8 July 2021 (1) MEMBERS OF THE AVON FIRE AUTHORITY ...

Clerk to Avon Fire Authority Police and Fire HQ, Valley Road, Portishead, Bristol BS20 8JJ Telephone 0117 926 2061 Extension 231 Fax 0117 927 2908

[email protected]

Working in partnership with the Gambia Fire & Rescue Service (GF&RS)

8 July 2021 (1) MEMBERS OF THE AVON FIRE AUTHORITY

Councilors Ali, Davies, Eddy, May, Monk, Nutland and Payne (Chair) Quorum for the Meeting is 4.

(2) APPROPRIATE OFFICERS (3) PRESS AND PUBLIC Dear Member You are invited to attend a meeting of the Performance, Review and Scrutiny Committee to be held on Friday 16 July 2021 commencing at 10.30am. The meeting will be held at Severn Park Training, Smoke Lane, Avonmouth, Bristol, BS11 0YA. Parking is available on site. In order to ensure COVID-19 guidance is adhered to risk assessments have been undertaken for non-virtual meetings to identify, and put in place, the measures required ensuring that meetings take place safely. Further information is available on our website www.avonfire.gov.uk and from Democratic Services. The Agenda is set out overleaf. Yours sincerely

Amanda Brown Clerk to the Fire Authority

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http://www.avonfire.gov.uk/

Notes Attendance Register: Attendance will be recorded by the Democratic Services Assistant and recorded within the Minutes of the Meeting.

Code of Conduct – Declaration of Interests: any Member in attendance who has a personal interest in any matter to be considered at this meeting must disclose the existence and nature of that interest at the commencement of that consideration, or when the interest becomes apparent. A Member having a prejudicial interest must withdraw from the meeting room or meeting whilst the matter is considered. Contact: for any queries about the Meeting please contact Democratic Services on 0117 926 2061 ext. 231; or by e mail at [email protected]; or in person at Police and Fire HQ, Valley Road, Portishead, Bristol, BS20 8JJ (by appointment during normal office hours only). Emergency Evacuation Procedures: these will be advised at the start of the Meeting if appropriate. Exempt Items: Members are reminded that any Exempt Reports as circulated with this Agenda contain exempt information and should therefore be treated accordingly. They should not be disclosed or passed on to any other person(s). Members are also reminded of the need to dispose of such reports carefully and are therefore invited to return them to the Clerk at the conclusion of the Meeting for disposal. Inspection of Papers: any person wishing to inspect Minutes, Reports, or a list of the background papers relating to any item on this Agenda should contact Democratic Services as above. Public Access: under Standing Order 21 and providing 2 clear working days’ notice has been given to the Clerk ([email protected]) any resident or representative of a business or voluntary organisation operating in Bristol, South Gloucestershire, Bath and North East Somerset or North Somerset Council may address the Fire Authority or one of its Committees (for no more than 5 minutes) by submitting a written petition, statement, or as leader a deputation which, due to COVID-19 restrictions, will be read by the Chair or Clerk. There is a time limit of 30 minutes for Public Access. Reports: reports are identified by the relevant agenda item number. Substitutes (for Committees only): notification of substitutes should have been received from Group Leaders by the Clerk prior to the meeting.

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mailto:[email protected]


A G E N D A (PRSC – 16.07.21)

1. Election of Chair for the Municipal Year 2. Apologies for Absence 3. Emergency Evacuation Procedures 4. Declaration of Interests 5. Chair’s Business 6. Minutes of the Ordinary Meeting of the Performance, Review and Scrutiny

Committee held on 23 April 2021

7. Public Access

8. Performance Report 9. Transformation Programme Update 10. HMICFRS Inspection Action Plan – Progress Report 11. 2021/22 Capital Projects & Financial Outturn

12. Grenfell Tower Inquiry Progress Update

13. Renewable Energy and Low Carbon Schemes Update 14. Date of Next Meeting –8 October 2021 at 10.30hrs 15. Exclusion of the Press and Public

To resolve that the public be excluded from the meeting during the following items of business on the grounds that they contained exempt information pursuant to Schedule 12A, Part I of the Local Government Act 1972 and that in accordance with Schedule 12A, Part II, paragraph 10 of the Local Government Act 1972 the public interest in maintaining the exemption outweighs the public interest in disclosing the information.

16. Confidential Minutes of the Ordinary Meeting of the Performance, Review

and Scrutiny Committee held on 23 April 2021

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06 PERFORMANCE REVIEW AND SCRUTINY COMMITTEE

23 APRIL 2021 at 10.30 am MEMBERS PRESENT: Councillors Davis (Chair), Eddy, Jones, Lake, Payne and Phipps 12. APOLOGIES FOR ABSENCE

Apologies were received from Cllr Massey. 13. EMERGENCY EVACUATION PROCEDURES The Chair confirmed that in the case of any emergency, individuals were to

follow their own emergency evacuation procedures appropriate to their homes or place of work.

14. DECLARATION OF INTERESTS

There were no declarations of interest. 15. CHAIR’S BUSINESS

The Chair advised that this meeting was taking place using Zoom Meeting facility and was being broadcast live on YouTube and reminded everyone of the protocols relating to virtual meetings. (Due to technical issues the meeting was recorded on Zoom and published on YouTube after the meeting). Introductions were made.

The Chair advised the Committee that this would be his last meeting and highlighted that the meeting was also the last for Cllrs Cleo Lake and Celia Phipps. The Chair expressed his sincere thanks for their time and work. The Chair also thanked key Officers for their support and work during his membership of the Committee.

16. MINUTES OF THE MEETING OF THE PERFORMANCE REVIEW AND

SCRUTINY COMMITTEE HELD ON 29 JANUARY 2021

It was moved by Cllr Eddy and seconded by Cllr Davis that the Minutes be approved as a correct record.

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RESOLVED – that the Minutes be approved as an accurate record of the meeting.

17. PUBLIC ACCESS

None received. 18. PERFORMANCE REPORT

The Committee received a report of the Corporate Performance Manager (CPM) to inform the Committee of the performance of the organisation against targets for the period April 2020 to February 2021. Members were advised that the scorecard (Appendix 1 of the report) looked at monthly performance progress and compared annual targets, year to date targets, positive or negative progress and comparisons to national benchmarking data. Green indicated that monthly progress was ‘on or exceeded targets’, amber indicated ‘just off target’ and red indicated ‘not achieving target’. In addition, there was a subset of performance information available in the form of a Target Tracker wall chart (Appendix 2 of the report). The Committee then considered a summary providing an indication of progress against targets for the first eleven months (April – Feb) of financial year 2020/21. Key points highlighted were -

1. Fires – all four fire indicators were on target compared to the same period

last year with Accidental Dwelling Fires 10% fewer, Deliberate Vehicle Fires 20% fewer, Deliberate Secondary Fires 3% fewer and Deliberate Primary Fires (excluding vehicles) 22% fewer.

2. Malicious false alarms target had been met and implementation of the new policy regarding attendance at false alarms had led to 74% fewer being attended compared to the same period last year.

3. Avon Fire Authority (AFA) compared favourably when benchmarked with other Fire Authorities for, Deliberate Primary Fires (excluding vehicle), Deliberate Secondary Fires and attendance at automatic alarms on business premises. In addition, AFA was near to average for Accidental Dwelling Fires and Deliberate Vehicle Fires.

4. All three response indicators were on target specifically answering 999 calls within seven seconds.

5. In the last eleven months of the current year the target for all three sickness indicators had been met with short term sickness (less than 28

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days in duration) being at record low levels. National Fire Chiefs Council benchmarking for sickness demonstrated that AFA was improving its performance compared to other F&RS’s.

6. Return to Work Interview (RTWI) completion was 79% within target and 19

of the interviews that failed to take place in target were due to COVID-19 absence. Work was ongoing to digitalise the RTWI process.

7. Performance and Development Reviews were in date for 88% of staff and showing amber.

8. There was a proposal to mitigate the impact of the change to the attendance policy introduced in March 2020, regarding Business Alarms, by adding 5% to the outcomes so that the target was more realistic.

Arising from questions the following points were made –

9. A request was made for more work to be done in respect of the Community Fire Safety Programme.

10. Important to maintain monitoring of RTWI trends.

11. Useful to cross reference relevant performance statistics with People & Culture Committee to see if there were any trends in relation to culture and race issues.

12. Regarding return to in person office working, which would closely follow the Government’s Road Map; it was considered important to monitor sickness patterns regarding mental health issues to compare working from home and office-based working.

RESOLVED – That the report be noted.

19. TRANSFORMATION PROGRAMME UPDATE

The Committee received a report of the Area Manager, Head of Service Transformation Team (HST) providing an update on AFA’s Transformation Programme. Members were informed that at the AFA meeting on 10 February 2021, Members had approved the funding and expenditure for the duration of the Transformation Programme until March 2023. At that meeting it was also determined that regular Transformation Programme updates would be presented to the Performance, Review & Scrutiny Committee

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(PRSC) to assess performance and provide scrutiny to the Transformation Programme.

This report was the first update to the Committee since the AFA decision. Members then received a presentation detailing the work that had been completed to date and the Road Map that the Transformation Programme would follow.

RESOLVED – that the report be noted.

20. HER MAJESTY’S INSPECTORATE OF CONSTABULARY AND FIRE & RESCUE SERVICES (HMICFRS) INSPECTION ACTION PLAN – PROGRESS REPORT

The Committee received a report of the Service Liaison Officer providing an

update on HMICFRS Inspection Action Plan. Members were informed that following the first round of inspections of English

fire and rescue services undertaken by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) in 2018, Avon Fire & Rescue Service (AF&RS) developed an action plan to address the findings of the Inspectorate in accordance with Section 7 of the National Framework which required the Service to “… prepare, update and regularly publish an action plan detailing how the recommendations are being actioned.”

The AF&RS Action Plan was reviewed by the Service Leadership Team at

regular intervals and updated to reflect its progress and the current status of each of the actions contained within it. At the meeting of AFA on 26 March 2019 it was unanimously agreed that progress reports should be tabled to the Committee for ongoing monitoring by Members.

The latest approved version, as at 22 March 2021, was detailed in Appendix 1

of the report. Members welcomed the report noting the positive progress that had been made

to date.

RESOLVED –

1. That progress made against the most recently approved version of AF&RS’ HMICFRS inspection action plan (Appendix 1 of the report) be noted.

2. That the current and forthcoming HMICFRS inspection activity be

noted.

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21. GRENFELL TOWER INQUIRY PROGRESS UPDATE

The Committee received a report of the T/Group Manager Service Delivery Support (TGM SDS) providing a detailed update on the progress that had been made in respect of the Grenfell Tower Inquiry (the Inquiry).

Members noted that Phase 1 of the Inquiry had looked at how the fire had started, how it had progressed and the manner and speed of the fire which had prevented many residents from escaping from the building. The response of the emergency services was also examined (details as set out in Appendix 1).

Phase 2 of the Inquiry had commenced on 22 January 2021 and it was anticipated that significant further learning would arise from this (details as set out in Appendix 2).

The report highlighted the progress that had been made against AF&RS Internal Action Plan which resulted from a gap analysis carried out against the formal recommendations contained within the Grenfell Tower Inquiry (GTI) Phase 1 Report. The initial progress report was presented to the Committee on 31 January 2020.

Members were advised that of the 29 internal actions, 13 had been completed, 13 remained on track for completion by 31 December 2021 and 3 actions were forecast to remain on-going beyond 2021.

Members were advised that HMICFRS had recently reported on the progress that had been made by London Fire Authority and found that more work needed to be done. AFA would therefore need to be mindful of this as it was highly likely that similar testing and evidence of AFA progress and proposed solutions would be required.

Ongoing collaboration was also taking place with Bristol City Council regarding future development of high-rise buildings in the City.

Arising from questions/discussion the following points were made –

1. In consultation with the Business Fire Safety Team (BFST) additional

resources had been increased to respond to planning development enquiries, especially regarding proposals for high rise buildings.

2. It was important that in addition to the physical measures being put in place that systemic issues such as class and race were also recognised.

3. Regarding vulnerable residents’ concerns in Tower Blocks about how to escape from Tower Blocks in an emergency, Members were advised that a Working Group had been formed recently to look at evacuation procedures for high rise and other properties to produce a new policy guideline. The Group was working closely with the BFST and collaborating with Local Authorities to fully understand the challenges faced and all

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options were being considered including advanced alert systems such as drone technology.

The Chair advised Members that this issue would be a standing agenda item in future meetings.

RESOLVED – That the report be noted.

22. DATE OF NEXT MEETING

The next meeting would take place on 16 July 2021 at 10.30 am.

23. EXCLUSION OF THE PRESS AND PUBLIC

The Chair moved and Councillor Eddy seconded. RESOLVED - that the public be excluded from the meeting during the following items of business on the grounds that they contained exempt information pursuant to Schedule 12A, Part I of the Local Government Act 1972 and that in accordance with Schedule 12A, Part II, paragraph 10 of the Local Government Act 1972 the public interest in maintaining the exemption outweighs the public interest in disclosing the information.

24. RENEWABLE ENERGY AND LOW CARBON SCHEMES CONTRACT

PROCUREMENT

The Committee considered a report of the Environmental Manager in respect of the awarding of a ‘Provision of Renewable Energy and Low Carbon Schemes for AF&RS’ contract.

RESOLVED – That the award of the ‘Provision of Renewable Energy and Low Carbon Schemes for AF&RS’ contract to Solarsense UK Ltd be approved for the reasons as set out in the report.

The meeting closed at 12.00pm.

------------------------------------------------- Chair

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AVON FIRE AUTHORITY 08 MEETING:

Performance Review and Scrutiny Committee

MEETING DATE:

16 July 2021

REPORT OF:

Chief Fire Officer / Chief Executive

SUBJECT:

Performance Report

1. SUMMARY

The purpose of this report is to inform the Committee of the performance of the organisation against targets for the period April to May 2021 and also to present to the Committee the Performance Report for 2020/21.

2. RECOMMENDATIONS The Committee is asked to: a) Discuss and approve the Performance Report for April to May 2021. b) Discuss and approve the Performance Report 2020/21.

3. BACKGROUND

3.1 The intention of this report is to provide the Committee with a regular update

on the work being undertaken to manage performance, corporate risks and community risks.

3.2 Members are reminded that the scorecard (Appendix 1) looks at monthly

performance progress and also compares annual targets, year to date targets, positive or negative progress and comparisons to national benchmarking data. Green indicates monthly progress is ‘on or exceeded targets’, amber indicates ‘just off target’ and red indicates ‘not achieving target’.

3.3 A subset of the performance information is also made available in the form of

Target Tracker wall charts (Appendix 2). These are produced at organisation, unitary authority and station level and are displayed in fire stations. They are designed to inform the public and staff as to progress against targets but also

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may assist Members by displaying performance information in a more graphic format.

4. FINANCIAL IMPLICATIONS 4.1 This report has no financial implications. 5. KEY CONSIDERATIONS 5.1. The following summary provides an indication of progress against targets for

the first two months (April – May) of financial year 2021/22.

5.2. Fires – three of the four fire indicators are on target and one just off target. Deliberate primary (non-vehicle) is just off target, mainly due to high numbers in April with the exceptionally dry weather a contributory factor.

5.3. Alarms – 5 of the 30 malicious false alarms received have been successfully call challenged meeting the 5% target. The implementation of the new policy regarding attendance at false alarms has made a significant difference with 74 false alarms due to apparatus in commercial premises recorded, meeting the target of no more than 92. 20% fewer have been attended compared to the same period last year.

5.4. The Q4 (complete year 2020/21) Family Group 4 (FG4) incident benchmarking data shows that we are making good progress. We compare favourably for: • Deliberate Primary Fires (excluding vehicle) • Deliberate Secondary Fires • Attendance at automatic alarms in business premises

5.5. In addition, the Q4 (complete year 2020/21) FG4 incident benchmarking data

shows we are improving and near to average for: • Accidental Dwelling Fires • Deliberate Vehicle Fires

5.6. Deaths and injuries – in the April – May period covered by this report there

have been zero fatalities due to fire. Nine injuries due to fire where hospital treatment was required have been recorded. The numbers are too few to set targets and are in line with previous years.

5.7. Response – the new response indicators approved as part of the Service Plan 2020/23 have been implemented, introducing a more risk based approach. All three response indicators are on target. Answering 999 calls within seven seconds is on target.

5.8. Call handling – 3,452 calls for emergency assistance have been received and 1,749 (50.7%) were attended under emergency conditions.

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5.9. Health, Safety and Welfare and Environmental indicators – these three indicators are reported quarterly, the first update will be reported in the Q1 (April – June) data, published in July 2021.

5.10. People – our aim is to reduce sickness absence by end of 2021/22 to match the average performance of other fire and rescue services (FRS). We have set an achievable and realistic target for each of the three years to measure our progress against. After two months of the current year we are on target for all staff (excluding OnCall) sickness and Corporate staff, but just off target for Whole Time staff. Our main issue remains Long Term sickness (28 days or more) which accounts for 72.9% of the total.

5.11. The Q4 (complete year 2020/21) National Fire Chiefs Council (NFCC) benchmarking for sickness evidences that we are improving our performance compared to other FRSs. The yellow highlighted line indicates Avon Fire & Rescue Service’s performance:

5.12. Return to Work Interview (RTWI) completion is at 93.5% (58 out of 62) and on

target.

5.13. Performance and Development Reviews (PDRs) are in date for 84% of staff (608/721) and showing red. A PDR is considered in date if it is completed within 12 months of the previous PDR.

5.14. The Performance Report 2020/21 (Appendix 3) is designed to inform the public and other stakeholders about how well the organisation performed over the last year in helping to build safer and stronger communities. The Performance Report has been updated to add more general information about how Avon Fire & Rescue Service uses its resources, particularly regarding its contribution to the COVID-19 pandemic.

5.15. The Performance Report used to be known as the Best Value Report and was published as a statutory requirement. After the abolition of the Best Value legislation in April 2008 there is no longer a statutory requirement, however we recognise the importance of informing about our performance. The Performance Report will be published on our Website.

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6. RISKS 6.1 Performance targets are included in the Corporate Risk Register (CR001).

Scrutiny of the progress against performance through this Committee helps to mitigate this risk.

7. LEGAL/POLICY IMPLICATIONS 7.1 Reducing Deliberate Fires is a key driver in our contribution towards Crime &

Disorder. The reporting of our environmental indicator records our progress in improving Environmental/Sustainability.

8. BACKGROUND PAPERS

None

9. APPENDICES 1. Scorecard May 2021 2. Target Tracker wall chart May 2021 3. Performance Report 2020/21

10. REPORT CONTACT

Simon Flood, Corporate Performance Manager, extension 358

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Average Best Worst Avon Actual

Fires - Service Delivery

LPI142iii* No. of calls to accidental fires in dwellings attended 6 yrs average 492 68 82 90 76 12% 9.30 6.42 12.77 9.59

LPI206i* No. of deliberate primary fires (excluding deliberate primary fires in vehicles) 6 yrs average 241 42 40 44 41 -2% 1.49 0.65 3.25 1.41

LPI206 Veh* No. of deliberate fires in vehicles 6 yrs average 349 33 58 64 39 18% 1.52 0.45 3.62 1.91

LPI206iii* No. of deliberate secondary fires (excl. deliberate secondary fires in vehicles) 6 yrs average 965 190 244 276 225 18% 12.29 3.29 49.60 7.08

LPI NFF % of accidental fires in dwellings where no firefighting action 35.5% (27/76) n/a

Malicious Alarms - Service Delivery LPI FAMs* Total No. of malicious false alarms 30 n/a n/a

LPI FAMs % % of calls to malicious false alarms not attended 5% n/a 7.1% 5% 2% 16.7% 10%

Business Fire Safety Alarms - Service DeliveryLPI 149i* No. alarms caused by automatic fire detection attended (Non Domestic Props.) last year +5% 573 92 96 105 74 -20% 27.60 3.05 60.72 15.52

Victims - Service Delivery NI 49ii* No. of deaths arising from primary fires 2 0

NI 49iii* No. of injuries arising from primary fires 9 9

LPI 143i* No. of deaths in accidental dwelling fires 0 0

LPI 143ii* No. of injuries in accidental dwelling fires 7 8

Response - Service Delivery June - May Last month

R2020 1 Emergency critical (known risk to life or a fire involving a property) 8:30mins 07:21 07:19R2020 2 Emergency non-critical (no risk to life or fire not involving a property) 12:30mins 07:35 07:27R2020 3 Non-emergency attended calls 62mins 07:25 06:25LPI R9 Calls for assistance to Service Control answered within seven seconds (ytd) 89% 94.9% n/a 94.7%

Call handling - Service Delivery LPI001 Number of 999 calls received 3452 11%LPI002 Number of incidents attended as emergency 1749 4%

LPI003 % incidents attended as emergency/999 calls 50.7% -3.2%pts

Community Fire Safety Activity - Service Delivery Monitor No. of school visits conducted by station personnel Anticipated activity 490 n/a 82 78 25

Monitor No. of community events attended to deliver fire safety message Anticipated activity 330 n/a 55 52 0

Monitor Total HFSV/Safe & Well completed (this year) Anticipated activity 7900 n/a 1317 1251 659 7460 22877 2080 3027

LPI 209iii* % of fires attended in dwellings where no smoke alarm was fitted 42% (36/86)

Average Best Worst Avon Actual

HSW - Ser. Delivery Support - quarterly (first report in July)HSW1 No. of vehicle incidents (low speed with fixed/stationary) and at fault -5% 24HSW2 No. of incidents that have resulted in lost time -5% 17

LPIET9 Reduction in Carbon Emissions: (towards Net Zero Carbon by 2030) -20% 1178

LPI 12i Working days/shifts lost to sickness wholetime uniformed staff 1.54 1.36 7.03 3.57 10.56 8.69

LPI 12ia Working days lost to sickness support staff 1.45 0.98

LPI 12ii Working days/shifts lost to sickness all staff (excl. RDS) 1.11 1.29 6.86 4.41 9.46 8.28

LPI HR4 % of RTW interviews completed within 15 days 43% 90% 85% 93.5%

LPI HR5 PDR completion (no older than 12 months) n/a 95% 85% 84%

* Include all incidents as all IRS records are complete.Performance: YTD Actual Progress:

vs. Target (Compared with last month)

Annual Target 21/22 = target set this year in % and/or number YTD Target = target figure for this year to end of reporting month 57 on target

56.8 just off target

56.8 off target

Scorecard 2021/22: YTD May 2021 Appendix 1

8.11

94%

31131677

53.9%

Monitor only, last month 36%

90%

Sickness benchmarking is period April - March 2020/21

Progres

s

% change

compared to

last year

Benchmarking Data $

1.35 1.49

n/a n/a

n/aMonitor Only

Monitor only, last year 30, YTD

No Change

Getting Worse

Attendance Management - Corp. Services

$ source is either FG4 or NFCC

Getting Better

95%Personal Development Reviews - Ser. Delivery Support

Environmental - Corp. Services - quarterly (first report in July)


Monitor OnlyMonitor Only

Last year

Average 60 minutes from incident creation to first on scene

Incident benchmarking is period April - March 2020/21

Measure Annual Target 2021/22YTD

Target

Benchmarking Data $% change

compared to

last year

Progres

sYTD Actual

Monitor only - last year 43.9%, last month 40.9%

Monitor only


YTD

2020/21

Amber

Target

YTD Actual

Average 8 minutes alert to first on sceneAverage 12 minutes alert to first on scene


Measure Annual Target 2021/22 YTD

2020/21

YTD

Target

Amber

Target

Stronger Service

Safer Community

Produced: 28/06/2021

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http://cms/intranet/departments/corporate-performance/response-standards

http://sqln1/Reports/Pages/Report.aspx?ItemPath=%2fCFRMIS+Reports%2fFES+Reports%2fPIU%2fPIU+Count+of+Stn+Sch+and+App+Visits-+April+2012

http://sqln1/Reports/Pages/Report.aspx?ItemPath=%2fCFRMIS+Reports%2fFES+Reports%2fPIU%2fPIU+Count+of+Stn+Sch+and+App+Visits-+April+2012

http://sqln1/Reports/Pages/Report.aspx?ItemPath=%2fCFRMIS+Reports%2fFES+Reports%2fPIU%2fCount+of+HFS+Visits+by+Post-+Feb+14

http://cms/intranet/documents/corporate-performance/sickness

http://cms/intranet/documents/corporate-performance/bv12-station-and-group-201920

http://cms/intranet/documents/corporate-performance/bv12-station-and-group-201920

http://firedata-sql/Reports/Pages/Report.aspx?ItemPath=%2fPDR%2fEPDR+-+Completion+and+Outstanding+between+Dates+By+Station+and+Contract+Type-+WithExemption

loaded

loaded

Target 40 Target 82 Actual 41 Actual 76

Target 58 Last Year 183 Long Tm. 611Actual 39 Actual 659 Short Tm. 228

Target 244 Target 96 217.1Actual 225 *(Non domestic properties) Actual 74 322.9

Energy comsumption unit: mWh

Legend forIncident KPIGraphs

Total%

Completed

98%88%

Completed

Service Delivery

Fire Incidents

False Alarms

58715729

70%

All Staff

96%

Others

% In Date

16431

32271Station OnCall

Avonmouth Station update - Despite the challenges faced over the past year due to the COVID-19 pandemic, work to construct the new station has continued to progress, without the site having to shut at any point during the various lockdowns of 2020/21. Contractors Knights Brown Construction Ltd, anticipate the completion of Phase 1 next month (July 2021), with the redevelopment looking to complete by the end of 2021.

5791416 1512

Total

Control WT

50214 97%48816

Staff Staff

AllAverage Shifts Lost Per Member of Staff

Measure

Ser Del Support94%

582

Total

Attended Incidents

582

Monthly MessageAF&RS are delighted to introduce four new electric vehicles into its fleet profile. The cars which will be stationed at Bath and Temple - replacing station and pool cars based at both locations, while supporting the cities Clean Air Zones.

Staff Appraisal Completion

Corporate Services

1748Station WT

Operational competencies

Non Fire Incidents

31671

718 84%

68%

31 44

512

In Date

Short Term

Full time equivalent

Total Shifts Lost

606

75%84

6

57

8All Uniform

94%

227.5

838.5

Sickness Figures

1.51

Target

611Long Term

Actual Shifts Lost per Staff

0.35

Avon Target Tracker: April - May 2021 Appendix 2

Actual:

651.4

1.29

Return to Work Interview Completion (58/62)90%

Target:

0.94

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarLPI 142iii 35 41 0 0 0 0 0 0 0 0 0 0Last year 31 37 39 35 46 41 36 37 36 39 41 43Avg. Target 41.0 41.0 41.0 41.0 41.0 41.0 41.0 41.0 41.0 41.0 41.0 41.0

0

10

20

30

40

50Accidental Dwelling Fires

0

10

20

30

40

50

60

70

80

90YTD

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarLPI 206i 22 19 0 0 0 0 0 0 0 0 0 0Last year 19 23 15 19 15 16 12 10 8 8 8 10Avg. Target 20.1 20.1 20.1 20.1 20.1 20.1 20.1 20.1 20.1 20.1 20.1 20.1

0

5

10

15

20

25Deliberate Primary Fires (excl. Vehicle)

0

5

10

15

20

25

30

35

40

45YTD

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarLPI 206 Veh. 20 18 0 0 0 0 0 0 0 0 0 0Last year 18 15 14 14 31 21 30 18 10 18 19 19Avg. Target 29.1 29.1 29.1 29.1 29.1 29.1 29.1 29.1 29.1 29.1 29.1 29.1

0

5

10

15

20

25

30

35All Deliberate Vehicle Fires

0

10

20

30

40

50

60

70YTD

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarLPI 206iii 155 70 0 0 0 0 0 0 0 0 0 0Last year 75 115 95 62 69 96 59 62 41 38 42 57 Target 134 110 99 125 89 78 84 61 41 38 43 62

0

20

40

60

80

100

120

140

160Deliberate Secondary Fires (excl. Vehicle)

0

50

100

150

200

250

300YTD

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarAFA attended 30 44 0 0 0 0 0 0 0 0 0 0Last year 40 52 52 48 72 38 51 35 50 38 29 41Avg. Target 47.8 47.8 47.8 47.8 47.8 47.8 47.8 47.8 47.8 47.8 47.8 47.8

0

10

20

30

40

50

60

70

80(at non domestic properties)

0

20

40

60

80

100

120YTD

0

100

200

300

400

500

600

700YTD

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarLong Term 282.5 308.5 0 0 0 0 0 0 0 0 0 0Short Term 102.5 136 0 0 0 0 0 0 0 0 0 0

0

50

100

150

200

250

300

350

400

450

500Number of Shifts Lost to Sickness

Deliberate Fires Absence Due To Sickness: Avon Total

Automatic Fire Alarms Attended

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarHFSV 363 296 0 0 0 0 0 0 0 0 0 0Last year 45 138 219 184 300 370 436 276 340 261 266 335

0

50

100

150

200

250

300

350

400

450

500 Home Fire Safety Visits

0

100

200

300

400

500

600

700

800

900YTD

Fires & Preventing Fire in the home

0

100

200

300

400

500

600

mWh

Energy ConsumptionElec 2020‐21 Elec 2021‐22

Gas 2020‐21 Gas 2021‐22

Oil 2020‐21 Oil 2021‐22

Monthly Target

Energy Consumption

0

50

100

150

200

250

300

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mW

/h

YTD

Avon Service Area Map

12 Bath15 Bedminster16 Nailsea17 Clevedon18 W‐S‐M19 Yatton20 Chew Magna21 Radstock22 Paulton23 Blagdon24 Winscombe

01 Control02 Thornbury03 Yate04 Patchway05 Avonmouth06 Southmead07 Portishead08 Pill09 Temple10 Kingswood11 Hicks Gate

Not updated this month

15

Measuring how we are doingPerformance Report 2020/21

www.avonfire.gov.uk

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16

2Measuring how we are doing - Performance Report 2020/21

Mick CrennellMBA DMS GIFireE

Introduction from the ChiefWelcome to our Performance Report for 2020/21. As with the whole of the country and the wider world, the COVID-19 pandemic has presented Avon Fire & Rescue Service (AF&RS) with a challenging year. The pandemic has no doubt brought about societal change which has had an impact on the number and nature of incidents we have attended but it has also given us the opportunity to widen the work we do in serving our community.

Whilst it is impossible to gauge the extent of the impact of the pandemic, we are pleased to report that we have met almost all of our performance targets. Incident numbers have reduced and we have been successful in reducing sickness amongst our staff. We have also made a great start in reducing our carbon emissions, working towards our target of Net Zero carbon by 2030.

This report also informs you about the other work that we do where we don’t set targets; this work is becoming an increasingly important part of our duties. It also contains information about the additional work we have undertaken to assist in the COVID-19 pandemic.

We also publish a Service Plan that sets the strategic direction for the Service, setting out what we will do to ensure we deliver a high-quality, best value fire and rescue service through our strategic priorities of Making our communities safer and Making our Service stronger. The Service Plan is available on our website www.avonfire.gov.uk.

The poster overleaf is displayed at our HQ, in our offices as well as at our fire stations and gives a summary of the great work we have done. I hope that you will find our performance report useful in keeping you informed about the service we provide.

“

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17


In 2020/21, despite the Pandemic, Avon Fire & Rescue Service

p10

we are hereto help

24 HoursA Day

Seven daysA week

365 daysA year

all for only A DAYFOR EACHPERSON

INAVON

incidents9,049RESPONDED TO

550fires in the home

was called to rescueD

420 emergencies

people fromand otherfire

392vehiclefires

attendedCO 2Reduced our carbon emissions by

14%

engaged with

2,553businesses

to provide

advice was called to

392road trafficcollisions

RESPONDED TO OVER

AMBULANCE 999 CALLS2700

carried out

3,027Fire safety

visitsin the home

3,480SM KE ALARMSFITTED

17,894 emergency callshandled

COVERED IN EXCESS OF

11,000 HRS at mass vaccination centres

covered over

700 ambulances

shiftsdrivingDraf

t

18

4Measuring how we are doing - Performance Report 2020/21Introduction

Measuring interventions and outcomes AF&RS measure performance using a number of Local Performance Indicators (LPIs). We have designed these indicators to measure how effective we are at meeting our key objectives of Preventing, Protecting, Responding and building Resilience.

ScorecardFor most indicators we set a target and then we measure our performance against that target. We produce a Scorecard which records our performance against each target and we also compare our performance against a number of other Fire & Rescue Services known as our ‘Family Group’.

For some indicators the numbers are too low to set a meaningful target however we still monitor our progress. All targets within the 2020/21 Scorecard are reported to the Performance, Review and Scrutiny Committee.

View The Scorecard

A summary of performance against each target on the Scorecard is included at the end of this report.

Customer surveysDue to the restrictions of the COVID-19 pandemic, this year we limited sending customer surveys to a randomly selected group of people who have received a home fire safety visit. The survey forms are returned directly to an independent research company. Outcomes from their findings are contained in this report.Next year we will reintroduce customer surveys for people who we have responded to in an emergency.

How are we doing?Despite the challenges of the COVID-19 pandemic AF&RS continues to make excellent progress in reducing risk in our community by reducing the number and impact of incidents attended. We have met the reduction targets for all of our incident indicators and have improved on last year’s results. Each incident that is prevented represents a reduction of risk in our community.

We are committed to doing all that we can to make our community safer and our Service stronger. We continue to analyse our data to show us what additional interventions and initiatives we can take.

Checking our progressOur website www.avonfire.gov.uk has monthly and annual data extracts of all the incidents we attend. These are in a format that allows anyone to download and analyse our data.

These documents are available at www.avonfire.gov.uk

Reference url

Scorecard visit: https://www.avonfire.gov.uk/documents/category/191-performance-review-and-scrutiny-committee?download=1904:for-publication-prsc-papers-29-01-21

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https://www.avonfire.gov.uk/documents/category/191-performance-review-and-scrutiny-committee?download=1904:for-publication-prsc-papers-29-01-21




ActivityOverall we received 17,894 calls for emergency assistance compared to 20,009 last year and attended 9,049 compared to 12,024 in 2019/20. This is a reduction of 11% for emergency calls and 25% for attended calls.

Where we don’t attend it is either because questioning by our Control team found that there was no emergency to attend, or we received further information that there was no emergency and turned back before we arrived at the incident. We always try to reduce risk by ensuring that we only send appliances where there is an indication that there may be an emergency. If there is any doubt we will always send an appliance.

Attended IncidentsIncidents that we attend are categorised in to three main types:

• Fires – where there is an emergency caused by fire ignition

• Special Service Calls (SSC) – any other emergency response

• Alarms – any incident where upon attendance no additional risk was found.

The chart below shows the % of the total incidents we attended broken down into these three categories:

The “SSC” terminology dates from when fire services where primarily involved in attending fires and attending anything other than this was considered a special event. These days we attend more SSCs than fires and we are working towards updating the terminology.

40+29+31+a23+28+49+a

2019/20 2020/21

Fires2605 29%

Fires2800 23%

Alarms367840%

Alarms593149%

SSC279331%

SSC 331328%

Alarms

SSC

Fires

Change

Fires -195

SSC -520

Alarms -2253

%Change

-7%

-16%

-38%

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20


FiresWe have a statutory duty to attend all fires and are the lead agency for reducing risk in our community by preventing fires. We set targets for reducing the number of fires and our progress is set out in the Progress against targets section below.

SSCsSSCs cover a wide range of activities from non-fire road traffic collisions to assisting the ambulance service with gaining entry to people who need medical attention.

We don’t set reduction targets for SSCs as, unlike with fires, we only attend where there is a need for the fire service to attend. For example in Road Traffic Collisions (RTCs) we only attend if there is a role we can play in dealing with the emergency.

In particular, the number of RTCs attended decreased by 31% compared to last year, with large reductions in the months of the first lockdown.

Most common Special Service Requests

Effecting entry/exit Lift release Assist other agencies

699 98359

Rescues from SSCs Injuries from SSCs Deaths arising from SSCs

391 423 51Draft

21


The number of good intent alarms increased by 6% compared to the year before, mainly due to an increase in controlled burning and bonfire incidents. Further information about alarms due to apparatus and malicious alarms is included in the Progress against targets section below.

COVID-19 pandemicWe are proud of the contribution we have made to combat the COVID-19 pandemic.

In 2020/21 we:

• Covered over 700 shifts for South West Ambulance Service Trust (SWAST) driving ambulances

• Crewed three SWAST ambulances 24/7

• Responded to 2,700 emergency calls on behalf of SWAST

• Provided staff as vaccinators at the NHS mass vaccination centres

• Supported the local surge testing response to outbreaks of concern

• Provided over 11,000 hours of marshalling assistance at NHS mass vaccination centres

Malicious Good IntentApparatus

False AlarmsFalse Alarms fall into three main categories:

• Due to apparatus – where an alarm system has alerted us. We set targets to reduce the number of these false alarms in Business Premises

• Malicious alarms – where there was no risk and we were alerted with malicious intent

• Good Intent alarms – where there was no risk and we alerted with good intentions

The 3,678 false alarms we received are broken down into these categories as follows: 44+54+2

54%

02%

44%

Alarm Categories


p10

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24 HoursA Day

Seven daysA week

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INAVON




420 emergencies


392vehiclefires


14%

engaged with

2,553businesses

to provide



RESPONDED TO OVER


carried out

3,027Fire safety

visitsin the home





covered over

700 ambulances

shiftsdriving


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Seven daysA week

365 daysA year


INAVON




420 emergencies


392vehiclefires


14%

engaged with

2,553businesses

to provide



RESPONDED TO OVER


carried out

3,027Fire safety

visitsin the home





covered over

700 ambulances

shiftsdriving


p10

we are hereto help

24 HoursA Day

Seven daysA week

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INAVON




420 emergencies


392vehiclefires


14%

engaged with

2,553businesses

to provide



RESPONDED TO OVER


carried out

3,027Fire safety

visitsin the home





covered over

700 ambulances

shiftsdriving

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22


FiresWe measure fires in a number of different ways dependent on the type of property involved and whether the cause of the fire is accidental or deliberate. In broad terms we describe a fire as primary if it affected a non-derelict property and secondary for other fires. An accidental fire is where it is caused by accident or carelessness (not thought to be deliberate). We have four main fire types that we measure our progress against and we set targets for reducing incidents of these fire types. The fewer incidents that we attend the more successful we have been in reducing risk in our community.

Accidental dwelling fires We recorded 462 accidental dwelling fires in 2020/21 compared to 505 last year. We record a wide variety of information about each incident including what our investigations tell us were the causes and the behaviours that led to the fire happening. For example most incidents happen at mealtimes (24% between 17:00 and 19:59) and involve cooking (50%), often caused by the occupants being distracted (14%).We also measure the number of incidents where, though we have attended, there was no firefighting required. This means that though there was a fire, the alarm systems and safety education we have put in place minimised the impact of the fire. In 2020/21 this was the case for 43.9% of incidents and it is a good measure of our success in protecting our communities against fire.

Deliberate primary firesDeliberate primary fires cover a wide range of property types, from fires in our prisons to fires in sheds. In 2020/21 we attended 163 deliberate primary fires against a target of 228. Each deliberate fire is reported to the police and our team of fire investigators will attend major incidents, often with our police Crime Scene Investigator colleagues, to help ensure that where a crime has been committed the offenders are brought to justice. We also run a Firesetters scheme to work with young people who have an interest in fire which is putting themselves, their family, friends and homes at risk.

Deliberate vehicle firesIn 2020/21 we attended 227 deliberate vehicle fires against a target of 376. In the last 12 years the number of deliberate vehicle fires has reduced by 63% (226 compared to 618).

Deliberate secondary firesIn 2020/21 we attended 816 deliberate secondary fires against a target of 1,005. 22% of these fires are caused by people setting light to loose refuse and 12% are fires in small bins.

277

FIRES

DELIBERATE

A DECREASE OF

OVER 12 YEARS

VEHICLE

63%

816

1005

DELIBERATE SECONDARY FIRES AGAINST AGAINST OUR

TARGET

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23


Fire alarms in non-dwellings In March 2020 we introduced our new policy regarding attendance at alarms in commercial buildings where there is no sleeping risk and no confirmation of fire. In 2020/21 we attended 546 fire alarms in non-dwellings, meeting our target of 2,075. These are incidents where the fire alarm has activated and upon attendance we have found that there was no fire or other risk.

This change has brought us more in line with other UK Fire & Rescue Services and has reduced our attendance by 1,508 incidents or approximately 2,262 hours of fire appliance time. This change has reduced risk in our community by helping to ensure more fire appliances are available for emergencies and reducing the number of “blue light” journeys we make.

About a third of these alarms are caused by human error, mainly due to burning food or accidentally setting off the alarm, both of which are preventable.

Malicious alarmsEach malicious alarm that we attend also increases risk in our community. We received 89 malicious alarms in 2020/21 compared to 194 last year, a reduction of 105.

Malicious alarms can be anything from deliberately breaking a fire call point to phoning 999 about non-existent emergencies. We may take action against such callers and, for frequent callers, will report the abuse to their mobile phone company; in extreme circumstances we will seek to prosecute. We also share information with other emergencies services about people who make malicious alarm calls.We do what we can to “call challenge” malicious alarms using information we have about where the call is being made in relation to the stated location and questioning the caller if there is doubt about the validity of the call. In 2020/21, through call challenging, we did not attend 11 malicious alarms which is 12% of the total, exceeding our target of 5%.

Deaths Injuries and EscapesEach fire fatality is a tragic event and we will continue to do what we can to reduce the numbers of people dying due to fire. We do not set a target for deaths and injuries from fire as thankfully the numbers are too low for a target to be meaningful. We do however monitor each incident to learn what we can and to try and ensure such a tragedy does not occur again. In 2020/21 we attended five fatalities in fires; two of these fires were accidental, two were deliberate and one was unknown. All five occurred in dwellings. We also attended 43 injuries in fires that required hospital treatment, 35 of these were accidental, five were deliberate and one unknown. 37 were in buildings and four in vehicles.

Alarms

2075MEETING OUR TARGET OF

546FIRE ALARMS

ATTENDED

IN NON-DWELLINGS

DECREASE OF

FROMTHE PREVIOUS

MALICIOUS

105

89ALARMS

YEAR

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24


ResponseThis year is the first year of reporting our response using our new standards agreed in our Service Plan 2019-22. This means we measure our response using a more risk based approach, ensuring that we respond quickest to incidents with the most risk. For each of our three response categories we set a target based upon the average time from when we alert our appliances to when they arrive on scene. For emergency critical responses (where there is a known life risk or involving a property) our target is an average of 8:00 minutes and on average we took 7:16 minutes. For emergency non-critical responses our target is an average of 12:00 minutes and on average we took 7:31 minutes.For non-emergency attended calls our target is an average of 60 minutes and on average we took 7:45 minutes. Where we have not met our response standards it is usually because the nearest fire appliances were committed to dealing with other incidents. Since the introduction of our new response standards, we have published an updated Service Plan 2021-24.

View the Service Plan 2021-24

Call handlingWe do not set targets for the number of calls that we receive or the number that we attend. We continue to attend all reported incidents where there is any concern that there may be a risk to people or property. We do however monitor both the number of calls and the number attended to help ensure that we are resourced effectively to meet local demand and risk. In 2020/21 we received 17,894 emergency calls, a decrease of 11% from the previous year. We attended, under emergency conditions, 9,049 of these calls; a decrease of 25% on the previous year. Our Control team met their target of answering at least 94% of 999 calls within seven seconds. In 2020/21 96.2% were answered within seven seconds (18,039 of 18,764).

Responding and Call Handling

Emergency: critical

07:16 Target 08:00

Emergency: non-critical

07:31 Target 12:00

Non emergency

07:45 Target 60:00

Reference url Service Plan 2021-24 visit: https://www.avonfire.gov.uk/documents/category/216-service-plan?download=1921:service-plan-2021-2024-pdf-5kb

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https://www.avonfire.gov.uk/documents/category/216-service-plan?download=1921:service-plan-2021-2024-pdf-5kb

https://www.avonfire.gov.uk/documents/category/216-service-plan?download=1921:service-plan-2021-2024-pdf-5kb


Community SafetyWe ensure that we proactively target people in our community that are at greatest risk of fire. This helps to ensure that we are making the best use of our resources. In 2020/21 we delivered 3,027 Home Fire Safety Visits (HFSVs) where we visited people in their home to deliver safety advice and, if needed, install smoke alarms. The number of visits was considerably down on the previous year, mainly due to the COVID-19 pandemic. We adopted a risk based approach, only conducting a HFSV where the fire safety benefit to the household outweighed the COVID-19 exposure risk in attending the home. Next year we are hoping that COVID-19 restrictions will have eased and we are anticipating completing over 7,000 HFSVs. If you are aware of any vulnerable people who may benefit from a visit please phone us on 0117 926 2061 or text ‘visit’ to 07507 319694 or visit our website at www.avonfire.gov.uk.We also visited 29 schools to deliver a variety of interventions to keep children safe. Finally we attended or hosted 31 events to deliver community safety advice. Again the numbers were greatly impacted by the pandemic.

Health and SafetyThe safety of our workforce is one of our key priorities. We work hard to ensure that our people have the equipment and training needed to ensure they can do their jobs safely. We have two key targets for health and safety, both in areas where we are seeking to improve. We met our target to reduce the number of vehicle incidents where we had low speed contact, often in congested streets or in small spaces. These low speed contacts were with something fixed or stationary and we were at fault. 17 reported incidents were reported which was lower than the number targeted for (24). We also measure the number of incidents that have resulted in lost time for our people. In 2020/21 we recorded 21 incidents against a target of 17.

People

We measure sickness by dividing the number of days/shifts lost by the number of staff we have. We use the Full Time Equivalent (FTE) figure

Safety in the community

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26


meaning that if someone works half hours we count them as half an FTE member of staff.

On our key measure of shifts/days lost per FTE member of staff we made good progress from 2004 to 2013 but from 2013 to 2019 we saw increases in lost days/shifts.

In 2019/20 we developed a health, wellbeing and welfare action plan. This is a three year strategy that focusses on improving how we prevent and protect our staff from sickness and respond effectively and compassionately when it occurs. Alongside this plan we have incremental improvement targets which aim to reduce the number of days/shifts lost per FTE for all staff to 8.11 by the end of the three years to match or to be better than the average for all UK Fire & Rescue Services.

The incremental target for year 2020/21 was 9.08 and are pleased to report that we ended the year on target with a loss of 8.28 days/shifts per FTE for all staff.

In line with most businesses and organisations across the country our sickness absences were no doubt impacted by the pandemic. As reported by the Office for National Statistics (ONS) the UK sickness absence rate in 2020 was the lowest recorded level since the ONS began collecting consistent data in 1995. In particular our short term sickness absences (periods of less than 28 days) was at record low levels.

We lost a further 649.5 days/shifts related to COVID-19 (suspected, confirmed or vaccine reaction). If these were included our sickness figure would be 9.27 days/shifts lost per FTE compared to our reported 8.28. We do not include this sickness in our normal sickness reporting as it is an exceptional event that would otherwise skew our data for tracking and benchmarking purposes.

In 2020/21 58.2% (396 of our people) had no sickness days/shifts, up from 34.1% last year.

Environmental We are proud of the work that we are doing to use resources more efficiently and to play our part in addressing environmental issues. In

58.2%

44%

SICKNESS

REDUCED

OF STAFF HAD NO

SHORT TERM SICKNESS

Our Staff and improvements

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Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS)

In 2017, the role of HM Inspectorate of Constabulary (HMIC) was widened to include inspection of fire and rescue services in England. The results of our first ‘all-service’ inspection were published in December 2018 and resulted in a comprehensive 102-point action plan to address three causes of concern (with six associated recommendations) and 15 areas for improvement.

Despite the impact of COVID-19 during the year, continued progress was made against our HMICFRS Inspection Action Plan during 2020/21 with a further nine actions being signed off as ‘complete’. By 31 March 2021, 80% of the action plan had been completed with monthly updates provided to the Service Leadership Team and scrutiny provided by Elected Members at each meeting of the Fire Authority’s Performance Review and Scrutiny Committee.

In August 2020 the Home Secretary also commissioned HMICFRS to undertake a COVID-19 inspection of all English fire and rescue services. She asked the Inspectorate to consider what worked well and what was learnt during the pandemic, how the fire sector responded, how the problems we faced were tackled and what changes were likely to emerge. Our results from this thematic review were published on 22 January 2021 and were extremely positive, with inspectors finding that the extraordinary efforts of all staff “… meant the people of Avon were better supported through the pandemic.” Our report also helpfully highlighted two areas of focus for continuous improvement: as well as adopting the new and innovative ways of working during the pandemic into future ‘business as usual’, HMICFRS also recommended a continued focus on improvements to our IT systems. This work is already being addressed as part of our COVID-19 recovery plan and current three-year Transformation Programme.

Towards the end of 2020/21 we also undertook significant preparation for our next full inspection which took place in May/June 2021. It is expected that HMICFRS will issue their findings in a report during the winter 2021.

The results of all our formal HMICFRS inspection activity are available online at www.justiceinspectorates.gov.uk/hmicfrs/fire-and-rescue-services/avon/

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We are all extremely

grateful. You were

here in record time

and everyone was

very kind and professional. A most

impressive service!

The Team were

wonderful, they arrived

within minutes and

immediately checked my

home, putting my mind at

rest

Patricia

Could you please pass on our thanks for their initiative and professionalism in avoiding damage while gaining entry to the flat. Both we and our tenant are very grateful for their help

Phillip

2020 we set an overarching environmental target to reduce net carbon emission to zero by 2030. Over the 10 years of the target we will seek to reduce our emissions by 10% per year. In this first year we met our 10% target, reducing carbon emission by 14%.

Compliments and complaintsAF&RS monitors the compliments and complaints that are received and uses this information to improve the service we provide. In 2020/21 we received 27 complaints however, upon investigation, seven did not relate to the service we provide and we found a further 10 where we were not at fault. Of the remaining 10 where we were at fault, the subjects were:

• Driving 2• Internal administration 4• Operational response 2• Community safety 2

The numbers are too small to identify any common patterns or causes. In 2020/21 we also recorded 24 compliments about our service. We ensure that all compliments are passed on to the teams involved and, where particular praise is given, we publicise this to all of our staff. We would like to thank the community for their support.

Resources and Value for MoneyWE HAVE MET ALL 4 ENVIRONMENTAL TARGETS

EMISSIONS CARBON

BY 2030

ZERO

Thank you for your bravery and selfless act in rescuing my precious dogs. I can’t say how much you are appreciated. Thank you so much. My dog that was injured has had his operation and is back with us and hopefully will make a full recovery thanks to you for getting them out.

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Indicator Target Actual

Fires

Accidental dwelling fire 497 461

Deliberate primary fire (excluding vehicle) 228 163Deliberate vehicle fire 376 227Deliberate secondary fire 1005 811% of accidental fires in dwellings where no firefighting action required Not applicable 43.9%Deaths arising from primary fires Not applicable 5Injuries arising from primary fires Not applicable 43

Alarms

Malicious false alarms Not applicable 89% of calls to malicious false alarms not attended 5% 12%Alarms caused by automatic fire detection attended (Non- Domestic Proper-ties)

2075 546

% of fires attended in dwellings where no smoke alarm was fitted Not applicable 34%

Response and call handling

Emergency critical response (average) 8:00mins 07:16Emergency non-critical response (average) 12:00mins 07:31Non-emergency attended calls (average) 60mins 07:45Calls for assistance answered within seven seconds 94% 96.2%Number of 999 calls received Not applicable 17894Number of incidents attended as emergency Not applicable 9049% incidents attended as emergency/999 calls Not applicable 50.6%

A summary of performance

Draft

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Indicator Target Actual

Safety in the community

School visits conducted by station personnel Not applicable 29Community events attended or hosted to deliver fire safety message Not applicable 31Home Fire Safety Visits completed Not applicable 3,027

Our staff

Working days/shifts lost to sickness wholetime/control uniformed staff (per person)

9.08 8.69

Working days lost to sickness corporate staff (per person) 9.08 6.59Working days/shifts lost to sickness all staff (excl. OnCall) (per person) 9.08 8.28% of Return to Work interviews completed within 15 days 90% 81%Staff appraisal completion 95% 88%

Resources and value for money

Fire Service Vehicle incidents where hit fixed/stationary & at fault 24 17Number of H&S incidents that have resulted in lost time 17 21Net Carbon emissions -10% -14%

A summary of performance continued

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Get in touch

Avon Fire & Rescue Service is committed to ensuring our documents are accessible to all members of the community. If you have difficulty reading this document because English is not your first language and you would like a translation, please contact: The Diversity, Inclusion, Cohesion and Equality team, Avon Fire & Rescue Service, Police & Fire Headquarters, PO Box 37, Valley Road, Bristol, BS20 8JJ.

Telephone: 0117 926 2061 Email: [email protected]

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MEETING DATE:

16 July 2021

REPORT OF:


SUBJECT:

Transformation Programme Update

1. SUMMARY

• At the Avon Fire Authority (AFA) meeting on 10 February 2021 it was determined that regular Transformation Programme updates would be presented to the Performance, Review & Scrutiny Committee (PRSC) to assess performance and provide scrutiny to the Transformation Programme.

• This paper is the second update to the Committee since the AFA decision.

2. RECOMMENDATIONS The Committee is asked to: a) Note the report, scrutinise its contents and make any recommendations

or suggestions it sees fit.

3. BACKGROUND

3.1 At the AFA meeting on 10 February 2021, Members approved the funding and expenditure for the duration of the Transformation Programme until March 2023.

3.2 The Programme Management Office (PMO) continues to ensure that all

aspects of the Transformation Programme are carried out with due diligence, good governance and in line with Service values.

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4. FINANCIAL IMPLICATIONS 4.1 The total budget approved by the AFA for this Programme equates to

£2.473m, funded through approved reserves of £1.964m and £509k approved through the Capital Strategy, over a three-year period ending in 2022/23.

4.2 The overall programme budget for 2020/21 is currently projecting an under spend of £5k after an adjustment of £122k to the budget relating to the vacancies mentioned below. This underspend is mainly due to a number of vacant posts within the team structure where recruitment was unavoidably delayed. These posts have been advertised and/or re-evaluated prior to advertisement and, in some cases, re-advertisement following unsuccessful recruitment processes (five posts in total across the team at one stage, however, following significant collaboration between the Transformation Team and Human Resources, only one post now remains vacant).

4.3 During the new financial year (2021/22) updates will be provided on the

performance against the revenue and capital budgets approved for this Transformation Programme.

5. KEY CONSIDERATIONS

Progress update

5.1 In the timeframe since the last PRSC meeting two Project Delivery Officers** joined the team on 4 May 2021 and the new incumbent in the role of Project Support Administrator (Apprentice) joined the team on 14 June 2021.

5.2 The new Digital Project Manager role has been re-advertised and the

successful candidate takes up their post on the 12 July 2021. The one remaining vacant role (Project Delivery Officer - Digitisation) will be advertised following a review of the role requirements by the new Digital Project Manager.

**The Project Delivery Officers will assist with delivering improvements to

corporate and administrative processes and policies. They will lead on agreed work-streams, produce work plans, facilitate stakeholder engagement, and undertake best practice research. They will carry out impact assessments such as equalities and GDPR and assist with identifying training needs associated with changes made. They will also support policy owners with the production, revision, and publication of key policies.

5.3 Membership of the Workplace Transformation page has continued to grow

allowing more staff across the Service to enjoy easy access to the latest Transformation Programme updates and have the ability to hold two-way conversations with Transformation Team members in an open/transparent environment. A new Twitter account is currently being set up to increase publicity of the Programme.

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5.4 In addition, the “Introduction to the Transformation Programme” video has received a significant number of views showing the desire, Service wide, for information on the Transformation Programme and the changes it will bring. Following on from the video the first Transformation Matters Newsletter has recently been shared with colleagues across the Service to update them on progress (Appendix 3).

5.5 The Transformation Programme Annual Report is attached at Appendix 1.

The purpose of this report is to provide a review of year one of the Transformation Programme. This includes:

• An executive summary from the Head of Service Transformation • Achievements and critical success factors • Effectiveness of governance arrangements • Lessons learned

Future activity 5.6 The future timeline of the Transformation Programme detailing the proposed

timeframes for the future activity of the Team working in collaboration across Avon Fire and Rescue Service and with external partners is attached at Appendix 2.

5.7 With the new Digital Project Manager in place and the IT infrastructure rollout

gathering pace it is intended to begin the implementation of upgrades to the FireWatch Programme in collaboration with Infographics, the provider of the FireWatch system.

5.8 Following the Audit Governance Ethics Committee’s approval of the 2021-22

Audit Plan, our internal Auditors, Risk Assurance Services (RSM), have proposed w/c 24 January 2022 to carry out an audit of the Transformation Programme. The scope will be agreed towards the end of 2021, but the aim is to ‘consider the Service’s holistic approach to transformation and work stream project management’.

5.9 As the country continues to come out of lockdown, it is clearly an appropriate

time to review the Service’s flexible working policy and practices. This will need to be a collaborative approach with several stakeholders including the Covid Recovery Team, Human Resources and Property Services. This piece of work is taking place led by the Transformation Team with a set of principles having been developed for sign off by the Service Leadership Board (SLB).

35

6. RISKS 6.1 Transformation Programme risks are recorded with the Corporate Risk

Register (CRR) within CRR 19 - Change and Transformation. The current Risk Rating is 12.

7. LEGAL/POLICY IMPLICATIONS 7.1 ‘Transformation’ has been added as Key Objective 7 in the revised Service

Plan 2021-2024 and as such the Transformation Programme contributes to the Service Priority of making our Service stronger.


a) Avon Fire Authority paper: 10.02.21 (paper 08) b) PRSC paper: 23.04.21 (paper 08)

9. APPENDICIES

1. Transformation Programme Annual Report (2020-21) 2. Future Timeline of the Transformation Programme 3. Transformation Matters Newsletter Issue 01

10. REPORT CONTACT

Area Manager Vaughan Jenkins, Head of Service Transformation Team, extension 361

36

Transformation Programme 2020-21 Annual Report V2 Page 1 of 9

Annual Report 2020/21

1. Purpose

The purpose of this report is to provide the Transformation Programme Board with a review of year one of the Transformation Programme. This includes:

An executive summary from the Head of Service Transformation Achievements and critical success factors Effectiveness of governance arrangements Lessons learned

2. Executive Summary

2.1 The time elapsed since January 2020 until the present day (the reporting period) has proven to be a strange time for the Transformation Programme during its “forming” phase.

2.2 As with all walks of life this has been due to the Covid19 pandemic and subsequent restrictions upon working practices but also due to other uncertainties around issues such as budget for the programme and how the programme would be accepted across the Service. In a way it is pleasing to see the Programme start to deliver on promises made in the preceding time period where the “Transformation Programme” was held up as the vanguard that once in place would solve all the problems and issues within Avon Fire and Rescue Service. Indeed during the preceding period many things were put “on-hold” until the Transformation Programme was in place, with a view that the programme would pick up all the “difficult to do” things from this period.

2.3 The team was created and our journey began in early 2020 with the initial team consisting of Vaughan Jenkins as Head of Transformation with Zoe Baker-Powell as PMO Manager, prior to the addition of Jacki Hallett as PMO Analyst and Dawn Wright as Communications Officer in the first few months of the Programme. The team remained so until November 2020 for a number of reasons outside the Transformation Programmes control not least the Covid19 pandemic and the need to achieve absolute clarity on the budget for the programme.

Reporting

period 1 January 2020 – 31 March 2021

Title Annual report

Submitted to Transformation Programme Board

Authors Head of Service Transformation/PMO Manager

APPENDIX 1

37


2.4 This scenario caused frustration within the team due to the desire to make changes and implement plans but being unable to do so due to a lack of resource and frustrations around recruitment of staff. The team structure itself was determined at an early stage and was broadly similar to that detailed in Fig.2. This structure was agreed by SLB and shared with SLT and identified as the way forward pending affordability.

2.5 Despite the lack of personnel, a full audit/review of the way the Service utilises

FireWatch was conducted in March 2020 immediately prior to the first National lockdown. Due to the lockdown and also the frailty of the IT infrastructure at the time and uncertainty around affordability of the upgrades identified, the FireWatch review was put on hold.

2.6 In Spring 2020 a decision was made by SLB to upgrade the IT infrastructure

after significant work had taken place to ensure the affordability of said infrastructure upgrades within Service budgets.

2.7 The Transformation Team were involved heavily in the production of the initial

business case to upgrade the IT infrastructure of Avon FRS which has since gathered significant momentum and investment from Avon Fire Authority with Transformation playing more of a supporting role as the foundation is laid upon which the digital aspirations of Transformation can be built. Once in place the new IT infrastructure will be able to support the implementation of the proposed upgrades to our FireWatch provision.

2.8 Despite uncertainty and restrictions around Covid19 significant staff engagement

ensued across all areas of Service from April to late summer (and has carried on continuously) providing rich, quantitative and qualitative data (which has also influenced the upcoming cultural survey) this feedback was also used to influence the programme brief and strategy. This engagement was carried out in a variety of ways predominantly by Dawn Wright using Zoom, teams, face to face (socially distanced), telephone and email as communications means.

2.9 Following presentation of relevant business cases, agreement was reached via

SLB in the summer of 2020 to recruit into the Project Manager Policies and Project Manager Processes posts with further discussions around the IT/Digital Project Manager role. The Policy and Process roles were filled by Kelly Vince and Ian Potter respectively who started in role in November 2020.

2.10 These appointments have proven pivotal in beginning the work driving forward

the required measures to address policy and process change organisationally. Investment has been made into the development of these new appointees as has been the case with other team members as detailed elsewhere in this document.

38


2.11 In late 2020 a Transformation Programme Board was created to provide oversight and governance to the Programme with representation from across the Service ensuring a holistic considered approach to Transformation matters.

2.12 In February 2021 a unanimous decision was taken by AFA to support the

Transformation Programme and approve a total budget which equates to £2.473m. This programme is being funded through approved reserves of £1.964m and through the approved Capital Strategy, totalling £509k, over a three year period ending in 2022/23, though this date has the potential to change based on progress and/or available budget.

2.13 Following confirmation of this support by AFA an “introduction to the

Transformation Programme” video was created and shared organisationally. This video was shared via the Transformation Programme Workplace page which was created in early 2021.

2.14 It has proved problematic trying to recruit a Digital Project Manager, with two

advertising campaigns failing to attract good calibre applicants. This has led to several iterations of the job description and has slowed the team’s ability to move forward with digital developments. Advertising for this critical role is now being widened to the Association of Project Management and IT agencies.

2.15 A Project Support Administrator will be recruited via the Apprenticeship Scheme

with Weston College and recruitment process is currently at the shortlisting stage.

2.16 The first “win” for the Programme has been the Corporate A6 project which has

seen the A6 discontinued for Corporate staff with the A6 project for Operational staff continuing.

2.17 A draft year 2 timeline has been agreed by the team and shared with the

Transformation Programme Board for agreement/review. 2.18 Throughout the reporting period since January 2020 the team members have

had significant development to ensure all staff have the ability and skills to perform their roles effectively with some development “refreshing” the skills sets of personnel and other development resulting in entirely new skill sets within the team.

2.19 The Service Plan 2021/24 includes objective 7 that states ‘Transformation will involve developing and/or improving systems, processes, policies and technology initiatives across all areas of the Service.’

2.20 Amongst other things, the pandemic has slowed momentum of the Programme this

year. However, it has also helped us reflect that perhaps we weren’t quite ready for

39


transformation a year ago. With the forthcoming and much needed IT infrastructure upgrade, we believe we are now ready to move forward.

2.21 Exciting times lie ahead for the Transformation Programme and AF&RS as we aim

to transform the way AF&RS operates as we strive to make our Service Stronger and Communities Safer.

Achievements and Success Factors

3.1 Forming the team

Although it has taken longer than hoped to recruit the team, we have been steadily building a strong and cohesive team during the first year. Following the appointment of the Head of Transformation, the Programme Management Office was set up to establish the programme, governance arrangements and carry out staff consultation. In November 2021 two experienced project managers joined the team. Kelly Vince (Policy) and Ian Potter (Process) both have a wealth of previous experience that has proved invaluable, particularly with the introduction of the Employee Lifecycle (see Fig.1) that shows which policies, processes and systems are used during the seven stages of a typical career at Avon Fire & Rescue Service. This has been a very helpful tool and forms the basis of an integrated projects dossier and will make it much easier to align the timing of improvements.

Fig. 1 Employee Lifecycle

40


Two Project Delivery Officers (Denham Tween and Alex Sienesi) are due to start on 4th May and the role of Project Support Administrator (Apprentice) is currently being advertised. Three posts remain vacant - Digital Project Manager and Digital Technician. Fig. 2 illustrates the current team structure.

Fig.2 Current team structure

Despite the Covid-19 pandemic forcing the team to work remotely, we have built a good team spirit and have been collaborating well. To help the team connect, we have been taking part in a six month Appalachian Trail Virtual Challenge (walking, running or cycling) which is due to finish in May 2021. The team have currently completed 82% of the challenge and believe this has helped to develop good working relationships. The team have been grateful to Ian Potter for setting up the challenge and providing weekly updates to the team that have helped to keep us motivated. The team have received various training, which has contributed towards personal and team development, including:

PMO Practitioner certification Managing Successful Programmes (MSP) foundation certification Effective stakeholder management Project management (APM) certification Navigator leadership programme ACAS - grievance and discipline, recruitment and selection

41


3.2 Stakeholder engagement

Right from the early planning stages, the team has been committed to involving colleagues in setting the priorities for the programme. This was particularly evident between April and June 2020 when the whole workforce was consulted on their issues and frustrations with existing policies, processes and systems. One of the success factors was appointing a Communication Officer who liaised directly with every watch and department to collate their feedback. The most commonly raised issues have been included in the Programme Brief. Feedback from the consultation told us that colleagues welcomed face to face interaction more so than any other communication channel, so that remains very much a desire for the team. Despite the pandemic, Dawn Wright (Communication Officer) has continued to keep in touch with teams across the Service, via video and telephone calls, providing updates and seeking feedback, which has been greatly appreciated by colleagues. Working with Corporate Communication, a Communication Strategy has been produced with quarterly targeted communication plans detailing activities over a three month period. A monthly ‘key messages’ document is also produced to

ensure alignment and consistency between transformation, corporate and culture change communication. Although the team has been forming over several months, the programme was only officially launched in March 2021. Working in collaboration with Corporate Communication, the Transformation Team produced a team video introducing the team and outlining the programme scope of work. It was the first communication to be shared on a new Workplace group site that currently has 62 members and counting. The team are keen to be trailblazers in new ways of communicating and this was most evident when the Corporate A6 announcement was made by a video recording and a new ‘Process Change Notice’, attaching the business case for full transparency. Kelly Vince has been engaging with policy authors to tell them about her plans for a new policy framework and which policies will be reviewed. Policy work will mostly impact the Human Resources team who have a number of outstanding policies that they have wanted to update but haven’t had the capacity to do.

42


3.3 Vision and guiding principles

Consulting with staff in the summer of 2020 helped to craft a Programme vision that paints a clear picture for the future. Based on feedback received from colleagues across the Service, a set of guiding principles were produced that is the team’s

commitment on how they will approach transformation projects. These principles have been and continue to be lived by the team to demonstrate they are genuinely listening. 3.4 Approval of budget

In February 2021 a unanimous decision was taken by AFA to support the Transformation Programme and approve a total budget which equates to £2.473m. This programme is being funded through approved reserves of £1.964m and through the approved Capital Strategy, totalling £509k, over a three year period ending in 2022/23. The Transformation Team are currently awaiting confirmation of budget codes which will then enable accurate management of the budget apportioned to each facet of Transformation. 3.5 Programme Management Office (PMO)

One of the success factors from the Improvement Programme was the use of recognised programme and project management (PPM) methods and tools, supported by a qualified PPM practitioner. A similar approach was put in place within the Transformation Team with a more formal PMO in place and the PPM practitioner moving into a new PMO Manager role, supported by a PMO Analyst and a Communication Officer. The PMO has assisted the Head of Transformation throughout the first year of the programme, specifically with introducing and monitoring governance arrangements, producing programme documents/reports and providing professional guidance. The PMO prepared a comprehensive induction programme for the project managers, one of which commented that it had been the best induction they’d ever

experienced. The PMO has built a suite of project/programme templates that has helped project managers to plan their projects and work packages.

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3.6 Corporate A6 quick win

Discontinuing the Corporate A6 was the first process change made by the team. The main success factor here was following the DMAIC process improvement model for the first time, which proved a robust and logical approach. A focus group was set up that included a range of corporate users, together with the process owner (Resource Planning), Finance and Corporate Performance. Taking this inclusive approach was well received by the users who provided valuable insight into the current process and the impact of stopping it. 3.7 FireWatch audit

In March 2020 (just prior to the first national lockdown), Infographics carried out an audit of how FireWatch was being used and provided recommendations on which modules could benefit the Service going forward e.g. on-call availability and payments. This project will commence once a Digital Project Manager is appointed.

3. Effectiveness of governance arrangements A Transformation Programme Board was established to provide direction and oversight of the Programme. They have met on three occasions between December 2020 and March 2021 and it is already evident how critical it is to have clear reporting lines for decision making and issue escalation. Governance flowcharts were produced as an appendix to the Terms of Reference that detail the escalation process and thresholds for decisions, issues, risks and change requests. This has proved effective so far with one risk being escalated and three change requests being approved. There are also two flowcharts that detail how transformation policy and process changes will be managed, which have been shared with key stakeholders. It is too early to say how effective they are at this stage, but it is anticipated that they will provide a robust and inclusive approach.

4. Lessons learned

The Transformation Team have discussed lessons that have been learned over the first year of the Programme. 5.1 Having early budget approval and clarity is critical to inform the scope of

work and team resources. 5.2 Prioritising the recruitment of IT/digital expertise as early as possible,

particularly if there is no in-house IT expertise.

44


5.3 Having generic project manager job descriptions gives more flexibility in the

recruitment process. 5.4 Having a dedicated communication officer is critical to ensure effective

stakeholder engagement.

45

V0.5 draft 10.06.21

Draft Transformation Timeline 2021/22 V0.5Note: completion timescales are subject to change

WP01 Audit & gap analysis of current Policy Library

WP02 Governance & administration

WP03 Policy production & review

WP04 Policy framework & accessiblity

WP05 Implementation, training & communication

TP01 Policy & Practice Documentation System (PPDS)

WP08 Attendance Management Policy

WP16 On-call crewing

WP09 Day duty and Cooks timesheets

WP10 Expenses, mileage claims & payments

WP11 Wholetime detached duties

WP12 Sickness & return to work

WP07 Ops A6 / WP13 Overtime & payments

WP14 Flexi duty system & rostering

WP15 Wholetime crewing

WP17 Mobilisation forms

WP18a Wholetime leave (all types) - continuing into 2022/23...

WP19 Corporate staff leave (all types)

WP06 Corporate A6

TP02 Manage my attendance/

absence & pay me

TP06 Train & develop me

WP33 PDR gap analysis

TP07 Retain me, engage me, motivate me & take care of me

WP45 Flexible Working Policy

WP46 Flexible Working processes

TP09 Programme & project management

(PPM)

WP52 Projects Register WP53 PPM Framework

WP54 PPM IT Platform

Q1 Q2 Q3 Q4Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Phase 1 Phase 2

WP18b On-call leave

APPENDIX 2

46

V0.5 draft 10.06.21

Transformation priorities for 2022/23(digital projects to be added)

TP02 Manage my Some work packages from 2021/22 may continue into 2022/23 e.g. wholetime annual leaveAttendance/absence& pay me

TP03 Attract me WP20 Post creation and approval processes (corporate staff)WP21 Role grading process (corporate staff)WP22 Recruitment advertising

TP04 Recruit me WP23 Wholetime recruitment process (pre-application and application)WP24 On-call recruitment process (pre-application and application)WP25 Control staff recruitment process (pre-application and application)WP26 Corporate staff recruitment process (pre-application and application)WP27 Job interview processesWP28 Offer of employment processes

TP05 Onboard me WP29 New starter processesWP30 Induction and orientation processesWP31 Travel and hotel booking processesWP32 Bullying & Harassment Policy

TP06 Train & develop me Work packages to be agreed following integrated gap analysis in 2021

TP07 Retain me, WP42 Discipline Policyengage me, motivate me WP43 Grievance Policy& take care of me WP44 Mobile Phone Policy

WP45 Health, Safety & Welfare PolicyWP46 Welfare processesWP47 Maternity & Paternity PolicyWP48 Maternity & Paternity processes

TP08 Wish me farewell WP49 Leaver processes

TP09 PPM WP55 PPM training

TP10 General WP56 Visitor sign in & room booking systemWP57 Unwritten rules

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Transformation Process Change NoticeDiscontinuing the Corporate A6

Transformation MattersIssue 01 June 2021

Follow us:

https://work-85320771.workplace.com/groups/479580950102681

Coming soon…

Welcome to the very first Transformation Newsletter!In this issue we will to update you on what the Transformation team have beenup to recently and share our priorities for the next two years. These prioritieswere informed by your feedback last year, so we hope you’re looking forward tomaking the changes you've been asking for.Team news: we’re delighted to announce that Andrea Harwood will be joiningthe team on 12 July as our new Digital Project Manager. Andrea comes with awealth of experience in delivering digital solutions and will play a key role inenabling new ways of working. We’re also pleased to welcome Holly Matthewswho recently joined the team as our Project Support Administrator as part of theApprenticeship Scheme.Staff engagement: we’re really happy that the easing of Governmentrestrictions has enabled us to get out and meet many of you face to face. We’ve

had such a warm welcome and so many people have told us how much theyappreciate our visits. In just two months, we’ve managed to visit 18watches/teams with many more booked in.

Pictured with our medals at Clevedon fire station: (left-right) Alex Sienesi, Zoe Baker-Powell, Denham Tween,

Dawn Wright, Ian Potter, Vaughan Jenkins, Kelly Vince (not pictured Jacki Hallett)

IT upgrade: we are currently taking part in a pilot to move across to Microsoft365. This new way of accessing and using IT systems provides us with a strongfoundation to move forward with our improvements. We are working closelywith the upgrade team to provide feedback and suggestions that will help thewider rollout go as smoothly as possible. If you haven’t already seen it, checkout the recent update on the intranet for more information on the new featuresand how they will benefit the Service.

Corporate A6: our first change was to discontinue the A6 (attendanceregister) that was completed for corporate and day duty staff as theinformation was duplicated in FireWatch. We have deleted just under 10,000A6 files from the G drive freeing up nearly 4GB of data. Colleagues arealready feeling the benefit and tell us “less e-mails chasing others for info”,

“time saver enabling me to take on new work”, “significant time saver for meas I work part-time” and “makes the start to the week more flexible andpositive”. The most rewarding feedback was that they felt listened to.Ops A6: we are currently working with three Watch Managers to design a trialwhich we hope will take place this summer to discontinue the Ops A6. Furtherdetails will be shared with you once the trial design is finalised. Watch out foran SD memo ahead of the trial setting out exactly who is taking part in the trialand how it will be carried out.Team Challenge: to help the team bond last year during lockdown, wecompleted the Appalachian Trail Virtual Challenge where we walked, ran orcycled 2000 miles in 168 days. We celebrated this achievement in person forthe first time with fish and chips at Clevedon Fire Station.

1

Dawn Wright with some of Stn 05 Avonmouth Blue Watch

APPENDIX 3

48

https://work-85320771.workplace.com/groups/479580950102681

http://cms/intranet/news/microsoft-365-rollout-update


Transformation MattersIssue 01 June 2021

What’s a focus group?

A Transformation focus group can include any member ofstaff with an interest or passion about a particular subject.We will draw upon your knowledge, experiences andfeelings and collaborate in the design of new improvedways of working.

This will include:

➢ Defining the purpose of each policy/process➢ Measuring and analysing current ways of working➢ Researching and learning from best practice➢ Exploring and evaluating potential improvements

Wholetime leave review: the team will be looking forpeople to get involved in a focus group for this in thecoming weeks. This is looking at how we might bring morechoice in to when people take their annual leave andstreamline the process of organising and managing leave.We will also be looking at whether we can make anyimprovements to processes relating to other types of leave.This work will be applied to 2023 as it’s only planned oncea year. We hope to get one volunteer to represent each

station who can share details of the review with their

colleagues.

Flexible working review: with the easing of Governmentrestrictions and learning from the pandemic, the team willbe working on a new flexible working policy. SLB aredeveloping a strategic intent statement, which will bringabout significant changes to increase flexibility forindividuals, the organisation and the environment.Improving mental wellbeing and work/life balance will becore principles underpinning this work.

If you’d like to volunteer on either of these focus groups,please email [email protected]

Great collaboration with the Corporate A6 focus group(left-right) Ian Potter, Zoe Baker-Powell, Liesel Abrell, Jon Coates, Denham

Tween, Martin Saunders, Lucy Jefferies, Lisa Martel, Vicky Williams-Lock, Jacki Hallett, Dawn Wright (not pictured Julie Pound, George Easterbrook)

249



1

Transformation MattersDraft timeline 2021/22 (digital projects to be added)

350


1

Transformation MattersDraft timeline 2022/23 (digital projects to be added)

451



MEETING DATE:

16 July 2021

REPORT OF:


SUBJECT:

HMICFRS Inspection Action Plan – Progress Report

1. SUMMARY

• Following the first round of inspections of English fire and rescue services, undertaken by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) in 2018 AF&RS developed an action plan to address the findings of the Inspectorate.

• Section 7 of the National Framework requires the Service to “… prepare, update and regularly publish an action plan detailing how the recommendations are being actioned.”

• The HMICFRS Inspection Action Plan is reviewed by the Service Leadership Team (SLT) at regular intervals and updated to reflect its progress and the current status of each of the actions contained within it.

• At the meeting of Avon Fire Authority on 26 March 2019 it was unanimously agreed that progress reports should be tabled to the Performance Review and Scrutiny Committee (PRSC) for ongoing monitoring by Members.

• Version 1.0 of the action plan was submitted to the Home Office on 12 March 2019 in accordance with the set submission deadline. The latest approved version (currently V1.30 dated 17 May 2021) is available on the Service’s public-facing website at https://www.avonfire.gov.uk/our-performance/hmicfrs

2. RECOMMENDATIONS

The Committee is asked to: a) Note the progress made against the most recently approved version of

AF&RS’s HMICFRS Inspection Action Plan (Appendix 1), discuss its contents and make any recommendations or suggestions it sees fit.

b) Note the current HMICFRS inspection activity and next steps.

52

https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/705060/National_Framework_-_final_for_web.pdf

https://www.avonfire.gov.uk/our-performance/hmicfrs


3. BACKGROUND

3.1 HMICFRS’ initial Round 1 inspection of all 45 English fire and rescue services was split into three tranches. Avon Fire & Rescue Service was placed in Tranche 1 and was therefore among the first 14 fire and rescue services to be inspected in July 2018.

3.2 Following the inspection HMICFRS wrote to the Service in August 2018 to

raise a ‘cause of concern’ relating to the availability of sufficient specialist capacity within Avon Fire & Rescue Service’s Technical Fire Safety (TFS) department1. As a result, the Service submitted a plan on 31 August 2018 for a three-stage increase in TFS capacity between December 2018 and December 2019 and this is reflected in the overall HMICFRS Inspection Action Plan at Appendix 1 (pages 27-35 refer).

3.3 HMICFRS also noted its concerns around some elements of the existing

culture within the Service and a great deal of hard work has gone into producing AF&RS’ cultural action plan – “Making Avon Fire & Rescue Service a better place to work: our commitment to cultural change 2019” – which was published in March 2019. Again, the actions within that document are reflected in the ‘people’ section of the Service’s HMICFRS Inspection Action Plan.

3.4 In the interests of openness and transparency – and to demonstrate a culture

of continuous improvement – AF&RS has prepared its HMICFRS Inspection Action Plan against the three ‘causes of concern’ (with six associated recommendations) and the 15 areas for improvement.

3.5 The planned 2020 Round 2 ‘all Service’ inspections were postponed due to

COVID-19 with a separate thematic review being commissioned by the Home Secretary to assess the fire and rescue service response to the pandemic.

4. FINANCIAL IMPLICATIONS 4.1 There are no direct additional financial costs associated with the HMICFRS

inspection. However, some of the changes required to implement the recommendations within the final inspection report will have a financial impact but are not directly relevant to this report.

5. KEY CONSIDERATIONS Progress against AF&RS HMICFRS Inspection Action Plan 5.1 The latest version of our HMICFRS Inspection Action Plan with progress

narrative, as approved by the SLT, is provided at Appendix 1. However, a

1 Note that the former Technical Fire Safety (TFS) department changed its name to Business Fire Safety (BFS)

at the beginning of March 2021. The change in name more accurately reflects the department’s responsibilities and activities and will help the general public to identify the correct department when seeking advice.

53

summary of progress since the previous PRSC update on 23 April 2021 is provided in Table 1 with overall progress shown in Figure 1.

Table 1: Summary of progress against the 102 individual actions

Effectiveness (total of 33 individual actions)

Not started In progress (on track)

In progress (unresolved issues) Complete

0 (→ at 0) 1 (↓ from 2) 0 (↓ from 1) 32 (↑ at 30)

Efficiency (total of 6 individual actions)



0 (→ at 0) 1 (→ at 1) 0 (→ at 0) 5 (→ at 5)

People (total of 63 individual actions)



0 (→ at 0) 3 (↓ from 10) 5 (↓ from 6) 55 (↑ at 47)

Note: the figure in brackets provides a visual indication of the direction of travel since the last update report to PRSC on 23 April 2021: → (steady), ↑ (increased) and ↓ (decreased)

Fig. 1: Progress against Avon Fire & Rescue Service’s HMICFRS Inspection Action Plan

54

5.2 The Service continues to make progress in its performance relating to Technical (now Business) Fire Safety. The Service committed to increase staffing to 24 BFS officers (including Grey and Green Book staff) by the end of 2019 but recruitment challenges and staffing fluctuations meant that this target was delayed. However, following ongoing recruitment the target has now been achieved (and, indeed, slightly exceeded) with 24.5 FTE fire safety inspectors now in post.

5.3 In addition, since its first HMICFRS inspection in July 2018 the Service is

currently dealing with 100% of Building Regulations within statutory timescales2 whilst increasing the numbers of fire safety audits completed. The BFS department is also maintaining performance against licensing applications (currently at 98% compliance), continuing with successful prosecution activity and meeting the additional demands of the Home Office’s Building Risk Review programme.

Current HMICFRS inspection activity

5.4 The six weeks of fieldwork undertaken as part of the second round of ‘all-

service’ inspections took place between 10 May and 18 June 2021. The majority of inspection activity – including interviews, briefings, focus groups, desktop reviews and reality testing – was undertaken using virtual online platforms to comply with continuing COVID-19 restrictions. However, some of the station visits in the w/c 7 June 2021 were undertaken in person by HMICFRS staff following infection control procedures detailed within our bespoke COVID-19 risk assessments.

Next steps

5.5 At the time of writing, the fieldwork and evidence collation has been

completed and the ‘hot debrief’ is due to be held on 5 July 2021. This session will provide feedback and identify tentative emerging themes for the Service Leadership Board.

5.6 HMICFRS will then draft its report before it is subjected to pre-publication

checks for factual accuracy in the autumn and publication with new graded judgments against the three pillars of effectiveness, efficiency and people in “winter 2021” (exact date still to be confirmed). We then expect to draft our action plan to address the Inspectorate’s findings in the usual way.

6. RISKS 6.1 The outcomes of the HMICFRS inspection process is relevant (but not limited)

to the following corporate risks: CR01 – Performance targets; CR02 – Risk reduction; CR03 – Response and rescue; CR04 – People resources, capacity, capability and succession planning; CR08 – Financial capacity; CR11 – Financial systems; and CR16 – Health, safety and welfare.

2 Based on an analysis of figures for May 2021: 85 of 85 (100%) Building Regulations consultations

responded to within 15 working days; and 39 of 40 (98%) licensing applications responded to within 28 days (with 10 applications pending which are still within date at the time of running the query on 15 June 2021).

55

7. LEGAL/POLICY IMPLICATIONS 7.1 The HMICFRS’ fire and rescue services’ inspection programme is prepared

under Section 28A of the Fire and Rescue Services Act 2004. 7.2 The Authority has a best practice requirement3 to respond to Building

Regulations consultations within 15 working days (such that local authorities can issue a decision within the statutory timescales laid down in the Building Act 19844) and within 28 days under the Licensing Act 2003.

7.3 The outcomes of HMICFRS inspections are directly relevant to the two

strategic priorities detailed within the Service Plan 2021-2024: making our communities safer and making our Service stronger.


a) Avon Fire Authority reports: 30.09.20 (paper 10); 24.03.21 (paper 17) b) PRSC reports: 10.07.20 (paper 10); 22.10.20 (paper 11); 29.01.21 (paper

09); 23.04.21 (paper 09)

9. APPENDIX

HMICFRS Inspection Action Plan (V1.30 – 17 May 21)

10. REPORT CONTACT

Peter Davis, HMICFRS Service Liaison Officer, extension 243

3 See paragraph 2.16 the LABC Building Regulations and Fire Safety Procedural Guidance 4 Five weeks from date of deposit or maximum eight weeks with applicant’s agreement

56

https://www.labc.co.uk/sites/default/files/procedural_guidance_march_2015.pdf

Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services

Inspection Action Plan Version: 1.30 Date: Monday 17 May 2021

Appendix 1

57

Version: 1.30 (17 May 2021) Review date: 21 June 2021 Page 2 of 114

i Document history

Review date Version Summary of changes

18 Jan 21 1.26 Twentieth round of updates for SLT monitoring (28 Jan 21) 29 Jan 21 1.27 Additional update re: TFS staffing following SLT meeting on 28 Jan 21 22 Mar 21 1.28 Twenty-first round of updates for SLT monitoring (31 Mar 21)

(No monthly update produced in Feb 21 due to demands of COVID-19 pandemic) 20 Apr 21 1.29 Twenty-second round of updates for SLT monitoring (29 Apr 21) 17 May 21 1.30 Twenty-third round of updates for SLT monitoring (27 May 21)

ii Distribution history

Date Name Version

18 Jan 21 Service Leadership Team (extract showing ongoing actions only) 1.26 29 Jan 21 SLT, all staff, external website, HMICFRS (via Service Liaison Lead) 1.27 22 Mar 21 SLT, all staff, external website, HMICFRS (via Service Liaison Lead) 1.28 20 Apr 21 SLT, all staff, external website, HMICFRS (via Service Liaison Lead) 1.29 17 May 21 SLT, all staff, external website, HMICFRS (via Service Liaison Lead) 1.30

Document owner: Chief Fire Officer / Chief Executive

Next review date: 21 June 2021

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Plain English: P. Davis (08 Mar 19) Notes:

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Reference in this document to the male person should be construed as applying, as appropriate, to the female person also.

Unauthorised reproduction in whole or in part is strictly prohibited.

© Avon Fire & Rescue Service 2021

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Version: 1.30 (17 May 2021) Review date: 21 June 2021

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iii Contents

Page i Document history 2 ii Distribution history 2 iii Contents 3 iv ‘At a glance’ dashboard 4 1 Foreword 5 2 Introduction 7 3 Effectiveness 11 4 Efficiency 49 5 People 55 Annexes 1 Inspection, intervention and accountability 109 2 Glossary of terms and abbreviations 111

Avon Fire & Rescue Service is committed to ensuring our documents are accessible to all members of the community. If you require this document in an alternative language or

format please do not hesitate to contact us. You can call on 0117 926 2061 and ask for our Diversity, Inclusion, Cohesion and Equality

team, e-mail us at [email protected] or write to us at the following address: Diversity, Inclusion, Cohesion and Equality Team

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iv ‘At a glace’ dashboard1

Table iv(1): Summary of progress against the 102 individual actions

Effectiveness (total of 33 individual actions)

Not started In progress

(on track)

In progress

(unresolved issues) Complete

0 ( at 0) 1 ( at 1) 0 ( at 0) 32 ( at 32)

Efficiency (total of 6 individual actions)


(on track)

In progress


0 ( at 0) 1 ( at 1) 0 ( at 0) 5 ( at 5)

People (total of 63 individual actions)


(on track)

In progress


0 ( at 0) 3 ( from 4) 5 ( at 5) 55 ( from 54)

Note: the figure in brackets provides a visual indication of the direction of travel since the last update report: (steady), (increased) and (decreased)

Fig. 1: Progress against our HMICFRS inspection action plan

1 Figures correct as at Monday 17 May 2021

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1 Foreword

Following several months of intense inspection activity our first HMICFRS inspection report was published on Thursday 20 December 2018. Nobody can deny that it made difficult reading and it has brought the Service into the public spotlight again after a very challenging period since the publication of the Statutory Inspection report in July 2017. We were naturally disappointed with the judgments across several of the inspection criteria. That said, there were four areas where we were pleased that the Inspectorate judged us as ‘good’ and we remain convinced that the organisational learning from the inspections – both of our own Service and others – will improve the fire and rescue service for the ultimate benefit of our communities we are so proud to serve. We will use the findings of our inspection to help us deliver our vision of providing the highest standard and best value service to the community. The overall assessment of Avon Fire & Rescue Service determined by HMICFRS sets a further challenge but there were no real surprises. The Inspectorate’s findings reflect what we already know and have already committed to address and improve. This action plan sets out the way in which we will respond constructively to the report’s conclusions and demonstrate our firm commitment to continual improvement in the months ahead. Finally, we both wish to fully acknowledge the pride, passion and professionalism – qualities which the Inspectors themselves recognised – of all our staff who dedicate themselves day in, day out to providing a service our communities can be proud of. Their individual efforts and achievements are truly valued as we continue towards our strategic priorities of making our communities safer and making our Service stronger.

Councillor Donald Davies Mick Crennell

Chair Chief Fire Officer/Chief Executive Avon Fire Authority Avon Fire & Rescue Service March 2019 March 2019

Councillor Donald Davies

Chair, Avon Fire Authority

Mick Crennell

Chief Fire Officer/ Chief Executive

Avon Fire & Rescue Service

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2 Introduction

2.1 Avon Fire & Rescue Service was inspected by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) in Tranche 1 of its 2018/19 inspection programme, with the on-site fieldwork taking place between Monday 16 July and Friday 20 July 2018. A smaller HMICFRS inspection team re-visited the Service for three days in October 2018 to follow up on a ‘cause of concern’ resulting from the first inspection visit and relating to available capacity in Technical Fire Safety (TFS). 2.2 This is the first time that HMICFRS has inspected fire and rescue services (FRSs) across England. Their focus was on the service FRSs provide to the public, and the way they use the resources available. The inspection assessed how effectively and efficiently Avon Fire & Rescue Service prevents, protects and responds to fires and other emergencies. HMICFRS also assessed how well we look after the people who work for us. 2.3 The national report summarising the results of all 14 fire and rescue service inspections in Tranche 1 is available on the HMICFRS website here. The national Public Perceptions of Fire and Rescue Services in England 2018 report – commissioned by HMICFRS – is available here. 2.4 Avon Fire & Rescue Service’s inspection report and subsequent revisit letters are available on the HMICFRS website be clicking here. 2.5 In carrying out their inspections of all 45 fire and rescue services in England, HMICFRS answers three main questions as shown in Table 2(1) below: Table 2(1): Summary of HMICFRS graded judgments

Principal question Inspection focus

How effective is the fire and rescue service at keeping people safe and secure from fire and other risks?

How well the fire and rescue service understands its current and future risks, works to prevent fires and other risks, protects the public through the regulation of fire safety, responds to fires and other emergencies, and responds to national risks.

How efficient is the fire and rescue service at keeping people safe and secure from fire and other risks?

How well the fire and rescue service uses its resources to manage risk, and secures an affordable way of providing its service, now and in the future.

How well does the fire and rescue service look after its people?

How well the fire and rescue service promotes its values and culture, trains its staff and ensures that they have the necessary skills, ensures fairness and diversity for its workforce, and develops leaders.

2.6 The HMICFRS report sets out their inspection findings. After taking all the evidence into account, they applied a graded judgment for each of the three questions as shown in Table 2(2) below

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https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/frs-inspection-programme-and-framework-2018-19.pdf

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/fire-and-rescue-service-inspections-2018-19.pdf

https://www.bmgresearch.co.uk/wp-content/uploads/2018/11/1578_FRS-survey_2018_full-report_final.pdf

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/avon-fire-and-rescue-service-report-2018-19.pdf

https://www.justiceinspectorates.gov.uk/hmicfrs/publications/frs-assessment-2018-19-avon/

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/avon-fire-and-rescue-service-report-2018-19.pdf

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/frs-judgment-criteria.pdf


Table 2(2): Summary of HMICFRS graded judgments

Graded judgment

Meaning

Outstanding If a fire and rescue service exceeds what HMICFRS expects for good, they will judge it as outstanding.

Good Good is HMICFRS’ ‘expected’ graded judgment for all fire and rescue services. It is based on policy, practice or performance that meet pre-defined grading criteria, which are informed by any relevant national operational guidance or standards.

Requires improvement

If HMICFRS finds shortcomings in the fire and rescue service, they will judge it as requires improvement.

Inadequate If HMICFRS finds serious critical failings of policy, practice or performance of the fire and rescue service, they will judge it as inadequate.

Keeping track of progress 2.7 Section 7 of the National Framework deals with inspection, intervention and accountability and requires us to “… prepare, update and regularly publish an action plan detailing how the recommendations are being actioned.” This action plan will therefore be reviewed by the Service Leadership Team at regular intervals and updated to reflect our progress and the current status of each of our actions listed within the tables contained in sections 3, 4 and 5 of this plan. Table 2(3): Action status monitoring key

No. Meaning Symbol

1 Project / activity ongoing with known issues being resolved 2 Project / activity ongoing with unresolved issues / risks 3 Project / activity not started or halted 4 Project / activity complete

2.8 At its meeting on Tuesday 26 March 2019, Avon Fire Authority resolved that ongoing Member-led scrutiny of progress against this HMICFRS Inspection Action Plan will be provided by its Performance Review and Scrutiny Committee. 2.9 Additionally, the relationship with our HMICFRS Service Liaison Lead (SLL) is crucial. We will maintain regular contact through our HMICFRS Service Liaison Officer (SLO) and via our SLL’s ongoing engagement activity with the Service to keep the Inspectorate updated with progress.

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Commitment to continuous improvement 2.10 Our brand new three-year Service Plan 2019-2022 was approved by Avon Fire Authority at its meeting on Tuesday 26 March 2019 and was published on Monday 1 April 2019. 2.11 Commenting on this significant milestone in our improvement journey, Chief Fire Officer Mick Crennell said:

“We are delighted the Fire Authority has approved and passed our new Service Plan,

meaning we can move forward in continuing to provide an outstanding service that our staff

and local people can be proud of. The Service Plan will come into effect from 1 April and

provides us with the strategic direction to ensure our hard work continues to make our

communities safer and make our Service stronger.”

2.12 The Service Plan outlines our two strategic priorities which will focus our work activities for the next three years: making our communities safer; and making our Service stronger. In order for us to achieve these strategic priorities, we have identified six key objectives as shown in the diagram below.

Making our communities safer:

1. Preventing 2. Protecting 3. Responding 4. Resilience Making our Service stronger:

5. Improving our Service 6. Investing in our staff

2.13 As part of objective five – ‘improving our Service’ – we have committed to achieving an HMICFRS rating of ‘Good’ across all three pillars of effectiveness, efficiency and people over the next three years. We will do this by addressing the findings of our HMICFRS report by assigning responsibility, actions and timescales to all concerns raised as listed within the tables contained in sections 3, 4 and 5 of this action plan. We will continue to commit resources to co-ordinate and report progress to our Service Leadership Team, the Fire Authority and HMICFRS as described above.

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Table 2(4): A summary of Avon Fire & Rescue Service’s inspection results

Effectiveness Requires improvement

Understanding the risk of fire and other emergencies Good

Preventing fires and other risks Requires improvement

Protecting the public through fire regulation Inadequate

Responding to fires and other emergencies Requires improvement

Responding to national risks Good

Efficiency Requires improvement

Making best use of resources Requires improvement

Making the fire and rescue service affordable now and in the future Good

People Inadequate

Promoting the right values and culture Inadequate

Getting the right people with the right skills Good

Ensuring fairness and promoting diversity Inadequate

Managing performance and developing leaders Requires improvement

Table 2(5): Summary of areas for improvement, causes of concern and recommendations for Avon Fire & Rescue Service

Pillar Areas for

improvement

Causes of concern

Critical* Non-critical Recommend

-ations

Effectiveness

(‘requires improvement’) 7 1 -- 1

Efficiency

(‘requires improvement’) 3 -- -- --

People

(‘inadequate’) 5 -- 2 5

TOTAL: 15 1 2 6

* A ‘critical’ cause of concern relates to immediate issues relating to public safety and results in a letter from HMICFRS (and subsequent action planning) before the publication of the inspection report.

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3 Effectiveness (How effective is the service at keeping people safe and secure?)

Overall summary

Effectiveness Understanding the risk of fire and other emergencies

Preventing fires and other emergencies

Protecting the public through fire regulation

Responding to fires and other emergencies

Responding to national risks

Requires improvement Good Requires improvement Inadequate Requires improvement Good

Action plan HMICFRS

report page ref.

Item Issue Our actions and/or response Lead Director / Statutory

Officer

Lead Officer Timescale Cross-reference to other plans

and documents

Remarks

Understanding the risk of fire and other emergencies

9 Area for improvement

The service should ensure that staff are aware of the procedures for gathering and disseminating risk information about temporary events that are held within the service area, ensuring that the information is relevant and up to date.

We will: State of Fire and Rescue 2019 (pp 84)

Introduce a new system for the publication of temporary event risk information to ensure that such intelligence is available to all staff across the whole Service area (including Fire Control and flexi-duty officers).

ACFO – Service Delivery

Area Manager – Operational Response

February 2019

Update Apr 19: New Public Event Alert! system has been created and implemented. All staff now receive notification of an event based on the size of the event. Information is still placed on the SAG calendars and liaison with Technical Fire Safety and Risk Intelligence Unit is carried out to share event information.

ACFO – Service Delivery Support

Area Manager – Service Delivery

Support

Continue to ensure that the Service is suitably represented on local authority Safety Advisory Groups (SAG) meetings to ensure that information on relevant events is received into the Service, fire and rescue service-related advice is provided to organisers (covering prevention, protection and response).


Area Manager – Risk Reduction

Ongoing (business as

usual)

Continue to populate our SAG event calendar with details of temporary events.




usual)

Dependent on the size of the event, produce a Temporary Tactical Response Plan (using the National Fire Chiefs’ Council template for national consistency) and ensure that this is distributed to all relevant staff.




usual)

Ensure that Avon Fire & Rescue Service is suitably represented at any table-top exercise or other preparatory briefing organised by the event




usual)

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HMICFRS report

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management team.

Review our existing standard operating procedure for the production of event operational orders to ensure it reflects our revised procedural and document changes detailed above.



Support

June 2019

Update Apr 19: This has been drafted and Technical Fire Safety and the Risk Intelligence Unit are producing the final version prior to consultation and publication. Update May 19: A user guide for event operational orders has been issued; this will, in all probability, mean that the standard operating procedure will be withdrawn as the user guide is adequate. This piece of work is taking place in the next four weeks (by the end of May 19). Update Jun 19: The new system has been embedded and updates are issued every fortnight on the intranet.

Preventing fires and other risks


The service should ensure it targets its prevention work at people most at risk.

Work had already started on this area as, prior to the HMICFRS inspection, we recognised that we needed to target prevention more specifically at those most vulnerable. We will be changing the way we provide Home Fire Safety Visits (HFSV) and advice and will be linking this to our introduction to Safe and Well Visits. We have reviewed our referral mechanisms and how we target the most vulnerable individuals. Additionally, we will:

Internal Improvement Action Plan:

Rec. 5, Work Package 5(2) Project Executive: Director of Corporate Services State of Fire and Rescue 2019 (pp 90-93)

Rec. 5, Work Package 5(2): “Develop a Collaboration Strategy that includes … engaging in the work of the South West Emergency Services’ Collaboration Board to maximise opportunities between blue light services.” (this includes Safe+Well home visits on page 16).

We will review our HFSV referral mechanisms and how we subsequently target the most vulnerable within our communities.



April 2019

Revised process detailed in Service Delivery Memo 09/2019, sent to HMICFRS SLL on 12 Mar 19 and clarified in a further ‘all staff’ e-mail dated 04 Apr 19. Update Apr 19: Eligibility for HFSVs

Following an in-depth review of our referral mechanisms (both public and agency) and affirmation of our target audiences, 01 Apr 19 saw the implementation of a new way of

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working to generate HFSVs to ensure, far as possible, that HFSVs are delivered to those most in need of our support. So that we can reach the most vulnerable in our communities, members of the public must now satisfy eligibility criteria to receive a HFSV (note: a degree of professional judgement remains where there are concerns about an individual). Those who are not eligible for a HFSV are offered fire safety advice in an alternative format, ie via our website and in the post. Changes made include: Our website has been

updated to capture information that allows us to determine if a person or premises is ‘target audience’ and if they are eligible for a HFSV. In the case of agency referrals, additional information captured also allows us to tailor our visits to individual needs, providing them with the best support possible at the time of the visit.

Where an agency does not use our website to refer clients, existing alternative referral tools/methods have been revised to mirror the above, and distributed to those agencies.

Our website has been updated to include information about HFSVs and our eligibility criteria, and further support for those who do not meet the eligibility criteria.

Staff have been advised of the changes so they can adapt their approach to

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HFSVs accordingly, and processes and systems have been reviewed to support the new way of working.

A review will take place in July 2019, and three-monthly thereafter, to monitor progress and make any necessary adjustments.

Generation of HFSV requests

A number of HFSV referrals are generated by station-based staff, and in Apr 19 work begins to refresh staff knowledge of Big Picture and other ways to identify and engage with vulnerable people in our communities, including BAME communities. This will include visits to stations to deliver a training package. Work will also begin to identify the best method of recording station-based prevention activity, so that good practice and successes can be shared and adopted Service-wide.

We will review how we respond to requests for HFSVs in the areas covered by our wholetime fire stations and our on-call fire stations.



April 2019 May 2019

September 2019 December 2019

Update Apr 19: This work is ongoing and the business case with the proposed changes is currently being produced. This will be presented at the May 19 Service Delivery Team meeting for approval. Update May 19: This work is ongoing and is due to be completed in Sep 19. Update Jun 19: Progressing in line with Sep 19 completion date. Update Jul 19: As per previous update. Update Aug 19: As per previous update. Update Sep 19: Work ongoing and currently being covered by community safety workers (CSWs). This work has now been

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aligned to the action below relating to how our CSWs work. Update Jan 20: Action complete.

Review how our community safety workers operate to ensure their specialist skills are used to protect the most vulnerable in our communities (including those requiring the most challenging or bespoke multi-agency interventions).



April 2019 June 2019

December 2019

Update Apr 19: Partially complete due to the changes in the referral process that has been carried out. The team will now focus on more targeted interventions. Timescales for completion of Level 2s is being reviewed. This should be complete by Jun 19. Update May 19: This work has started and due to the initial finding s this will now be completed by Dec 19. Update Jun 19: As per previous update – no new work developed since last update. Update Jul 19: As per previous update – no new work developed since last update. Update Aug 19: As per previous update – no new work developed since last update. Update Sep 19: Work is ongoing to meet the Dec 19 deadline. Update Oct 19: This work is ongoing with the proposed new working system to be introduced on 01 Jan 20. Update Nov 19: Admin. support identified and staff have been informed of the changes – ‘go live’ date first week of Jan 20. Update Dec 19: As per previous update. Update Jan 20: Action complete.

Review our existing partnership agreements to ensure that they include suitable monitoring arrangements. All future partnerships will be expected to have clear outcomes and expectations, particularly in relation to the targeting of those most at risk.



April 2019 December 2019

Update Apr 19:

In May 19 work will begin to implement a new Community Safety Partnership Agreement for all referring agencies. This will ensure that: Partner objectives remain

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current. Partnerships maintain a good

level of activity in relation to the generation of HFSVs.

Processes are in place to identify where a partnership may be nearing the end of its natural cycle or where activity has greatly reduced/ceased, and either reinvigorate or close the relationship.

In the case of all types of partnership: Work has begun to update the

existing partnership set-up and review forms, to include the robust review and potential closure of partnership arrangements.

Systems will be put in place to better review all partnerships, with relevant review tools and information which will enable partnership leads to do this quickly and efficiently.

Update May 19: Work ongoing and delayed due to other projects; to be completed by Dec 19. Update Jun 19: Ongoing and due to be completed in line with Dec 19 completion date. Update Jul 19: Ongoing and due to be completed in line with Dec 19 completion date. Update Aug 19: Ongoing as per previous update. Update Sep 19: Partnership agreement has been produced and a meeting of key stakeholders is scheduled for the 10 Oct 19 to complete this work. Update Oct 19: Final amendments made with additional GDPR narrative added; to be introduced in Jan 20. Update Nov 19: As per previous

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update – final draft being produced and ready for implementation in Jan 20. Update Dec 19: As per previous update. Update Jan 20: Action complete.

Area for improvement

The service should ensure staff understand how to identify vulnerability and safeguard vulnerable people.

We have already reviewed our safeguarding policy and procedures and introduced a new reporting form which is now used for all safeguarding signposting and referrals. These returns are assessed by our community risk reduction staff who have enhanced safeguarding training and are able to refer them on to appropriate specialist agencies when required. They also provide feedback to the staff who originally submitted the safeguarding form, offer support and suggest interventions that could be considered where the threshold for an onward outside referral has not been reached. We will ensure that all staff at all levels across the Service (both operational and corporate) receive refreshed safeguarding training commensurate with their level of safeguarding responsibility within the organisation. Specifically, we will:

State of Fire and Rescue 2019 (pp 17, 44,92-93)

Produce and make available an online e-learning training package for all Service staff and monitor completion rates.



March 2020

Update Apr 19: Purchase Requisition Authorisation (PRA) is being completed to secure suppliers to produce online package. This will be completed by the end of Apr 19. Update May 19: E-learning package identified, finance approved through the Learning & Development Department. Awaiting confirmation from IT that our systems support the programme. Update Jun 19: Cylix have produced the module. This has been downloaded and checked and it is all functioning effectively. Agreed to remove the old safeguarding module and replace it with the new one from 01 Jul 19. Service Delivery Memo to be circulated Service-wide about the new module. Update Aug 19: E-learning module produced and went live on 01 Aug 19 – action complete.

Follow up the e-learning package with a one-day face-to-face training input for all operational staff and other relevant managers.

Revised action (Mar 21):

“Refresh of the online learning, regular updates on



December 2020 December 2021

June 2021

Update Apr 19: Some training has started with new Risk Reduction staff and some flexi-duty officers. Dates to be discussed with the

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safeguarding via a dedicated intranet page, question and answer sessions online and Zoom sessions quarterly held by safeguarding leads in Vulnerable Adults and Children and Young People where information will be shared with all staff.”

Resource Planning Unit. This planning is due to be completed by Jun 19. Update May 19: Resource Planning Unit (RPU) contacted and discussion around priority and best way to deliver the training. Non-crew based training has been requested; waiting on confirmation from RPU. Requested that all operational staff, corporate staff managers, Fie Control and flexi-duty officers receive the training. Update Jun 19: Still waiting on dates from RPU and the confirmed delivery method. Update Jul 19: As per previous update – dates are being identified through RPU. Update Aug 19: As per previous update – dates are being identified through RPU. Update Sep 19: A number of dates have been identified and RPU are booking these in with the relevant personnel. Update Oct 19: Dates are still being booked in with RPU and commitment has also been made to carry forward the training into the next training year if required. Update Nov 19: Due to the resignation of the Children and Young People (CYP) manager this training may now have to be outsourced. Work will begin in the first week of Dec 19 to source providers and discuss requirements. Update Dec 19: Recruitment for a new CYP Manager will start in Jan 20 and work will begin (if necessary) to outsource the training. The Service will also meet with the NFCC lead for training to QA our processes.

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Update Jan 20: Ongoing as per previous update. Update Feb 20: The Vulnerable Adults Manager has received new guidance from the NFCC re: training. Work is now being carried out to match the recommendations and requirements to our current training and make any necessary changes to our training plan. Update Mar 20: Ongoing as per previous update to align this with NFCC recommendations. New Children and Young People (CYP) manager now in place. Update May 20: Ongoing and delayed due to one Crew Manager vacancy in Vulnerable Adults and the impact of COVID-19. Update Jun 20: Ongoing and delayed due to one Crew Manager vacancy and COVID-19 impact. CYP and Vulnerable Adults managers have made contact with NFCC safeguarding to organise Level 3 and 4 training for them; awaiting a response. Update Jul 20: Ongoing as per previous update. Update Aug 20: Crew Manager vacancy in Vulnerable Adults filled (wef 17 Aug 20). Work ongoing: Levels 3 and 4 safeguarding training dates will be in Oct 20. Update Sep 20: Ongoing as per previous update. Update Oct 20: The safeguarding training which was scheduled by the NFCC has been postponed due to the current pandemic and delivery model. Alternative training is also being sought, potentially from local authority partners. Otherwise this is

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ongoing. The Training Management Group approved the recent submission for next year’s training calendar for the safeguarding training to be carried out. Update Nov 20: Ongoing as per previous update; external training providers are being sought as an alternative option. Update Dec 20: Training is booked with the NFCC in Jan 21 for the Children and Young People (CYP) and Vulnerable Adults (VA) Managers. Once this is complete they will be able to start the training delivery face-to-face as planned. Update Jan 21: Training by NFCC is still on course to be completed this month and further actions will then be completed as per previous update. Update Mar 21: The decision has now been made to alter this action. Due to the delay in training announced by NFCC, the following actions will now complete this aspect of the Action Plan: “Refresh of the online learning, regular updates on safeguarding via a dedicated intranet page, question and answer sessions online and Zoom sessions quarterly held by safeguarding leads in Vulnerable Adults and Children and Young People where information will be shared with all staff.”

This action will be complete by 31 May 21. Update Apr 21: As per previous update. This revised action has now transitioned to ‘business as usual’ and is therefore marked as complete on this action plan.

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In order for staff to understand difference and identify potential vulnerability within our Service area, the DICE team will create a page on the intranet which outlines key demographic information for the population of the former Avon area. This will be accessible to all staff.


Culture & Inclusion Manager

April 2019 June 2019

August 2019 March 2020 April 2020

Update Apr 19: Relevant data is currently being gathered and processed for presentation on the new intranet page. Update May 19: All data has now been gathered and the Corporate Communication Team is in the process of uploading the information onto the intranet. Update Jun 19: Format for distribution is currently being agreed in preparation for intranet upload. Anticipated completion end of Jun 19. Update Jul 19: Formatting of data taking place with expected completion w/c 12 Aug 19 for publication. Update Sep 19: Formatting the data across all areas has been problematic. Checking accuracy has raised questions regarding additional data or alternative approaches to the data used. ONS data will now be used. This is a greater piece of work that was originally anticipated. Work in progress but unable to provide a detailed timeline. Update Oct 19: Culture & Inclusion Manager is working with the Race Equality Strategic Leaders’ Group Delivery Manager at Bristol City Council to obtain more accurate key demographic information. Culture & Inclusion Manager and IRMP team working collaboratively to establish best method for importing data into SQL. Work in progress but unable to provide a detailed timeline. Update Mar 20: Culture & Inclusion Manager has obtained demographic data and is working with Corporate Communications

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to create space on Intranet for data to be uploaded and published. Current COVID-19 virus lockdown has impacted on progress due to priority focus on supporting the Service and communities through the crisis. Update Jun 20: The DICE Officer has completed the demographic data collection for our Service area and had submitted a summary and a more comprehensive report to Corporate Communications for publishing on the intranet. Both documents will be live before 30 Jun 20.

Protecting the public through fire regulation


The service should ensure it addresses effectively the burden of false alarms (termed ‘unwanted fire signals’).

We acknowledge HMICFRS’ concerns regarding the burden of unwanted fire signals and agree that that way in which we respond to automatic fire alarms needs to change. We recognise the disproportionate effect our current response to alarms has on our ability to focus on other vital activities such as community safety interventions and risk-critical firefighter training We have therefore developed detailed proposals to change the way in which plan to respond in the future. Subject to the outcomes from public consultation, we will:


Recs. 30-32 (see also Service Plan 2019-2022, pages 13 and 26) State of Fire and Rescue 2019 (pp 15, 88-89)

Change the way in which we respond to automatic fire alarms in accordance with an evidence-based business case by December 2019. Higher risk premises will still receive a proportionate response but calls to alarms in low risk premises will receive a reduced response to ease the operational burden and allow our staff to maintain their focus on prevention, protection and risk-critical training activities.



December 2019 April 2020

Service Plan 2019-2022:

Objective 3 – Responding (pages 26 and 27)

Update Apr 19: Service Plan 2019-2022 approved by Avon Fire Authority on 26 Apr 19 – includes amended proposals for future response to AFAs. Update Jul 19: Following a number of internal meetings it is believed that this piece of work could be delayed for 18 months due to the risk modelling that is required to define ‘high risk premises’. There is a large amount of work to be done and in order to completely ensure we are targeting and attending the most high risk premises the risk profiling needs to be completed. Internal stakeholder meetings are

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being held to plan for the implementation and how this affects mobilisations and media etc. but the risk profiling is in its infancy. The Service may be able to implement a process sooner but there is a danger that this will not include all the data to determine high risk premises. Sufficient resources also need to be allocated to the Service Transformation Team to progress this work. Update Aug 19: As per previous update – implementation now Apr 20. Internal meeting of key stakeholders took place on 18 Jul 19 to discuss actions and an interim plan with regards to high risk premises. As per previous update with regards to the risk modelling – implementation date now 01 Apr 20. Update Sep 19: Work has been completed on some initial risk modelling to identify high-risk premises. These will now be discussed with the stakeholders and professional judgments made to determine final list and risk ratings. Update Oct 19: Work ongoing in line with Apr 20 deadline. Update Nov 19: As per the Oct 19 update. Update Dec 19: Work ongoing as per previous update. Update Jan 20: Work ongoing as per previous update. Update Feb 20: This work is ongoing. Group Manager – Risk Reduction is to present to SLT on 27 Feb 20 on the final process and proposals for high-risk premises. This is on track for

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implementation on 01 Apr 20. Update May 20: New automatic fire alarm response policy came into force ahead of schedule on 20 Mar 20 as part of our response to the COVID-19 pandemic – see Service Delivery Memo 17/2020. Action complete.

Produce an engagement pack which we will share with businesses to educate and provide advice on prevention of unwanted fire signals. We will follow best practice and engage with the National Fire Chiefs’ Council (NFCC) and regional working groups.



June 2019 December 2019

April 2020

Update Apr 19: Not yet started due to only having confirmation of Service Plan approval at the Fire Authority meeting on 26 Mar 19. Group Manager – Risk reduction to provide scoping document for implementation by 31 May 19. Update May 19: Scoping document being produced with action plan and timescales to be presented. Update Jun 19: Plan now in place to be presented to the Service Leadership Team in Aug 19 with proposals to implement changes. Update Jul 19: As per Jul 19 update comments above. Update Aug 19: As per previous update – this is now dependant on the risk modelling. This will not be presented in the Aug 19 meeting but an update will be provided at SLT by Group Manager – Risk Reduction. Engagement pack now due for completion Dec 19. Update Sep 19: Work is ongoing in line with proposed deadline. Update Oct 19: Work is ongoing in line with proposed deadline. Update Nov 19: As per the Oct 19 update. Update Dec 19: Work ongoing as per previous update. Update Jan 20: Work ongoing; the pack will now be provided by crews who respond to alarms

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prior to the ‘go live’ date. They will also be given once the new mobilising procedure is in place. Update Feb 20: A new engagement leaflet has been produced which will be given to businesses from 01 Mar 20 onwards. Existing materials have been updated and will be available to staff. Letters have been sent to Alarm Receiving Centres. Press and social media messages have been produced ready to go live from 01 Mar 20. Update Mar 20: Action complete.

Arrange a number of alarm seminars across our Service area and invite Alarm Receiving Centres (ARCs) and businesses to attend. We will engage with them and provide advice and support on how to manage and maintain their alarm systems effectively. Action cancelled Jan 20 (removed from overall figures and dashboard on page 4).



December 2019 March 2020

Update Apr 19: Not yet started due to only having confirmation of Service Plan approval at the Fire Authority meeting on 26 Mar 19.

Update May 19: As per previous update – this work will form part of the Technical Fire Safety manager’s work plan to deliver by Dec 19.

Update Jun 19: As per previous update. This work will form part of the TFS manager’s work plan to deliver by Dec 19 – ongoing.

Update Jul 19: As per Jul 19 update comments above.

Update Aug 19: As per previous comments – this may be delayed due to risk modelling.

Update Sep 19: As per previous update.

Update Oct 19: Work is ongoing but seminars have now been moved to Feb and Mar 20.

Update Nov 19: As per the Oct 19 update.

Update Dec 19: Work ongoing as per previous update.

Update Jan 20: This has now

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been cancelled as it has shown to be more effective by engaging with business owners through fire safety inspections and attendance at alarms. Social media will also be utilised to engage with business owners and workers.

Introduce a system of regular updates of all calls that are call challenged by our Fire Control so that we can carry out suitable interactions. We recognise that the poor management of an alarm system may also be a proxy indicator of poor compliance against the Regulatory Reform (Fire Safety) Order 2005. Although not in all cases, it may be a useful indicator for any additional targeted interventions which may be required.



June 2019 April 2020 July 2020

Update Apr 19: Not yet started due to only having confirmation of Service Plan approval at the Fire Authority meeting on 26 Mar 19. Group Manager – Risk reduction to provide scoping document for implementation by 31 May 19. Update May 19: As per previous update – work is ongoing. Update Jun 19: Ongoing in line with agreed timescales in action plan. Update Jul 19: As per Jul 19 update comments above. Update Aug 19: Meeting held on 18 Jul 19 to discuss this action and how it can be managed on a monthly basis. Start date and implementation delayed until 01 Apr 20. Update Sep 19: As per previous update. Update Oct 19: Work is ongoing in line with proposed deadline. Update Nov 19: As per the Oct 19 update. Update Dec 19: Work ongoing as per previous update. Update Jan 20: Work is ongoing as per previous update. Update Feb 20: The standard operating procedure for unwanted fire signals is being refreshed which will include new details on interventions to manage repeat calls to repeat premises. Update Mar 20: Work is ongoing as per Feb 20 update.

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Update May 20: Revised standard operating procedure nearing completion; ready by Jul 20. Update Jun 20: As per update in May 20. Update Jul 20: Action complete – forwarded to Negotiating Committee.

12 Cause of concern

Avon FRS isn’t doing enough to keep the public safe through regulation of fire safety. Its risk-based inspection programme is entirely reactive, as its inspection department doesn’t have enough staff. Recommendation

By 31 March 2019, the service should make sure it has allocated enough resources to a risk-based inspection programme. This allocation must be informed by local risk and enable the service to fulfil its statutory obligations relating to technical fire safety.

This cause of concern was relayed to the Chief Fire Officer in HMI Wendy Williams’ letter dated 2 August 2018 and was the subject of a revisit between 16 and 18 October 2018. In response to this cause of concern, we submitted our detailed response including our remedial action plan on 31 August 2018. We will:


Rec. 25 Project Executive: Director of Corporate Services

Service Plan 2019-2022: Objective 5 – Improving our Service (page 33) State of Fire and Rescue 2019 (pp 31-33, 84-88)

Rec. 25: “An organisational strategy will be produced and a skills gap analysis undertaken of SMB and support staff roles. “We will rebalance our resources across our prevention, protection, response and resilience workforce. We will review the structure of our support functions and adapt where required.”

Stage 1 (by end of 2018) – 14 staff (current projected model plus addition of two Green Book experts) Ensure that the Protection function is fully staffed back to 12 officers with additional two ‘Green Book’ staff to cover building regulations, thus freeing up other staff to return to audits and prosecution work.



December 2018 July 2019 Update Apr 19: 0.5 FTE qualified

Fire Safety Officer appointed and started 06 Feb 19. Update May 19: This action will be marked as complete along with Stage 2 (below) on 01 Jul 19 as implementation includes eight Green Book posts rather than the originally-intended six. Update Jun 19: As per previous update. Update Jul 19: As per previous update.

Stage 2 (medium term) – 19 staff (six Watch Managers, six Green Book, seven Crew Managers) As part of the IRMP outcomes within 2019 increased to 19 staff, with a mixture of trained and in training. The ratio is dependent on the balance between Green and Grey book.



May 2019 June 2019 July 2019

Update Apr 19: Service

Leadership Team approved the TFS business case for the eight additional Green Book posts on 26 Feb 19. Recruitment process underway and interviews being held w/c 08

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file://///AFRS.GOV.UK/AFRSDATA/AFRSDATA/Strategic%20Planning/Internal%20Improvement%20Team/HMICFRS/Cause%20of%20Concern%20-%20Aug%2018/31.08.18%20response%20-%20HMI%20Wendy%20Williams%20via%20e-mail.pdf




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Apr 19 for eight Green Book fire safety officers. Establishment will be 20.5 FTE – start date of new posts planned for 03 Jun 19. Update May 19: Eight additional Green Book posts have been appointed. Staff will start on 01 Jul 19 for an induction week followed by a basic fire safety foundation week. Establishment will be 20.5 FTE – start date of new posts now confirmed as 01 Jul 19. Update Jun 19: As per comments in May 19 update (above). Induction w/c 01 Jul 19 for new trainees. Update Jul 19: Six new Green Book staff have now started and are in their departments following two weeks of induction and basic fire safety training. One additional new Green Book member of staff to start on 06 Aug 19. One other is now on maternity leave. As of 06 Aug 19 the establishment will be 20.5 FTE which includes a mixture of Green and Grey Book staff. Update Aug 19: Green Book member of staff due to start on 12 Aug 19 has now turned down the job. Therefore our establishment is19.5 FTE (as of 12 Aug 19).

Stage 3 (by the end of 2019) – 24 staff (six Watch Managers, eight Green Book, 10 Crew Managers) As part of our IRMP outcomes for December 2019 – move to 24 staff with ratio dependent on the percentage split of Grey Book and Green Book staff.



December 2019 March 2020

Update Apr 19: TBC – subject to longer-term commitment from Service Leadership Board and work as part of changes outlined in the Service Plan 2019-2022. Update May 19: No further update – this is as per previous comments. Update Jun 19: No further update – this is as per previous comments.

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Update Aug 19: No further update – this is as per previous comments. Update Sep 19: Further business case submitted following request from CFO for Stage 3 to approve the appointment of remaining staff. Awaiting SLB approval to increase the department to 24 staff on a temporary basis whilst work is completed on the risk modelling. This risk modelling which is due to be completed within 18 months will then determine where our resources are required and will impact across the entire organisation balancing our resources to risk. Update Oct 19: V3.0 of the business case for Stage 3 was approved by the Chief Fire Officer on 10 Oct 19. This will see an advert released for the recruitment of four Watch Manager Bs (via external transfers) who are qualified in fire safety. This will see the establishment temporarily increased to 24 staff with a review of numbers once the risk modelling has taken place. The procurement process has been started to employ a consultant on a part-time basis – initially for six months – to work within TFS on building regulations submissions. Quotes have been received and recommendations made. Currently with the CFO for approval and sign off. Update Nov 19: Advert has been released for external transfers and closing date was 08 Nov 19. We have had one external applicant at Watch Manager B who is qualified in fire safety. Internal transfer opportunities will now be looked at to fill the

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remaining vacancies. Appointments are expected by 31 Dec 19. The procurement approval process for the appointment of a fire safety consultant was signed off by the CFO and Treasurer on 01 Nov 19. IT has been approved and GDPR agreement signed by both parties. The consultant will be employed two days/week to complete Building Regs. submissions on behalf of the Service and started on 06 Nov 19. Update Dec 19: The external candidate withdrew their application so this has not progressed. The internal transfer panel has filled three vacancies. One will be in place from 06 Jan 20, one from 04 Feb 20 and a date for the third has yet to be confirmed due to difficulties in releasing them from their current role. The consultant has now been in place for a month. The total headcount against the action plan is now 22.5 FTE staff once these staff are in place. We still have 1.5 vacancies against the action plan and will advertise these in Jan 20. Update Jan 20: Currently -2.5 (so 21.5FTE) in Technical Fire Safety; this is due to an external candidate withdrawing from a transfer and the substantive promotion of SM(TFS) who has been acting as the TFS Manager and whose substantive post was as a WM in TFS. The 0.5 post is currently vacant although we have employed a fire consultant for six months which has, in the interim, covered the 0.5 FTE post. Going forward this post will be covered and filled and the consultant will be retained outside of the

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establishment. This has been budgeted for the next 12 months. We are looking at the results of the recent supervisory managers’ promotion process to advertise the vacancies for Crew Managers. Update Feb 20: Advert is currently out for two Crew Managers to transfer to the Technical Fire Safety department. This has been sent to both wholetime and on-call Crew Managers; closing date is 21 Feb 20. Update Mar 20: One expression of interest received from an on-call Crew Manager. Advert will go external if we are unable to fill vacancies. As of 06 Mar 20, we are currently dealing with 96% of Building Regulations within statutory timescales whilst increasing the numbers of fire safety audits completed, maintaining performance against licensing applications and continuing with ongoing prosecution activity. Update May 20: Still 2.5 FTE vacancies – 0.5 FTE post to be interviewed shortly. Various attempts have been made to fill these remaining vacancies via internal adverts and external adverts for substantive Crew Managers. In addition, we have been unable to attract newly promoted Crew Managers into the Technical Fire Safety department. The Community Fire Safety department is also experiencing a similar problem with recruitment into Children and Young People (CYP) and Vulnerable Adults (VA). Since the original HMICFRS visit in Jul 18, we have seen dramatic improvements in our performance

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and are currently dealing with 99% of Building Regulations and licensing applications within statutory timescales whilst increasing the numbers of fire safety audits completed, maintaining performance against licensing applications and continuing with ongoing prosecution activity. Update Jun 20: 0.5 FTE TFS post has been substantively filled; Technical Fire Safety is now 2 FTE Crew Manager posts short. An internal and external advert has gone out with a closing date of 30 Jun 20. In addition to these vacancies, there are several people with transfer requests to leave TFS which will compound the shortfalls if these moves are authorised. Update Jul 20: Still one Crew Manager (CM) post under establishment in TFS. One new CM will start in Aug 20 leaving one under full strength – a further CM is due to be interviewed in Aug 20 to fill the remaining post. Vulnerable Adults’ CM post has attracted applications from several CMs who will be interviewed at the end of Jul 20. HM Government has issued direction following Phase 1 of the Grenfell Tower Inquiry under the new Building Risk Review (BRR) programme to carry out additional work with a deadline of Dec 21. This additional work will require dedicated and additional TFS inspectors which will be funded by a central government grant in Jul 20. We will now need to advertise for these additional staff in order to progress this function. Update Aug 20: One new TFS Crew Manager started at the

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beginning of Aug 20 (the other applicant did not meet the essential criteria so was not interviewed); this brought the department’s staffing up to 23 FTE. Another TFS Crew Manager has since left the department on promotion back to Service Delivery, reducing the number of staff back to 22 FTE. Recruitment will now start for the additional staff required as part of the Building Risk Review (BRR) programme. Update Sep 20: 22 FTE as per last update. We are running a Crew Manager (CM) promotion process shortly and will take steps to fill Technical Fire Safety CM vacancies from these personnel. From Fire Authority report #14 (20 Sep 20), para. 3.18: “One successful candidate has filled a CM post which takes us to 23 FTE. However, we will be losing another CM due to a recent promotion. It is also anticipated that another 1.5 FTE posts could also become vacant this autumn following expected retirements. This could reduce the TFS staffing to 20.5.” Update Oct 20: Interviews have now been completed and staff have been offered roles; currently no staff have expressed an interest in working in Technical Fire Safety (TFS). A further decision is now needed around identifying people to be moved into TFS. This month sees the retirement of a uniformed member of TFS staff who works part time – this will reduce TFS staffing to 21.5 FTE. Update Nov 20: A further staff member retires this month which will leave TFS staffing at 20.5

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FTE (-3.5 FTE posts) – whilst there will be fluctuations in staffing against the action we have not yet reached the establishment figure of 24 FTE. Further discussions are being held around compulsory moves as part of the Crew Manager rotations in and out of the TFS department. Update Dec 20: Staffing is now at 20.5 FTE due to a retirement. We do have a Crew Manager on the transfer list and are waiting for a start date; this would take the department back to 21.5 FTE which would equate to 2.5 FTE short of the target establishment of 24. There is the possibility of an external transfer coming into the Service as part of the recent transfer programme but this is to be confirmed. Further discussions are to be had at Service Leadership Board level. Update Jan 21: Current TFS staffing level stands at 21.5 FTE; meeting being held on 25 Jan 21 to discuss how to fill remaining vacancies. GM Quinton to present options for consideration and approval. Additional update post-SLT (held on 28 Jan 21): Following a meeting of the Service Leadership Board (SLB), AM Liddington and GM Quinton on 25 Jan 20, SLB has agreed to recruit three additional Green Book fire safety inspectors. These posts will be realigned from the Grey Book establishment within TFS which were vacant. This will see the establishment at 24.5 FTE. The additional 0.5 FTE post over establishment will be funded from the savings made from the transfer from Grey to Green Book

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conditions. Advertisements will go out w/c 01 Feb 21. Update Mar 21: Over 70 applications received and candidates have now been shortlisted. Interviews are scheduled to take place on 14/15 Apr 21. Update Apr 21: Interviews carried out on 16 and 19 Apr 21 with three appointments made. Anticipated start date is Jun 21. Business Fire Safety staffing now at 24.5FTE – action complete.

Review our risk-based inspection programme to ensure that our protection interventions are targeted at those premises which present the greatest risk. We have already purchased an additional Experian data set which will help us to target inspections via risk scoring to meet the requirements of both the Regulatory Reform (Fire Safety) Order 2005 and operational risk inspection visits undertaken in accordance with section 7(2)(d) of the Fire and Rescue Services Act 2004. Revised action (Jan 20)

The wording with strike-through above has been removed from the description of the action as the Experian data set was purchased but did not provide what was requested; a refund has therefore been obtained.




Update Apr 19: Work has started as part of the Service Improvement Team with risk modelling. The Risk Reduction Department is now waiting on introduction of the Service Improvement & Transformation Team to progress this work as the project impacts on a number of departments across the Service and it needs co-ordinating and strategic direction. Update May 19: Work has started on risk scoring. A meeting of all internal stakeholders was held on 03 Apr 19 with examples shown. The longer-term plan is dependent on the implementation of the Service Improvement & Transformation Team. Update Jun 19: No further update – this is as per previous comments. Update Jul 19: This work will be potentially delayed for 18 months as the risk modelling could take this amount of time. In order to ensure this has been done sufficiently utilising all data sets a considerable amount of work is required. Until this time the current definition which includes

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sleeping risk will continue to be used. However, following Tranche 2 of the HMICFRS inspections the Service acknowledges the comments made by the HMICFRS which say that a standard definition in relation to ‘high risk premises’ should be developed nationally; this obviously has implications on our work. Update Aug 19: As per previous update. Update Sep 19: Work is ongoing on this project – no further updates since the last submission. Update Oct 19: Work is ongoing on this project – no further updates since the last submission. Update Nov 19: Work has been completed on some initial risk modelling to identify high-risk premises. These will now be discussed with the stakeholders and professional judgments made to determine the final list and risk ratings. This will see some changes to the risk-based inspection programme on an interim basis. This also matches work done with regards to the definition of high-risk premises for unwanted fire signals. Update Dec 19: Work is ongoing and it is hoped to have an interim risk-based inspection programme in place by 31 Jan 20. Update Jan 20: Work is progressing. The TFS Manager and Group Manager – Risk Reduction are visiting Merseyside on 29 Jan 20 for a NFCC risk based meeting. Once this has been attended the draft plan will be revised to align to any current national thinking. This will

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hopefully be released mid-Feb 20 for comment to ‘go live’ early Mar 20. It has been decided to wait until after the meeting to avoid any duplication or conflict with national thinking. Work still needs to be done to progress the wider risk-based stratification which will, in turn, help support a TFS risk-based inspection programme. Update Feb 20: An interim RBIP based on incident data from the IRS data and Experian data has now been developed. This is currently being tested for risk ratings and accuracy based on previous inspection history. This is to go live from 01 Mar 20. Update Mar 20: Interim RBIP now complete and live. Update Sep 20: The updated RBIP highlighted a number of very high risk premises within the Avon FRS area. This number has been increased significantly with the addition of premises highlighted by the Home Office, under the Building Risk Review (BRR) programme. We are now working in line with the updated RBIP to put into place a system which will put these premises into a priority order of very high and high risk for inspection purposes; this will then drive our auditing work based on risk priority. Update October 20: The risk-based inspection programme (RBIP) has been reviewed as per the action and is now complete. The RBIP now uses a number of data sets to identify those which are classed as ‘very high’ and ‘high’ risk. These premises will now be proactively inspected by staff from the TFS department and the data inputted into CFRMIS to gain a further risk

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score and re-inspection frequency in line with the national audit form. The RBIP is now a live document and will be reviewed as and when required and in time additional data sets may be added to refine even further those premises that are deemed very high risk. Note: The RBIP was previously deemed an interim policy – to provide clarity, the term ‘interim’ refers to the Service risk profiling and stratification programme of which the protection element (and in particular the RBIP) is one part of this larger piece of work which is ongoing. However, this does not relate to this particular action point within this improvement plan.

Responding to fires and other emergencies


The service should ensure it understands what it needs to do to adopt national operational guidance, including joint and national learning. It should then put in place a plan to do so.

We acknowledge the importance of the implementation of national operational guidance (OG) to ensure national consistency in operational guidance and procedures. This will, in turn, lead to more effective joint working when operating with other fire and rescue services on cross-border, regional or national incidents. We will:

State of Fire and Rescue 2019 (pp 34, 81-82)

Produce a national operational guidance implementation plan including a strategic overview of the project, recommended scope, collaboration opportunities, costs, benefits, deliverables, dependencies and outline project schedule.



Support

January 2019

A key dependency is the availability of the centrally-provided OG service integration tool which has now been further delayed until summer 2019.

Increase available managerial capacity by transferring three Watch Managers into the Risk Intelligence Unit to drive forward the OG implementation project.



Support

January 2019

Update Apr 19: An additional temporary three-month appointment for a Crew Manager in the Risk Intelligence Unit has been published (closing date 23 Apr 19).

Nominate subject matter experts (SMEs) to complete gap analysis work using the online OG strategic gap analysis tool.



Support

January 2019

Complete the implementation of the OG subject matter documents (including the foundation documents) together with any local supplementary information and blended learning packages over the next 24 months in line with our OG implementation plan.



Support

December 2020 August 2022

Update Apr 19: Ongoing work as and when OG are introduced nationally, current OG documents have been shared with SMEs for gap analysis prior to going live. Update May 19: 75% of the way

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Revised action (Jul 19)

Avon Fire & Rescue Service’s OG implementation plan has been significantly amended following careful re-evaluation. This is because the OG subject matter documents simply do not provide the level of detailed procedural guidance that our frontline crews require to keep them safe and informed at operational incidents. Below is an extract from the executive summary of our revised OG implementation plan: “The aim of this project is to introduce OG into Avon Fire & Rescue Service, this process will include the following;

Completion of the OG gap analysis against the OG strategic actions using the online tool provided by OG.

Production of an outcomes report from the gap analysis, with actions being created and allocated accordingly.

Adoption of the foundation for Incident Command.

Adoption of the foundation for Breathing Apparatus.

Utilising the OG guidance documents as an expanded generic risk assessment. These will inform detailed procedural guidance, which will be designed to be outward facing for reference by frontline crews.

This detailed procedural guidance will be OG compliant and will not contradict OG, unless by documented exception”

working through the strategic gap analysis. Implementing incident command foundation document in Jul 19 and breathing apparatus foundation document in Dec 19. Analytics data can be accessed to monitor page usage and accessibility across the Service. Update Jun 19: OG work is progressing with gap analysis still taking place. OG Implementation Group meeting due to take place on 09 Jul 19. Update Sep 19: The Avon version of the incident command OG has been approved by the Implementation Working Group and Negotiating Committee. This OG will go live across the Service area once it has been made into a corporate style document by the Corporate Communication Team in line with other documents of this type. It is a re-purposing of two OG incident command documents into one, with no wording being altered by us. In light of the changes to the OG implementation plan we are now considering either a collaborative approach as a south west region, or working as a single service, to utilise the OG guidance documents as an expanded GRA and high-level starting point, to inform and guide the production of detailed procedural guidance. A final decision on this will be made in autumn 2019 following consultation with the south west region to discuss their willingness to commit to this. Update Dec 19: The incident command foundation OG is due to ‘go live’ within Avon Fire & Rescue Service in Dec 19. The breathing apparatus foundation OG is due to be introduced by the

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Training Department between Jan-Mar 20 with a ‘go live’ date of 01 Apr 20. The strategic gap analysis of OG documents is now 99% complete. Update Jan 20: The incident command OG went live across the Service on 16 Dec 19. The breathing apparatus foundation OG is going to the Rep. Body for consultation at the end of Jan 20 with an expected ‘go live’ date of 01 Apr 20. Update Mar 20: Breathing apparatus foundation OG set to go live on 06 Apr 20 (see Service Delivery Memo 03/20). All operational personnel are currently receiving a training package delivered to them from Learning and Development. Update May 20: Breathing apparatus foundation OG went live on 06 Apr 20. All operational personnel have been trained in the OG. A business case has been approved for a new OG Implementation Team. This team is for the implementation of OG over a two year period and has been allocated £300k of funding. The project lead is currently recruiting a new team. Update Jun 20: The Service’s OG implementation project and team to conduct this work has been funded and staff moved into role. The full team should be set up and functioning by the end of Jul 20. The project plan has been agreed by the group set up to oversee the project. OG work packets have been started against a 24 month plan of implementation and alignment. Avon FRS will be supported by Kent FRS and working closely

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with Cornwall FRS during the implementation phase. A comms. strategy has been created and communications to the wider Service to support the change management process has started. Update Jul 20: This team is currently two staff with a Learning Co-ordinator starting in Aug 20 (this position has just been filled and the person filling the role will be with us mid-Aug 20). So far we have released the following OG work packets for SMEs to begin the alignment process: water, fires and fires in buildings; major incidents and operations will follow shortly. We are looking to partner with Gloucestershire FRS (and potentially Cornwall FRS) and work together to share resources and data. We have met with representatives from Gloucestershire FRS and representatives from Kent FRS within the last few weeks. Update Aug 20: Learning Co-ordinator has started in role. Second formal meeting with Gloucestershire FRS regarding partnership; meetings with key working groups held. It has been a slower month due to COVID-19 and annual leave. We are about five weeks behind planned schedule and extension will be sought from NICE group at next meeting. Update Sep 20: Meeting held with regional OG reps. (Avon hosted this event). Meeting held with Glos., Cornwall and Kent FRSs (17 Sep 20) –agreement reached to work in a three-way partnership within the south west region and link with,

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support and partner Kent FRS. Service Integration Tool (SIT) trial shown – this should be adopted by Avon FRS when available with its data mirrored across the partnerships described above. OG project to adapt and transition into developing systems, data, learning and comms. to facilitate rapid adoption of OG via SIT in conjunction with two other south west FRSs. Update Oct 20: OG has been presented to Chief and Assistant Chief Fire Officers; as a result, it is anticipated that the OG project will transition from a project into a programme with full strategic support. Discussions had with NFCC Central Programme Office (CPO) re: SIT, this should be available in 6-12 months. CPO is presenting the SIT to strategic stakeholders within Avon FRS on 03 Nov 20. OG info. video released by OG project team to organisation. All Operational Information Notes (OINs) published by Kent FRS now with Avon FRS; these are starting to be reviewed by leads within the Service. Update Jan 21: OG update was presented to the Service Leadership Team on 22 Dec 20 and it was agreed that the transfer to a programme should occur. The programme brief is being drafted, as is the business case for the SIT that Avon FRS will adopt as soon as it becomes available from the Central Programme Office. Work on reviewing all OINs from Kent FRS is progressing and the project is on track to begin releasing OINs and NatOG data

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in Mar 21 (starting with environmental protection). Update Mar 21: Fire Standards for operations now being assessed by Group Manager (Learning and Development) – with support of NatOG team to advise and support – to coordinate application of NatOG learning standards. Ten Operational Information Notes (OINs) released to NICEG for consultation for agreement and publication in Apr 21. Interim extranet hosting solution presented and ready to host data starting late Apr 21. Incident Command System (ICS) and Operations being prepared for consultation starting in Apr 21. Programme brief sent to Area Manager (Service Delivery Support) for consideration and adoption. NatOG programme briefing to Service Delivery briefing day; awareness raised across whole managerial team with an immediate impact. Communications strategy ongoing with Workplace and intranet updates provided to staff in the last month. Service Delivery Memo 07/2021 released on 12 Mar 21 to start process of sanitising stations of old hard copy data (due for completion at end Apr 21, when new hosting solution launches). Learning coordination progressing well with learning packets being developed to facilitate alignment. UKRO learning platform being assessed for solution to learning. Update Apr 21: Interim NatOG local hosting solution going live on

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the 26 Apr 21 with major incidents, incident command and BA in the first tranche (then a rolling week-by-week alignment with environmental protection, tall buildings and hazmat this month and detailed incident command system (ICS) in month two; Operations then following. Good progression with learning, UKRO learning portal being assessed locally with ops crews. Collaboration with Glos. FRS and others in the south west region going well. Linking of health and safety risk assessments with Glos. FRS will be happening and has started. Programme brief sat with ACFO for sign off to allow formal transition. Guidance project on track for completion within scoped timeframe. Update May 21: The Operational Guidance hosting platform has been produced and is live, with Incident Command and BA transferred and aligned. Major Incidents has been aligned, as has Asbestos within Hazardous Materials-Health Hazards. Environmental Protection is due to go live as soon as the Comms. strategy is finalised, being completed w/c 17 May 21. We have 12 Operational Information Notes (OINs) ready for publishing and another five in a review period. Within this are the Fires in High Rise Buildings to satisfy the Grenfell workstreams and requirements. A detailed business case for a Learning Management System to support alignment is being written;

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aiming to present to SLT in Jun 21.

Nominate lead officers for the National Operational Learning (NOL) and Joint Organisational Learning (JOL) systems.



Support

March 2019

NOL is a single-service system run by the National Fire Chiefs’ Council; JOL is a system for sharing learning and best practice on a multi-agency basis.

Ensure that the outputs of the NOL and JOL systems (eg lessons learnt, identified good practice) and disseminated to all staff via a new dedicated section on the Service intranet.



Support

March 2019


The service should ensure its staff can access risk information competently.

We agree that the effective and timely availability of risk information on the incident ground via our mobile data terminals (MDTs) on fire engines is vital for the safety of firefighters and the public. The ability of our staff to be able to access the information and intelligence available on the MDTs is clearly a critical skill. We will:

State of Fire and Rescue 2019 (pp 95)

Upgrade our existing MDTs with new terminals on all fire engines.


Head of Fire Control and

Comms.

July 2019 September 2019

Note that a third-party supplier delay in the delivery of the new MDTs has delayed the original target date of February/March 2019 for operational roll-out. Update Apr 19: Following the resolution of recent connectivity issues, the first trial fit of the new MDT hardware will be installed at Stn. 10 Kingswood by 01 May 19. The Service-wide roll-out will then follow with completion still scheduled for Jul 19. Update Jun 19: The new working software image and new MDT hardware has now been fitted at workshops to a Kingswood appliance and the Command Unit. These will form part of a trial that will take place through Jun 19. Full roll-out across the Service is anticipated from mid-Jul 19. Update Aug 19: MDT rollout is scheduled to start w/c 02 Sep 19 with initial training to be given prior to – and throughout – the rollout. Update Sep 19: The rollout of new MDTs is well underway (50%

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complete by 09 Sep 19) and is on schedule to be completed by the end of Sep 19 (installation plan e-mailed to HMICFRS Service Liaison Lead on 23 Aug 19).

Supplement the roll-out of this upgraded technology with associated training for all operational staff expected to operate and access information and intelligence on the MDTs. This joint training provided by the Learning and Development Department and Communications Department staff will ensure that all relevant staff can competently access risk information while on the incident ground and elsewhere.



Comms.

July 2019 September 2019

Update Apr 19: Learning and Development Unit awaiting notification of roll out for training to be commenced. Update Jul 19: Awaiting installation of MDTs. Update Aug 19: Initial training to be given prior to – and throughout – the rollout. This will be guidance only to allow the changeover between old and new MDTs. Further training will be given when the SC Command software is initiated at a date TBC (ie when the Risk Intelligence Unit is ready for the command software to become live). Update Sep 19: Training has been provided by the Risk Intelligence Unit and Communications Department during the rollout of the new MDTs and was completed by the end of week two of the installation schedule. Ongoing competence (both initial acquisition and maintenance) is monitored by the newly introduced MOST standard – see below.



Support

Introduce a new Maintenance of Skills Training (MOST) standard for the competent operation of an MDT for all relevant staff and require those staff to complete this module twice a year.



April 2019 July 2019

September 2019

Update Apr 19: The introduction of the new MOST standard needs to dovetail with the roll-out of the new MDTs on fire engines; therefore the target date has changed from Apr 19 to Jul 19. Update Sep 19: MOST standard documentation has been produced and published. FireWatch elements are now active. Training is being delivered throughout Sep 19 with acquisition of skills between Sep

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19 and Feb 20 and then individual demonstration of maintenance of skills every six months thereafter.


The service should ensure it has an effective system for staff to use learning and debriefs to improve operational response and incident command.

We acknowledge the vital importance of learning from operational incidents (local, regional and national) to improve future response, standard operating procedures, training, kit and equipment and other aspects of our service delivery. In addition to the improvements relating to National Operational Leading (NOL) and Joint Organisational Learning (JOL) detailed above, we will:


Monitor the completion rate of our existing operational debrief process.



Support

January 2019

Align our internal Level 3 debrief form to the national Joint Emergency Services’ Interoperability Principles’ (JESIP) debrief form to improve the sharing of learning on a multi-agency basis.



Support

April 2019

Update Apr 19: Level 3 debrief form is now in the same format as the JESIP form.

Ensure that the output(s) from operational debriefs and operational monitoring are effectively captured and tracked via our existing OSHENS software system.



Support

April 2019

Update Apr 19: All debrief actions are now captured on OSHENS as actions.

Publish the results and outcomes of the operational debriefs on our intranet and in our internal Bulletin to demonstrate the value of the process to all staff and encourage full participation.



Support

April 2019

Update Apr 19: The debrief report for the last quarter will be shared with Corporate Comms. to publish on the intranet / The Bulletin. This is done on a quarterly basis, information available in Apr 19 in preparation for The Bulletin late Apr / early May 19. Update May 19: The quarterly debrief and operational assurance report is now complete and will be published on the intranet w/c 29 Apr 19. It will also be published in the next Bulletin. The quantity and quality of information being fed into the forms hub debrief and operational assurance portal has been exceptional and we are now going to create a monthly report. This action is now complete.

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4 Efficiency (How efficient is the service at keeping people safe and secure?)

Overall summary

Efficiency Making best use of resources Making the fire and rescue service affordable now and in the future

Requires improvement Requires improvement Good

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Making best use of resources


The service needs to ensure that its medium-term financial plan is linked to its integrated risk management plan.

We acknowledge the need to improve our business planning processes to strengthen the link between our ambitious proposals detailed in our brand new Service Plan 2019-2022 and our medium-term financial plan (MTFP). The next Comprehensive Spending Review will undoubtedly provide further financial challenges for all public services and the full impact of the review of the government’s Fair Funding Formula, firefighter pension liabilities and other significant factors are not yet known. However, in order to strengthen the link between the MTFP and our Service Plan we will:


Rec. 1, Work Package 1(8) Project Executive: CFO/CE State of Fire and Rescue 2019 (pp 43, 113)

Rec. 1, Work Package 1(8): “Review and document the corporate planning process.”

Ensure that the Treasurer actively supports the Service Leadership Board (SLB) and is an integral member of the Service Leadership Team (SLT), as set out in our new Service Leadership Charter.

Treasurer Finance Manager

January 2019

Ensure that business cases tabled to the SLT for decision include details of the costs involved and any other relevant financial implications.

Chief Fire Officer / Chief

Executive

SLT Ongoing


The service should design a business continuity plan for its control room to support the current emergency procedures.

We were disappointed at HMICFRS’ conclusion that the business continuity arrangements for our Fire Control function require improvement. Since the awful events of 9/11, we have invested heavily in our resilience arrangements for Fire Control and maintain a geographically separate, real-time reserve Fire Control facility as part of our ‘Critical 5’ business continuity management (BCM) arrangements. Our Control evacuation and fall-back procedures are fully documented and rehearsed in actual incidents (eg during inclement winter weather conditions) and during exercises (eg during planned upgrade and/or maintenance work at our primary Fire Control site). However, given HMICFRS’ findings we will:


Our business continuity management arrangements list our identified ‘Critical 5’ functions as: 1. Communications 2. Operational response 3. Resource planning 4. Fleet 5. IT

Re-review our business continuity plan for Fire Control and ensure that the planned exercising schedule is fully documented within it.



Comms.

January 2019

Ensure that our business continuity exercises for Fire Control are fully debriefed in accordance with our standard operating procedures and that the



Ongoing

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outcomes are tracked and implemented as appropriate.

Comms.


The service should assure itself that the way it deploys supervisors to operational incidents is cost-effective.

Supervision at incidents requires efficiency but also needs to match the health and safety requirements of incident supervision. A number of firefighter fatality reports have highlighted the requirement for correct level of supervision in the early stages of a dynamic operational incident. We will:


Rec. 31, Work Package 31(1) Project Executive: CFO/CE

Rec. 31, Work Package 31(1): “Undertake a review of the response standards and align with any revised priorities.”

Complete our internal consultation on the options available to improve our current supervisory manager structure (known as Watch Managers ‘A’ and ‘B’) and present the recommended option to the Service Leadership Team for a decision in March 2019.



March 2019

Update Apr 19: Business case presented to Service Leadership Team on 27 Mar 19 and Option 1 approved, ie: WM(B), WM(A) and CM per

watch on multi-pump wholetime stations and WM(A) and CM per watch on wholetime single-pump stations.

Budget saving of £40k. The overarching strategic intent is that we will move to a structure of one Watch Manager per watch via a phased approach over the next five years.

From April 2019, we will implement the option approved by the Service Leadership Team.



2019 – 2024

Update Apr 19: Letter sent to affected Watch Managers on 28 Mar 19. E-mail also sent by Area Manager – Ops. Response to eight affected day duty staff confirming the opportunity to discuss a possible return to operational response duties. Update Jun 19: Transfer panel has met to discuss and agree posts and any future promotion boards needed. Work is ongoing to review and align the management structures in Service Control. Update Sep 19: Management structures in Fire Control have been confirmed with two Station Managers (Control) appointed following interviews at the end of Aug 19. Update Mar 20: No further work has been carried out on this. Some changes have been made

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to the level of manager on single-pump stations; however, the wider piece of work on matching resources to risk and the correct and appropriate level of manager needs to take place. Update Jun 20: Further discussions have taken place. Draft outline and timeline is being completed with options and models for consultation to reach the desired change. Update Jul 20: Draft outline being produced with possible pilot due to start in Oct 20 for six months (to be presented to the TAP Panel in the first week of Aug 20). Update Aug 20: The decision has been made to trial a single Watch Manager at Stn. 05 Avonmouth for six months starting 01 Nov 20. This will see the Watch Manager As temporarily removed and replaced by temporary Crew Managers. Interviews are being held in the second or third week of Sep 20 for the positions. A working group has been set up which will discuss the trial and this is due to meet 08 Sep 20. Once the trial is complete a decision will be made about the timescales for other multi-pump stations that have Watch Manager As. Update Sep 20: Meeting held on the 08 Sep 20 to discuss many issues with key stakeholders and FBU – trial now scheduled for 01 Nov 20 to 30 Apr 21. A number of issues need to be resolved and in place and clearly communicated prior to the start. AM Steve Quinton to produce plan and is to meet with Watches

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at Avonmouth as part of the comms. plan. Further meeting of group to be held in mid-Oct 20 (two weeks before the trial start date). Update Oct 20: All Watches have now been visited at Avonmouth Fire Station to discuss the pilot. Crew Manager interviews have been conducted and appointments have been made to fill the temporary roles at Stn. 05 Avonmouth. A letter and e-mail have been sent to all Watch Managers in Operations across the Service to explain the pilot and a Q&A document has been sent to staff within the working group for comment. This will be publicised on the intranet and be available for all staff to view. A further meeting is now planned for Dec 20 (which will be six weeks into the pilot). Update Nov 20: The pilot commenced on the 01 Nov 20, as planned, with a dedicated page on the Service intranet including the Q&A section. The next stage of the pilot will be led by the Unitary Manager of Bristol/North Somerset with working group meetings scheduled for 08 Dec 20, 02 Mar 21 and 10 May 21. Update Dec 20: The pilot continues as scheduled – on track. Update Jan 21: The pilot continues as scheduled – on track. Update Mar 21: A meeting was held on 25 Mar 21 to discuss the evaluation of the trial at Avonmouth Fire Station. The pilot continues as scheduled and the action remains on track.

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Update Apr 21: The Watch Manager trial has been extended following a meeting of the project team in Mar 21 – the trial has been extended until Jul 21. An evaluation methodology has been written and a feedback survey of all affected teams has been designed. The return date for the survey is Jun 21. Update May 21: Survey has now been published – the deadline is set for 30 Jun 21. A Service Delivery Memo has been published to inform all colleagues that the trial is ongoing and of the evaluation period.

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5 People (How well does the service look after its people?)

Overall summary

People Promoting the right values and culture

Getting the right people with the right skills

Ensuring fairness and promoting diversity

Managing performance and developing leaders

Inadequate Inadequate Good Inadequate Requires improvement

Action plan HMICFRS

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Promoting the right values and culture


The service should assure itself that its senior and middle managers visibly act as role models and consistently show commitment to service values through their behaviours.

“Making Avon Fire & Rescue Service a better place to work – our commitment to cultural change” – was published in April 2019. Much of this plan outlines the organisation’s commitment to values and role-modelling good behaviour within the workplace. We have also recently launched our Service Leadership Charter which sets out our expectations of leaders at every level, and it has been communicated to all staff. We will:


Recs. 20 and 21, Work Package 20(1) and 20(2) Project Executive: ACFO – Service Delivery Support State of Fire and Rescue 2019 (pp 36, 49, 115-117)

Rec. 20: “A review of the Principles of Public Life will be instigated to embed them throughout the Authority’s working practices.”

Rec. 20, Work Package 20(1): “Produce a new Employees’ Code of Conduct to confirm the corporate expectation that every employee will align to the seven Principles of Public Life.” Rec. 20, Work Package 20(2): “Revise the Discipline, Grievance and Bullying and Harassment Policies into a more streamlined framework, aligned with the seven Principles of Public Life.” Rec. 21: “An employee’s code of conduct will be developed.”

Publish our new Service Leadership Charter including our rights, routines, rituals and rules and make it available across the Service. We will include a guide to reasonable challenge as well as set the Seven Principles of Public Life (‘the Nolan principles’) – selflessness, integrity, objectivity, accountability, openness, honesty and leadership – as the fundamental behaviours for all our leaders.


Executive

SLB / SLT January 2019

Cultural Change Plan (V5, item 4.4)

Service Leadership Charter approved, signed and published in January 2019.

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Develop a programme of activity to communicate the new mission, vision and values across the Service. This will include visual and digital displays across stations and workplaces. (Action duplicated below – only counted once for the purposes of progress monitoring.)

Director of Corporate Services

Head of Marketing &

Communications

July 2019 Ongoing


Update Apr 19: A corporate identify communications plan has been drafted and shared with the Service Leadership Board for feedback. It will be discussed at the wider Service Leadership Team on 25 Apr 19. The development of digital and visual materials to reinforce the Service values has started with the introduction of corporate e-signatures and computer desktop backgrounds. Update Jun 19: Presented mission, vision and values at a middle managers’ seminar on 22 May 19. Two new Service Leadership Board blogs focusing on values have been published. Recruitment of cultural change advocates has taken place with the first seminar on 11 Jun 19. New values profiles have been launched on the e-mail signatures and corporate screensavers. Update Sep 19: Values communications plan developed and values toolkit being collated to be published on the Resource Centre. Update Dec 19: Toolkit trailed with Cultural Advocates and now being amended for a trial with staff groups. Values and Behaviour Framework being sent out with Christmas gifts to all departments. Mission, vision and values have been stencilled onto the wall in the conference room at Headquarters. We plan to place further stencils across the Service in 2020. Update May 20: Awareness sessions piloted with two staff groups. Outcomes assessed ready for the roadshow to be

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rolled out. Update Jun 20: Zoom welfare sessions conducted with the cultural advocates during COVID-19 to discuss Service position on the values during times of crisis. Update Jul 20: Conducting sessions with Fire Control, Nova Way Technical Centre and corporate staff. Wider awareness workshops taking place with all middle managers in conjunction with DICE training. Designing the visuals for 10 sites to display our logos. Co-ordinating some online talks to take place for the rest of the year to cover issues concerning values, mental health, resilience and DICE. Update Oct 20: Re-branded Service ID cards being printed and rolled out to HQ and non-HQ staff. Webcams introduced to all wholetime and on-call stations. Hosted ‘How you doin?’ SEN talk on mental health (which included 14 participants across the Service including several stations). Hosted first #WeR1 culture club talk; 24 participants (five of which were stations). #WeR1 Facebook Workplace group membership = 184.

Undertake a second cultural review in early 2020 to give us an indication if work within the cultural change plan has been successful.



Early 2020 Late 2020 April 2021

August 2021

Update May 19: Forward plan for

the Fire Authority is currently in draft form which includes development in the Fire Authority meeting in Jan 20 for the development of a new cultural survey. Update Aug 19: Anticipate a paper for the Fire Authority’s People and Culture Committee in early 2020 for approval for progression of a second survey for mid-late 2020.

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Update May 20: The Cultural Change Working Group has launched a series of pilot culture change workshops prior to a major roadshow. The objective is to embed the values and behavioural framework and ensure people understand the reasons for culture change and collate success stories and gain insight about if/how it is starting to have impact. This feedback will be used when developing the second culture survey. Update Jul 20: During a Service- wide engagement re: transformational change, feedback was provided which will be used as evidence to inform our next cultural survey. Update Oct 20: Following a series of consultation meetings with the Fire Authority, Service Leadership Team, Culture Club and DICE unit during the past three months, it has been decided that we would go live with a second staff survey in Dec 20 with the results published in Jan 21. Unfortunately the Glass Lift Ltd. (who conducted the first survey) is unable to provide their service; therefore, we are currently seeking an alternative provider. There is potential for a delay with a re-run if providers cannot meet our desired timescales. However, in the interim we will ensure all staff are informed about progress and new launch date. Update Nov 20: The Culture and Inclusion Manager, procurement and transformation are currently reviewing previous tenders to identify suitable providers to begin culture survey re-run by mid-Dec 20. Update Dec 20: Three potential

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providers identified with initial scoping meetings planned between Dec 20 and Jan 21. Initial meeting held with one of the suppliers on 08 Dec 20; a further meeting with a second supplier to be held 17 Dec 20. Date of meeting date with third supplier to be confirmed. Culture & Inclusion Manager seeking to obtain baseline data from previous suppliers as this will impact on the quality of the report coming out of the third phase of the survey. Update Jan 21: The Culture & Inclusion Manager has obtained the baseline data which will be provided to the chosen suppliers tasked to conduct the culture survey re-run. The Glass Lift Ltd. is no longer able to provide the service; therefore we have discussed our requirements with potential suppliers and aim to appoint one before the end of Jan 21. COVID-19, resourcing constraints and obtaining data from the previous suppliers have all hindered progress with launching the re-run in Dec 20; however we are confident that the survey will go live by Feb 21. Update Mar 21: Contract to undertake second cultural survey awarded to Opinion Research Services (ORS); working closely with ORS to ensure we maximise the opportunity to engage with the Service and understand how far we’ve come and where we need to continue focusing our attention. Online and paper versions of the survey will be available to capture input from everyone in the Service, including those without access to e-mail or off work due

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to eg sickness or maternity / paternity leave. We hope to go live with the next iteration of the cultural survey shortly. Update Apr 21: The Service has been made aware that the cultural survey re-run is due for launch and ORS has been awarded the contract to carry out the survey. The communication also reiterated the Service’s commitment to ensuring that the collection and collation of data will be done independently by ORS to ensure complete confidentiality. The final report will also be mindful to ensuring anonymity. The Culture Club Working Group met on 09 Apr 21 to analyse the proposed questions to be used in the survey and these have been sent to ORS for review and quality assurance. The Head of Corporate Communication and the Culture & Inclusion Manager met with ORS on 14 Apr 21 to discuss the questions in more detail and seek their advice and expertise with finalisation. The amended questions to be returned by 23 Apr 21 and presented to Culture Club members for sign off by 04 May 21. We anticipate ORS to launch the survey questionnaire to all employees by w/c 10 May 21. Update May 21: Second cultural survey was launched to all staff on 12 May 21 with a closing date of 30 Jun 21.

28 Cause of concern

Avon FRS isn’t looking after the wellbeing and mental health of its staff effectively. It hasn’t clearly communicated to staff the new values and

“Making Avon Fire & Rescue Service a better place to work – our commitment to cultural change” – was published in April 2019. Much of this plan outlines the organisation’s commitment to values and role-modelling good behaviour within the workplace. We have also recently launched our Service Leadership Charter which sets out our expectations of leaders at every level, and it has been communicated to all staff. As well as re-advertising all of our existing support for mental health, we will introduce new methods for helping staff to deal with stress and overwork during 2019. Work on including our cultural

State of Fire and Rescue 2019 (pp 36, 41, 49, 115-117, 119-120)

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how to demonstrate these values in the workplace. Recommendations

By 30 June 2019, the service should assure itself that: it communicates the

revised values to staff effectively, ensuring that they understand and can demonstrate the new values; and

its policy, procedures and support for mental health and wellbeing are well-understood and effective.

journey and values into new training will be undertaken from the start of the new training year in April 2019. In particular, we will:

Develop a programme of activity to communicate the new mission, vision and values across the Service. This will include visual and digital displays across stations and workplaces. (Action duplicated above – only counted once for the purposes of progress monitoring.)


Head of Marketing &

Communications

July 2019 Ongoing

Note: Action duplicated above – only counted once for the purposes of progress monitoring.

Produce a corporate identity communications plan.


Head of Marketing &

Communications

April 2019

Update Apr 19: A corporate identify communications plan has been drafted and shared with the Service Leadership Board for feedback. It will be discussed at the wider Service Leadership Team on 25 Apr 19. Update May 20: This action was complete in Apr 19.

Following consultation with staff, we will publish our new behaviour and values framework.



July 2019 2019


Update Apr 19: Discussions are underway with staff regarding the behaviours to be included in the new framework. As an illustrative example conversations are starting on station through station based visits by key personnel. The DICE team and the Corporate Communications Department are currently recruiting Service advocates for the launch of the cultural change plan. A presentation has been produced for staff to talk with each other regarding the values with the details being utilised for the behavioural framework. Update Jun 19: Staff consultation has begun on how we demonstrate the values. Feedback is captured and will help to produce a draft framework, which will be circulated for comment across the organisation. Update Aug 19: Final draft framework delivered to Cultural Advocates for consultation. Final version to be completed and

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shared with the Fire Authority on 25 Sep 19. Update Sep 19: Behavioural framework is completed following staff input and consultation. Launch on 10 Oct 19 to coincide with World Mental Health Day. Update Oct 19: Cultural advocates developed the values and behaviour framework to bring the values to life – illustrating what behaviours we should all expect to improve how people feel working for Avon FRS. Launch of values and behaviour framework to be followed up with face-to-face discussions with advocates on station. Launch on World Mental Health Day (10 Oct 19) of #WeR1 values film depicts the culture change story so far, encouraging our staff to talk about their stories and celebrate successes.

Use our values prominently around the Service from now on, both in physical locations and also in how we speak and work together.

SLB All staff Ongoing (business as

usual)


Update Apr 19: See statement above. Cultural change plan distributed to all personnel and across the organisation. Update Sep 19: Further roll out of tool kits and marketing materials.

Sign up to Oscar Kilo – a programme created and designed to host the Blue Light Wellbeing Framework and bring together those who are responsible for wellbeing.


Health, Safety, Welfare,

Wellbeing & Fitness Manager

November 2019

Update Apr 19: Avon Fire & Rescue Service is signed up to the framework. New health and wellbeing officer will start in May 19 and will begin to implement the tools and strategies. Update Aug 19: Reviewing the framework with a view to aligning to our own mental health action plan which is currently in draft (prevent, protect and respond framework). Update Sep 19: Signed up to Oscar Kilo framework. HSW Manager and Health and Wellbeing Adviser update the framework platform with evidence

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of wellbeing compliance as required. Requirements of the framework to be included in the Health and Mental Wellbeing Action Plan. Update Oct 19: AskTwice/Start the Conversation campaign launched on 10 Oct 19 – this campaign and associated training will be promoted over the next 12months. Update Dec 19: Mental Health module on the Oscar Kilo platform is now 32% complete / implemented. Total completion of the platform is now at 13%.

Form a cross-organisational group to look at ways to better support staff wellbeing and physical health – and develop proposals for change by the end of 2019.


HR Manager December 2019 Update May 19: New health,

fitness, wellbeing and welfare advisor started on 13 May 19 and a strategy for delivery will now be developed aligned to current provisions. Update Sep 19: Options are being looked at to utilitise user groups already established in the organisation including groups which operate under the DICE framework. Update Dec 19: Attendance Management Working Group established (including membership from HR Department; Health, Safety and Welfare Department; Staff Engagement Network; and cultural advocates).

Work with Time to Change to develop a mental health action plan.




April 2019 November 2019 December 2019

March 2020 April 2020

September 2020 October 2020

December 2020 January 2021


Update Jun 19: New Health, Safety, Welfare, Wellbeing & Fitness Manager started on 03 Jun 19 and is now pulling together all strands to develop an overarching strategy. Update Aug 19: Developing a mental health framework to reflect prevent, protect and respond mechanism. Update Sep 19: Health and

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March 2021 May 2021

Mental Wellbeing Action Plan which looks at the organisation’s goals and commitments concerning mental health and wellbeing is in first draft. Plan will go to key stakeholders such as HR and the Rep. Bodies by 27 Sep 19 for initial consultation before being distributed to the wider workforce by mid-Oct 19 at the latest. HSW Manager is working with Corporate Comms to develop a communication plan. Time to Change has been consulted on the plan. Update Oct 19: Initial draft of the Health and Mental Wellbeing Action Plan has been sent to key stakeholders for consultation including the FBU and Unison. Update Nov 19: The Health and Mental Wellbeing Action Plan will be tabled to the SLT meeting on 21 Nov 19 for discussion and approval. Update Dec 19: The Health and Mental Wellbeing Action Plan will be tabled to the SLT meeting on 19 Dec 19 for discussion and approval. Update Jan 20: The Health and Mental Wellbeing Action Plan was approved by the Service Leadership Team on 19 Dec 19. The plan will be delivered for the third round of consultation to SEN and other stakeholders in Feb 20 and released by end of Mar 20. Update Mar 20: Plan is due to be tabled to the Staff Engagement Network on 23 Mar 20 for final consultation. Communication plan has been drafted with Corporate Comms. to support the document’s release and implementation. Due to staff shortages in Corporate Comms. and the HSW team it is likely that

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the plan will be released in Apr 20. Update May 20: Release of the mental health action plan delayed due to COVID-19; release date is under review. Update Jun 20: Release of the mental health action plan delayed due to COVID-19; release date is under review, with Sep 20 anticipated as the new release date. Update Aug 20: The Health and Mental Wellbeing Action Plan to be added to the Staff Engagement Network (SEN) meeting agenda in Oct 20 for review by SEN (depending on the situation surrounding COVID-19). Plan will need to be updated in light of COVID-19 and the additional implications it has presented in terms of mental health. Update Oct 20: Progress on reviewing and launching the plan has stalled due to demands placed on the HSW team to support the Service’s response to COVID-19. An additional health and wellbeing adviser position has been created within the team and it is hoped that they can lead on the launch of the action plan before the end of the calendar year. Update Nov 20: New Health and Wellbeing Adviser to start post by Dec 20 – they will support the launch of the Mental Health Action Plan. Update Dec 20: New Health and Wellbeing Adviser is in the process of reviewing the plan with the view to launching it early in the New Year. Update Jan 21: Health, Safety

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and Wellbeing Team strategy being drafted with a focus to drive mental health and wellbeing as a priority deliverable throughout 2021. The mental health action has been reviewed and updates are being made to ensure that the plan remains relevant throughout the COVID-19 pandemic. The plan is now due for release in Feb 21 and will be launched onto the newly created health and wellbeing pages on the Service intranet following further consultation with employee representatives. Update Mar 21: HSW strategy has been drafted and will await sign off by Director of Service Delivery Support. Mental Health Action Plan has been reviewed and updated and will be presented to the Staff Engagement Network in Apr 21. Corporate Comms. has been informed that the plan is ready for launch and will support the communication strategy. It is hoped the plan will be launched by mid-Apr 21. Update Apr 21: Action signed-off as complete – plan launched in Apr 21 and available internally via the wellbeing pages on the Avon Fire & Rescue Service intranet.

Re-sign the Time to Change Employer Pledge. ACFO – Service Delivery Support



June 2019 November 2019 Cultural Change Plan

(V5, item 3.2) Update Sep 19: HSW Manager confirmed with Time to Change that the pledge had been signed. Time to Change advised that the initiative is due to be replaced by the end of 2019 with a new campaign.

Publish self-help guidance on mental health. ACFO – Service Delivery Support



2019 November 2019 Cultural Change Plan

(V5, item 3.8) Update Sep 19: Health and Wellbeing Adviser is working with Corporate Comms to redevelop the health and wellbeing pages on the intranet in order to better signpost personnel to self-help

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guides and services. Business case has been drafted for report and support and will be presented to SLT in Sep 19 – the platform provides/facilitates self-help guidance and campaigns on mental health and wellbeing. Update Oct 19: Business case to be re-submitted in Nov 19. Health, safety and wellbeing page started on Workplace which advocates safe-help guides and videos such as the ‘five steps to wellbeing’. Update Nov 19: Mental Health and Wellbeing Toolbox Talk has been drafted and will be delivered by all responsible managers to all staff (e-mail sent to all managers on 07 Nov 19). Update Jun 20: Various self-help guidance issued to corporate staff working from home due to COVID-19. Mental Health Awareness Week marked by online seminars etc. Update Oct 20: Health and Wellbeing Adviser has started to review the wellbeing pages and self-help guidance on the intranet. The new health and wellbeing adviser role will focus on leading campaigns on mental health and wellbeing.

Complete our initial Trauma Risk Management (TRiM) implementation and ensure our first 13 TRiM practitioners are operationally available by November 2018.




November 2018


Increase our number of trained TRiM practitioners to 35. (Note that this action has been marked as complete with15 available TRiM practitioners following a re-assessment of the required numbers to meet the Service’s current needs.)




May 2019


Update Apr 19: Two-day training course booked for 16/17 May 19 at Severn Park Fire & Rescue Training Centre (provisionally 11 candidates as of 11 Apr 19). Update May 19: TRiM practitioners’ course ran on 16/17 May 19 with six delegates. New

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TRiM leaflet distributed in May 19. Update Aug 19: Currently operating at 18 TRiM practitioners and reassessing capacity across the organisation. Current practitioners are active and being utilised. Update Sep 19: Health and Wellbeing Adviser booked into TRiM managers’ training in Nov 19; following completion they will be able to better facilitate the number of TRiM practitioners and their ongoing training. Update Nov 19: We currently have 15 TRiM practitioners – this appears to be sufficient but we plan to refresh the training of our current practitioners. This item is therefore considered complete. Update Oct 20: Additional funding for TRiM practitioner training sought at Training Management Group meeting held in Sep 20 – bid was approved.

Continue to support the MIND Blue Light programme on mental health to reduce the stigma associated with mental health issues; support our 35 trained Blue Light Champions to take action in the workplace to support staff and raise awareness of mental health problems, as well as acting as points of contact to signpost colleagues to mental health support and other wellbeing resources.




Ongoing

Profile staff case studies and mark mental health awareness events throughout 2019.




December 2019 Cultural Change Plan

(V5, items 3.6 and 3.7)

Update Aug 19: Case studies currently being reviewed. Update Sep 19: Profiles under review by Health and Wellbeing Adviser who is considering how to best use them as part of a mental health and wellbeing campaign. Update Oct 19: Case studies currently being reviewed. Update Nov 19: Case studies currently being reviewed. Cases will be uploaded to wellbeing

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pages on the intranet once completed. Update Dec 19: Video case study shared with organisation on 07 Feb 19 to coincide with Time to Talk Day; marked mental health awareness week (13-19 May 19); launched Values and Behaviour Framework on World Mental Health Day on 10 Oct 19; marked national stress awareness day (06 Nov 19).

Train a further 12 MIND Blue Light Champions to strengthen our available support network, and provide further training to our existing Champions.




June 2019 October 2019

Update Apr 19: Further 28 Blue Light Champions to be trained (provisional dates for two courses on 23 and 29 May 19 – 14 candidates per course). Update May 19: courses planned for 23 and 29 May 19 have been postponed; no confirmed dates for rescheduled courses. Update Aug 19: Currently at 25 MIND Blue Light Champions. Training session booked for Sep 19. Developing methods of utilisation for staff support. Update Oct 19: Two refresher training sessions were held for the Blue Light Champions in Sep 19 and Oct 19. Update Nov 19: A further eight Blue Light Champions to be trained in early 2020.

Continue to work with the Firefighters’ Charity to raise awareness of the mental health provisions available to all staff (operational and support) through the Charity; nominate a lead senior officer to champion engagement with the Firefighters’ Charity.




January 2019

Encourage the development of ‘wellbeing spaces’ on all stations to support the physical and mental health of our staff, providing top-level managerial and financial support to turn crews’ ideas into reality.


Property Services Manager



January 2019


Initial proposals from stations were requested by Jan 19 and approved projects are now being progressed. Further proposals from stations are welcomed with no specific deadlines. Update Jan 20: New wellbeing

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http://cms/intranet/news/time-change

https://www.healthassured.org/blog/time-to-talk-day-2019/

https://www.healthassured.org/blog/time-to-talk-day-2019/

https://www.mind.org.uk/get-involved/mental-health-awareness-week-2019/?gclid=EAIaIQobChMIxZTKns6a4gIVDbTtCh1AsQ2dEAAYASAAEgKlZPD_BwE

https://www.mind.org.uk/get-involved/mental-health-awareness-week-2019/?gclid=EAIaIQobChMIxZTKns6a4gIVDbTtCh1AsQ2dEAAYASAAEgKlZPD_BwE

https://www.mind.org.uk/workplace/national-stress-awareness-day/


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spaces have now been established at the majority of stations.

Train 15 designated Family Liaison Officers to provide strengthened support from the Service to staff members’ families as and when required




May 2019

Update Apr 19: Two-day training course confirmed for 06/07 May 19 at Severn Park Fire & Rescue Training Centre.

Appoint a new health, fitness, wellbeing and welfare advisor to co-ordinate all of our strengthened staff support initiatives. The new post-holder will be a pivotal link between the Health, Safety and Welfare Department, the HR Department, our network of station fitness advisors and other sources of staff support




May 2019


Update Apr 19: Appointment made with a start date confirmed as 13 May 19.

Explore if we can make the gym at Police & Fire Headquarters free to use by the end of December 2019.




December 2019 March 2020 Cultural Change Plan

(V5, item 3.10) Update Sep 19: Lead fitness adviser will explore options with staff at Headquarters gym. Update Nov 19: Contact made with Avon & Somerset Constabulary with regards to making access to the gym free of charge – response awaited. Update Dec 19: No response yet received from police. Update Mar 20: Action to be paused awaiting response of the police. Update May 20: Delayed due to COVID-19; gym at Headquarters is currently closed to all staff. Update Jun 20: As per May 20 update. Update Aug 20: As per May 20 update. Update Oct 20: Scope of this action is under review to determine its viability and alternative options. Update Nov 20: Following full exploration with Avon & Somerset Constabulary, we have not managed to secure free access to the Headquarters gym for Avon Fire & Rescue Service staff as planned; however, access is still

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available for a small monthly subscription which mirrors access arrangements for the police. The action is therefore considered complete and closed. Note: Other initiatives to promote fitness and encourage staff to prioritise their physical wellbeing are not affected and continue as planned.

Complete a new round of training for all stations to reinforce the various sources of welfare advice and support available to staff and how to access them; update station health and safety noticeboards with new reminders about sources of support and access routes; launch a new video awareness product on the intranet.




December 2019 August 2020

May 2021

Cultural Change Plan (V5, items 3.4 and 3.8)

Update Apr 19: 21 visits completed as of 11 Apr 19 (including all four Watches at Stn. 05 Avonmouth and Stn. 10 Kingswood); further nine visits already booked in station calendars. All station noticeboards have been updated (packs sent via Green Watch as HSW reference holders on wholetime stations). Update Sep 19: HSW Manager and HSW team will visit each station as of Oct 19 and begin six-monthly health, safety, welfare and wellbeing visits which promote all health, safety and wellbeing services and access routes available. Update Nov 19: The HSW Department is now joining Station Managers on their H7 health and safety audits in order to support them with the process and provide inputs. Update Dec 19: Mental health and wellbeing toolbox talk released Nov 19 which outlines all support services available and how to access support. Health and Wellbeing Adviser conducts two wellbeing awareness visits a month as a minimum across different stations and Watches. Update Jan 20: All stations to receive a ‘wellbeing awareness box’ in the next four weeks which

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includes awareness leaflets and more information on the ‘Ask Twice’ campaign. Update Mar 20: Wellbeing boxes being ordered by Corporate Comms. and HSW team. It is hoped boxes will be delivered to coincide with the delivery of the mental health action plan. Update May 20: Delivery of action plan and wellbeing boxes delayed due to COVID-19. Additional resources including wellbeing infographics and leaflets have been developed to provide support remotely throughout the pandemic. TRiM and other wellbeing support is likewise been provided via videos. Comms will be sent out to all staff promoting mental health awareness week starting 18 May 20. Staff will have access to a virtual conference on wellbeing on 20 May 20 which features guest speakers. Update Aug 20: Health and Wellbeing Adviser is looking to access funding to train a number of staff across the organisation as mental health first aid trainers after the initial training was cancelled in Mar 20 due to COVID-19. HSW Manager is submitting training budget request at Sep 20 Training Management Group (TMG) with the view to rolling out mental health first aid training to the wider organisation. Update Oct 20: Funding to establish mental health first aider training across the organisation approved at TMG meeting held in Sep 20. Provision has also been made to train a selection of staff in suicide awareness. New health and wellbeing adviser to lead on campaigns and awareness

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provision. HSW team continue to conduct wellbeing visits to stations; however, the frequency of visits has been impacted by COVID-19. World Suicide Awareness Day (10 Sep 20) was marked by comms. and self-help leaflet. Update Nov 20: New Health and Wellbeing Adviser to lead on development of case studies and awareness campaigns, alongside current Health and Wellbeing Adviser. New adviser due to start role by Dec 20. Update Dec 20: New Health and Wellbeing Adviser now in post and reviewing current awareness campaigns. New adviser will be visiting stations to conduct wellbeing awareness visits. Update Jan 21: All non-essential visits to station have been suspended due to lockdown. New health and wellbeing pages have been developed on the intranet which host case studies, podcasts and signposts to all mental health support services. HSW team working closely with Corporate Comms. team on a communication and events schedule which marks key mental health and wellbeing events. First round of mental health first aider trainer undertaken and has been undertaken by some managers – further training is scheduled throughout 2021. Health and Wellbeing Adviser drafting suicide prevention training for delivery to Watches/stations upon request – two training sessions already confirmed. Update Mar 21: HSW team has drafted a campaign calendar for 2021 concerning mental health and wellbeing – both Health and

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Wellbeing Advisers are working hard to deliver materials under this campaign. Monthly drop-in sessions are planned for 2021 where staff can raise concerns and seek advice concerning wellbeing. Update Apr 21: Wellbeing awareness video is in the process of being filmed with support from Corporate Comms. and should be launched in the coming weeks; action signed-off as complete.

Getting the right people with the right skills


The service should put in place a credible succession plan, for the whole organisation.

We will: Internal Improvement Action Plan:

Rec. 1, Work Package 1(2) Project Executive: ACFO – Service Delivery Support

Rec. 1, Work Package 1(2): “Review the existing People & Development Strategy, incorporating … succession planning including an examination of A&S Police’s approach.”

Rec. 16 Project Executive: Director of Corporate Services

Rec. 16: “An examination of the approach Avon & Somerset Constabulary takes to succession planning and short-term appointments will be undertaken.”


Following internal consultation, publish a new operational promotion policy. (Action duplicated below – only counted once for the purposes of progress monitoring.)


Learning and Development

Manager

July 2019

Update Apr 19: First draft of the policy has now been shared for comment prior to consultation. Update Aug 19: Currently in formal consultation. Update Sep 19: Policy is now complete and agreed and due for imminent publication. Update Oct 19: New promotion policy published on the intranet on 18 Sep 19.

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Establish a new Transfer, Appointments and Promotions (TAP) Panel alongside a revised Transfer Policy. (Action duplicated below – only counted once for the purposes of progress monitoring.)



Support

Draft by mid-April 2019


Update Apr 19: First meeting taking place on 02 May 19 for new TAP panel. Transfer policy in draft form. Update May 19: TAP panel had its first meeting in early May and agreed a set of principles. New transfer policy now in consultation along with the new promotion policy. Update Aug 19: Panel established and policy is in formal consultation. Update Dec 19: TAP Panel meets frequently since its introduction with representation from across all areas of the Service. Publication of draft Transfer Policy awaited. Update Jul 20: Action complete – TAP Panel established and Transfer Policy complete. New intranet page being established for publication.

Ensuring fairness and promoting diversity


The service should assure itself that it has effective grievance procedures. It should ensure that it monitors and reviews grievance outcomes. This should extend to implementing a system that allows the central recording of the outcomes of less serious grievances.

We will: Internal Improvement Action Plan:

Rec. 20, Work Package 20(2) Project Executive: ACFO – Service Delivery Support

Rec. 20, Work Package 20(2) “Revise the discipline, grievance and bullying and harassment policies into a more streamlined framework, aligned with the seven Principles of Public Life.”

Review our discipline and grievance procedures in line with our existing commitment already detailed within our Improvement Programme action plan. (Note: Work Package 20(2) – “Revise the Discipline, Grievance and Bullying and Harassment Policies into a more streamlined framework, aligned with the seven Principles of Public Life” – was removed from the Improvement Programme in Apr 19. This will now be completed under legacy actions, although not a legacy work package under the Programme as it no longer exists.)


HR Manager March 2019 June 2019

September 2019 January 2020 March 2020 May 2020 May 2021


Update Apr 19: The HR Department is reviewing past and current discipline, grievance and bullying & harassment (B&H) cases to identify issues and trends to ensure the revised policies reflect the changes required and that appropriate communications and training is developed to support the launch of the revised policies. DICE improvement PID altered to



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reflect a new behaviour framework aligned to the cultural change plan. Update May 19: The HR Department will work on the discipline policy changes and associated manager toolkit; a meeting will be arranged with the Fire Brigades’ Union to discuss the changes. This will then link into the grievance and B&H policies. Update Jun 19: This work will not be fully completed by end of Jun 19. It is important to ensure policy changes are embedded and that the required communications and training are in place to support the policy changes. Work conducted to date includes a review by HR of past and current discipline, grievance and bullying & harassment cases to identify issues and trends to ensure the revised policies reflect the changes required. HR has met with the Fire Brigades’ Union to discuss B&H which remains the primary issue; the B&H policy re-write has commenced which will place greater emphasis upon the importance of identifying and addressing issues immediately at a local level. Minor changes will then be made to the discipline and grievance policies. A management toolkit and training package will be developed to address the B&H issues and unconscious bias training will be delivered to the Middle Managers’ seminars (Station Managers and above and corporate staff equivalents). An external mediation process has been implemented to address specific issues arising from recent cases. Update Aug 19: The B&H Policy

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has been drafted and will be formally consulted upon in Sep 19; minor changes will then be made to the Discipline Policy. The Grievance Policy will be streamlined. A communications and training strategy will be implemented to ensure staff and managers are fully aware of the changes and improvements. Update Oct 19: The B&H policy is being re-written to align with values and behaviour framework. Review of report and support platform to facilitate improved reporting is underway. Consultation taking place with FBU and Staff Engagement Network; plan to re-launch policy in Jan 20. Minor changes will be made to the discipline and grievance policies to align these. A communications and training strategy will be implemented to ensure staff and managers are fully aware of the changes and improvements. Update Feb 20: The revised B&H Policy has been delayed slightly and will be finalised by 28 Feb 20 and circulated for formal consultation. Update Mar 21: Revised B&H Policy is out for consultation with key stakeholders. A review of all discipline, grievance and bullying cases will be undertaken in early Apr 21 and these findings will educate the update of the discipline and grievance policies, working alongside the Transformation Team. ACAS training in discipline, grievance and investigations has been introduced for middle managers to support the policy development. Update Apr 21: Service has three main procedures in this area:

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discipline and grievance (D&G) and bullying and harassment (B&H). The majority of staff/Rep. Body feedback indicated that the B&H policy required the main work. Therefore D&G policies have been reviewed for legal compliance, with the B&H policy having a more fundamental review taking account of staff and union feedback and case learning. Redraft of B&H policy has been completed, drawing from the Values and Behaviour Framework and reflecting the 7 Principles of Public Life. It is currently at consultation stage (SMEs followed by staff and unions) for the next two months. Revised B&H policy will then be launched (with support tools); together with a further check of the D&G policy to ensure the three policies form a streamlined, clear framework. The Service has also enhanced its monitoring and review of grievance outcomes and implemented an annual review of case trends, outcomes and learning points with SLT and Fire Authority (People and Culture Committee) for good governance and continuous improvement. These reviews include reviewing any indication of equality issues in the proportion of BAME and/or female staff involved in B&H, G and/or D issues. For 2020/21 a review of formal and informal D, G and B&H cases will be held at SLT meeting on 29 Apr 21 and with the People & Culture Committee in Jun 21, with actions agreed to address emerging trends. To support the effective handling

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of D, G and B&H issues ACAS training (including conducting investigations) took place in Mar 21; further sessions planned for later in the year to include Watch Managers. In addition to the cultural and DICE events, the Service also has a mentoring facility which can provide a safe space for staff wishing to discuss issues and have held events such as the International Women’s Day `choose to challenge’ session to assist with how to challenge inappropriate behaviours and biases. NFCC Code of Ethics session scheduled for 22 Apr 21. The Code will also be taken into consideration for the finalisation of the D&G and B&H policies/procedures as needed, together with the implications of any changes to the HR service model in Avon FRS. Therefore this multi-faceted action has progressed and is nearing completion. The policies concerned have been reviewed and this action will be closed within the next few months when the new procedures and framework are in place. Action signed-off as complete.

Reports including statistics concerning grievances and disciplinary cases will continue to be presented to the DICE and Employment Committees of the Fire Authority to ensure effective scrutiny by Elected Members.


HR Manager Ongoing

Update Apr 19: Statistics on discipline and grievance cases are reported to the DICE and Employment Committees (most recent report went to DICE Committee on 14 Mar 19). Update Aug 19: Statistics are continually updated by HR and will be reported to the People & Culture Committee and SLB/SLT at the end of the operational year (Apr 20). Update Feb 20: Statistics are

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https://www.avonfire.gov.uk/documents/category/192-inclusion-diversity-committee

https://www.avonfire.gov.uk/documents/category/188-employment-committee


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continually updated by HR and will be reported to the People and Culture Committee and SLB/SLT at the end of the financial year (Apr 20).

32 Cause of concern

We acknowledge Avon FRS has recently carried out a cultural review and has a plan in place to improve its organisational culture. But it should act immediately to change staff behaviours. It should also make sure all staff understand equality, diversity and inclusion principles and that this is a routine part of behaviour across the whole organisation. Recommendations

2 By 31 March 2019, the service should: implement the

improvements identified from the cultural review;

make more staff support networks available; and

train all staff in equality, diversity and inclusion.

We will: State of Fire and Rescue 2019 (pp 36-37, 49, 115-119, 124-128)

Actions to embed our Service values are covered in the “promoting the right values and culture” section above and are therefore not repeated here.

Re-affirm our Service identity by:

o the provision of physical material for the interior and exterior of work locations;


Property Services Manager Head of

Marketing & Communications

June 2019 November 2019

Ongoing

Update Apr 19: Revised branding

and corporate identity have been drafted for the redevelopment of Stn. 05 Avonmouth, including a new external signage design. Internal materials will also be developed to include graphics, images and text. Further consultation with station-based staff is planned to agree the exact content and locations. The initial focus will be on those sites being refurbished and redeveloped; however, all outdated external signs (eg those referring to “Fire Brigade”) will be removed. Update Sep 19: Final designs for Avonmouth have been agreed and the wording “Avonmouth Fire Station” will feature in large prominent lettering across the appliance bay with the crest and AF&RS logo adjacent. This is now the preferred design for all sites and work is underway to implement this. Planning consent will be required for a number of sites.

2 In the press release accompanying the publication of the HMICFRS inspection report for Avon Fire & Rescue Service, HMI Wendy Williams said: “… I recognise that Avon has seen a lot of upheaval over the past year and has been working hard in

difficult circumstances. The Service has a new chief fire officer who is keen to improve Avon’s performance, and I am confident that this will translate into a better service under his leadership. We know that it takes time for new approaches to bed in, and longer still to change an organisation’s culture.”

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https://www.ahr.co.uk/Avonmouth-Fire-Station-Receives-Planning

https://www.ahr.co.uk/Avonmouth-Fire-Station-Receives-Planning

https://www.justiceinspectorates.gov.uk/hmicfrs/news/news-feed/frs-inspections-2018-19-tranche-1-service-press-releases/


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Update Jan 20: Designs for new internal branding of stations completed by Corporate Communications. Update Oct 20: On-call station priorities and action plan presented to SLT meeting on 29 Sep 20 – section 4 provides a commitment to external / internal branding and signage which will be updated at the most appropriate opportunity in line with the existing estates strategy. Given the SLT-approved action plan, this has now transitioned to ‘business as usual’ and is therefore now marked as complete.

o reviewing the types of images and decoration we use across our work locations;


Head of Marketing &

Communications

Ongoing

Update Apr 19: Details are included in the draft corporate identify communications plan. We are already building a new photography and image portfolio and collating requests from stations and workplaces for updated imagery. May 20: Some workplaces have been updated, plans for this to continue in the coming months. Update Jul 20: Corporate Comms. Department has visited 10 locations, consulted on the plans to showcase the values in the environment along with compliments from our community. Staff response to the ideas has been positive – artwork is being designed. Update Oct 20: Initial conversations with Avon and Somerset Constabulary regarding co-branding of the reception area of Police & Fire Headquarters.

o consult our staff about the prominent use of our Service badge and work clothing; and


Head of Marketing &

Communications

December 2019

Update Apr 19: Initial conversations have started through the circulation of the draft corporate identify communications

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plan which includes the use of our Service badge and identity. More detailed conversations have been held regarding the use of our corporate identity for specific projects – eg redevelopment of Stn. 05 Avonmouth (as detailed above). Update Oct 19: Advising uniform working group on design and brand identity for new clothing being purchased. Update Dec 19: We have launched our brand guidelines, which play a vital role in affirming our identity and providing that reassuring presence which underpins our work in preventing, protecting and responding to our communities. Update May 20: Action complete; Corporate Comms. sit on the Uniform Working Group and has raised its profile so that the team is consulted when the brand is used.

o continue to engage with social media and media partners to educate the public on the good work we’re doing and celebrate success.


Head of Marketing &

Communications

Ongoing

Update Apr 19: Our annual digital plan 2018/19 will be tabled to the Service Leadership Team on 25 Apr 19. This document includes a review of the last 12 months of our corporate digital presence and looks forward to activities and plans during the next year. On 29 Jan 19 @CrowdControlHQ published a blog which included examples of exceptional social media content and campaigns from fire and rescue services – @AvonFireRescue was one of five FRS Twitter accounts specifically highlighted for praise. PR Week reported on the success of UK fire and rescue services’ use of social media and ranked Avon Fire & Rescue Service

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https://blog.crowdcontrolhq.com/5-fire-rescue-services-leading-the-way-on-social-media

https://www.prweek.com/article/1525534/exclusive-uk-fire-rescue-services-best-using-social-media

https://www.prweek.com/article/1525534/exclusive-uk-fire-rescue-services-best-using-social-media


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second in the top ten for ‘volume of posts’ on Facebook with 745 posts during 2018. Update Jul 20: We continue to provide reassurance messages whilst supporting our communities. Stations have led on Facebook Live sessions and initiated Twitter competitions to engage with our communities. We run numerous safety campaigns and have recently launched an interactive parent pack. Update Oct 20: We continue to support stations in sharing content across social media platforms and offering community reassurance and advice. Positive interaction online following our three feature pieces on BBC Crimewatch Roadshow Live which highlighted our water safety rescue service, our new collaborative dementia scheme with the police and over hovercraft response.

Create and support spaces for staff to talk by:

o consulting on the creation of staff networks and developing a plan to introduce networks depending on the outcome;



Start in March 2019


Update Apr 19: Discussions are now underway about establishing a Disabled Staff Network. The proposal has senior support from the Assistant Chief Fire Officer (Service Delivery) and Culture & Inclusion Manager but the aims and structure of any future staff networks will be led by staff themselves. Update May 19: Two initial meetings were planned regarding a disabled network; however, staff engagement was low. Currently re-evaluating the structure. Staff Engagement Network is still in operation and attendance is increasing. Update Aug 19: Considering

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https://www.avonandsomerset-pcc.gov.uk/news/2020/09/police-and-fire-service-launch-wristband-to-help-people-affected-by-dementia/

https://www.avonandsomerset-pcc.gov.uk/news/2020/09/police-and-fire-service-launch-wristband-to-help-people-affected-by-dementia/


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communication regarding staff driven groups rather than management driven. Update Dec 19: Actg. Director of Corporate Services to lead on the reinvigoration of the Women’s Network and make arrangements to refresh the employee data set re: protected characteristics. Update Jun 20: Culture Change Working Group has completed two of six planned Cultural Advocate Zoom sessions to stay in touch during lockdown, allow for discussion and feedback on culture change progress and enlist support for culture change workshops. Culture & Inclusion Manager launched trial Black Lives Matter Zoom discussion 12 Jun 20 to provide opportunity for BAME staff to discuss any impact recent events have had on them. Future provision of the initiative will be dependent on participation. Oct 20: Culture & Inclusion Manager and Health and Wellbeing Advisor + TRiM Co-ordinator will invite all BAME staff to discuss the impacts of events pertaining to COVID-19 and Black Lives Matter (BLM) events with the aim of identifying any specific need for advice and support and measuring the appetite for creating a BAME network. Presentation to the LGA on 09 Oct 20 by Chair of the Avon FRS Staff Engagement Network (SEN) and Programme Management Office manager. Highlight was comment by one of the participants who said: “'Avon has got staff networks right!” Update Nov 20: #WeR1 held an online Black History Month session and invited DCFO Wayne

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Brown (West Midlands Fire Service) to give an inspirational talk for Avon FRS staff 22 Oct 20. This was followed by a closed safe discussion space for BAME staff to provide feedback on their experiences at Avon FRS and on recent events that have taken place throughout 2020 including: COVID-19 and BLM events. Despite low attendance, the discussion was positive and progressive and plans are in place to continue discussions in similar forums on a monthly basis. Update Dec 20: Culture & Inclusion Manager currently identifying all BAME staff in Service to offer opportunity to participate in monthly discussion forums. Invitation letter to go out to all BAME staff before year end with a view to begin forums during Jan 21. Update Apr 21: DICE Officer is consulting with BAME staff unable to attend first meeting and encourage increased participation at future forums. DICE Officer is researching equality, diversity and inclusion (EDI) training providers to continue the training for all staff in EDI.

o continuing SLB visits and developing a way for capturing and acting on their visits;


Executive

SLB Ongoing


Update Dec 19: SLB visits to stations, Watches and other work locations are now ongoing ‘business as usual’ with dates for 2020 currently being scheduled.

o encouraging members of (and contributors to) the Service Leadership Team to hold regular ‘office hours’ at locations across the Service area; and


Executive

SLT First sessions publicised by

September 2019 January 2020 (action paused due to COVID-


Update Dec 19: Sessions to be programmed in with SLT members holding their first ‘outreach’ office hours in Jan 20. Update May 20: Social distancing measures as part of the COVID-

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19 restrictions) 19 pandemic response mean that staff are not able to work at alternative locations; action paused. Update Jul 20: Rather than publishing dates, SLT members now often work remotely on a diary commitment basis, which will remain ongoing.

o publishing guidance for all staff on visiting Police & Fire Headquarters.


Head of Marketing &

Communications

June 2019 September 2019


Update Jun 19: This is ongoing and draft guidance has been compiled to include working with Avon & Somerset Constabulary and refresh HQ maps. Working with the police to ensure accurate information is included. Update Sep 19: Guidance and revised maps to be published by the end of September. Update Oct 19: Guidance and revised maps published.

Improve the ways we work together by:

o providing new flexible work spaces at Police & Fire Headquarters;



September 2019 Cultural Change Plan

(V5, item 6.1) Update Dec 19: New flexible work spaces have been developed during 2019 including the ground floor atrium building in the Operations Building at Headquarters.

o providing new flexible work spaces at other Avon Fire & Rescue Service locations;




usual) Cultural Change Plan

(V5, item 6.2) Update Dec 19: Work hubs have been developed around the Service area in 2019 (eg The Hub at Temple) and will continue to be introduced in line with developments detailed within the Estates Strategy. Update Jan 20: New spaces have been identified at Southmead, Weston, Temple and Lansdown; proposals are due to be presented to the Service Leadership Team later in Jan 20.

o establishing a clear way of feeding back about consultation decisions on the intranet and publishing SLT minutes and SLB decisions (we


Executive Assistant to the

CFO/CE

June 2019 December 2019 Cultural Change Plan

(V5, item 6.5) Update Dec 19: Directors’ decisions and SLT minutes published on staff intranet.

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will also look at other methods of publicising decisions throughout 2019);

SEN Chair Greater use of Workplace, feedback through the Staff Engagement Network (SEN) and other consultative mechanisms (eg R&D working groups – eg design of new fleet including end users).

o working with female operational staff throughout 2019 and 2020 on the issues raised in the Statutory Inspection, cultural review and HMICFRS reports;



December 2019 December 2020 Cultural Change Plan

(V5, item 6.6) Update Dec 19: Actg. Director of Corporate Services to lead on the reinvigoration of the Women’s Network. Update Apr 21: There are a range of informal women’s network groups which have grown organically – and through the Springboard programmes (2019-2021) – providing support and safe spaces for operational and non-operational women to talk and support each other. The Staff Engagement Network (SEN) is also involved in the development of key policies and practices which link across to the development, treatment and progression of women, as are the union women reps. In addition, the Director of Corporate Services is mentoring a number of female staff. A number of female staff have (and plan to) shadow her and other Board members and the DofCS has consulted on the creation of a further cross-Service women’s networking group with the following aims: working together to enable

women to reach their full potential in Avon FRS;

being an additional recognised resource in Avon FRS (alongside any union women groups) for developing progressive thinking, policy and practice on the recruitment, retention and progression of women in

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Avon FRS and contributing to national work; and

providing a safe space to support, nurture and mentor each other.

Feedback will determine whether this additional cross-service group is established with the aims and membership further discussed and refined. Action therefore closed.

o introducing a shadowing scheme for all new staff;


HR Manager Trial introduced by Sep 20

(delayed until Jan 21 due to COVID-19)

Cultural Change Plan (V5, items 6.7 and 6.8)

Update May 20: New Technical Fire Safety (TFS) team each have a mentor. The TFS Manager will be asked to do a case study after three months and share lessons learned with colleagues. Need to understand the different approaches to shadowing, ie in-role or wider organisational context. Looking to trial some shadowing with next wholetime cohort in Sep 20 (now delayed to Jan 21 due to COVID-19 pandemic). Update Apr 21: This will be discussed in more detail as part of the Cultural Advocates Working Group to clarify the intention of a shadowing scheme for all staff as distinct from the other provisions in place (coaching, mentoring, workplace buddy/support and shadowing for underrepresented groups as indicated in a previous section). HR will then work with Learning & Development, DICE and Service Delivery to introduce a pilot support scheme for the 15 new wholetime firefighter recruits who graduated in Apr 21. The feedback from this pilot will inform the format of a wider scheme for all new staff.

o developing a system for picking diverse working project groups; and



Support

September 2019 Cultural Change Plan

(V5, item 6.9) Update Dec 19: A new range of working groups have been introduced during 2019 which

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benefit from expertise drawn from across the Service (including end users) – eg uniform working group, appliance working group, menopause working group.

o sense-checking policies to improve tone and language when they come up for review.

Chief Fire Officer/Chief

Executive

Head of Transformation

Team

2020 – 2023 Cultural Change Plan

(V5, item 6.10) Update Jan 20: The Head of Service Transformation took up their role on 01 Jan 20 and is currently in the process of recruiting/appointing a Programme Management Officer. When both roles are in place the process of determining the scope of the team will take place which will incorporate policy review as one of its workstreams, most likely commencing in Apr 20 once further relevant team members/project leads are recruited and appointed. Update Mar 20: Programme Management Office manager has been appointed and an analyst should be in post for 01 Apr 20 to begin the process of reviewing and sense-checking policies. Update May 20: Following appointment of the Programme Management Officer. a Communication Officer has been appointed in order to engage all staff groups across the Service and a Programme Management Office Analyst has also been appointed and has begun the task of analysing various areas of current work within Avon FRS. Update Nov 20: In the preceding months clarity has been provided around the revenue budget for the Transformation Team which has been secured until Apr 23. This has allowed further recruitment to take place with a COVID-secure recruitment process held for the roles of Project Manager (Processes) and Project Manager (Policies). These staff have been

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appointed and by mid-Nov 20 both will have started in role. A governance structure/steering group has been developed which is scheduled to have its initial meeting in mid-Dec 20. During the summer months the Transformation Team has been heavily involved with the Head of Procurement and Director of Corporate Services in securing agreement through the Fire Authority for the IT infrastructure business case which will provide the foundations upon which many of the aspirations of the Transformation Programme will sit. Update Jan 21: The new Project Managers (PM) for processes and for policies have started in role and the PM (Policies) has started to review all policies currently in use and has identified: (i) which policies require reviewing; and (ii) in which priority order these reviews need to be actioned. A Corporate Policy Framework is being developed and will be used to structure all Avon FRS policies now and in the future. The current objectives being worked towards are a) to implement a new

accessible and engaging policies framework with policies that: provide flexibility and

autonomy; are easy to access and

understand by all; reduce administrative

burden and unnecessary bureaucracy;

enable supervisors and middle managers to feel empowered to make

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decisions; are applied fairly,

consistently and transparently;

are more benevolent (kindness / goodwill) and empathetic;

b) policy mapping, identifying the precise number of policies in existence, who owns them, what is out-of-date and what policies are problematic;

c) engagement – focus groups to review a number of issues raised; and

d) identify and prioritise ‘quick wins’ versus larger challenges for policies.

Update Mar 21: Work continues as detailed above which continues at pace by the Project Managers for policies and processes with a work plan in place for policy review whilst ensuring a sense check of each policy when they are reviewed to ensure they reflect the Service values and put staff at the heart of their ethos. Update Apr 21: Work continues to progress as detailed above.

Address welfare and dignity issues faced by our staff through the provision of more private changing spaces, particularly at our on-call fire stations. New changing facilities will be built by the end of 2019.



December 2019 Implementation plan by March

2020


Update Apr 19: New changing facilities have now been provided at Stn. 18 Weston (on-call). Feedback on these facilities will be sought and a review of all other sites undertaken to establish the feasibility of similar facilities throughout the estate. Update Sep 19: A review of all on-call station space has been completed to identify where facilities are already in place and where they need to be provided. In some cases either an extension or modular unit will be provided as

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the existing space is not flexible, examples are currently being costed. An implementation plan for each location is now being developed prior to consultation. Update Jan 20: Draft proposals are now being considered by the Group Manager for on-call stations and the relevant Station Managers. Full proposals to be considered by the Service Leadership Team in Feb 20. Update May 20: Proposals now scheduled for Service Leadership Team meeting on 30 Jun 20. Early action identified at Paulton, Radstock and Winscombe stations. Update Oct 20: On-call station priorities and action plan presented to SLT meeting on 29 Sep 20 – section 3.2 provided details on toilet and shower facilities, section 3.3 covered dignity and changing facilities while section 4 included a prioritised action plan. Works at Stns. 07 Portishead, 08 Pill, 19 Yatton, 23 Blagdon and 24 Winscombe will be prioritised for early action commencing in FY 2020/21. Given the SLT-approved and prioritised action plan, this has now transitioned to ‘business as usual’ and is therefore now marked as complete.

Consult with wholetime and on-call operational staff about ways to improve welfare and dignity at operational incidents.



Support

December 2019 March 2020 Cultural Change Plan

(V5, item 3.12) Update Dec 19: Appliance research and development (R&D) group established and new Welfare Unit now fully available and based at Stn. 05 Avonmouth.

Tackle inappropriate behaviour, insensitive language, bullying and harassment by:

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o re-issuing guidance on recognising and tackling bullying and harassment, including the adoption of a ‘zero tolerance’ approach;


HR Manager August 2019 March 2020 (roll-out from April 2020)


Updates on re-issuing the B&H guidance and approach are contained in the previous section which deals with the B&H policy.

Update Apr 19: We will explore a new report and support platform to raise awareness of bullying and harassment across the workforce.



o researching and developing new ways of reporting bullying and harassment;




October 2019 March 2020


Update Aug 19: Research ongoing towards an online platform for reporting and support with a business case going to SLT in Sep 19. Update May 20: A business case for an external platform called ‘Report and Support’ has been reviewed and supported by SLT in principle, but remains on hold Transformation Team scope and systems requirements are known. Update May 21: Action on hold, no further progress to report.


HR Manager

o setting up a bullying and harassment working group; and


HR Manager May 2019 December 2019 (delayed due to

COVID-19)


Update Apr 19: Initial discussions have taken place with key staff regarding the scope of any potential group with an initial meeting set to follow in spring 2019. Update May 19: DICE project initiation document has been altered to reflect the intentions of the cultural change plan in regard to a behavioural framework which will influence a review of policy. Cultural change plan has now been distributed across the organisation to all personnel. Update May 20: Currently identifying key staff across the Service to form working group. Communication and request for participation to be created and sent out along with Terms of Reference. Update Apr 21: This action has



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been delayed due to pandemic. The draft Bullying and Harassment (B&H) Policy is now out for consultation and this will involve key stakeholders to form a B&H Working Group to ensure policy and principles are embedded and to review communications, training and support package needed to support the revised policy.

o challenging the use of insensitive language with immediate effect.

All staff All staff Ongoing (business as

usual) Cultural Change Plan

(V5, item 8.7) Update Dec 19: Values and Behaviour Framework published on 10 Oct 19 with training to be rolled out from Apr 20. Expectations for all leaders across the organisation detailed within the Service Leadership Charter.

Publish our brand new diversity, equality, inclusion and cohesion (DICE) strategy, which will include work on an ageing workforce. Part of this strategy will involve working with the NFCC and other external groups on what work is currently ongoing to look at issues of ageing workforces.



May 2019 February 2020

June 2020


Update Apr 19: The DICE strategy has been drafted and is due to be issued to internal stakeholders for consultation shortly. Update May 19: Internal consultation has taken place and the document has been re-drafted following feedback in preparation for wider consultation. Update Jun 19: Re-drafted strategy in place and awaiting review and consultation. Update Aug 19: Strategy complete and shared with SLT; currently being prepared for publication. Update Dec 19: New DICE strategy has now been produced and a system of promotion across the Service is being developed with the corporate comms. team for early 2020. Update May 20: DICE Strategy launch video created and presented at People & Culture meeting on 27 Feb 20; approved and ready for launch via intranet

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and external website. Governance arrangements for delivery are being considered through the People and Culture Committee. Update Jun 20: Avon Fire & Rescue Service DICE Strategy 2019-2020 published on 10 Jun 20, together with an introductory video uploaded to the Avon FRS YouTube channel.

Deliver face-to-face DICE training with all senior and middle leaders during the 2019/20 financial year.



April 2020 (start)

(delayed due to COVID-19)

December 2020 April 2021


Update Sep 19: Currently developing a specification and tendering process. Research has taken place regarding possible suppliers. SLA revised with SARI to include Fire Authority and Service Leadership Team awareness training, including cultural tours. Update Dec 19: Service Level Agreement with SARI signed and training package designed under discussion with SARI Director and Culture & Inclusion Manager. Update May 20: External DICE face-to-face training provider identified and proposal currently going through tendering process. Training to commence after return to work following COVID-19 lockdown is relaxed. Update Jun 20: Regular planning discussions held with external DICE trainer to establish suitable alternative options for delivery of training during COVID-19 lockdown – provisional start date of 15 Jul 20 agreed. DICE team currently identifying suitable venues for delivering face-to-face training whilst applying social distancing measures. Update Jul 20: Revised start date for face-to-face DICE training of 31 Jul 20 now confirmed.

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Update Aug 20: First DICE training sessions held on 31 Jul 20, 06 Aug 20 and 14 Aug 20. Update Sep 20: Further DICE training sessions held on 26 Aug 20, 28 Aug 20 and 03 Sep 20. Update Oct 20: DICE and Same Difference consultancy have delivered a total of eight DICE and culture change workshops for middle managers. Approximately 50% of participants have provided positive feedback on the content and effective delivery and discussions. An additional 38 managers including senior leaders have been identified to undergo the training before the end of 2020. Six workshops have been allocated for Nov 20 which will include a combination of senior, middle and Watch managers from across the Service. An interim evaluation exercise to be undertaken in Oct 20 and Dec 20 to analyse feedback and evaluation forms. A report will be issued in Dec 20. Training will resume during quarter one of 2021. Update Nov 20: There will be a pause in the delivery of the DICE training and culture change workshops at the end of Nov 20 to allow for evaluation of the first phase of training for middle managers and accommodate the upcoming holiday period in Dec 20. By end of Nov 20, over fifty delegates (including the majority of all middle managers and other staff) will have attended workshops. The recently issued lockdown measures have hindered progress in terms of

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delegates’ ability to attend and availability of risk assessed venues. Training planned to resume during quarter one of 2021. Update Jan 21: The newly-appointed DICE officer will source an ED&I provider to continue the roll-out of the DICE training programme. We aim to resume training by Mar 21. Update Apr 21: Due to the DICE team’s leading role with the cultural survey re-run and limited capacity, progress with this action has been delayed. However, the DICE Officer will continue to seek training providers to continue the DICE training for all staff across the Service.

Refresh and relaunch our ‘Equality and Dignity in the Workplace’ e-learning package with a requirement for all staff at every level across the organisation to complete and pass the course.



April 2019 April 2020

March 2021

Update Apr 19: The content of

the e-learning package is currently being refreshed. Update Jun 19: Developing a multi-stage approach to training through an e-learning package and face-to-face input. Update Aug 19: Quotes being sought for training provider. Update Sep 19: See previous action update. Update Dec 19: This outcome is now combined with a new training package that is more interactive being scoped and planned for Apr 20, realigned to previous outcome. Update Oct 20: DICE is currently reviewing the recently updated version of our ‘Equality and Dignity in the Workplace’ e-learning package to ensure the content remains relevant and is aligned to the DICE and culture awareness training presently being delivered to all senior and

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middle managers. DICE will continue to work with Learning & Development to advise on any further amendments before the full relaunch. Update Nov 20: Update to follow (13 Nov 20). Update Jan 21: The Equality and Dignity in the Workplace e-learning package is now live on MyLo. DICE will conduct further reviews in Jan 21 and incorporate elements of the DICE training programme to ensure consistency. On completion, DICE will send communication to all staff to inform of the updates and encourage completion of the module. Update Apr 21: DICE team will continue to review Equality and Dignity in the Workplace e-learning package the and consult with Learning & Development to ensure the content is up-to-date and aligned with EDI best practice, the Equality Act and the public sector equality duty (PSED).

Bring in new ways to recognise good work and encourage staff across the organisation to have positive conversations about their success and the success of others through the year by:

Update Apr 19: Cultural change plan and associated advocate work being launched in Apr 19. Update May 19: Cultural change plan distributed across the organisation; change advocate workshop to take place in Jun 19. Update Sep 19: Planning a reward and recognition event for the end of 2019 and introduced ‘Values Stars’ initiative in the Bulletin. Currently developing e-card recognition system.

o trialling a peer-led system for recognising good work;


Head of Marketing &

Communications

December 2019


Update Dec 19: ‘Values Stars’ introduced in the Bulletin from 14 Aug 19 (Issue 10).

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Update May 20: Final steps on developing e-recognition system – planned launch in Jun 20. Update Jun 20: e-Recognition (‘e-Rec’) launched across the Service on 17 Jun 20. Update Oct 20: We have recognised over 70 Value Stars since this was introduced into the Bulletin. Since its launch, 200 e-Rec cards have been sent across the Service from a mix of operational and corporate staff.

o reviewing the PDR process and developing it to better support the recognition of good work;


Chief Fire Officer/Chief

Executive


Manager Head of

Transformation Team


April 2021 September 2021


Update Dec 19: PDR review meeting held on 02 Dec 19. Update May 20: Learning & Development have been asked to research a new PDR software system; this is in progress. Also in consultation with those fire and rescue services identified in HMICFRS reports as having best practice. Update Jul 20: Research undertaken and options paper produced. It is unlikely that an ‘off the shelf’ PDR system will be flexible enough to provide what is required for this action plan – therefore, discussions will be needed to identify alternative processes. Update Aug 20: As above – currently establishing procurement strategy for new PDR platform; once full details of functionality are known, will revisit this action. Update Sep 20: System identified – however, awaiting guidance re: procurement. Update Oct 20: Specification will now be produced prior to procurement exercise being carried out. This will slow down launch of new system and has an effect on other development –

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notably the introduction of coaching, mentoring and PDR training for all supervisory managers. Target date for launch of new system will not be met – therefore revised to Apr 21. Update Nov 20: Procurement process currently on hold pending decision re: associated costs and resources. Update Dec 20: Organisational Development Manager has been asked to progress procurement via a tendering process; however, no response yet regarding budget for new system and admin. resource. Update Jan 21: Work has begun on producing a specification for the tendering process. A list of essential and desirable criteria has been created and consulted upon. Specification to be sent to Procurement and Supplies Manager by end of Jan 21 for Request for Quotations (RFQ) to be created. Tendering process will take some time, so unlikely to meet deadline of Apr 21. Update Mar 21: Now falling under scope of Transformation Team; tendering process has been paused in the meantime. Update Apr 21: Following this action falling within the scope of the Transformation Programme, the Project Manager for processes has been tasked with facilitating a holistic and integrated gap analysis to review PDR needs and how the PDR feeds into other processes. It should be noted that a great deal of work has taken place to date to identify prospective PDR systems and the gap analysis will focus on the links between the PDR

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process as a whole and other areas of the Service/L&D/staff requirements.

o review how we can best review good work in our internal Bulletin;


Head of Marketing &

Communications

June 2019 December 2019

Update May 19: New internal communications officer has now started is and working on various ways of recognising good work. Recognition event being planned for Dec 19. Update Aug 19: New ways of supporting staff and recognising staff within the Bulletin and developing e-card system for ‘thank you’ messages. Update Oct 19: Culture & Inclusion Manager and internal communications officer working together to produce a permanent DICE page highlighting good work and DICE-related information and news. Update May 20: Bulletin celebrates our staff and good work with Values Stars, “Spotlight on …” and good news stories across all staff groups. We have also introduced a Workplace page where staff can post their own celebrations and updates. Update Oct 20: We have recognised over 70 Value Stars since this was introduced into the Bulletin. Since its launch, 200 e-Rec cards have been sent across the Service from a mix of operational and corporate staff. #WeR1 Facebook Workplace page membership = 184.

o plan a new event to celebrate success across the organisation; and


Executive Assistant to

CFO/CE

2020 December 2019

Update May 19: Recognition event being planned for Dec 19. Update Dec 19: First awards and recognition event held at Bristol Aerospace on 17 Dec 19.

o introduce a 30-year meritorious service medal (with 40- and 50-year bars to recognise additional service) for uniformed staff and the

CFO/CE Executive Assistant to

December 2020


Update May 19: Design work underway and liaising with potential manufacturers with a

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equivalent level of reward for corporate staff. CFO/CE view to first awards in Dec 19. Update Jun 19: Staff survey undertaken to select design for new Avon Fire & Rescue Service Meritorious Service Medal ribbon (four possible options – closing date for survey 05 Jul 19). Update Dec 19: Medals designed and first one already presented in Nov 19; remainder of the current medals to be presented at the awards event on 17 Dec 19.

Managing performance and developing leaders


The service should ensure its selection, development and promotion of staff is open, transparent and fair. All promotion panels should have appropriate human resources support.

We will offer development opportunities to staff, regardless of where they are in their career with us. We will put transparency and fairness at the heart of internal staff movement. We’ll also look at the benefits we currently provide to make sure we’re providing fair and equal treatment as best we can. In particular, we will:

State of Fire and Rescue 2019 (pp 38, 49, 116)

A Human Resources Department representative was part of the panel for the Chief Fire Officer recruitment process in 2018 and will continue to be going forward. The CFO recruitment process was also assisted by external advisors appointed on the recommendation of the National Fire Chiefs’ Council.

Ensure that Fire and Rescue National Framework for England’s expectation that all principal officer appointments are open to national competition is explicitly documented in the next update of the Fire Authority’s Pay Policy Statement.

Clerk to the Fire Authority

Clerk to the Fire Authority

April 2019

Section 6.10 of the Fire and Rescue National Framework for England states: “To ensure greater fairness and the exchange of talent and ideas, all principal fire officer posts must be open to competition nationally, and fire and rescue authorities must take account of this in their workforce planning.”

Following internal consultation, publish a new operational promotion policy. (Action duplicated above – only counted once for the purposes of progress monitoring.)



Manager

July 2019

Update Apr 19: First draft of the policy has now been shared for comment prior to consultation. Update Sep 19: Policy is now complete and agreed and due for imminent publication. Update Oct 19: New promotion policy published on the intranet on 18 Sep 19.

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Establish a new Transfer, Appointments and Promotions Panel alongside a revised Transfer Policy. (Action duplicated above – only counted once for the purposes of progress monitoring.)



Support

Draft by April 2019


See updates above

Supplement our existing coaching and mentoring provision with the introduction of a formalised leadership peer support (‘buddy’) system.



Manager

2019


Update Apr 19: The South West Emergency Services’ Collaboration (SWESC) is currently working on a peer support network across emergency ‘blue light’ services. Conversations are taking place regarding an External Advisory Group which could be expanded to mentoring with community members. Update Sep 19: No further update. Update Dec 19: Formal mentor / mentee provision introduced as part of the Level 6 Chartered Manager Degree Apprenticeship (CMDA) programme in association with the University of the West of England.

Develop appropriate questions to add to operational promotion and corporate staff interviews on cultural behaviours and managing inter-personal challenges.



Manager

Start in March 2019


Update Aug 19: Interviews are now aligned to values-based questions. Promotion process is values-led and utilises the NFCC Leadership Framework and is aligned to our new Values and Behaviour Framework (published Oct 19).

Introduce guidelines on how we advertise both internal and external staff roles, including secondments and internal moves.


HR Manager December 2019


Update Apr 19: The ‘Yes YOU Can’ website details how we advertise, select and recruit for wholetime and on-call staff. This will be further developed to include Control, corporate staff and apprenticeships. The secondment work package should be completed by 30 June 19 (agreed by the Internal Improvement Board). In respect of internal moves this is set out in the Transfer Policy and the

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revised Promotion Policy which sits with the Resource Planning Unit and Learning & Development Unit respectively. Update May 19: The secondment policy work is on track and will be completed by 30 Jun 19. Update Jun 19: The secondment policy has been drafted and will be circulated for consultation by 12 Jun 19. Update Aug 19: The Secondment Policy is currently in the formal consultation process and will be published shortly. Update Oct 19: Secondment policy approved and published.


The service should put in place an open and fair process to identify, develop and support high-potential staff and aspiring leaders.

We will: State of Fire and Rescue 2019 (pp 38, 132)

Develop new pathways for staff across the Service that meet our organisational need and provide clarity in career development. In particular, we will introduce new corporate staff development pathways and review their effectiveness.



Support

March 2020 March 2021


Update Apr 19: This has been paused due to the introduction of the apprenticeship programme. Corporate staff have been engaging by role in the apprenticeship options and development. Update Sep 19: Work is ongoing for a leadership framework for all levels across the Service. Update Dec 19: Draft leadership/development matrix completed and being consulted upon across departments. Update Jun 20: The development pathway has progressed to include operational and corporate staff, relevant managers have been consulted in relation to post development requirements both mandatory and optional elements. Work with Corporate Communications will now begin in order to provide a platform for this to be used by all staff. This work is dependent upon a number of

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other work streams, namely: Promotion Policy review, talent management strategy, PDR review and the work of the Transformation Team. Update Jul 20: Development pathways have been mapped for both uniformed and corporate staff and role/Hay grade alignment completed. Job or role development that is specific to individual roles is currently being mapped by relevant departmental managers and will be added to pathway when completed. Update Sep 20: Meeting planned to finalise development pathway plan before reporting to ACFO (Service Delivery Support). Update Oct 20: Mapping is now complete apart for some specialist roles that are awaiting feedback from SMEs. Meeting with ACFO (Service Delivery Support) required in order to progress due to questions over mandatory requirements and availability of funding for some development. Update Jan 21: Final meeting to confirm structure scheduled for 25 Jan 21. Following this, a meeting with Corporate Comms. will take place to discuss how this can be effectively represented. Update Mar 21: Pathway structure and detail signed off. Meeting with Corporate Comms. requested; awaiting response. Update Apr 21: As per previous update. Update May 21: The career development pathways have now been completed and the effectiveness review will be transitioned into ‘business-as-usual’. Therefore, this action has been signed-off as complete.

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Empower managers to develop and resource individual training and development plans for their team to include professional qualifications, continuing professional development and new skills (where a business case is established).



Support

April 2020

Update Mar 19: We are currently providing, or planning to provide, a range of leadership programmes as follows: Level 3: Aspiring Leaders

(supervisory managers) – with two cohorts currently half-way through their workshops;

Level 5: Middle Managers – one group started in Oct 18 and a further programme is due to start in Sep 19;

Level 6: degree level – for Group Managers or experienced Station Managers. This is a chartered manager foundation degree and the University of the West of England is keen to work with us to provide the programme, as well as the Open University, and discussions are ongoing.

Level 7: senior manager Masters degree – again, discussions are ongoing about the provision of this programme.

Update Aug 19: Leadership pathways being developed for all managerial levels aligned to skills and qualifications. Update Jul 20:

Level 3: Aspiring Leaders (supervisory managers): we have 22 employees on this development programme.

Level 5: Middle Managers: we have 29 employees on this development programme.

Level 6: degree level: we have 3 employees on this development programme.

Level 7: senior manager Masters degree: there has been no further discussion on

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HMICFRS report

page ref.


Officer


and documents

Remarks

progressing the Level 7 qualification as part of the development pathway.

Update Jan 21: There is now one manager who has committed to the Level 7 programme. Further to the development of the Development Pathway, additional options will be offered around Level 3 and 5 to be completed as courses rather than apprenticeships. The requirement for either the course or the apprenticeship to be completed before progressing to SM or GM will also be contained within the pathway and Promotion Policy. Update Mar 21: Level 3 and 5 courses now included into the final pathway structure (in addition to apprenticeship route). Update Apr 21: Action signed-off as complete.

Develop new ways of structuring work plans. Cultural Change Plan (V5, item 5.1)

Decision by SLB on 26 Nov 19 to remove action as deemed no longer relevant.

Continue to support leaders in how to communicate the rationale for targets, through a variety of methods.

Decision by SLB on 26 Nov 19 to remove action as deemed no longer relevant.

Continue to invest in apprenticeships and ask leaders to talk to staff about all of our new development pathways during their next professional development reviews (PDRs) with staff.



Support

2019


Update Apr 19: New programme for apprentice firefighters announced in Mar 19. Beginning in Sep 19, the programme will see us taking on up to six new staff on a two-year apprenticeship and developing them into fully operational firefighters. Applications open at the end of Apr 19. Update May 19: Firefighter apprenticeships advertised through the national apprenticeship website. Update Aug 19: Ten new firefighter apprentices start within the organisation in Sep 19.

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https://www.avonfire.gov.uk/all-areas/2472-af-rs-announce-firefighter-apprenticeships

https://www.weston.ac.uk/what-can-i-study/apprenticeships/vacancies/apprentice-firefighter-avon-fire-and-rescue


HMICFRS report

page ref.


Officer


and documents

Remarks

Update Sep 19: Apprenticeship firefighter scheme now on hold until 2020. Update Dec 19: Currently have 37 apprenticeships active within the Service (all existing members of staff undertaking further personal and professional development).

Undertake a succession planning exercise during 2019.



Support

December 2019 Cultural Change Plan

(V5, item 7.4) Update Dec 19: Transfer, Appointments and Promotions (TAP) Panel now established and meeting regularly.

Undertake a comparison between Gold, Grey and Green Book staff to identify and understand areas on inequality.



December 2020 Update Apr 19: Currently stalled awaiting outcome of national negotiations. Update Aug 19: Requires refresh to reword the objective. Update Jul 20: Conditions of Service are negotiated nationally and national work programmes are ongoing with the National Joint Council for Local Authority Fire and Rescue Services and Representative Bodies regarding role profiles and job descriptions. We do not have any local influence over this national work – therefore this item has been removed from the action plan.

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Annex 1 Inspection, intervention and accountability

A1.1 Fire and rescue authorities in England must have regard to the Fire and Rescue National Framework for England which is issued by the Secretary of State in accordance with section 21 of the Fire and Rescue Services Act 2004. A1.2 The current National Framework was published in May 2018 and came into force on 1 June 2018. The Framework:

a) must set out priorities and objectives for fire and rescue authorities in connection with the discharge of their functions;

b) may contain guidance to fire and rescue authorities in connection with the discharge of any of their functions;

c) may contain any other matter relating to fire and rescue authorities or their functions that the Secretary of State considers appropriate.

A1.3 Section 7 of the National Framework deals with inspection, intervention and accountability. In particular, section 7.5 of the National Framework states:

“Fire and rescue authorities must give due regard to reports and recommendations made by

HMICFRS and – if recommendations are made – prepare, update and regularly publish an

action plan detailing how the recommendations are being actioned. If the fire and rescue

authority does not propose to undertake any action as a result of a recommendation, reasons

for this should be given. When forming an action plan, the fire and rescue authority could

seek advice and support from other organisations, for example, the National Fire Chiefs’

Council and the Local Government Association; and, for those areas where a PFCC has

responsibility for fire governance, the Association of Police and Crime Commissioners.”

A1.4 This document constitutes our action plan for the purposes of section 7.5 of the National Framework and is published on our public website at: https://www.avonfire.gov.uk/our-performance/hmicfrs

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https://www.legislation.gov.uk/ukpga/2004/21/contents

https://www.gov.uk/government/publications/fire-and-rescue-national-framework-for-england--2





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Annex 2 Glossary of terms and abbreviations

Term or abbreviation

Meaning

ACFO Assistant Chief Fire Officer AF&RS Avon Fire & Rescue Service ARC Alarm receiving centre Area for improvement

If HMICFRS’ inspection identifies an aspect of a fire and rescue service’s practice, policy or performance that falls short of the expected standard, it will be reported as one or more area(s) for improvement. Area(s) for improvement will not be accompanied by a recommendation.

B&H Bullying and harassment BCM Business continuity management BRR Building Risk Review Cause of concern If HMICFRS’ inspection identifies a serious or critical shortcoming in a

fire and rescue service’s practice, policy or performance, it will be reported as a cause of concern. A cause of concern will always be accompanied by one or more recommendations. HMICFRS will recommend that the fire and rescue service(s) (and sometimes other bodies) make changes to alleviate or eradicate it. Due to the serious nature of these shortcomings, HMICFRS will regularly review fire and rescue services’ progress (and the progress of other bodies, where appropriate) in alleviating or eradicating a cause of concern. The method and timing of this review will be determined by the precise nature of the cause of concern.

CFO/CE Chief Fire Officer / Chief Executive DICE Diversity, inclusion, cohesion and equality FRS Fire and rescue service HFSV Home fire safety visit HMI Her Majesty’s Inspector HMICFRS Her Majesty’s Inspectorate of Constabulary and Fire & Rescue

Services HR Human resources

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Term or abbreviation

Meaning

IRMP Integrated risk management plan JESIP Joint Emergency Services’ Interoperability Principles JOL Joint organisational learning MDT Mobile data terminal MOST Maintenance of Skills Training MTFP Medium term financial plan NatOG National Operational Guidance NFCC National Fire Chiefs’ Council NJC National Joint Council for Local Authority Fire and Rescue Services NOL National Operational Learning OG Operational Guidance OSHENS Internal software system for recording health, safety, welfare and

security-related incidents and tracking progress against associated recommendations

PDR Professional development review PRSC Performance Review and Scrutiny Committee RRO Regulatory Reform (Fire Safety) Order 2005 SAG Safety Advisory Group SLB Service Leadership Board SLL Service Liaison Lead SLO Service Liaison Officer SLT Service Leadership Team SME Subject matter expert TAP Panel Transfer, Appointments and Promotions Panel TFS Technical Fire Safety TRiM Trauma risk management

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169

Prepared by:

Avon Fire & Rescue Service, Police & Fire Headquarters, PO Box 37, Valley Road, Portishead, Bristol BS20 8JJ Tel: 0117 926 2061 Fax: 01275 842552

www.avonfire.gov.uk

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1

AVON FIRE AUTHORITY

11 MEETING:

Performance, Review and Scrutiny Committee

MEETING DATE:

16 July 2021

REPORT OF:

Chief Fire Officer / Chief Executive The Treasurer

SUBJECT:

Capital Programme Update

1. SUMMARY

This report provides a summary of the 2020/21 Capital Programme and a first quarter update on the 2021/22 Capital Programme.

2. RECOMMENDATIONS The Committee is asked to:

• Note the 2020/21 Capital Programme and review the amounts slipped forward into the new year,

• Note the latest expenditure position on the 2021/22 Capital Programme and to review any key issues to provide the required assurance on the approved Capital Programme

3. FINANCIAL IMPLICATIONS

The table below shows the final expenditure for the 2020/21 Capital Programme and the updated 2021/22 Capital Programme. The detail of the final 2020/21 Capital Programme is shown in Appendix 1 to this report.

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2

4. BACKGROUND

4.1. During 2020/21 the Fire Authority Chair requested reports on the Capital

Programme be forwarded to this committee, to enable further review on an ongoing basis.

4.2. As part of a requirement identified in the Finance Improvement Programme (FIP), capital is now being monitored on a quarterly basis and reported to this Committee. Finance staff have continued to work more closely with capital operational leads to strengthen capital reporting and quarterly Capital review meetings are being held with Premises, Fleet, ICT and Operational Equipment budget holders to review progress and agree forecasts.

4.3. The Capital Programme, as at the 31 March 2021, resulted in a final underspend of £5.896m (48.6% of budget) against the projected underspend of £5.147m reported to the Fire Authority in March 2021. The Capital finance report has been updated to provide forecast updates from each of the lead operational Managers and this update is contained within Appendices 2–4.

5. KEY ISSUES

5.1 Appendix 1 shows the capital expenditure of £6.235m in 2020/21. 5.2 The COVID-19 pandemic with its consequent lock-down and social distancing

rules caused delays with most capital projects; on site, on the factory floor, and within Avon Fire & Rescue Service (AF&RS) with delays in recruitment.

Capital Programme 2021/2022

Funding and Expenditure2020/21 Final Expenditure

2020/21 Final Underspend

Approved 2021/22 Annual

Budget*

Final 2021/22 Programme

(incl. final underspend)**

£'000 £'000 £'000 £'000Public Sector Decarbonisation Grant 824 824 Capital Receipts (from sale of HQ) 12,131 6,170 6,170 Capital Receipt from house sale 125 125 Prudential borrowing 840 840 Total Funding 12,131 7,959 7,959 Premises 2,744 2,767 3,291 4,281 Operational Equipment 299 65 104 169 Fleet 2,656 2,493 3,664 3,487 ICT 200 200 Transformation 334 570 509 570 Unallocated 202 191 0 Total Expenditure 6,235 5,896 7,959 8,708

*Approved at March 2021 Fire Authority Meeting

**Final 2021/22 Programme shown above, includes the final 2020/21 underspend of £5.896m, which equates to an additional £749k underspend from the provisional position reported to the Fire Authority in March 2021.

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3

This resulted in a final Capital underspend of £5.896m, detailed in the following key projects:

Premises: Total Underspend: £2.767m (Appendix 2) £0.727m underspend due to delays in the Bedminster refurbishment; £0.856m underspend on the Avonmouth site rebuild; £0.201m and £0.313m underspends on the Bath and Weston site rebuild projects; and £0.669m on the general building projects; Fleet: Total Underspend: £2.493m (Appendix 3) £0.934m projected underspend due to delays in procurement of specials (Hovercraft, Environmental Response Unit (ERU) and the BA unit); £0.174m ancillary vehicles, and £1.385m Appliance Replacement where four appliances remained on order. ICT/Transformation: Total Underspend: £0.599m £0.599m underspend, largely due to delays in the Transformation programme. Operational Equipment Total Underspend £0.037m (Appendix 4)

5.3 The Bedminster project with respect to the existing failed ground floor

extension to the building design work has progressed slowly. The original Contractor and their legal representatives have agreed to refer this to mediation by the Royal Institution of Chartered Surveyors (RICS) dispute resolution service, which we have instructed.

5.4 Social distancing rules meant that work on site at the Avonmouth Station

rebuild progressed more slowly than forecast. 5.5 On the Fleet capital budget, confirmed slippage of £2.493m largely relates to

delays to the 4 additional appliances, Hovercraft and Environmental Response Unit (ERU) projects. The replacement of the 4 appliances for 2020/21 is on track and the supplier contract financial commitment will be agreed this financial year. Payment will be staged with the supplier and will slip into the next financial year in line with procurement standards. The hovercraft is behind the anticipated timeframe, due to a combination in COVID-19 challenges and associated partner agency overlap, where partner organisations are reviewing their own fleet requirements. This project is currently being reviewed against the risk analysis and working with partner organisations. The procurement for the ERU is now expected to slip into 2021/22, due to delays with the contract information.

5.6 The operational lead for the Transformation Programme advised there would

be reduced expenditure during 2020/21 due to COVID-19 challenges and the resultant recruitment delays.

5.7 A revised Capital Budget of £8.708m including updated spend profiling is now

set for 2021/22 (including underspend from last year), this is the original budget of £7.959m approved by the Fire Authority in March 2021 updated for the final underspend figure (addition of £0.749m). Actual expenditure for

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4

2021/22 thus far is £0.496m. Orders have been approved for £1.376m for Fleet projects and £0.584m for Premises projects.

6. CONSIDERATIONS

6.1. Contribution to Key Policy Priorities

The strategic projects in the capital programme contribute to the Service’s key policy priorities.

6.2. Financial Implications

As detailed above in the report. 6.3. Legal Implications None 6.4. Equality & Diversity Implications None 6.5. Corporate Risk Assessment

This report primarily relates to CR20 (funding and resource pressures), CR17 (building asset condition & physical security) for the Premises programmes, CR19 (change and transformation) and CR13 (loss of IT systems) for the ICT programme.

6.6. Environmental/Sustainability Implications

None

6.7. Health & Safety Implications

None 6.8. Crime & Disorder Implications

None

6.9. Data Protection Implications None

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5

7. BACKGROUND PAPERS 2021-2024 Approved Capital Programme Strategy - March 2021 2020/21 Capital Projects & Financial Outturn (Performance, Review and Scrutiny Committee 29 January 2021).

8. APPENDICES

1. Capital Financial Summary for the period 1 April 2020 to 31 March 2021 2-4 Operational Updates on capital programme 2020/21 5 2021/22 Updated Annual Budget and April to June 2021 Expenditure

9. REPORT CONTACT

Claire Bentley – Finance Manager ext 235

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Appendix 1

AVON FIRE AUTHORITY

Financial Summary - Capital - 1st April 2020 to 31st March 2021

Funding and Expenditure

2020/21 Original

Annual Budget

(with estimated

19/20 underspend)

2020/21 Revised

Annual Budget

(incl final

Underspend)

2020/21

Expenditure

(April 2020 to

March 2021)

Spend % of

Budget

2020/21

Forecast

Expenditure

2020/21

Forecast Annual

Variance

Final

Underspend for

2020/21

£'000 £'000 £'000 £'000 £'000 £'000

Capital Receipts 11,931 12,131 6,984 -5,147 Revenue contribution to capital 200 0 0 0

Total Funding 12,131 12,131

Premises - Reinvesting for the Future: Avonmouth 3,723 3,316 2,460 74% 3,314 -2 856

Weston 293 420 107 26% 110 -310 313

Bath 443 270 69 26% 100 -170 201

Premises - Bedminster Refurbishment 784 784 57 7% 100 -684 727

Premises - General 491 721 52 7% 110 -611 670

Total Premises 5,734 5,511 2,744 3,734 -1,777 2,767 Operational Equipment 90 336 299 89% 336 0 37 Fleet 5,149 5,149 2,656 52% 2,490 -2,659 2,493 ICT 304 304 0 0% 304 0 304 Transformation 653 629 334 53% 120 -509 295 Unallocated 201 202 202 100% 0 -202 0

Total Expenditure 12,131 12,131 6,235 51% 6,984 -5,147 5,896

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Appendix 2: 2020/21 Capital Programme Operational Update - Premises Investment Area Premises Lead Director Angela Feeney Lead Manager Simon Richards Period 1/4/2020 – 31/03/2021

Financial Summary

Operational Summary i) Reinvesting for the Future: The expenditure to date is driven by the Avonmouth project which is in the construction phase. The final outturn is that this programme has not spent the full capital budget for 20/21, and consequently £1,370k will be slipped into 2021/22. • Avonmouth: the expenditure to date is 74% of this year’s budget. In addition to the

previous COVID -19 labour and materials delays reported, the main Mechanical and Electrical contractor has gone into liquidation causing a significant disruption and a further delay to the project. Compensation will apply for further delays and the risks/costs associated with this sits with the main contractor (Knights Brown). Completion of Phase 1 is now forecast to be July / August 2021 with Phase 2 being December 2021. Project expenditure this FY is £2,460k, with the remainder required to carry forward into 2021/22. A review of the cost and impact of COVID-19 delays (including recovery of these costs from Government) , Delay Damages payable to AF&RS as a result of the M&E Contractor Liquidation and our remaining contingency is being carried out, and any changes to the projected project outturn will be reported to the Fire Authority.

• Weston: this project is in the design phase with 26% of this year’s budget spent. The work is progressing in line with budget, the capital profile for 2021/22 will be largely determined following a key decision to either purchase an alternative site or redevelop on the existing footprint. We anticipate this decision being made in Q3 2021/22. Project expenditure this FY is £107k, with the remainder required to carry forward into 2021/22, total project (design) costs are still within budget.

• Bath: this project also in the design phase with 26% of this year’s budget spent. The work is currently on track with stage 2 design completed for both a standalone Fire Station option and a combined Police & Fire facility (incorporating the adjacent Ambulance Station Footprint). There are risks to the project timeline as we are dependent on other agencies to collaborate and provide investment if a collaborative scheme is the preferred option. The overall project (design) cost is expected to be on


Investment Area2020/21 Annual Budget

Spend to date (end Mar 2021)

Spend % of budget

Forecast Expenditure

£'000s £'000s £'000s £'000s % £'000s %Premises - Reinvesting for the Future 4,006 2,636 66% 3,524 -482 -12% -1,370 -34%

Avonmouth 3,316 2,460 74% 3,314 -2 0% -856 -26%Weston 420 107 26% 110 -310 -74% -313 -74%Bath 270 69 26% 100 -170 -63% -201 -75%

Premises - Bedminster Refurbishment 784 57 7% 100 -684 -87% -727 -93%Premises - General 721 52 7% 110 -611 -85% -669 -93%

On Call Facilities 230 - 0% 50 -180 -78% -230 -100%Premises - Misc 491 52 11% 60 -431 -88% -439 -89%

Premises Total 5,511 2,744 50% 3,734 -1,777 -32% -2,767 -50%

Forecast Variance Actual Variance

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budget with expenditure this FY of £69k, with the remainder required to carry forward into 2021/22.

ii) Bedminster refurbishment: Bedminster refurbishment is now in the design phase with 7% of the annual budget spent to date. There have been delays to developing the design since March 2020 due to the lockdown. The scheme is progressing well with the RIBA Stage 2 report due early in the new financial year. This has resulted in projected slippage of £727k, which will need to be carried forward into 2021/22. It had previously been anticipated that construction would commence in Q4 of this financial year, however this is not now expected until at least Q3 of 2021-22, due to the pandemic and may be subject to further change depending on further lock downs etc. The overall project cost is now projected to be just over the £1.5m agreed budget, however this will be reviewed once the Stage 2 report is delivered and is subject to further change as the detailed design develops.

iii) Premises General: There has been limited expenditure to date on these projects. The outturn for 2020/21 is £52k (7% of budget), driven by delays to work on the On-Call Facilities and training facilities at Severn Park, both of which are dependent on wider decisions on training. However, procurement is now complete for a number of schemes including Patchway Refurbishment and the Installation of Electric Vehicle Charge Points throughout our estate. Feasibility work is also complete for replacement Training Towers for Pill and Blagdon Fire Stations and a number of Modular Extensions to On Call Fire Stations. This work will drive a significantly increased level of spend in Q1 2021/22 against this budget. As part of the Authority’s Estate Strategy, the longer term strategic view on the provision of operational training facilities is being reviewed in anticipation of the PFI arrangement at Severn Park ending in 2028. This strategic planning has been delayed due to the pandemic but the options are being considered by the Service Leadership Team and Board, with a paper to the Authority to follow. Further to this, some of the interim work (for example on training towers, Technical Rescue and USAR) will still progress within 2021/22 and an update will be provided to Fire Authority.

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Appendix 3

2020/21 Capital Programme Operational Update - Fleet Investment Area Fleet Lead Director Simon Shilton Lead Manager Brian Harwood Period 1/4/2020 – 31/03/2021

Financial Summary

Operational Summary The Fleet programme spend to date is driven by the appliance replacement programme. The final outturn is 52% of the budget, driven by delays with the Weston Hovercraft due to partner engagement, the Environmental Response Unit (ERU) and Breathing Apparatus Support Vehicle (BASV) due to a delay with the contract information. Suppliers require stage payments which can affect the profile of expenditure and may lead to additional slippage. Appliance Replacement Programme: this programme includes 7 replacement type B water tender ladder (WTL) appliances slipped from 2019/20, as well as 4 additional replacement appliances for 2020/21. The 7 WTL appliances have been delivered within 2021/22. The replacement of the 4 appliances for 2020/21 is on track and the supplier contract financial commitment will be agreed this financial year. Payment will be staged with the supplier and will slip into the next financial year in line with procurement standards. This programme is on track to be delivered within the agreed budget. Special Appliances: this programme includes replacements of: a Breathing Apparatus Vehicle, an ERU, the Hovercraft and the Bedminster Rescue Boat and Vehicle. The Bedminster Rescue Boat and Vehicle has been delivered within 2020/21. The Hovercraft project is behind the anticipated timeframe, due to a combination of COVID-19 challenges and associated partner agency overlap, where partner organisations are reviewing their own fleet requirements. This project is currently being reviewed against the risk analysis and working with partner organisations. At this stage in the year priorities have focused on the achievable procurement. Next step will be to review the position and define next steps with or without partner agency engagement. The delivery for the ERU and BASV is now expected to slip into 2021/22, due to delays with the contract information. Ancillary Replacement Programme: this programme is for six cars and two vans and is on track to be completed this financial year.




Spend % of budget


£'000s £'000s £'000s £'000s % £'000s %Appliance Replacement Programme 3,975 2,589 65% 2,490 -1,485 -37% -1,386 -35%Special Appliances 1,000 66 7% 0 -1,000 -100% -934 -93%Ancillary Replacement Programme 174 - 0% 0 -174 -100% -174 -100%

Fleet Total 5,149 2,656 52% 2,490 -2,659 -52% -2493 -48%

Forecast Variance Actual Variance

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Appendix 4 2020/21 Capital Programme Operational Update - Operational Equipment Investment Area Operational Equipment Lead Director Simon Shilton Lead Manager Martyn White Period 1/4/2020 – 31/03/2021

Financial Summary

Operational Summary Most of this year’s capital projects for 2020/21 were completed within this financial year with only Gain Access Equipment project requiring slippage into the 2021/22. Appliance based projects: with additional resources the procurement hurdles were resolved and most of the projects were delivered within the financial year. Personnel based projects: these were limited to personal issue respirators and due to the Covid pandemic, H&S required additional filters to be purchased for each respirator. Drone and Related Equipment: The Drone project was completed successfully with a slight overspend (£3k) and has become operational. PROPOSED Capital Programme 2020/21 (including slippage) The Operational Equipment budget for 2021/22 is £149k with new funding of £104k for four new capital projects and £45k slippage from last year. Problems with procurement and lack of resources have been largely resolved. Consequently it is likely that all these projects will be successfully completed, within budget, within this financial year.




Spend % of budget


£'000s £'000s £'000s £'000s %Appliance based capital equipment 269 224 83% 224 -45 -17%Personnel based capital equipment 19 24 125% 24 5 25%Drone and related equipment 48 51 107% 51 3 7%

Operational Equipment Total 336 299 89% 299 -37 -11%

Forecast Variance

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Appendix 5

AVON FIRE AUTHORITY

2021/22 Updated Annual Budget and April to June 2021 Expenditure

Funding and Expenditure

2021/22 Approved

Capital Programme

Movement in the

2021/22 Final

Underspend*

2021/22 Final

Capital Budget

Actual Expenditure

(Apr - Jun 2021)

£'000 £'000 £'000 £'000

Public Sector Decarbonisation Grant 824 824 Capital Receipts (from sale of HQ) 6,170 6,170 Capital Receipt from house sale 125 125 Prudential borrowing 840 840 2020/2021 Capital Programme underspend 749 749 Total Funding 7,959 749 8,708 0

Premises 3,291 990 4,281 489 Operational Equipment 104 65 169 0 Fleet 3,664 -177 3,487 -ICT 200 0 200 -Transformation 509 61 570 7 Unallocated 191 -191 0 -Total Expenditure 7,959 749 8,708 496

*2020/21 provisional Capital Programme underspend (reported to the Fire Authority in March 2021): £5.147m

2020/21 final Capital Programme underspend: £5.896m

Movement in the 2020/21 Final Underspend: £0.749m

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Performance, Review and Scrutiny Committee

MEETING DATE:

16 July 2021

REPORT OF:


SUBJECT:

Grenfell Tower Inquiry Progress Update

1. SUMMARY

• This report highlights the progress that Avon Fire and Rescue Service (AF&RS) has made in relation to the formal recommendations documented in the Grenfell Tower Inquiry (GTI) Phase 1 Report.

• The previous progress report was presented to the Committee on 23 April 2021. Although this report indicates a very similar picture compared to our last report, the Committee can be assured that significant progress continues to be made.

• Of the 29 internal actions, 13 are complete with 13 remaining on track for completion by 31 December 2021. However, it is forecast that 3 actions will remain on-going beyond 2021.

2. RECOMMENDATIONS The Committee is asked to:

a) Note the report, discuss its contents and make any recommendations or suggestions it sees fit.

3. BACKGROUND 3.1 The initial report presented to the Committee on the 31 January 2020

described the methodology of the GTI and the subsequent gap analysis which was completed by the Service to assess our position against the formal recommendations contained within the GTI Phase 1 Report.

3.2 Phase 2 of the inquiry commenced on the 27 January 2021 to examine the

reasons why the fire at Grenfell Tower happened. At the time of writing this report, Phase 2 hearings are ongoing.

182

3.3 Members are reminded that none of the recommendations are statutory requirements, (although some may become law in due course) but clearly a public inquiry such as this does carry considerable gravitas.

4. FINANCIAL IMPLICATIONS 4.1 The costs of this project total £99,229, with £95,126 already allocated

against specific grant funding totalling £99,229. This leaves an amount to be allocated of £4,103 from the total funding received which will be allocated to additional costs as identified.

A. Proposed expenditure:

£

Total

Revenue Non-recurrent allocated spend 95,126

Total Expenditure: 95,126

B. Proposed funding: Other - Specific grant funding 99,229

Total Funding available: 99,229

Remainder to be allocated: 4,103

5. KEY CONSIDERATIONS

Internal Actions 5.1 There are 29 internal actions documented in the updated action plan

(Appendix 1). Of the 29 actions, 13 are now complete and 12 are at least 50% complete. Although this report indicates a very similar picture compared to our previous report in April, the Committee can be assured that significant progress continues to be made in relation to the GTI Phase 1 recommendations.

5.2 The summary pie chart (Fig. 1) shows the progress against the internal

actions. 5.3 Estimated completion dates indicate that 26 of the internal actions will be

complete by the end of 2021. The 3 internal actions which are not estimated to be completed this year remain as internal actions 2, 3 and 28. Numbers 2 and 3 are actions which link to wider improvement work in relation to our Operational Risk Information System and are currently on track, whilst internal

183

action 9, relating to Fire Survival Guidance is delayed awaiting updates from National Operational Guidance. Action 28 relates to the compatibility of our command and control systems with those of the Police and Ambulance service and as such is not fully within our control.


In progress (not on track) Complete

0 14 2 13

29

Fig. 1: Progress against the AF&RS Grenfell Inquiry Phase 1 Report Action Plan – Internal Actions.

External Actions and National progress

5.4 AF&RS continues to work collaboratively with partners where objectives cross

map to one another, for example, we continue to work with Bristol City Council (BCC) to improve our site specific risk information in relation to high rise residential buildings (HRRB) and, more specifically, the Computer Aided Design (CAD) plans and Premises Information Plates for these premises.

5.5 Collaborative work between BCC and AF&RS has developed a vastly

improved system for building plans and associated risk information relating to HRRB. Our CAD team continues to work jointly on all council owned high rise buildings in Bristol and have completed operational documentation for 16 sites since our previous progress update (23 April 2021).

5.6 AF&RS are also collaborating with Airbus, our command and control software

supplier. Together we have made significant progress in developing incident software to enhance our digital data sharing information live from the incident

0%

48%

7%

45% Not started

In progress(on track)In progress(not on track)Complete

184

ground to our Control Room at Lansdown. This partnership continues to develop other new tools as part of the Grenfell Actions, and puts AF&RS amongst the top fire services innovating in this area.

5.7 Since our last progress update, AF&RS is now part of the University of

Lancashire and the National Fire Chiefs Council combined, national, work stream focusing on best practice regarding high rise procedures across the UK.

5.8 It is also important to note our work aligning to National Operational Guidance

and how we are progressing this to fit with our Grenfell Actions. This is a significant alignment process involving many of our operational procedures, processes and documents. Our work in this regard continues to progress well.

6. RISKS 6.1 None. 7. LEGAL/POLICY IMPLICATIONS 7.1 Recommendations from the GTI Phase 1 Report are not, presently, statutory

requirements. 8. BACKGROUND PAPERS

a) Grenfell Tower Inquiry Phase 1 Report 30.10.19 b) PRSC Papers: 31.01.20 (paper 08); 23.04.21 (paper 10)

9. APPENDIX

GTI Phase 1 Report Action Plan 25.06.21 10. REPORT CONTACT 10.1 Ben Thompson, T/Group Manager, Service Delivery Support, extension 8524.

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AFRS Ref: Formal Recommendation

GTI Report Section

ReferenceAction Owner Suggested action Plan

IA1

That all fire and rescue services ensure that their personnel at all levels understand the risk of fire taking hold in the external walls of high-rise buildings and know how to recognise it when it occurs.

33.10b Lee Wright E learning package for operational staff to be reviewed and adjusted if required. Acquisition phase training also adjusted to reflect this.

Research and development group are also working on an additional high rise training package.

IA2

That the LFB review, and revise as appropriate, Appendix 1 to PN633 to ensure that it fully reflects the principles in GRA 3.2.

33.11a Luke Gazzard A full review of our 72d system was completed in 2019 and improvements have been identified. Any changes and upgrades planned will consider the requirements of this recommendation.

IA3

That the LFB ensure that all officers of the rank of Crew Manager and above are trained in carrying out the requirements of PN633 relating to the inspection of high-rise buildings.

33.11b Lee Wright Training of operational crews with regard to carrying out 72D visits to be reviewed.

IA4

That all fire and rescue services be equipped to receive and store electronic plans and to make them available to incident commanders and control room managers.

33.12 Luke Gazzard Systems are in place allows us to receive and store electronic plans. Airbus ScResponse software ongoing development will further enhance this, IT does not yet allow this information to be passed direct to bridgehead, or incident ground scetors.

IA5

That the LFB review its policies on communications between the control room and the incident commander.

33.14a Andy Willcocks All Incident communications are carried out via ICS and messages are logged by Control on Vision system.Methods of communications are; Airwave Radios & Mobile Phones. Control to review these procedures and identify if improvements can be made.

IA6

That all officers who may be expected to act as incident commanders (i.e. all those above the rank of Crew Manager) receive training directed to the specific requirements of communication with the control room.

33.14b Lee Wright Procedures and system in place, consider benefit of further training from Incident Command team and control room staff.

All operational crews have recently received training on correct procedure for passing information over mainscheme radio.

IA7

That all CROs of Assistant Operations Manager rank and above receive training directed to the specific requirements of communication with the incident commander.

33.14c Andy Willcocks Control room operatives are trained to communicate with the Incident Commander. Refresher training for control room staff is ongoing and may need to be adjusted to reflect link to other recommendations.

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APPENDIX 1

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IA8

That a dedicated communication link be provided between the senior officer in the control room and the incident commander.

33.14d Andy Willcocks Officers at Crew Manager and above have 2 methods of communicating with the control room, airwave also allows option to establish a dedicated multi agency talkgroup. Communications department to consider requirement for a further link or channel.

IA9

That the LFB’s policies be amended to draw a clearer distinction between callers seeking advice and callers who believe they are trapped and need rescuing.

33.15a Andy Willcocks This is covered in basic training, but a specific Maintenance of Skills Training unit (MOST) is to be developed to record and allow audit. Monitor outcomes from national working group, which may impact of guidance in this area.

IA10

That the LFB provide regular and more effective refresher training to CROs at all levels, including supervisors.

33.15b Andy Willcocks MOST is currently being reviewed to ensure all areas covered.New Control structure will facilitate improved training provision for control room personnel, including four days off watch training.

IA11

That all fire and rescue services develop policies for handling a large number of FSG calls simultaneously.

33.15c Andy Willcocks During periods of high call volume calls are routed to other fire and rescue services. Control to consider balance of priorities between fire survival guidance calls and other critical control functions.

IA12

That electronic systems be developed to record FSG information in the control room and display it simultaneously at the bridgehead and in any command units.

33.15d Luke Gazzard Airbus ScResponse software and it's development roadmap offers considerable opportunity in relation to this recommendation. This software is being developed to allow collation and passing of information from control to the Command Unit and front line appliances. Displaying this information at the bridgehead would require additional hardware and would benefit from the delivery of the Emergency Services Mobile Communication Programme (ESM-CP).

IA13

That policies be developed for managing a transition from “stay put” to “get out”.

33.15e Luke Gazzard Risk intelligence Unit to work closely with Control and Communications department to consider the requirement for any additional procedure to guide operational staff on the transition from "stay put" to "get out".

IA14

That control room staff receive training directed specifically to handling such a change of advice and conveying it effectively to callers.

33.15f Andy Willcocks Control room manager to consider further specific training in this area.

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IA15

That steps be taken to investigate methods by which assisting control rooms can obtain access to the information available to the host control room.

33.16 Andy Willcocks Control considering installing MAIT within the Vision C & C platform to link with other FRS to provide Incident Data Transfer. Airwave channel can also be used for some inter control room communications, expansion of this protocol is in development.

IA16

That the LAS and the MPS review their protocols and policies to ensure that their operators can identify FSG calls (as defined by the LFB) and pass them to the LFB as soon as possible.

33.17 Andy Willcocks Control to develop MOU with Police and Ambulance to ensure their operators recognise fire survival guidance calls.

IA17

That the LFB develop policies and training to ensure better control of deployments and the use of resources.

33.18a Luke Gazzard, Lee Wright

Command system, procedures, qualifications and assessments already in place. Further training and development from the Incident Command training team to be considered. Any future changes to Incident Command National Operational Guidance will be monitored and assessed.

IA18

That the LFB develop policies and training to ensure that better information is obtained from crews returning from deployments and that the information is recorded in a form that enables it to be made available immediately to the incident commander (and thereafter to the command units and the control room).

33.18b Luke Gazzard, Lee Wright

Airbus ScResponse software has a forms module which is under development, this is flexible to allow recording of various forms/information types. To enable maximum benefit will require additional hardware which is being considered by the Risk Intelligence Unit. Delivery of the ESM - CP would potentially add to the resilience of such a system.

IA19

That the LFB develop a communication system to enable direct communication between the control room and the incident commander and improve the means of communication between the incident commander and the bridgehead.

33.19 Andy Willcocks Communication system is established to facilitate this, recent investments in handheld radios have also greatly improved their functionality on the incident ground. Further development of Airbus ScResponse software could enhance data communication between the Incident Commander and the bridgehead, Risk Intelligence Unit are working in partnership with Airbus to develop this software.

IA20

That the LFB investigate the use of modern communication techniques to provide a direct line of communication between the control room and the bridgehead, allowing information to be transmitted directly between the control room and the bridgehead and providing an integrated system of recording FSG information and the results of deployments.

33.20 Luke Gazzard Care should be taken to ensure implementation of this recommendation does not by pass the Incident Commander. Airbus ScResponse software and it's ongoing development provides significant opportunity to fulfil this recommendation, but will also require further investment in hardware to facilitate this.

IA21

That the LFB urgently take steps to obtain equipment that enables firefighters wearing helmets and breathing apparatus to communicate with the bridgehead effectively including when operating in high-rise buildings.

33.21a Lee Wright Recent investment in handheld radios including breathing apparatus communications already allow firefighters wearing breathing apparatus to communicate effectively. Continue to monitor through debrief system to ensure working effectively.

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IA22

That urgent steps be taken to ensure that the command support system is fully operative on all command units and that crews are trained in its use.

33.21b Luke Gazzard Command unit has been upgraded with new hardware and software. Crews at Kingswood were given initial training in December 2019, Airbus are already working on next version of this software. Continue to monitor and review this project to ensure the upgraded Command Unit functions effectively.

IA23

That fire and rescue services develop policies for partial and total evacuation of high-rise residential buildings and training to support them.

33.22b Luke Gazzard Procedures for partial and total evacuation to be reviewed by the Risk Intelligence Unit. To ensure effectiveness of any changes local authorities will be involved in this process, LRF involvement may also be required to allow a true multi agency approach to evacuation of large numbers of persons. See also external action number 6.

IA24

That all fire and rescue services be equipped with smoke hoods to assist in the evacuation of occupants through smoke-filled exit routes.

33.22g Luke Gazzard This is being considered by the high rise Research and Development group. Highly likely they will recommend procurement of smoke hoods. The group will report on this in February 2020.

IA25

That the Joint Doctrine be amended to make it clear that on the declaration of a Major Incident clear lines of communication must be established as soon as possible between the control rooms of the individual emergency services.

33.31b Andy Willcocks Regional initiative tests this on a monthly basis, on the same day as the Airwave interoperability test. Continue with testing programme to ensure resilience.

IA26

That the Joint Doctrine be amended to make it clear that a single point of contact should be designated within each control room to facilitate such communication.

33.31c Andy Willcocks In place and Tested monthly. Continue with testing to ensure resilience.

IA27

That the Joint Doctrine be amended to make it clear that a “METHANE” message should be sent as soon as possible by the emergency service declaring a Major Incident.

33.31d Lee Wright JESIP training has embedded this in service. Use debrief/operational assurance system to monitor correct application of JESIP doctrine.

IA28

That steps be taken to investigate the compatibility of the LFB systems with those of the MPS and the LAS with a view to enabling all three emergency services’ systems to read each other’s messages.

33.32 Andy Willcocks This has been considered before. Challenges around different systems and security clearance levels. Control to review options with regard to this recommendation.

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IA29

That the LFB, the MPS, the LAS and the London local authorities all investigate ways of improving the collection of information about survivors and making it available more rapidly to those wishing to make contact with them.

33.34 Luke Gazzard This is covered by ASLRF & CCA 2004.

Survivor reception centres are a police operation, data collected from survivors is police led and ties up with the 0800 Casualty Bureau and Family & Friends Reception Centre (all police led) as well as being able to cross reference with a number of Emergency Centres such as an Evacuee/Rest Centre(LA), Triage Centre(SWAST), Emergency Mortuary (LA). Service to seek assurance from the Police and other agencies that such a process is planned for, tested, and exercised.

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AFRS Ref: Formal Recommendation

GTI Report Section

Reference

Action Owner(s) Action

EA1

That the owner and manager of every high-rise residential building be required by law to provide their local fire and rescue service with information about the design of its external walls together with details of the materials of which they are constructed and to inform the fire and rescue service of any material changes made to them.

33.10a TFS Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA2

That the owner and manager of every high-rise residential building be required by law to provide their local fire and rescue services with up-to-date plans in both paper and electronic form of every floor of the building identifying the location of key fire safety systems.

33.12a TFS Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA3

To ensure that the building contains a premises information box, the contents of which must include a copy of the up-to-date floor plans and information about the nature of any lift intended for use by the fire and rescue services.

33.12b TFS/RIU Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA4

That the owner and manager of every high-rise residential building be required by law to carry out regular inspections of any lifts that are designed to be used by firefighters in an emergency and to report the results of such inspections to their local fire and rescue service at monthly intervals.

33.13a TFS/RIU Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA5

That the owner and manager of every high-rise residential building be required by law to carry out regular tests of the mechanism which allows firefighters to take control of the lifts and to inform their local fire and rescue service at monthly intervals that they have done so.

33.13b TFS/RIU Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA6

That the government develop national guidelines for carrying out partial or total evacuations of high-rise residential buildings, such guidelines to include the means of protecting fire exit routes and procedures for evacuating persons who are unable to use the stairs in an emergency, or who may require assistance (such as disabled people, older people and young children).

33.22a TFS/L&D Monitor and review progress or changes made by external partners in relation to this formal recommendation.

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EA7

That the owner and manager of every high-rise residential building be required by law to draw up and keep under regular review evacuation plans, copies of which are to be provided in electronic and paper form to their local fire and rescue service and placed in an information box on the premises.

33.22c TFS/RIU Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA8

That all high-rise residential buildings (both those already in existence and those built in the future) be equipped with facilities for use by the fire and rescue services enabling them to send an evacuation signal to the whole or a selected part of the building by means of sounders or similar devices.

33.22d Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA9

That the owner and manager of every high-rise residential building be required by law to prepare personal emergency evacuation plans (PEEPs) for all residents whose ability to self-evacuate may be compromised (such as persons with reduced mobility or cognition).

33.22e Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA10

That the owner and manager of every high-rise residential building be required by law to include up-to-date information about persons with reduced mobility and their associated personal emergency evacuation plans (PEEPs) in the premises information box.

33.22f Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA11

That in all high-rise buildings floor numbers be clearly marked on each landing within the stairways and in a prominent place in all lobbies in such a way as to be visible both in normal conditions and in low lighting or smoky conditions.

33.27 TFS Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA12

That the owner and manager of every residential building containing separate dwellings (whether or not it is a high-rise building) be required by law to provide fire safety instructions (including instructions for evacuation) in a form that the occupants of the building can reasonably be expected to understand, taking into account the nature of the building and their knowledge of the occupants.

33.28 Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA13

That the owner and manager of every residential building containing separate dwellings (whether or not they are high-rise buildings) carry out an urgent inspection of all fire doors to ensure that they comply with applicable legislative standards.

33.29a Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA14

That the owner and manager of every residential building containing separate dwellings (whether or not they are high-rise buildings) be required by law to carry out checks at not less than three-monthly intervals to ensure that all fire doors are fitted with effective self-closing devices in working order.

33.29b Monitor and review progress or changes made by external partners in relation to this formal recommendation.

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EA15

That all those who have responsibility in whatever capacity for the condition of the entrance doors to individual flats in high-rise residential buildings, whose external walls incorporate unsafe cladding, be required by law to ensure that such doors comply with current standards.


EA16

That the Joint Doctrine be amended to make it clear that each emergency service must communicate the declaration of a Major Incident to all other Category 1 Responders as soon as possible.

33.31a Monitor and review progress or changes made by external partners in relation to this formal recommendation.

EA17

That steps be taken to ensure that the airborne datalink system on every NPAS helicopter observing an incident which involves one of the other emergency services defaults to the National Emergency Service user encryption.


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MEETING DATE:

16 July 2021

REPORT OF:


SUBJECT:

Renewable Energy & Low Carbon Contract Update

1. SUMMARY

• Since the Renewable Energy and Low Carbon technology contract was

awarded to Solarsense (05 May 2021), all the necessary project management elements, regulatory applications and Public Sector Decarbonisation Scheme (PSDS) grant conditions are being progressed.

• The Service is currently on track to spend the PSDS grant within the required timescale and key deliverables.

• Any risks to overall delivery of the grant are being monitored closely and reported on a monthly basis to Salix (PSDS grant-administering body).

2. RECOMMENDATIONS

a) The Committee is asked to note this report.

3. BACKGROUND

3.1. At the Performance, Review, and Scrutiny Committee (PRSC) meeting on 23

April 2021, Members approved award of the Renewable Energy and Low Carbon technology contract to Solarsense UK Ltd following an open tender exercise. The Avon Fire Authority Chair has requested that the Committee be updated about the contract and PSDS grant delivery at every PRSC meeting for the duration of the grant period.

3.2. The contract enables the Service to deliver on a number of the key projects

funded by the PSDS grant received in February 2021. These projects have a value of approximately £650k and include solar PV, solar thermal, Air Source Heat Pumps (ASHP) and battery storage systems.

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3.3. The full funding awarded by the PSDS grant is £830k and also includes some

smaller energy efficiency works, most of which have already been delivered. In accordance with the terms of the PSDS grant, all projects need to be delivered by 30 September 2021.

4. FINANCIAL IMPLICATIONS 4.1. Please refer to the Background Paper noted in section 9 for information about

the financial implications of the contract and PSDS grant.

4.2. Please refer to Appendices 1 and 2 for a detailed update on expenditure of the PSDS grant to date.

5. KEY CONSIDERATIONS 5.1. Since contract award to Solarsense (05 May 2021), all the necessary project

management elements, regulatory applications and grant conditions are being progressed. These include:

Project management

5.2. Firm project costs and technical details have been received from the

contractor for each of the low carbon & renewable technology projects (Table 1). These have been approved by Service officers in accordance with the contract technical requirements and also by Salix (administering body for the PSDS grant) in accordance with the grant conditions. Table 1: Low carbon & renewable technology projects Site Project Bedminster

Air Source Heat Pump (air to water) Solar PV

Lansdown

Air Source Heat Pump (air to water) Solar PV Battery storage in combination with renewable

Nailsea

Solar PV Battery storage in combination with renewable

Nova Way

Solar PV Battery storage in combination with renewable

Southmead

Air Source Heat Pump (air to water) Solar PV Solar Thermal

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5.3. A purchase order has been raised for the projects. Invoices have been received for 50% of the costs for a number of the projects, most of which is upfront payment for material and product orders which need to be made soon to ensure delivery in time. This consists of Solar Panels, Inverters, ASHPs, battery storage systems and various ancillaries. In consultation with the Service’s Finance and Procurement departments, additional due diligence measures have been put in place such as a requirement for copies of all orders for materials and products within a week of processing the invoice to demonstrate that the orders have been placed.

5.4. In addition, a payment schedule has been agreed with Salix to ensure that the corresponding grant payments will be made to the Service in the same month as the invoices are being paid by the Service to the contractor. The payment schedule reflects agreed stage payments for the remainder of the project programme including a 5% retention payment, only payable once the projects have been completed, commissioned and handed over with the full approval of the Service and Salix. An example of the payment schedule can be found in Appendix 1. The payment schedule is reviewed monthly with Salix and can be amended if there is any variation in the project delivery programme and/or if there is a variation in costs versus budget. Planning & electrical approvals

5.5. As part of the pre-works process, applications for planning permission for the solar PV systems have been made. The statutory response period ends on 11 July 2021, but no issues are anticipated as all systems have been designed to be within prior approval permitted development guidelines.

5.6. Applications have also been made to the Distribution Network Operator (DNO), Western Power, for electrical agreements allowing the proposed solar PV, ASHPs and batteries to be installed at the stations. The Service and Solarsense are now in discussion with Western Power regarding a number of supply upgrades and alteration works to electrical equipment that are required before permission can be granted for the technologies to be connected.

5.7. Officers have been made aware of possible issues regarding supply limitations and time delays in Western Power being able to undertake the necessary works. As such, we have instructed the contractor to only place product orders (with the corresponding invoice) once the necessary post-upgrade agreements are guaranteed or where a known technical fix is possible, for example, a grid limitation device for PV systems. Therefore, no orders have yet been placed or invoices raised for the battery storage elements of the projects to mitigate any risk to the Service.

5.8. Project installation works are scheduled to start on site in early July 2021, being sequenced in correlation with receiving the various approvals and agreements noted above.

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Grant delivery

5.9. The Service is currently on track to spend the grant within the required timescale and deliverables, assuming the technical issues detailed in 5.6 and 5.7 are resolved.

5.10. Since the grant award, Salix have approved all the monthly monitoring reports submitted to date by the Service regarding delivery of the projects and works funded by the PSDS grant. The reports at Appendices 1 and 2 provide examples of the most recent reports submitted to Salix. A total of £59,293 has been invoiced for and payment received from Salix to date. This covers a range of smaller energy efficiency measures such as lighting upgrades, double-glazing and insulation works.

6. RISKS 6.1. Service officers will continue to monitor the issue detailed in 5.6 and 5.7, and

will update the risk register reported to Salix on a monthly basis. At present, the worst case outcome would be that the battery storage elements would have to be eliminated from the projects being delivered under the grant. As the Service will not have paid for these elements and therefore not requested payment from Salix, there will be no financial risk. There would, however, be an overall lower draw down from the grant. The most likely outcome is that all works would go ahead, but we would need to ask Salix for their approval to allow final connection and commissioning to be undertaken after the end of the agreed grant delivery date.

7. LEGAL/POLICY IMPLICATIONS 7.1 There would be no legal implications if the Service is unable to draw down on

the full amount of the grant awarded as detailed in 6.1.

8. ENVIRONMENTAL/SUSTAINABILITY IMPLICATIONS

8.1. Key subject matter of the report, notably the PSDS-funded projects, are

predicted to deliver a 6-7% annual reduction in the Service’s carbon emissions (approximately 90 tonnes/annum).

8.2. Members may be interested to note an issue regarding the supply chain for some of the products being supplied under these projects. In May 2021, the Service was made aware of a high-profile report1 detailing a number of solar

1 https://www.shu.ac.uk/helena-kennedy-centre-international-justice/research-and-projects/all-projects/in-broad-daylight https://www.bbc.co.uk/news/world-asia-china-57124636

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https://www.shu.ac.uk/helena-kennedy-centre-international-justice/research-and-projects/all-projects/in-broad-daylight

https://www.shu.ac.uk/helena-kennedy-centre-international-justice/research-and-projects/all-projects/in-broad-daylight

https://eur01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.bbc.co.uk%2Fnews%2Fworld-asia-china-57124636&data=04%7C01%7Ctim.hughes%40suez.com%7C779e3001b0424faaa7b708d92059a252%7Cf4a12867922d4b9dbb859ee7898512a0%7C0%7C0%7C637576394994121512%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C0&sdata=twNZ79R1rwKres1iqyFGBD2A0ohAO8Q0uyzn4cvvTCM%3D&reserved=0

PV companies at ‘high’ and ‘potential’ risk of using direct or indirect forced labour. The company manufacturing the products specified for the Service’s projects is listed as one of the ‘high’ risk companies.

8.3. In consultation with our contractor, Solarsense, the decision was made to change to an alternative manufacturer’s product, but with a similar technical specification and output. The alternative product has a marginally higher per unit cost and there may be a small cancellation cost for the original products (currently under negotiation); however any uplift would be covered within the contingency allowed for the project budget. The Service believes this is a more acceptable outcome than disregarding a possible occurrence of forced labour in our supply chain. In addition, it aligns with the Service’s commitments to sustainable procurement and the mitigation of Modern Slavery as set out in the Contract Procedure Rules.


a) PRSC paper: 23.04.21 (paper 11) Renewable Energy & Low Carbon contract award

10. APPENDICES

1. Public Sector Decarbonisation Scheme Monitoring Report 13681 - CAVO02G13681V01 - May 2021

2. CAVO02G13681V01_Avon FR_Schedule 3 - May 2021

11. REPORT CONTACT

Annabel Harford, Environmental Manager, ext 350

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Avon Fire & Rescue Service is provided by Avon Fire Authority Chief Fire Officer/Chief Executive Mick Crennell, MBA DMS GIFireE

Chair of Avon Fire Authority Councillor Donald Davies

Avon Fire & Rescue Service, Police & Fire Headquarters, P O Box 37, Valley Road, Portishead, Bristol BS20 8JJ

Telephone 0117 926 2061 Fax 01275 842552

Public Sector Decarbonisation Scheme 13681 - CAVO02G13681V01

Schedule 4 Monitoring Report: April 2021 APPENDIX 1

Summary Amount of Grant: £823,669.75 Project Name: AFRS Decarbonisation Project Project ID/Reference Number: 13681 - CAVO02G13681V01 Low Carbon Skills Fund Grant ID/Reference Number (if applicable): 10914 / 14302 Description of Project: Heat decarbonisation & energy demand reduction at selected AFRS Fire Stations,

Control Centre and Technical Centre Project Start Date: 10 February 2021 Grant Start Date: 10 February 2021 Grant End Date: 30 September 2021 1. Internal governance/project approvals update 1.1. Progress update on remaining GOL conditions:

1.1.1. Due to the pre-tender stage of the business case, the following will need to be provided prior to providing funding: Firm project costs to be provided once available following tender; Full technical details of the projects to be provided at the tender stage or immediately following, including details of final product; If a contractor has not yet been confirmed for the works, as per the Project Programme, Schedule 3, this must be reported to Salix as part of the monthly reporting within Schedule 4.

Please see update in Section 2 below.

1.1.2. Provide Heat Decarbonisation Plan (HDP) for buildings not including category 1 measures by 30/09/2021. See Section 6 below for update.

1.2. Internal governance update:

1.2.1. As per the Project Execution Plan, since the previous April report, the Project Board has: • Awarded contract for all low carbon and renewable technology projects funded by PSDS –

this has also been approved by the Avon Fire Authority • Approved payment requests to date (LCSF/PSDS) • Resolved strategic issues associated with the progress of the project which need input and

agreement of senior stakeholders

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• Provided continued commitment and endorsement to the project – including updates to the Service Leadership Board

2. Status of project

Please see the updated Schedule 3 for the Project Programme. AFRS has now completed the procurement of a contract to deliver all the PSDS-funded low carbon and renewable energy technology projects – ASHPs, solar PV, solar thermal, battery storage and associated metering. No queries or issues were raised during the mandatory standstill period. Solarsense Ltd has been the awarded the contract to deliver all these projects. As per the GOL Condition detailed in Section 1.1.1, firm project costs and technical details have now been submitted to Salix (25 May 2021) for review. These are very similar to the original application costs and there are no changes in scope (technologies). To expedite the project programme, pre-planning and DNO applications have been made as necessary so that these don’t hold up the works schedule assuming Salix will review and approve the project costs and technical details. In addition to projects to be delivered through the main tender contract, we are also in the process of delivering the PSDS-funded energy efficiency and small works, which have been procured through existing contracts, quotes and RFQs. The majority of these works have now been completed or are in progress. Further information is provided in the detailed table provided in Schedule 3: Section 7 (last column ‘Status’). 3. Actual project spend to date (£)

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NB there is no payment request being made for May period. See also the detailed Payment Request schedule [CAVO02G13681V01_Avon FR_Schedule 3 April 2021] Section 7. This shows a minor variance against budget with 2.00% underspend estimated. At this stage in the project, we do not anticipate variance + or – more than 2% of overall budget. This assumes that Salix will agree to approve the post-tender costs and technical details. The minor budget variance and revised energy saving figures submitted to Salix has resulted in a reduction in the £/tCO2e LT figure from 404 £/tCO2e at application stage, to 392 £/tCO2e, with the payback period remaining as 16 years. 4. Risks impacting on project delivery There have been no material changes to the risk register regarding risks impacting on project delivery.

Project no. Description of Work Category Technology - Work TypeProject Value (as per

application)March April May

1 Replacement Heating (Lan) 1 Air Source Heat Pump (air £47,145.002 Replacement Heating (Sou, Bed) 1 Air Source Heat Pump (air £94,290.003 Replacement Heating (Lan) 1 Air Source Heat Pump (air £0.004 Replacement Heating (Sou, Bed) 1 Air Source Heat Pump (air £0.00

5Additional Solar PV (Lan, Nov, Sou, Bed, Nai)

2 Solar PV £264,374.65

6 New Glazing (Lan) 2Double glazing with metal or plastic frames

£37,411.50

7 Pipe insulation (Lan) 2Heating pipework insulation (internal)

£2,067.45 £1,968.00

8 Cavity Insulation (Nov, Yat) 2 Cavity wall insulation £15,586.20 £12,909.00

9Pipe Insulation (Bed, Rad, Cle, Nai)

2Heating pipework insulation (internal)

£1,600.20 £1,658.00

10 New Glazing (Sou, Yae, Tho) 2Double glazing with metal or plastic frames

£27,216.00 £11,670.00

11 BEMS (Nai, Bed) 2 BEMS - remotely managed £5,460.00

12 New Lighting (Nai, Yae) 2 LED - new fitting £34,650.00 £27,953.00

13Tube Heating Controls (Tho, Che, Cle, Pil, Win)

2 Heating - discrete controls £7,875.00

14 Loft Insulation (Tho, Pil, Rad) 2 Loft insulation £2,367.75 £2,255.00

15 Solar Thermal (Sou) 2 Solar Thermal £31,281.60

16 Loft Insulation (Cle) 2 Loft insulation £924.00 £880.00

3.1 Batteries to support PV (Nov, Nai, Lan) 3 Battery in combination

with renewable£180,317.55

3.2 DB upgrades (Sou, Bed, Yae) 3 Electrical Distribution £63,000.00

3.3 Metering (Lan) 3 Metering Other £892.503.4 Metering (Sou, Bed, Lan) 3 Metering Other £7,210.35

Totals £823,669.75 £19,670.00 £39,623.00 £0.00Actual Actual Actual

£19,670.00 £39,623.00 £0.00£19,670.00 £59,293.00 £59,293.00

04/05/2021 04/05/2021

PSDS grant funds receivedTotal received to date

Date of receipt

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5. Update on jobs being supported This was stated as 40 in Schedule 3 for the entire AFRS Decarbonisation Project. To date, for all works completed and reported as ‘project spend to date’ (in Section 3 above):

Works Number of jobs supported

Total for all works completed up to end April

26

Numbers for works undertaken in May will be reported in the next monthly report, as many of these works run into June. 6. Status of Heat Decarbonisation Plan Further to the update in our March report, site specific HDP survey reports (funded by LCSF) are now being collated into a single draft HDP. Our estimated timescale is for a complete draft to be in place by end of June 2021. This will then be subject to internal review and approvals, prior to finalising and submission to Salix by end of August 2021. 7. Any other relevant information There have been no significant changes in personnel or issues to report by exception. Signed by Accountable Officer

Simon Richards Date: 27/05/2021

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Schedule 3: Project Programme APPENDIX 2

1. Name of Project with URN

AFRS Decarbonisation Project 13681 - CAVO02G13681V01

2. Summary Description of Project Heat decarbonisation & energy demand reduction at 14 selected AFRS Fire Stations, Control Centre and Technical Centre

3. List of Measures and the cost of each Measure (as per application)

Measure Cost

Air Source Heat Pump x3 sites £141,435.00

Solar PV x5 sites £264,374.60

Double glazing x4 sites £64,627.50

Heating pipework insulation x5 sites £3,667.70

Cavity wall insulation x2 sites £15,586.20

BEMS x2 sites £5,460.00

LED lighting x2 sites £34,650.00

Heating – discrete controls x5 sites £7,875.00

Loft insulation x4 sites £3,291.80

Solar Thermal x1 site £31,281.60

Metering x4 sites £8,102.85

Electrical infrastructure x3 sites £63,000.00

Battery storage x3 sites £180,317.55

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4. Detailed Timetable

Steps Taken/To be Taken Process Dates Status Notes /additional steps required

Procurement/Tender Tender specification 05/03/2021 Project out to tender 12/03/2021 Site visits complete

(23/03/2021) Issued on EU Supply /Blue Light https://www.find-tender.service.gov.uk/Notice/005040-2021?

Intention to award contract 23/04/2021 Paper submitted to seek internal approval from the

Avon Fire Authority for contract award: 23/04/2021 Voluntary Standstill period 23/04/2021-

04/05/2021 Hold pre-award meeting with intended contractor

Award contract 10/05/2021 Contract start date 10/05/2021 Report confirmed contractor to Salix in monthly

reporting (Schedule 4): GOL condition Project design/costs Finalise specifications &

technical details per site 30/05/2021 Awaiting Salix review Provide full technical details of the projects,

including final product, to Salix: GOL condition Finalise project costs per

site 30/05/2021 Awaiting Salix review Provide firm project costs to Salix: GOL condition

Payment requests Submit payment requests TBC TBC once Salix review is complete & contract stage payments are agreed with Solarsense

Orders Order placed 15/06/2021 Equipment Equipment delivered/on

site 30/06/2021-31/07/2021

Lead in time will vary for different technologies. TBC once contract awarded

Project on Site Commencement 30/06/2021-31/07/2021

Works will be phased across the different sites. TBC once contract awarded

Project complete onsite TBC [By 30/09/2021]

Detailed works scheduling TBC once contract awarded

Final commissioning/ Completion Certificate

TBC [By 30/09/2021]

Detailed works scheduling TBC once contract awarded

Project Completion Submit final invoices 05/10/2021 Send Completion

Certificate to Salix 05/10/2021

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https://www.find-tender.service.gov.uk/Notice/005040-2021

https://www.find-tender.service.gov.uk/Notice/005040-2021

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5. Key/High Level Risks with mitigation measures Risk Register dated 21/10/20 provided separately – any updates to this Risk Register will be provided in the Monitoring Reports attached to the Payment Requests.

6. Estimated Number of Jobs generated by the project

40 – monitoring progress and updates to this number will be provided in the Monitoring Reports attached to the Payment Requests.

7. Payment Schedule

A summary Payment Schedule is shown in the following table – this is reviewed and updated on a monthly basis. Further detail is provided in the additional table overleaf, which also includes the current status of each project.

Month Value Payment claimed date

Payment received date

March £19,670.00 31/03/2021 04/05/2021 April £39,623.00 29/04/2021 04/05/2021

May £0.00 June £368,360.84

July £162,341.64 August £94,900.14 September £121,955.52 Total to date £806,851.15 Total grant £823,669.75 Variance to date -£16,818.60 Variance % to date -2.04%

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Project no. Description of Work Category Technology - Work TypeProject Value (as per

application)March April May June July August September Status

1 Replacement Heating (Lan) 1 Air Source Heat Pump (air £47,145.00 £22,456.00 £6,736.80 £6,736.80 £8,982.40 Works in progress2 Replacement Heating (Sou, Bed) 1 Air Source Heat Pump (air £94,290.00 £44,799.00 £13,439.70 £13,439.70 £17,919.60 Works in progress3 Replacement Heating (Lan) 1 Air Source Heat Pump (air £0.00 Works in progress4 Replacement Heating (Sou, Bed) 1 Air Source Heat Pump (air £0.00 Works in progress

5Additional Solar PV (Lan, Nov, Sou, Bed, Nai)

2 Solar PV £264,374.65 £130,110.81 £39,033.24 £39,033.24 £52,044.32Works in progress

6 New Glazing (Lan) 2Double glazing with metal or plastic frames

£37,411.50 £25,701.56Partially complete

7 Pipe insulation (Lan) 2Heating pipework insulation (internal)

£2,067.45 £1,968.00Complete

8 Cavity Insulation (Nov, Yat) 2 Cavity wall insulation £15,586.20 £12,909.00Complete

9Pipe Insulation (Bed, Rad, Cle, Nai)

2Heating pipework insulation (internal)

£1,600.20 £1,658.00Complete

10 New Glazing (Sou, Yae, Tho) 2Double glazing with metal or plastic frames

£27,216.00 £11,670.00 £11,004.47Partially complete

11 BEMS (Nai, Bed) 2 BEMS - remotely managed £5,460.00 £5,460.00Partially complete

12 New Lighting (Nai, Yae) 2 LED - new fitting £34,650.00 £27,953.00 £16,980.00 Partially complete

13Tube Heating Controls (Tho, Che, Cle, Pil, Win)

2 Heating - discrete controls £7,875.00 £7,875.00Quote requested: incumbent M&E

14 Loft Insulation (Tho, Pil, Rad) 2 Loft insulation £2,367.75 £2,255.00Complete

15 Solar Thermal (Sou) 2 Solar Thermal £31,281.60 £6,425.00 £1,927.50 £1,927.50 £2,570.00Works in progress

16 Loft Insulation (Cle) 2 Loft insulation £924.00 £880.00Complete

3.1 Batteries to support PV (Nov, Nai, Lan) 3 Battery in combination

with renewable£180,317.55 £101,098.00 £30,329.40 £30,329.40 £40,439.20 Works in progress

3.2 DB upgrades (Sou, Bed, Yae) 3 Electrical Distribution £63,000.00£63,000.00

Quote requested: incumbent M&E contractor

3.3 Metering (Lan) 3 Metering Other £892.50 £892.50 Partially complete3.4 Metering (Sou, Bed, Lan) 3 Metering Other £7,210.35 £3,433.50 £3,433.50 Works in progress

Totals £823,669.75 £19,670.00 £39,623.00 £0.00 £368,360.84 £162,341.64 £94,900.14 £121,955.52Actual Actual Actual Estimated Estimated Estimated Estimated

£19,670.00 £39,623.00 £0.00 £0.00 £0.00 £0.00 £0.00£19,670.00 £59,293.00 £59,293.00 £59,293.00 £59,293.00 £59,293.00 £59,293.00

04/05/2021 04/05/2021

Amount to be requested (2021)

PSDS grant funds receivedTotal received to date

Date of receipt

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8. Provide the following details for every building a measure is taking place:

# Building name Building Unique Property Reference

Number

Postcode

1 Bedminster Fire Station 143950 BS3 5RN

2 Chew Magna Fire Station 10001122606 BS40 8SX

3 Nailsea Fire Station 24062163 BS48 2NN

4 Clevedon Fire Station 24047149 BS21 6BY

5 Lansdown Control Centre 640814 BA1 9DB

6 Nova Way Technical Centre 8577 BS11 9DJ

7 Pill Fire Station 24076358 BS20 0JS

8 Portishead Fire Station 24065102 BS20 7BZ

9 Radstock Fire Station 10001144791 BA3 3SG

10 Southmead Fire Station 19570 BS10 5DR

11 Thornbury Fire Station 579665 BS35 1JH

12 Winscombe Fire Station 24097738 BS25 1JA

13 Yate Fire Station 24052139 BS49 4JE

14 Yatton Fire Station 646773 BS37 4AL

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8 July 2021 (1) MEMBERS OF THE AVON FIRE AUTHORITY ...

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