Annual plan 2017 to 2018

ROYAL BERKSHIRE FIRE AUTHORITY Annual Plan 2017 to 2018

Contents Introduction ............................................................................................................. 5 Strategic Objectives ................................................................................................ 7 Service Delivery – Fire Stations at the Heart of Their Communities.................... 7 Service Support – Capability, Capacity and Resilience....................................... 8 Culture – One team working collaboratively for the people we serve .................. 9 Thames Valley Collaboration .................................................................................. 9 Delivery of the Strategic Objectives ...................................................................... 10 Programme Office ............................................................................................. 10 Service Plans .................................................................................................... 11 Performance Management ................................................................................ 11 Corporate Measures ............................................................................................. 12 Service Provision .............................................................................................. 12 Corporate Health ............................................................................................... 14 Priority Programmes - Key Deliverables ............................................................... 15 Integrated Risk Management Planning ............................................................. 15 Organisational Development ............................................................................. 17 Risk....................................................................................................................... 19 Corporate Risk Register .................................................................................... 19 Audit Plan .......................................................................................................... 20 Appendix A: Measure Definitions .......................................................................... 21

Introduction Royal Berkshire Fire and Rescue Service (RBFRS) provides prevention, protection and response services across the county of Berkshire. There are 18 fire stations serving a diverse community of 863,000, most of who (710,000) live in the east of the county.

The role of RBFRS within local communities is evolving. Alongside giving fire prevention advice to householders , enforcing fire protection in businesses, fighting fires and rescuing people, RBFRS is adopting a more wide ranging approach.

Working alongside partners in Social Services, Thames Valley Police, South Central Ambulance Service (SCAS) and Public Health, RBFRS are helping to reduce risks, contributing to the overall safety of the communities we serve, while still providing a value-for-money service to the local taxpayer.

In 2015 Royal Berkshire Fire Authority produced the Corporate Plan/IRMP 20152019 (which included Vision 2019) demonstrating how, over the next four years, RBFRS will need to make changes to the way it is set up and how it delivers its services, in order to achieve the Fire Authority’s six Strategic Commitments.

The Royal Berkshire Fire Service Annual Plan for 2017/18 gives direction for the coming year using the refreshed Strategic Objectives, defining the range of activities the organisation will undertake, taking into account opportunities and threats. This will allow Royal Berkshire Fire and Rescue Service to utilise and maximise its available resources to deliver a quality service to the people of Royal Berkshire.

The Annual Plan is linked to the strategic objectives, budgetary planning cycles, asset management plans, performance monitoring and governance processes, which have an oversight by the Fire Authority. These are then translated into actions within service plans or projects for the programme boards and performance is monitored on a regular basis.

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Strategic Objectives In order to achieve the commitments we have made to the people of Royal Berkshire we have set the following ten Strategic Objectives for 2017/18.

Service Delivery – Fire Stations at the Heart of Their Communities 1. We will educate people on how to prevent fires and other emergencies, and what to do when they happen by: 

Effective information sharing with other organisations, to ensure that our resources are targeted effectively at those most at risk.



Joining-up prevention activity with other organisations, so that every professional contact with vulnerable people addresses as many risk factors as possible.



Increasing capacity for volunteers to deliver prevention services.

2. We will ensure a swift and effective response when called to emergencies by:  Increasing the resilience of the Retained Duty System (RDS).  Employing flexible crewing arrangements.  Increasing the fitness and health of fire fighters.  Sharing emergency response resources with other fire and rescue services.  Using new technology to make fire fighting and other emergency response activity safer and/or more effective.

3. We will ensure appropriate fire safety standards in buildings by: 

Focusing on increasing the installation of sprinklers and other fire suppression systems in buildings.



Effective information sharing with other organisations, to ensure that the Service’s riskbased inspection programme is as well-targeted and effective as possible.

4. We will seek opportunities to contribute to a broader safety, health and wellbeing agenda by: 

Working with colleagues from South Central Ambulance Service to support improvements in arrangements for responding to medical emergencies in Royal Berkshire.



Working with councillors and officers from local authorities, and colleagues from other organisations in Royal Berkshire, to maximise the contribution that RBFRS is able to make in achieving important safety, health and wellbeing outcomes associated with local government and NHS priorities.

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

Working with councillor and officers from local authorities, and colleagues from other public sector organisations in Royal Berkshire, to help secure ‘pathways to employment’ for 16-24 year olds.



Working with the Police and Crime Commissioner, to maximise the contribution that RBFRS is able to make in delivering elements of the Commissioner’s Police and Crime Plan.

Service Support – Capability, Capacity and Resilience 5. We will ensure that Royal Berkshire Fire and Rescue Service provides good value for money by: 

Developing shared service arrangements with partner organisations, to deliver effective frontline services at lower cost.



Developing arrangements for sharing buildings with partner organisations, with a particular emphasis on sharing with other blue-light services.



Exploring opportunities to exploit advances in technology (such as the rollout of SuperFast Broadband across Royal Berkshire) to support flexible working arrangements and improve service delivery.



Increasing the profitability of our trading company.



Seeking opportunities to charge for services and facilities where appropriate.



Securing sponsorship.

6. We will work with Central Government to ensure a fair deal for Royal Berkshire by: Proactively and reactively lobby Central Government – both directly and through the Local Government Association – to influence fire policy decisions that will affect people in Royal Berkshire. 

Engage effectively in the debate on future governance arrangements for fire and rescue services.



Engage with and influence the approach to delivering the Emergency Services Mobile Communications Project (ESMCP) – a project to provide a new communication system for the 3 emergency services and other public safety users.

7. We will value and invest in our staff to build a capable, resilient and customer focussed workforce by:  Investing in a programme of development, which ensures our workforce is equipped to deliver excellent services.  Build a leadership culture that has workforce wellbeing at its heart.  Facilitating and encouraging collaborative working with our partners and communities.

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Culture – One team working collaboratively for the people we serve 8. Manage RBFRS in accordance with appropriate legal requirements, financial standards and associated guidance by: 

Introducing robust buying and procurement practices across the whole organisation.



Increasing our understanding, controls and standards around Information Assurance.



Integrating budget monitoring and management into the services, programmes and projects of RBFRS.



Developing our business and information systems to deliver enabling and resilient IT infrastructure.

9. We will balance trust with accountability in the way we manage RBFRS by: 

Embedding systems and behaviours which ensure clear performance standards are set and managed



Maximising workforce engagement through best practice people management



Valuing and rewarding behaviours that engender trust and consistently challenge those that don’t



Embedding a positive Health & Safety culture by developing and supporting our staff

10. We will explore and maximise new ways of working to deliver service excellence by: 

Facilitating and encouraging collaborative working with our partners and communities



Explore and advance flexibility in working practices, employment opportunities and technology



Encouraging and rewarding innovation and providing a supportive environment where new ideas are encouraged and respected

Thames Valley Collaboration Moving on from the successful joint control room collaboration with our Thames Valley partners, Buckinghamshire and Milton Keynes Fire and Rescue Service and Oxfordshire Fire and Rescue service, and joint fleet maintenance with Hampshire Fire and Rescue Service, there is a strong desire across the region to continue to build on these achievements. There are a number of work streams being developed and work on strategic and operational alignment has already begun, encompassing opportunities for joint procurement initiatives and the potential for developing shared service arrangements.

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Delivery of the Strategic Objectives Our strategic objectives will be delivered through two priority programmes managed within the Programme Office and through Departmental Service Plans.

Programme Office The Priority Programmes are our change initiatives and are being delivered through the Integrated Risk Management Planning (IRMP) programme board and the Organisational Development (OD) programme board. These enable, support and monitor the effective delivery of a range of projects.

The IRMP programme board ensures that RBFRS meets the statutory requirements of the IRMP process whilst supporting the achievement of the strategic commitments and objectives. It provides leadership and support for the delivery of the IRMP programme and has four key projects which look at managing risk through:    

Response initiatives (response standards, station locations and crewing arrangements) Response initiatives (use of technology) Prevention initiatives Protection initiatives

The Board makes recommendations for consideration by the Fire Authority through its IRMP Lead Member.

The Organisational Development (OD) programme board was established to provide leadership and support for the delivery of the OD programme and will be delivered through four projects:    

Employer excellence New ways of working Leadership and learning Engagement

The OD Programme Board ensures that RBFRS staff and Fire Authority Members are kept up to date with progress on delivery of the OD Programme.

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Service Plans Heads of Service produce an annual Service Plan to assist in the management of day to day business. These are a list of the tasks which need to be carried out, help to predict the resources required and say how each member of staff will help towards achieving the organisational goals.

Fire Authority

CMT

Head of Service

Managers / Employees

•Strategic Commitments set for 2015-2019

•Strategic objectives: refreshed annually

•Service Plan objectives: set annually

•Individual objectives: set annually

Performance Management Analysis of performance data is ongoing and supports decision making across the organisation.

In addition, performance and achievement towards the annual plan is collated into a report and monitored by the Strategic Performance Board on a quarterly basis. This report is then seen by the Corporate Management Team (CMT) and scrutinised by the Audit and Governance Committee. Reporting is structured into four quadrants:

Corporate Health

Service Provision

This monitors how key resources are managed and includes measures relating to staff, finance and Health & Safety.

This monitors the delivery of our statutory obligations and the services provided by RBFRS.

Risk

Priority Programmes

This groups together all data and information from across the organisation that provides an assessment of corporate risks that may impact on the delivery of our service. It includes our risk register and audit monitoring.

This monitors progress against the IRMP and Organisational Development programmes.

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Corporate Measures Service Provision Service Provision monitors the service RBFA provides to the public. Performance is monitored in relation to attendance at incidents, types of incidents, prevention activities and fire safety in commercial buildings. Targets for 2017/18 are: ID

Measure*

1

Number of fire deaths in accidental dwelling fires

2

Number of fire casualties in accidental dwelling fires

3

% of safeguarding referrals made to local authorities within 24 hours

2015/16 Actual 5

2016/17 Target 0

2017/18 Target 0

20

29

29

New for 2017/18

New for 2017/18

100%

Combined measure 70.9%

Combined measure 100%

Prevention 4

5

6

Number of Home Fire Safety Checks (HFSC) delivered to those who are at heightened risk of dying in the event of an accidental dwelling fire Number of HFSC’s delivered to those who are at heightened risk of having an accidental dwelling fire and being injured as a result

7000 **

2500**

% of dwelling fires attended where no working smoke alarm is installed, against the total number of dwelling fires

New for 2017/18

New for 2017/18

41% of 396 dwelling fires

% of category 1 HFSC referrals, where there has been a threat or incidence of arson, completed within 3 days

New for 2016/17

100%

100%

2030

1832

1400**

New for 2017/18

New for 2016/17

72.5%

76%

50%

11 % of Audits requiring informal activity

23%

23%

45%

12 % of Audits requiring formal activity

1.1%

1%

5%

13 % success rate when cases go to court for noncompliance with the Regulatory Reform Order 2006

100%

95%

95%

7

Protection 8

Total Number of Full Fire Safety Audits carried out

9

Total number of Audits and follow-up visits carried out 10 % of Audits where the results were satisfactory

12

ID

Measure*

2015/16 Actual

2016/17 Target

2017/18 Target

14 % of occasions where the first fire engine arrives at an emergency incident within 10 minutes, from time the emergency call was answered

New for 2017/18

New for 2017/18

75%

15 % of full shifts where there is adequate crewing on all ‘wholetime’ frontline fire engines

94.6%

100%

100%

46%

50%

50%

17 % of domestic respondents satisfied with the overall service

99.7%

100%

100%

18 % of commercial respondents satisfied with the overall service

96.5%

95%

95%

19 % of commercial respondents satisfied with the services with regards to their Fire Safety Audit

97.2%

97%

90%

Response

16 % of hours where there is adequate crewing on ‘retained’ frontline fire engines (based on 24/7 crewing) Customer Feedback

* Definitions of measures are available in Appendix A ** These targets have been subject to IRMP consultation and a final decision will be made on these targets during April 2017

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Corporate Health The Corporate Health quadrant monitors the wellbeing of the organisation. Performance is monitored in relation to staffing levels, health and safety and finances within RBFRS, to ensure the organisation is being run safely, efficiently and is cost effective.

ID

Measure*

2015/16 Actual

2016/17 Target

2017/18 Target

20 % of working time lost to sickness, across all staff groups

4.53%

4%

3%

21 % of eligible operational staff successfully completing fitness test

96.5%

100%

100%

22 % of eligible staff with Personal Development Appraisals

94.35%

100%

100%

New for 2017/18

New for 2017/18

100%

10RIDDOR 76 Accidents

6 RIDDOR 82 Accidents

5 RIDDOR 81 Accidents

New for 2017/18

New for 2017/18

70%

New for 2017/18

New for 2017/18

100%

0%

0%

0%

23 % of eligible operational staff in qualification

24 All accident related injuries, including RIDDOR (RIDDOR & Total) 25 % of spend subject to competition 26 Compliant spend as a % of overall spend.

27 % Freedom of Information (FOI) requests and Environmental Information Regulations (EIR) referred to the Information Commissioner

*Definitions of measures are available in Appendix A

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Priority Programmes - Key Deliverables Integrated Risk Management Planning Project 1: Managing risk through Response initiatives (response standards, station locations and crewing arrangements) 





To review Flexible Duty Officers operational cover arrangements to ensure RBFRS can continue to manage foreseeable risk in line with current operational planning scenarios and the National Framework 2012 requirements. To seek collaboration opportunities with Thames Valley FRS’s. To develop proposals for staff consultation.

To undertake an holistic review of the provision of Retained Duty System ‘on-call’ fire fighters across Royal Berkshire, examining recruitment and retention, availability, conditions of service and remuneration and training. Looking specifically at what has worked elsewhere and how to remove the barriers to success. To develop proposals for staff consultation.

To further develop and refine risk mapping and modelling and drive opportunities to collaborate further with Thames Valley FRS partners.

Project 2: Managing risk through Response initiatives (use of technology) 



To review the use and provision of high reach appliances and command and control vehicles. To develop a range of proposals on how we commission and use these specialist vehicles in the future including the provision of shared specialist vehicles in collaboration with Thames Valley FRS Partners or elsewhere.

To further develop and build on the 2016-17 project outcomes, which looked at new technology for use at dwelling fires and road traffic collisions, and examine if and how this may enable fire engines to be crewed with fewer fire fighters. To develop options for staff and public consultation on the feasibility of crewing fire engines with fewer fire fighters.

Project 3: Managing risk through Prevention initiatives     

Following completion of the IRMP consultation process, to implement new, more targeted arrangements to protect the most vulnerable to fire across Berkshire.

To implement safe and well visits to tackle a range of issues affecting the most vulnerable older people in Berkshire.

To move our prevention initiatives for young people across to a commissioned model working on a cost recovery basis.

To implement a plan to put our fire stations at the heart of communities.

To scope options for RBFRS to deliver the Fire as a Health Asset agenda in support of local health partners, local authorities and the NHS’s Sustainability and Transformation Plans.

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Project 4: Managing risk through Protection initiatives    

Following completion of the IRMP consultation process, to implement new, more targeted arrangements to enforce fire safety legislation and reduce fire risk in the built environment.

To deliver electronic working for the Protection team to reduce risk and increase efficiency.

To identify the major growth plans across the 6 unitaries of Berkshire for the next 10 years and to determine the implications for RBFRS. To identify, explore and exploit collaborative opportunities for RBFRS to deliver better outcomes for our communities, to make changes that result in more effective and efficient services and to increase resilience levels.

Once the public consultation has been completed and the Fire Authority have conscientiously considered the responses, the outcomes of the above projects will be implemented in 2017/18

Outcomes of previous projects to be implemented in 2017/18 Dee Road Fire Station Replacement Project        

Purchase identified site, following full feasibility analysis and response to pre-application submission Complete detailed blue light and local authority stakeholder engagement to ensure full collaboration with partners (One Public Estate agenda) Complete concept design and progress with obtaining full planning permission Appoint contractor to build new station Full engagement with the local community to shape and develop the community aspect of the station Commence with construction of new station Plan official opening of new station – anticipated November 2018 Develop Decommissioning Plan for Dee Road Fire Station

Hungerford Fire Station Refurbishment project    

Completion of major refurbishment work showcasing the new corporate property branding Return of station operations from their interim location to the refurbished property – anticipated June 2017.

Thames Valley Police to relocate to the newly refurbished station in line with the principles of the One Public Estate agenda Continued engagement with the local community to increase opportunities for wider station use

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Organisational Development The purpose of the Organisational Development (OD) programme is to deliver a range of crosscutting projects that support the achievement of RBFRS key themes:   

Service delivery – fire stations at the heart of their communities Service support – capability, capacity and resilience Culture – one team working collaboratively for the people we serve

As outlined in our People Strategy the OD programme is made up of four sections: 1. Employer excellence The aim of this section of the programme is to improve advocacy and commitment among the workforce by ensuring that the employment ‘deal’ provides challenge, recognition and reward and that our processes and practices reflect best practice in people management 2. New ways of working The aim of this section of the programme is to develop and embed the skills and attitudes required to take advantage of new opportunities and ensure processes and procedures are efficient and deliver value for money.

3. Leadership and learning The aim of this section of the programme is to design, develop, commission and embed a programme of learning and development that maximises capability and capacity in order to maximise future organisational performance and enhance employee engagement.

4. Engagement This section underpins the entire programme and aims to ensure that workforce engagement levels are maximised through excellent communication and consultation and positive change management processes.

The programme will deliver a range of inter-linked benefits which will support cultural change across the organisation. These benefits will be delivered collaboratively with representation from across the workforce, representative bodies and blue light partners where possible.

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This year we will take forward 5 projects: Project 1: The Apprenticeship Scheme Aligned to employer excellence and new ways of working, this project will research, plan and design the initiation of an apprenticeship scheme within RBFRS.

Project 2: Investors in People Accreditation (IiP) Aligned to all four sections of the OD programme this project, to gain accreditation against a recognised, independent, people management standard, will help us embed best practice leadership, people management and learning into RBFRS.

Project 3: Revised Uniform Policy Aligned to employer excellence and engagement sections of the programme, the aim of this project is to develop and implement a revised uniform policy for all staff ensuring it is fit for purpose for all the different activities carried out by the RBFRS team.

Project 4: Leadership development programme for middle managers Central to the leadership and learning section of the programme, the development of middle managers is critical to the success of Vision 2019. This project will make sure we provide the necessary skills and support to aid these influential members of our team.

Project 5: Business Process Improvement This is a core project for the new ways of working section of the programme and the aim is to improve efficiency and create capacity by applying simple Business Process Improvement techniques to transform processes.

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Risk Corporate Risk Register Achievement of the objectives set by RBFRS is influenced by a number if internal and external factors, which in turn create a level of uncertainty and risk. RBFRS has developed a comprehensive risk management policy, along with a framework, for monitoring and managing risks and uncertainties to ensure that organisational objectives can be achieved.

Each risk, including one-off project risks, is scored on a Matrix (1-25) and recorded on the Risk Register. One or more treatment will be identified to minimise the likelihood or impact of the risk and a new ‘treated score’ will be generated. Any risks which for which the treated score cannot be reduced below 17 are escalated to the Corporate Risk Register, monitored monthly by the Corporate Management Team and Strategic Performance Board on a quarterly basis. In addition these are reported to the Audit and Governance Committee on a quarterly basis.

The Corporate Risk Register currently contains both Strategic and Operational Risks. The number of corporate risks has reduced over the past 12 months as treatments have been applied and closer monitoring is applied. There are currently 5 strategic and 4 operational corporate risks.

The organisational risk management policy does not address Health and Safety risk or Community risk. These are addressed separately through both Occupational Health and Safety and the IRMP Programme. See Health and Safety risk assessment policy and the Corporate Plan /IRMP 2015-2019 Section 5 for further detail and information on these processes.

A summary of the corporate risk register is available and updated on a quarterly basis at www.rbfrs.co.uk .

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Audit Plan Audits demonstrate that business is conducted in accordance with relevant legislation, government expectations, good practice and organisational policy and are an important part of providing the Fire Authority and the public with the assurance that the service is run properly and in ways that have been agreed by our Officers and Members. The audits contribute towards the annual Statement of Assurance, which demonstrates compliance with the standards set out in the Fire and Rescue National Framework for England (2012).

Audit Scope for 2107/18 Core Assurance

Risk Management and Governance

Risk Management: • Deep dive of a sample of risks to challenge the controls, assessments, assurances and actions that are recorded within the risk register to establish if these are sensible, realistic and remain relevant and up to date.

• A follow up of any outstanding recommendations from the prior year Risk Management review.

Governance: • The specific scope of this review is to be agreed with management prior to the start of the audit. However, this could include coverage looking at the following areas:  Business / Strategic Planning  KPI’s and Data Quality  Performance Management  Partnerships

Key Financial Systems

This will include key controls testing in a number of the following areas:  General Ledger  Cash, Banking and Treasury Management  Payroll  Payments and Creditors  Income and Debtors  Asset Management

Other Internal Audit Activity IT Systems The exact scope of this review is to be determined and will be agreed between a specialist IT Audit Partner and management.

Fire-Fighter Pension Administration

The exact scope of this review is to be agreed between Management and Internal Audit.

The budget and skills mix for the review is provisional subject to the exact nature of the pensions expertise required to meet the scope once agreed.

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Appendix A: Measure Definitions Service Provision ID 1

Measure Number of fire deaths in accidental dwelling fires

Definition The total number of deaths that occur as a result of an accidental dwelling fire. This includes a person whose death is attributed to an accidental dwelling fire, even when the death occurs weeks or months later.

2

Number of fire casualties in accidental dwelling fires

The total number of casualties which occur as a result of a dwelling fire. This includes a person or persons whose injuries may be slight or serious and require hospital treatment and which are attributed to an accidental dwelling fire.

3

% of safeguarding referrals made to local authorities within 24hours

To ensure that safeguarding referrals are made in a timely manner for the protection of individuals. This is the time taken from the Duty Officer being made aware of a safeguarding case,to the referral being made to the local authority.

Prevention 4 Number of Home Fire Safety Checks (HFSC’s) delivered to those who are at heightened risk of dying in the event of an accidental dwelling fire.

Research has shown that certain vulnerable groups are at heightened risk of dying in an accidental dwelling fire.

HFSC’s will be targeted towards these vulnerable groups.

5

Number of HFSC’s delivered to those who are at heightened risk of having an accidental dwelling fire and being injured as a result

Research has shown that certain groups are at heightened risk of having an accidental dwelling fire and being injured as a result. HFSC’s will be targeted towards these groups.

6

% of dwelling fires attended where no working smoke alarm is installed, against the total number of dwelling fires

The number of dwelling fires RBFRS attends where there was either no working smoke alarm installed, or a smoke alarm did not operate despite being present. This is measured against the total number of dwelling fires.

7

% of category 1 HFSC referrals, where there has been a threat or incidence of arson, completed within 3 days

When RBFRS are made aware of the threat or incidence of arson against an individual (s), an HFSC should be conducted within 3 days.

Protection 8 Total Number of Full Fire Safety Audits carried out

9

Total number of audits and follow-up visits carried out

This is the total number of full fire safety audits carried out in commercial premises in Berkshire. This is calculated once the service has been closed by RBFRS and only includes the initial full fire safety audit. A Fire Safety Audit is carried out to enforce the Regulatory Reform Order (RRO) 2006, which applies to virtually all non-domestic premises and covers nearly every type of building, structure and open space.

This reflects the amount of activity and follow up visits which may be required around premises, including and following the initial full fire safety audit.

21

ID 10

Measure % of audits where the results were satisfactory

Definition This is the number of closed fire safety of audits carried out in commercial premises, where the result was satisfactory and no further action was required.

11

% of audits requiring informal activity

This is the number of closed fire safety audits carried out which resulted in informal activity. This includes a Deficiency Notice, with or without follow-up or informal education.

12

% of audits requiring formal activity

This is the number of closed fire safety audits carried out which result in formal activity. This includes premises requiring an Enforcement Notice, Prohibition Notice, Alterations Notice, or Prosecution Notice.

13

% success rate when cases go to court for non-compliance with the Regulatory Reform Order 2006

This is the percentage of successful prosecutions following fire safety audits on premises not complying with the Regulatory Reform Order 2006.

Response 14 % of occasions where the first fire engine arrives at an emergency incident within 10 minutes, from time the emergency call was answered

This measure looks at the time taken from when the Fire Control Room Operator answers the phone until the time the first fire engine (appliance) arrives at the scene of the emergency incident, and on how many occassions RBFRS does this in under10 minutes.

15

% of full shifts where there is adequate crewing on all ‘wholetime’ frontline fire engines

This is the percentage of shifts (day or night) where there is sufficient minimum qualified fire fighters (4 personnel) on all wholetime pumping appliances (fire engines). A wholetime frontline pumping appliance is available 24/7, 365 days a year.

16

% of hours where there is adequate crewing on ‘retained’ frontline fire engines (based on 24/7 crewing)

This is the percentage of hours where there is sufficient minimum qualified fire fighters (4 personnel) on retained pumping appliances (fire engines). Retained frontline pumping appliances are crewed mainly by on-call fire fighters who are based at stations in more rural locations, and are ready to leave their place of work or home and attend emergencies from the local retained station, when they receive the call. Crewing is also provided by the Retained Support Unit.

Customer Feedback 17 % of domestic respondents satisfied with the overall service

18

% of commercial respondents satisfied with the overall service

Results are from a customer feedback questionnaire which is sent to those who have experienced a dwelling fire, and asks about their satisfaction and experience with the service they received from RBFRS. Results are from a customer feedback questionnaire which is sent to business owners/ managers who have experienced a fire in their commercial premises, and asks about their satisfaction and experience with the service they received from RBFRS.

22

ID 19

Measure % of commercial respondents satisfied with the services with regards to Fire Safety Audits

Definition Results are from a customer feedback questionnaire which is sent to business owners/ managers who have had a full fire safety audit, and asks about their satisfaction and experience with the service they received from RBFRS.

Corporate Health ID

Measure

Definition

Human Resources and Learning & Development 20 % of working time lost to sickness This measure looks at sickness across the whole across all staff groups organisation and the percentage of time lost, based on the number of working hours available to the organisation.

21

% of Eligible operational staff successfully completing fitness test

The measure reflects the percentage of eligible operational personnel who have successfully completed their fitness test. Individuals who are not eligible include those on long term sick or light duties.

22

% of eligible staff with Personal Development Appraisals

This measure reflects the percentage of eligible employees who have had a Personal Development Appraisal. Eligible staff are those who have completed their initial probation period before the end of the PDA period and who have not been absent for over 50% of the reporting period.

Employees moving within the organisation to new roles on trial or probation periods will still be eligible for a PDA.

23

% of eligible operational staff in qualification

This is a measure of the areas of qualification within the fire professsional framework

Health and Safety 24 All injury accidents including RIDDOR (RIDDOR & Total) Finance and Procurement 25 % of spend subject to competition

26

Compliant spend as a % of overall spend

Freedom of Information 27 % FOI and EIR requests referred to the Information Commissioner

The total number of accidents including RIDDOR (Reporting of Injuries Diseases and Dangerours Occurrences Regulations) which are more serious injury accidents.

This measure is looking at all expenditure over ÂŁ10k as RBFA must obtain quotes or tenders for all these purchases. This excludes statuatory payments such as local authority charges or HMRC. This measure calculates the supplier spend that is in a compliant contract as a % of the total spend to external bodies and suppliers. (as per RBFA contract regulations) The percentage of Freedom of Information requests and Environmental Information Regulations which are referred to the Information Commissioner.

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Contact us In an emergency In an emergency dial 999 and ask for the fire service.

If you are inside a building when a fire starts, remember to get out, stay out and call us out.

Never try and put out a fire unless you have received sufficient training.

Contacting us when it’s not an emergency Visit our website:

www.rbfrs.co.uk

Email us at:

performance@rbfrs.co.uk

Call us on:

0118 945 2888

Write to us at:

Newsham Court, Pincents Kiln, Calcot, Reading, Berkshire, RG31 7SD

Find us on Facebook: www.facebook.com/RoyalBerksFRS Follow us on Twitter: @RBFRSofficial As well as our main RBFRS account (@RBFRSofficial), you can now follow all of our wholetime fire stations on Twitter: Caversham Road

@CavershamRoadFS

Wokingham Road

@WokinhgmaRoadFS

Dee Road

@DeeRoadFS

Newbury

@NewburyFS

Wokingham

@WokinghamFS

Bracknell

@BracknellFS

Ascot

@AscotFS

Slough

@SloughFS

Langley

@LangleyFireStn

Maidenhead

@MaidenheadFS

Whitley Wood

@WhitelyWoodFS

Windsor

@WindsorFS