Corporate Plan 2010-2015 and Annual Business Plan 2010/11 ...

Northern Ireland 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 11-17CORPORATE PLAN 2010-15 STRATEGIC OBJECTIVES 18-26BUSINESS PLAN 2010/2011 27-47Corporate Plan 2010-15 and Annual Business Plan 2010/11

FOREWORD BY CHIEF FIRE OFFICERI am pleased to present the Northern Ireland Fire & Rescue Service Corporate Plan 2010-2015 and Annual Business Plan 2010/11.This plan explains our work in protecting the public and the challenges we face indelivering our services. We must sustain and build on the excellent work being done byour staff and ensure we continue to strive for even more efficient and effective servicedelivery.Over the past year we have continued to develop and improve the way we serve ourcommunity. The number of injuries in fires and 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 and taking positive actions with particular riskgroups including vulnerable adults, children and 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 and 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 and I am confident that our planning over the next few years will ensure that we continue to provide an outstandingservice to the community.This plan provides a mechanism for which we can account for our performance against specific targets and objectives andrepresents another major step forward in providing the best possible Fire and Rescue Service for the people of Northern Ireland.Louis B JonesACTING CHIEF FIRE OFFICERNorthern Ireland Fire & Rescue Service 2

VISION, MISSION AND CORE VALUESOur Vision in Northern Ireland Fire & Rescue Service will be achieved by providing the people of Northern Ireland with the highestpossible standard of service.Vision StatementProtecting Our CommunityOur Mission will help us to achieve our Vision.Mission StatementTo deliver a fire and rescue service and work in partnership with others to ensure the safety and 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 and 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 and fairness and we consider the needs of our staff and the community we serve;• Communication - We value open and honest communication with our staff and with all our stakeholders;• Partnership - We value working in partnership; and• Pursuit of Excellence - We value continuous improvement at all levels of our organisation.3Corporate Plan 2010-15 and Annual Business Plan 2010/11

INTRODUCTIONThis document has 3 main sections as follows:1 An overview of the strategic context, purpose and vision.2 NIFRS Corporate Plan setting out high level medium to long term objectives for the period 2010-2015.3 Annual Business Plan including tasks and targets to be achieved during 2010/11.WHO WE ARENorthern Ireland Fire & Rescue Service serves the entire population of Northern Ireland, an area of over 5,500 square miles, with apopulation of 1.7 million.The performance of Northern Ireland Fire & Rescue Service is overseen by the Chairman, the Chief Fire Officer and 6 nonexecutiveMembers of the NIFRS Board.Northern Ireland Fire & Rescue Service is managed by Acting Chief Fire Officer Louis Jones, assisted by 6 Directors knowncollectively as the Principal Officers’ and Directors’ Group.The organisation is divided into 4 operational Command Areas with Fire & Rescue Service Headquarters situated in Lisburn,County Antrim, and a Training Centre which is currently situated at Boucher Crescent in Belfast.Each Area Command 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 Ireland 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 Ireland Fire & Rescue Service, like other Fire & Rescue Services across the UK, finds itself having to deliver efficient andeffective services in a constantly changing and challenging environment.Northern Ireland Fire & Rescue Service4

NIFRS has to deliver enhanced resilience capacity, operate a risk-based approach to determining appropriate levels of preventativeand responsive service delivery at local level, make provision for rescuing people from road traffic collisions, implement farreachingtargets to improve the diversity of its workforce and deliver a public service in a tighter financial climate. The Service alsomust continue to deliver its “core business” of fire services.The key challenges and influences for NIFRS over the next 5 years 2010-2015 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 and thenmanaging it to improve the overall performance of NIFRS.• Managing People – Improving equality and 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 and savings, and systematicallyidentifying costs and 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 (2011-2014);• Programme for Government 2008-2011 Public Service Agreement (PSA) targets;• Environmental and Social Issues - flooding, climate change, aging population and areas of deprivation; and• Programme for Government - Public Service Agreement Targets.It is essential that NIFRS show how tomorrow’s outcomes will be achieved by today’s inputs and processes.5Corporate Plan 2010-15 and Annual Business Plan 2010/11

HOW WE MANAGENIFRS is committed to continuous improvement through plannedinitiatives and activities to improve the quality of fire and rescueservices in Northern Ireland. 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 developedand implemented a number of Key Performance Measures andTargets. These Measures and Targets are agreed and 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 andDHSSPS as part of our monitoring process. At the end of eachfinancial year we report our performance against these targets in ourAnnual Report and Statement of Accounts which is laid before theNorthern Ireland Assembly. Our Accounts are audited by theComptroller & Auditor General in accordance with Section ii (2) of theGovernment Resources and Accounts Act (Northern Ireland) 2001.NIFRS forecasts expenditure and income taking account of guidanceprovided by the DHSSPS.Northern Ireland Fire & Rescue Service6

CORPORATE PLANNING CONTEXTNIFRS Corporate Plan sets out our strategic intent and 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 2008-2011. NIFRS uses an integrated strategic planning and performance approach aspart of its business planning cycle; this is outlined below.Strategic Planning and Performance Management CycleOur StakeholdersCorporate Plan• Mission & Vision• Values• Key Performance IndicatorsOur StakeholdersEnvironmental Scanning• Policy and Legislation• Stakeholder feedback• Scrutiny• Review of Public Administration• Public Service Agreement targetsNIFRSDeployment & Implementation• Annual Business Plan• Dept/Area/District/Station Plans• Personal Development PlansAnnual Performance Management• Statistical Reports• 6 monthly Progress Report• Audit internal/external• Self assessment• Annual Report and Statement of Accounts• Corporate Risk Register• Business Continuity Management• Budget MonitoringOur PeopleOur People7Corporate Plan 2010-15 and Annual Business Plan 2010/11

National FrameworksNational Framework documents form strategies and set out Government’s expectations of how Fire and Rescue Services will bedelivered in England, Scotland and 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 Ireland. Each framework providesdirection for the respective Fire & Rescue Service over the coming years.However, our Corporate Plan 2010-2015 clearly sets strategic direction for NIFRS and provides a framework which outlines howNIFRS will meet the expectations of the Assembly Government in Northern Ireland. It contains priorities and objectives for the next5 years and sets the context in which NIFRS operates.The Key Strategic Themes in this document are mapped against the chapters and sections outlined within each of the NationalFramework documents. These can be seen in the table below.Corporate Plan 2009-2014National FrameworkNorthern Ireland England Scotland Wales• Responding to Emergencies• Developing Safer Community• Protecting Our Environment• Prevention, Protectionand Response• Resilience• Fire Prevention andRisk Management• Intervention• Resilience and NewDimension• Prevention, Protection andResponse• Resilience• Working Together Effectively• Supporting Our People • Diversity andWorkforce• The Workforce • People and PeopleDevelopment• Managing Our Resourcesand Monitoring Performance• Leading and ManagingChange• Governance andImprovement• Finance• Performance• Performance Management toDrive Efficiency9Corporate Plan 2010-15 and Annual Business Plan 2010/11

10ACCOUNTABILITY AND GOVERNANCEWe measure our performance against Key Performance Targets twice yearly. The outturns against the published targets will bedetailed in our Annual Report. Progress is monitored by NIFRS on a regular basis using the following reports:Annual Business Progress Report - records progress on our Business Plan targets and is compiled 6-monthly. This documentalso facilitates internal benchmarking and highlights areas for attention.The Corporate 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 and objectives, whilst safeguarding the public funds and assets in accordance withthe responsibilities set out in Managing Public Money (Northern Ireland).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.Planning AssumptionsThe Corporate Plan 2010-2015 and Annual Business Plan 2010-11 has been produced on the basis that resources foradministration costs, maintenance and 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 Ireland Fire & Rescue Service10

OVERVIEW OF KEY BUSINESS ACHIEVEMENTS AND PERFORMANCE RESULTS 2009/10Responding to EmergenciesProvide and maintain an efficient and effective fire and rescue service which is responsive to the needs of the communityin Northern Ireland.Key Achievements during 2009/10• 1,136 rescues from fire, road traffic collisions and other incidents.• Dwelling fires and Special Service Call Risk Assessment complete.• Interagency training conducted to facilitate the roll-out of new EmergencyPlanning/Resilience Group.• 15 New ‘Core’ conversions introduced on all Rescue Appliances and 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 2009/2010600005500050000Emergency Calls Received & MobilisedReceivedMobilised1600140012001420RTC's Attended1303Fatalities Casualties Rescues1220 1227No. Calls4500040000350003000025000200002006/2007 2007/2008 2008/2009 2009/2010YearNo. Instances10008006004002000461409 387 42384 61 54 632006/2007 2007/2008 2008/2009 2009/2010Year1111Corporate Plan 2010-15 and Annual Business Plan 2010/11

Developing a Safer CommunityReduce the incidence of fire and other emergencies by the provision of an efficient and effective safety education, adviceand 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 2009/2010No. Fires840835830825820815810Number of Dwelling Fires8378298228192006/2007 2007/2008 2008/2009 2009/2010YearNo. Calls5000450040003500300025002000150010005000Malicious (Hoax) Calls Received & MobilisedReceived Mobilised2006/2007 2007/2008 2008/2009 2009/2010YearNo. Fires3,0002,5002,0001,5001,0005000Number of Deliberate Property Fires2,7612,6732,1922,0692006/2007 2007/2008 2008/2009 2009/2010Year1212Northern Ireland Fire & Rescue Service

Leading and Managing ChangeLead, plan and manage organisational change in line with present and future needs and expectations of stakeholders andthe capacity to deliver potential and optimum performanceKey Achievements during 2009/10• £1.257 million letter of offer received for SEUPB cross-bordercollaboration project.• Gold Award achieved for Northern Ireland 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 2009/2010Estates Capital Replacement ProgramProgress Status (26 Stations)27%27%8%8%65%65%Site Search Stage C Design Business Case Approval1313Corporate Plan 2010-15 and Annual Business Plan 2010/11

Supporting our PeopleProvide a well- equipped, skilful and highly motivated workforce, able to work safely and competently, whose compositionreflects the diverse community we serve and whose commitment is to achieve their highest personal potential andoptimum performance.Key Achievements during 2009/10• 2009 ROSPA highly commended Sector Award Winners.• Staff Survey completed.• Induction Programme developed and introduced.• 17 Health and Safety Audits carried out in Fire Stations.Performance Results 2009/201070%Staff Opinion Survey - Results Summary14Working Days/Shifts Lost due to SicknessAll Staff%60%50%40%30%20%10%0%No. Days1210864211.810.48.28.6Overall - WorkingOverall - JobOverall -Overall - Rew ard & Overall - Training & Overall - Leadership0EnvironmentSatisfactionCommunicationRecognitionDevelopment2006/2007 2007/2008 2008/2009 2009/2010% Positive % Negative % NeitherYear250Accidents at Work30000Training Days Delivered275242569220025000No. Accidents150100No. Days20000150001352919221501000002006/2007 2007/2008 2008/2009 2009/20105000Year02006/2007 2007/2008 2008/2009 2009/2010Total On Duty Accidents All StaffTotal Firefighter On Duty AccidentsYear1414Northern Ireland Fire & Rescue Service

Managing our Resources and Monitoring PerformanceProvide a service that provides value for money and is committed to quality and continuous improvement.How resources are utilisedRevenue BudgetThe 2010/11 Revenue Budget for the Northern Ireland Fire and Rescue Service is £80,608k. The table below provides an analysisof our Revenue Budget by category of expenditure.2010/11 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 and 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 2010 and 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 and timely information is provided to internal and external stakeholders; and• all services operate in the most efficient manner.During 2010/11 NIFRS is committed to achieving £1.9m efficiencies in line with Departmental CSR objectives. This will beachieved as follows:1515Corporate Plan 2010-15 and Annual Business Plan 2010/11

Cumulative Efficiency Savings over CSRPeriod 2008/09 -2010/11£’000’sEfficiencies due to Community Safety Initiatives 1,763Efficiencies due to savings in administrative /overhead expenditure 137TOTAL 1,900Capital BudgetThe 2010/11 Capital Budget for the Northern Ireland Fire and Rescue Service is£7,854k. NIFRS continues to invest in it’s emergency fleet, estate and ICT infrastructure Performance Results 2009/10in order to ensure that we maintain and indeed improve the operational capability ofthe organisation. The table below provides an analysis of our Capital Budget by140125category of expenditure.120Vehicle Spare Inventory Holding11316Northern Ireland Fire & Rescue Service2010/11 Capital Budget 2009/10 Capital BudgetExpenditure Category £’000* % £’000 %Land & 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’ 2010/2011 allocation subject to confirmationKey Achievements during 2009/10• 10 Water Tenders (WRLs), 2 Rescue Pumps, 2 high output Foam Tendersand 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 2009/2010YearInvoices Paid96.79791.589.62006/2007 2007/2008 2008/2009 2009/2010Year

Protecting the EnvironmentContribute to a safer environment for our communities by implementing NIFRS environmentally-friendly initiatives in linewith Government legislation, policy and targets.Key Achievements during 2009/10• CO 2 emissions reduced.• New Environmental Management System developed.Performance Results 2009/20101950019000Annual Energy Consumption (Normalised)1913418650NPI KWh/m218500180001794517500170002006/2007 2007/2008 2008/2009Year17Corporate Plan 2010-15 and Annual Business Plan 2010/11

CORPORATE PLAN2010-15STRATEGIC OBJECTIVES18Northern Ireland Fire & Rescue Service

RefNoKey Theme:Responding to Emergencies1.0 Aim:Provide and maintain an efficient and effective fire and rescue service which is responsive to the needs of the community in NorthernIreland.Strategic Objectives1.11.21.31.4Improve service delivery through the process of integrated risk management planning and interagency and partnership working.Implement NIFRS Road Safety Strategy 2008-2013.Improve rescue capability and resilience in response to internal organisational and external stakeholder needs.Develop and improve upon the deployment and resilience of resource mobilisations within a fully interoperable communicationssolution:• Replace existing Command & Control system and associated integrated systems by 2014; and• Replace existing GD92 Mobilising Technology by July 2011.Associated Performance Indicators:999 emergency response timesOperational Resource AvailabilityNumber of Road Traffic Collisions (RTCs) attended by NIFRS with related fatal and non-fatal injuries. Public Service Agreement(PSA) 14 - Promoting Safer Roads1919Corporate Plan 2010-15 and Annual Business Plan 2010/11

RefNoKey Theme:Developing a Safer Community2.0 Aim:Reduce the incidence of fire and other emergencies by the provision of an efficient and effective safety education, advice and legalenforcement service.Strategic Objectives2.12.22.3NIFRS will fully enforce The Fire & Rescue Services (Northern Ireland) Order 2006 by providing a risk-based inspection programmeand fire safety information.Ensure all fires attended by NIFRS are fully investigated and take appropriate educational and/or enforcement actions when issuesfor improvement are identified.Provide education and community engagement activities to raise awareness to the dangers of fire and other emergencies.Associated Performance Indicators:Public Service Agreement (PSA) 16 – Investing in Health and 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 Ireland Fire & Rescue Service20

RefNoKey Theme:Leading and Managing Change3.0 Aim:Lead, plan and manage organisational change in line with present and future needs and expectations of stakeholders and thecapacity to deliver.Strategic Objectives3.1Strive for excellence through a visible commitment of continuous improvement and quality frameworks, processes and systems:Review the benefits of ISO, BS and Customer Service Excellence and begin a programme of work leading to accreditation.• Achieve Investors in People Accreditation by 2012;• Implement EFQM assessment recommendations by June 2011 and submit application to ‘Steps to Excellence’ by September2011;• Achieve ISO Accreditation by June 2013; and• Achieve Customer Excellence standard by June 2012.3.2Work in partnership with client advisers, DHSSPS and 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; and• Develop new Integrated Training facility at Cookstown by 2014.21Corporate Plan 2010-15 and Annual Business Plan 2010/11

RefNo3.3Key Theme:Leading and Managing ChangeUtilise the potential of modern technologies to deliver business change and 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 and phase 2 by 2015;• 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 2015;• Introduce a technology refresh for Retained Payroll by 2012;• Introduce an Asset Management System by December 2011;• Relocate existing communications cabinet to server room by 2013; and• Introduce Security Monitoring, Analysis and 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; and• Implement Partnership initiatives arising from Cross Border collaboration.3.53.6Continue to review organisational needs in relation to strategy, processes and delivery of services.Work in Partnership with Key Stakeholders to plan and deliver:• World Police and Fire Games by 2013; and• World Extrication Championships by 2013.Associated Performance Indicators:Set Local Performance Indicators.22Northern Ireland Fire & Rescue Service

RefNoKey Theme:Supporting our People4.0 Aim:Provide a well-equipped, skilful and highly motivated workforce, able to work safely and competently, whose composition reflects thediverse community we serve and whose commitment is to achieve their highest personal potential and 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 demands are met in terms of workforce practices, skills andcompetencies.Implement NIFRS Equality & Diversity Strategy 2010-2020.Reduce the level of absenteeism through pro-active Attendance Management and the implementation of the Occupational HealthScheme.Comply with all relevant Health & Safety at Work Legislation to ensure the safety of personnel in operational and non-operationalenvironments.Associated Performance Indicators:Reduction on attacks on Emergency Service Personnel and damage to appliances.Reduction in reportable accidents in the workplace and serious accidents and injuries.Absenteeism Statistics.Female Firefighters as new entrants to Fire & Rescue Service.Equality Monitoring Statistics.2323Corporate Plan 2010-15 and Annual Business Plan 2010/11

RefNoKey Theme:Managing our Resources & Monitoring Performance.5.0 Aim:Provide a service that provides value for money and is committed to quality and continuous improvement.Strategic Objectives5.15.25.35.45.55.65.7Implement NIFRS Financial Strategy in line with the new Comprehensive Spending Review 2011-2014 to ensure transparency,accountability and value for money.Implement Replacement Strategies 2008-2018 for equipment, fleet and Personal Protective Equipment (PPE).Implementation of the NIFRS Procurement Strategy 2009-2012.Develop, consult and implement NIFRS Estates Management Strategy 2010-2015.Deliver an Integrated Performance Management and Planning process for NIFRS 2010-2015.Implement a Corporate Communication Strategy 2009-2014.Ensure NIFRS Business Continuity Management Systems are in place.• Achieve certification to the Business Continuity British Standard (BS 25999) by April 2011; and• Maintain Certification to BS 25999 from 2011-2014.5.85.9Continue to strive for improvement through self-assessment, peer assessment and audit.Ensure Corporate Governance arrangements in NIFRS are transparent and effective.24Northern Ireland 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 and Estates.25Corporate Plan 2010-15 and Annual Business Plan 2010/11

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 and targets.Strategic Objectives6.16.2Develop and implement an Environmental Management System by June 2011.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 Ireland Fire & Rescue Service

ANNUAL BUSINESSPLAN 2010/1127Corporate Plan 2010-15 and Annual Business Plan 2010/11

Key Theme:Responding to EmergenciesAim:Provide and maintain an efficient and effective fire and rescue service which is responsive to the needs of the community in Northern Ireland.StrategicObjectiveRef No1.1 Develop Strategic Partnership Register and monitor benefits and impacts ofPartnership working.Task/Actions Lead Officer Annual TargetBusiness ImprovementManager/SecretarialAssistantMarch 2011Implement appropriate NIFRS Emergency Response Standards.Enhance NIFRS response to operational incidents.Carry out an analysis of emergency incidents with reference to population sociodemographics.Develop 3 new and review 4 existing Standard Operating Procedures (SOP).Enhance the effectiveness of NIFRS working operationally to meet communityneeds.Improve professional standards of Operational staff through targeted training.Contribute to the ongoing roll out of Civil Contingencies activities in NorthernIreland.Improve multi-agency interoperability at major incidents.Enhance NIFRS chemical, biological, radiological and nuclear (CBRN)preparations.GC Operations DevelopmentGC Operations PolicyGC Operations DevelopmentGC Operations PolicyGC Operations PolicyGC Operations PolicyGC Operations PolicyGC OperationsGC OperationsMarch 2011March 2011March 2011February 2011February 2011February 2011September 2010March 2011January 201128Northern Ireland Fire & Rescue Service28

Strategic Task/Actions Lead Officer Annual TargetObjectiveRef No1.1 Assess the cross-cutting issues from existing NIFRS policies relating to Wholetimeestablishment.GC OperationsMarch 2011Enhance NIFRS ability to address Heritage Protection issues.Consider the issues raised by the National Policing Improvement Agency Multi-Agency Interoperability Guidance and assess how they will impact on NIFRSIncident Command Procedures.Monitor national operations related Fire Service initiatives and assess the likelyimpact of these on NIFRS policies and procedures.Provide evidence to improve operational service delivery through research andconsultation.1.2 In Partnership with DOE develop and monitor NI Road Safety Strategy. Actionmeasures for NIFRS.Implement year 3 of NIFRS Road Safety Strategy.1.3 Continue to ensure that transportation and equipment needs of Road SafetyStrategy initiatives are fully provided for.Continue to ensure that the needs of the CBRN and Specialist Rescue function arefully provided for within an overarching LTCM and asset refresh programme.Continue to ensure that the transportation and equipment needs of WildfireStrategy initiatives are fully provided for.AC OperationsAC OperationsAC OperationsResearch OfficerStrategic Planning ManagerRoad Safety ManagerGC Technical Research &DevelopmentGC Technical Research &DevelopmentGC Technical Research &DevelopmentMarch 2011March 2011March 2011March 2011March 2011March 2011March 2011March 2011March 2011Establish an interim One Stop Shop Facility for Fleet & Equipment Services(ACFO) Director of TechnicalDevelopment/TransportManagerDecember 20102929Corporate Plan 2010-15 and Annual Business Plan 2010/11

Strategic Task/Actions Lead Officer Annual TargetObjectiveRef No1.4 Establish Regional Control Centre (RCC) Resilience Team in line with BusinessContinuity Planning best practice.GC RCCMarch 201130Implement a dynamic shift system within the RCC to respond to peak servicedelivery demands.Implement staff training programme to accommodate the continued introduction ofnew technologies into RCC.Implement a fully integrated Command & Control replacement project for RCC andStandby RCC (Phase 1).Continue to fully implement the extended Command Support Unit technologyproject in all NIFRS Command 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 Ireland 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 2011July 2010March 2011March 2011March 2011December 2010March 2011September 2010March 2011

Key Theme:Developing a Safer CommunityAim:Reduce the incidence of fire and other emergencies by the provision of an efficient and effective safety education, advice and legal enforcement service.StrategicObjectiveRef No2.1 Consult, agree and implement Community Safety Strategy 2010-2015 takingcognisance of the DID Review.Task/Actions Lead Officer Annual Target(ACFO) Director ofCommunity Development/GC CommunityDevelopmentJune 2010Carry out 6,860 risk based audit inspection of commercial premises, each AreaCommand 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.Annually 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 2011March 2011March 20113131Corporate Plan 2010-15 and Annual Business Plan 2010/11

StrategicObjectiveRef No2.1 Supply appropriate support and material to ensure an entire communityunderstands their obligation to building protection under The Fire Services (NI)Order 2006.Task/Actions Lead Officer Annual Target(ACFO) Director ofCommunity Development/AGC Fire LegislationMarch 2011Ensure 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 and Criminal Evidence (PACE) compliant evidence andstatistical data to assist NIFRS prosecutions.Research for a suitable electronic file storage and management system.2.2 Reduce annually malicious calls and Unwanted Fire Signals by 5% year on year.• Provide annually 4 seminars highlighting the impact of Unwanted FireSignals and update all policies and procedures in line with currentlegislation.• Review the number of mobilisations of Automatic Fire Alarms, particularly innon-domestic dwellings and identify best practice.(ACFO) Director ofCommunity Development/AGC Fire Legislation(ACFO) Director ofCommunity Development/AGC Fire Legislation(ACFO) Director ofCommunity Development/GC CommunityDevelopmentMarch 2011March 2011March 2011Provide annually a seminar on issues impacting on fire investigation in NorthernIreland.Expand the deliberate Fire Setting Forum membership to include full CouncilRepresentation and ensure that the Forum meets bi-annually.(ACFO) Director ofCommunity Development/GC CommunityDevelopment(ACFO) Director ofCommunity Development/GC CommunityDevelopmentMarch 2011March 201132Northern Ireland Fire & Rescue Service32

StrategicObjectiveRef No2.3 Design and implement a Community Safety initiative that encourages the entirecommunity to test their smoke alarm weekly and to act upon a fire escape plan bydistributing 30,000 leaflets and utilising media campaigns across the full range ofmedium.Task/Actions Lead Officer Annual Target(ACFO) Director ofCommunity Development/AGC Community EducationMarch 2011Provide 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 and 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 and additionally summer safety, attacks onFirefighters and Home Fire Safety Checks.Achieve a 2% year on year reduction in deliberate primary fires and 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 2011March 2011March 2011March 2011Deliver to all Primary 5 school children in Northern Ireland a Fire Safety EducationProgramme.AGC Community Education March 201133Corporate Plan 2010-15 and Annual Business Plan 2010/11

Key Theme:Leading and Managing ChangeAim:Lead, plan and manage organisational change in line with present and future needs and expectations of stakeholders and the capacity to deliver.StrategicObjectiveRef No3.1 Implement agreed actions arising from EFQM external assessment feedbackreport.Task/Actions Lead Officer Annual TargetStrategic Planning Manager/Business ImprovementManagerMarch 2011Develop specific benchmarking relationships outside Fire & Rescue Service in 3key areas.Implement internal IIP Action Plan.• Carry out mock assessment.Strategic Planning Manager/Business ImprovementManagerStrategic Planning Manager/Business ImprovementManagerMarch 2011December 2010Review, revise and issue Customer Service Excellence leaflets and guidance.• Begin customer mapping and segmentation in pilot area.3.2 Complete OBC2 Business Cases for Fintona, Newtownstewart, Dungiven andCushendall.• Ballymena, Downpatrick, Newtownards.Plan and prioritise the new build programme for 5 Fire Stations in Omagh,Newtownstewart, Cushendall, Fintona and Ballycastle.• Identify 3 sites for replacement Fire Stations.Strategic Planning Manager/Business ImprovementManagerStrategic Planning Manager/Capital Projects ManagerStrategic Planning Manager/Capital Projects ManagerSeptember 2010July 2010May 2010December 2010March 201134Northern Ireland Fire & Rescue Service34

Strategic Task/Actions Lead Officer Annual TargetObjectiveRef No3.2 Plan and implement decant arrangements for Omagh, Fintona andNewtownstewart.Capital Projects Manager March 2011Progress Business Case and 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 and the Chief Fire and RescueAdvisor.3.3 Develop and implement a Unified Data & Voice Communications Solution(VoIP) (Phase 1).Introduce a solution for AutoCAD (Architectural and Construction) Systems,Property Services and CAD Technicians.Introduce a fully integrated Electronic Document Records Management System(EDRMS) as a constituent of an overarching electronic services deliveryprogramme (Phase 1).Develop and introduce an NIFRS wide area Intranet facility.Introduce RFID Technologies for Operational Cordon Control & PPE tracking andtracing.Revise and publish ICT Strategy.Develop and publish a revised overarching ICT Security Strategy.Progress security and 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 2011January 2011December 2010March 2011March 2011March 2011December 2010May 2010September 2010September 20103535Corporate Plan 2010-15 and Annual Business Plan 2010/11

StrategicObjectiveRef No3.3 Introduce an integrated Video Conferencing solution.Task/Actions Lead Officer Annual TargetAGC RCC TechnicalManagerJanuary 2011Enhance 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 and develop existing mechanisms for cross-border liaison.3.5 Carry out a Strategic Review of Human Resources and develop the capacity of thefunction for partnership working and change management in line with the DIDReview.Implement agreed recommendations of the DID Team Report on OrganisationalReview of NIFRS 2009.ICT ManagerAGC CommunicationsAGC CommunicationsStrategic Planning ManagerACFO OperationsDirector of HumanResourcesPODsJanuary 2011December 2010December 2010March 2011March 2011December 2010March 20113.6 Develop and implement a 3-year NIFRS World Police and Fire Games Action Plan (ACFO) Director ofCommunityDevelopment/WCCommunity DevelopmentAugust 201036Northern Ireland Fire & Rescue Service

Key Theme:Supporting our PeopleAim:Provide a well-equipped, skilful and highly motivated workforce, able to work safely and competently, whose composition reflects the diverse community weserve and whose commitment is to achieve their highest personal potential and optimum performance.StrategicObjectiveRef No4.1 Following EQIA process, implement HR Strategy.Task/Actions Lead Officer Annual TargetDirector of HumanResourcesMarch 2011Undertake a review of the effectiveness of existing employee relations’ proceduresincluding consultation arrangements.Identify training needs associated with any employee relations’ initiatives andensure that skills’ training for HR Professionals and other senior managers isincluded in the organisational Training Needs Analysis.Produce best practice guidance on employee relations’ matters, as required, tosupport Partnership working and deliver organisational change.Following EQIA process implement Dignity at Work Policy and consider conflictmanagement provision.Employment Policy ManagerEmployment Policy ManagerEmployment Policy ManagerEmployment Policy ManagerDecember 2010March 2011March 2011June 20104.2 Implement the new SLA with Skills for Justice, develop skills and capacity of theorganisation including leadership and management by providing the necessarytraining in line with the 10/11 Training Needs Analysis.AC Training & Development March 2011Provide a Quality Assurance Programme.Developing an organisational leadership development framework including, whereappropriate, provision for partnerships, secondments and exchanges.3737Corporate Plan 2010-15 and Annual Business Plan 2010/11

StrategicObjectiveRef No4.3 Identify Good Practice approaches to Workforce Planning, to include high levelreview of Duty System needs in line with DID Report.Task/Actions Lead Officer Annual TargetAC Operations/Recruitment& Services ManagerDecember 2010Prepare Business Case and 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 and 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 and makerecommendations for future management of Occupational Health in preparation ofthe strategic review of HR.Implement revised Drugs and Alcohol Policy.EQIA and implement 5 Occupational Health Policies -Welfare, Critical IncidentDebriefs, Health Assessments, Health Records and Private Medical Treatment.Complete Trauma Awareness Training.Complete training of trainers for Fitness Testing across organisation.Develop 2 new Operational policies and review 1 existing Operational policy.Director of HumanResources/AC Training andDevelopment/Recruitment &Services ManagerCFO/Equality ManagerEquality managerGC OccupationalHealth/Head of Internal AuditGC Occupational HealthGC Occupational HealthGC Occupational HealthGC Occupational HealthGC OperationsJuly 2010October 2010October 2010June 2010May 2010December 2010October 2010October 2010October 2010November 201038Northern Ireland Fire & Rescue Service38

Strategic Task/Actions Lead Officer Annual TargetObjectiveRef No4.6 Achieve a wider understanding of NIFRS delivery and implementation of the Healthand Safety at Work Order by raising employee awareness to over 80% employeesin the organisation by providing educational report material and carry out an annualEmployee Survey.AGC Health & Safety March 2011Implement year 1 of Health & Safety Strategy 2010-2015.(a) Deliver biennially a Health & Safety employees’ awareness survey;(b) Provide 14 District Health & Safety Action Plans.Publish annually a Health & Safety report indicating NIFRS performance in Healthand Safety.Meet bi-annually with HSE (NI) and act upon their recommendations and findings.AGC Health & SafetyAGC Health & SafetyAGC Health & SafetyMarch 2011March 2011March 201139Corporate Plan 2010-15 and Annual Business Plan 2010/11

Key Theme:Managing our Resources and Monitoring PerformanceAim:Provide a service that provides value for money and is committed to quality and continuous improvement.StrategicObjectiveRef No5.1 Review and discuss with Representative Bodies the possibility of standardisingpayments from weekly to monthly subject to Departmental Approval.Task/Actions Lead Officer Annual TargetDirector of Finance &Performance ManagementJune 2010Develop and effect systems and processes to transfer weekly paid staff to monthlypay.Develop a Business Case and implement an e-travel and subsistence module whichis fully integrated with the TOTAL Financial systems.Take on the role of Systems Administrator for TOTAL finance and e-procurement.Prepare Statutory Annual Accounts in accordance with external Audit Plan.Produce monthly Management Account and 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 and 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 2010December 2010June 2010June 2010March 2010March 2010September 2010September 2010October 201040Northern Ireland 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 Annual TargetGC Technical Research &Development/TransportManagerDecember 2010Continue with research and development project of Positive Pressure Ventilation(PPV) Fans to scope their potential for introduction into NIFRS.Continue with roll out and research and development programme of Compressed AirFoam System (CAFS) for Internal firefighting.Continue development and procurement of specialist Pod Units, in line with NIFRSPod Strategy.Continue to ensure NIFRS meets its legislative responsibilities in relation toequipment and employee Health and Safety.Continue with Research and Development Project for the introduction of Wildlandand 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 and development scopedagainst evolving European and International standards 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 2011March 2011March 2011December 2009March 2011December 2010March 2011Continue to implement Fleet Replacement Strategy to ensure IRMP needs.41Transport ManagerMarch 201141Corporate Plan 2010-15 and Annual Business Plan 2010/11

StrategicObjectiveRef No5.2 Continue to scope NIFRS Personal Protective Equipment (PPE) needs foroperational/rescue requirements and provide recommendations for purchase.Task/Actions Lead Officer Annual TargetGC Technical Research &Development/WC TechnicalResearch & DevelopmentMarch 20115.3 Pilot and roll out new Electronic Asset Inventory across the organisation.Provide Freedom of Information and Data Protection refresher training to relevantstaff within each Area Command, Training Centre and HQ.Review NIFRS Publication Scheme and revise as necessary.Provide procurement awareness training to relevant staff within each AreaCommand, Training Centre and HQ.5.4 Refurbish Rathfriland Fire Station after fire damage and extend Dromore FireStation, Co Tyrone.Identify areas of vulnerability in NIFRS Estate and take appropriate action asfollows:• Carry out 70 Asbestos surveys in keeping with new legislation and to updatecurrent asbestos information.• Remove 15 cold water storage tanks in Stations to reduce occurrence ofLegionella in existing water systems on Stations.Develop and implement local performance measures in NIFRS Estates in line withvalue for money in Public Sector Corporate Services publication.Automate NIFRS Estate drawings to Autocad software.Assistant Admin OfficerFreedom of InformationCo-ordinatorFreedom of InformationCo-ordinatorProcurement OfficerEstates ManagerEstates ManagerEstates ManagerEstates Manager/Business ImprovementManagerEstates ManagerMarch 2011December 2010January 2011March 2011March 2011August 2010March 2011July 2010December 201042Roll out 20 minor improvement programmes of redecorations.42Estates ManagerMarch 2011Northern Ireland Fire & Rescue Service

43Strategic Task/Actions Lead Officer Annual TargetObjectiveRef No5.4 Upgrade additional security to 3 Stations for DIM vehicles.Estates ManagerJune 2010Erect firefighting units and facilities at Aldergrove Airport for flash-over training.5.5 Develop, consult on and publish a suite of National/Regional and Local PerformanceIndicators.Tender and implement Performance Management System in line with IRSimplementation schedule.Develop, publish and monitor NIFRS Corporate Plan 2010/2015 and AnnualBusiness Plan 10/11.5.6 Develop a single Graphic Design Tender and appoint supplier – manage NIFRSCorporate Identity and Brand Development.Develop, introduce and promote a Staff Suggestion Scheme.Develop and implement external communications strategies for proactive (PR) andreactive (press office; issues management) media activity – including provision ofmedia training programme.Produce, design and publish Annual Report 2009/10.Estates ManagerDirector of Planning &Corporate Affairs/StrategicPlanning ManagerDirector of Planning &Corporate Affairs/ICTManagerStrategic PlanningManager/CorporateServices ManagerCorporate CommunicationsOfficerCorporate CommunicationsManager/CorporateCommunications OfficerCorporate CommunicationsManager/CorporateCommunications OfficerCorporate CommunicationsOfficerMay 2010April 2010September 2010May 2010June 2010September 2010March 2011July 201043Corporate Plan 2010-15 and Annual Business Plan 2010/11

StrategicObjectiveRef No5.6 Develop and produce staff newsletters/magazine.Task/Actions Lead Officer Annual TargetCorporate CommunicationsManager/CorporateCommunications OfficerMarch 2011Revision of Corporate Communications Policies – Corporate Identity Guidelines andMedia Handbook.Management of NIFRS website – design and content update.Develop 2010/11 Consultation Strategy.Management and review of Team Brief system.Corporate CommunicationsManager/CorporateCommunications OfficerCorporate CommunicationsOfficerCorporate CommunicationsOfficerCorporate CommunicationsOfficerSeptember 2010June 2010June 2010September 20105.7 Maintain and develop NIFRS Business Continuity Plan. GC Operations Policy March 20115.8 Provide a bi-annual Internal Audit Assurance Statement identifying key controlissues within NIFRS.Ensure that all audit recommendations are implemented on a timely basis and thataction taken can be verified as complete.Execute the annual Station, District and Area Audit program implementing anylearning points arising into a review of policies and pro formas.Support work towards certification to BS 25999.Head of Internal AuditHead of Internal AuditHead of Internal AuditGC Operations PolicySeptember 2010March 2011March 2011November 2010March 201144Northern Ireland Fire & Rescue Service44

Strategic Task/Actions Lead Officer Annual TargetObjectiveRef No5.9 Review Corporate Governance processes and procedures in line with DHSSPSrequirements.Head of Internal Audit March 2011In 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 andother correspondence within agreed timeframe.Devise and implement new Board Induction and Training ProgrammeProvide permanent ICT support for Board Room and the management of meetingrooms.Consult and implement revised Travel and Subsistence Policy.Review NIFRS Corporate Risk Management process, and implement and monitorCorporate Risk Management Register.CFO/Head of Internal AuditHead of Internal AuditDirector of Planning &Corporate Affairs/BoardAdministrative Secretary/Information OfficerDirector of Planning &Corporate Affairs/CorporateServices ManagerBoard AdministrativeSecretary/ICT ManagerDirector of Planning &Corporate AffairsStrategic PlanningManager/BusinessImprovement ManagerMay 2010October 2010March 2011March 2011July 2010June 2010June 2010March 201145Corporate Plan 2010-15 and Annual Business Plan 2010/11

StrategicObjectiveRef No5.9 Prepare and issue Tender documents for the delivery of a range of legal services.Task/Actions Lead Officer Annual TargetDirector of Planning &Corporate Affairs/AdminManagerOctober 2010Design and publish a range of internal documents in line with NIFRS CorporateBranding including:• Business Cards• PostersFollowing approval by DHSSPS of the Business Case, issue Tender for theprovision of revised catering arrangements.• Commence implementation of revised catering arrangements.Board AdministrativeSecretary/SecretarialServices SupervisorDirector of Planning &Corporate/Admin ManagerJune 2010May 2010Sept 201046Northern Ireland 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, policyand targets.Strategic Task/Actions Lead Officer Annual TargetObjectiveRef No6.1 Consult and implement NIFRS Environmental Management System.Capital Projects Manager June 2011Continue 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 and power unit) into Crescent Link Fire Station.Implement a number of environmentally-friendly initiatives in line with Governmentpolicy.Estates ManagerTransport ManagerMarch 2011March 2011March 2011May 2010March 20106.2 Enhance NIFRS environmental protection capability. GC Operations Policy March 201147Corporate Plan 2010-15 and Annual Business Plan 2010/11

Northern Ireland Fire & Rescue Service

Corporate Plan 2010-15 and Annual Business Plan 2010/11

Northern Ireland Fire & Rescue Service1 Seymour Street,LisburnBT27 4SXT: 028 9266 4221F: 028 9267 7402www.nifrs.org50Northern Ireland Fire & Rescue Service