Corporate Plan 2010-2015 and Annual Business Plan 2010/11 ...
Corporate Plan 2010-2015 and Annual Business Plan 2010/11 ...
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Northern Irel<strong>and</strong> Fire & Rescue Service
CONTENTSPAGESFOREWORD BY CHIEF FIRE OFFICER 2VISION, MISSION AND CORE VALUES 3INTRODUCTION, WHO WE ARE, WHAT INFLUENCES WHAT WE DO AND HOW WE MANAGE 4-6CORPORATE PLANNING CONTEXT 7-9ACCOUNTABILITY AND GOVERNANCE 10OVERVIEW OF KEY ACHIEVEMENTS AND PERFORMANCE RESULTS 2009/10 <strong>11</strong>-17CORPORATE PLAN <strong>2010</strong>-15 STRATEGIC OBJECTIVES 18-26BUSINESS PLAN <strong>2010</strong>/20<strong>11</strong> 27-47<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
FOREWORD BY CHIEF FIRE OFFICERI am pleased to present the Northern Irel<strong>and</strong> Fire & Rescue Service <strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-<strong>2015</strong> <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>.This plan explains our work in protecting the public <strong>and</strong> the challenges we face indelivering our services. We must sustain <strong>and</strong> build on the excellent work being done byour staff <strong>and</strong> ensure we continue to strive for even more efficient <strong>and</strong> effective servicedelivery.Over the past year we have continued to develop <strong>and</strong> improve the way we serve ourcommunity. The number of injuries in fires <strong>and</strong> the number of deliberate property fires(arson) have continually decreased. This is due to the ongoing efforts of our highlytrained staff to reduce risk by education <strong>and</strong> taking positive actions with particular riskgroups including vulnerable adults, children <strong>and</strong> young people. It is therefore vital that wecontinue to implement a wide range of community safety initiatives in order to continue this downward trend.Clearly in today’s economic climate there will be a tightening of public finances <strong>and</strong> although the Service is well placed, thanks toprudent financial management, we will need to make efficiency savings. I am therefore grateful for what has already beenachieved <strong>and</strong> I am confident that our planning over the next few years will ensure that we continue to provide an outst<strong>and</strong>ingservice to the community.This plan provides a mechanism for which we can account for our performance against specific targets <strong>and</strong> objectives <strong>and</strong>represents another major step forward in providing the best possible Fire <strong>and</strong> Rescue Service for the people of Northern Irel<strong>and</strong>.Louis B JonesACTING CHIEF FIRE OFFICERNorthern Irel<strong>and</strong> Fire & Rescue Service 2
VISION, MISSION AND CORE VALUESOur Vision in Northern Irel<strong>and</strong> Fire & Rescue Service will be achieved by providing the people of Northern Irel<strong>and</strong> with the highestpossible st<strong>and</strong>ard of service.Vision StatementProtecting Our CommunityOur Mission will help us to achieve our Vision.Mission StatementTo deliver a fire <strong>and</strong> rescue service <strong>and</strong> work in partnership with others to ensure the safety <strong>and</strong> well-being of our community.These will be underpinned by our Core Values which represent how we behave.Core ValuesWe are committed to:• People - We value keeping our people safe <strong>and</strong> well trained;• Leadership - We value leading by example;• Teamwork - We value working together;• Integrity - We value the utmost integrity in everything we do;• Diversity - We value equality <strong>and</strong> fairness <strong>and</strong> we consider the needs of our staff <strong>and</strong> the community we serve;• Communication - We value open <strong>and</strong> honest communication with our staff <strong>and</strong> with all our stakeholders;• Partnership - We value working in partnership; <strong>and</strong>• Pursuit of Excellence - We value continuous improvement at all levels of our organisation.3<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
INTRODUCTIONThis document has 3 main sections as follows:1 An overview of the strategic context, purpose <strong>and</strong> vision.2 NIFRS <strong>Corporate</strong> <strong>Plan</strong> setting out high level medium to long term objectives for the period <strong>2010</strong>-<strong>2015</strong>.3 <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> including tasks <strong>and</strong> targets to be achieved during <strong>2010</strong>/<strong>11</strong>.WHO WE ARENorthern Irel<strong>and</strong> Fire & Rescue Service serves the entire population of Northern Irel<strong>and</strong>, an area of over 5,500 square miles, with apopulation of 1.7 million.The performance of Northern Irel<strong>and</strong> Fire & Rescue Service is overseen by the Chairman, the Chief Fire Officer <strong>and</strong> 6 nonexecutiveMembers of the NIFRS Board.Northern Irel<strong>and</strong> Fire & Rescue Service is managed by Acting Chief Fire Officer Louis Jones, assisted by 6 Directors knowncollectively as the Principal Officers’ <strong>and</strong> Directors’ Group.The organisation is divided into 4 operational Comm<strong>and</strong> Areas with Fire & Rescue Service Headquarters situated in Lisburn,County Antrim, <strong>and</strong> a Training Centre which is currently situated at Boucher Crescent in Belfast.Each Area Comm<strong>and</strong> is responsible for a number of Districts which are, in turn, responsible for a number of Fire Stations.There are 68 Fire Stations in total throughout Northern Irel<strong>and</strong> serving their local communities by providing an emergency responseto operational incidents, as well as a wide range of community safety activities.WHAT INFLUENCES WHAT WE DONorthern Irel<strong>and</strong> Fire & Rescue Service, like other Fire & Rescue Services across the UK, finds itself having to deliver efficient <strong>and</strong>effective services in a constantly changing <strong>and</strong> challenging environment.Northern Irel<strong>and</strong> Fire & Rescue Service4
NIFRS has to deliver enhanced resilience capacity, operate a risk-based approach to determining appropriate levels of preventative<strong>and</strong> responsive service delivery at local level, make provision for rescuing people from road traffic collisions, implement farreachingtargets to improve the diversity of its workforce <strong>and</strong> deliver a public service in a tighter financial climate. The Service alsomust continue to deliver its “core business” of fire services.The key challenges <strong>and</strong> influences for NIFRS over the next 5 years <strong>2010</strong>-<strong>2015</strong> are:• Efficiency – Ensuring value for money in the Fire & Rescue Service without increasing the risk to the public or Firefighters.• Performance – Developing strategic performance management systems, defining what matters, measuring this <strong>and</strong> thenmanaging it to improve the overall performance of NIFRS.• Managing People – Improving equality <strong>and</strong> diversity. National UK targets have been set for women in operational roles.NIFRS has set itself challenging targets in order to see significant cultural change in the organisation over the next 5 years.• Working in Partnership – Improving scope for collaboration to generate improvements <strong>and</strong> savings, <strong>and</strong> systematicallyidentifying costs <strong>and</strong> benefits associated with partnership working so NIFRS resources can be prioritised.These internal challenges are set within a wider external context as part of a political multi-stakeholder environment with multiple,often conflicting agendas including:• Review of Public Administration;• Central/Local Government Agenda;• Tighter Fiscal Climate - new Comprehensive Spending Review period (20<strong>11</strong>-2014);• Programme for Government 2008-20<strong>11</strong> Public Service Agreement (PSA) targets;• Environmental <strong>and</strong> Social Issues - flooding, climate change, aging population <strong>and</strong> areas of deprivation; <strong>and</strong>• Programme for Government - Public Service Agreement Targets.It is essential that NIFRS show how tomorrow’s outcomes will be achieved by today’s inputs <strong>and</strong> processes.5<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
HOW WE MANAGENIFRS is committed to continuous improvement through plannedinitiatives <strong>and</strong> activities to improve the quality of fire <strong>and</strong> rescueservices in Northern Irel<strong>and</strong>. NIFRS as part of its commitment tocontinuous improvement, where possible, uses external benchmarkingactivity to enhance its performance management.In order to monitor progress within the Service, NIFRS has developed<strong>and</strong> implemented a number of Key Performance Measures <strong>and</strong>Targets. These Measures <strong>and</strong> Targets are agreed <strong>and</strong> reviewedannually with our sponsoring department body, the Department ofHealth, Social Services & Public Safety (DHSSPS). Our performanceagainst these targets are reported twice yearly to the Board <strong>and</strong>DHSSPS as part of our monitoring process. At the end of eachfinancial year we report our performance against these targets in our<strong>Annual</strong> Report <strong>and</strong> Statement of Accounts which is laid before theNorthern Irel<strong>and</strong> Assembly. Our Accounts are audited by theComptroller & Auditor General in accordance with Section ii (2) of theGovernment Resources <strong>and</strong> Accounts Act (Northern Irel<strong>and</strong>) 2001.NIFRS forecasts expenditure <strong>and</strong> income taking account of guidanceprovided by the DHSSPS.Northern Irel<strong>and</strong> Fire & Rescue Service6
CORPORATE PLANNING CONTEXTNIFRS <strong>Corporate</strong> <strong>Plan</strong> sets out our strategic intent <strong>and</strong> direction over the next 5 years. It also includes Key Performance Indicators(KPIs) by which we measure our progress. These KPIs are linked to a number of Public Service Agreement targets which areoutlined in the Programme for Government 2008-20<strong>11</strong>. NIFRS uses an integrated strategic planning <strong>and</strong> performance approach aspart of its business planning cycle; this is outlined below.Strategic <strong>Plan</strong>ning <strong>and</strong> Performance Management CycleOur Stakeholders<strong>Corporate</strong> <strong>Plan</strong>• Mission & Vision• Values• Key Performance IndicatorsOur StakeholdersEnvironmental Scanning• Policy <strong>and</strong> Legislation• Stakeholder feedback• Scrutiny• Review of Public Administration• Public Service Agreement targetsNIFRSDeployment & Implementation• <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong>• Dept/Area/District/Station <strong>Plan</strong>s• Personal Development <strong>Plan</strong>s<strong>Annual</strong> Performance Management• Statistical Reports• 6 monthly Progress Report• Audit internal/external• Self assessment• <strong>Annual</strong> Report <strong>and</strong> Statement of Accounts• <strong>Corporate</strong> Risk Register• <strong>Business</strong> Continuity Management• Budget MonitoringOur PeopleOur People7<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
National FrameworksNational Framework documents form strategies <strong>and</strong> set out Government’s expectations of how Fire <strong>and</strong> Rescue Services will bedelivered in Engl<strong>and</strong>, Scotl<strong>and</strong> <strong>and</strong> Wales. The Public Safety Unit within the Department of Health, Social Services & Public Safetyis currently considering the development of a National Framework document for Northern Irel<strong>and</strong>. Each framework providesdirection for the respective Fire & Rescue Service over the coming years.However, our <strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-<strong>2015</strong> clearly sets strategic direction for NIFRS <strong>and</strong> provides a framework which outlines howNIFRS will meet the expectations of the Assembly Government in Northern Irel<strong>and</strong>. It contains priorities <strong>and</strong> objectives for the next5 years <strong>and</strong> sets the context in which NIFRS operates.The Key Strategic Themes in this document are mapped against the chapters <strong>and</strong> sections outlined within each of the NationalFramework documents. These can be seen in the table below.<strong>Corporate</strong> <strong>Plan</strong> 2009-2014National FrameworkNorthern Irel<strong>and</strong> Engl<strong>and</strong> Scotl<strong>and</strong> Wales• Responding to Emergencies• Developing Safer Community• Protecting Our Environment• Prevention, Protection<strong>and</strong> Response• Resilience• Fire Prevention <strong>and</strong>Risk Management• Intervention• Resilience <strong>and</strong> NewDimension• Prevention, Protection <strong>and</strong>Response• Resilience• Working Together Effectively• Supporting Our People • Diversity <strong>and</strong>Workforce• The Workforce • People <strong>and</strong> PeopleDevelopment• Managing Our Resources<strong>and</strong> Monitoring Performance• Leading <strong>and</strong> ManagingChange• Governance <strong>and</strong>Improvement• Finance• Performance• Performance Management toDrive Efficiency9<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
10ACCOUNTABILITY AND GOVERNANCEWe measure our performance against Key Performance Targets twice yearly. The outturns against the published targets will bedetailed in our <strong>Annual</strong> Report. Progress is monitored by NIFRS on a regular basis using the following reports:<strong>Annual</strong> <strong>Business</strong> Progress Report - records progress on our <strong>Business</strong> <strong>Plan</strong> targets <strong>and</strong> is compiled 6-monthly. This documentalso facilitates internal benchmarking <strong>and</strong> highlights areas for attention.The <strong>Corporate</strong> Risk Register - tracks progress on the implementation of actions to improve the management of the risks affectingour business activities.The Management Accounts Report - presents a monthly synopsis of the current financial position.In addition, progress is monitored by our parent Department (the Department of Health, Social Services & Public Safety) throughAccountability Meetings which take place on a regular basis throughout the year.The Chief Fire Officer, in his capacity as Accounting Officer, is responsible for maintaining a sound system of internal control thatsupports the achievement of our policies, aims <strong>and</strong> objectives, whilst safeguarding the public funds <strong>and</strong> assets in accordance withthe responsibilities set out in Managing Public Money (Northern Irel<strong>and</strong>).NIFRS Board supports the Chief Fire Officer by contributing to the corporate management of the organisation.An Audit Committee oversees a programme of internal audits designed to provide the Accounting Officer with an independentassessment of the effectiveness of our system of internal control. In addition, our annual resource accounts are scrutinised by theComptroller & Auditor General.The system of internal control within NIFRS is based on an ongoing risk management process.<strong>Plan</strong>ning AssumptionsThe <strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-<strong>2015</strong> <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>-<strong>11</strong> has been produced on the basis that resources foradministration costs, maintenance <strong>and</strong> capital programmes are as set out in the approved Comprehensive Spending Review (CSR)allocation. Any significant change to budget allocations would necessitate reappraisal of the plan.Northern Irel<strong>and</strong> Fire & Rescue Service10
OVERVIEW OF KEY BUSINESS ACHIEVEMENTS AND PERFORMANCE RESULTS 2009/10Responding to EmergenciesProvide <strong>and</strong> maintain an efficient <strong>and</strong> effective fire <strong>and</strong> rescue service which is responsive to the needs of the communityin Northern Irel<strong>and</strong>.Key Achievements during 2009/10• 1,136 rescues from fire, road traffic collisions <strong>and</strong> other incidents.• Dwelling fires <strong>and</strong> Special Service Call Risk Assessment complete.• Interagency training conducted to facilitate the roll-out of new Emergency<strong>Plan</strong>ning/Resilience Group.• 15 New ‘Core’ conversions introduced on all Rescue Appliances <strong>and</strong> 67‘streamline’ Road Traffic Collision (RTC) conversions to enhance existing RTCequipment carried on all frontline appliances.• New web-based Geographical Information System implemented Service-wide.Performance Results 2009/<strong>2010</strong>600005500050000Emergency Calls Received & MobilisedReceivedMobilised1600140012001420RTC's Attended1303Fatalities Casualties Rescues1220 1227No. Calls4500040000350003000025000200002006/2007 2007/2008 2008/2009 2009/<strong>2010</strong>YearNo. Instances10008006004002000461409 387 42384 61 54 632006/2007 2007/2008 2008/2009 2009/<strong>2010</strong>Year<strong>11</strong><strong>11</strong><strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
Developing a Safer CommunityReduce the incidence of fire <strong>and</strong> other emergencies by the provision of an efficient <strong>and</strong> effective safety education, advice<strong>and</strong> legal enforcement service.Key Achievements during 2009/10• Emergency calls reduced by 42% from previous year on Halloweennight.• 24,998 fire safety leaflets distributed through 1,610 campaigns.• 8,450 Home Fire Safety checks completed.• 7,580 ten year smoke alarms fitted.• 949 Community Fire Safety initiatives delivered.• Educational Programme delivered to 32 schools.Performance Results 2009/<strong>2010</strong>No. Fires840835830825820815810Number of Dwelling Fires8378298228192006/2007 2007/2008 2008/2009 2009/<strong>2010</strong>YearNo. Calls5000450040003500300025002000150010005000Malicious (Hoax) Calls Received & MobilisedReceived Mobilised2006/2007 2007/2008 2008/2009 2009/<strong>2010</strong>YearNo. Fires3,0002,5002,0001,5001,0005000Number of Deliberate Property Fires2,7612,6732,1922,0692006/2007 2007/2008 2008/2009 2009/<strong>2010</strong>Year1212Northern Irel<strong>and</strong> Fire & Rescue Service
Leading <strong>and</strong> Managing ChangeLead, plan <strong>and</strong> manage organisational change in line with present <strong>and</strong> future needs <strong>and</strong> expectations of stakeholders <strong>and</strong>the capacity to deliver potential <strong>and</strong> optimum performanceKey Achievements during 2009/10• £1.257 million letter of offer received for SEUPB cross-bordercollaboration project.• Gold Award achieved for Northern Irel<strong>and</strong> Quality Awards ‘Steps toExcellence’.• 6 new build programmes completed to design Stage C.• 500 next generation PS700 Breathing Apparatus sets/bodyguardspurchased.• 87 personnel trained in media skills.Performance Results 2009/<strong>2010</strong>Estates Capital Replacement ProgramProgress Status (26 Stations)27%27%8%8%65%65%Site Search Stage C Design <strong>Business</strong> Case Approval1313<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
Supporting our PeopleProvide a well- equipped, skilful <strong>and</strong> highly motivated workforce, able to work safely <strong>and</strong> competently, whose compositionreflects the diverse community we serve <strong>and</strong> whose commitment is to achieve their highest personal potential <strong>and</strong>optimum performance.Key Achievements during 2009/10• 2009 ROSPA highly commended Sector Award Winners.• Staff Survey completed.• Induction Programme developed <strong>and</strong> introduced.• 17 Health <strong>and</strong> Safety Audits carried out in Fire Stations.Performance Results 2009/<strong>2010</strong>70%Staff Opinion Survey - Results Summary14Working Days/Shifts Lost due to SicknessAll Staff%60%50%40%30%20%10%0%No. Days12108642<strong>11</strong>.810.48.28.6Overall - WorkingOverall - JobOverall -Overall - Rew ard & Overall - Training & Overall - Leadership0EnvironmentSatisfactionCommunicationRecognitionDevelopment2006/2007 2007/2008 2008/2009 2009/<strong>2010</strong>% Positive % Negative % NeitherYear250Accidents at Work30000Training Days Delivered275242569220025000No. Accidents150100No. Days20000150001352919221501000002006/2007 2007/2008 2008/2009 2009/<strong>2010</strong>5000Year02006/2007 2007/2008 2008/2009 2009/<strong>2010</strong>Total On Duty Accidents All StaffTotal Firefighter On Duty AccidentsYear1414Northern Irel<strong>and</strong> Fire & Rescue Service
Managing our Resources <strong>and</strong> Monitoring PerformanceProvide a service that provides value for money <strong>and</strong> is committed to quality <strong>and</strong> continuous improvement.How resources are utilisedRevenue BudgetThe <strong>2010</strong>/<strong>11</strong> Revenue Budget for the Northern Irel<strong>and</strong> Fire <strong>and</strong> Rescue Service is £80,608k. The table below provides an analysisof our Revenue Budget by category of expenditure.<strong>2010</strong>/<strong>11</strong> Revenue Budget 2009/10 Projected OutturnExpenditure Category £’000 % £’000* %Staff Costs 60,720 75.3 60,948 76.9Other Staff Costs 3,395 4.2 3,676 4.6Training 1,161 1.4 1,122 1.4Board Members 47 0.1 47 0.1Operating Expenditure 6,245 7.8 5,295 6.7Premises Costs 4,061 5.0 4,392 5.5Hired <strong>and</strong> Contracted Services 1,538 1.9 1,499 1.9Establishment Costs 2,456 3.1 2,255 2.9Miscellaneous 985 1.2 8 0TOTAL BUDGET 80,608 100.0 79,242 100.0*This is a ‘Provisional’ Outturn position as at 30 April <strong>2010</strong> <strong>and</strong> is subject to changeNIFRS is committed to providing a value for money service by ensuring that:• proper controls exist in the use of public funds;• accurate <strong>and</strong> timely information is provided to internal <strong>and</strong> external stakeholders; <strong>and</strong>• all services operate in the most efficient manner.During <strong>2010</strong>/<strong>11</strong> NIFRS is committed to achieving £1.9m efficiencies in line with Departmental CSR objectives. This will beachieved as follows:1515<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
Cumulative Efficiency Savings over CSRPeriod 2008/09 -<strong>2010</strong>/<strong>11</strong>£’000’sEfficiencies due to Community Safety Initiatives 1,763Efficiencies due to savings in administrative /overhead expenditure 137TOTAL 1,900Capital BudgetThe <strong>2010</strong>/<strong>11</strong> Capital Budget for the Northern Irel<strong>and</strong> Fire <strong>and</strong> Rescue Service is£7,854k. NIFRS continues to invest in it’s emergency fleet, estate <strong>and</strong> ICT infrastructure Performance Results 2009/10in order to ensure that we maintain <strong>and</strong> indeed improve the operational capability ofthe organisation. The table below provides an analysis of our Capital Budget by140125category of expenditure.120Vehicle Spare Inventory Holding<strong>11</strong>316Northern Irel<strong>and</strong> Fire & Rescue Service<strong>2010</strong>/<strong>11</strong> Capital Budget 2009/10 Capital BudgetExpenditure Category £’000* % £’000 %L<strong>and</strong> & Buildings 2,863 36.4 416 6.5Emergency Fleet & Vehicles 2,170 27.6 3,242 50.8Equipment 2,809 35.8 2,677 41.9Miscellaneous 12 0.2 50 0.8TOTAL BUDGET 7,854 100.0 6,385 100.0*This is a ‘Provisional’ <strong>2010</strong>/20<strong>11</strong> allocation subject to confirmationKey Achievements during 2009/10• 10 Water Tenders (WRLs), 2 Rescue Pumps, 2 high output Foam Tenders<strong>and</strong> 2 Welfare Pods purchased.• 3 fire familiarisation training units purchased.• E-Procurement system developed.• Flood Response Strategy developed.• Bespoke stowage solution for Road Rescue Team vehicle introduced.16%£K100806040200989694929088868487752006/2007 2007/2008 2008/2009 2009/<strong>2010</strong>YearInvoices Paid96.79791.589.62006/2007 2007/2008 2008/2009 2009/<strong>2010</strong>Year
Protecting the EnvironmentContribute to a safer environment for our communities by implementing NIFRS environmentally-friendly initiatives in linewith Government legislation, policy <strong>and</strong> targets.Key Achievements during 2009/10• CO 2 emissions reduced.• New Environmental Management System developed.Performance Results 2009/<strong>2010</strong>1950019000<strong>Annual</strong> Energy Consumption (Normalised)1913418650NPI KWh/m218500180001794517500170002006/2007 2007/2008 2008/2009Year17<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
CORPORATE PLAN<strong>2010</strong>-15STRATEGIC OBJECTIVES18Northern Irel<strong>and</strong> Fire & Rescue Service
RefNoKey Theme:Responding to Emergencies1.0 Aim:Provide <strong>and</strong> maintain an efficient <strong>and</strong> effective fire <strong>and</strong> rescue service which is responsive to the needs of the community in NorthernIrel<strong>and</strong>.Strategic Objectives1.<strong>11</strong>.21.31.4Improve service delivery through the process of integrated risk management planning <strong>and</strong> interagency <strong>and</strong> partnership working.Implement NIFRS Road Safety Strategy 2008-2013.Improve rescue capability <strong>and</strong> resilience in response to internal organisational <strong>and</strong> external stakeholder needs.Develop <strong>and</strong> improve upon the deployment <strong>and</strong> resilience of resource mobilisations within a fully interoperable communicationssolution:• Replace existing Comm<strong>and</strong> & Control system <strong>and</strong> associated integrated systems by 2014; <strong>and</strong>• Replace existing GD92 Mobilising Technology by July 20<strong>11</strong>.Associated Performance Indicators:999 emergency response timesOperational Resource AvailabilityNumber of Road Traffic Collisions (RTCs) attended by NIFRS with related fatal <strong>and</strong> non-fatal injuries. Public Service Agreement(PSA) 14 - Promoting Safer Roads1919<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
RefNoKey Theme:Developing a Safer Community2.0 Aim:Reduce the incidence of fire <strong>and</strong> other emergencies by the provision of an efficient <strong>and</strong> effective safety education, advice <strong>and</strong> legalenforcement service.Strategic Objectives2.12.22.3NIFRS will fully enforce The Fire & Rescue Services (Northern Irel<strong>and</strong>) Order 2006 by providing a risk-based inspection programme<strong>and</strong> fire safety information.Ensure all fires attended by NIFRS are fully investigated <strong>and</strong> take appropriate educational <strong>and</strong>/or enforcement actions when issuesfor improvement are identified.Provide education <strong>and</strong> community engagement activities to raise awareness to the dangers of fire <strong>and</strong> other emergencies.Associated Performance Indicators:Public Service Agreement (PSA) 16 – Investing in Health <strong>and</strong> EducationNumber of primary fire deathsNumber of civilian injuries in primary firesNumber of accidental dwelling firesNumber of deliberate primary or secondary fires (arson)Smoke Alarm ownership in dwellingsFalse alarms caused by automatic fire detection apparatusNumber of calls to malicious false alarmsNumber of Home Fire Safety ChecksNumber of risk-based Audit inspections of commercial premises20Northern Irel<strong>and</strong> Fire & Rescue Service20
RefNoKey Theme:Leading <strong>and</strong> Managing Change3.0 Aim:Lead, plan <strong>and</strong> manage organisational change in line with present <strong>and</strong> future needs <strong>and</strong> expectations of stakeholders <strong>and</strong> thecapacity to deliver.Strategic Objectives3.1Strive for excellence through a visible commitment of continuous improvement <strong>and</strong> quality frameworks, processes <strong>and</strong> systems:Review the benefits of ISO, BS <strong>and</strong> Customer Service Excellence <strong>and</strong> begin a programme of work leading to accreditation.• Achieve Investors in People Accreditation by 2012;• Implement EFQM assessment recommendations by June 20<strong>11</strong> <strong>and</strong> submit application to ‘Steps to Excellence’ by September20<strong>11</strong>;• Achieve ISO Accreditation by June 2013; <strong>and</strong>• Achieve Customer Excellence st<strong>and</strong>ard by June 2012.3.2Work in partnership with client advisers, DHSSPS <strong>and</strong> Strategic Investment Board to develop NIFRS Infrastructure CapitalInvestment Programme.• Identify 20 sites for replacement Fire Stations – 4 sites per year 2009-2014;• Roll out new build programme on 9 identified sites by March 2012; <strong>and</strong>• Develop new Integrated Training facility at Cookstown by 2014.21<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
RefNo3.3Key Theme:Leading <strong>and</strong> Managing ChangeUtilise the potential of modern technologies to deliver business change <strong>and</strong> policy outcomes designed to improve NIFRS services tothe NI public.• Replacement of telephony platform with Voice Over Internet Protocol (VOIP) Implement phase one by 2013 <strong>and</strong> phase 2 by <strong>2015</strong>;• Introduce a Performance Management software system by July 2012;• Introduce a new Equal Opportunities software system by 2013;• Implement Incident Recording System (IRS) by 2012;• Introduce a fully integrated Electronic Documents System (EDRMS) by <strong>2015</strong>;• Introduce a technology refresh for Retained Payroll by 2012;• Introduce an Asset Management System by December 20<strong>11</strong>;• Relocate existing communications cabinet to server room by 2013; <strong>and</strong>• Introduce Security Monitoring, Analysis <strong>and</strong> Response System (MARS) by 2012.3.4Improve cross-border Fire & Rescue Service networks in relation to Service Delivery.• Deliver ‘Driving Change’ Interreg IVA project by 2013; <strong>and</strong>• Implement Partnership initiatives arising from Cross Border collaboration.3.53.6Continue to review organisational needs in relation to strategy, processes <strong>and</strong> delivery of services.Work in Partnership with Key Stakeholders to plan <strong>and</strong> deliver:• World Police <strong>and</strong> Fire Games by 2013; <strong>and</strong>• World Extrication Championships by 2013.Associated Performance Indicators:Set Local Performance Indicators.22Northern Irel<strong>and</strong> Fire & Rescue Service
RefNoKey Theme:Supporting our People4.0 Aim:Provide a well-equipped, skilful <strong>and</strong> highly motivated workforce, able to work safely <strong>and</strong> competently, whose composition reflects thediverse community we serve <strong>and</strong> whose commitment is to achieve their highest personal potential <strong>and</strong> optimum performance.Strategic Objectives4.14.24.34.44.54.6Implement NIFRS Human Resource Strategy 2009-14.Implement the organisational Learning & Development Strategy 2009-2014.Continue to implement workforce planning to ensure future dem<strong>and</strong>s are met in terms of workforce practices, skills <strong>and</strong>competencies.Implement NIFRS Equality & Diversity Strategy <strong>2010</strong>-2020.Reduce the level of absenteeism through pro-active Attendance Management <strong>and</strong> the implementation of the Occupational HealthScheme.Comply with all relevant Health & Safety at Work Legislation to ensure the safety of personnel in operational <strong>and</strong> non-operationalenvironments.Associated Performance Indicators:Reduction on attacks on Emergency Service Personnel <strong>and</strong> damage to appliances.Reduction in reportable accidents in the workplace <strong>and</strong> serious accidents <strong>and</strong> injuries.Absenteeism Statistics.Female Firefighters as new entrants to Fire & Rescue Service.Equality Monitoring Statistics.2323<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
RefNoKey Theme:Managing our Resources & Monitoring Performance.5.0 Aim:Provide a service that provides value for money <strong>and</strong> is committed to quality <strong>and</strong> continuous improvement.Strategic Objectives5.15.25.35.45.55.65.7Implement NIFRS Financial Strategy in line with the new Comprehensive Spending Review 20<strong>11</strong>-2014 to ensure transparency,accountability <strong>and</strong> value for money.Implement Replacement Strategies 2008-2018 for equipment, fleet <strong>and</strong> Personal Protective Equipment (PPE).Implementation of the NIFRS Procurement Strategy 2009-2012.Develop, consult <strong>and</strong> implement NIFRS Estates Management Strategy <strong>2010</strong>-<strong>2015</strong>.Deliver an Integrated Performance Management <strong>and</strong> <strong>Plan</strong>ning process for NIFRS <strong>2010</strong>-<strong>2015</strong>.Implement a <strong>Corporate</strong> Communication Strategy 2009-2014.Ensure NIFRS <strong>Business</strong> Continuity Management Systems are in place.• Achieve certification to the <strong>Business</strong> Continuity British St<strong>and</strong>ard (BS 25999) by April 20<strong>11</strong>; <strong>and</strong>• Maintain Certification to BS 25999 from 20<strong>11</strong>-2014.5.85.9Continue to strive for improvement through self-assessment, peer assessment <strong>and</strong> audit.Ensure <strong>Corporate</strong> Governance arrangements in NIFRS are transparent <strong>and</strong> effective.24Northern Irel<strong>and</strong> Fire & Rescue Service24
RefNoKey Theme:Managing our Resources & Monitoring Performance.Associated Performance Indicators:Efficiency savings – PSA 21 – Enabling Efficient Government.Local Value for Money targets to be agreed for Finance, Procurement, ICT <strong>and</strong> Estates.25<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
RefNoKey Theme:Protecting the Environment6.0 Aim:Contribute to a safer environment for our communities by implementing NIFRS environmentally-friendly initiatives in line withGovernment legislation, policy <strong>and</strong> targets.Strategic Objectives6.16.2Develop <strong>and</strong> implement an Environmental Management System by June 20<strong>11</strong>.Provide an enhanced capability at incidents preventing adverse impacts on the environment.Associated Performance Indicators:Reduce NIFRS CO2 emissions by 3% year on year.26Northern Irel<strong>and</strong> Fire & Rescue Service
ANNUAL BUSINESSPLAN <strong>2010</strong>/<strong>11</strong>27<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
Key Theme:Responding to EmergenciesAim:Provide <strong>and</strong> maintain an efficient <strong>and</strong> effective fire <strong>and</strong> rescue service which is responsive to the needs of the community in Northern Irel<strong>and</strong>.StrategicObjectiveRef No1.1 Develop Strategic Partnership Register <strong>and</strong> monitor benefits <strong>and</strong> impacts ofPartnership working.Task/Actions Lead Officer <strong>Annual</strong> Target<strong>Business</strong> ImprovementManager/SecretarialAssistantMarch 20<strong>11</strong>Implement appropriate NIFRS Emergency Response St<strong>and</strong>ards.Enhance NIFRS response to operational incidents.Carry out an analysis of emergency incidents with reference to population sociodemographics.Develop 3 new <strong>and</strong> review 4 existing St<strong>and</strong>ard Operating Procedures (SOP).Enhance the effectiveness of NIFRS working operationally to meet communityneeds.Improve professional st<strong>and</strong>ards of Operational staff through targeted training.Contribute to the ongoing roll out of Civil Contingencies activities in NorthernIrel<strong>and</strong>.Improve multi-agency interoperability at major incidents.Enhance NIFRS chemical, biological, radiological <strong>and</strong> nuclear (CBRN)preparations.GC Operations DevelopmentGC Operations PolicyGC Operations DevelopmentGC Operations PolicyGC Operations PolicyGC Operations PolicyGC Operations PolicyGC OperationsGC OperationsMarch 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>February 20<strong>11</strong>February 20<strong>11</strong>February 20<strong>11</strong>September <strong>2010</strong>March 20<strong>11</strong>January 20<strong>11</strong>28Northern Irel<strong>and</strong> Fire & Rescue Service28
Strategic Task/Actions Lead Officer <strong>Annual</strong> TargetObjectiveRef No1.1 Assess the cross-cutting issues from existing NIFRS policies relating to Wholetimeestablishment.GC OperationsMarch 20<strong>11</strong>Enhance NIFRS ability to address Heritage Protection issues.Consider the issues raised by the National Policing Improvement Agency Multi-Agency Interoperability Guidance <strong>and</strong> assess how they will impact on NIFRSIncident Comm<strong>and</strong> Procedures.Monitor national operations related Fire Service initiatives <strong>and</strong> assess the likelyimpact of these on NIFRS policies <strong>and</strong> procedures.Provide evidence to improve operational service delivery through research <strong>and</strong>consultation.1.2 In Partnership with DOE develop <strong>and</strong> monitor NI Road Safety Strategy. Actionmeasures for NIFRS.Implement year 3 of NIFRS Road Safety Strategy.1.3 Continue to ensure that transportation <strong>and</strong> equipment needs of Road SafetyStrategy initiatives are fully provided for.Continue to ensure that the needs of the CBRN <strong>and</strong> Specialist Rescue function arefully provided for within an overarching LTCM <strong>and</strong> asset refresh programme.Continue to ensure that the transportation <strong>and</strong> equipment needs of WildfireStrategy initiatives are fully provided for.AC OperationsAC OperationsAC OperationsResearch OfficerStrategic <strong>Plan</strong>ning ManagerRoad Safety ManagerGC Technical Research &DevelopmentGC Technical Research &DevelopmentGC Technical Research &DevelopmentMarch 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>Establish an interim One Stop Shop Facility for Fleet & Equipment Services(ACFO) Director of TechnicalDevelopment/TransportManagerDecember <strong>2010</strong>2929<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
Strategic Task/Actions Lead Officer <strong>Annual</strong> TargetObjectiveRef No1.4 Establish Regional Control Centre (RCC) Resilience Team in line with <strong>Business</strong>Continuity <strong>Plan</strong>ning best practice.GC RCCMarch 20<strong>11</strong>30Implement a dynamic shift system within the RCC to respond to peak servicedelivery dem<strong>and</strong>s.Implement staff training programme to accommodate the continued introduction ofnew technologies into RCC.Implement a fully integrated Comm<strong>and</strong> & Control replacement project for RCC <strong>and</strong>St<strong>and</strong>by RCC (Phase 1).Continue to fully implement the extended Comm<strong>and</strong> Support Unit technologyproject in all NIFRS Comm<strong>and</strong> Support Units.Continue to Implement NIFRS ‘Web’ based Geographical Information System (GIS)Service-wide.Roll out of Water Management Application (Hydrant Package) training to Areas,Districts & Stations.Continue to exploit the operational potential of MESH technologies to enhance thesafety of frontline staff.Introduce a fully integrated Mobile Data System.Replace existing GD92 mobilising technology system (Phase1).Northern Irel<strong>and</strong> Fire & Rescue Service 30(ACFO) Director of TechnicalDevelopment/GC RCCGC RCC/AGC RCCAGC Technical ProjectManager/ICT ManagerAGC RCC TechnicalManagerAGC RCC TechnicalManagerAGC RCC TechnicalManagerAGC RCC TechnicalManager(ACFO) Director of TechnicalDevelopment/AGC TechnicalProject ManagerAGC Technical ProjectManager/AGCCommunicationsMarch 20<strong>11</strong>July <strong>2010</strong>March 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>December <strong>2010</strong>March 20<strong>11</strong>September <strong>2010</strong>March 20<strong>11</strong>
Key Theme:Developing a Safer CommunityAim:Reduce the incidence of fire <strong>and</strong> other emergencies by the provision of an efficient <strong>and</strong> effective safety education, advice <strong>and</strong> legal enforcement service.StrategicObjectiveRef No2.1 Consult, agree <strong>and</strong> implement Community Safety Strategy <strong>2010</strong>-<strong>2015</strong> takingcognisance of the DID Review.Task/Actions Lead Officer <strong>Annual</strong> Target(ACFO) Director ofCommunity Development/GC CommunityDevelopmentJune <strong>2010</strong>Carry out 6,860 risk based audit inspection of commercial premises, each AreaComm<strong>and</strong> will complete the following inspections:• Eastern 1,645• Northern 1,785• Western 1,785• Southern 1,645Respond either electronically or on hard copy to all enquiries or informationrequests as defined in The Fire Services (NI) Order 2006.<strong>Annual</strong>ly survey the business community with a Customer Satisfaction Survey toensure NIFRS meets its business expectations.(ACFO) Director ofCommunity Development/GC CommunityDevelopment(ACFO) Director ofCommunity Development/GC CommunityDevelopment(ACFO) Director ofCommunity Development/AGC Fire LegislationMarch 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>3131<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
StrategicObjectiveRef No2.1 Supply appropriate support <strong>and</strong> material to ensure an entire communityunderst<strong>and</strong>s their obligation to building protection under The Fire Services (NI)Order 2006.Task/Actions Lead Officer <strong>Annual</strong> Target(ACFO) Director ofCommunity Development/AGC Fire LegislationMarch 20<strong>11</strong>Ensure 52 Fire Safety Auditing Officers are provided with the necessary training tomeet fully the obligations of The Fire Services (NI) Order 2006 including FireInvestigation, Police <strong>and</strong> Criminal Evidence (PACE) compliant evidence <strong>and</strong>statistical data to assist NIFRS prosecutions.Research for a suitable electronic file storage <strong>and</strong> management system.2.2 Reduce annually malicious calls <strong>and</strong> Unwanted Fire Signals by 5% year on year.• Provide annually 4 seminars highlighting the impact of Unwanted FireSignals <strong>and</strong> update all policies <strong>and</strong> procedures in line with currentlegislation.• Review the number of mobilisations of Automatic Fire Alarms, particularly innon-domestic dwellings <strong>and</strong> identify best practice.(ACFO) Director ofCommunity Development/AGC Fire Legislation(ACFO) Director ofCommunity Development/AGC Fire Legislation(ACFO) Director ofCommunity Development/GC CommunityDevelopmentMarch 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>Provide annually a seminar on issues impacting on fire investigation in NorthernIrel<strong>and</strong>.Exp<strong>and</strong> the deliberate Fire Setting Forum membership to include full CouncilRepresentation <strong>and</strong> ensure that the Forum meets bi-annually.(ACFO) Director ofCommunity Development/GC CommunityDevelopment(ACFO) Director ofCommunity Development/GC CommunityDevelopmentMarch 20<strong>11</strong>March 20<strong>11</strong>32Northern Irel<strong>and</strong> Fire & Rescue Service32
StrategicObjectiveRef No2.3 Design <strong>and</strong> implement a Community Safety initiative that encourages the entirecommunity to test their smoke alarm weekly <strong>and</strong> to act upon a fire escape plan bydistributing 30,000 leaflets <strong>and</strong> utilising media campaigns across the full range ofmedium.Task/Actions Lead Officer <strong>Annual</strong> Target(ACFO) Director ofCommunity Development/AGC Community EducationMarch 20<strong>11</strong>Provide annually to the entire community the opportunity for 60,000 Home FireSafety Checks, completing an expected 10,000 Home Fire Safety Checks indomestic premises, where NIFRS will provide information <strong>and</strong> advice on how toprotect themselves from fire in domestic dwellings.Deliver 24 key safety messages through an integrated campaign using mediasupplemented by NIFRS educational campaigns to the NI population to includegeneric fire safety messages <strong>and</strong> additionally summer safety, attacks onFirefighters <strong>and</strong> Home Fire Safety Checks.Achieve a 2% year on year reduction in deliberate primary fires <strong>and</strong> a 4% year onyear on secondary fires from the 09/10 baseline.Provide annually at least 14 Youth Engagement Programmes (LIFE or RACECourses).(ACFO) Director ofCommunity Development/GC CommunityDevelopmentAGC Community Education(ACFO) Director ofCommunity Development/GC CommunityDevelopmentAGC Community EducationMarch 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>Deliver to all Primary 5 school children in Northern Irel<strong>and</strong> a Fire Safety EducationProgramme.AGC Community Education March 20<strong>11</strong>33<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
Key Theme:Leading <strong>and</strong> Managing ChangeAim:Lead, plan <strong>and</strong> manage organisational change in line with present <strong>and</strong> future needs <strong>and</strong> expectations of stakeholders <strong>and</strong> the capacity to deliver.StrategicObjectiveRef No3.1 Implement agreed actions arising from EFQM external assessment feedbackreport.Task/Actions Lead Officer <strong>Annual</strong> TargetStrategic <strong>Plan</strong>ning Manager/<strong>Business</strong> ImprovementManagerMarch 20<strong>11</strong>Develop specific benchmarking relationships outside Fire & Rescue Service in 3key areas.Implement internal IIP Action <strong>Plan</strong>.• Carry out mock assessment.Strategic <strong>Plan</strong>ning Manager/<strong>Business</strong> ImprovementManagerStrategic <strong>Plan</strong>ning Manager/<strong>Business</strong> ImprovementManagerMarch 20<strong>11</strong>December <strong>2010</strong>Review, revise <strong>and</strong> issue Customer Service Excellence leaflets <strong>and</strong> guidance.• Begin customer mapping <strong>and</strong> segmentation in pilot area.3.2 Complete OBC2 <strong>Business</strong> Cases for Fintona, Newtownstewart, Dungiven <strong>and</strong>Cushendall.• Ballymena, Downpatrick, Newtownards.<strong>Plan</strong> <strong>and</strong> prioritise the new build programme for 5 Fire Stations in Omagh,Newtownstewart, Cushendall, Fintona <strong>and</strong> Ballycastle.• Identify 3 sites for replacement Fire Stations.Strategic <strong>Plan</strong>ning Manager/<strong>Business</strong> ImprovementManagerStrategic <strong>Plan</strong>ning Manager/Capital Projects ManagerStrategic <strong>Plan</strong>ning Manager/Capital Projects ManagerSeptember <strong>2010</strong>July <strong>2010</strong>May <strong>2010</strong>December <strong>2010</strong>March 20<strong>11</strong>34Northern Irel<strong>and</strong> Fire & Rescue Service34
Strategic Task/Actions Lead Officer <strong>Annual</strong> TargetObjectiveRef No3.2 <strong>Plan</strong> <strong>and</strong> implement decant arrangements for Omagh, Fintona <strong>and</strong>Newtownstewart.Capital Projects Manager March 20<strong>11</strong>Progress <strong>Business</strong> Case <strong>and</strong> design development including procurement methodsfor new integrated training facility at Cookstown.Assist with NIFRS compliance to the HM Government Security Policy Frameworkdocument in line with guidance issued by CLG <strong>and</strong> the Chief Fire <strong>and</strong> RescueAdvisor.3.3 Develop <strong>and</strong> implement a Unified Data & Voice Communications Solution(VoIP) (Phase 1).Introduce a solution for AutoCAD (Architectural <strong>and</strong> Construction) Systems,Property Services <strong>and</strong> CAD Technicians.Introduce a fully integrated Electronic Document Records Management System(EDRMS) as a constituent of an overarching electronic services deliveryprogramme (Phase 1).Develop <strong>and</strong> introduce an NIFRS wide area Intranet facility.Introduce RFID Technologies for Operational Cordon Control & PPE tracking <strong>and</strong>tracing.Revise <strong>and</strong> publish ICT Strategy.Develop <strong>and</strong> publish a revised overarching ICT Security Strategy.Progress security <strong>and</strong> information Assurance Attainment with CommunicationsElectronic Security Group (CESG).CFO/AGC DesertcreatProjectAC OperationsICT Manager/AGC CommunicationsICT ManagerICT ManagerICT ManagerAGC RCC TechnicalManagerICT ManagerIT Project & SecurityManagerIT Project & SecurityManagerMarch 20<strong>11</strong>January 20<strong>11</strong>December <strong>2010</strong>March 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>December <strong>2010</strong>May <strong>2010</strong>September <strong>2010</strong>September <strong>2010</strong>3535<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
StrategicObjectiveRef No3.3 Introduce an integrated Video Conferencing solution.Task/Actions Lead Officer <strong>Annual</strong> TargetAGC RCC TechnicalManagerJanuary 20<strong>11</strong>Enhance existing Desktop SAN Infrastructure.Renew legacy Uninterrupted Power Supply (UPS) equipment.Implement ICCS Upgrade.3.4 Monitor implementation of Year 1 of cross-border Interreg IV Road Safetycollaboration Project.Support <strong>and</strong> develop existing mechanisms for cross-border liaison.3.5 Carry out a Strategic Review of Human Resources <strong>and</strong> develop the capacity of thefunction for partnership working <strong>and</strong> change management in line with the DIDReview.Implement agreed recommendations of the DID Team Report on OrganisationalReview of NIFRS 2009.ICT ManagerAGC CommunicationsAGC CommunicationsStrategic <strong>Plan</strong>ning ManagerACFO OperationsDirector of HumanResourcesPODsJanuary 20<strong>11</strong>December <strong>2010</strong>December <strong>2010</strong>March 20<strong>11</strong>March 20<strong>11</strong>December <strong>2010</strong>March 20<strong>11</strong>3.6 Develop <strong>and</strong> implement a 3-year NIFRS World Police <strong>and</strong> Fire Games Action <strong>Plan</strong> (ACFO) Director ofCommunityDevelopment/WCCommunity DevelopmentAugust <strong>2010</strong>36Northern Irel<strong>and</strong> Fire & Rescue Service
Key Theme:Supporting our PeopleAim:Provide a well-equipped, skilful <strong>and</strong> highly motivated workforce, able to work safely <strong>and</strong> competently, whose composition reflects the diverse community weserve <strong>and</strong> whose commitment is to achieve their highest personal potential <strong>and</strong> optimum performance.StrategicObjectiveRef No4.1 Following EQIA process, implement HR Strategy.Task/Actions Lead Officer <strong>Annual</strong> TargetDirector of HumanResourcesMarch 20<strong>11</strong>Undertake a review of the effectiveness of existing employee relations’ proceduresincluding consultation arrangements.Identify training needs associated with any employee relations’ initiatives <strong>and</strong>ensure that skills’ training for HR Professionals <strong>and</strong> other senior managers isincluded in the organisational Training Needs Analysis.Produce best practice guidance on employee relations’ matters, as required, tosupport Partnership working <strong>and</strong> deliver organisational change.Following EQIA process implement Dignity at Work Policy <strong>and</strong> consider conflictmanagement provision.Employment Policy ManagerEmployment Policy ManagerEmployment Policy ManagerEmployment Policy ManagerDecember <strong>2010</strong>March 20<strong>11</strong>March 20<strong>11</strong>June <strong>2010</strong>4.2 Implement the new SLA with Skills for Justice, develop skills <strong>and</strong> capacity of theorganisation including leadership <strong>and</strong> management by providing the necessarytraining in line with the 10/<strong>11</strong> Training Needs Analysis.AC Training & Development March 20<strong>11</strong>Provide a Quality Assurance Programme.Developing an organisational leadership development framework including, whereappropriate, provision for partnerships, secondments <strong>and</strong> exchanges.3737<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
StrategicObjectiveRef No4.3 Identify Good Practice approaches to Workforce <strong>Plan</strong>ning, to include high levelreview of Duty System needs in line with DID Report.Task/Actions Lead Officer <strong>Annual</strong> TargetAC Operations/Recruitment& Services ManagerDecember <strong>2010</strong>Prepare <strong>Business</strong> Case <strong>and</strong> issue Tender for ADC process.Implement reviewed application of the National Assessment Development Centre(ADC) process within NIFRS. This is dependent upon progress at national level inrelation to the availability of new assessment materials.4.4 Following EQIA, launch of NIFRS Equality & Diversity Strategy <strong>and</strong> effective use ofE&D Forum for supporting various work stream initiatives in 1 st year.Complete review of the capability of the MIS system for the equality monitoringfunction.4.5 Examine costing implications of Draft Occupational Health Scheme <strong>and</strong> makerecommendations for future management of Occupational Health in preparation ofthe strategic review of HR.Implement revised Drugs <strong>and</strong> Alcohol Policy.EQIA <strong>and</strong> implement 5 Occupational Health Policies -Welfare, Critical IncidentDebriefs, Health Assessments, Health Records <strong>and</strong> Private Medical Treatment.Complete Trauma Awareness Training.Complete training of trainers for Fitness Testing across organisation.Develop 2 new Operational policies <strong>and</strong> review 1 existing Operational policy.Director of HumanResources/AC Training <strong>and</strong>Development/Recruitment &Services ManagerCFO/Equality ManagerEquality managerGC OccupationalHealth/Head of Internal AuditGC Occupational HealthGC Occupational HealthGC Occupational HealthGC Occupational HealthGC OperationsJuly <strong>2010</strong>October <strong>2010</strong>October <strong>2010</strong>June <strong>2010</strong>May <strong>2010</strong>December <strong>2010</strong>October <strong>2010</strong>October <strong>2010</strong>October <strong>2010</strong>November <strong>2010</strong>38Northern Irel<strong>and</strong> Fire & Rescue Service38
Strategic Task/Actions Lead Officer <strong>Annual</strong> TargetObjectiveRef No4.6 Achieve a wider underst<strong>and</strong>ing of NIFRS delivery <strong>and</strong> implementation of the Health<strong>and</strong> Safety at Work Order by raising employee awareness to over 80% employeesin the organisation by providing educational report material <strong>and</strong> carry out an annualEmployee Survey.AGC Health & Safety March 20<strong>11</strong>Implement year 1 of Health & Safety Strategy <strong>2010</strong>-<strong>2015</strong>.(a) Deliver biennially a Health & Safety employees’ awareness survey;(b) Provide 14 District Health & Safety Action <strong>Plan</strong>s.Publish annually a Health & Safety report indicating NIFRS performance in Health<strong>and</strong> Safety.Meet bi-annually with HSE (NI) <strong>and</strong> act upon their recommendations <strong>and</strong> findings.AGC Health & SafetyAGC Health & SafetyAGC Health & SafetyMarch 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>39<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
Key Theme:Managing our Resources <strong>and</strong> Monitoring PerformanceAim:Provide a service that provides value for money <strong>and</strong> is committed to quality <strong>and</strong> continuous improvement.StrategicObjectiveRef No5.1 Review <strong>and</strong> discuss with Representative Bodies the possibility of st<strong>and</strong>ardisingpayments from weekly to monthly subject to Departmental Approval.Task/Actions Lead Officer <strong>Annual</strong> TargetDirector of Finance &Performance ManagementJune <strong>2010</strong>Develop <strong>and</strong> effect systems <strong>and</strong> processes to transfer weekly paid staff to monthlypay.Develop a <strong>Business</strong> Case <strong>and</strong> implement an e-travel <strong>and</strong> subsistence module whichis fully integrated with the TOTAL Financial systems.Take on the role of Systems Administrator for TOTAL finance <strong>and</strong> e-procurement.Prepare Statutory <strong>Annual</strong> Accounts in accordance with external Audit <strong>Plan</strong>.Produce monthly Management Account <strong>and</strong> Reports within 10 working days ofmonth end.Produce Quarterly Performance Reports for PODs to monitor performance.Develop a new Chart of Accounts to include new activity segment.Develop an electronic solution to the “blue card system” within payroll in associationwith Human Resources <strong>and</strong> IT.Ensure that the Heywood’s Pensions Software is fully populated with all the relevantFirefighters/Pensions history.Financial ControllerFinancial ControllerFinancial ControllerFinancial AccountantManagement AccountantManagement AccountantManagement AccountantFinancial ControllerFinancial ControllerSeptember <strong>2010</strong>December <strong>2010</strong>June <strong>2010</strong>June <strong>2010</strong>March <strong>2010</strong>March <strong>2010</strong>September <strong>2010</strong>September <strong>2010</strong>October <strong>2010</strong>40Northern Irel<strong>and</strong> Fire & Rescue Service40
StrategicObjectiveRef No5.2 Continue BA replacement programme to replace existing Breathing Apparatuscapability with next generation respiratory protective equipment.Task/Actions Lead Officer <strong>Annual</strong> TargetGC Technical Research &Development/TransportManagerDecember <strong>2010</strong>Continue with research <strong>and</strong> development project of Positive Pressure Ventilation(PPV) Fans to scope their potential for introduction into NIFRS.Continue with roll out <strong>and</strong> research <strong>and</strong> development programme of Compressed AirFoam System (CAFS) for Internal firefighting.Continue development <strong>and</strong> procurement of specialist Pod Units, in line with NIFRSPod Strategy.Continue to ensure NIFRS meets its legislative responsibilities in relation toequipment <strong>and</strong> employee Health <strong>and</strong> Safety.Continue with Research <strong>and</strong> Development Project for the introduction of Wildl<strong>and</strong><strong>and</strong> other specialist operations equipment in response to an evolving operationalenvironment.Continue to fully implement ‘Pharos’ MIS ‘Equipment Manager Project’.Ensure that NIFRS is kept at the forefront of PPE research <strong>and</strong> development scopedagainst evolving European <strong>and</strong> International st<strong>and</strong>ards of protection.GC Technical Research &Development/AGC (South &East District)GC Technical Research &DevelopmentGC Technical Research &Development/TransportManagerGC Technical Research &DevelopmentGC Technical Research &DevelopmentGC Technical Research &Development/TransportManagerGC Technical Research &Development/WC TechnicalResearch & DevelopmentMarch 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>December 2009March 20<strong>11</strong>December <strong>2010</strong>March 20<strong>11</strong>Continue to implement Fleet Replacement Strategy to ensure IRMP needs.41Transport ManagerMarch 20<strong>11</strong>41<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
StrategicObjectiveRef No5.2 Continue to scope NIFRS Personal Protective Equipment (PPE) needs foroperational/rescue requirements <strong>and</strong> provide recommendations for purchase.Task/Actions Lead Officer <strong>Annual</strong> TargetGC Technical Research &Development/WC TechnicalResearch & DevelopmentMarch 20<strong>11</strong>5.3 Pilot <strong>and</strong> roll out new Electronic Asset Inventory across the organisation.Provide Freedom of Information <strong>and</strong> Data Protection refresher training to relevantstaff within each Area Comm<strong>and</strong>, Training Centre <strong>and</strong> HQ.Review NIFRS Publication Scheme <strong>and</strong> revise as necessary.Provide procurement awareness training to relevant staff within each AreaComm<strong>and</strong>, Training Centre <strong>and</strong> HQ.5.4 Refurbish Rathfril<strong>and</strong> Fire Station after fire damage <strong>and</strong> extend Dromore FireStation, Co Tyrone.Identify areas of vulnerability in NIFRS Estate <strong>and</strong> take appropriate action asfollows:• Carry out 70 Asbestos surveys in keeping with new legislation <strong>and</strong> to updatecurrent asbestos information.• Remove 15 cold water storage tanks in Stations to reduce occurrence ofLegionella in existing water systems on Stations.Develop <strong>and</strong> implement local performance measures in NIFRS Estates in line withvalue for money in Public Sector <strong>Corporate</strong> Services publication.Automate NIFRS Estate drawings to Autocad software.Assistant Admin OfficerFreedom of InformationCo-ordinatorFreedom of InformationCo-ordinatorProcurement OfficerEstates ManagerEstates ManagerEstates ManagerEstates Manager/<strong>Business</strong> ImprovementManagerEstates ManagerMarch 20<strong>11</strong>December <strong>2010</strong>January 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>August <strong>2010</strong>March 20<strong>11</strong>July <strong>2010</strong>December <strong>2010</strong>42Roll out 20 minor improvement programmes of redecorations.42Estates ManagerMarch 20<strong>11</strong>Northern Irel<strong>and</strong> Fire & Rescue Service
43Strategic Task/Actions Lead Officer <strong>Annual</strong> TargetObjectiveRef No5.4 Upgrade additional security to 3 Stations for DIM vehicles.Estates ManagerJune <strong>2010</strong>Erect firefighting units <strong>and</strong> facilities at Aldergrove Airport for flash-over training.5.5 Develop, consult on <strong>and</strong> publish a suite of National/Regional <strong>and</strong> Local PerformanceIndicators.Tender <strong>and</strong> implement Performance Management System in line with IRSimplementation schedule.Develop, publish <strong>and</strong> monitor NIFRS <strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>2015</strong> <strong>and</strong> <strong>Annual</strong><strong>Business</strong> <strong>Plan</strong> 10/<strong>11</strong>.5.6 Develop a single Graphic Design Tender <strong>and</strong> appoint supplier – manage NIFRS<strong>Corporate</strong> Identity <strong>and</strong> Br<strong>and</strong> Development.Develop, introduce <strong>and</strong> promote a Staff Suggestion Scheme.Develop <strong>and</strong> implement external communications strategies for proactive (PR) <strong>and</strong>reactive (press office; issues management) media activity – including provision ofmedia training programme.Produce, design <strong>and</strong> publish <strong>Annual</strong> Report 2009/10.Estates ManagerDirector of <strong>Plan</strong>ning &<strong>Corporate</strong> Affairs/Strategic<strong>Plan</strong>ning ManagerDirector of <strong>Plan</strong>ning &<strong>Corporate</strong> Affairs/ICTManagerStrategic <strong>Plan</strong>ningManager/<strong>Corporate</strong>Services Manager<strong>Corporate</strong> CommunicationsOfficer<strong>Corporate</strong> CommunicationsManager/<strong>Corporate</strong>Communications Officer<strong>Corporate</strong> CommunicationsManager/<strong>Corporate</strong>Communications Officer<strong>Corporate</strong> CommunicationsOfficerMay <strong>2010</strong>April <strong>2010</strong>September <strong>2010</strong>May <strong>2010</strong>June <strong>2010</strong>September <strong>2010</strong>March 20<strong>11</strong>July <strong>2010</strong>43<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
StrategicObjectiveRef No5.6 Develop <strong>and</strong> produce staff newsletters/magazine.Task/Actions Lead Officer <strong>Annual</strong> Target<strong>Corporate</strong> CommunicationsManager/<strong>Corporate</strong>Communications OfficerMarch 20<strong>11</strong>Revision of <strong>Corporate</strong> Communications Policies – <strong>Corporate</strong> Identity Guidelines <strong>and</strong>Media H<strong>and</strong>book.Management of NIFRS website – design <strong>and</strong> content update.Develop <strong>2010</strong>/<strong>11</strong> Consultation Strategy.Management <strong>and</strong> review of Team Brief system.<strong>Corporate</strong> CommunicationsManager/<strong>Corporate</strong>Communications Officer<strong>Corporate</strong> CommunicationsOfficer<strong>Corporate</strong> CommunicationsOfficer<strong>Corporate</strong> CommunicationsOfficerSeptember <strong>2010</strong>June <strong>2010</strong>June <strong>2010</strong>September <strong>2010</strong>5.7 Maintain <strong>and</strong> develop NIFRS <strong>Business</strong> Continuity <strong>Plan</strong>. GC Operations Policy March 20<strong>11</strong>5.8 Provide a bi-annual Internal Audit Assurance Statement identifying key controlissues within NIFRS.Ensure that all audit recommendations are implemented on a timely basis <strong>and</strong> thataction taken can be verified as complete.Execute the annual Station, District <strong>and</strong> Area Audit program implementing anylearning points arising into a review of policies <strong>and</strong> pro formas.Support work towards certification to BS 25999.Head of Internal AuditHead of Internal AuditHead of Internal AuditGC Operations PolicySeptember <strong>2010</strong>March 20<strong>11</strong>March 20<strong>11</strong>November <strong>2010</strong>March 20<strong>11</strong>44Northern Irel<strong>and</strong> Fire & Rescue Service44
Strategic Task/Actions Lead Officer <strong>Annual</strong> TargetObjectiveRef No5.9 Review <strong>Corporate</strong> Governance processes <strong>and</strong> procedures in line with DHSSPSrequirements.Head of Internal Audit March 20<strong>11</strong>In line with DHSSPS guidance produce a bi-annual Statement of Internal Controldocumenting all identified control weaknesses.Ensure that NIFRS Risk Management processes are in line with Orange Book BestPractice.Co-ordinate, record responses to Assembly Questions, FOI, Data Protection <strong>and</strong>other correspondence within agreed timeframe.Devise <strong>and</strong> implement new Board Induction <strong>and</strong> Training ProgrammeProvide permanent ICT support for Board Room <strong>and</strong> the management of meetingrooms.Consult <strong>and</strong> implement revised Travel <strong>and</strong> Subsistence Policy.Review NIFRS <strong>Corporate</strong> Risk Management process, <strong>and</strong> implement <strong>and</strong> monitor<strong>Corporate</strong> Risk Management Register.CFO/Head of Internal AuditHead of Internal AuditDirector of <strong>Plan</strong>ning &<strong>Corporate</strong> Affairs/BoardAdministrative Secretary/Information OfficerDirector of <strong>Plan</strong>ning &<strong>Corporate</strong> Affairs/<strong>Corporate</strong>Services ManagerBoard AdministrativeSecretary/ICT ManagerDirector of <strong>Plan</strong>ning &<strong>Corporate</strong> AffairsStrategic <strong>Plan</strong>ningManager/<strong>Business</strong>Improvement ManagerMay <strong>2010</strong>October <strong>2010</strong>March 20<strong>11</strong>March 20<strong>11</strong>July <strong>2010</strong>June <strong>2010</strong>June <strong>2010</strong>March 20<strong>11</strong>45<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
StrategicObjectiveRef No5.9 Prepare <strong>and</strong> issue Tender documents for the delivery of a range of legal services.Task/Actions Lead Officer <strong>Annual</strong> TargetDirector of <strong>Plan</strong>ning &<strong>Corporate</strong> Affairs/AdminManagerOctober <strong>2010</strong>Design <strong>and</strong> publish a range of internal documents in line with NIFRS <strong>Corporate</strong>Br<strong>and</strong>ing including:• <strong>Business</strong> Cards• PostersFollowing approval by DHSSPS of the <strong>Business</strong> Case, issue Tender for theprovision of revised catering arrangements.• Commence implementation of revised catering arrangements.Board AdministrativeSecretary/SecretarialServices SupervisorDirector of <strong>Plan</strong>ning &<strong>Corporate</strong>/Admin ManagerJune <strong>2010</strong>May <strong>2010</strong>Sept <strong>2010</strong>46Northern Irel<strong>and</strong> Fire & Rescue Service
Key Theme:Protecting the EnvironmentAim:Contribute to a safer environment for our communities by implementing NIFRS environmentally friendly initiatives in line with Government legislation, policy<strong>and</strong> targets.Strategic Task/Actions Lead Officer <strong>Annual</strong> TargetObjectiveRef No6.1 Consult <strong>and</strong> implement NIFRS Environmental Management System.Capital Projects Manager June 20<strong>11</strong>Continue to reduce CO 2 carbon emissions by 3% year on year.• Replace 5 No existing metal Appliance Room doors with insulated doors.• Convert one additional oil-fired boiler to gas-fired.• Install a CHP (combined heating <strong>and</strong> power unit) into Crescent Link Fire Station.Implement a number of environmentally-friendly initiatives in line with Governmentpolicy.Estates ManagerTransport ManagerMarch 20<strong>11</strong>March 20<strong>11</strong>March 20<strong>11</strong>May <strong>2010</strong>March <strong>2010</strong>6.2 Enhance NIFRS environmental protection capability. GC Operations Policy March 20<strong>11</strong>47<strong>Corporate</strong> <strong>Plan</strong> <strong>2010</strong>-15 <strong>and</strong> <strong>Annual</strong> <strong>Business</strong> <strong>Plan</strong> <strong>2010</strong>/<strong>11</strong>
Northern Irel<strong>and</strong> Fire & Rescue Service
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Northern Irel<strong>and</strong> Fire & Rescue Service1 Seymour Street,LisburnBT27 4SXT: 028 9266 4221F: 028 9267 7402www.nifrs.org50Northern Irel<strong>and</strong> Fire & Rescue Service