SERVICE PLAN
2007-2008
1
Contents
Section Page
Executive Summary 3
Organisational Objectives 9
Departmental Objectives 14
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Executive summary for Cumbria Fire & Rescue Service
Improve people’s safety and security in their home and workplace by:
Details of how these objectives will be delivered during the year, including who is
responsible, what actions will be taken and when, how we will measure our
performance and the resource implications can be found in Section 2.
The total revenue budget to achieve these objectives is £20,589,000 together with a
capital programme of a further £1,389,000. Details of the budget can be found in
Appendix E
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1 BASELINE FOR IMPROVEMENT
What is Improving
1. The rate of primary (property) fires has been steadily reducing, over the past
7-8 years it has decreased from a rate of 38.1 per 10,000 population, in 1999-
2000 to a rate of 27.9 in 2005-06, with a forecast for 2006-07 of 27.1.
2. The rate of accidental dwelling fires has shown a significant reduction also,
reducing from a rate of 23.5 to 19.5 per 10,000 dwellings over the same
period, with a forecast outturn for 2006-07 of 18.1.
3. The number of people injured in accidental dwelling fires has also been
reducing, from a high of 13.9 per 100,000 population in 2003-04, to 4.9 in
2005-06, with a forecast outturn of 3.8 for 2006-07.
4. The number of fires being confined to the room of origin has been steadily
improving to over 94% in 2006-07.
5. The number of malicious (hoax) calls has been falling steadily, from nearly
600 in 2002-03 to 450 in 2005-06. In 2006-07 over 70% of all hoax calls were
successfully challenged by Control Staff which saved the mobilisation of an
appliance on each of these occasions.
6. The number of people escaping unharmed from accidental dwelling fires has
been steadily increasing over the years from 92% in 2000-01 to over 96% in
2006-07.
7. Smoke alarm ownership in homes has been increasing over the years, with
CFRS contributing to this by fitting free smoke alarms and offering home risk
assessments. This effort has increased from over 4500 in 2001 to 9273 in
2006, with the target for 2006-07 being set at 10,000.
8. More homes experiencing fire have a working smoke alarm, this has risen
from 34% in 2000-01 to nearly 60% in 2006-07.
2. Deliberate derelict vehicle fires also a problem in the County, which although
small in number, is the highest per 10,000 population than others in our Family
Group. However, the numbers of this type of fires has been reducing year-on-
year by nearly 50% (40 fires).
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3. The BVPI’s introduced to encourage fire and rescue services to appoint more
women, ethnic minority and disabled people into the top 5% of earners is not
having the desired effect in this service. This is not due to a failure to recruit
from these groups as in some cases we are successful.
Improvement Activity
How significant progress has been made in working within the community:
• Fire safety restructure to take into account the requirements in the changes to
legislation
• Risk based re-inspection programme
• Ward based response standards
• Young Firefighters – the development and expansion of the scheme –
appointment of Young Firefighter Coordinator
• Introduction of the corporate gazetteer
• Corporate Systems department restructure and the implementation of the new
website.
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How the service has been implementing operational improvements:
All this excellent activity is shared via a variety of communications channels and
initiatives. These include:
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2 Focus for Improvement
Council Plan and Statutory Objectives in 2007 – 08 ‘owned ' by Cumbria Fire &
Rescue Service
Performance Measures
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Actions to Deliver
8
Development
To promote organisational development and efficient business systems
Priority Objectives Action Measurable Person Timescales Resources Additional Budget/
and Outcomes responsible (Milestones) costs/ Funding
Cross savings Source
Reference
Improve Equality Implement the Achieve Level 3 Senior Timescales Detailed in Equality Cost of Within
and Fairness in fire and rescue CRE May 2007 Manager HR detailed in plan (See Appendix D) revision of existing
all our core Equality Plan (Self to coordinate Equality Plan services to resources
Business Assessment). (See be
April 2008 Appendix D) determined
external as a result of
Inspection Equality
Level 4 April Impact
2009 assessme-
Level 5 April nts and other
2010 Equality Plan
actions
Establishment Reports on Strategic 2007/08 Business Process Salary
of the Business progress to SMT Development Work Plan Strategy Group Budget
Process and Planning for the group
Strategy Group Improved, Manager to be
and documented completed by
implementation processes. March 2008
Identify all our of the various
core business workstreams.
processes that Develop a rural Training, ACO Completion Group Manager
require firefighting equipment and Operations by March Operational Planning x
improvement and strategy procedures to 2008 15 days
implement tackle major fell
changes as and forest fires
required. Improve Training, ACO Completion
Incident equipment and Operations by March
Management procedures 2008
procedures reviewed,
actioned and
improved taking
account of
potential receipt
of ECSV
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Develop a Procedures, Operational Completion Watch Managers
strategy for equipment and Support by October Training
Identify all our heavy animal training to safely manager 2007
core business rescue rescue trapped
processes that heavy animals
require Finalise and Publication of ACO Completion Group Manager £2,500 Community
improvement and publish Young Young Persons Community by July 2007 Community Risk, publication Risk
implement Peoples Strategy Risk Partnership Officer costs Management
changes as Strategy Management budget
required. Finalise and Publication of ACO Completion Group Manager £2,500 Community
publish Older Older Persons Community by October Community Risk publication Risk
Persons Strategy Risk 2007 Watch Manager costs Management
Strategy Management Community Risk budget
Implement a Continuation of All staff to have ACO Completion Consultant HR £7,000
values driven Values Working ownership of an Operations by December Area manager A&CA consultancy
culture Group embedded values 2007 fees
culture
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Intervention
Reduction of deaths and injuries by best operational practice
Priority Objectives Action Measurable Person Timescales Resources Additional Budget/
and Outcomes responsible (Milestones) costs/ Funding
Cross savings Source
Reference
Efficient Effective ACO
Operational operational Operations
Assurance Assurance
network policy. Devise
a proactive
operational
intelligence
and audit
programme to
inform best
operational
practice
Ensure work Conduct a Report findings to ACO Completion Group Manager Salary
practices and programmed HaSOG Operations by March Operational Planning x Budget
equipment are schedule of 2008 20 days
suitable and operational 3 Audit Officers x 30
sufficient to meet audits days
operational needs
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Prevention
Reduction of fire, deaths and injuries by proactive community safety.
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Protection
To work with others to achieve a safer community and environmental protection
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Human Resources
Priority Departmental Objectives
14
Health & Safety/ Occupational Health
Priority Departmental Objectives
15
Organisational Monitor advice and Ascertain Senior Sister Present paper to Senior Sister OH x 4
Development guidance from personnel OH, Health & HaSOG June days
Department of Health requiring repeat safety 2007 Health & Safety
concerning the vaccination and manager Manager x 4 days
provision of Hep B cost against
immunisation to national
operational personnel guidelines
and review General
order
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Operational Support Department
Priority Departmental Objectives
Link to Actions Measurable Person Timescales Resources Additional Budget/
Principal Outcomes Responsible (milestones) costs/ Funding
Service savings Source
Objectives
Intervention Project manage the One Rescue Group Completion Group Manager £5,500 Salary
replacement of 4 Vehicle to be Manager November 2007 Operational Support x Budget
Major Rescue operational by Operational 12 days
Vehicles with May 2007 Support Vehicle
commercial vehicles, Fleet Fleet Manager x 30 Replacement
providing additional Conversion of Manager days Capital
equipment for two other Budget
specific types of vehicles by 2006-07
incidents (Command November 2007
Rescue Units
Intervention Water infrastructure Identify and ACO December 2007 Group Manager £4,400 Salary
Risk Register 5 is insufficient in many procure a water Operations Operational Support x Budget
locations to meet bowser/LGV 12 days
firefighting needs trainer vehicle
Fleet manager x 20
Identify risk
days
areas and take
appropriate
proactive
actions
Procure 4 water
trailers for use *£10,000 Vehicle
with Replacement
Landrovers* Budget
Intervention Review and amend Clear backlog, ACO Completion by Group Manager Salary
the OpIntel policy, validate reviews Operations March 2008 Operational Planning x Budget
refresh systems and and progress 40 days
implement robust new OpIntel 3 Audit Officers x 60
procedures work days
Intervention Prepare for long term A strategy to ACO Completion by Group Manager Salary
continuity mainstream Operations March 2008 Operational planning x Budget
management of New New 10 days
Dimensions assets. Dimensions into Watch manager
service O0perational Support x
management 10 days
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Intervention Replace 4 x P/L’s 8 x Landrovers ACO Completion by Group Manager
with Landrover 130’s commissioned Operations December 2007 Operational Support
equipped with at Millom, Training Department
FirExpress and water Keswick, Group Managers
bowser. Windermere, Operational
Replace 4 x L4P’s Grange,
with Landrover 130’s Sedbergh,
equipped with Ambleside,
FirExpress Silloth and
Appleby
Intervention Commission 2 x 2 x ALP’s ACO Completion by Area Manager Training
Aerial Ladder commissioned Operations October 2007
Platforms (ALP) and operational
at Barrow and
Carlisle
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Workshops
Priority Departmental Objectives
Link to Actions Measurable Person Timescales Resources Additional Budget/
Principal Outcomes Responsible (milestones) costs/ Funding
Service savings Source
Objectives
Organisational Establish a Review the ACO Completion £5,500 Salary
Development performance services Operations November 2007 Budget
management system provided and
specific to document them. Fleet Vehicle
Workshops Identification of Manager Replacement
key PI’s and Capital
users of Budget
performance 2006-07
information and
their needs
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Training
Priority Departmental Objectives
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Corporate Services
Priority Departmental Objectives
Organisational Undertake Equality Detailed in fire Strategic Detailed in fire Detailed in fire and Detailed in fire Salary
Development Impact Assessments in and rescue Development and rescue rescue service Equality and rescue Budget
the following areas: service Equality and Planning service Equality Plan (See Appendix D) service Equality
Plan (See Manager Plan (See Plan (See
• Communications Appendix D) Appendix D) Appendix D)
strategy
• Website
structure and
content
• Public
satisfaction
surveys
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Community Risk Management
Priority Departmental Objectives
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ICT Department
Priority Departmental Objectives
Organisational Assess service Publication of ACO Community Risk Completion by ICT Manager £1,000 ICT Budget
Development requirements for a tender Management April 2007 ICT Supervisor
replacement ICCS document Group Manager
and develop tender (Control)
documentation to CCC Procurement
satisfy the interim Department
solution
Organisational Consider the impact Service ACO Community Risk Completion by Service Project Salary
Development of the FiReControl Transition Plan Management December 2007 Team Budget
and Firelink Project
Transition Plans on
the service
Organisational In conjunction with Successful ACO Community Risk Completion by Service Project Firelink
Development the Firelink Project rollout of Management December 2007 Team O2 Airwave
team ensure the Phase A (external
effective roll out of funding)
Airwave (Phase A)
across the service
Organisational Carry out a review of Completion of ACO Community Risk Completion by ICT Manager Salary
Development ICT requirements Review Management March 2008 BPSG Budget
across all service
activities and
departments/functions
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Organisational Evaluate options and Production of ACO Community Risk Completion by ICT Manager £70,000 for Salary
Development prepare a business business case Management May 2007 ICT Supervisor Alerters Budget
case for a ICT Assistant
replacement alerter
system for retained
personnel
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Contribution to the delivery of other Council Plan objectives in 2007 – 08
As well as contributing the council theme ‘Creating safe and secure communities’,
Cumbria Fire & Rescue Service works closely with its partner directorates in working
towards other key county council themes.
Within the theme ‘Improving the life chances and well being of children and
young people’, the fire and rescue service works closely with Childrens’ Services
and other partners in a variety of initiatives including:
• Road Awareness Training
• The Young Firefighters Scheme
• Young Offenders
• Fire Safety Education to Key Stage 1 and Key Stage 2
Within the theme ‘Improving the health and well being of adults’ the service works
closely with Adult Social Care with a targeted approach to the delivery of Home
safety Checks to high risk groups including vulnerable adults.
The service actively promotes a green working environment where employees are
educated and encouraged to work, including operationally, in an environmentally
friendly way wherever this is possible. This supports the county council theme of
‘Creating and protecting a high quality environment for all’.
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Appendix A: About Cumbria Fire & Rescue Service
As the role of the fire and rescue service continues to develop in the face of changes
nationally, Cumbria Fire & Rescue Service is changing the scope and breadth of the
services it delivers to local communities. It does this in a variety of ways and is
always striving to improve and contribute towards ensuring that Cumbria is a place
where people want to live by ‘creating safe and secure communities’.
For many years the service has been actively promoting and undertaking community
safety work. This work lies at the core of our activities and, together with our
partners, will continue to develop as evidence shows this is the area where we are
making a real difference. The service is building on the leading role it undertakes in
partnerships to ensure that community safety issues are at the forefront.
The publication of the IRMP Year 4 Action Plan has brought about challenges for the
service, but also an opportunity to expand our community based work even further,
whether this is increasing the number of home safety checks delivered, visiting more
schools with Road Awareness Training or engaging with more young people through
the expanding Young Firefighter Scheme. Work continues with our colleagues within
the county council to ensure that we help protect the more vulnerable members of
society where we can.
Whilst concentrating on reducing the number of incidents we are called to, the
service has to ensure that it has the operational capability to deal with incidents it
may need to attend. Key to this is having resources best placed to meet our
operational needs. Work continues on the provision of a number of new fire stations
within the county to be delivered through the Private Finance Initiative (PFI). This,
coupled with the investment in new appliances and equipment, will provide the
service with the best possible means of delivering that operational response and
meeting the hazards faced by our front line staff.
Retained personnel provide the majority of fire cover within the county and the
service is continuing to work on more effective support and reward mechanisms to
ensure their role and contribution is recognised and even more effective.
In February of 2007, the Audit Commission announced they had assessed Cumbria
Fire & Rescue Service as being in the top category of 4 – performing strongly – well
above minimum requirements, in the Operational Assurance Assessment that took
place in 2006.
The following summary was been provided by CLG to support its assessment:
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monitoring the performance of risk analysis, and takes positive action to
address areas of greatest need within the community. The Service's
prevention and protection work is good having forged strong links with
partner organisations and in many cases taking a lead in achieving the
objectives of the community safety agenda. Its work undertaken in relation
to the prevention of road traffic collisions is particularly effective with a
reduction in the number of people in targeted age groups killed or seriously
injured. Operational preparedness and emergency response
arrangements are good with successful use of software applications to
manage staff availability and learning and development. Overall, the
Service has strong leadership and is performing well with clearly defined
objectives.’
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Organisational Values
The service has taken the decision to make explicit our core organisational values as
a means of putting into sharp focus the ethos of ‘how we do things’ which will
underpin our relationships with the public, our partners and each other.
A working group was formed which was a cross section of individuals from across the
service and they have met and defined our values in a Cumbrian context, taking into
account of national values and our key objectives.
• Service
• Improvement
• Respect
• People
The rollout of the Values Initiative will involve training for Group managers and
departmental heads who, supported by a member of the working group will conduct
an exercise with each watch, station and department to determine the behaviours,
both positive and negative, which will be the critical part of introducing a values
driven culture.
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Best Value Performance Indicators
142ii The number of calls to fires attended. 26.8 26.1 25.4 24.6
Primary fires per 10,000 population
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The number of calls to fires attended.
142iii Accidental fires in dwellings per 18.6 16.8 15.6 14.3
10,000 dwellings
This table will be replaced when the performance indicators from the family group are
available
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Within Cumbria Fire & Rescue Service, we split our indicators (or measures) into two
main groups. They are Best Value Performance Indicators (BVPIs) and local
indicators.
BVPIs were set up by the government as part of best value and modernising local
government. The idea is that each fire service measures the same things in exactly
the same way so that we can compare our performance. The BVPIs are intended to
measure the key things that would tell an observer whether it is a good, bad or
average service when compared.
However, we are not compared with all fire services for all BVPIs. This is because all
fire services are different but some are more different than others. Within our own
North West region, we have Merseyside and Greater Manchester, both of whom are
metropolitan services with a much higher number of incidents but also with a far
larger workforce. To even out this anomaly, all fire services have been placed in
FAMILY GROUPS where there is a “family resemblance”. This makes comparison
much more meaningful.
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Appendix B: SWOT Analysis
In this section we look at the strengths, weaknesses, opportunities and threats that
the organisation perceives will impact on how we will operate in the short to medium
term future. This SWOT analysis was considered at the Service Planning Away Day
in December 2006 and at the Risk Workshop held in January 2007 as part of the
service planning cycle.
STRENGTHS
Staff – Cumbria Fire & Rescue Service has a huge asset in its staff. These particular
strengths, which applied across all types of employees, were identified as:
Leadership – Strong leadership is a feature of the way the service operates and
again this is reflected in how we perceive ourselves:
External Perceptions – This is how we think those outside the organisation view
Cumbria Fire & Rescue service
Partnerships – Cumbria Fire & Rescue Service works closely with a variety of
organisations within the county.
• Well equipped organisation that prides itself on providing the safest working
environment possible
• Consistent and reliable service
• High quality availability information for retained staff
• Comprehensive risk mapping and performance information.
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WEAKNESSES
The service has recognised that in some areas there is room for improvement to
ensure an improvement in service for the people of Cumbria. These have been
categorised as follows:
Staff – In this context its not the staff themselves that are the weakness, but as a
result of the following issues it means that staff are not as effective as they could be.
External - This is how we think those outside the organisation view Cumbria Fire &
Rescue service
Other
OPPORTUNITIES
Partnerships - Cumbria Fire & Rescue Service works closely with a variety of
organisations within the county.
• Build on existing partnerships and form new partnerships to provide best value
• Participate in the Every Child Matters agenda
• Promote joint use of premises, especially in rural areas
• Further develop inter agency working
Other
• Unitary status – opportunity to be a key player
• Introduction of CFIRMIS
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THREATS
Staff – These are threats that are staff related where issues are perceived to have an
impact on staff.
Financial
• Funding pressures (Budget)
• Sustainability of external funding
External – This is how external decision making can have an effect on he service
• Regional Agenda
• National Agenda – metropolitan influence on decisions
• Conflict of political interest – national v local
• Overall impact of national projects
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Appendix C: Service Workforce Development Plan
Our priorities for workforce development for the next three years:
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Action plan 2007/08
To ensure all operational • Produce updated, current lecture packs in the Keith Opie March 2008
personnel have access to Service standard format for all level four risk Joe Little
appropriate, quality Learning and activities which are identified by the Group
Development support material. Managers responsible for stations.
• Ensure that all revised lecture packs are cross
mapped to the National Occupational Standards
and meet the requirements of the Emergency Fire
and Rescue Service Development modules.
To ensure that all CFRS drivers • Design, produce and implement a monitoring Bob Nixon March 2008
are able to meet and maintain the system to record and review the driving licence Driver Trainers
requirements for the Management details for all personnel.
of Operational Road Risk • Revise and update all driver training courses to
ensure they are appropriate to Service and driver
need.
• Implement refresher courses for Category four and
response driving
To provide sufficient quality • Build on the Quality framework required for the Bob Nixon March 2008
resources to enable NVQ NVQ Approved Centre. Sarah Fowler
candidates to complete their • Build on and enhance the reputation of the NVQ
awards and utilise them within the Approved Centre with the awarding body.
workplace to enhance Service • Seek to achieve direct claims status with the
delivery awarding body
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Directorate Learning and Development Plan 2007/08
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Appendix D: Fire & Rescue Service Equality Plan April 2007 – March 2008
The Directorate Equality Plan is based on the Cumbria County Council Equality Scheme
which brings together all County Council Equality policies, schemes and strategies into a
single document covering the period 2007 to 2010. The plan also draws on the Audit
Commission, the Commission for Social Care Inspection and the Joint Area Review
inspections carried out in 2006. The Directorate Plan is an annual plan which seeks to
progressively deliver the annual milestones contained within the Cumbria Equality Scheme.
The Cumbria Equality Scheme is built around six key priories those being:
In each key priory area actions will be developed to ensure all 6 equality strands are
addressed these being:
• Ethnicity
• Disability
• Gender
• Sexuality
• Religion or belief
• Age
This plan seeks to build on the work undertaken in 2006/07 to Equality Impact Assess key
service delivery focused policies. The plan aims to ensure the delivery of actions arising from
the EIA process, fully integrate Equalities and Diversity into policy making, strategic planning,
service delivery and employment practice. The plan will be performance managed with
actions appropriately linked to appraisal objectives to ensure accountability, support and
measurement is achieved.
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Cumbria Equality Scheme - Key priority 1: Service Delivery
Key Activities:
Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key Priority date difference?
Key Priority 1 – Deliver actions contained Heads of All complete The EIAs have been All actions from 2006 EIA’s completed
Service Delivery within Equality Impact Service by March consulted through AWAZ, by March 2008
Assessments (EIA’s) 2008 Cumbria Disability
Equality Impact carried out in 2006 Network and Equality
Assessments Works and form the basis
of a systematic approach
to ensuring demonstrably
fair access to services.
Key Priority 1 – All new policies to be Directorate Continuous No new policies contain End of financial year:
Service Delivery subject to an EIA before Equality Lead from April actions that will 100% new policies signed off following
sign off Officer 2007 discriminate against the 6 an EIA.
Equality Impact equality strands.
Assessments
Key Priority 1 – Undertake EIA’s on the All specified EIA’s complete by March
Service Delivery following policies: 2008
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and partnership Community
policies and Risk
arrangements Management
including the
requirements of the
Regulatory (Fire
Safety) Reform
Order. Specific
issues are detailed in
the Community
Safety Activities and
Partnership Annual
Review Programme
and the IRMP and
annual Action Plans
as follows:
• Specific IRMP
Actions
• Home safety checks
• Schools Education
Resource programme
• Youth Offending
Service/FACE
programme
• Young Firefighter
schemes
Senior
• Learning and Manager
Development Human
• Pay policy Resources
competence
ACO
• Mobilising policy Operations
including Risk
Analysis and
Attendance
standards.
Major incident planning
and collaborations with
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other FRA’s and agencies
Key Priority 1 – Produce a schedule for Senior Schedule in Draft EIA’s produced as EIA’s for 2007/08 completed
Service Delivery all Policies and Manager place End per schedule
procedures to be subject Human May 2007
Equality Impact to EIAs over a 3 year Resources Consulted Cumbria
Assessments (April 2007 to March to lead Disability Network /
2010) period. Priorities: AWAZ and Gay Cumbria
1. Those affecting direct
service provision
2. Internal processes
which indirectly affect
service provision
3. Internal processes
that have little or no
affect on service
provision
Key Priority 1 – Review if and how data is Strategic This will form the basis
Service Delivery captured for each aspect Development for future EIA’s
of service delivery. and Planning
Monitoring • Operational inc Manager
uptake and Control End of April
outcomes • Community 2007
Safety
• Technical FS ACO
• CFRMIS Operations
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Key Priority 1 – Heads of service DCFO Complete by Implementation of All appraisals checked for equality
Service Delivery appraisal objectives will June 2007 Equality at all levels. objective
be directly linked to the
Setting targets and delivery of this Equality
objectives plan.
Specific equalities Performance indicators and partner /
objectives will be set for user feedback reflecting improved
all staff in Appraisal / performance across the 6 equality
Personal Development strands
Plans and directly
linked to this plan
Key Priority 1 – Equalities will be built Corporate Contracts are Equality requirements 100% procurement complying with
Service Delivery into all contract Procurement reviewed at built into contracts Equality legislation by March 2008
negotiations and Manager least annually
Procurement organisations with a
consistently poor
equalities record will be
considered for re-
tendering.
Incorporate an Group Ongoing As above As above
equalities monitoring Manager
prompt in all (Ops
procurement projects Support)
and follow the
corporate guidance if
required.
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Guidance
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Cumbria Equality Scheme - Key priority 2 – Accessibility
Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key priority date difference?
Key priority 2 - Ensure there are Administrat- Complete by Measure level of take up Set budgets for 2008 in line with uptake
Accessibility systems in place to ive Manager April 2007 Consultation with user for 2007
ensure that information groups
Information in is provided on demand
alternative in alternative formats
formats and and languages.
languages (Reactive)
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Key priority 2 - Review all external Administrat- Complete by Set budgets for 2008 in line with uptake
Accessibility communications to ive Manager August 2007 for 2007
identify where an
Information in “available in other Random sample of new documents
alternative languages / formats” October 2007. Target 100% relevant
formats and would be appropriate. documents have multi-lingual
languages statements.
Implement changes as a Strategic Complete by Take up of the service
result of the review, Development September (alternative format /
ensuring that the tools and Planning 2007 language)
are readily accessible. Manager
Ensuring all managers Area Complete by Efficient use of language Training delivered to all managers.
are fully conversant with Manager December line on all occasions.
the use of Language (Training) 2007
Line.
Accessible All bookings of meetings Receptionist Ongoing The Council will have a Random sample of meeting bookings
buildings and conferences in non- list of accessible venues October 2007. Target 100% bookings
Cumbria County Council to use for conferences have been made in appropriate
properties to check the and meetings. buildings.
Directenquiries.com site
for accessibility.
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Cumbria Equality Scheme - Key priority 3 - Public Attitudes to Diversity:
• Incident reporting
• Cumbria Attitudes Survey
• Working with the Media
Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key priority date difference?
Key Priority 3 - All units to complete Directorate June 2007 The Council has Quarterly information shows that 100%
Public Attitudes to quarterly on-line Coordinator September consistent information on incidents resulted in further action.
Diversity prejudice reporting form. 2007 prejudicial incidents
December affecting all 6 equality
2007 strands. Information will
Incident reporting March 2008 be correlated with Hate
crime data collected by
police to develop local
action plans.
Ensure that the Cumbria Senior Ongoing Each EIA shows how the 100% of EIA’s take account of the
Attitudes Survey findings Manager area of policy is findings.
are used in EIA’s Human addressing the
Resources requirement to promote
good relations between
communities.
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Cumbria Equality Scheme - Key priority 4 – Employment
Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key priority date difference?
Key Priority 4 – All Managers and Central Complete by All managers will have March 2008 100% managers trained.
Employment Supervisors will have Learning and March 2008 been trained in Equality Overall satisfaction rate with training
attended Equality and Development and diversity across the 90%
Learning and Diversity training Team organisation.
development
All staff to complete Area Complete by Equality and Diversity Number of staff who have passed the
service equality and Manager September made relevant to the module (70% pass mark).
diversity module. (Training) 2007 experiences of all Fire &
Rescue staff across the
organisation.
Identify staff for Equality Senior Complete by All people completing Survey of EIA authors shows that 100%
Impact Assessment Manager May 2007 EIA’s have received coaching in how to carry
coaching and inform Human out an Equality Impact Assessment
Equality Officer Resources
Key Priority 4 – Provide retained watch Area Complete by All retained watch All retained watch managers carrying
Employment managers with training Manager March 2008 managers will have been out interviews as needed.
to enable them to take (Training) trained in Equality and
Recruitment and part in recruitment and diversity across the
selection selection to their station. service.
Key Priority 4 – Re-survey the workforce Senior Complete by A set of Increased the proportion of complete
Employment covering all six equality Manager December recommendations to be returns.
strands. Human 2007 implemented.
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Employment Resources
Monitoring
Make recommendations Complete by Demonstrate equality in learning and
on actions arising out of January 2008 development opportunities across the
the monitoring service.
information.
Report both outcomes of
survey and resulting Complete by
action plan to SMT. March 2008
Key Priority 4 – All units to use the Line Complete by Disabled staff experience Cumbria Disability Network of disabled
Employment booklet Reasonable Managers April 2007 the Council as a proactive staff shows 60% satisfaction that the
Adjustments to address employer. Council is a proactive employer March
Reasonable barriers to disabled staff. 2008.
Adjustments
Review / produce the Human Complete by There is an open, Up to date General Order and process
relevant section of the Resources June 2007 transparent and user in place.
General Order to Advisor friendly procedure is in
incorporate Reasonable place for use by all
Adjustments. employees requesting
Reasonable Adjustments
and those implementing a
Reasonable adjustment.
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Cumbria Equality Scheme - Key priority 5 – User Involvement and advocacy
• Service Level Agreements with User Groups.
• Promoting advocacy services
• Cumbria Multi-Cultural Service
Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key priority date difference?
rKey priority 5 – All managers to be aware Deputy Complete by All black and minority Outcome, increased use of the
User Involvement of the Cumbria Multi- Chief Fire July 2007 ethnic users of service advocacy service.
and advocacy Cultural Service and Officer have an opportunity to
make appropriate use an advocacy service
Cumbria Multi- referrals. if unhappy with council
Cultural Service services.
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Cumbria Equality Scheme - Key priority 6 – Cumbria Strategic Partnership
Cumbria Equality Actions required Lead Proposed How will we know we Outcome / Method of measuring
Scheme officer(s) completion have made a
Key priority date difference?
Key priority 6 – Participation in these DCFO Ongoing Increased awareness of Number of events attended.
Cumbria Strategic events equality issues affecting
Partnership Cumbria.
Plan completed
Date completed
Signature
Printed name
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Appendix E: Overall Budget
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(c) Capital Programme Summary
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Appendix F: Risk Management
During the workshop, 14 risks were identified and framed into scenarios and 6 of the
existing risks were deleted. The attendees rated 4 of these above their acceptable
tolerance level and 9 below the tolerance line (in the shaded area). The results are
shown on the following risk profile:
Impact:
E
I = catastrophic;
II = critical;
F
III = marginal;
IV = negligible
IV III II I
Impact
It is important that an action plan is written for each of the risks identified that fall
above the tolerance line, or at the very least actions should be considered to manage
these, as it is this that will allow the risk to be monitored and successfully managed
down.
The risks outlined in the matrix above can be found in the services Risk Register.
Only those risks that are above the ‘appetite line’ are shown.
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Risks above the ‘appetite line’
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