other partners in a variety of initiatives including:
• Road Awareness Training
• The Young Firefighters Scheme
• Young Offenders
• Fire Safety Education to Key Stage 1 and Key Stage 2

Within the theme ‘Improving the health and well being of adults’ the service works
closely with Adult Social Care with a targeted approach to the delivery of Home
safety Checks to high risk groups including vulnerable adults.

The service actively promotes a green working environment where employees are
educated and encouraged to work, including operationally, in an environmentally
friendly way wherever this is possible. This supports the county council theme of
‘Creating and protecting a high quality environment for all’.
1

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Appendix A: About Cumbria Fire & Rescue Service

Medium Term Vision

As the role of the fire and rescue service continues to develop in the face of changes
nationally, Cumbria Fire & Rescue Service is changing the scope and breadth of the
services it delivers to local communities. It does this in a variety of ways and is
always striving to improve and contribute towards ensuring that Cumbria is a place
where people want to live by ‘creating safe and secure communities’.

For many years the service has been actively promoting and undertaking community
safety work. This work lies at the core of our activities and, together with our
partners, will continue to develop as evidence shows this is the area where we are
making a real difference. The service is building on the leading role it undertakes in
partnerships to ensure that community safety issues are at the forefront.

The publication of the IRMP Year 4 Action Plan has brought about challenges for the
service, but also an opportunity to expand our community based work even further,
whether this is increasing the number of home safety checks delivered, visiting more
schools with Road Awareness Training or engaging with more young people through
the expanding Young Firefighter Scheme. Work continues with our colleagues within
the county council to ensure that we help protect the more vulnerable members of
society where we can.

Whilst concentrating on reducing the number of incidents we are called to, the
service has to ensure that it has the operational capability to deal with incidents it
may need to attend. Key to this is having resources best placed to meet our
operational needs. Work continues on the provision of a number of new fire stations
within the county to be delivered through the Private Finance Initiative (PFI). This,
coupled with the investment in new appliances and equipment, will provide the
service with the best possible means of delivering that operational response and
meeting the hazards faced by our front line staff.

Retained personnel provide the majority of fire cover within the county and the
service is continuing to work on more effective support and reward mechanisms to
ensure their role and contribution is recognised and even more effective.

In February of 2007, the Audit Commission announced they had assessed Cumbria
Fire & Rescue Service as being in the top category of 4 – performing strongly – well
above minimum requirements, in the Operational Assurance Assessment that took
place in 2006.

The following summary was been provided by CLG to support its assessment:

‘Cumbria Fire & Rescue Service has an energetic programme of change

that is making a significant contribution to the community safety of the
area. It is performing well in all areas of service delivery from its
preventative work to emergency response. The Service is performing
strongly in risk analysis, and makes effective use of statistical data to
inform its integrated risk management plan. It has robust arrangements for

26
monitoring the performance of risk analysis, and takes positive action to
address areas of greatest need within the community. The Service's
prevention and protection work is good having forged strong links with
partner organisations and in many cases taking a lead in achieving the
objectives of the community safety agenda. Its work undertaken in relation
to the prevention of road traffic collisions is particularly effective with a
reduction in the number of people in targeted age groups killed or seriously
injured. Operational preparedness and emergency response
arrangements are good with successful use of software applications to
manage staff availability and learning and development. Overall, the
Service has strong leadership and is performing well with clearly defined
objectives.’

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Organisational Values

The service has taken the decision to make explicit our core organisational values as
a means of putting into sharp focus the ethos of ‘how we do things’ which will
underpin our relationships with the public, our partners and each other.

A working group was formed which was a cross section of individuals from across the
service and they have met and defined our values in a Cumbrian context, taking into
account of national values and our key objectives.

The group formulated four main values which are:

• Service
• Improvement
• Respect
• People

The rollout of the Values Initiative will involve training for Group managers and
departmental heads who, supported by a member of the working group will conduct
an exercise with each watch, station and department to determine the behaviours,
both positive and negative, which will be the critical part of introducing a values
driven culture.

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Best Value Performance Indicators

BVPI Description 2006-7 2007-8 2008-9 2009-10

Reference actual target target target
The level of the Equality Standard for
2a Local Government to which the 2 3 3 5
authority conforms
The duty to promote race equality –
2b the authority’s Race Equality Scheme 12 13 14 15
and the improvements following from
its application
% of undisputed invoices for
8 commercial goods and services 90% 100% 100% 100%
being paid within 30 days of such
invoices being received

11a The top 5% of earners who are 0% 3.2% 3.2% 3.2%

women
The top 5%of earners who are from
11b black and ethnic minority 0% 3.2% 3.2% 3.2%
communities
The top 5% of earners who are
11c disabled (fire only) 0% 3.2% 3.2% 3.2%

Working days/shifts lost to sickness

12i absence per regular member of staff 6.8 6.5 6.3 6.1
including control
Working days/shifts lost to sickness
12ii absence per member of staff (for all 7.6 6.9 6.7 6.5
members of staff)
The percentage of employees eligible
15i for membership of the firefighters 0% 1.5% 1.5% 1.5%
pension scheme retiring on ill health
grounds
The percentage of employees eligible
15ii for membership of the local 0% 1.0% 1.0% 1.0%
government pension scheme retiring
on ill health grounds
The percentage of employees with a
16i disability among regular and retained 0.7 0.8 0.9 1.0
firefighters (county % 12.49 aged 16-
54)
The percentage of employees with a
16ii disability among control and non- 3.5 4.7 5.7 6.6
uniformed staff (county % 16.2 aged
16-64)
The percentage of uniformed regular,
17a retained and control staff from ethnic 0% 0.1% 0.3% 0.4%
minority backgrounds
The percentage of economically
active (persons aged between 18-54) 0.8% 0.8% 0.8% 0.8%
17b population from ethnic minority
communities in the fire and rescue
area

150 Expenditure per head of population £39.99 £42.89 £43.55 £43.9

210 The percentage of firefighters who 2.8% 3.1% 3.3% 3.6%

are women

142ii The number of calls to fires attended. 26.8 26.1 25.4 24.6
Primary fires per 10,000 population

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 The number of calls to fires attended.
142iii Accidental fires in dwellings per 18.6 16.8 15.6 14.3
10,000 dwellings

143i Deaths arising from accidental 0.6 0.4 0.2 0

dwelling fires per 10,000 population

143ii Injuries from accidental fires in 3.81 3.56 3.31 3.06

dwellings per 10,000 population

144 Percentage of accidental fires in 93.8% 94.0% 94.2% 94.3%

dwellings confined to room of origin

The number of calls to malicious

146i false alarms not attended per 10,000 0.63 0.60 0.58 0.56
population
The number of calls to malicious
146ii false alarms attended per 10,000 0.27 0.25 0.23 0.21
population
False alarms caused by automatic
149i fire detection apparatus per 1,000 66.8 63.5 60.2 56.9
non domestic properties
The number of properties identified in
149ii BVPI 149i with more than one 259 244 229 214
attendance by CFRS since 1 April
2005
The percentage of false alarm calls
149iii caused by automatic fire detection 69.8 66.5% 65.8% 65.1%
which are to a non domestic property
with more than one attendance since
1 April 2005
The number of deliberate primary
206i fires (excluding those in vehicles) per 4.4 5.7 5.6 5.6
10,000 population
The number of deliberate primary
206ii fires in vehicles per 10,000 4.7 6.8 6.7 6.7
population
The number of deliberate secondary
206iii fires (excluding those in vehicles) per 34.6 27.1 26.8 26.5
10,000 population
The number of deliberate secondary
206iv fires in vehicles per 10,000 0.8 1.3 1.3 1.3
population
The number of fires in non domestic
207 premises per 1,000 non domestic 12.2 12.1 12.1 12.1
premises
The percentage of people in
208 accidental dwelling fires who escape 95.9% 95.9% 96.2% 96.2%
unharmed without CFRS assistance
at the fire
The percentage of fires attended in
209i dwellings where a smoke alarm had 60.2% 63.0% 64.1% 65.2%
activated
209ii The percentage of fires attended in
dwellings where a smoke alarm was 13.1% 10.9% 10.4% 9.9%
fitted but did not activate
The percentage of fires attended in
209iii dwellings in which no smoke alarm 26.7% 26.1% 25.5% 24.9%
was fitted

This table will be replaced when the performance indicators from the family group are
available

30
Within Cumbria Fire & Rescue Service, we split our indicators (or measures) into two
main groups. They are Best Value Performance Indicators (BVPIs) and local
indicators.

BVPIs were set up by the government as part of best value and modernising local
government. The idea is that each fire service measures the same things in exactly
the same way so that we can compare our performance. The BVPIs are intended to
measure the key things that would tell an observer whether it is a good, bad or
average service when compared.

However, we are not compared with all fire services for all BVPIs. This is because all
fire services are different but some are more different than others. Within our own
North West region, we have Merseyside and Greater Manchester, both of whom are
metropolitan services with a much higher number of incidents but also with a far
larger workforce. To even out this anomaly, all fire services have been placed in
FAMILY GROUPS where there is a “family resemblance”. This makes comparison
much more meaningful.

31
Appendix B: SWOT Analysis

In this section we look at the strengths, weaknesses, opportunities and threats that
the organisation perceives will impact on how we will operate in the short to medium
term future. This SWOT analysis was considered at the Service Planning Away Day
in December 2006 and at the Risk Workshop held in January 2007 as part of the
service planning cycle.

STRENGTHS

Staff – Cumbria Fire & Rescue Service has a huge asset in its staff. These particular
strengths, which applied across all types of employees, were identified as:

• Adaptable, multi skilled and innovative

• Committed to the service with a desire to achieve
• A high level of dedication
• Contribute to a learning organisation

Leadership – Strong leadership is a feature of the way the service operates and
again this is reflected in how we perceive ourselves:

• Good leadership with strong vision

• High profile organisation with a strong brand
• High level of trust from the public
• Developing responsibility at local level

External Perceptions – This is how we think those outside the organisation view
Cumbria Fire & Rescue service

• A ‘can do’ organisation

• Work well with others, especially our partners
• Improving media profile

Partnerships – Cumbria Fire & Rescue Service works closely with a variety of
organisations within the county.

• Continuing to develop strong local links with organisations such as CRASH,

CDRP’s, Neighbourhood Forums

Operations – Underpinning our robust community safety role is our operational

capability which is highlighted in our strengths:

• Well equipped organisation that prides itself on providing the safest working
environment possible
• Consistent and reliable service
• High quality availability information for retained staff
• Comprehensive risk mapping and performance information.

32
WEAKNESSES

The service has recognised that in some areas there is room for improvement to
ensure an improvement in service for the people of Cumbria. These have been
categorised as follows:

Staff – In this context its not the staff themselves that are the weakness, but as a
result of the following issues it means that staff are not as effective as they could be.

• Trying to do too much with limited resources

• Consultation methodology requires refining
• Training gaps and development opportunities
• Dealing with change management and succession planning
• Dependency on retained staff for majority of operational cover

External - This is how we think those outside the organisation view Cumbria Fire &
Rescue service

• Lack of coordinated approach to media coverage

Other

• Audit trail evidence collation

OPPORTUNITIES

Partnerships - Cumbria Fire & Rescue Service works closely with a variety of
organisations within the county.

• Build on existing partnerships and form new partnerships to provide best value
• Participate in the Every Child Matters agenda
• Promote joint use of premises, especially in rural areas
• Further develop inter agency working

Staff – These are the opportunities associated with staff.

• Changes to conditions of service allows more flexibility

• Ability to offer new roles for firefighters
• Helping/training people to recognise opportunities
• Retained salary scheme/increased diversity of staff
• Volunteer strategy
• Change culture and therefore behaviours of a Values Led organisation

Other
• Unitary status – opportunity to be a key player
• Introduction of CFIRMIS

33
THREATS

Staff – These are threats that are staff related where issues are perceived to have an
impact on staff.

• Working Time Directive

• Recruitment and retention of key personnel
• CRB checks for all firefighters
• Resistance to change by some staff

Financial
• Funding pressures (Budget)
• Sustainability of external funding

External – This is how external decision making can have an effect on he service
• Regional Agenda
• National Agenda – metropolitan influence on decisions
• Conflict of political interest – national v local
• Overall impact of national projects

34
Appendix C: Service Workforce Development Plan

Our long-term workforce needs and challenges:

• Manage the expectations of personnel requesting development

programmes following their attendance at an ADC
• Ensuring a workforce with the requisite skills and competencies to
safely achieve service delivery targets
• Consistently review all Learning and Development activities to deliver
the requirements of a modern fire and rescue service

Our priorities for workforce development for the next three years:

• Ensure robust and appropriate Personal development record data

• Provide appropriate resources to ensure that risk based approach to
training is effective
• Meet the requirements identified under the management of operational
road risk
• Build upon the quality systems in place to develop the NVQ Approved
Centre

35
Action plan 2007/08
Aim
To ensure that all
departments/stations have the
required number of appropriate
skills and competencies to fulfill
their function effectively
To ensure all operational
personnel have access to
appropriate, quality Learning and
Development support material.
To ensure that all CFRS drivers
are able to meet and maintain the
requirements for the Management
of Operational Road Risk
To provide sufficient quality
resources to enable NVQ
candidates to complete their
awards and utilise them within the
workplace to enhance Service
delivery
Action Who When
• Install and embed Oncore as the Services training Bob Nixon August 2007
system database. Sergey Mindar
Produce a robust bring forward and notification system to
ensure that all personnel requiring refresher learning and
development, programme themselves onto the required
courses published on the internal learning and
development programme, prior to the expiry of their skill.
• Produce updated, current lecture packs in the Keith Opie March 2008
Service standard format for all level four risk Joe Little
activities which are identified by the Group
Managers responsible for stations.
• Ensure that all revised lecture packs are cross
mapped to the National Occupational Standards
and meet the requirements of the Emergency Fire
and Rescue Service Development modules.
• Design, produce and implement a monitoring Bob Nixon March 2008
system to record and review the driving licence Driver Trainers
details for all personnel.
• Revise and update all driver training courses to
ensure they are appropriate to Service and driver
need.
• Implement refresher courses for Category four and
response driving
• Build on the Quality framework required for the Bob Nixon March 2008
NVQ Approved Centre. Sarah Fowler
• Build on and enhance the reputation of the NVQ
Approved Centre with the awarding body.
• Seek to achieve direct claims status with the
awarding body
36
Directorate Learning and Development Plan 2007/08

Service Plan Learning/ Expected outcomes Learning Timetable Cost Method of

Objective Development need method evaluation
Organisational To ensure that all • Installation Theoretical 1st April - £6000 Accurate
Development departments/stations and training follwed by 31st August Staff training/Personal
have the required development practical 2007 Training Developemnt
number of of Oncore application costs record reports.
appropriate skills • Robust bring 300 Number of
and competencies to forward and hours personnel with
fulfill their function notification personnel oustanding
effectively system costs learning and
produced development

37
Appendix D: Fire & Rescue Service Equality Plan April 2007 – March 2008

Department: Fire & Rescue Service

Director: Dominic Harrison
Equality Lead Officer: Judith Morris
Deputy Equality Lead Officer: Carolyn Carrol

The Directorate Equality Plan is based on the Cumbria County Council Equality Scheme
which brings together all County Council Equality policies, schemes and strategies into a
single document covering the period 2007 to 2010. The plan also draws on the Audit
Commission, the Commission for Social Care Inspection and the Joint Area Review
inspections carried out in 2006. The Directorate Plan is an annual plan which seeks to
progressively deliver the annual milestones contained within the Cumbria Equality Scheme.
The Cumbria Equality Scheme is built around six key priories those being:

Key Priority 1: Service Delivery

Key Priority 2: Accessibility

Key Priority 3: Public Attitudes to Diversity

Key Priority 4: Employment
Key Priority 5: User Involvement and Advocacy
Key priority 6: Cumbria Strategic Partnership

In each key priory area actions will be developed to ensure all 6 equality strands are
addressed these being:

• Ethnicity
• Disability
• Gender
• Sexuality
• Religion or belief
• Age

This plan seeks to build on the work undertaken in 2006/07 to Equality Impact Assess key
service delivery focused policies. The plan aims to ensure the delivery of actions arising from
the EIA process, fully integrate Equalities and Diversity into policy making, strategic planning,
service delivery and employment practice. The plan will be performance managed with
actions appropriately linked to appraisal objectives to ensure accountability, support and
measurement is achieved.

38
Cumbria Equality Scheme - Key priority 1: Service Delivery

Key Activities:

1. Equality Impact Assessments

2. Monitoring uptake and outcomes
3. Setting targets and objectives
4. Procurement
5. Complaints and comments

Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key Priority date difference?
Key Priority 1 – Deliver actions contained Heads of All complete The EIAs have been All actions from 2006 EIA’s completed
Service Delivery within Equality Impact Service by March consulted through AWAZ, by March 2008
Assessments (EIA’s) 2008 Cumbria Disability
Equality Impact carried out in 2006 Network and Equality
Assessments Works and form the basis
of a systematic approach
to ensuring demonstrably
fair access to services.
Key Priority 1 – All new policies to be Directorate Continuous No new policies contain End of financial year:
Service Delivery subject to an EIA before Equality Lead from April actions that will 100% new policies signed off following
sign off Officer 2007 discriminate against the 6 an EIA.
Equality Impact equality strands.
Assessments

Key Priority 1 – Undertake EIA’s on the All specified EIA’s complete by March
Service Delivery following policies: 2008

Equality Impact All complete

Assessments • Communications Strategic by March end
strategy Development 2008
• Website structure and Planning
and content Manager
• Public Satisfaction
Surveys
• All Community safety ACO

39
 and partnership Community
policies and Risk
arrangements Management
including the
requirements of the
Regulatory (Fire
Safety) Reform
Order. Specific
issues are detailed in
the Community
Safety Activities and
Partnership Annual
Review Programme
and the IRMP and
annual Action Plans
as follows:
• Specific IRMP
Actions
• Home safety checks
• Schools Education
Resource programme
• Youth Offending
Service/FACE
programme
• Young Firefighter
schemes
Senior
• Learning and Manager
Development Human
• Pay policy Resources
competence
ACO
• Mobilising policy Operations
including Risk
Analysis and
Attendance
standards.
Major incident planning
and collaborations with

40
 other FRA’s and agencies

Key Priority 1 – Produce a schedule for Senior Schedule in Draft EIA’s produced as EIA’s for 2007/08 completed
Service Delivery all Policies and Manager place End per schedule
procedures to be subject Human May 2007
Equality Impact to EIAs over a 3 year Resources Consulted Cumbria
Assessments (April 2007 to March to lead Disability Network /
2010) period. Priorities: AWAZ and Gay Cumbria
1. Those affecting direct
service provision
2. Internal processes
which indirectly affect
service provision
3. Internal processes
that have little or no
affect on service
provision

Key Priority 1 – Review if and how data is Strategic This will form the basis
Service Delivery captured for each aspect Development for future EIA’s
of service delivery. and Planning
Monitoring • Operational inc Manager
uptake and Control End of April
outcomes • Community 2007
Safety
• Technical FS ACO
• CFRMIS Operations

Report outcomes to SMT ACO Complete by

for decisions on the way Community May 2007
forward. Risk
Management
Implement the Complete by
recommendations from August 2007
SMT.

41
Key Priority 1 – Heads of service DCFO Complete by Implementation of All appraisals checked for equality
Service Delivery appraisal objectives will June 2007 Equality at all levels. objective
be directly linked to the
Setting targets and delivery of this Equality
objectives plan.
Specific equalities Performance indicators and partner /
objectives will be set for user feedback reflecting improved
all staff in Appraisal / performance across the 6 equality
Personal Development strands
Plans and directly
linked to this plan
Key Priority 1 – Equalities will be built Corporate Contracts are Equality requirements 100% procurement complying with
Service Delivery into all contract Procurement reviewed at built into contracts Equality legislation by March 2008
negotiations and Manager least annually
Procurement organisations with a
consistently poor
equalities record will be
considered for re-
tendering.
Incorporate an Group Ongoing As above As above
equalities monitoring Manager
prompt in all (Ops
procurement projects Support)
and follow the
corporate guidance if
required.

Key Priority 1 – Assess any changes Group Guidance

Service Delivery required arising from Manager due end
the issue of Corporate (Ops August 2007
Procurement procurement Equality Support)

42
 Guidance

Key Priority 1 – All complaints relating Directorate Equality related

Service Delivery to equality issues to be Coordinator complaints used in EIA’s.
actioned and copied to
Complaints and Directorate Equality
comments Lead Officer.
SMT to be advised of Within 1
all complaints referred month of
to above. receipt

43
Cumbria Equality Scheme - Key priority 2 – Accessibility

• Information in alternative formats and languages

• Accessible buildings
• Accessible transport
• Access to streets and open spaces

Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key priority date difference?
Key priority 2 - Ensure there are Administrat- Complete by Measure level of take up Set budgets for 2008 in line with uptake
Accessibility systems in place to ive Manager April 2007 Consultation with user for 2007
ensure that information groups
Information in is provided on demand
alternative in alternative formats
formats and and languages.
languages (Reactive)

44
Key priority 2 - Review all external Administrat- Complete by Set budgets for 2008 in line with uptake
Accessibility communications to ive Manager August 2007 for 2007
identify where an
Information in “available in other Random sample of new documents
alternative languages / formats” October 2007. Target 100% relevant
formats and would be appropriate. documents have multi-lingual
languages statements.
Implement changes as a Strategic Complete by Take up of the service
result of the review, Development September (alternative format /
ensuring that the tools and Planning 2007 language)
are readily accessible. Manager

Ensuring all managers Area Complete by Efficient use of language Training delivered to all managers.
are fully conversant with Manager December line on all occasions.
the use of Language (Training) 2007
Line.

Accessible All bookings of meetings Receptionist
buildings and conferences in non-
Cumbria County Council
properties to check the
Directenquiries.com site
for accessibility.
Ongoing The Council will have a Random sample of meeting bookings
list of accessible venues October 2007. Target 100% bookings
to use for conferences have been made in appropriate
and meetings. buildings.

Publicise the website

and the requirement to
use it across the service.

45
Cumbria Equality Scheme - Key priority 3 - Public Attitudes to Diversity:

• Incident reporting
• Cumbria Attitudes Survey
• Working with the Media

Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key priority date difference?
Key Priority 3 - All units to complete Directorate June 2007 The Council has Quarterly information shows that 100%
Public Attitudes to quarterly on-line Coordinator September consistent information on incidents resulted in further action.
Diversity prejudice reporting form. 2007 prejudicial incidents
December affecting all 6 equality
2007 strands. Information will
Incident reporting March 2008 be correlated with Hate
crime data collected by
police to develop local
action plans.

Ensure that the Cumbria Senior Ongoing Each EIA shows how the 100% of EIA’s take account of the
Attitudes Survey findings Manager area of policy is findings.
are used in EIA’s Human addressing the
Resources requirement to promote
good relations between
communities.

Key Priority 3 - Review General Order Strategic Revised General Order

Public Attitudes to relating to Development
Diversity Communications. and Planning
Manager

Working with the

Media Raise awareness of the Administrat- Articles in the local / national / fire
need to work with the ive Manager specific press.
media to create positive
images and stories
relating to diversity.

46
Cumbria Equality Scheme - Key priority 4 – Employment

• Learning and development

• Employment monitoring
• Recruitment and selection
• Reasonable adjustments

Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key priority date difference?
Key Priority 4 – All Managers and Central Complete by All managers will have March 2008 100% managers trained.
Employment Supervisors will have Learning and March 2008 been trained in Equality Overall satisfaction rate with training
attended Equality and Development and diversity across the 90%
Learning and Diversity training Team organisation.
development

All staff to complete Area Complete by Equality and Diversity Number of staff who have passed the
service equality and Manager September made relevant to the module (70% pass mark).
diversity module. (Training) 2007 experiences of all Fire &
Rescue staff across the
organisation.

Identify staff for Equality Senior Complete by All people completing Survey of EIA authors shows that 100%
Impact Assessment Manager May 2007 EIA’s have received coaching in how to carry
coaching and inform Human out an Equality Impact Assessment
Equality Officer Resources

Key Priority 4 – Provide retained watch Area Complete by All retained watch All retained watch managers carrying
Employment managers with training Manager March 2008 managers will have been out interviews as needed.
to enable them to take (Training) trained in Equality and
Recruitment and part in recruitment and diversity across the
selection selection to their station. service.

Key Priority 4 – Re-survey the workforce Senior Complete by A set of Increased the proportion of complete
Employment covering all six equality Manager December recommendations to be returns.
strands. Human 2007 implemented.

47
Employment Resources
Monitoring
Make recommendations Complete by Demonstrate equality in learning and
on actions arising out of January 2008 development opportunities across the
the monitoring service.
information.
Report both outcomes of
survey and resulting Complete by
action plan to SMT. March 2008

Key Priority 4 – All units to use the Line Complete by Disabled staff experience Cumbria Disability Network of disabled
Employment booklet Reasonable Managers April 2007 the Council as a proactive staff shows 60% satisfaction that the
Adjustments to address employer. Council is a proactive employer March
Reasonable barriers to disabled staff. 2008.
Adjustments

Review / produce the
relevant section of the
General Order to
incorporate Reasonable
Adjustments.
Human Complete by There is an open, Up to date General Order and process
Resources June 2007 transparent and user in place.
Advisor friendly procedure is in
place for use by all
employees requesting
Reasonable Adjustments
and those implementing a
Reasonable adjustment.

48
Cumbria Equality Scheme - Key priority 5 – User Involvement and advocacy
• Service Level Agreements with User Groups.
• Promoting advocacy services
• Cumbria Multi-Cultural Service

Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key priority date difference?
rKey priority 5 – All managers to be aware Deputy Complete by All black and minority Outcome, increased use of the
User Involvement of the Cumbria Multi- Chief Fire July 2007 ethnic users of service advocacy service.
and advocacy Cultural Service and Officer have an opportunity to
make appropriate use an advocacy service
Cumbria Multi- referrals. if unhappy with council
Cultural Service services.

49
Cumbria Equality Scheme - Key priority 6 – Cumbria Strategic Partnership

• Cumbria Equality and Diversity Partnership.

• Local Area Agreement.
• Joint training and equality events.
• Equality mapping through data sharing

Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key priority date difference?
Key priority 6 – Participation in these DCFO Ongoing Increased awareness of Number of events attended.
Cumbria Strategic events equality issues affecting
Partnership Cumbria.

Joint training and

equality events
Key priority 6 – Identify data sets with Area Complete by Improved quality of data Cumbria Equality and Diversity Mapping
Cumbria Strategic equality and diversity Manager October 2007 in place to look at issues exercise draws on data-sets identified.
Partnership data that can be shared Community which cut across different
with partner Risk organisations
Equality mapping organisations. Management
through data
sharing

Plan completed

Date completed

Signature

Printed name

50
Appendix E: Overall Budget

(a) Detailed Budget for 2007-08

FIRE & RESCUE SERVICE GROSS & NET BUDGET

2007-08
Budget BUDGET LINE DESCRIPTION Gross Grant Other Net
Line Budget Income Income Budget
Ref £000 £000 £000 £000

PP010 Fire Service – General Account 20,427 -89 -217 20,121

PP030 Fire Service – Transport 475 0 -7 468
Maintenance

20,902 -89 -224 20,589

(b) 3-Year Projection

CUMBRIA FIRE & RESCUE SERVICE – THREE YEAR PROJECTION

Budget 2007-08 2008-09 2009-10

Line Ref. £000 £000 £000

Approved Net Budget 2006-07

Fire Service – General PP010 19,684
Fire Service – Transport PP030 456
Maintenance
20,140 20,140 20,140

Reasons for Change:

Retained Firefighters – Employers
Pension Contributions (35) 100 100
Capita Fee for managing pension
records 14 14 14
Replacement IPC for Control Room 15 30 30
Road Awareness Training 20 20 20
Borrowing costs for vehicle
replacement programme 134 201 273
IRMP Year 4 (258) (221) (132)
Procurement Savings (7) (7) (7)
Loss of government grants 0 61 61

Inflation to 2007-08 566 566 566

Inflation to 2008-09 0 566 566
Inflation to 2009-10 0 0 566

TOTAL – CUMBRIA FIRE & RESCUE 20,589 21,470 22,197

SERVICE

51
(c) Capital Programme Summary

FIRE & RESCUE SERVICE CAPITAL PROGRAMME / PLAN

Scheme Estimate Estimate Estimate Estimate Estimate TOTAL

Ref 2006/07 2007/08 2008/09 2009/10 2010/11
£000 £000 £000 £000 £000 £000
New Fire
Stations and
Emergency
Planning Unit
Accommodation 150 750 900
Vehicle
Replacement
Programme 1,239 595 613 733 665 3,845

TOTAL 1,389 1,345 613 733 665 4,745

(d) Value for Money and Efficiency

Cashable Efficiency Gains

Which Service? How will Efficicency How will it be evidenced? 2007/08 2008/09 2009/10
be improved? £ £ £
“More for Less” Redeployment of No deterioration in 37,000 35,000 0
staff rather ill BVPIs
Fire & Rescue health retirement
Service

“The same for Removal of 16

Less” operational posts No deterioration in 651,000 18,000 18,000
at Kendal from 1 BVPIs
April 2007

Ongoing effect of No deterioration in 280,000 28,000 28,000

efficiencies BVPIs
started in prior
years

Non Cashable Efficiency Gains

Which Service? How will Efficicency How will it be evidenced? 2007/08 2008/09 2009/10
be improved? £ £ £
“More for the
Same”

Fire & Rescue Ongoing effect of No deterioration in 16,000 16,000 16,000

Service change in work BVPIs
routines on More home safety
regular stations checks carried out
to enable more
community safety
work to be
carried out.
“Much More for
a Little More”

52
Appendix F: Risk Management

During the workshop, 14 risks were identified and framed into scenarios and 6 of the
existing risks were deleted. The attendees rated 4 of these above their acceptable
tolerance level and 9 below the tolerance line (in the shaded area). The results are
shown on the following risk profile:

Fire & Rescue Services risk profile

30th January 2007
7
Likelihood:
A
A = very high;
14 5, 6
B = high;
B
10, 13 9 C = significant;
C D = low;
E = very low;
2, 3 1, 8, 11, 12
F = almost impossible
D
4
Likelihood

Impact:
E
I = catastrophic;
II = critical;
F
III = marginal;
IV = negligible
IV III II I

Impact

It is important that an action plan is written for each of the risks identified that fall
above the tolerance line, or at the very least actions should be considered to manage
these, as it is this that will allow the risk to be monitored and successfully managed
down.

The risks outlined in the matrix above can be found in the services Risk Register.
Only those risks that are above the ‘appetite line’ are shown.

53
Risks above the ‘appetite line’

Risk No Summary of Risk Risk Owners

5 Insufficient water pressure available at Assistant Chief Fire Officer -
incidents Operations

6 Changes in Local Government

structure may have an impact on local Chief Fire Officer
service provision

7 Failure to reach Equality BVPI target Senior Manager Human

Resources

9 Budgetary issues from a negative mid Deputy Chief Fire Officer

term budget review.

54