Warwickshire Fire

1
Warwickshire Fire Rescue Authority Operational
Self Assessment
May 2009
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Warwickshire Fire Rescue Authority
Operational Self Assessment
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Warwickshire Fire Rescue Authority
Operational Self Assessment
contents
Introduction
Table of Key Lines of Enquiry
1. Community Risk Management
2. Prevention
3. Protection
4. Response
5. Health and Safety
6. Training and Development
7. Call Management and Incident Support
Glossary Case Studies
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Warwickshire Fire Rescue Authority
Operational Self Assessment
Warwickshire Fire and Rescue Authority (WFRA)
continues to make good progress as demonstrated
over the last financial year and is well placed
to deliver step change improvement over the
medium term. Following the Atherstone on Stour
tragedy in November 2007, Elected Members
provided capacity building support to address the
short and medium term immediate aspects and to
get back to business as usual. The positive
impact of these decisions is now coming to
fruition for example, with legal, health and
safety and risk management arrangements in
place. The WFRA is delivering improved
performance against its stated priorities within
the Community Fire Safety (CFS) Strategic
Assessment for Accidental Fires, Accidental
Dwelling Fires, Deliberate Fires, Deliberate
Small Fires and Road Traffic Collisions.
Challenging (externally) benchmarked targets have
been set against the 2007/2008 baseline and have
been achieved by working in partnership with
others. This is reflected in the excellent
performance of the LPSA2 and LAA projects for the
Anti-Social Fires Intervention Team (ASFIT) 51
reduction in small fires, Car Clear (40
reduction in deliberate vehicle fires) and FLARE
(working with young people NEETS). These outcomes
directly contribute to the narrowing the gaps and
diversity agendas locally, regionally and
nationally. The delivery of prioritised outcomes
is based on a thorough understanding of the
community of
Warwickshire and its characteristics as reflected
in the Story of Place, IRMP and the CFS
Strategic Assessment. Going forward, work has
commenced through a pilot project with the Third
Sector for the delivery of Home Fire Safety
Checks in hot spot areas to protect people and
communities from harm. A strategic review of
Services will be completed and implemented in
2009/10 designed to deliver step change
improvements in performance and Value For
Money. The outcome of this work will be
reflected in the WFRAs improvement plan and the
next three year Integrated Risk Management Plan
(IRMP). There is no doubt that WFRA is self
aware and will continue to improve with the
support of Elected Members, Key Partners and
above all its People.
Introduction
Paul Fuller Chief Fire Officer, WFRA
Cllr Richard Hobbs Portfolio Holder, Community
Protection
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Warwickshire Fire Rescue Authority
Operational Self Assessment
WFRA in context Warwickshire covers 197,753
hectares and has a resident population of
530,900. As a major tourist area the County
experiences a considerable population inflow at
peak periods of the year. Warwickshires
population has been growing for the past three
decades and the County is now home to 64,000 more
people than at the start of the 1970s. Growth
has been particularly rapid in recent years, with
continued in-migration from the urban areas of
Coventry and Birmingham a key factor behind this
trend. The most recent population estimates by
Ethnic Group suggest that Non-White British
groups make up approximately 9.2 of
Warwickshires total population, an increase from
7.3 in 2001. In number terms, the Asian Indian
and Other White ethnic groups are the largest
Non-White British groups in the County. There
are over 170 miles of motorway, a mainline
railway network and the County is under the
flight path of both Coventry and Birmingham
airports. The delivery of prioritised outcomes is
based on a thorough understanding of the
community of Warwickshire and its characteristics
as reflected in the Story of Place, IRMP and
the CFS Strategic Assessment. Warwickshire Fire
and Rescue Authority Warwickshire County Council
(WCC / The Council) is a mature organisation
having been in existence since 1888. The Council
is at the forefront of modernisation and provides
Services for the benefit of all its communities.
WCC, operating as the Fire and Rescue Authority
(FRA), is composed of 62 elected councillors.
The Conservative group is the largest and has
formed the administration. The Cabinet and Leader
model was introduced in December 1999 and the
Cabinet of ten members (portfolio holders) has
responsibility for all executive decisions within
the overall policy and budgetary framework. In
addition there are seven crosscutting Overview
and Scrutiny Committees chaired by members of the
opposition parties. The portfolio holder for
Community Safety represents the interests of the
WFRA. The reorganisation in March 2009 of WCC
has seen the change from the Community Protection
Directorate to Warwickshire Fire and Rescue
Service (WFRA). This resulted in the transfer of
the Community Safety and Emergency Planning
functions to other Directorates within WCC. This
together with capacity building funds provided by
elected members in 2008, will enable the WFRA to
manage the issues relating to the Atherstone on
Stour incident and to maintain business as
usual and to deliver improved outcomes from the
WFRA. Service Delivery The FRA fulfils its duties
and responsibilities through its prevention,
protection and response functional departments.
Over the last two years WFRA has experienced
great change and responded well to the
accompanying challenges. Local and national
drivers including the Fire and Rescue Services
Act 2004, other
WFRA in context
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Warwickshire Fire Rescue Authority
Operational Self Assessment

• new legislation and the National Framework
  documents have influenced the modernisation
  agenda and are incorporated into the Integrated
  Risk Management Plan (IRMP).
• With a budget of 25.872 million revenue and
  1.266 million capital (excluding CLG grant) for
  the financial year 2009/2010, WFRA provides
  intervention and prevention Services over the
  whole County. Led by the Chief Fire Officer (CFO)
  the current establishment consists of
• 237 Full Time Equivalent (FTE) whole-time
  personnel
• 40 (FTE) day crewed personnel
• 150 (FTE) personnel on the retained duty system
• 23 (FTE) Fire Control Staff
• 115 (FTE) non-uniformed support staff.
• WFRA is organised into five risk areas, which
  conform to the District/Borough Council
  boundaries of North Warwickshire, Nuneaton and
  Bedworth, Rugby, Warwick and Stratford on Avon.
  This ensures operational effectiveness and
  enables greater coherence of partnership working
  and alignment with Warwickshires Local Strategic
  Partnerships.
• Front-line Services are delivered through 19 fire
  stations strategically situated around the County
  and include
• 26 fire appliances
• 1 hydraulic platform
• 1 boat unit (2 boats)
• Specialist appliances (High Volume Pump,
  Incident
• Command Unit, Incident Response Unit)

• Warwickshire Fire and Rescue Authority (WFRA),
  through the work of the five Area Risk Teams, has
  continued to make excellent progress to reduce
  risk in recent years and this is reflected in
  some of the following areas of work
• Performance
• Accidental Dwelling Fires - 30 reduction between
  
• 01/02 and 08/09.
• Automated Fire Alarms - 43 reduction between
• 01/02 and 08/09.
• ARSON - 25 reduction between 01/02 and 08/09.
• NEETS (person "Not in Employment, Education or
• Training") costs the authorities between
  90,000 and
• 300,000. Flare has provided 103 young people
  with
• positive destinations, representing an
  approximate
• saving of between 10 million and 31 million.
  The
• programme will achieve this with a total budget
  of
• approximately 300,000.
• Confinement to room of origin 6.25 improvement
• between 04/05 - 08/09.
• Road Traffic Collisions - 37.6 reduction in the
  number
• of fatal and serious accidents between 1999 and
  2008.

WFRA in context
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Warwickshire Fire Rescue Authority
Operational Self Assessment

• Performance Continued
• ROSPA QSA Safety Audit outcome - Maximum score
• 5/5.
• IIP re-accreditation in 2008, Equality Standard
  Level 3
• and ISO14001 Accreditation.
• A total of 10 key active strategic response
  outcome
• focused partnerships - Other FRAs, Police, Red
  Cross
• (Fire Emergency Support Unit).
• Accidents and near misses - 22 reduction in
  overall
• number of accidents between 05/06 and 08/09.
• 6 reduction in RIDDOR accidents between 05/06
• and 08/09.
• 77 (9-16) increase in near misses between 05/06
• and 08/09.
• Strategic Issues
• The current strategic issues facing the WFRA are
  
• To agree and implement medium term
• modernisation proposals

WFRA in context
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Operational Self Assessment
table of key lines of enquiry
Page 2
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Warwickshire Fire Rescue Authority
Operational Self Assessment
table of key lines of enquiry
Methodology The self assessment team was selected
from key individuals representing the functional
areas involved in this process. Individual leads
for each of the Key Lines of Enquiry were
appointed and activity was managed by the self
assessment coordination team. The evidence
contained within this report includes a
comprehensive number and variety of hyperlinks to
supporting documents which provides a greater
level of detail and context.
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Warwickshire Fire Rescue Authority
Operational Self Assessment
Community Risk Management
Does the FRA have an effective Risk Analysis
process that reflects the diverse nature of the
community and identifies and prioritises those
most at risk through its IRMP? Warwickshire Fire
Rescue Authority meets the ESTABLISHED criteria

• WFRA has a risk analysis process which utilises a
  variety of data sources to build a comprehensive
  understanding of the diverse nature (Page 53) and
  risks presented throughout the community. The
  process has been refined, implemented and
  underpins the WFRA IRMP (Page 8 Section 3) and
  other supporting documents that identify and
  prioritises thematic (Young People, Older People,
  Disabled People) and geographical communities
  (Camphill, Brunswick) most at risk.
•  
• The IRMP is informed and developed using a wide
  range of research and analysis tools provided by
  Performance Information Department (PID
  Performance Summary) including Performance
  Management System (P), Active Response, FSEC and
  Mosaic. This work is further enhanced by
  information provided by partners including
  Warwickshire Police, WCC Observatory, FRS Family
  group and FRS regional group. The information
  gathered and resulting analysis is used to deploy
  resources and target activity and is presented in
  the following documents.
•  
• The Integrated Risk Management Plan 2007/10
• Corporate Business Plan - Fourth Priority (Page
  5)
• The Strategic Assessment
• The Service Plan (Page 3/6)
• WFRA Business Plan
•  
• Through the performance management framework
  performance information and analysis results are
  used

• to identify the constant changes in risk patterns
  and are
• used to modify our prevention, protection and
  response activities.
• Strategic performance is reported in the
  Corporate Report Card that is reviewed quarterly
  by Cabinet in the Directorate (Service) Report
  Card that is reviewed quarterly by Overview and
  Scrutiny Committee.
• PID, Community Fire Safety (CFS), and Area
  Managers all work in partnership through a
  flexible and dynamic process to enable the
  earliest interventions to manage risk. Area
  performance is managed through formal and non
  formal arrangements including
•  
• Area Risk Managers Performance Review Meetings
• with PID - 8 weekly
• Area Risk Managers Forum - 6 weekly
• CFS Strategic Group - Quarterly
• Service Delivery Management Team - Monthly
• Through the establishment and continued work of
  specialist posts (Business Development, Equality
  and Diversity, CFS Manager, Arson Reduction
  Manager) and integrated partnerships (Criminal
  Justice Centre, Crime and Disorder Reduction
  Partnership, Local Strategic Partnership, Road
  Safety Partnership, Warwickshire Abandoned
  Vehicle Partnership, Third Sector Partnerships),
  our approach to risk management is further
  refined, consultation is conducted and the
  results are used to update partnership activity.
•  

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Operational Self Assessment
Does the FRA have an effective Risk Analysis
process that reflects the diverse nature of the
community and identifies and prioritises those
most at risk through its IRMP?
Community Risk Management
Performance Indicators
Impacts and Outcomes What has changed as a
result of projects / work

• ADFs (Page 1) 30 reduction between 01/02 and
  08/09
• AFAs (Page 2) 43 reduction between 01/02 and
  08/09
• ARSON (Page 3) 25 reduction between 01/02 and
  08/09 

The Identification geographic and thematic
prevention priorities and themes (Strategic
Assessment) and three year action plan including
performance improvement targets has supported the
improvements in performance over the last 12
months.   Assessed the potential impact of the
Atherstone on Stour incident on the delivery of
CFS priorities, obtained funds through Capacity
Building paper to provide   ? Third sector HFSC
project risk register/review ? Additional CFS
staff ? Update non domestic premises risk
information   The introduction of the Performance
Bulletin has enabled performance improvement
against highlighted issues recording information
on the IRS system, Fire advice and guidance .
The bulletin is shared with all WFRA staff
through team briefings.
Continuous Improvement Future Plans to further
improve performance
The Service Management Team has been recently
established to encourage a step change in
performance, enhance risk management and improve
prevention, protection and response
activities. Develop and implement our approach
to consultation with a particular emphasis /
focus on hard to reach groups. The outcomes will
further inform our Service planning and continue
to build engagement with hard to reach
groups. Mobile Data Terminals - purchase and
deployment of MDTs on all operational response
vehicles. Implementing changes to Service
delivery informed by local area risk profile.
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Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA effectively use the outcomes of its
risk analysis to plan and implement and
effectively deliver prevention, protection, call
management and incident support, response,
health, safety, training and development
activities within its IRMP? Warwickshire Fire
and Rescue Authority meets the ESTABLISHED
criteria
Community Risk Management
WFRA plans and implements the effective delivery
of organisation activity through an holistic
approach to Service delivery which is informed by
the risk profiles expressed within the IRMP.
Organisational priorities are owned by the senior
management team and include the delivery of
statutory FRA responsibilities. The outcome of
our comprehensive risk analysis planning (Section
1.1) is reflected in the annual Service Plan
(Page 7). This informs the annual Service and
financial plan that is aligned to the risks
identified in the IRMP and the CFS priorities
identified in the strategic assessment. Service
(Page 10), area, department and individual work
plans are developed to ensure the effective
delivery of risk management activity as described
within the IRMP.   Through the budget setting
process resources are allocated to cost centre
managers to meet identified priorities.
Quarterly reviews take place with the financial
Service advisor to ensure performance against
budget and priorities.   Monthly reporting on the
budget is presented to SMT, Cabinet (Quarterly)
and to WCC financial Service managers / WCC
Director of Resources as part of the performance
management framework.
Area Risk Plans and the Business Continuity
Policy have been developed using the results of
risk analysis and include the allocation of
resources to deliver prevention and response
activities at local level. The WFRA Service
Plan identifies the resources to be allocated to
each area of the Service at the start of each
financial year. This is regularly reviewed with
reference to performance and has resulted in the
reallocation of resources to manage risk for
example capacity building funds, overtime
authorised to achieve response standards
establishment and ASFIT. The training and
development function has the flexibility to
redirect devolved resources in line with the
Service plan and emerging issues for example the
increase in hot fire training. The following
posts and projects have been funded after the
evaluation of risks (Assistant Chief Fire
Officer, Area Manager, CFS Rural Officers, 3rd
Sector HFSC) project to ensure emerging issues
and recommendations from the Atherstone on Stour
incident are appropriately dealt with. LPSA2
pump priming grant has provided over half a
million pounds of additional funds for prevention
activity and reward grant funding has been
secured for the FLARE programme (NEETS)
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Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA effectively use the outcomes of its
risk analysis to plan and implement and
effectively deliver prevention, protection, call
management and incident support, response,
health, safety, training and development
activities within its IRMP?
Community Risk Management
Performance Indicators
Impacts and Outcomes What has changed as a
result of projects / work
NEETS "A London School of Economics report
recently concluded that each "NEET" (person "Not
in Employment, Education or Training") costs the
authorities between 90,000 and 300,000. The
FLARE programme has provided 103 young people
with positive destinations, representing an
approximate saving of 15 million. The programme
has achieved this with a total budget of
approximately 300,000. External funding for
projects WFRA has secured over 1 million
pounds from external sources to provide various
interventions including FLARE, ASBIT, Car Clear,
Firebreak.

• ADFs (Page 1) 30 reduction between 01/02 and
  08/09
• AFAs (Page 2) 43 reduction between 01/02 and
  08/09
• ARSON (Page 3) 25 reduction between 01/02 and
  08/09 
• NEETS (Page 3 table) 103 FLARE Graduates

Continuous Improvement Future Plans to further
improve performance
The next IRMP will be written with a focus on
Fire and Rescue Service activity including
delivery of embedded risk management activity.
The links between strategic plans and operational
plans will be clearly expressed and areas for
improvement will be highlighted. The IRMP will
be closely monitored by the cross organisation
management team which will replace the role
previously performed by the performance review
group.
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Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA have a robust process for measuring
and evaluating the effectiveness, and improving
performance of its risk analysis process?
Warwickshire Fire Rescue Authority meets the
ESTABLISHED criteria   
Community Risk Management
The WFRA approach to measuring and evaluating the
effectiveness of the risk analysis process is
driven by the local context and is evolutionary.
Regular reviews of performance of risk management
activities are conducted using a range of data
sources and are carried out to make accurate and
appropriate recommendations to improve the risk
management process. This approach is manifested
at various levels including   Internal Customer
satisfaction survey results used to inform
quality and effectiveness of the delivery of
HFSCs.   Historical IRMP incident trend data has
been used to develop and inform the risk analysis
element of the Strategic Assessment.   Incident
Data quality is scrutinised bi-monthly WFRA was
one of the pilot FRAs for IRS. Evaluation of
data quality and assurance by involvement in
FSEC, IRS and Active national user
groups?   Regular project review meetings take
place to check, challenge and confirm direction
of travel,   strategic fit and link to Service
objectives. The updated Car Clear Service
specification (Page 5 11) incorporates a
decrease in the time taken
to remove abandoned vehicles from 24 hours to 2
hours which significantly reduces the risks
associated with deliberate car fires . Family
and FRS Group benchmarking reviews of Performance
Indicators used to inform operational crews.
This ensures consistency of approach in gathering
and use of data. Warwickshire County Council
In partnership with WCC, and following a
customer insight visit to Hammersmith and Fulham
Local Authority the Mosaic lifestyle (Page 3
Section 4) data set has been utilised to enhance
our understanding of community risk and this has
been incorporated into our risk analysis process.
Data quality assurance work is undertaken by all
Services and results in an agreed action plan
following review by the Audit Commission. This
includes a repository for all Performance
Indicators with definitions.   External Through
work with partners Third Sector (Age Concern -
HFSCs), Warwickshire Police (WAVP - PNC),
Connexions (FLARE - Tracking), Warwickshire Race
Equality Partnership (Engage Hard to Reach)
access to additional data sources has informed
our understanding of community risk and was used
extensively in the development of the Strategic
Assessment.
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Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA have a robust process for measuring
and evaluating the effectiveness, and improving
performance of its risk analysis process?
Community Risk Management

• ADFs (Page 1) 30 reduction between 01/02 and
  08/09
• AFAs (Page 2) 43 reduction between 01/02 and
  08/09
• ARSON (Page 3) 25 reduction between 01/02 and
  08/09 

Strategic Assessment - direction of travel set
for 3 years with annual review Performance has
improved inline with the targets set. IRMP -
Action Plan review the last plan and write new
plan 2010 - 2013.   The
organisation is aware of the modernisation issues
that it faces. The task and finish team report
and Service Delivery Modernisation
recommendations are currently being risk assessed
by independent experts.   The development and
implementation of the Business Continuity
Management Policy. Corporate business risk
approach embedded.
To further develop, refine and implement a
co-ordinated approach to the evaluation of all
activities through a standardised process will be
developed in partnership with Warwick University
Business School and will be completed by
September 2009
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Operational Self Assessment
Prevention
Has the FRA clearly defined, planned and
implemented a prevention strategy linked to its
IRMP? Warwickshire Fire Rescue Authority meets
the ESTABLISHED criteria

• The WFRA Strategic Assessment (SA) clearly
  defines the planned and implemented prevention
  strategy linked to the IRMP Strategic
  assessment (Page 6 Section 4).
• The prevention strategy is owned throughout the
  organisation at all levels through the CFS
  strategic and delivery groups and SMT. The SA,
  was developed in late 2007 using a continual
  improvement process and implementation began in
  early 2008 in response to the assessed need to
  co-ordinate and deliver prevention activity. The
  following structures are used to deliver the SA
  action plan and includes contributions from
  stakeholders beyond the immediate FRA CFS,
  Community Safety, Performance Information,
  Business Development, Area Risk Teams,
  Operational Firefighters, Arson Task Force (Based
  at Warwickshire Justice Centre), Crime and
  Disorder Reduction Partnerships, Warwickshire
  Safer Communities Partnership - Local Area
  Agreements, Road Safety Partnership, Warwickshire
  Police.
• The Strategic Assessment identifies three
  strategic prevention priorities
• ARSON
• ACCIDENTAL DWELLING FIRES
• ROAD TRAFFIC COLLISIONS
• The priorities are further divided into five
  thematic

areas that are presented within the Strategic
Assessment (Page 5 Section 4). Emerging issues
are reviewed as a standing item for consideration
at the CFS Delivery Group meetings. Local
prevention targets have been established for each
area risk team linked to their area risk profile
and described within their Service plans closely
linked to the IRMP, and incorporates the national
priorities (prevention, protection, response,
resilience, diversity, workforce, governance and
improvement as presented in the national
framework. Activity is targeted through a
combination of thematic, geographic and community
risk profiling (Page 42 section 7) targeting
activity through the development of County-wide
problem profiles ensures that resources are
deployed effectively and peaks in incidents are
proactively addressed. The deployment of Area
Risk Teams ensures that issues, which are
affecting local communities, are managed through
dedicated geographical teams who build and
maintain local partnerships through which
prevention activity is delivered.   A full suite
of indicators are used to identify priorities
including FSEC, Active Response and Mosaic
lifestyle data sets, to refine and further
understand the diverse needs, nature and key
lifestyle attributes that are contributing
factors to local problems.
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Warwickshire Fire Rescue Authority
Operational Self Assessment
Has the FRA clearly defined, planned and
implemented a prevention strategy linked to its
IRMP? Warwickshire Fire Rescue Authority meets
the ESTABLISHED criteria    
Prevention
The Accidental Dwelling Fire (ADF) problem
profile was developed in Autumn 2008 and was
delivered in January March 2009. Home Fire
Safety Check activity was targeted at the peak of
ADF incidents across the County, additional
resources were allocated based on risk and need
within the County. In addition, a marketing
campaign was targeted at Warwick District where
Accidental Dwelling Fire incidents are highest
and included high visibility billboards, 2 fire
appliances with HFSC promotional material and
incorporated National Fires Kills material WFRA
recognises the diverse needs of the various
elements of the community through the deployment
of specialist lead officers to work within the
five thematic areas including Rural Community
Fire Safety Officer, Young People Initiatives
Manager, Arson Reduction Team, Community Liaison
Officer, Schools Liaison Officer, Diversity and
Equalities Officer. The personnel listed above
work in partnership across various thematic
structures including CDRPs, Police, LEA, primary
and secondary schools, third sector
organisations, hard to reach communities (gypsy
and travellers), disabled groups including
sensory impaired (i.e. deaf), children and young
people, drug and alcohol dependent, older people
(Page 11 Section 2.3). WFRA acknowledges that
prevention activity must be
delivered in partnership to ensure long term
solutions and benefits (Social Engineering). To
capture the value and key features of significant
partnerships WFRA developed a database which has
now been adopted across the County Council. Five
significant partnerships include the Warwickshire
Abandoned Vehicle Partnership, ASFIT, FLARE and
Age Concern. WFRA considers their involvement
in partnership work to be an area of noticeable
practice because WFRA has secured over 1 million
pounds in external funding helping target those
groups most at risk.
EXEMPLAR PRACTICE Significant Partnerships
Database The development of the strategic
partnerships database was driven by the need to
prioritise and manage significant relationships
with external groups and organisations. The
database was developed and established by WFRA
and has now been adopted by WCC as the tool to
manage all County Council significant
partnerships. The aim of the project is to
record useful information regarding significant
partnerships that WFRA engages in and to ensure
the partnership contributes to WFRA strategic
organisational aims preventing fire related
incidents, protecting people, property, communitie
s and the environment.
2.1
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Warwickshire Fire Rescue Authority
Operational Self Assessment
Has the FRA clearly defined, planned and
implemented a prevention strategy linked to its
IRMP?    
Prevention

• ADFs Injuries (Page 2) 30 reduction between
  2001/02 and 2008/09
• AFAs (Page 2) 43 reduction between 2001/02
  and 2008/09
• ARSON (Page 3) 25 reduction between 2001/02
  and 2008/09 

Marketing and Resource Plans   Problem Profile -
Accidental Dwelling Fires   Minutes from the
Strategic and Delivery Groups providing evidence
of the implementation, monitoring, accountability
and performance improvements.   LPSA2 / LAA
projects / outcomes   Partnership toolkit /
database   Refined understanding of community
issues effecting WFRA (Mosaic)       
Update the Strategic Assessment and IRMP
including links to and from the national
framework. Merging the CFS Strategic group and
the Area Risk Managers Forum to provide a focus
and bring prevention and response areas closer
together. WFRA Management Team established to
provide senior managers from across the
organisation with a forum to encourage
organisational ownership of strategic issues
including CFS performance. The management team is
chaired by the CFO and includes SMT and strategic
managers across the organisation.
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Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA effectively engage partners and
stakeholders in its prevention activities?
Warwickshire Fire Rescue Authority meets the
ADVANCED criteria     
Prevention
WFRA effectively engages partners and
stakeholders in the design and implementation of
its prevention activities at a number of levels.
As a directorate of WCC, WFRA develops
partnerships and explores opportunities resulting
from this activity. Internal Engagement - The
design and delivery of prevention activity is
generated through the CFS Delivery Group
(minutes), which co-ordinates issues raised by
firefighters, through Area Risk Teams, that
contribute to the development of projects. It is
the responsibility of the CFS Strategic Group to
ensure that areas of Service Delivery relating to
Community Fire Safety contribute to the overall
aims of reducing risk to the community. The WFRA
Schools Programme is delivered in partnership
with the Local Education Authority and local
schools and enhanced intervention through the
Safer Schools Partnership at targeted locations
(Schools). External Engagement - Community
Engagement, at a local level, continues to be a
focus for the Area Risk Teams, with the
deliberate fire issues featuring throughout the
four District and Borough CDRP action plans.
This structure allows ARTs to engage at a local
community level through Partners and Communities
Together (PACT) and Community Forums, through the
Locality Working agenda, where consultation
with
the public takes place and local priorities are
developed. WFRA is also a key delivery partner
of Local Area Agreement outcomes with deliberate
fires, young people - narrowing the gaps (NEETS -
FLARE) featuring as County-wide priorities within
the Community Safety Agreement / (Children's
Strategy). This approach continues to ensure
there is a targeted approach to locally
identified issues and priorities in a
multi-agency arena. Furthermore, WFRA feature as
a key partner through the County-wide Anti Social
Behaviour Strategy and specific actions are
recorded within the ASB Action Plan (Page
24). Warwickshires Arson Task Force has been
established since 2007, and is responsible for
the implementation of the Arson Reduction
Strategy, which has been the driving force for
specific joint agency projects (ASFIT / ASBIT)
and has brought the significant deployment of two
fire officers as the Arson Reduction Team into
the Warwickshire Justice Centre.
2.2
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Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA effectively engage partners and
stakeholders in its prevention activities?
Warwickshire Fire Rescue Authority meets the
ADVANCED criteria     
Prevention
Partnerships - links through other blocks within
the LAA and structures through WCC are made where
joint strategic issues are managed including
Accidental Dwelling Fires, Arson, RTCs, Young
People and Diversity. Younger people and their
safety are recognised as one of the most
important issues facing WFRA. FLARE is a
significant partnership between WFRA, Connexions
and the Children's Young People and Families
directorate of WCC and has achieved the LAA
stretch target including a 1.7 million reward
grant providing 100 young people with positive
destination after leaving school. WFRA
recognises the issues presented by various groups
such as the elderly through the Older Peoples
Safety Review. Specific work relating to hard to
reach communities, such as Gypsy and Travellers,
migrants, BME groups (Warwickshire Race Equality
Partnership) and individuals who are dependant on
alcohol or drugs are recognised as a significant
priority for Warwickshire due to the life
threatening seriousness of the fires and the
potential lack of fire safety education. Road
Safety WFRA chairs the Young Drivers priority
group of the Warwickshire Road Safety
Partnership, ensuring that the FRA influences the
young driver issue (Page 14 chart D), which has a
significant impact on Fire and Rescue Service
resources.
EXEMPLAR PRACTICE Arson Reduction Team - the
location of the team into the Warwickshire
Justice Centre has brought numerous examples of
improved partnership working, including the
target hardening intervention with victims of
domestic violence, through the fitting of
letter-box attachments. This extremely sensitive
work is carried out by specialist officers. The
SAFE scheme, which is delivered through the Arson
Reduction Team, takes an integrated approach to
intervention through the Enhanced Support
Network. In certain cases, this brings about the
use of a Common Assessment Framework to allow
appropriate support for individuals and families
to be obtained. FLARE - Targeting anti-social
behaviour through activity targeted at NEETS, is
delivered by WFRA in partnership with Connexions
has secured funding (post LPSA2) from a variety
of sources including WCC Children Families and
Young People directorate, Nuneaton and Bedworth
Local Area Committee and LPSA2 interim support
grant.
2.2
KLOES
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21
x
Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA effectively engage partners and
stakeholders in its prevention activities?     
Prevention
Warwickshire Abandoned Vehicle Partnership - CAR
CLEAR - Targeting the removal of abandoned /
untaxed vehicles to reduce instances of
deliberate vehicle fire. After a thorough
tendering process a new contractor has been
appointed (01/04/09) to remove vehicles within 2
hours of notification 24 hours a day 365 days per
year on cost neutral basis. The contractor has
been involved in the design of the scheme.
Standardised processes have been agreed and
implemented by the 9 partners including all
Districts and Boroughs, WCC waste management,
Warwickshire Police and WFRA. The next stage of
the project is to obtain and implement (Summer
2009) the DVLA devolved powers to further improve
the process. In the first two months April / May
of operation we have seen a 100 reduction in the
number of DVFs compared to the same period the
previous year.

• ADFs Injuries (Page 2) 30 reduction between
  2001/02 and 2008/09
• AFAs (Page 2) 43 reduction between 2001/02
  and 2008/09
• ARSON (Page 3) 25 reduction between 2001/02
  and 2008/09 

Updating the Strategic Assessment annually to
ensure that emerging trends and issues are
considered and feature in action plans. Merging
the CFS Strategic group and the Area Risk
Managers Forum to provide a focus and bring
prevention and response areas closer
together. Explore further partnership
opportunities
2.2
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Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA have a robust process for measuring
and evaluating the effectiveness, and improving
performance of its prevention activities?
   Warwickshire Fire Rescue Authority meets the
ESTABLISHED criteria
Prevention
WFRA has developed a robust process for measuring
and evaluating the effectiveness, and improving
performance of its prevention activities. The
strategic assessment has enabled WFRA to be self
aware, understand the issues it faces and develop
priorities based on local problems. A refined
methodology (Plan, Do, Check, Review) is used to
trial new initiatives to ensure that prevention
activity is continuously improved. Pilot
projects are developed to test new business
theories and in last 18 months the ASFIT and
ASBIT projects have been critically evaluated to
ensure that action learning is used to refine
tactics. The impact and outcome from this
business development model can be observed
through the improvement in performance data
(ASFIT). Feasibility studies and business
cases are developed and scrutinised at senior
manager level to ensure strategic fit with
organisation priorities. The Home Fire Safety
Check Review conducted in March 2009 has led to a
number of recommendations including the
development of an online home fires safety check
and referral scheme.  
Problem profiles are developed on a needs basis
using various tools and are linked to the three
priorities and five themes as presented within
the strategic assessment. The Anti Social Fire
Crime problem profile was developed in
partnership with Community Fire Safety (lead),
Performance Information and Business Development
and recommended the targeted deployment of ASFIT
and has contributed to a 51 decrease in the
number of Small Deliberate Fires. Regular
performance reports are used to further support
activity / redeploy resources to manage risk.
This ongoing review of performance enables
intelligence-lead evaluation to be conducted.
The Performance Information Department (PID)
meets each Area Risk Manager every month to
discuss actual performance against targets
(resources are redeployed by Area Risk Managers
to manage areas of poor performance) PID ensures
the quality of incident data through the IRS
system by quality checks via the Area Risk Teams
which is further scrutinised by PID before the
data is published on IRS and sent to Dept
Communities and Local Governement. This process
enables WFRA to be self aware through
benchmarking against national and family groups.
2.3
KLOES
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23
x
Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA have a robust process for measuring
and evaluating the effectiveness, and improving
performance of its prevention activities?
   Warwickshire Fire Rescue Authority meets the
ESTABLISHED criteria
Prevention
 
Project team meetings are used to evaluate
activity and debriefings are conducted to ensure
the immediate evaluation and implementation of
new or adapted tactics. Updated tactics are
recorded, communicated and published on the WFRA
document library to ensure all personnel are
aware of the change. Performance monitoring and
evaluation is owned across the organisation at
all levels through established performance
management and project groups including the Area
Risk Managers Forum, CFS Strategic Group,
Performance Review Group. Home Fire Safety Check
Review - evaluation forms are sent to members of
the public who have received a HFSC. The review
is conducted to ensure that the HFSC programme
delivers risk critical information to those
people and communities most at risk from
accidental dwelling fires. The business risk
analysis process following the Atherstone on
Stour incident included recommendations for the
provision of capacity building funds to ensure
business as usual was maintained in respect of
Service delivery and to maintain the delivery of
HFSCs via the third sector.
EXEMPLAR PRACTICE Warwickshire Observatory
Small Fires Team Evaluation The report aims to
assist with the evaluation of the ASFIT
(Anti-Social Fire Intervention Team) Project run
by Warwickshire Fire and Rescue Authority. It
provides an overview of the problem of small
fires, anti-social behaviour and criminal damage
during the time period that ASFIT has been
running in Nuneaton and Bedworth. This team has
been created to tackle incidents related to
nuisance small fires within the local
community. The data in this report compares two
periods and includes only incidents that have
been reported between the times of 1600 and
midnight, specifically between the dates of 5th
September 12th November 2007 (Period 1) 5th
September 12th November 2008 (Period 2)
2.3
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x
Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA have a robust process for measuring
and evaluating the effectiveness, and improving
performance of its prevention activities?    
Prevention
Small Deliberate Fires 51 reduction Automatic
False Alarms - 43 reduction between 2001/02 and
2008/09   ARSON - 25 reduction between
2001/02 and 2008/09
Case study ASFIT evaluation. The implementation
of refined project methodology ensures best
practice is continually implemented, shared, and
refined. This process led to a significant
change in tactics involved in the deployment of
the ASFIT/ASBIT teams. The original deployment
in Nuneaton and Rugby was based on a controlled
burning policy - the second deployment in
Nuneaton used a zero tolerance on all small fires
and this contributed to the 51 reduction in
small deliberate fires in the Nuneaton Area (when
compared to the same period in the previous
year). The WFRA Schools Programme was reviewed
and evaluated by Warwick University Business
School in March 2009 the results are being used
to provide the key features of the continuous
improvement plan for the programme.
As part of a post graduate diploma in Applied
Management, a team of five students from Warwick
University were invited to analyse the schools
programme. The key findings have been documented
in the Schools ProgrammeStrategic Review report.
Action plans to implement recommendations will
be developed in 2009 as a result of the IDP
findings. Modernisation proposals - Small fires
Team x 2 Targeted response, AFA call challenge,
capacity etc.
2.3
KLOES
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x
Warwickshire Fire Rescue Authority
Operational Self Assessment
Has the FRA clearly defined, planned and
implemented a regulatory fire safety strategy
linked to its IRMP? Warwickshire Fire Rescue
Authority meets the ESTABLISHED criteria  
Protection
WFRA has a clearly defined, planned and
implemented fire safety strategy which is linked
to the IRMP. WFRA has developed and implemented
a comprehensive Service policy document which
sets out the statutory responsibilities for which
the Service has enforcement provision under the
Regulatory Reform (Fire Safety) Order 2005. This
policy document clearly defines the procedures to
be followed, how the inspection regime is planned
and implemented and supports the Integrated Risk
Management Plan (IRMP).   The risk based
inspection programme is used to prioritise those
premises, judged to be the greatest potential
risk and manage the risk in accordance with the
guidance issued by CFOA including its relative
risk matrix and the Mott MacDonald fire frequency
calculations prepared for the Governments FSEC
toolkit. The inspection programme is focused on
those premises which have the highest potential
for life risk but also takes into account
environmental and historical factors. The
greatest proportion of inspections fall within
those premises containing sleeping risk such as
hospitals, boarding schools, care homes and
hotels. Therefore these types of premises have
the shortest inspection frequency criteria.
The following premises, nightclubs, theatres and
cinemas have also been assessed as higher risk
premises and as such have also been given a short
inspection frequency. This risk identification
process has been developed in support of the IRMP
(Page 14 section 6).   Clear responsibility for
the implementation of the strategy is set out in
the Structure and Management policy document with
responsibility resting with the Assistant Chief
Fire Officer for Service Support.   The
appropriate numbers of trained personnel, who
possess the necessary experience, are deployed to
effectively undertake the inspection and
consultation process. An electronic inspection
management system is used to target inspections
based on risk, gather inspection and compliance
information, complete the CLG annual returns
process and to populate the re-inspection
programme.   WFRA has developed and established
the fire protection communications policy whereby
operational information gathered by Fire
Protection Officers is passed to operational
crews via the Operations Section at Service
Headquarters and similarly fire protection
information is passed to the Fire Protection Team.
3.1
KLOES
Page 19
26
x
Warwickshire Fire Rescue Authority
Operational Self Assessment
Has the FRA clearly defined, planned and
implemented a regulatory fire safety strategy
linked to its IRMP?  
Protection

• Fires in non-domestic
• properties Page 5
• Deaths and injuries in non
• domestic premises 2008/09
• no deaths reported
• Total number of
• inspections Page 5 Table
• Total number of notices
• issued  Page 5 Table

WFRA has integrated the CFOA recommendations
regarding the risk based audit/inspection
programme. Outcomes have been amended to
incorporate a risk weighted approach to those
areas of non-compliance which are considered as
risk critical to the ultimate safety of the
occupiers and users of buildings. This has been
fed into the Service Policy document and the
electronic Management Information system is being
enhanced to take these changes into consideration
when calculating risk ratings and future
inspection frequencies for businesses.  
As the planned inspection and audit regime is
completed, the information gathered and the risk
scores generated will feed back into the
inspection process, thus ensuring that those
premises at highest risk are re-inspected within
a pre-determined period. Therefore ensuring the
deployment of resources matches risk identified
and managed through the IRMP. Building
Regulations consultations are increasingly being
forwarded to the Service in electronic format.
We are embracing this change and have recently
purchased a large scale electronic display screen
which allows architects drawings to be displayed
and viewed within a discussion forum. This
communications strategy is designed to increase
output flows and increase productivity.
3.1
KLOES
Page 20
27
x
Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA effectively engage partners and
stakeholders in its protection activities?
Warwickshire Fire Rescue Authority meets the
DEVELOPING criteria
Protection
WFRA effectively engages external and internal
partners and stakeholders in the planning and
delivery of fire protection activities   The WFRA
has established arrangements for the consultation
and engagement of all five local authorities
building control centres within the County and
related approved inspectors using the CLG
building regulations fire safety procedural
guidance.   WFRA conducted a consultation
exercise with occupiers of non domestic premises
via a questionnaire to gather risk information to
be held on the FSEC system. The consultation
results provides WFRA with enhanced knowledge and
understanding of risks within 4,000 non domestic
premises across the County.   A dedicated
firefighter (Station Manager) is employed to
carry out licensing work within the County and
has established appropriate communication links
in the form of standardised e-mails to provide an
audit trail with the local authority licensing
officers.   Following each audit process the
initial approach is to identify areas for
improvement through structured debriefing and
education of the Responsible Person (RP) for the
premises Service policy document - audit process
section .
This often results in an informal notice of
deficiencies being issued to the RP allowing them
time to implement the relevant improvement plan.
Formal enforcement action is only followed where
the RP fails to implement sufficient measures and
where the attitude shown is one of indifference
as set out in the enforcement expectation policy.
Prosecutions are normally only undertaken in
exceptional circumstances where it would be in
the public interest to do so.   Protocols are in
place with the local housing authorities together
with a signed Memorandum of understanding with
the Department for Children, Schools and Families
in connection with the fire safety provisions in
private and boarding schools.   Internal -
WFRA An integrated approach to prevention,
protection and response has established an
audited communications strategy whereby joint
information gathering and exchange is undertaken
by inspecting officers and operational crews.
This is achieved by the sharing of operational
and FP non-compliance information following
visits using either an Operational risk
information form (O2 form) or an Initial survey
form (O17 form).
3.2
KLOES
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28
x
Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA effectively engage partners and
stakeholders in its protection activities?   
Protection

• Fires in non-domestic
• properties Page 5
• Deaths and injuries in non
• domestic premises 2008/09
• no deaths reported
• Total number of
• inspections Page 5 Table
• Total number of notices
• issued  Page 5 Table

Following the creation of the housing authority
protocols, individual inspecting officers have
now been assigned responsibility for each of the
five local housing authority areas. This creates
a better working relationship, allowing clear
lines of information exchange to take place and
greater personal links between departments.
  Responsible Persons are more receptive to the
advice given by inspecting officers due to their
involvement in any solution to perceived
deficiencies. This gives them ownership of the
fire protection arrangements within their
premises leading to a better understanding of why
they are required and a better maintenance of
those measures.  
Following the appointment of the new Fire
Protection Manager greater links will be
established between the Service and business
associations with the view to increasing the
awareness of fire safety legislation among their
membership. The Fire Protection Manager will
also support the Head of Fire Protection at CFOA
regional Fire Protection meetings, taking the
Service forward in alignment with both regional
and national policy.   To consider the use of an
independent call centre to gather additional
information from non domestic properties to
support the 25 (4,000) response rate to the FSEC
non domestic premises questionnaire.
3.2
KLOES
Page 22
29
x
Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA have a robust process for measuring
and evaluating the effectiveness and improving
performance of its protection activities ?
Warwickshire Fire Rescue Authority meets the
DEVELOPING criteria
Protection
WFRA continues to improve and refine the process
for measuring and evaluating the effectiveness of
prevention activity. Evaluation of performance
information is gathered and inputted on the
electronic management information system which is
used to monitor the performance of inspectors
including the number of inspections undertaken,
the time taken for inspections and the compliance
levels of different types of premises.   The
system also provides electronic copies of all
reports and correspondence written which enables
WFRA to be aware of emerging patterns and risks
and is used to evaluate and appraise the Fire
Protection Department and individual inspectors
work.   A six monthly audit process for
individual inspectors has been developed and
implemented. This process incorporates the new
methods of working undertaken by inspectors
following the implementation of the Regulatory
Reform (Fire Safety) Order.   The audit process
involves the examination of generated notices and
reports issued during a number of inspections and
for the audit of inspectors as they carry out
their duties during the actual inspection process
on site.
This assessment is then fed back to the
inspecting officer to share good practice
together with any areas for improvement. The
methods and actions used to resolve problems and
issues found are also fed back into the team
meetings to ensure a consistent approach is
maintained by all inspectors.   An annual review
of WFRA fire protection activities is conducted
to analyse the resource needs of the FRA. This
review is undertaken in five stages as suggested
by CFOA Circular 2006. The results of the annual
review are then forwarded to the Area Manager
Service Support for consideration and action if
required.   WFRA collects customer satisfaction
information via the quality assurance
questionnaire which is left with the responsible
person on the conclusion of each inspection.
This enables general areas of improvement and
areas of sustained good Service to be highlighted
at the end of each year which in turn feed into
improvement plans.   Ongoing fire protection
issues are discussed at regular team meetings to
ensure best practice is shared within the team
including the identification of trends and risk
critical information.   
3.3
KLOES
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x
Warwickshire Fire Rescue Authority
Operational Self Assessment
Does the FRA have a robust process for measuring
and evaluating the effectiveness and improving
performance of its protection activities ?
Protection

• Fires in non-domestic
• properties Page 5
• Deaths and injuries in non
• domestic premises 2008/09
• no deaths reported
• Total number of
• inspections Page 5 Table
• Total number of notices
• issued  Page 5 Table

The annual review process of resources indicated
that there was a need to enhance the management
function within the Fire Protection section. To
this end the existing Fire Protection Manager
post was highlighted as requiring review and has
since been upgraded from a Watch Manager to a
Station Manager role. The OASD action plan
recommended the creation of a central Fire
Protection Team. This has been implemented and
improvements in Service delivery have been
observed such as an increase in the number of
targeted inspections.    
An updated process for the monitoring and
auditing of the work carried out by individual
officers is to be introduced within the next six
months. This will ensure officer competencies
are maintained and a consistent approach is taken
in the education and enforcement of the
legislation. Where fires have occurred in
non