ICT Strategy Programme Report - West Yorkshire Fire ... · Purpose To provide an update on, and the review of the first year of the ICT Strategy Programme. Recommendations That Committee

Purpose To provide an update on, and the review of the first year of the ICT Strategy Programme.

Recommendations That Committee note the content of the report.

Summary The ICT strategy programme is subject to an annual review to assess the progress and identify challenges and areas of learning that can be fed into future programmes and projects. This report provides an update on the current projects in the strategy and the first year evaluation for information.

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ICT Strategy Programme Report Finance & Resources Committee Date: 13 October 2017 Agenda Item: 5Submitted By: Director of Service Support

Local Government (Access to information) Act 1972

Exemption Category: None

Contact Officer: Gayle Seekins, ICT Strategy Programme Manager E: [email protected] T: 01274 655580

Background papers open to inspection: None

Annexes: ICT Strategy Review July 2017

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mailto:[email protected]

ICT Strategy Programme Report Page 2 of 4

1 Introduction 1.1 The ICT strategy was approved at Finance and Resources Committee (F&R) in April 2016 and it

was agreed that all business cases would go to the appropriate Committee for approval. This report provides an update on projects previously approved and includes the evaluation of the first year of the strategy.

2 Information

2.1 ICT Strategy Progress

Project Specialist Resources

Business Case Implementation Complete Comment

Review of electronic maintenance of competence records

n/a n/a This work commenced prior to the strategy. May become part of the HR project.

ICT training function

n/a ICTSP1 HR 08/07/16 F&R 15/07/16

07/2016 – 09/2016

Yes ICT Training Coordinator appointed – start date 03/10/16

Information management strategy

n/a ICTSP2 F&R 15/07/16

07/2016 – 12/2017

This project has been delayed due to the resignation of the Information Management Officer. Timeline may be adjusted to reflect this.

HR and rostering solution

F&R 22/04/16 ICTSP3 F&R 14/10/16

2016 - 2018 Project has been reassessed due to some changes in business strategy and realigned to reflect these changes

System security F&R 22/04/16 ICTSP4 F&R 14/10/16

2016 onwards Following extensive market testing and validation of requirements, tender is now due to commence.

ITIL service management

F&R 22/04/16 ICTSP5 F&R 14/10/16

2017 - 2019 Department restructure completed and new ways of working are being phased in.

SharePoint upgrade

F&R 22/04/16 ICTSP6 F&R 13/10/17

2017 - 2018 Requirements for the new version are being collated and work on branding is underway with Communications department. Due to be start migration in early 2018

Electronic forms solution

n/a ICTSP7 2017 - 2021 Project finance moved back in the strategy following MB Star Chamber

Paperless meeting solution

n/a ICTSP8 F&R 14/10/16

2016 - 2017 Review of available solutions underway

Operational risk solution

n/a ICTSP9 2017 - 2018 This has been merged with the Protection solution below and the project governance is being established

Protection solution n/a ICTSP10 2017 - 2018 As above

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Mobile Device Management

n/a n/a 2017 This has been brought under the strategy for implementation. Solution has been procured and implementation plan drafted with the chosen supplier

The table above shows projects commencing in the first year, the following years projects will be added in a future report.

2.2 ICT Strategy Year One Review

The ICT strategy programme was approved in April 2016. As part of the programme a review will be undertaken each year to show the progress against each project including achievements, challenges, changes and lessons learnt. The evaluation for the first year can be found in Appendix A with the main lessons learnt shown in the table in section 1.4 of the evaluation. The key challenge has been project resourcing. The organisation’s portfolio of change is significant and the capacity to resource all the projects effectively is very challenging. Staff leaving and the time taken to recruit suitable replacements has had an impact on department’s ability to maintain business as usual whilst releasing resources to project work.

2.3 Each project is broken down into objectives with the nine projects in the evaluation having a total of 121 objectives. Of these objectives 23% are complete or complete pending review, 17% are on track, 54% are not yet started and 6% are behind schedule or overdue. A breakdown by project can be seen in the evaluation report in section 1.6.

2.4 HR and Rostering Project Update

The original outline business case for HR and rostering was to explore the possibility of moving our core HR into Kirklees SAP and to procure a rostering solution that would integrate with SAP. Following several meetings with Kirklees and a review of solutions available on the market it has become apparent that moving to Kirklees would not be the best fit for our requirements.

Demonstrations have taken place with a wide cross section of suppliers on the market, including SAP and there could be significant benefits in upgrading our existing SAP. These benefits are being explored in more detail and a full business case will be developed.

3 Financial Implications

3.1 There are no direct financial implications arising from this report.

4 Equality and Diversity Implications 4.1 There are no direct equality and diversity implications arising from this report. Any change to the

HR solution will be subject to an equality impact assessment to ensure it meets our diversity needs.

5 Health and Safety Implications

5.1 There are no direct health and safety implications arising from this report.

6 Organisational Dependencies

6.1 The ICT Strategy Programme continues to be monitored through Change Management Board as part of our larger portfolio of change. This ensures that any impacts and dependencies can be identified and managed promptly.

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7 Service Plan Links 7.1 Provide effective and ethical governance and achieve value for money.

8 Conclusions

8.1 The report provides the evaluation of the first year of the ICT strategy programme and an update on the projects currently underway.

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WYFRS PPM Framework ICT Strategy Programme Appendix A Page 1 of 14 OFFICIAL

ICT Strategy Programme Progress Report

OFFICIAL Ownership: Programme Framework Date Issued: Version: 0.1 Status: Draft

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Revision and Signoff Sheet

Revision History

Revision date Version Summary of changes Author

02/08/2017 0.1 Initial draft Gayle Seekins

Approvals

Name Position Version approved Date

Distribution

Name Position Date of issue Version

Document Properties

Item Details

Document Title ICT Strategy Programme Appendix A

Author Administrator

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Contents 1 Progress Report ................................................................................................................... 4

1.1. Programme Details ................................................................................................................ 4

1.2. Summary ................................................................................................................................ 4

1.3. Projects .................................................................................................................................. 4

1.3.1. Produce a WYFRS ICT Strategy and Implementation Plan .................................................... 4

1.3.2. Establish Programme Governance ......................................................................................... 4

1.3.3. Establish an ICT Training Function ......................................................................................... 5

1.3.4. HR & Rostering Solution ........................................................................................................ 5

1.3.5. Information Management Strategy ......................................................................................... 6

1.3.6. System Security ..................................................................................................................... 6

1.3.7. SharePoint Upgrade ............................................................................................................... 7

1.3.8. ITIL Service Management ...................................................................................................... 8

1.3.9. Paperless Meeting Solution .................................................................................................... 9

1.3.9 Mobile Device Management (MDM) ..................................................................................... 10

1.3.10 Protection and Risk Information Database ........................................................................... 10

1.3.11 Other projects ...................................................................................................................... 10

1.3.12 Potential Projects ................................................................................................................. 12

1.4. Challenges & Lessons Learned ............................................................................................ 13

1.5. Budget ................................................................................................................................. 13

1.6 Project Objective Summary Charts ....................................................................................... 15

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1 Progress Report

1.1. Programme Details

Project name ICT Strategy Programme

Location WYFRS

Reporting period May 2016 to May 2017

Report compiled by Gayle Seekins

Date submitted <Insert date>

1.2. Summary

The first year of the programme has seen the commencement of the main foundation projects along with some smaller ones. The foundation projects are the HR and rostering, System security and Information security along with the ITIL project which will enable more effective ICT service delivery and project work in the future. The biggest challenge across all the projects has been resourcing, with a shrinking workforce it has become much more difficult to release suitable people from their day job to undertake project work and finding suitably skilled people externally at an affordable cost is equally challenging. This has resulted in a delay in most of the projects and needs to be factored into timelines across the full portfolio going forwards.

1.3. Projects

1.3.1. Produce a WYFRS ICT Strategy and Implementation Plan

Status Achieved

Objective Produce a WYFRS ICT strategy and implementation plan

Activity dates Planned start: 04/01/2016

Planned completion: 22/04/2016

Progress The strategy was developed following the report undertaken by Shaw’s Consulting LTD. It was approved by Finance and Resource Committee on 22nd April 2016. The strategy was then published to the organisation and made available on WYFRS internet site. The strategy and implementation plan cover the period from 2016 to 2020 to fall in line with the current Service Plan.

1.3.2. Establish Programme Governance

Status Achieved

Objective Establish the governance and financial arrangements for the programme and its projects

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Progress The governance and financial arrangements for the programme and project have been established along with key documents. These are all located within the programme site. The programme reports to the ICT Governance Board, Change Management Board, Management Board and Finance and Resource Committee. All expenditure approval is via Finance and Resource Committee regardless of value. Following the approval of the strategy a capital bid was submitted for each project within the programme based on the programme timeline and subsequently updated following Management Board star chamber process to ensure affordability of the capital plan. ICT Governance Board was established to manage all ICT related projects, requests for work not classed as business as usual and ICT related budgets.

1.3.3. Establish an ICT Training Function

Status Achieved

Objective Establish an ICT training function



Progress The recruitment of an ICT training coordinator was approved by both HR and Finance and Resource Committees in 2016 and the recruitment process saw the appointment into post in October 2017. Although the objective was complete the ICT training coordinator is responsible for undertaking an ICT training needs analysis and developing a framework in line with the existing framework for training. They will also be involved in project work looking at the best mechanisms for ICT training depending on audience, content and time scales. This work will be on-going as part of the role but not managed under the strategy programme.

1.3.4. HR & Rostering Solution

Status Challenges – In Progress

Objective Provide a HR and Rostering solution which encompasses the needs of WYFRS. This should be simpler, smarter and more engaging than the existing system and should interface with the required embedded systems within WYFRS



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Progress The original preferred option for HR was to migrate core HR into Kirklees SAP to provide seamless integration into payroll and remove any duplication. A rostering solution would then be procured to enable simpler and more effective management of all personnel. The rostering solution will need to integrate fully with SAP. The areas that need to be covered by the two solutions are core HR, shift planning, time and attendance, leave, sickness and absence management and training and provide links into Finance and OHU. The requirements catalogue is being developed through As-Is and To-Be process mapping and data models. Progress has been hampered by several resourcing issues including four project managers since project commencement. Business analysis skills have also been limited. Training of one of the project team has taken place and this was supplemented with an agency business analyst for a short time.

Since early 2017 there have been some significant developments that have impacted on the direction of the project. It has become apparent that KMC SAP is considerably behind ours in development and maturity and therefore the benefits of moving our HR across are questionable. Secondly, there has been consideration of the way rostering is managed centrally and whether this is the way it will be done going forwards. This has led to a pause in the project to determine whether there is a new strategic direction and how the project will need to adapt to meet this. Realigning the strategic direction of the project with the organisational objectives is the correct way forward and essential to the successful delivery of a solution that will meet the needs of the way we want to work.

1.3.5. Information Management Strategy


Objective To develop and implement an information management strategy and the associated tools to enable all staff to understand how to manage the information they collect and use. The strategy will include an asset register, the retention schedule, naming conventions, use of metadata and compliance criteria.

It should reflect any changes required under the General Data Protection Regulation (GDPR) 2018.



Progress An information management strategy has been produced and approved by F&R Committee along with several supporting documents and assessments of our current position against where we need to be.

A tool to update and maintain our information asset register has been procured but not yet implemented.

The project is now moving behind in schedule due to specialist resource requirements and challenges in recruitment. Options for alternate ways to resource the project are being considered.

1.3.6. System Security

Status Challenges - In Progress

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Objective To support the management of relevant information / data in an efficient and secure way accounting for the following requirements:

• Simple administration• Reduced administrative time / cost• Improved reporting for investigation / audit requirements• Provide more proactive management increasing efficiency• Streamline the user experience supporting easy access to relevant information• Streamline the management of access to required information / data



Progress The requirements catalogue has been produced and various suppliers engaged with to determine whether their identity management solution is suitable. Market testing identified areas for improvement for the specification that would reduce the potential overall costs. The changes to the specification and loss of the project manager has resulted in the project falling behind schedule. A new project manager has been assigned to the project and change control submitted to revise the PID and timeline. A plan of which systems will be included within the first phase of the implementation of the identity management solution has been created and will be included as part of the tender document. A second phase will be included within the scope of the project but some systems will migrated as part of separate projects within the strategy programme. All future software procurement will require integration with our chosen identity management solution.

This is a very technical project with the users benefiting from a reduction in the number of passwords needed. However to ensure that we get the most benefit from the solution we need to ensure that each department can provide the access requirements for every role within their department. This could prove challenging with departmental capacity issues.

1.3.7. SharePoint Upgrade


Objective Create a new SharePoint 2016 installation and migrate relevant content across

Ensure security model is updated in line with the security audit recommendations Ensure lessons learnt and new data management requirements are reflected in how the new version is structured.

• New SharePoint structure is more flexible to meet the needs of the users• Access permissions and workflows are easier to manage• Document management and version control are in place in all libraries• User and champion training packages are established and rolled out

Activity dates Planned start: July 2016


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Progress The project start was delayed due to the SharePoint manager leaving and time taken to recruit a suitable candidate into the role. A full evaluation of the current version has been undertaken to determine how the structure can be changed to improve responsiveness and functionality. Workshops have been held to determine user requirements, what they think works well and what can be improved. This will form the basis for the requirements for the new version. Work has also been done to set some standards so that there is a consistency to the look and feel throughout all the sites.

This project links closely with the Information Management Strategy which will provide the governance and rules for the records centre within the new version. Work has progressed on the governance and rules such as version control, naming standards, metadata and retention schedule will be built into the new version to help guide users through creating and managing their information.

Users are being asked to undertake a cleansing process to prevent information that is no longer required from being migrated and to identify what can go in an archive record centre. This is proving challenging due to the culture within the organisation of keeping everything in case it is needed in the future. Support from senior managers will be needed to ensure this happens.

The project has also been hampered by BAU with the requirement to change existing sites, create new sites and forms, etc. There will come a point where the resources need to be focussed fully on the new version and all non-essential work on the current version will need to cease. Again, senior management support for this will be essential.

1.3.8. ITIL Service Management

Status In Progress

Objective Assess the requirements and impact of implementing ITIL service management and implement the business case recommendations. Undertake a review of the ICT resource requirements and location to maximise skills, streamline business processes and enhance support to the business. Develop and implement ICT service levels and KPIs.

Review of the helpdesk functions including IT, Data and Communications and assess the implications and benefits of implementing ITIL service management. Review the use of resources to ensure there are sufficient skills in place to effectively support the business in a proactive way. Review where the teams are based to determine best use of resources. Review skills and knowledge to determine training requirements and develop personal development plans. Assess what the business expects from the department and develop ICT service levels and KPIs. Procure suitable software to enable the management of services delivered and ensure all the policies, processes and procedures are in place to ensure the most effective use of all the resources available. Ensure the governance is in place for the review of existing systems and management of 3rd party suppliers.

Activity dates Planned start: July 2016


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Progress Following a survey of all departmental requirements from ICT a Customer Charter was created and approved by Management Board and Finance and Resource Committee.

In order to deliver the Customer Charter, the structure of the IT, Data and Communications teams was undertaken and a new structure created for a single ICT department. This proved to be a challenging process with all staff within the department including the senior managers potentially being at risk of redundancy. The cost of the new structure had to be affordable and was rightly subjected to rigorous challenge by Management Board and Authority. The period of uncertainty for all the staff led to a drop in productivity but once people knew where they stood and began to understand the new ways of working that would be introduced there was a significant improvement in morale and a general eagerness to progress the work.

The time taken to fill the final vacancies was underestimated and this has extended the period in which some staff are trying to transition to new roles whilst still undertaking their old role. It has also delayed the start of the new service hours but the length of delay is manageable and not significant.

In parallel to the above work, a new piece of service management software was procured which will provide the ability to log, track and manage incidents and requests for change, provide a single location for information related to ICT service management and enable reporting and performance management. The majority of staff have undergone the training on the new system and it is being configured for use in partnership with the supplier.

The next stages include:

• ITIL training to the level appropriate to the role and personal development for allstaff in their new roles

• Development of all the policies, procedures and guidance information and theservice catalogue that supports the Customer Charter

• Communications to the business on what is happening and when• Training for users on how to log and track calls with ICT via the service

management software• Introduction of the new working hours for the support desk• Identification and move of all ICT 3rd party supplier management back into ICT

1.3.9. Paperless Meeting Solution

Status In Progress

Objective Develop a business case for a paperless meeting solution and implement the approved recommendations. As part of this ensure meeting environments have infrastructure in place for electronic working. The project will see a reduction in the volume of paper produced and used at meetings and associated costs, reduce administration time and better utilise the mobile hardware that is being rolled out. Users should be comfortable to attend meetings without paper copies

Activity dates Planned start: September 2016


Progress Progress has been slower than anticipated with the project manager undertaking the work alongside their BAU role. However the project governance has been established and initial stakeholder engagement done. Research is underway to determine key stakeholder requirements and identify and evaluate suitable solutions. The scope of the project has been established with senior managers being the key stakeholders with Management Board and Team meetings being the first to switch to paperless due to their existing access to laptop devices.

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1.3.9 Mobile Device Management (MDM)

Status In Progress

Objective Provide a software platform for the management and secure access of all mobile devices including but not limited to smartphones, tablets and laptops.

Activity dates Planned start: January 2017


Progress The MDM project was initiated prior to the start of the ICT strategy but due to resourcing issues it became delayed and has now been brought into the strategy. A suitable solution was identified and procured but due to the ICT restructure undertaken as part of the ITIL project the implementation was delayed. Now the new structure is in place and a new project manager assigned the implementation has begun in partnership with the chosen supplier. The project will not be completed by the planned completion date and change control will be applied if the timeline determines it to be needed.

1.3.10 Protection and Risk Information Database

Status In Progress

Objective Review the ways of working for protection and risk information and look at the best option for capturing, managing and reporting the information including electronic data capture and integration with other systems to prevent data duplication and improve data quality.

Activity dates Planned start: January 2017

Planned completion: TBC

Progress The project was initially started with the review of the ways of working for risk information but due to capacity and financial constraints the project was put on hold whilst some initial trials were undertaken. Following an internal audit by KMC on the procurement of work for the protection database, the priority of the project has been reassessed and is now commencing with the setup of the project governance and establishing a project team.

1.3.11 Other projects

Project Objective Comments

Command Support Software

Enable the ability to collect, manage and transfer information between incident sectors and incident command electronically

This project has been attempted in various formats but due to limited options on the market a suitable solution has not been found. It has now been brought under the strategy, however work is underway to determine the viability of Resilience Direct to provide a solution.

Electronic Forms Review methods of producing consistent electronic forms with a standard look and feel that can be used across desktop and mobile

The initial stage of the project is to determine what the actual requirements of the organisation are for electronic forms. Trials of some software are underway as

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working technologies that will simplify and enhance the end user experience.

part of a Prevention mobile working project that sits outside this programme.

ID Cards Establish whether use of ID cards can be maximised to manage access to systems and technology including replacing system logins and accessing print.

Scheduled for 2018/19

BYOD – Bring your own device

Review internal communication methods including BYOD and implement the recommendations from the approved business case.


(Electronic Maintenance of Competence) EMOC Review

Assess whether the EMOC system meets the requirements for input, management and reporting and is easy to use.

Training records will form part of the HR and Rostering project as qualifications and courses are currently held in the SAP system. EMOCs are outside the initial scope of that project but will need to be reviewed following implementation of the chosen solution.

Performance Management

As part of the review of systems look at how performance management solutions can be enhanced including more corporate performance management.

On-going as part of each project

Thin Client Develop the business case to determine whether to move to a thin client infrastructure and implement the approved recommendations.


Hydrant Management

Assess how the hydrant management system can be updated or replaced to more effectively manage hydrant information and remove the manual processes to ensure hydrant information is as current as possible.


Equipment Management and electronic tagging of equipment

Assess the impact and benefits of electronic tagging of equipment. Assess whether EMS is meeting the requirements for the effective management of operational equipment. Determine what other equipment can be managed through EMS.


OPEX Upgrade Assess whether the current OPEX system meets requirements and determine whether upgrade or replacement is required. Ensure that the current manual ordering

OPEX upgrade was undertaken by Supplies and trials of electronic 314s are due to commence in Autumn 2017. Therefore this project is now outside this programme.

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processes can be automated.

Tranman Upgrade Assess whether the Tranman system meets the requirements for effective vehicle management. Determine whether it should be upgraded or replaced and implement the findings.


Rich Media Asses the requirements to be able to store, access and share rich media content in a secure but flexible way that is easy to manage and scalable.


Printer Estate Review the number and type of printers against requirements taking into account the use of electronic meetings and secure printing


Financial Management Solution

Undertake a review of the finance system and assess whether the KMC solution is meeting the requirements. Assess where paper based processes can be automated.

Following a Management Board decision to remain with the current financial system this project has been removed from the programme.

Commercial Viability of in-house ICT solutions

Establish whether there is a market for in house products, the implications to resources and cost and the benefits of establishing a trading arm.


1.3.12 Potential Projects

Project Description

Voice Over IP (VOIP) Ability to make voice calls over the network rather than telephone lines. Potential for revenue savings as calls between WYFRS locations would not cost. Each station has a primary and backup network connection so greater resilience. Red phone and mobilising will continue to have the telephone backup connection for mobilising resilience.

Vehicle CCTV The current vehicle CCTV is unreliable and not all vehicles are using the same system. Supplier maintenance and support is also inconsistent. A project to review options and replace all CCTV was initiated outside of ICT but no solution has yet been procured. Ideally this would be a joint project with ICT and Transport.

Electronic PDRs The current form requires a high level of ICT support and general feedback is that it is not well liked. The HR & Rostering solution may provide a solution.

Resource Booking Current resource / room booking is inconsistent and depends on the room and location as to who to contact and how.

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1.4. Challenges & Lessons Learned

The following table summarises the challenges we have faced during the reporting period and the lessons learned / solutions for each challenge.

Challenge Lessons learned / solutions

Underestimation of the involvement and capacity of the departments involved

Spend more time on the stakeholder engagement in the early stages of each project initiation to help develop the project timeline

Financial approvals Ensure the financial approval levels are clear from the outset so the appropriate approval committee cycle can be built into the timeline

Project costs To get a full understanding of project cost, the revenue cost of those working on the project needs to be included

Requirements gathering If enough time is not allocated to requirements gathering there will be more problems and potentially costs during implementation due to the solution not meeting the actual requirements of all stakeholders

Determining actual requirements

Over specifying the requirements leads to more expensive / complex solutions that do not get used to their full potential. Ensure the requirements are clearly split into Must, Should and Could and critically reviewed and challenged to make sure each requirement is in the right category.

Resources Factor in the lead time to recruit external resources whether this is into the project or to back fill people who are moved onto the project. Shrinking organisation and the large number of change projects underway means that appropriate resources are difficult to find and release. Departments may keep pulling project resources back into BAU but this may not be the right decision based on the organisational requirements rather than the department requirements.

1.5. Budget

All the budget figures shown are the revised budgets following Star Chamber to determine affordability of the total capital plan.

Budget heading Total budget allocated

Expenditure this reporting period

Total expenditure to date

ITIL Service Management Software £72,000 £72,000 £72,000

Information Management Strategy £10,000 £3,200 £3,200

HR & Rostering £300,000 £0 £0

System Security £220,000 £0 £0

Paperless Meetings £41,000 £0 £0

Electronic Forms £80,000 £0 £0

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Budget heading Total budget allocated

Expenditure this reporting period

Total expenditure to date

Protection and Operational Risk Database £100,000 £0 £0

Command Support Software £100,000 £0 £0

Thin Client £340,000 £0 £0

ID Cards £15,300 £0 £0

Hydrant Management £30,000 £0 £0

Equipment Management and RFID tagging £293,000 £0 £0

BYOD £116,000 £0 £0

Tranman Upgrade £51,600 £0 £0

TOTAL £1,768,900 £75,200 £75,200

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1.6 Project Objective Summary Charts

ICTS Programme

Complete Complete pending review Not started

On track Overdue Behind schedule

HR and Rostering



Information Management Strategy



ITIL Project



System Security



Sharepoint 2016



Paperless Meetings



Electronic Forms



Mobile Device Management



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Purpose To report on the impact that IRMP 1 and 2, following the reductions in budget, have had on WYFRS’s Service Delivery

Recommendations That members note the report

Summary West Yorkshire Fire and Rescue Authority approved the 2011 Integrated Risk Management Plan in response to increasing financial pressures resulting from austerity measures. This plan was followed by further programmes that introduced further reductions in the establishment designed to manage increasing fiscal constraints. The purpose of this report is to inform members how changes in delivery strategy through Integrated Risk Management Planning have affected Service Delivery outputs and how the Fire and Rescue Service has responded to changes.

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IRMP Benefits Realisation Finance & Resources Committee Date: 13 October 2017 Agenda Item: 06 Submitted By: Director of Service Support



Contact Officer: ACO Bitcon


Annexes: Arup Report (2017)

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1 Introduction Funding for West Yorkshire Fire and Rescue Service (WYFRS) has reduced significantly between 2010-11 and 2016-17. The reduction was and continues to be a significant challenge for WYFRS. As a result of these challenges, the organisation made decisions to change how it delivered services to the people of West Yorkshire through its Integrated Risk Management Plan (IRMP).

The Authority revenue budget has reduced as follows since 2011:

2011-12 £89,788,000

2012-13 £89,216,000

2013-14 £86,719,000

2014-15 £85,195,000

2015-16 £81,862,000

2016-17 £80,528,000

2017-18 £79,649,000

All the changes WYFRS proposed were supported with evidence for change and business cases followed by a procedure of public scrutiny and consultation. The proposals optimised the resources of WYFRS and were sustainable so savings continued to deliver into the future.

Prevention and protection activity was a priority with the reduction of response resources. WYFRS risk reduction strategy was simple; to prevent fires and other emergencies occurring through effective education, influencing safer design in products and buildings and other activities, whilst maintain the ability to respond to those incidents that did occur.

WYFRS’ aim is to ensure that people are protected, remain safe and can escape unharmed in the event of an emergency occurring. This is achieved by enforcing fire safety legislation in buildings and undertaking home fire safety checks including fitting smoke alarms. WYFRS ensures it can respond to an emergency, extinguish a fire and rescue people if they are trapped.

The strategy was to make efficiencies that had the least impact on service delivery by adopting a risk based approach across Prevention, Protection, Response and Resilience.

IRMP was introduced by the Government in 2003 to provide a modern, flexible and risk based approach to the provision of fire and rescue services with the delivery of improvements in community safety tailored to local needs. Central Government produced guidance to ensure a consistent approach to IRMP.

The principles of IRMP remain fundamentally unchanged, however though introduced in the 2008-11, National Framework resulted in IRMP becoming more strategic in nature by preparing FRS for long term reductions in revenue support grant. WYFRS’ IRMP in 2011 detailed a commitment to carry out a fundamental review of services. This led to the redesign of ‘ways of working’ allowing the reduction of the establishment of the workforce and improving efficiency.

This report considers the measured performance of WYFRS over the past six years from the start of the implementation of the post-austerity IRMP. The report will identify whether a reduction in resources has had an impact on the services WYFRS deliver. It looks at the impact of IRMP interventions on the aim of WYFRS to meet its Risk Based Planning Assumptions (RBPA) into wards across the county.

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2 Prevention Dwelling fires and injuries are not uniformly spread amongst the population and are more likely to occur in areas of deprivation and vulnerable people are more likely to be affected. The Government invested £25 million capital funding over a four year period (2004-2008) to fund the Home Fire Safety Check (HFSC) initiative predominantly to enable FRS to meet their Public Service Agreement targets. An evaluation of this initiative provided evidence that there is a strong correlation between the rate of smoke alarm ownership and reduced incidence of dwelling fires, deaths and injuries. ref CLG FRS Circular 19/2009 Fire Safety Policy update.

The evaluation identifies the importance of ensuring that prevention work is targeted effectively. The importance of targeting was one of the key findings of a review of FRS performance, “Rising to the Challenge: Improving Fire Service Efficiency” published by the Audit Commission in 2008. This states, “Home Fire Safety Checks should not be conducted indiscriminately. Fire services that target their activity at those most at risk are likely to see the best value for money”.

2.1 Home Fire Safety Checks

The flagship of WYFRS prevention strategy is the HFSC service. WYFRS introduced this service in 1996 to increase smoke alarm ownership and to improve fire safety awareness in general within households. WYFRS has now delivered over 500,000 checks.

The initial strategy was to improve smoke alarm ownership throughout West Yorkshire and to ensure as many households as possible had working smoke detection. The availability of improved risk information through partnership work and the need to deliver efficiency savings necessitated a change to the Prevention strategy.

WYFRS trialled a points-based system in 2013 that was later introduced service-wide in April 2014. The points-based strategy identified those in greater need of fire prevention to reduce risk specifically amongst West Yorkshire’s most vulnerable households based on individual characteristics and geographical risk.

Targets in terms of the number of visits were not set: it was anticipated that around 42,000 checks would be carried out per year. It is important to recognise that while the number of HFSC visits per year declined, the level of vulnerability where the HFSC were carried out was expected to be greater.

The table below shows how this strategy worked and how WYFRS has become effective at targeting those most vulnerable in West Yorkshire. Following the implementation of the points based system there has been a reduction in the amount of visits required to achieve an annual increase of points.

Financial Year Total number HFSC Total number of points

2010/11 57204 N/A 2011/12 65963 N/A 2012/13 55267 N/A 2013/14 45097 331385 2014/15 42366 331833 2015/16 38013 335667 2016/17 37554 309719

The table above also shows a reduction of the points total in 2016/17; this is a result of the introduction of piloting the new ‘Safer Communities’ strategy in early 2017. Several stations were not contributing to the points totals during this period.

In April 2017, WYFRS implemented the new ‘Safer Communities’ prevention strategy. WYFRS continue to target the most vulnerable households in West Yorkshire with the assistance of a partner referral system. Low risk households are directed to online or postal prevention education whereas high risk

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households receive a home visit. This allows WYFRS to spend more time on alternative community education activities.

Work is also taking place with health and social care partners to increase the ‘in home’ safety service offered by operational crews. The crews offer advice on preventing falls, warming homes, avoiding social isolation, stopping smoking and preventing crime. Households are also signposted to partner organisations for direct specialist advice.

In the main, WYFRS’ prevention strategy was initially based on quantity of visits carried out by fire crews and prevention staff. The strategy has evolved over the years and is now focused and committed in targeting the most vulnerable groups and individuals within West Yorkshire.

2.2 Year 5 Educational Visits

Operational crews deliver Year 5 talks in schools across West Yorkshire that cover both fire and road safety. Crews advise how to avoid starting fires, the importance of owning a smoke alarm and how pupils can keep themselves and their families safer by having an escape plan. School talks also educate young people about specific risks during periods such as bonfire and the dangers of setting anti-social fires.

Arson specific school talks target areas experiencing a high number of deliberate fires where the involvement of children and young people is suspected.

The table below shows a variance in year 5 school talks since 2011. This is primarily due to the way visits and talks are recorded. Fire crews may carry out fire safety talks to individual classes or several classes in one visit; this is the main factor for the difference in the numbers below. Schools also have the option to deliver the input to year 5 students themselves by accessing the lesson content online, which also accounts for slight variations in the figures.

School Year Year 5 talks carried out per year

2011 422 2012 494 2013 458 2014 513 2015 423 2016 446

The IRMP interventions that have been implemented since 2011 have had no significant impact on fire fighters ability to deliver Year 5 school talks.

2.3 Educational Campaigns and initiatives

WYFRS continually review links with other agencies, in particularly partners within the health and housing sectors. Education and awareness training around fire safety is given to staff within these sectors and this has led to partners being more proactive around offering fire safety advice and referring the most vulnerable in the community to WYFRS.

The Youth Training Team has responsibility for Young Firefighter Programmes, Fire Setters and prevention interventions with children and young people. The team work with the most challenging and vulnerable youths along with young adults with criminal convictions relating to arson and reckless driving.

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The team also carried out a review in 2015/16 covering their remit, functions and capacity relative to teams in other FRS’s following a reducing level of fire-setting and changes in educational policy.

The table below shows there was a reduction in hours spent on prevention campaigns and initiatives as levels of deliberate fires reduced significantly in 2012 and as changes in strategy took place. Since 2013 the level of deliberate secondary fires has remained at fairly consistent levels whereas the number of deliberate primary fires has started to increase. This increase is due to deliberate road vehicle fires and deliberate non-domestic building fires where West Yorkshire has followed national trends: this suggests that the reasons for the increases are societal rather than as a direct result of changes in WYFRS strategy. WYFRS saw an increase in hours spent on youth fire safety programmes through its implementation in 2016/17:

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Fire Prevention campaigns and initiatives (Hours)

23,816 23,255 21,298 19,374 10,166 12,893

Young firesetter, anti-social behaviour schemes and other diversion (Hours)

15,551 13,424 14,201 9,675 2,093 5,316

Youth fire safety programme (Hours)

2,665 2,322 1,286 1,161 758 2,709

The fluctuation in fire prevention activities are in the main due to the development of the strategy and methods of recording activities. The reduction in prevention staff meant that the fire safety campaigns became more targeted towards higher risk groups. Furthermore, educational reform affected the way schools took up the Young Fire Fighters provision after 2013/14.

The above table also shows increases in 2016/17. This is mainly due to a review with schools over the range of youth interventions: this was promoted to a wider range of partners.

2.4 Risk Inspections and Fire Safety Audits

Prior to 2011 the Fire Protection department had already been through a decade of substantial restructure. The establishment had reduced from 110 to 58 and the workforce had been shifted from Grey Book to Green Book personnel.

Although Risk Inspections and Safety audits have reduced since 2011, WYFRS have moved towards a more targeted and ‘risk based’ approach to ensure priority of higher risk premises.

In 2011/12 Protection again reviewed its staffing levels as part of the fundamental review. The new structure was further reduced by 44% to 32. This was implemented by 2013/14.

2011/12 (Hours)

2012/13 (Hours)

2013/14 (Hours)

2014/15 (Hours)

2015/16 (Hours)

2016/17 (Hours)

Fire Safety Audits (Hours) 22,487 12,718 9,418 9,021 8,660 7,817

Number of Formal Notifications 355 103 165 94 127 92

The reduction in staff numbers had a impact on the number of hours spent auditing premises by Inspecting Officers and similarly the number of formal notifications has declined. Incident figures indicate that there is no correlation between the reduction of fire protection audits and non-domestic building fires.

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2.5 Operational Risk Visits

The process for premises inspection in West Yorkshire is determined by the National Framework. The National Framework expects Fire Authorities to have a fire protection management strategy and a risk-based inspection programme to enforce the Regulatory Reform (Fire Safety) Order 2005 (RRO). Fire Protection Inspectors are specifically trained and authorised to carry out audits that are detailed inspections to determine whether the Responsible Person of a property is complying with the RRO.

Station based personnel are not authorised to inspect premises under RRO but operational staff still need to gather risk information for fire fighting purposes. Operational risk visits (ORV) conducted by crews are different to those carried out by specialist Fire Protection Inspectors. Visits to premises by crews were introduced following significant incidents that occurred throughout the UK in specific types of premises.

Operational risk visits by crews were initiated in 2009 by targeting Schools and Local Authority Flats; in 2010 the focus was major industrial sites; 2011 it was factories and 2012 residential care premises.

The Operational risk visit process was enhanced and crews received further training to ensure that service delivery to the businesses of West Yorkshire did not significantly change. Station personnel maintained 6000 visits per year to ensure that the number of visits where aspects of fire safety in the work place were reviewed by the Authority did not significantly decrease.

Watch and Crew Commanders developed their knowledge and skills in fire protection to become competent in reviewing simple fire protection measures.

Financial Year Total number Safety Critical Risk Inspections and Operational Risk Visits

2011/12 7793 2012/13 6766 2013/14 4960 2014/15 6172 2015/16 6336 2016/17 3730

The number of fire protection visits by operational crews is set by targets and variation is determined by the type of premises where the trend in fire is increasing. This ensures crews are reducing risk and are more familiar with the premises where they are more likely to attend fires. The number of risk visits have been deliberately reduced in order to focus our activities at higher risk premises. The ORV system is currently under review.

2.6 Business Support 2014

The RRO introduced new regulations requiring fire protection risk assessment to be carried out by businesses as self-assessment. WYFRS engaged in Primary Authority Scheme (PAS) pilots that involved providing business with a fire safety support team. The pilot culminated in 2014 with the appointment of a dedicated Business Support Team with approval from the Authority.

3 Operational Response

In 2009 WYFRS commenced the development of operational strategy that was approved by the Authority through a series of Integrated Risk Management Planning (IRMP) papers. The IRMP proposals also individually approved by the Authority implemented a gradual reduction in front line appliances from 62 to 46.

WYFRS recently commissioned the management consultancy group Arup to provide analysis on the impact of the IRMP interventions based on incident data gathered by WYFRS. The aim of the work was to

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independently and objectively determine whether the calculated impacts on response times made in the IRMP papers since 2011 were realised.

The Arup report (Appendix 1) reviewed seventeen interventions and concluded that the data through the years following each intervention supported the majority of the predictions by WYFRS. The data fully supported fifteen interventions and partially supported two of the interventions.

Arup also determined that the data supported the majority of the original modelling studies undertaken by ORH Ltd. Ten studies were supported whereas four studies were not supported out of the fourteen studies reviewed. Generally ORH over-estimated the impact on response times as the specification for the modelling called for the worst-case estimations.

Arup found that the mean average response time of fire appliances has generally increased since 2011/12: the increase is around one and a half minutes. There are many influences that affect response times such as increases in traffic volumes and changes in road layouts. Areas that are likely to be affected by an IRMP intervention received focused prevention activity to reduce risk in an attempt to reduce the risk rating for the affected ward. The reduction in the level of risk in wards has allowed an increase to the response target times due to the calculation of Risk Based Planning Assumptions (RBPA). Therefore, although there was an increase in average attendance times this had limited impact on WYFRS responding within RBPA.

The first responding fire appliance is critical in delivering an emergency response to the public; there has been very little impact in achieving on-target responses by first responding appliances.

Fiscal Year

Number of incidents

2011/12 30,103 2012/13 22,234 2013/14 22,737 2014/15 21,406 2015/16 22,140 2016/17 22,447

There has been a steady fall in the number of incidents per year since the high of 2003/4 to 2011/12 (52,909 to 30,103) – a mean average reduction of 2,850 incidents per year. Numerous factors could have contributed to this decline such as changes in lifestyles, prevention activities, improved building regulations, improvements in product safety and so on.

There was a significant fall in the rate of incidents from 2011/12 to 2012/13 (30,103 to 22,234) – a reduction of 7,869 incidents. The likely cause of this was unusually high levels of rainfall through the summer of 2012 together with the factors above.

Since 2012/13 the incident rate has been relatively stable with a mean average of 22,193 incidents per year.

Firefighters today are attending on average less than two-thirds the number of incidents relative to the high in 2003/04.

3.1 WYFRS Response to the Arup Report

Arup found that the response data only partially supported business cases of two IRMP interventions: the closure of Marsden fire station and the merger of South Elmsall and Hemsworth fire stations at South Kirby.

Arup considered that WYFRS partially met the business case as the response to incidents was outside RBPA. Further analysis of the response data revealed that 12% of incidents in Colne Valley Ward occurred on the M62. These incidents would have been unaffected by the closure of Marsden fire station as WYFRS response to the motorway is usually from Rastrick and Huddersfield. With M62 incidents removed from the analysis of Colne Valley Ward, the average response times are more than a minute

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within RBPA. Therefore the closure of Marsden fire station has not had a significant impact on the response in Marsden.

Arup considered that WYFRS partially met the business case as the level of risk in Hemsworth ward increased in 2015/16 from ‘Very Low’ to ‘Low’. Reviewing incidents from this period identified that one particular incident in April 2015 was responsible for approximately 20% of the risk score in Hemsworth ward. The incident concerned was a deliberate dwelling fire where WYFRS rescued four people. The impact of this extraordinary incident was magnified as the incident rate in this ward is usually ‘Very Low’.

The review of incident data by Arup broadly supported the studies prepared by ORH Ltd. The studies that were unsupported by Arup determined that ORH had generally over-estimated the impact of the interventions and there was actually very little impact.

3.2 Performance against Risk Based Planning Assumption

The use of RBPA was based on average response times in 2009 and approved by the Authority. WYFRS have applied this consistent approach since. RBPA are used to determine the best locations for emergency vehicles to provide an equitable response. Appliances are located where there is a greater likelihood of incidents and where more severe incidents occur.

Incidents are categorised as Life risk, Property risk and Other risk. Life risk where human life is potentially at risk such as at dwelling fires; Property risk includes building fires where there were no people involved and Other risk incidents are rubbish fires and false alarms.

The risk based planning assumption to incidents is determined by the underlying risk in the ward and the severity of the incident. The table below details the set of RBPA from the time the appliance is mobilised to the arrival of the first appliance at the incident:

Life Property Other

Very High 7 mins 9 mins 11 mins

High 8 mins 10 mins 12 mins

Medium 9 mins 11 mins 13 mins

Low 10 mins 12 mins 14 mins

Very Low 11 mins 13 mins 15 mins

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WYFRS are very successful at achieving RBPA and it is clear that IRMP and austerity have not affected this significantly as demonstrated in the following chart:

As can be seen in the above chart, the response performance against RBPA are consistently around 95%. Arup determined that the impact predicted by WYFRS of IRMP interventions on performance against RBPA were realised.

3.3 Change of Risk Profile in West Yorkshire

The following table demonstrates how risk has reduced in West Yorkshire from the year before IRMP Phase one (2010) to the current risk (2017). The level of risk is calculated by the incident activity in each ward. The risk factors considered are:

• Arson• Actual Rescues• Total Activity• Dwelling Fires• Non-Domestic Building Fires• Prevalence of False Alarms• Fire Related Injuries and Deaths• Road Traffic Collisions

The risk factors indicate the level of emergency response activity and were developed in 2009 in consultation with Arup. They advised to only include those factors that WYFRS could have influence over and not factors that were beyond the effect of prevention and protection activities. For example, dwelling fires can be reduced through HFSC activity whereas deprivation is entirely out of WYFRS control. This would demonstrate how WYFRS were making West Yorkshire safer.

2012 2013 2014 2015 2016%Age RBPA Met 96.4% 95.6% 94.5% 93.3% 94.1%

0%

20%

40%

60%

80%

100%

RBPA Met (%) Source: Data Team (IRS Records)

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It is difficult, however, to prove a direct link between particular activities of WYFRS and the reduction of specific risk levels: there are many reasons why levels of emergency incidents rise and fall. The risk levels in West Yorkshire have reduced as illustrated in the following table:

2010/11 Percentage of Population

2016/17 Percentage of Population

Very High Wards 16 17% 9 9% High Wards 25 21% 10 10% Medium Wards 22 18% 3 4% Low Wards 21 16% 15 5% Very Low Wards 40 27% 87 71%

The table above demonstrates that risk has largely reduced in West Yorkshire since the introduction of austerity by central government. At the beginning of the period there were 16 wards that were Very High risk: last fiscal year there were 9. At the beginning of the period there were 40 wards that were Very Low risk: last fiscal year there were 87.

In terms of population, the number of people living in wards rated as Very High has reduced from 17% to 9%: the number of people living in wards rated as Very Low has risen from 27% to 71%. The population of West Yorkshire in 2011 was 2.2 million.

3.4 Accidental Fire Related Injuries and Deaths

The table below shows that West Yorkshire has achieved a reduction in fire related injuries and deaths since 2011/12.

Year Fire Related Injuries and Deaths

11/12 282 12/13 216 13/14 202 14/15 207 15/16 234 16/17 215

Fire related injuries and deaths are at a consistently low level relative to years prior to 2012/13 with the exception of 2015/16. This is consistent with national levels.

4 Financial Implications

There are no financial implications for this report.

5 Human Resources and Diversity Implications

Equality and Diversity implications are considered throughout the planning and implementation phases of each IRMP objective. Consultation with Corporate Diversity is undertaken regularly to assure compliance of policies and procedures. Mid- and post-implementation equality analyses will identify the actual equality benefits and impacts associated with the IRMP changes and provide a complete audit trail to ensure compliance with legal equality duties.

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6 Health and Safety Implications Health and Safety implications are considered throughout the planning and implementation phases of each IRMP objective. Consultation is on-going with the Occupational Health & Safety Unit.

7 Service Plan Links

The delivery of IRMP forms an integral part of the overall objective to deliver a professional and resilient emergency response service.

8 Conclusions

Funding for WYFRS has fallen significantly between 2010 and 2017 with a total revenue loss in excess of £10 million. Savings have come predominantly from reducing staffing, with the greatest reduction in non-uniformed staff during the fundamental review and the reduction in numbers of firefighters from 1291 in 2011 to 961 in 2017.

WYFRS has seen a reduction in quantity of Prevention and Protection activity, however change in strategies have meant that WYFRS is more adept in focusing resources in the community and is now more structured and directed towards the most vulnerable people in West Yorkshire.

WYFRS has seen reductions in the number of fire appliances available to respond to incidents and also the way some specialist appliances are crewed: incident rates continue to fall and with the success of the new Prevention and Protection strategies the reduction in ward risk levels means that WYFRS continues to be effective at meeting its RBPA.

IRMP has introduced unprecedented change on service delivery across West Yorkshire. The material impact has been restricted due to an equitable risk based approach, this has been independently verified by Arup. Therefore the approach adopted by WYFRS was effective and objectives of IRMP in West Yorkshire have been successfully met.

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Appendix 1 – ARUP Report

Executive Summary

Due to increasing financial pressures, from 2011 onwards West Yorkshire Fire and Rescue Service (WYFRS) has been developing operational plans making key strategic decisions and changes (interventions) in order to deliver efficiencies over the coming years.

To date, a number of these decisions have been implemented and WYFRS wishes to investigate whether the decisions taken at the time provided the best value for money to the public. Therefore, WYFRS appointed Arup to undertake a 3rd party review of the original operational plans dated 2011.

The aim of the review is to provide a retrospective critique on the impacts of the interventions based on the statistical data gathered by WYFRS and try and ascertain if the decisions and predictions made from 2011 have held true.

This report presents a summary of the review undertaken by Arup.

The report has been updated to reflect the comments from WYFRS in the meeting on 17/02/2017 following the issuing of the first draft of this report. The key comments related to the way the data was presented (i.e. to present it by wards not by station areas as these are no longer adopted by WYFRS) and also to reflect the changing level of risk and the corresponding changes in fire vehicle target times when undertaking the response time analysis.

The review involved processing and analysing historical data provided by WYFRS to investigate the impact of the implemented decisions upon the delivery of prevention, protection and response services to local communities within the West Yorkshire region.

As part of the review process, the impact of each implemented intervention was analysed and compared with the original predictions made by WYFRS. This was to investigate the reliability of the original modelling studies that WYFRS used as part of their decision making process.

In total 17 interventions have been reviewed and it has been found that the vast majority of the predictions by WYFRS are well supported by the statistical data in the years following intervention. Out of these, 15 interventions are fully supported by the statistical data and 2 of the interventions are partially supported.

Furthermore, the majority of the original modelling studies undertaken by ORH are also supported by the statistical data. Out of the 14 studies reviewed, 10 have held true and 4 are not reflected in the statistical data.

In general, the level of risk in most of the impacted wards has declined in line with the original predictions by WYFRS. For example the level of risk in Chapel Allerton Ward has decreased from being very high risk in 2010 to being very low risk in 2015. On the other hand, for some of the wards the level of risk has increased, for instance in Hemsworth Ward the level of risk increased from very low in 2014 to low in 2015.

Based on the response time analysis, it has been found that the average response time of fire appliances has generally increased in the years following the interventions.

The reduction in the level of risk in the number of wards has allowed an increase to the response target times. Therefore, although there is an increase in average attendance times this has had limited overall impact on achieving the on-target response.

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Specifically, for first responders, which are key in delivering safety to the public, there has been very little impact in achieving on-target response.

For second responders, there has been a decline in achieving on-target response for some of the assessed wards. The most affected wards are Hemsworth (39% decrease) and Worth Valley (38% decrease).

In addition, during the meeting on 27/01/2017 WYFRS requested that Arup also comment on the current proposal to remove the 2nd pumping appliance at Hunslet and an alternative proposal to merge Morley and Hunslet stations. This would be achievable as Arup will have reviewed a significant amount of statistical data and have an appreciation of the impact of the interventions already implemented.

The review concluded that both proposals are likely to have limited impact on the fire safety in the affected area served by the stations. However, the proposal to merge Hunslet and Morley fire stations is likely to have a higher impact than the proposal to remove the 2nd pumping appliance Hunslet. As such the second proposal is recommended.

This report is based on the statistical data provided by WYFRS at time of writing. The observations and conclusions presented here are based on trends and variations within the assessed statistical data and professional judgement.

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List of Acronyms and Definitions

CARPs – Combined Aerial Rescue Pumps

Day Crewing Close Call (DCCC) – Crew with standard working hours and standby hours to cover the period in-between positive shifts

Dual Crewing – No dedicated crew for a specialised appliance, if needed crew will come from other engines at the station.

FRU – Fire Response Unit

Intervention – an operational decision implemented as part of WYFRS operational plans

IRMP – Integrated Risk Management Planning

On-target response – A fire response of a pumping pump appliance that reached the target response time set out by WYFRS based on the risk level of a station.

RBPA – Risk Based Planning Assumption (risk based guidance times based on risk for fire engines to attend incidents)

WYFRS – West Yorkshire Fire & Rescue Service

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1 Introduction

1.1 Project background As part of the Integrated Risk Management Planning (IRMP) process, from 2011 onwards WYFRS has been developing operational plans listing the key strategic decisions and changes (henceforth referred to as interventions) for implementation in the following years.

The aim of IRMP is to improve community safety, reduce emergencies and provide value for money, with the continuous process of aligning the available resources to risk and demand.

To date, parts of the IRMP proposals have been implemented and WYFRS wishes to investigate whether the decisions taken at the time provided the best value for money to the public.

Therefore, WYFRS has requested Arup to undertake a 3rd party review of the Operations Plans implemented throughout the years. The aim of the review is to provide a retrospective critique based on the statistical data gathered by WYFRS.

Arup’s involvement with this review follows on from a previous commission back in 2010 where Arup assisted WYFRS in developing a risk mapping study for the West Yorkshire region.

This report has been updated to reflect the comments received from WYFRS in the meeting on 17/02/2017. These were mainly in relation to the way the data is presented, i.e. by wards instead of station areas, and also to reflect the changing level of risk and the corresponding target times when undertaking fire vehicle response time analysis.

1.2 Goals and objectives of the study The aims of the study are to provide a retrospective critique on:

• The impact of the interventions implemented; and

• Whether the original predicted impact studies undertaken by ORH and referred to within the WYFRSproposals proved correct.

This review is based on the statistical data for 2010 to 2016 provided by WYFRS.

In addition, Arup has also been requested to provide comments on the current proposal to merge Morley and Hunslet stations and an alternative proposal to remove the 2nd pumping appliance at Hunslet.

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1.3 Report structure The report structure is as follows:

• Section 1 - provides the relevant background information, goals and objectives of this study, and thereferenced information used.

• Section 2 - describes the assessment methodology, the key assumptions and limitations of the study.

• Section 3 - presents the results of the assessment and provides a retrospective critique on the impactof the decisions implemented.

• Section 4 – presents the conclusions of the study

1.4 Information received This study is based on the following information received as presented in Table 1 below.

Table 1: Information received

Ref No: Document title: Date:

1 DOC180916 18/09/2016

2 ARUP 1-9/06/2011

3 IRMP Intervention History -

4 Station and Intervention History -

5 Mobilisation data 2007-2016 -

6 Incident data 2007-2016 -

7 Risk Matrices 2010-2017

8 Station list -

9 16_17 Ward Risk-Ward & station location 26/04/2016

10 Auth 7 9 12 07/09/2012

11 Auth 9 9 11 09/09/2011

12 Auth 21 12 12 21/12/2012

13 M17-MergingDewsburyandBatleyStation -

14 ORH analysis -

15 ORH draft final report appendices -

16 WYF5-modelSummary-G-MorleyDC-Night -

17 WYF5-modelsummary-mergerL-QueenDrive -

18 WYF5-modelSummary-O-GarforthandRothwell-DC-Night

-

19 WYF5-Modelsummary-remove2ndfromwakefield -

20 IA 2013_14 -

21 RBPA Overall Performance Summary -

22 WYF1-DFR-TextandFigs (unsecured) 21/04/2011

23 WYF5-FR-Reference-Paper(Secure) 13/06/2012

24 WYF5-FR-MergersAndClosures(email) 22/06/2012

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2 Assessment

2.1 Contents and structure data As part of the study, a wide range of documents have been reviewed some of which are spreadsheets with large quantity of data. Therefore, it is necessary to first of all understand what data is available and how it is structured.

The key data can be subdivided into 5 categories as presented in Table 2 below.

Table 2: Contents and structure of the data received

Category of data:

Description: Relevant Documents Received (see the reference in Table 1):

General information

General information about WYFRS and their stations

8,9

Interventions

The proposals listing the key strategic changes proposed by WYFRS. This includes those implemented from 2011 to 2016.

1,2,3,4

Original impact analysis

Modelling predictions made by ORH showing the impact of the proposed interventions. These are based on historical incident data using Ordnance Survey Integrated Transport Networking data. In addition, the predicted impact by WYFRS is also included there.

10,11,12,13,14,15,16,17,18,19,21,22,23,24

Hazard Risk Indicator Matrices

Risk mapping tables showing a variety of hazard indicators for each ward covered by WYFRS. These are based on the methodology proposed by Arup in the risk mapping study back in 2011.

7

Mobilisation Data

Pump appliance mobilisation data for each incident. These are provided for financial years starting from 2010 to 2016.

5,20

Incident Data

Data log with the incidents attended by WYFRS from 2010 to 2016. These logs comprise a variety of information including from which station the fire appliance responded from, the location of the incident, the number of the fire appliance, the date and time, the type of incidents as well as various other data.

6

2.2 Assumptions As part of the assessment the following assumptions are made:

• Allocation of wards to stations – some of the statistical data received refers to wards, which aregeographically fixed. However, a fire station will attend an incident in any ward provided that it’sneeded. Therefore, as part of the assessment, it was assumed that if more than 10% of call-outs froma station prior to any interventions is to any given ward then this ward is considered within thestation area.

• Target response times –The target response times used in the study are the RBPA target responsetimes which are based on the level of risk in a given ward in a given year.

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2.3 Method of analysis The study comprises two parts:

• Hazard Indicator Analysis – a range of hazard and risk indicators are investigated to understandwhether an intervention has had an impact on the level of risk and the delivery of prevention andprotection to local community. Furthermore, the level of risk determines the target response timesused in the Response Time Analysis below; and

• Response Time Analysis – to understand the impact of response services as a result of anintervention. Fire appliance response is a major indicator of fire service performance.

The assessment process is further explained in Table 3 below.

Table 3: The assessment process

Part of assessment Step Description:

Intervention to area allocation

Step 1 Identify the list of all operational decisions that have been implemented. Note that some of the decisions listed in the Operational Plan were not implemented.

Step 2 Identify the fire station(s) to which each decision is applicable to.

Hazard indicator analysis

Step 3 Identify the relevant wards affected by the intervention. As part of the study it is assumed that if more than 10% of call-outs from a station is to any given ward then this ward is directly affected by that fire station.

Step 4 Review the statistical data in Hazard Risk Indicators Matrices to understand the statistical trends before and after the intervention has been implemented. For instance, the number of call-outs is compared before (i.e. the average for the proceeding years) and after (the average in the following years) the intervention. The trends observed are then analysed to see if an intervention has resulted in any changes in the risk indicator activities. This is done for each of the wards identified.

Step 5 The yearly risk level of each individual ward is assessed based on the Hazard Indicator Score. The banding used to classify the risk level of a ward is the same as used in the Risk Matrices used by WYFRS.

Response time analysis

Step 6 Based on the risk level identified in the Hazard Indicator Analysis, the target response times are assigned to each ward. As the level of risk changes therefore the target times could be different depending on the year.

Step 7 Mobilisation data and incident data are processed to identify the 1st and 2nd responders for each incident. This is based on the arrival time of the pumping appliances.

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Part of assessment Step Description:

Step 8 For each incident, the response time of the 1st and 2nd responder are calculated and compared with the target response time defined in RBPA based on the risk level in that ward in any given year. The percentage of call-outs achieving the 1st and 2nd responder targets is then calculated for each relevant ward. In order to limit the extent of data processed this is done for life safety targets only (as these are the key focus of fire safety operations).

Step 9 The yearly mean response time for each ward for 1st responders is calculated and compared before and after intervention.

Conclusion Step 10 Each operational decision is qualitatively assessed and critiqued using the information in Steps 4 to 9. The original predictions by WYFRS in its proposal to the authorities and the original ORH studies are retrospectively critiqued using the statistical data reviewed.

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3 Results

3.1 Summary of the results • The report presents a summary of the results for each intervention. It contains the list of

implemented interventions, the original predictions by WYFRS as well as the original ORH studies (ifapplicable), and Arup comments based on the observations from the statistical data.

• The report presents the additional supporting data used in the study, including the diagrams showingthe variations in the risk level, average response times and on-target response times. The originalORH studies are also included there.

Based on the discussion with WYFRS in the meeting on 17/02/2017, the response services for 1st responders are the key focus of the study as they are first to arrive on scene and therefore most vital in providing early fire fighting and rescue operations. Although 2nd responders are important, they are less vital and therefore longer attendance times are less of a concern.

3.2 Limitations of the assessment This assessment is based on the statistical data from April 2011 to March 2016 and therefore the longer term impact of the interventions may yet be fully understood. In particular, the interventions immediately after 2011 and immediately before 2016 have a lower amount of yearly data available to determine the trend and as such are less reliable when considering in the longer term perspective.

4 Conclusions

This report presents the results of the 3rd party review of WYFRS operational plans dated June 2011.

The assessment consisted of two key parts, namely, hazard indicator analysis and response time analysis. The data from both of these has been used to provide a retrospective critique of each intervention by WYFRS.

In conclusion, a total of 17 interventions have been assessed and retrospectively critiqued.

The original predictions by WYFRS in its proposal to fire authority are largely supported by statistical data. Out of 17 interventions 15 are fully supported by the statistical data and 2 are partially supported.

Furthermore, 10 out of 14 of the original ORH modelling studies have been found to be supported by the statistical data.

In general, the risk level in most of the impacted wards has declined. For example Chapel Allerton Ward has seen risk level drop from very high in 2010 to very low in 2015.

On the other hand, for some of the wards the level of risk has increased, for instance in Hemsworth Ward the level of risk increased from very low in 2014 to low in 2015.

The average response time of fire appliances (1st responders) has generally increased in the years following the interventions.

The reduction in the level of risk in the number of wards has allowed to increase the response target times there. Therefore, although there is an increase in average attendance times as discussed above this has limited overall impact on achieving the on-target response.

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Only a few of the wards had a decrease in achieving on-target response after the intervention. For instance Worth Valley ward after the closure of Haworth station. However, most of these wards are very low risk wards and therefore the impact on public safety is limited. Furthermore, there are some wards where a decrease in achieving on-target response is attributable to the increase in the level of risk, for instance Hemsworth Ward where risk increased from very low in 2014 to low in 2015.

With regard to the planned intervention at Hunslet, lessons may be learned from the other station merges.. For instance the merger of South Elmsall and Hemsworth has demonstrated limited impact on the delivery of prevention, protection and response services to the local communities. It is noted that for some of the wards served by the station there was a decrease in achieving on-target response and therefore similar impact is predicted as a result of the merger of these two stations.

The statistical data from the previous interventions where a 2nd pump appliance was removed from a station suggests limited impact on the general safety after the intervention. In fact, some wards see increase in achieving on-target response for 1st responders which may be attributed to the generally decreasing level of risk.

Although there are very high risk wards served by Hunslet, the average on-target response for 2nd responders in the City and Hunslet Ward is around 90%. A minor reduction as a result of removing the 2nd pump should not significantly affect the general safety of the station area.

Both proposals are likely to have limited impact on the fire safety in the affected area served by the stations. However, the first proposal is likely to have a higher impact than the second and as such the removal of the 2nd pump option is recommended.

This assessment is based on the review of the statistical information and incident data provided by WYFRS at time of assessment. The conclusions are drawn based on the observation of trends in the statistical data and using professional judgement.

It is intended that the information presented here is used with caution as part of a wider decision making process by WYFRS.

49

Purpose To present a Quarterly Review of the financial position of the Authority

Recommendations A) That Members note the content of the report.B) Approve the transfer to reservesC) Approve the revised capital plan

Summary The purpose of this report is to present an overview of the financial performance of the Authority of the current financial year. The report deals with revenue and capital expenditure.

OFFICIAL

Quarterly Financial Review Finance & Resources Committee Date: 13 October 2017 Agenda Item: 8Submitted By: Chief Finance and Procurement Officer



Contact Officer: Alison Wood– Chief Finance & Procurement Officer T: 01274 655711 E: [email protected]


Annexes: Annex 1 – Budget Adjustments

Annex 2 – Usable Reserves at 1 April 2017

Annex 3 – Capital Budget Monitoring Information

Annex 4 – Approvals under Financial Procedures para. 3.11

Annex 5 - Capital Receipts

Annex 6 – Investments at 31 August 2017

51

SECTION 1 – REVENUE EXPENDITURE MONITORING

1 Introduction

1.1 Expenditure is monitored throughout the year against the approved revenue budget with reports presented to departments, cost centre managers and directors. The purpose of the report is to monitor progress against the approved revenue budget; provide a forecast outturn for the financial year; provide an explanation of any major variations, and to show the impact of any variations on the revenue balances of the Authority.

2 Revenue Budget Revision

2.1 When the revenue budget is approved an amount is included in contingencies for future pay and price increases and other budget adjustments.

2.2 Period 5 budget monitoring identified that the budget for employer pension contributions and bank holiday overtime were overestimated and budgets for other allowances were underestimated. These budgets have been re-calculated to reflect current expenditure which has resulted in £230,000 being transferred from employee’s budgets to contingencies.

These are detailed in Appendix 1

2.3 Although the pay award to grey book staff has yet to be agreed, the forecast outturn reflects the employer’s offer of a 2% pay award. A 2% pay award will cost the Authority an additional £698,000 to what has been included in the base budget; this has been transferred from contingencies.

2.4 There are a number of budgets that are forecast to be underspent in 2017/18 totalling £550,000:

• APT&C salaries – the current forecast has been calculated on currentvacancies being filled which is based on an estimated start date prior tothe 31 March 2018. After this projection there is still a forecast underspend on APT&C salaries of £182,000.

• Insurance – expenditure on insurance was lower than budgeted by£180,000

• Income – the Authority is estimated to realise more income than budgetedamounting to £188,000.

These are detailed in Appendix 1

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2.5 The Authority has a strategy to use revenue balances over the next three years to support the revenue budget and bring forward firefighter recruitment. It is also recognised that there will be a number of other pressures on the Authority on the revenue budget in future years for which there is no budget provision in the Medium Term Financial Plan notably:

• The 4 year capital plan approved in February 2017 means that capitalallocations to schemes have been set, although virement can be madebetween schemes there is no scope for additional capital expenditure.This is because the Authority needs certainty around the cost of capitalfinancing charges in the Medium Term Financial Plan.The Authority can alternatively use balances to fund any capitalpurchases that have not been included in the four year capital planwithout incurring any capital charges.

• Pay awards being in excess of the 1% included in the budget. Each additional 1% pay award will cost the Authority £592,000.

• The review of the national pay spine for green book staff will increaseAPT&C salary budget from 2019/20 by an estimated £400,000.

• The General Data Protection Regulations that come into force in May2018 may increase financial risk if the Authority has not made adequatearrangements for data protection.

The transfer of budgets to reserves during the year demonstrates good financial management because it means that managers cannot earmark the resources for other means. KPMG in its external audit report of the Statement of Accounts 2016/17 recognised that the Authority has good management of reserves.

It is recommended that the underspending of current year budgets of £550,000 as detailed in 2.4 are transferred to reserves.

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3 Expenditure Monitoring

3.1 Overall, the latest forecast after the adjustments in 2 above indicates there will be an under spending of £302,000 in the current financial year.

3.2 The table below summarises the forecast with an explanation of the causes detailed below.

Revenue Budget

Adjustments Revised Budget

Expenditure to date

Forecast Variance

£000 £000 £000 £000 £000 £000 Employees Whole time 45,626 555 46,181 14,237 46,150 31 Retained 1,692 15 1,707 599 1,640 67 Control 1,768 36 1,804 550 1,810 -6 APT&C 9,320 -320 9,000 2,675 8,943 57 Pensions 2,407 2,407 0 2,407 0 Other Employee 1,383 1,383 461 1,300 83 TOTAL 62,196 286 62,482 18,522 62,250 232

Premises 3,583 3,583 730 3,623 -40 Transport 2,303 2,303 906 2,291 12 Supplies and Services 4,629 4,629 1,370 4,592 37 Contingency 860 -468 392 0 392 0 Insurance 1,069 -180 889 889 889 0 Support Services 293 293 0 286 7 Capital Charges 6,918 6,918 0 6,918 0

Income -2,202 -188 -2,390 -1,430 -2,444 54

Net Expenditure 79,649 -550 79,099 20,987 78,797 302

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3.3 Employees -£232,000

Whole time Fire Fighters -£31,000

Following the adjustments to budgets whole time firefighters forecast outturn is now in line with current budget provision.

Retained Fire Fighters -£67,000

Expenditure on retained firefighters is to a large extent dependent on activity as a result of the number of call outs. Thus changes in activity levels would impact on this forecast.

APT&C -£57,000

Vacancy management will be closely monitored during the year and the budget may be revised further to reflect this.

Other Employee -£83,000

This projected underspend is due to the apprenticeship training budget which has yet to be expended.

3.4 Premises £40,000

The forecast overspending is a result of increased expenditure in relation to repairs and maintenance contracts and the associated remedial works to ensure that premises are legally compliant and effective.

3.5 Transport -£12,000

Forecast expenditure on transport related costs is in line with budget allocations

3.6 Supplies and services -£37,000

The majority of the projected underspending on supplies and services is on the fire safety prevention and safer communities budget. Once initiatives have been implemented this forecast may change

3.7 Income -£54,000

The projected increase in income is due to charges for fire safety, secondments, training courses and lift rescues being in excess of that budgeted.

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4 Impact on Revenue Balances

The projected under spending and the recommended transfer to reserves in 2017/18 will have the effect of increasing the general fund balance which is detailed in the table below.

Details of the Authority’s usable reserves are shown in Appendix 2

SECTION 2 – CAPITAL EXPENDITURE MONITORING

1 Introduction

At its meeting on 17 February 2017 the Authority approved a five year capital programme of £21.79m which included schemes to the value of £7.62m for the current financial year.

2 Revised capital plan 2017/18

2.1 The nature of major capital schemes means that expenditure often straddles a number of financial years, particularly in the case of major building schemes and longer projects. The capital plan for 2017/18 including slipped schemes is £11.2m

2.2 There is one scheme for the purchase of ICT equipment for recruits that were not included in the approved capital plan for £30,000. This was approved at Management Board in July and is now incorporated into the capital plan 2017/18.

2.3 At the Authority AGM in 2010, Management Board was given delegated power to approve individual virement between capital schemes of up to £100,000. Details of any approvals will be reported to committee throughout the year as part of this report. At its meeting on the 14th September the Management Board approved the virement of £40,000 from the scheme for refurbishment works at Service Delivery Centre to the refurbishment of the training centre recruits facilities.

DescriptionGeneral Reserve

£000

Balance at 1 April 2017 15,079Impact of forecast 302Transfer to Balances in year 550Planned use of balances -953Forecast Balance at 31/3/2018 14,978

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3 Capital Payments 2017/18

3.1 The actual capital payments to date total £1.95m which represents 17.4% of the revised capital plan. Due to the procurement process for capital schemes, a large proportion of capital expenditure occurs in the latter part of the financial year.

3.2 A summary of the capital plan is attached to this report in Appendix 3 showing details of expenditure on each individual scheme.

4 Approvals under financial procedure 3.11

4.1 Under financial procedures 3.11 the Management Board can approve expenditure on schemes in the approved capital plan up to an amount of £100,000 along with a requirement to report these approvals to the Finance and Resources Committee.

4.2 To date the Management Board have approved schemes totalling £135,400 and details of these approvals are provided in Appendix 4.

5 Capital Receipts

5.1 Since the last quarterly review report in July the Authority has sold the former Haworth fire station for £340,000. All receipts over £10k are treated as capital receipts and are used to fund future capital expenditure. To date in 2017/18 the Authority has received £1,411,000 in capital receipts. These are detailed in Appendix 5.

SECTION 3 – TREASURY MANAGEMENT

1 Introduction

1.1 The Authority approved its Treasury Management Strategy on the 17th February 2017 in accordance with the CIPFA code of Practice on Treasury Management. Under this strategy the Authority receives a six month review of the strategy which will be presented to the next meeting of this committee.

1.2 In the current financial year the Authority is benefitting from a positive cash flow through the early payment of government grants and the use of revenue balances which along with capital receipts has eliminated the need to take any new long term borrowing for four years.

However, there is a need to look at the long term impact of this strategy on future borrowing requirement and this will form part of the six monthly review.

1.3 Consequently in the current financial year the Treasury Management activity has been limited to investments within the strategy. The table in Appendix 6 shows the Authority currently has total investments of £36.8m split between 9 different counterparties at interest rates between 0.1% and 0.55%.

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SECTION 4 – DEBTORS 1. The Authority receives income for services provided; these include special services,

training courses, fire safety certificates, and licences for telecom masts on premises. Inmost cases the services provided are a result of an emergency which means that it is notpossible to raise a charge in advance of the service and as a consequence debtoraccounts are raised.

2. The level of outstanding debt owed to the Authority to the end of August 2017 is£185,978 which can be profiled as follows:

Less than 60 days - £ 84,570 Greater than 60 days - £101,408

3. The procedure for issuing accounts and debt collection is provided by Kirklees Councilunder a Service Level Agreement. A summary of the procedure for collectingoutstanding debt is detailed below:

21 days first reminder letter28 days second reminder letter35 days instigation of debt recovery system

As detailed above, there is currently £149,661 of debt which is at the recovery stage.However, previous experience suggests that the Authority will recover all of theoutstanding debts.

SECTION 5 – CREDITORS

1 The Authority is required to pay all non disputed invoices within 28 days of receipt. In the first 5 months of the current financial year the Authority has received 4,629 invoices and paid 98.5 % of them within 28 days.

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Appendix 1

Budget Adjustments

Budget Revised Adjustment Contingency Contingency Reserve

Employee Budget Alignment Whole time £45,626 £45,508 £118 Retained £1,692 £1,695 -£3 Control £1,768 £1,791 -£23 APT&C £9,320 £9,182 £138

£58,406 £58,176 £230 £230

Vacancies APT&C £9,182 £9,000 £182 £182

Pay Award Whole time £673 -£673 Retained £12 -£12 Control £13 -£13

£698 -£698 -£698

Insurance Employees £306 £238 £68 Premises £124 £66 £58 Transport £367 £284 £83 Supplies and Services £272 £301 -£29

£1,069 £889 £180 £180

Income YFF -£20 -£90 -£70 NRDL £0 -£20 -£20 Telecom Licences -£100 -£150 -£50 Primary Authority £0 -£18 -£18 Rents £0 -£30 -£30

-£120 -£308 -£188 £188

Contingency £468 £0 £550

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Appendix 2

Authority Earmarked Reserves as at 1st April 2017

Description £000's

General Fund 15,079

Earmarked Reserves:Council Tax Reform 27Body Bag Decontamination 40Capital Finance Reserve 10,472Leap Year Fund 81Control Room 563New Risks 27Enhanced Logistics 202Insurance Claims 329Service Support 798Pensions Equalisation 2,166Reserve for Pay and Prices 2,363Business Rate Appeals 872Data Transparancy 23Total Earmarked Reserves 17,964

TOTAL RESERVES 33,043

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Appendix 3

SUMMARY CAPITAL PLAN 2017/18

Directorate 2017/18 2017/18 2017/18 2017/18 Expenditure BalanceCapital Virement Slippage Revised Capital 2017/18 Uncommitted

Plan Plan

Property services £1,800,000 £0 £442,000 £2,242,000 £294,739 £1,947,261

IRMP £1,370,000 £0 £2,305,251 £3,675,251 £582,699 £3,092,552

Information technology £1,193,000 £0 £440,800 £1,633,800 £111,632 £1,522,168

HR £132,700 £0 £180,000 £312,700 £413 £312,287

Transport £1,470,000 £0 £1,177,300 £2,647,300 £590,837 £2,056,463

Operations £1,120,500 £0 £663,000 £1,783,500 £222,892 £1,560,608

Fire Safety & Community Relations

£500,000 £0 £0 £500,000 £120,270 £379,730

Finance £60,400 £0 £48,500 £108,900 £21,970 £86,930

£7,646,600 £0 £5,256,851 £12,903,451 £1,945,452 £10,957,999

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IRMP

Approval Details of Capital Virement Slippage Revised Capital TOTAL BudgetDate Scheme Plan Plan EXPT Remaining

Moor Allerton £1,370,000 £1,370,000 £0 £1,370,000

TOTAL CAPITAL PLAN 2017/18 £1,370,000 £0 £0 £1,370,000 £0 £1,370,000

SLIPPED SCHEMES

F&R 30.11.12 Killingbeck £0 £0 £1,356 -£1,356F&R 30.11.13 Carlton Road £0 £0 £2,525 -£2,525F&R 23.10.15 Shipley / Idle £1,645,777 £1,645,777 £578,818 £1,066,959F&R 24.1.14 Ossett £659,474 £659,474 £0 £659,474

TOTAL SLIPPED SCHEMES £0 £0 £2,305,251 £2,305,251 £582,699 £1,722,552

TOTAL CAPITAL £1,370,000 £0 £2,305,251 £3,675,251 £582,699 £3,092,552

2017/18 FINANCIAL YEAR

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SERVICE SUPPORTPROPERTY

Committee Details of Capital Virement Slippage Revised Capital Expenditure BalanceApproval Scheme Plan Plan to date Uncommitted

FSHQTraining Centre

F&R 21.04.17

Upgrade training facilities with erection of new steel training tower adjacent to smoke house training facility, concretesurface replacement, installation of new hydrant water supply for drill yard

£400,000 £400,000 £0 £400,000

F&R 21.04.17 Internal works at FSHQ Training Centre £50,000 £40,000 £90,000 £0 £90,000

F&R 21.04.17Upgrade of existing heating, cooling and ventilation systems in IT Suite, breathing apparatus classrooms and shower area £70,000 £70,000 £0 £70,000

£0 £0Oakroyd HallSDC

F&R 21.04.17 Carry out internal improvements to existing walls, floors and communal areas

£40,000 -£40,000 £0 £0 £0

SPECIFIC REFURBISHMENTS

F&R 21.04.17Carry out second phase of surface water drainage upgrade - Otley £20,000 £20,000 £0 £20,000

F&R 21.04.17 External decorations District Smoke Houses - Bingley £50,000 £50,000 £0 £50,000F&R 21.04.17 Major refurbishment - Wakefield £560,000 £560,000 £0 £560,000F&R 21.04.17 Refurbishment - Wetherby £112,000 £112,000 £0 £112,000F&R 21.04.17 Tarmac hard standing and Interceptors and Tanks - Silsden £45,000 £45,000 £0 £45,000F&R 21.04.17 Boiler replacement - Bradford £50,000 £50,000 £0 £50,000F&R 21.04.17 Roof replacements - Fairweather Green £30,000 £30,000 £0 £30,000

F&R 21.04.17Upgrade to brick built towers including structural repairs and upgrade of existing electrical system - Meltham £45,000 £45,000 £0 £45,000

F&R 21.04.17 Tarmac hard standing & Ablutions - Leeds £75,000 £75,000 £0 £75,000

GENERAL

F&R 21.04.17

Phased programme to install essential security systems including PAC access, CCTV monitoring and recording, intruder alarms and fire detection - Keighley, Bingley, Fairweather Green, Odsal, Halifax, Cleckheaton, Huddersfield, Meltham, Otley, Morley, SDC

£253,000 £253,000 £0 £253,000


SLIPPED SCHEMES £0F&R 22.4.16 Training Centre boiler replacement £0 £11,000 £11,000 £0 £11,000MB 24.6.16 Training Centre window replacement, cladding and fascias £0 £4,000 £4,000 £0 £4,000MB 24.6.16 Upgrade main shower and washing facilities - Bingley £0 £26,000 £26,000 £30,649 -£4,649MB 24.6.16 Emergency generator - Slaithwaite £0 £30,000 £30,000 £0 £30,000MB 24.6.16 Roof replacement - Skelmanthorpe £0 £2,000 £2,000 £0 £2,000MB 24.6.16 Upgrade of washing and toilet facilities - Wetherby £0 £33,000 £33,000 £35,070 -£2,070MB 24.6.16 Upgrade of washing and toilet facilities - Garforth £0 £40,000 £40,000 £41,779 -£1,779

MB.17.8.16 Mytholmroyd flood remediation and upgrade works followingfloods 2015

£0 £70,000 £70,000 £3,225 £66,775

MB 24.6.16 Training towers & lightening surge protection systems £0 £28,000 £28,000 £28,088 -£88MB 24.6.16 Gym, external windows, doors , fascia boards - Rawdon £0 £2,000 £2,000 £1,165 £835MB 24.6.16 Upgrading of roofs/guttering/fascia boards - Otley £0 £5,000 £5,000 £0 £5,000

MB 28.02.17 Asbestos Management to Upgrade Heating Systems £0 £49,000 £49,000 £47,346 £1,654F&R 29.11.13 MPTC Refurbishment £0 £84,000 £84,000 £0 £84,000MB 20.09.16 Additional Security, CCTV and intruder alarms 0 £58,000 £58,000 £87,305 -£29,305

TOTAL SLIPPED SCHEMES £0 £0 £442,000 £442,000 £274,626 £167,374SCHEMES - NO APPROVALAsbestos Management and Removal £0 £3,607 -£3,607RTC Pad classroom facilities £0 -£400 £400Transport Workshops Roof £0 £14,290 -£14,290Drill ground Road Surface £0 £2,615 -£2,615TOTAL SCHEMES - NO APPROVAL £0 £0 £0 £0 £20,112 -£20,112

TOTAL CAPITAL £1,800,000 £0 £442,000 £2,242,000 £294,739 £1,947,261


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SERVICE SUPPORTICT

Details of Capital Virement Slippage Revised Capital TOTAL BudgetScheme Plan Plan EXPT Remaining

Computer Hardware £95,000 £95,000 £34,665 £60,335Software Licences £200,000 £200,000 £0 £200,000VMWare Servers and Storage £192,000 £192,000 £0 £192,000Communications Test Equipment £50,000 £50,000 £0 £50,000Replacement MDT's £15,000 £15,000 £0 £15,000ICTSP8 Paperless Meetings £41,000 £41,000 £0 £41,000ICTSP2 Information Management Strategy £10,000 £10,000 £0 £10,000ICTSP4 System Security £220,000 £220,000 £0 £220,000ICTSP3 HR & Rostering £300,000 £300,000 £0 £300,000Asset Management Software £40,000 £40,000 £0 £40,000ICT Hardware for Trainee Firefighters £30,000 £30,000 £0 £30,000Additional Hardware 17-18 £0 £0 £0

TOTAL CAPITAL PLAN 2017/18 £1,193,000 £0 £0 £1,193,000 £34,665 £1,158,335

SLIPPED SCHEMESMobile Device Management Solution £62,000 £62,000 £64,150 -£2,150New WAN (Enabling work) £45,800 £45,800 £1,989 £43,811Networking Hardware £101,000 £101,000 £0 £101,000Telephone Systems £69,000 £69,000 £133 £68,867ITIL Service Management £9,400 £9,400 £0 £9,400Retained Pagers £153,600 £153,600 £0 £153,600

TOTAL SLIPPED SCHEMES £0 £0 £440,800 £440,800 £66,272 £374,528

Expenditure no approvalsNew WAN (enabling work) 15/16 £0 £0CRM Upgrade £10,695 -£10,695

TOTAL EXPENDITURE NO APPROVAL £0 £0 £0 £0 £10,695 -£10,695

TOTAL CAPITAL £1,193,000 £0 £440,800 £1,633,800 £111,632 £1,522,168


SERVICE SUPPORTHUMAN RESOURCES

Committee Details of Capital Virement Slippage Revised Capital TOTAL BudgetApproval Scheme Plan Plan EXPT Remaining

F&R 21.4.17 Cycle to Work Scheme £95,000 £95,000 £413 £94,587Casualty Care Training £37,700 £37,700 £0 £37,700

TOTAL CAPITAL PLAN 2017/18 £132,700 £0 £0 £132,700 £413 £132,287

SLIPPED SCHEMESF&R 14.10.16 Station Based Fitness Equipment 90,000 90,000 £0 £90,000

TOTAL SLIPPED SCHEMES 90,000 90,000 £0 £90,000

TOTAL CAPITAL £132,700 £0 £180,000 £312,700 £413 £312,287


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SERVICE SUPPORTTRANSPORT


F&R 21.04.17 Vehicle Replacement - Appliances £1,470,000 £1,470,000 £598 £1,469,402


SLIPPED SCHEMESF&R 22/04/16 POD Refurbishments £40,000 £40,000 £0 £40,000F&R 22/04/16 Vehicle Replacement £930,000 £930,000 £438,098 £491,902F&R 22/04/16 Flood Vehicles £139,000 £139,000 £152,141 -£13,141F&R 12/7/13 Command Unit Lite (Grant funded) £56,000 £56,000 £0 £56,000F&R 10/4/15 Vehicle Telematics £12,300 £12,300 £0 £12,300

TOTAL SLIPPED SCHEMES £0 £0 £1,177,300 £1,177,300 £590,239 £587,061

TOTAL CAPITAL £1,470,000 £0 £1,177,300 £2,647,300 £590,837 £2,056,463


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SERVICE DELIVERYOPERATIONS


MB 31.8.17 ULPP - Ultra Lightweight Portable Pumps £45,000 £45,000 £0 £45,000Line Rescue £12,000 £12,000 £0 £12,000Lay Flat Hose £50,000 £50,000 £0 £50,000Gas Tight Suits £14,000 £14,000 £0 £14,000Gas Detectors £25,000 £25,000 £0 £25,000Water Rescue £12,000 £12,000 £0 £12,000Satellite Communications £12,500 £12,500 £0 £12,500

x Hydrants £450,000 £450,000 £63,613 £386,387Incident Ground Communications Equipment £500,000 £500,000 £0 £500,000

TOTAL CAPITAL PLAN 2017/18 £1,120,500 £0 £0 £1,120,500 £63,613 £1,056,887

SLIPPED SCHEMESF&R 14.10.16 Flood Response - Boats/Sled/Ancillary Equipment £80,500 £80,500 £58,260 £22,240F&R 14.10.16 Flood Response - PPE £71,500 £71,500 £15,005 £56,495F&R 14.10.16 Flood Response - Vehicle conversion/Uplift £19,000 £19,000 £8,500 £10,500MB 23.01.17 Lance Firefighting Equipment £100,000 £100,000 £75,464 £24,536

New Control Project Contingency £338,000 £338,000 £0 £338,000New Control Project (Premises costs) £54,000 £54,000 £0 £54,000

TOTAL SLIPPAGE £0 £0 £663,000 £663,000 £157,229 £505,771

Expenditure no approvalsBA Compressor £1,842 -£1,842Hydrants 16/17 £208 -£208

TOTAL SCHEMES - NO APPROVAL £0 £0 £0 £0 £2,050 -£2,050

TOTAL CAPITAL £1,120,500 £0 £663,000 £1,783,500 £222,892 £1,560,608


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SERVICE DELIVERYFIRE SAFETY


Home Fire Safety Checks £500,000 £500,000 £120,270 £379,730

TOTAL CAPITAL PLAN 2017/18 £500,000 £0 £0 £500,000 £120,270 £379,730

TOTAL CAPITAL £500,000 £0 £0 £500,000 £120,270 £379,730


FINANCE


MB 31.08.17 Photocopiers £60,400 £60,400 £0 £60,400

TOTAL CAPITAL PLAN 2017/18 £60,400 £0 £0 £60,400 £0 £60,400

SLIPPED SCHEMESPhotocopiers £48,500 £48,500 £21,970 £26,530

TOTAL SLIPPAGE £0 £0 £48,500 £48,500 £21,970 £26,530

TOTAL CAPITAL £60,400 £0 £48,500 £108,900 £21,970 £86,930


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Appendix 4

Schemes Approved by Management Board

Date Directorate Scheme Approval Virement

July Service Support ICT Resouces Trainee Firefighters £30,000

August Finance Replacement of Photocopiers £60,400Service Delivery Ultra Lightweight Portable Pumps £45,000

September Service Support Training centre recruit facilities £40,000

£105,400 £70,000

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Appendix 5

Capital Receipts

Description of Asset 2015/16 2016/17 2017/18 TOTAL

Batley fire station £265,000 £265,000Gipton fire station £32,500 £292,500 £325,000Brighouse fire station £300,000 £300,000Stanks fire station £137,500 £137,500Dewsbury fire station £680,000 £680,000Gillatts Quarry £220,000 £220,000Marsden fire station £155,000 £155,000Hemsworth fire station £214,450 £214,450Fire appliance £25,113 £25,113Ossett £517,000 £517,000South Elmsall £554,000 £554,000Haworth £340,000 £340,000

Total £32,500 £2,289,563 £1,411,000 £3,733,063

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Appendix 6

West Yorkshire Fire & Rescue Service Investments as at 31 August 2017

Current Counter Party Counter Party CurrentInvestment Total Limit Interest Rate

Deposit Accounts Terms £ %

Bank of Scotland Instant Access £0.00 £0.00 £5,400,000.00 0.10

Santander 180 Day Notice given cash available on 19 January 2018 £4,965,000.00 0.55Santander 31 Day Notice given cash available on 22 September 2017 £1,035,306.00 £6,000,306.00 £6,000,000.00 0.30

Handelsbanken Instant Access £761.96 0.20Handelsbanken 35 Day Notice still to be given then investment returned after 35 days. £6,000,300.92 £6,001,062.88 £6,000,000.00 0.30

Money Market Funds Terms

Aviva Liquidity Fund Instant Access £3,956,091.35 £3,956,091.35 £6,000,000.00 0.174

Goldman Sachs Instant Access £3,353,370.01 £3,353,370.01 £6,000,000.00 0.15

Ignis (now Standard Life) Instant Access £3,666,086.54 £3,666,086.54 £6,000,000.00 0.1685

Short Fixed Investments Terms

Warrington Borough Council 3 month investment from 31/07/17 to 31/10/17 £10,000,000.00 £10,000,000.00 Unlimited 0.25

Nottingham Building Society 2 month investment from 28/07/17 to 02/10/17 £3,285,000.00 £3,285,000.00 £6,000,000.00 0.28

DMO 28 day investment from 18/08/17 to 15/09/17 £586,994.64 £586,994.64 Unlimited 0.10

£36,848,911.42 £36,848,911.42

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