strategic risk register, and highest level risks from ......strategic risk register, and highest...

Appendix 1

Section 1

Strategic Risk Register, and highest level risks from Board Risk Registers

This section includes an introduction which summarises the key information regarding risk management. An e-learning package is also available to Members should they wish to access it online. The Strategic Risk Register is included, as well as the associated Action Plans. The red risks from Board Risk Registers are also included.

Risk Management Introduction Risk management is an important and necessary process that enables HFRS to maximise opportunities and work creatively as well as identify threats to our delivery of services and processes. Managing risk involves exploring the consequences of a decision, weighing up the likelihood of something happening as a result of the chosen course of action, and assessing the likely impact of this upon the organisation and all parties involved. It is important to realise that consequences may be positive, but that both positive risks (opportunities) and negatives risks are managed in the same way so negative risks are minimised and positive risks are maximised. Risk management and its consequence can be as simple as identifying and removing a trip hazard which is a very visible process, however less visible risks, for example risks to an organisation’s reputation, would also be managed within risk management processes, although the mitigation may be more complicated. Who is responsible for risk management? In practical terms everyone has a responsibility in relation to risk management. It is important that anyone in the organisation feels they are able to highlight any risks they have identified. Clearly key individuals will have responsibilities to record and monitor risks, and some have specific responsibilities Fire Authority Members To oversee the effective management of risk

by Corporate Management Team (CMT) Governance Audit and Scrutiny Committee To use the Strategic Risk Register to assist

them in their role, including investigating the basis on which major decisions are taken and by scrutinising services which are not meeting their targets or where performance is falling.

Corporate Management Team To ensure Service policy relating to Performance and Risk Management is implemented in order to manage risks effectively. To individually take ownership of risks and the associated Action Plans within the Strategic Risk Register and ensure they are managed effectively through Boards/Directorates/CPUs. To ensure strategic level risks are identified, assessed, managed effectively, reviewed and reported to Members.

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Performance & Risk Board The Board acts as the primary body to provide a strategic overview and scrutiny for Service performance, strategic projects and risk management, including the application of associated policies. The Board also monitors the preparation and responses to outcomes of audit and peer review. To provide assurance, peer assessment and a “critical friend” arrangement. To ensure red risks in Board Risk Registers are raised for discussion and escalated to CMT where needed.

Boards To ensure Board level (Cross Directorate) risks are identified, assessed, managed effectively and reviewed

Directorates/CPUs To ensure local (Directorate/CPU specific) risks are identified, assessed, managed effectively and reviewed

Principles of Risk Management

The risk management cycle

RISK IDENTIFICATION

RISK ANALYSIS

PRIORITISATION MITIGATION

MONITORING

Risk Identification Managers understand the Services Objectives and how they relate to their areas of work and therefore are able to identify the risks in terms of what may create barriers to achievement, and what may provide opportunities for improvement. Risk Analysis The risk is analysed as to its likelihood and the impact if it does occur. There is clearly a level of judgement applied, but as a guide the corporate level considerations are shown below.

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Likelihood at Corporate Level

Likelihood Score Very Low/Rare 0-2 May occur only in exceptional circumstances,

almost impossible, once in over 10 years. Low/Unlikely 3-4 Event not likely to occur inside 5 years. Less

than 5% chance of occurrence Medium/Possible 5-6 Event could occur at some time during the

year. High/Likely 7-8 Event will probably occur, e.g. every year.

History of occurrence. Very High/Probable 9-10 Event is expected to occur more than once a

year. Common or repetitive. Impact a Corporate Level

Impact Score Examples Negligible 0-2 Financial impact below £50k. No limited capital/asset

consequences. Minimal impact on operations or achievement of Strategic plan.

Marginal 3-4 Financial impact £50k-£250k. Limited unfavourable media coverage. Limited achievement of Strategic plan

Moderate 5-6 Financial impact £250k-£500k. Unfavourable local/short term external media coverage. Strategic plan objectives adversely affected.

Critical 7-8 Major financial impact £500k-£5m. Significant or sustained adverse publicity in local media.

Catastrophic 9-10 Financial impact over £5m, or long term significant effect on ability to balance the overall budget. Adverse national and prolonged media coverage.

The likelihood and impact are then used to position the risk on a matrix shown below

1 2 3 4 5 6 7 8 9 10 LIKELIHOOD

10

9

8

7

6

Very High

High

IMPACT

Moderate

HIGH IMPACT

LOW LIKELIHOOD

B

HIGH IMPACT

HIGH LIKELIHOOD

A LOW IMPACT

LOW LIKELIHOOD

D

LOW IMPACT

HIGH LIKELIHOOD

C

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Prioritisation Risk owners use the risk rating and the position in the risk matrix to determine the priority of each of their risks. This will enable decisions on the deployment of resources to be made, taking into account the risk rating, the effect on Service or local performance and also the financial limitations of the work required. Mitigation There are five different ways of dealing with a risk:

• Avoiding the risk (for example by deciding not to enter into a partnership) • Seeking the risk (for positive risks/opportunities) • Modifying the risk (for example by putting in mitigation measures) • Transferring the risk (For example by insuring against an event occurring) • Retaining the risk (for example by putting some mitigation measures in, but accepting

the risk will remain and must be monitored) The aim with any identified risk is to reduce the risk rating down to the lowest practical level ideally to a point where the risk is reduced to such a level it can be removed from the relevant register Monitoring Risk owners monitor the effectiveness of the management of each of their risks, and also whether the risk rating requires alteration as a result of mitigation actions, or outside influences. This is done regularly as a standing item on meeting agendas, and a formal quarterly review is recorded on the Register. The Strategic Risk Register and the red risks on Board Risk Registers are reported to Members on a quarterly basis.

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Section 2 Performance against the Service Prevention and Protection Targets. The Service has a number of Service Performance Indicators which are used to monitor and review the outcomes from the preventative work carried out in our communities. The Indicators are used to identify issues in specific areas and also to determine the resources deployed in preventative activities. This section details the performance against those indicators showing actual performance against target, and this year’s actual performance against the previous year performance during the same period. The performance is encouraging regarding “Deliberate primary fires”, which are property fires in dwellings, Commercial properties, and also deliberate fires of all other types. Whilst it is difficult to attribute this to specific prevention activity it does highlight the efforts being made in CPUs, particularly against a backdrop of recession during which increases in deliberate fires are normally expected. There are details within the report of particular initiatives which are felt to have had the most impact, and these have been shared as best practice across all CPUs.

The graphs themselves show the target as a blue line (this target varies from month to month due to analysis of incident trends throughout the year), last year’s performance as a green line, and the yellow bars are used to show this year’s actual performance.

The performance relating to fatalities and casualties is reported in a narrative as there is an aspirational target of no fatalities or casualties every year and the figures tend to be relatively low making a graph formal less useful.

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SPI Quarterly Performance Report - 2012-2013 For this measure, low numbers are good

SPI 2 - Total ADF's (HFRS CPU Area Teams) Period only

Period Table

Actual Target Previous Year Actual

2012/04 39.00 50.78 45.00 2012/05 41.00 48.61 38.00 2012/06 38.00 46.51 50.00 2012/07 39.43 39.00 2012/08 37.00 32.00 2012/09 46.00 52.00 2012/10 40.63 40.00 2012/11 46.13 37.00 2012/12 57.27 55.00 2013/01 46.64 43.00 2013/02 42.93 44.00 2013/03 47.64 50.00

Commentary (2012/06) As can be seen from the above graph and data table, there has been a decrease in the number of Accidental Dwelling Fires within the service area in comparison to last years 1st quarter actuals. There have been 28 fewer incidents than the Target figure of 145 for this 1st quarter period, which equates to performance of 19.1% better than Target. Overall performance for the 1st quarter - The Service is performing at 19.1% better than target. In Summary Actual vs Target - 19.1% better than Target Actual vs Previous Year Actual - 11% better than previous years Actual

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SPI 2a - Total Other Accidental Fires (Exc Vehicles) (HFRS CPU Area Teams) Period only

Period Table


2012/04 17.00 30.96 28.00 2012/05 29.00 34.19 41.00 2012/06 12.00 33.06 38.00 2012/07 38.13 38.00 2012/08 39.84 37.00 2012/09 32.47 34.00 2012/10 27.59 21.00 2012/11 31.14 24.00 2012/12 22.37 13.00 2013/01 23.60 20.00 2013/02 21.93 29.00 2013/03 27.01 35.00

Commentary (2012/06) As can be seen from the above graph and data table, there has been an significant decrease in the number of "Other" Accidental Fires (exc Vehicles) within the service area in comparison to last years 1st quarter actuals. There have been 40 fewer incidents than the Target figure of 98 for this 1st quarter period, which equates to performance of 41% better than Target.

Overall performance for the 1st quarter - The Service is performing at 41% better than target. In Summary Actual vs Target - 41% better than Target Actual vs Previous Year Actual - 46% better than previous years Actual

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SPI 3 - Total Deliberate Primary Fires (HFRS CPU Area Teams) Period only

Period Table


2012/04 33.00 78.15 73.00 2012/05 42.00 73.09 66.00 2012/06 29.00 74.53 54.00 2012/07 74.28 44.00 2012/08 81.01 53.00 2012/09 75.38 51.00 2012/10 64.69 57.00 2012/11 67.25 60.00 2012/12 43.08 46.00 2013/01 57.78 56.00 2013/02 43.77 34.00 2013/03 53.05 44.00

Commentary (2012/06) As can be seen from the above graph and data table, there has been a significant decrease of 89 incidents in the number of Deliberate Primary Fires within the service area in comparison to last years 1st quarter actuals. There have been 121 fewer incidents than the Target figure of 225 within this 1st quarter period, which equates to performance of 54% better than Target.

Overall performance for the 1st quarter - The Service is performing at 53.9% better than target.

In Summary

Actual vs Target - 54% better than Target

Actual vs Previous Year Actual - 46% better than previous years Actual

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SPI 4 - Total Deliberate Secondary Fires (HFRS CPU Area Teams) Period only

Period Table


2012/04 146.00 288.54 285.00 2012/05 130.00 247.91 250.00 2012/06 120.00 250.20 187.00 2012/07 243.89 177.00 2012/08 236.52 165.00 2012/09 242.45 195.00 2012/10 247.70 200.00 2012/11 277.13 278.00 2012/12 65.73 93.00 2013/01 86.98 100.00 2013/02 85.40 94.00 2013/03 199.35 217.00

Commentary (2012/06) As can be seen from the above graph and data table, there has been a significant decrease of 326 incidents in the number of Deliberate Secondary Fires within the service area in comparison to last years 1st quarter actuals. There have been 390 fewer incidents than the Target figure of 786 within this 1st quarter period, which equates to performance of 49.7% better than Target. Overall performance for the 1st quarter - The Service is performing at 49.7% better than target. In Summary Actual vs Target - 49.7% better than Target Actual vs Previous Year Actual - 45.2% better than previous years Actual

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SPI 1 - Total Number of AFA's (HFRS CPU Area Teams) Period only

Period Table


2012/04 97.00 124.33 114.00 2012/05 118.00 123.97 107.00 2012/06 113.00 133.16 133.00 2012/07 188.62 180.00 2012/08 201.60 175.00 2012/09 148.17 144.00 2012/10 165.97 157.00 2012/11 145.23 137.00 2012/12 148.16 127.00 2013/01 120.97 119.00 2013/02 109.06 98.00 2013/03 117.80 110.00

Commentary (2012/06) As can be seen from the above graph and data table, there has been a significant decrease in the number of AFA's within the service area in comparison to last years 1st quarter actuals. There have been 53 fewer incidents than the Target figure of 354 for this 1st quarter period, which equates to performance of 14% better than Target. Overall performance for the 1st quarter - The Service is performing at 14% better than target. In Summary Actual vs Target - 14% better than Target Actual vs Previous Year Actual - 7% better than previous years Actual

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SPI Quarterly Performance Report - 2012-2013 For these measures, low numbers are good

Total Fatalities

There has been a slight decrease in the number of fatalities within the service area for the 1st Quarter period in comparison to last year’s actuals. There have been 2 fatalities within this 1st quarter period compared to 3 for the same period last year.

Overall performance for the 1st quarter period is 2 fatalities compared with the service aspirational target of no fatalities within the year.

In Summary

Actual vs Target - 2 fatalities against an aspirational Target of no fatalities a year

Actual vs Previous Year Actual - 2 fatalities against previous years Actual of 3

Total Casualties

There have been 22 injuries within the service area for the 1st Quarter period in comparison to last year’s actuals of 14. Overall performance for the 1st quarter period is 22 injuries compared with the service aspirational target of no casualties.

In Summary

Actual vs Target - 22 injuries against an aspirational Target of none

Actual vs Previous Year Actual - 22 injuries against previous years Actual of 14

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Rescues Between April and June 2012 the Service rescued 123 people in incidents across the Humberside area.

The table below shows the number of people rescued and the type of incident for the 1st

quarter period April to June 2012.

Type of Incident Number of People Rescued

RTCs 42

Primary Fires 19 Other Rescue/Release of Persons (e.g. from height, in machinery) 15

Effecting Entry/Exit (to children, elderly and medical cases) 13

Removal of objects from people (excluding ring and handcuff removal) 12

Lift Release (to children/elderly and medical cases) 6

Other (e.g. assisting other agencies and suicides) 6

Medical Incidents 4 Other Transport Incidents (e.g. children locked in vehicles) 3

Water Rescues 3

Total People Rescued April to June 2012 123

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Section 3 Performance against the Service Response Targets The following pages show the performance against the Service response standards in both a graphical and tabular format. The overall performance is exceptionally good in terms of those standards and in addition the information below relating to the average response times of the first appliance at incidents shows a very high level of performance, and whilst there is no Service target for rescues the information is also included for information.

Average First Appliance attendance times for the Service Our average first appliance attendance time during this 1st Quarter reporting period for all dwelling fires across the Service is 5 minutes 25 seconds. This is well below our most stringent target of 8 minutes for dwellings in high and very high risk areas. Our average attendance time of the first appliance to Road Traffic Collisions was 8 minutes 46 seconds for this 1st Quarter reporting period. This again is well within the 15 minutes target time attendance that we have set as an overall standard. The breakdown of the 1st quarter months for both of the above average first appliance attendance is as per below table.

April 2012 May 2012 June 2012 Actual Target Actual Target Actual Target

Dwellings 5 Mins 58 Secs 8 mins 4 Mins 58 Secs 8 mins 5 Mins 19 Secs 8 Mins

RTCs 7 Mins 59 Secs 15 mins 10 Mins 29 Secs 15 mins 7 Mins 54 Secs 15 Mins

The average first appliance attendance time for road traffic collisions during May was higher than April and June. There were 17 RTCs in May included in the calculations, 10 involved a first pump attendance of 10 minutes or greater which means the average is higher. During May, 71% of the 17 road traffic collisions were located in the East Riding of Yorkshire. The comparison figure for April was 60% and for June it was 31%. Attendance times in the East Riding of Yorkshire can sometimes be longer due to the rural and expansive nature of the area. The graphs on the following pages show the target as a blue line (this target varies from month to month due to analysis of incident trends throughout the year), last year’s performance as a green line, and the yellow bars are used to show this year’s actual performance.

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Response Standards - Quarterly Performance Report - 2012-2013 For this measure, high values are good

SPI 16a - Response Standard - 1st Appliance Attendance (HFRS Combined CPU View) Period only

Notes This performance indicator is calculated using the average attendance percentage over each quarterly reporting period throughout this reporting year

Period Table


2012/Q1 97.00% 90.00% 97.98% 2012/Q2 90.00% 100.00% 2012/Q3 90.00% 98.88% 2012/Q4 90.00% 98.03%

Commentary (2012/Q1)

Response Standard SPI 16a - Two Fire Engines will be mobilised to dwelling fires and road traffic collisions. The first will be in attendance within the following times after being mobilised on a minimum of 90% of occasions.

• Very High and High Risk Areas 8 minutes

• Medium Risk Area 12 minutes

• Low Risk Area 20 minutes

• Road Traffic Collision in any risk area 15 minutes

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Response Standards - Quarterly Performance Report - 2012-2013 For this measure, high values are good

SPI 16b - Response Standard - 2nd Appliance Attendance (HFRS Combined CPU View) Period only

Notes This performance indicator is calculated using the average attendance percentage over each quarterly reporting period throughout this reporting year

Period Table


2012/Q1 88.00% 80.00% 91.41% 2012/Q2 80.00% 91.97% 2012/Q3 80.00% 89.25% 2012/Q4 80.00% 90.55%

Commentary (2012/Q1)

Response Standard SPI 16b

The second appliance mobilised to a dwelling fire or a road traffic collision will be in attendance within 5 minutes of the first arriving at the incident on 80% of occasions.

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Section 4

Projects Update

Detailed information on all strategic projects will be reported in the next quarterly performance report. Information below relates to the status of projects which have had significant developments since the last report. Clough Road Rebuild Members will recall the £3.9m scheme to build a new Fire Station on the Clough Road site to replace the existing facility. The initial stages of the scheme are progressing well with the following stages now complete:

1. Site preparation - demolition and removal of a redundant temporary classroom on the front of the site and re-siting of drop boxes. Tenders for the removal of the redundant training 'tin ship' are being finalised;

2. Design - full consultation with staff based on the station has been undertaken and also CMT input in to the overall design. The internal and external design will be completed by 31 July and submission to the Planning Authority will take place in September.

Combined Operational Training and Maintenance Facility

Members will recall the circa £1.7m scheme to develop 'fit for purpose' facilities for the Authority's repair and maintenance functions which are currently geographically disparate at Peaks Lane, Worship Street, East Hull, Driffield and Service Headquarters. The scheme also includes a suite of rooms that will be used for Incident Command Training, hosting for Driver Training and a Silver Command Suite. The scheme aims to be cost neutral through the generation of efficiencies from consolidating a number of facilities and more effective ways of working and management.

Progress has again been good and final amendments are being made to the design and cost profile with Henry Boot the Developers, who are working with the Authority to deliver the scheme on the Priory Park development close to Service Headquarters. It is anticipated that the scheme will be signed-off before the end of September with the planning process starting at that point and construction commencing early 2013.

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Wide Area Network (WAN) The project to upgrade the Authority’s Wide Area Network (WAN) is making good progress. The WAN upgrade aims to deliver higher-speed connections and additional resilience to the Authority’s network and is instrumental in supporting the functional operation of the organisation at all levels. The upgrade is also a key enabler for projects such as the East Coast and Hertfordshire Control Project and the introduction of the Resource Management ‘Firewatch’ system. The Authority has now selected a preferred provider and will move towards the implementation stage with completion anticipated early in 2013. The total cost to the Authority of this significant infrastructure improvement will be circa £2.3m over the 5 year period from implementation. East Coast and Hertfordshire Control Room Project The East Coast and Hertfordshire Control Room Project is progressing relative to the complexities of the project and new inter service relationships. A formal Partnership Agreement, including financial governance arrangements, is under development. Project delivery workstreams are making progress. Humberside have developed a specification to support the procurement of Station End Equipment (SEE) on behalf of the Consortium. It is anticipated that installation within HFRS will commence during the first quarter of 2013. Single Supplier Status has been agreed for the required Mobilising System upgrades and work has commenced with the supplier Fortek to develop a Functional Design Specification. Replacement HR/ Resource Management System A contract for purchase and maintenance of specified modules of an integrated system (Firewatch) is now in place. Through discussion with the system supplier, a saving of £32K was made on prices initially quoted by the supplier. Further consideration is being given to using that saving to part-fund additional modules / implementation costs. The new system will achieve efficiencies by replacing an existing and dated management information system and other ‘in-house’ systems which are not sustainable in the longer term. A first implementation meeting has been held with the system supplier. Initial stages of implementation will cover planning key dates and early activities including training for members of the implementation team and data input requirements. A phased or segmented approach to populating and activating the system is envisaged; the first elements are targeted to ‘go live’ in January 2013 with further aspects of the system to follow.

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strategic risk register, and highest level risks from ......strategic risk register, and highest...

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