community fire protection department authority... · 2008. 6. 18. · existing cadre of smb fire...

Review 2007/08 Executive Summary

Community Fire Protection Department

Community Fire Protection Review 2007/08 Executive Summary

Index PageVision 2Summary of Recommendations 3Main body of Document 71.0 Introduction 32.0 Principal Aim 73.0 Key responsibilities of CFP within the IRMP plan 74.0 Drivers for Change 75.0 Consultation 86.0 Principal Recommendations 87.0 Partnership Working 88.0 Integration 109.0 Specialist areas of responsibility 1210.0 Departmental Structure 1411.0 Community Fire Protection Cover 1512.0 Equality and Diversity 1713.0 Consultation 1714.0 Appendix I – Consultations with Fire and Rescue Services Businesses Partner Organisations

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15.0 Appendix II – Proposed CFP Structure 28

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Vision

Our vision for the future of the Community Fire Protection is rooted in maximising the impact of the fire protection skills in the department to deliver our statutory requirements under the Fire Safety Order 2005 and improve the safety for the users of all buildings, and fire-fighters in the event of fire.

In simple terms we see ourselves as the custodians for the fire safety of all

non-domestic premises in Cheshire, Halton and Warrington and, by working with Building Control, Licensing, Environmental Health Departments and others; our aim is to provide the most effective fire prevention framework possible for non domestic building stock anywhere in the UK, for the benefit of the communities of Cheshire, Halton and Warrington.

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1.0 Introduction This report is the executive summary of a review carried out into the Community Fire Protection Department from November to January 2007/8. It sets out the principal themes and recommended changes to the responsibilities and operating regime of the Community Fire Protection Department to meet the demands of the Communities of Cheshire, Halton and Warrington in the future. All new roles and position within the document will be subject to a job evaluation and/or Hay grading prior to confirmation Summary of Recommendations

The CFP Department should

This will have the following benefits

7 Partnerships 7.1 Improve partnership working

with appropriate external agencies such as Environmental Health, Trading Standards, Insurance Companies, Police, Building Control e.g. by improving e-gov consultations with building control.

Economies of scale by sharing information and resources

Better regulation by being more

efficient and focussed on risk

More opportunity for contact with our target audience

7.4 Recruit 2 business advocates and 10 business volunteers

Increase capacity to improve liaison with business to inform/advise on fire protection and fire safety

7.5 Introduce risk visits delivered by staff other than inspecting officers and on different contracts

Review fire protection standards in targeted premises

Expand the type of audit and inspection Include inspectors from under

represented groups 7.5 Consider the outcomes of

the Retail Enforcement Project and implement in Cheshire Halton and Warrington

Generate a more efficient regulatory regime in partnership with other regulators

7.6 Explore use of ‘Risksmart’ or similar on -line risk assessment company

increase the numbers of businesses achieving fire regulation compliance on –line

Improve access to an online risk assessment service

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The CFP Department This will have the following benefits should

7.7 Lobby Cheshire Fire Authority to draw up a protocol requiring contracts for goods and services only from organisations that are Fire Safety compliant

Reinforce our role as a regulator. Increase publicity and appreciation of

the importance of Fire Safety.

8.0 Integration with other Departments 8.1 Improve integration with the

other departments Make better use of the skills and

knowledge in the department 8.3 Improve working

arrangements with the ER Department

Increase the availability and use of fire protection skills for Emergency Response teams

Reduce the risks for the occupants of premises and Firefighters

8.2 Improve integrated approach to risk with ER in planning for emergencies via 7(2)d etc

Plans will be available that will allow users to tackle incidents more safely

Improve knowledge of risk in buildings

8.3 Take overall responsibility for the management of the buildings database for the Service

Streamline the generation of emergency plans and review of plans

Provide rigour in the risk assessment and information gathering for the Service

8.6 Consider arrangements for CFP inspecting officers/staff to attend incidents

Improve the CFP expertise available to incident commanders

8.8 Work to ensure that it is mandatory for operational staff in supervisory positions to achieve inspecting officer standard before promotion

Improve CFP risk knowledge of buildings prior to operational command at Station Manager level and above

8.9 Integration with Other Regulators 8.10 Set up a regulatory forum

with other regulators Combine knowledge, and expertise

across a range of complementary regulatory regimes

Achieve economies of scale in inspections, training and enforcement

8.10 Set up training in CFP for staff with North West regional Fire and Rescue Services

Achieve tailored training for CFP staff Ease of access and family friendly

approach will improve accessibility for all groups

8.11 Local Government Reorganisation 8.11 10.2

Work with joint implementation teams for Local Government Reorganisation

Ensure the links with other regulators are robust during the transition to unitary authority status in Cheshire

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9.0 Management Structure 9.3 Set up enforcement team

consisting of CFP staff and legal experts

Provide a consistent approach to enforcement

9.4 Incorporate more aspects of fire investigation into the CFP department

Utilise CFP knowledge and skills in building constitution, risk assessment and enforcement procedures to provide more rigorous approach

9.7 11.2

Develop Station Managers (flexi) to be fire investigation managers and provide out of hours cover. To include existing cadre of SMB fire investigators as mentors

Correct level of expertise to provide fire investigation responsibilities of the Service

9.6 11.2

Develop Watch Managers CFP to undertake fire investigations

To provide continuity of FI cover for serious incidents to tie in with WM skill sets

9.6 9.10

Acquire an electronic database to register fire investigation information

Provide a database for use in planning Provide a management tool to deliver

improved performance for FI and Arson reduction

9.12 Arson Reduction 9.12 Retain services of Police

Arson Liaison Officer Maintain improvement in co-ordinating

Police and other partners’ arson reduction activities

9.12 Dedicate one Station Manager A role wholly to arson.

Provide focus and resources for National Indicator 33 requirements within Local Area Agreements

9.12 Train ER crews to carry out arson risk assessments

Increase focus in the community on arson reduction and prevention

9.14 Fire Engineering 9.14 Recruit a Fire Engineer (non

uniformed) Provide capacity and expertise to deal

with anticipated increased number of fire engineered solutions and major developments in Chester, Crewe and Warrington

Provide an independent assessment of fire engineering solutions

Provide additional expertise for emergency planning in buildings

Provide contribution to NW Regional Management Board Fire Engineering Group

Provide expertise for enforcement cases

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11.0 CFP Management and Organisational Structure 11.1 Provide out of hours cover

for CFP responsibilities, including fire investigations with WM inspecting officers

Will meet current needs of Service for fire protection contraventions discovered out of hours and fire investigations

11.3 Move capacity to Crewe office and consider opening satellite office in Macclesfield when Wilmslow accommodation changes

Concentrate capacity in East Cheshire Consider limited capacity in

Macclesfield to improve use of resources

11.3 Consider locating satellite office in Halton Borough Council

Improve links to Halton Borough Council

11.2 Change 9 day fortnight to a true 42 hour week

Increase capacity by 12%

11.3.2 Recruit 5 more technical Fire Safety Officers

Provide service at reduced cost without losing expertise in department

11.3.2 Reduce establishment of WMA by 4

Sufficient capacity remains to meet responsibilities of Watch Managers

11.4 Recruit Station Manager A to oversee fire investigation and policy development, including skills maintenance of staff and ER and provide capacity for regional training approach

Meet capacity for fire investigation and internal and regional training needs

11.4 Consider recruitment of people on term time contracts to fulfil specific roles

Increase flexibility in working practices

Remove obligation of 8 days training for WM with ER and replace with the incident command system simulated training

Maintain WM incident command skills

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2.0 Principal Aim The principal aim of the review is to fulfil the requirements detailed within the

National Framework as follows; “Demonstrate that they have made changes to service provision where appropriate

to reflect the needs and views of the local communities and to demonstrate that they have considered the needs and views of all communities in making these changes”

(Fire and Rescue National Framework 2008-11 consultation) 3.0 The Key Responsibilities of CFP within the Integrated Risk Management Plan

are;

• Regulatory enforcement in all buildings that are not used as dwellings. • Arson reduction. • Business liaison • The reduction of unwanted fire signals • Fire intelligence - fire investigation and knowledge.

4.0 Drivers for Change

There are a number of key reports and emerging themes that have driven the outcomes of this review;

• Fire and Rescue Service National Framework 2008 – 11 • Cheshire Fire and Rescue Service Integrated Risk Management Plan 5 • Increasing emphasis on enforcement in CFP workload • The impact of the Local Government Review in terms of future relationships

with statutory consultees e.g. Building control and the management of resources to meet the needs of Local Area Agreements (LAA).

• Incorporating the principles of Better Regulation from Central Government with its emphasis on self regulation.

• The retirement profile and loss of skills in the Service • Communities and Local Government, Simplification Plan, 2007 “Update on the

Route to Better Regulation” • The need for greater accountability and clearer lines of communication in the

department. • The need to tailor the activities to each local area, currently within 8 districts, in

future, within 4 Unitary areas. • The need to improve the integration of the activities, skills and attributes of the

department with the rest of the organisation • The need to build on current links and develop stronger working relationships

with partners including other Fire and Rescue Services • The need to be able to adapt quickly to changes in risk • The need to support the requirements of Local Area Agreements in particular

in relation to National Indicator 33 for arson reduction. • The need to address equality and diversity issues at every level

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• The need to ensure that the protection of the environment forms part of our considerations

• The need to support local and National campaigns such as sprinklers • The need to optimise the use of our resources and provide value for money

5.0 Consultation Within the review consultation was undertaken with a wide range of stakeholders,

customers and other practitioners. A detailed report on the consultation can be found in appendix 1.

6.0 Principal Recommendations

• Create further productive partnerships by working with other agencies • Improve external and internal integration of activities • Improve and extend specialist areas of responsibility within the department. • Improve compliance levels in non domestic premises via an effective

marketing strategy • Align the departmental structure to fit proposals • Provide dedicated 24 hour Fire Safety cover throughout Cheshire Halton and

Warrington. • Achieve better value for money through more efficient working • Broaden the range of opportunities for staff from under represented groups

within the department

7.0 Partnership Working 7.1 The Community Fire Protection Department has a strong relationship with many

other agencies such as the police, licensing and Building control. However we recognise that improved and more productive partnerships can be explored and developed that will improve our effectiveness. The advantages of more productive partnerships are as follows;

• achieving economies of scale by more efficient use of resources and by the

sharing of expertise and systems. • Better regulation. By working with our partner regulators we can apply a more

consistent approach to regulation • Greater “reach” into the community by sharing information and most

importantly risk information with partners about our target groups. 7.2 The department will therefore set out to generate more productive partnerships

and/or associations with key groups including our neighbouring Fire and Rescue Services and regional colleagues. We will actively seek more links with the insurance industry and Local Authorities in particular our fellow regulators. We will look to introduce e-gov links where possible, for example when being consulted on building regulations. We will also seek better links at the strategic level in the Police

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to ensure that we maximise our arson reduction activities and exert influence at all levels. By increasing our work within partnerships, we aim to enhance our opportunities to improve the value for money we provide for the local communities.

Business Liaison 7.3 Many of our non-domestic premises are occupied by businesses, ranging from

major multi-national companies to single person small businesses. Nationally the Fire Service costs business £14.32m of the total administrative burden of £2.5 bn, however it is estimated that the introduction of the Fire Safety Order has already saved business’ £53m nationally1, mainly due to the removal of the fire certificate regime. We will work with business to ensure that the risk of fire to them is minimised and that as regulators, we have the smallest impact possible in terms of cost and disturbance, but the maximum impact in ensuring that they are as safe as possible from fire.

7.4 We will achieve this by continuing to ensure that our ongoing operating regime,

based on risk assessment, is as efficient, as possible and by working with partners and Government to maximise the advantages of business regulation presented by the forthcoming Regulatory Enforcement Sanctions bill. This bill aims to achieve greater consistency in regulation nationally and also promote projects such as the Retail Enforcement Project (see next paragraph for details). We will expand the role of the Business Liaison Officer and recruit 2 dedicated Business Liaison advocates as well as volunteers to ensure that we consolidate and increase the links we have with the business sector in Halton, Warrington and Cheshire. We will work with the Communications Department and instigate a more extensive marketing strategy to achieve greater awareness (only 25% of initial contacts with businesses in the low and medium risk categories have current risk assessment)

and compliance with the Fire Safety Order. 7.5 Retail Enforcement Initiative We will work with other regulators and explore the possible application of the

principles of the Retail Enforcement Project. The project risk assesses target premises with the emphasis being on the standard of management in place. This information is then shared between regulators and can be used to inform their audit/ inspection regime. Generally good management in one area, e.g. food hygiene, will probably reflect good management in other areas, such as fire regulation. A standardised risk assessment for use by all agencies will inform any deviation. We will introduce “hazard checks” which will form part of our approach to advise and inform. They will consist of targeted programmes looking at specific risk premises or risk features as a result of information received from a range of sources, such as operational incidents elsewhere.

Hazard Checks are not fire risk Audits but will provide information to determine if a

full audit is required. The hazard checks will be delivered by a range of staff dependent upon local risk, with specialist staff undertaking the more complex higher risk premises and other staff completing risk audits in low risk premises in their neighbourhood. We aim to attract personnel interested in an annualised hours approach, based around school terms, to deliver some of this work.

1 CLG Simplification Plan – 2007 Update The Route to better Regulation, 2 Risksmart survey 2007

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7.6 Risksmart To expand our reach into non domestic premises we will seek to enlist the services

of a company that engages organisations online to offer fire risk assessments and training. One such company is Risksmart. They offer targeted campaigns based on geographical or sector based criteria determined by the local FRS.

7.7 Governance We propose that Cheshire Fire and Rescue Service should be more explicit as an

advocate of safer buildings. We recommend that CFRS should adopt a policy where the service only procures goods and services from organisations that can demonstrate that they are compliant with fire safety law and/or follow the safer community principles that we endorse as best practice. For example we may only use buildings for meetings that have sprinklers in their public areas and only trade with companies that can demonstrate they have a current risk assessment that is suitable and sufficient. This may be achieved by checking our records on CFRMIS or a simple request sent to each organisation we deal with for evidence of compliance with their statutory responsibilities.

8.0 Integration 8.1 ER Risk Integration

In our role as “custodians” of risk reduction in non domestic premises we will introduce a higher degree of cross departmental integration in particular with the Emergency Response function

8.2 In order to deliver the Fire Service’s duties under the Fire Safety Order 2005, CFP

inspecting officers undergo rigorous, training in a wide range of skills such as building design and construction, risk assessment methodology, enforcement and legislation. Much of this expertise is relevant to the role of Emergency Response crews. A particular statutory requirement is the gathering of information on buildings contained in the Fire and Rescue Services Act 2004, section (7)(2)(d). This requires a Fire and Rescue Authority to obtain information to “extinguish fires in its area” and “protecting life and property in the event of fire” (FRS 2004 s 7 (2) (d)). The outcome of the 7(2) (d) process is crucial in the expectations of the FRS within the Fire and Rescue Services Act and Health and Safety Legislation. We propose to work with ER to address the need and improve the information available to ER crews. We propose to manage the administration of 7 (2) (d)s by the use of our “buildings database”, the Community Fire Risk Management Information System (CFRMIS).

8.3 There are a number of roles that the CFP department can deliver directly to ER crews, these include:

• Information on buildings in their area. • Training on building design and construction, latest techniques and possible

behaviour in fire, also a more specific risk assessed approach to incidents involving National Domestic Premises.

• The management and review of the outcomes of training and information. • Specific information on buildings at risk. • At the scene expertise.

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8.4 Combined Risk Visits We will introduce the “Combined Risk Visit” for ER crews. Crews will undertake the

following:

1 to audit the premises under the Fire Safety Order. These will be specified for ER crews appropriate to their level of training,

2 to acquire 7(2) (d) information. 3 to acquire FSEC information 8.5 Combining the objectives will result in a better use of resources for both CFP and ER staff 8.6 Attending an Incident

Improved integration with other departments is of fundamental importance to ensure that the service maximises the impact of the CFP department, in particular with regard to emergency incidents. We therefore propose that CFP officers are included in the Pre determined attendance for appropriate incidents, E.g. Large multi-complex premises, Heritage buildings or large sandwich panel buildings. The officers mobilised should be Watch Manager inspecting officers and above and, where necessary, facilities such as recall to duty or overtime arrangements made available to facilitate this.

8.7 Personnel working as inspecting officers in the CFP Dept will undergo periodic

training to be determined by (L&D and ER) to maintain the skills in the incident command system. They will not be required to cover crewing differences in ER at short notice. If this is necessary a period of training will be provided to ensure they are competent. Prior to transferring back to ER retraining to ensure competency will be provided.

8.8 Community Fire Protection Skills for ER staff To ensure that fire incident commanders have the requisite background and skills in

fire protection it is proposed that all operational staff above station manager level must have acquired sufficient skills in CFP. This will be dictated by appropriate standards and will also entail a period in the CFP department in an auditing role. It will broaden both CFP and ER range of expertise and provide a route via CFP for future ER managers.

8.9 Integration with external stakeholders An important focus for the department is the integration of our activities to maximise

impact and effectiveness. This entails more involvement with external agencies. To that end we will explore the setting up of a forum consisting of other regulators, for example, Trading Standards, Environmental Health and Food Standards to maximise impact and minimise duplication. It is envisaged that this regulatory group will meet unless specific issues arise, infrequently. It will assist with mutual objectives and better use of resources and will work towards our Local Area Agreement Objectives. It is imperative that we improve the breadth and nature of our links to external organisations in the future to ensure success in our local area agreement responsibilities.

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8.10 Regional Working We will promote closer working with our regional colleagues in particular via the

CFOA NW Prevention and Protection Group. We will develop the exchange of best practice with a more formal approach in terms of information exchange. We are in the last stages of a commitment to regional training for our staff which previously has been undertaken at the Fire Service College. The intention is to make training local and therefore easier to access, with fewer residential elements and therefore be more attractive for potential staff, in particular under represented groups. The regional training approach represents greater value for money and greater flexibility in course structure and allows a regional dimension to be incorporated.

8.11 Local Government The local government structure in Cheshire is changing. We will ensure that we are

flexible enough to be able to engage easily with the new order once it is in place. We will be dealing with a revised building control framework, trading standards and licensing. The changes may be only in processes and people, but to continue to engage effectively we will still need to adjust.

8.12 The changes will bring about opportunities in the way we deal with certain issues.

We need to be alive to opportunities that may arise. We will therefore nominate a team within the existing CFP Policy Group who will, working with the government liaison officer promote a quick and effective changeover.

9.0 Specialist Areas of Responsibility 9.1 Legislative Enforcement The CFP function needs to be competent and robust in its delivery of the Statutory

function of the Fire Authority enshrined in the Fire Safety Order. 9.2 We have introduced a fundamental change in the overriding fire safety legislation in

CFRS in the last 2 years. The impact of the change is apparent with more prosecutions and greater challenge to fire safety regulators by responsible persons for premises on the one hand, and involvement in more premises that are subject to audit and scrutiny. It is essential that the department tailors its structure and personnel to service this change.

9.3 Enforcement Team To deal more efficiently with the increase in enforcement activity within Cheshire we

will set up an enforcement team that will promote greater consistency and peer learning. The team will consist of legal representatives and Fire Protection Officers including the proposed fire engineer.

The role of the team will be to;

• Provide a lead for each case • Offer specialist advice to inspecting officers • Issue and withdraw prohibition notices • Collate prosecution files • Co-ordinate evidence gathering • Assist with policy review

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9.4 Fire Investigation We propose taking overall ownership of fire investigation by incorporating the

investigation of fires and the administration of the database into the CFP function. It is envisaged that we will utilise existing staff but to achieve this will require the addition of a scale 5. This can be absorbed by redeployment of staff from Wilmslow office following refurbishment.

9.5 Capacity CFP officers have the requisite specialist skills in building construction, investigation

and legal procedure to assist in Fire investigations. It is proposed that future fire investigations are carried out by a cadre of inspecting officers at Watch Manager level, with out of hours initial actions being completed as part of the proposed Station Manager Unitary Fire Protection role. The initial actions at an incident would be overseen by the Station Manager and then passed on to the inspecting officer to complete. This would give the opportunity for the more complex investigations to be carried out by 2 persons when necessary, the Station manager and the Inspecting officer or 2 Inspecting officers. This will have an impact on the Watch Managers workload but it will be offset by the increased no of TFSO’s.

9.7 An analysis of the time spent on FI by advanced FIs has shown that the total

working time spent on fire investigation can be between 10% and 29%.

9.8 The current fire investigation database shows the total number of completed Level 2/3 fire investigations in the last 2 years as:- 2006/07 - 49 2007/08 – 50

9.9 The wide variation in this percentage can be explained because of a number of variables:- • The actual nature of the investigation. A fatal fire or a major fire in a school or

commercial premises can take a great deal of time because of attendance at case conferences or any related court proceedings

• Advanced Fire Investigators regularly attend incidents on request then, having determined the incident doesn’t warrant a full Level 2 or 3 investigation, they mentor WM’s/CM’s to undertake a Level 1 investigation

• Investigating the findings of the original investigator at 2 fires in occurring in 24 hours incidents

• A variable amount of time spent on - research/fire testing of materials/filming of tests in specific cases

• Additional time spent once the completed fire investigation report is submitted but further actions are ongoing such as court preparation and proceedings, further reports to internal managers and partners

• Necessary time spent on research for fire investigation development to maintain sector competence in the role

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9.10 Lynx Database A dedicated Fire investigation database is required. A project to identify a suitable

database has shown that one can be purchased for £30K. It is proposed to fund this from the Community Safety budget. The database under consideration has the capability of linking not just fires but individuals either as suspects or victims. This will clearly assist Community Safety staff in targeting at risk individuals and groups.

The Lynx database can;

Collate information on fires and provide a database across a range of parameters ie by people, objects, or location

Provide reports tailored for coroners court Provide a database to track arson offence across a range of parameters Limit administrative requirements Provide an auditable record of each incident Link to incident record systems on CFRMIS

9.11 The intention is to extend the FI rigour by training all Crew managers and Watch managers in the service in level 1 and 2 in the ‘Lynx’ system to provide a consistent approach to fire intelligence. 9.12 Arson Reduction The reduction of arson in the community is one of the primary objectives of the

organisation. In view of the importance of arson reduction activities we propose to retain the Arson Reduction Officer but extend the role into a complete post. (It is currently a split role with fire investigation (FI) responsibilities). The FI element will be incorporated into another post. We propose to extend the Police Liaison Officers contract from 2009 when the current agreements expire. This is to be negotiated with Cheshire Police. The arson role will become more important in co-ordinating the activities of the Arson Task Force Management Group in ensuring that we are maximising the effects of the resources we have committed, particularly with regard to the probable introduction of the arson national indicator NI 33 as part of the Sustainable Community Strategies of Halton Warrington and Cheshire.

9.14 Fire Engineer It is proposed to recruit a dedicated (non uniformed) fire engineer. This person will

provide advice on consultations for fire engineered solutions in the major building developments which are emerging such as in Chester, Crewe and Warrington. The role will provide an independent view on proposed variations from accepted building codes and provide a level of expertise and capacity highlighted as required from consultations with other FRS. It will also provide a contribution to the NW RMB fire engineering approach, provide Quality Assurance of other consultations and expert advice for legal action

10.0 Departmental Structure (appendix 2) Details 10.1 Organisation The key aim of the department is to maximise its effectiveness by its flexibility of

location and capacity. The department is currently split into 4 offices, roughly equidistant from each other. In the future we will introduce greater flexibility and

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ensure that the resource matches the risk/workload as closely as possible and is not based on teams wholly dedicated to one area. The changes are administrative rather than structural.

10.2 Local Government Review (LGR) With the outcomes of LGR now known, the offices will be aligned to each of the four

Unitary areas. It is envisaged that the managers in each area will be level 3 fire investigators and Station Managers responsible for CFP with a flexible duty responsibility for out of hours CFP issues. They will have territorial responsibility for designated areas initially based on station areas and then the unitary authorities once the LGR is implemented. The GM’s at SHQ may be reduced to one pending the PDG Review.

10.3 Location It is proposed to maintain 4 teams but only three of the current offices. We will

close Wilmslow office and move the work to Crewe office with resources commensurate for the additional workload. We will maintain a team in Halton, although the CFP base will be in Warrington. It is proposed to have a satellite office in Halton Borough Council (HBC) offices.

10.4 Satellite Offices Initial discussions with HBC have been constructive. There will be other

advantages with the wider strategy of the department to forge more relationships and partnerships with regulators, planners and other relevant people which will be easier if we are more accessible. We will consider the same arrangement in Macclesfield Borough Council but a satellite office in Macclesfield Fire Station may be preferable.

11.0 Community Fire Protection Cover 11.1 Currently there is no provision within CFP for the out of hours cover. Following the

increase in enforcement activity after the introduction of the Fire Safety Order and the experiences from the Hotel healthcheck project in 2007 and more recently the Nightclub project it has become increasingly apparent the 24 hours cover from fire protection officers is necessary.

11.2 Staffing Staff will be conditioned to a single system based on a 42 hour week. Flexible duty

will be incorporated in certain job roles, such as Inspecting Officer and team leaders to ensure that there is 24/7 cover for Fire Protection staff. Staff will be expected to attend emergency incidents when required by mobilising control and on request. They will also be available for other out of hours duties to attend urgent Fire Safety contraventions and as resilience during peak periods such as spate weather conditions. They may also be available for ER cover in periods of high operational activity due to fires

11.3.1 Staff will be organised into flexible teams dedicated (but not exclusively) to a

particular geographical area. The team will consist of specialist inspection officers, comprising technical officers and uniformed officers. There will also be a cadre of personnel who will undertake low level audits at low risk premises and provide

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business liaison availability (annualised hours staff). These staff will be proactive to provide businesses with advice and offer a range of other information such as arson reduction and business continuity advice and any other relevant support. The role we envisage, based on consultation received from the insurance industry is to utilise these particular staff to check on notice’s or action plans in premises to ensure compliance within that instruction only. This will free up the more highly qualified staff for other more relevant activities.

11.3.2 It is proposed to increase the number of Technical Fire Safety Officers by 7 posts

and reduce the number of Watch Manager A posts by 5. This will maintain the capacity to undertake the business of the department but will result in no increase in cost. Business Liaison

11.3.3 It is proposed to replace the Business Managers post, currently a Station Manager A, with a non uniformed SO1 post.

11.3.4 It is proposed to recruit a scale 3 admin post for Warrington to provide admin cover for Halton BC and Warrington. 11.4 It is proposed to recruit an additional Station Manager A post to undertake the

additional responsibilities in policy development, governance, staff development and fire investigation as well as ER integration. More flexible working practices will assist in the delivery of the objectives of the department. It is proposed to recruit 2 staff on term time contracts to deliver specific risk reduction work. It is envisaged that they will operate at scale 3 although this is subject to the grading process.

11.5 Finance

The majority of the changes proposed in this review are achievable within the current budget. Agreement has already been reached for 2 business safety advocates as part of the financial budget setting round for 2008/09.

Role Existing Proposed Difference Area Manager 1 1 0 Group Manager 2 1 -1 Fire Engineer 0 1 +1 Station Manager A 13 3 -10 Station Manager B Flexi 2 4 +2 Station Manager A Flexi 0 2 +2 Watch Manager A 18 13 -5 Watch Manager A Hazardous installations officer

1 1 0

Technical Fire Safety Officer 4 11 +7 Business Liaison Manager SO1 0 1 +1 Scale 6 1 1 0 Scale 5 4 4 0 Scale 3 0 1 +1 Scale 2 4 4 0 Scale 1 1 1 0 Term time contracts 0 2 +2 Volunteers 0 10 +10

Table to illustrate differences in establishment

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12.0 Equality and Diversity The review has highlighted a number of areas where improvement can be made in attracting under represented groups into the department. In particular changes to the methods of training staff by removing the requirement to undertake residential courses at the fire Service College in Gloucestershire; increasing the number of non uniformed inspecting roles; introducing volunteers; and introducing different ways of employing staff such as term time contracts, will hopefully make the roles offered more attractive to a wider group of applicants. This will also allow us to recruit staff who can work more easily with under represented groups without being confined to existing uniformed staff.

13.0 Consultation 13.1 Stakeholders The Review includes extensive consultation with a wide range of stakeholders, such

as local Authority regulators and the insurance industry, and investigations to determine best practice. In addition we have consulted the business sector in Cheshire Halton and Warrington via the IRMP5 consultation and used our own links through the Chamber of Commerce and the Fire Liaison panel and ‘Women in Business’ to extend our reach.

13.2 Best Practice

To research best practice the review contacted representatives of the last round of Comprehensive Performance Assessments to identify national best practice in areas of interest to us in CFP. The outcomes of this consultation have been fed into the report and are referenced where appropriate.

13.3 Visits to other Fire and Rescues Services As an integral part the review we visited a number of other Fire and Rescue Services to see how their policies worked in practice. 13.4 Outcomes

The consultation was extremely useful in identifying need from our customers and partners and determining best practice from external agencies. The consultation outcomes have been included in the recommendations unless they are already in place, unfeasible at present due to timing applicability or cost. Some of the negative elements in the consultation have been addressed.

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Appendix 1

Cheshire Fire and Rescue Service Fire and Rescue Service Consultation

Community Fire Protection Department Review 2007-2008 As part of the review a number of Fire and Rescue Services were consulted in an attempt to identify and recognise best practice examples. In addition to this, the aim of the consultation was to identify different systems of working. The consultation process consisted of a short questionnaire, which was carried out by either telephone call or e-mail. The questions asked were; • What important changes other organisations had undergone which improved their

delivery? • What improvements they would like to see which would improve delivery? • What negative effects have occurred from the changes? • Have their change had any impact on the departmental structure? The following organisations were consulted; • CPA Inspection Team • Durham and Darlington • Essex • Greater Manchester • Hampshire • Lancashire • Leicestershire • London • Merseyside • Mid and West Wales • North Yorkshire • Nottinghamshire • Shropshire • Staffordshire • West Yorkshire • Wiltshire In general the departments operate in a similar manner, however I have highlighted examples from the organisations which may require further investigation. 1. What important changes have your organisation made in your Department in the last 12 months which has improved delivery? ‘Introduction of a dedicated Enforcement team which provides 24 hour cover’ ‘Introduction of a training package, for development to competency and beyond’

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‘Introduction and Accreditation of ISO 9001:2001, which includes set procedures and practice notes for all fire safety activity, enabling officers to work to consistent standards’ ‘During the past year we have made significant progress towards mobile working, including the purchase of tablet PC’s for all inspecting officers. I have established a new team to identify previously unknown risks (Premises on FSEC but not on CFRMIS). In the preceding two years a new Management Information System CFRMIS has been introduced and all Service Policies and Procedures (FP) have been reviewed in readiness for the FSO.’ ‘moving to a solely electronic filing system which involves the scanning of all hard files, currently setting up an e consultation system with all consulters’ ‘We’ve introduced targeting of medium and low risk premises for fire safety audits – previously, targets were concentrated on high risk.’ ‘The main change this year has been looking at devising a new risk management strategy for protection. It is still being finalised but basically our inspection policy will be based on a combination of evidenced fires in other buildings causing casualties (i.e. a failure of management or means of escape), national intelligence (like penhallow fire) and local intelligence (types of premises receiving Article 31 notices).’ ‘Introduction of Part funded police Sergeant to work alongside the arson reduction officer. ‘Volunteer coordinator working with volunteer section’ ‘We have moved to a department made up entirely of non uniformed personnel, this has allowed us to increase the establishment yet cut costs.’ 2. What improvements would you like to see in your Department to improve delivery? ‘Increase in the establishment in the department’ ‘Reversal of dissemination of officers into the commands will prevent the feeling of isolation and lack of appropriate guidance’ ‘Technicians appointed to carry out FSO audits.’ ‘printing facility within CFRMIS mobile.’ ‘We are in the process of moving to a solely electronic filing system, with scanning of hard files commencing in the new year. Liaison with district councils on e consultations is currently ongoing.’

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3. What negative effects have occurred from the changes? ‘Officers feel isolated and without quality guidance form the area command teams, fire safety has taken a back burner to other community activities’ ‘Inevitably the changes in standard operating procedures and MIS have resulted in some teething problems and a consequential drop in output, however, this has remained within projected targets.’ ‘While this has led to some frustration, staff have acknowledged that the long term benefits far outweigh the short term difficulties.’ ‘The introduction of a dedicated ‘legal’ officer to specialise in case preparation/presentation/advice provision.’ ‘The increasing and evolving roles of Fire Safety Officers, e.g. community work, maintaining operational competencies, personal development, performance management, etc. have undoubtedly put pressure on departments/Commands/individuals to meet a variety of ‘priorities’, all impacting on the availability of time for fire safety work.’ 4. Have any of the above had any impact on the Structure? My inspection teams were aligned to district council boundaries four years ago. See 1 above. ‘Not as yet, but as many of the additional workloads are required for resilience or are associated with personal development, there will be a need to review the current level of Full Time Equivalents, with the likely result that the overall fire safety FTE will have to be reduced to satisfy ‘other’ legitimate needs.’ ‘An increase in two posts’ Recommendations • 42 hours week • Enforcement team with out of hours cover • Fully electronic filing systems • NOS and robust training development system

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Cheshire Fire and Rescue Service Cheshire Businesses Consultation

Community Fire Protection Department Review 2007-2008 This report contains the results of a consultation exercise with businesses in Cheshire, Halton and Warrington regarding proposals in our draft Corporate Plan & Integrated Risk Management Plan for 2008/09 (IRMP 5), the budget and satisfaction survey. The following groups were fully consulted:- • Members of the Service’s Fire Liaison Panel • The Asian Council & • Women in Business The detailed research was carried out to find out how all the above consultees felt about:- The Service’s proposals as set out in the draft Corporate Plan and Integrated Risk Management Plan for 2008/09 (IRMP 5), the budget and levels of satisfaction with the service provided by the Fire Protection and Fire Regulation Departments. Contact with Cheshire Fire & Rescue Service Have you personally or a member of your team been in contact with a Community Fire Protection Officer in the last 12 months?

Consultees % Yes % No Business community

80 20

As shown above, the majority of respondents (80%) said that they had been in contact with a Community Fire Protection Officer in the last 12 months. Please can you give brief details below about why you contacted a Fire Protection Officer. • One of my tenants is frequently disregarding fire safety procedures in that they store

combustible materials in a fire corridor. Despite verbal warnings and memos, they continue to put human safety at risk. I eventually copied in the CFPO in my last memo to the tenant.

• Following fire calls, the officer visits to give advice on how to avoid repeat events. • Assistance with plans for alterations to emergency exits & advice on the fire safety

order • With being a member of a LA building control team, we are in regular contact and

have a good working relationship. • The Fire Officer wrote to us and requested to come out on a particular date and time.

We value any input that fire officers can give and it proved to be a valuable visit. • Regular updates of key changes, advice regarding event safety.

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• To improve understanding of each others requirements, roles and resources in the event of an emergency via an emergency situation simulation (GE Widnes site drill).

• Excessive number of false fire alarm calls on the company sports club. If you have answered yes to Q10, please tell us how satisfied you were with the service that you received from our Community Fire Protection Officer.

Consultees % Satisfied % Dissatisfied

Business community

100 0

As shown above, all the respondents who had been in contact were satisfied with the service that they received from a Community Fire Protection Officer. In your opinion, how can our Community Fire Protection officers improve the service that they provide to members of the business community. Please give brief details below:- It is in my opinion that many of my tenants, particularly the independents are unsure of their responsibilities under the Reg Reform (Fire Safety Order 2005). I would support a half day seminar where a programme can be delivered highlighting the essential points of the RRFSO. • Home and workplace visits along the old '11d' style are always good for two reasons

- they are proactive in spotting problems and familiarise the crew with the premises. • The business community should be encouraged to take an active role in the fire

safety forums. • By visiting sites more often, producing information leaflets and forwarding to

businesses. • Inform people who is their CFPO, contact number, email etc and state the precise

role of Officers. • Maintain regular and pre-planned contact, as well as advisory visits on a business

need/request basis. • The system seems to work well now. Please can you specify how you would prefer to receive information and advice regarding changes in policy or to legislation? • The majority of respondents said by email but other methods included:-

By post Via regular newsletters. Via fire safety forums. In Person.

A combination of information/discussion forums (networking opportunity), email and or phone call and written notification by post & Initially by email followed up by hard copy if the changes are substantial.

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Section 2 – The Fire Safety Order 2005 Have you personally or a member of your team been in contact with the Service’s Fire Regulation Department in the last 12 months regarding the Fire Safety Order 2005?


40 60

As shown above, only 40% of respondents said that they had been in contact with the Fire Regulation Department in the last 12 months regarding the Fire Safety Order 2005. If you have answered yes to Q15, please tell us how satisfied you were with the service that you received from our Fire Regulation Department.

Consultees % Satisfied % Dissatisfied

Business community

100 0

As shown above, out of the 40% of respondents who said that they had been in contact with the Fire Regulation Department in the last 12 months regarding the Fire Safety Order 2005, 100% of them said that they were satisfied with the service that they received from the Fire Regulation Department and more importantly, none of them said that they were dissatisfied. From the contact you have had with the Fire Regulation Department, have you found them helpful and committed to your needs?


100 0

As shown above, the respondents who said that they had been in contact with the Fire Regulation Department in the last 12 months said that they had found the staff helpful and committed to their needs. Do you agree that the role of the Fire Regulation Department is at the correct level for your organisation?


100 0

As shown above, all the respondents said that they felt that the role of the Fire Regulation Department is at the correct level for our organisation.

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In your opinion, how can the Fire Regulation Department improve the service that they provide to members of the business community? Please give brief details below:- • I believe they are already providing a good level of service. The business forum has

provided a lot of information and support over the past year, particularly in relation to the F.S.O.

• I think you do an excellent job. On our factory, I would like each of the front line 1st responder crews to have walked the factory once and never less than 1/2 years.

• If the business indicates it would be of assistance, an annual visit could be arranged. • Newsletters or items in the local press or make more information available on the

website. • Business support line and more visits. • Local seminars using the services of LA. LAs have duty of promotion of BCM to local

businesses. Despite several requests you have failed to participate in partnership. A missed opportunity! The Police Anti Terrorist joined in joint seminars.

• Use the fire liaison panel to communicate new legislation, up dates in fire safety and highlight any major problems they have found in business community.

Our main key objective is to make people safer from fire. How do you think that we can improve our current performance? Please give brief details below:- • Time and resources permitting, regular spot checks on businesses to ensure they are

complying with current legislation. • Further development of your integrated risk management plan will enable you to

target your resources more effectively. • The 4As are applicable i.e:- Audit buildings against good standards Advise on improvements Assist the factory to implement the improvements and Analyse for most common problems and either change the standards for the better or embarrass the factory owners. • Joint meetings with LA building control officers and developers at the fire submission

stage. • Provide fire safety information in an easy to understand format with the latest

legislation incorporated. Methodology A detailed postal questionnaire including 20 questions was sent to 96 members of the business community in Cheshire, Halton and Warrington which mainly consisted of members of the Fire Liaison panel. Each respondent received a copy of the draft Corporate Plan and Integrated Risk Management Plan for 2008/09 (IRMP5), a letter explaining the purpose of the questionnaire, a copy of the summary leaflet and a FREEPOST envelope. Respondents were also given the opportunity to complete the survey online via the Service’s website although only one respondent chose this method on this occasion.

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Cheshire Fire & Rescue Service Partner Organisation Consultation

Community Fire Protection Department Review 2007/2008

Consultation Groups As part of the above review process the following partner organisations were consulted to obtain their views of Cheshire Fire & Rescue Service - Community Fire Protection Department. The consultation process consisted of a short questionnaire, which was carried out by either telephone call or e-mail. The questions asked were; • What do we do well? • How could we improve? • What is your overall impression of the service? • Have you any other comments? The following partner organisations were consulted; Chester Office Chester City Council - Building Control - Licensing Ellesmere Port & Neston Borough Council - Building Control Warrington Office Halton Borough Council - Building Control - Licensing Warrington Borough Council - Building Control Crewe Office Vale Royal Borough Council - Building Control - Licensing Crewe-Nantwich Borough Council - Licensing Congleton Borough Council - Licensing Congleton, Crewe& Nantwich & Macclesfield Borough Councils - Building Control Wilmslow Office No partner organisations contacted to date. In addition to those organisations already contacted, the following are still to be contacted as part of this review; • Trading Standards • AXA insurance • Chamber of Commerce Results Of the 11 organisations contacted, 7 replies have been received to date.

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Outcomes/views What do we do well? ‘Provision of practical advice’ ‘Response to BC consultations relevant to fire safety issues’ ‘Easy contact, willing to work as a team, good technical knowledge’ ‘When the Licensing Act 2003 was first implemented in February 2005 as a statutory consultee the Fire Service responded to each application for a premises licence either with representations or to advise that there were no representations. For approx the last 12 months we have had no contact from the Fire Service regarding premises licence applications although we e mail the Warrington Fire Safety Office on a weekly basis with a list of the applications received and the time limit for the response.’ ‘Good communication with us. Prompt response times to our enquiries and to licensing applications. Very helpful when contacted’ ‘Pre consultation and consultation on Building Regulation Application. Consultation and joint inspections—Licensing Applications. Joint/partnership working Cheshire Fire Safety Panel. Training events. Seminars I e:---Arson prevention and domestic sprinklers’. ‘Get good help with dangerous structures’ ‘Liaising with local authority on Building regulations Consultations’ How could we improve? ‘Be more accessible to building occupiers- especially licensed premises to assist with the provision of a fire risk assessment’ ‘Possibly Vale Royal BC, and the fire service work to further develop electronic consultation procedures’ ‘Increase the use of email communication.’ ‘Have available computer software to view and comment on plans submitted by email’ ‘A response advising that there are no representations would be helpful, however licences are issued after the statutory time period without a response from the Fire Service.’ ‘Electronic responses to Licensing application forms (E-Gov) would be helpful. More frequent coordinated partnership visits to problem premises.’ ‘The turn around time on Building Control consultations could be improved by a) electronic response b) plans could be view in Building Control Office or electronically when the system is up and running. Expand the Fire Safety panel by E Mailing the agenda to Risk Managers/Safety Officers of major companies. Increase the number of training events. Increase the number of seminar’ ‘Reply to consultations within 14 day deadline’ Contact Building Control officer as soon as possible with any concerns/issues regarding consultation – before formal response’ ‘Electronic submission would be preferable’

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What is your overall impression of the service? ‘As far as the relationship between VRBC as a licensing authority is concerned not as good as before the implementation of the Regulatory Reform Order’ ‘Very good’ ‘Very keen to give a good professional service’. ‘Dedicated to give protection to the public’ ‘Initially in 2005 we received a very good service and could contact Fire Officers by telephone to clarify matters and officers attended the Councils Regulatory Committee when representations were received from the Fire Service which were not resolved or agreed.’ ‘Prior to the implementation of the Licensing Act 2003 the licensing section dealt with Public Entertainment and Theatre Licences and received a response from the Fire Service to each application.’ ‘Professional and willing to help’. ‘My overall impression of the service is very good/excellent.’ ‘Good two-way rapport with city council building control officers’ ‘Dealings with Community Fire Protection more than satisfactory – good relationships

Have you any other comments? ‘We would welcome a more pro-active approach from the fire service in terms of licensing and the risk based enforcement approach of the Western Licensing Partnership’ ‘We wish to commence (fire service complete and return) the exchange of a short electronic satisfaction response sheet for each project where Vale Royal consult the fire service’ ‘While we are promoting email communication there needs to be a regular meeting with the fire service to help promote team working’. ‘If responses to applications were received it may be helpful to have one or two dedicated members of the Fire Service who would deal with these matters. I appreciate that leave etc need to be taken but dedicated officers with e mail addresses and direct telephone access may provide an improved service for all.’ ‘The only concern I have is the constant change around in Fire Safety/prevention personnel.’ ‘Would like to revisit the idea of regular visits to council offices by fire safety officers’ Recommendations • Review of licensing policy • Workstream to investigate the feasibility of electronic consultations etc, in support of

e-gov. (a working party could be set up including those authorities already using an electronic system i.e. Warrington BC)

• Review of PPI inspection policy and joint inspections Review current building regulations policy


Appendix 2 Proposed CFP structure

AMB

GMB*

SC6

FIRE ENGINEER

SC5

SMA* POLICY

SMA POLICY/DEVELOPMENT

SMA* ARSON REDUCTION

WMA HAZARDOUS INSTALLATIONS

ADVOCATE SC4

SECONDED DETECTIVE

CONSTABLE

SC1

CHESTER + WCSMB*

WMA

HALTON SMB*

WARRINGTON SMB*

EAST CHESHIRE SMB*

SC5

SC2

WMA WMA WMA WMAWMA

SC5

SC2

WMA WMA

SC5

SC2

WMA WMA

TFSO TFSO TFSO TFSO

SC2

WMA

TFSO

WMAWMA

TFSO TFSO TFSO

VOLUNTEERS

TERM TIME CONTRACT SCALE 3

TERM TIME CONTRACT SCALE 3

TFSO BUSINESS LIAISON

ADVOCATE SC4

TFSO TFSO

SC3

TFSO

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community fire protection department authority... · 2008. 6. 18. · existing cadre of smb fire...

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