Community Risk Management

Transcription

1 Community Risk Management This policy covers the Community Risk Management model which formalises the process of identifying and prioritising risk in order to achieve the Service s aims and objectives through IRMP. OWNER Philip Usher LAST REVIEW March 2013 REVIEW DUE DATE September 2013 VERSION CONTROL/AMEND Version 1 SCHEDULE CROSS REFERENCES CONTENTS Section Title PART 1 POLICY SECTION Page 1 Policy Statement Specific Commitments Ownership / Monitoring PART 2 PROCEDURE SECTION Community Risk Management Model Overview Strategic Cycle Tactical Cycle

2 PART 1 POLICY SECTION 1. Policy Statement Cheshire Fire & Rescue Service currently operates with three corporate aims, each of which contains three objectives: Aim 1: Protecting our communities and reducing local risk. 1. Maintain a detailed understanding of our communities and carry out risk analysis and assessment to identify the people and property most at risk. 2. Deliver campaigns and projects to reduce antisocial behaviour and increase awareness of fire and road safety. 3. Ensure fire safety legislation is implemented effectively. Aim 2: Responding promptly and effectively to emergencies. 1. Ensure plans and resources are in place to provide a flexible, efficient and resilient response to emergency incidents. 2. Use intelligence and data to match resources to risk and demand. 3. Ensure the safety of our people by providing them with the right equipment, training and skills. Aim 3: Developing an excellent organisation, accountable to our communities. 1. Ensure our workforce is competent and able to deliver our vision. 2. Inform and involve our communities and our staff in developing services and policies which are open, transparent and accountable. 3. Deliver value for money services which maximise community safety and minimise our impact on the environment. 2

3 The Service s annual IRMP presents a summary of the key risks facing the community and plans and proposals related to achieving the Service s vision, aims and objectives. This policy is key to ensuring that the IRMP is risk and community focused in achieving these goals. Fire & Rescue Services (FRSs) are assessed by the Operational Assurance and Fire Peer Challenge (OpA) process which is based on a combination of self assessment and peer review. OpA focuses on how FRSs understand and allocate their own and partner resources based on community risk while considering health, safety and development of their staff under seven key assessment areas; Community Risk Management, Protection, Prevention, Response, Health and Safety, Training and Development and Call Management and Incident Support. This policy focuses on how the Service uses IRMP to identify, analyse, plan and evaluate community focused risk using the OpA key assessment area; the Community Risk Management (CRM). The CRM area is summarised by one overarching question: How well is the Authority identifying and prioritising the risks faced by the community? The three sections of the CRM toolkit cover: Identifying the communities most at risk and prioritising them through IRMP, using risk analysis outcomes to plan, implement and deliver service activities and measuring and evaluating the performance of risk analysis processes. Through the evaluation of risk the Service will understand how Prevention and Protection activity contributes to risk reduction in its communities. 2. Specific Commitments Cheshire Fire & Rescue Service is committed to providing services that are risk-led and community focused. This policy details how the Service delivers the CRM model in accordance with it s corporate aims and objectives and the OpA process. 3. Ownership / Monitoring The policy is owned by Planning, Performance & Communications and will be reviewed in 6 months to incorporate advancements in the risk analysis and intelligence methodologies described within the procedure section of the document. 3

4 PART 2 PROCEDURE SECTION Community Risk Management Model Overview 1. The CRM model has two cycles; Strategic and Tactical. Strategic Cycle 2. The Service recognises the importance of setting clear priorities therefore IRMP is part of a hierarchy of plans including Departmental / Unitary, Community Action Plans and Appraisals ensuring that employees, stations and departments are delivering against the Service s vision, aims and objectives. 3. The Strategic cycle aims to generate risk based and sustainable, medium and long-term plans through IRMP by considering a variety of intelligence inputs including: 4

5 Geographical and temporal trends of different incident types (Spatial Analysis), historical incident and workload levels (Station Profiles), modelling risk, workload, speed and weight of response (Phoenix and FSEC), understanding risk and the community (Geo-demographics and feedback) external factors including the local resilience (PESTLE and Civil Contingencies) 4. Through analysis of this information the impact and likelihood of a variety of issues is considered and high, medium and low risk areas are identified which drives suitable Prevention and Protection activity (see Home Safety Assessment Policy). 5. By using a variety of sources, intelligence information can often provide different perspectives on a subject. The Service Management Team recognise this and apply professional judgement to the intelligence to collectively assess the risk in each station area and make suitable Response proposals through IRMP. 6. IRMP proposals are subject to thorough public and partner consultation and feedback in order to understand the expectations and concerns of the community. This includes presenting findings of the relevant risk analysis to provide context for the proposals. 7. Each IRMP proposal is subject to an Equality and Diversity impact assessment in order to fully understand how different communities are affected by Service plans. Tactical Cycle 8. Based upon achieving the Service Delivery objectives the tactical cycle of the CRM model uses the Scan, Analyse, Respond and Assess (SARA) model. This four step process involves identifying the key issues, understanding the problem through analysis, putting appropriate plans in place and evaluating the activity to understand the impact. 9. The tactical cycle drives all unitary and station activity providing local level (household or street) priority of risk through Performance Management Group (PMG). 10. PMG is a quarterly meeting chaired by the Deputy Chief Fire Officer and attended by the relevant prevention, protection and response leads. 11. Every response, protection and prevention plan is assigned relevant Performance Indicators (PIs) which are monitored quarterly through PMG. 5

6 12. The key Response PI is the 10 minute standard for the first fire appliance, which is also analysed under the Strategic Cycle to understand areas of Response improvement. 13. The tactical risk analysis methodologies are reviewed in the strategic cycle to provide direction and ensure their continuous improvement and relevancy which supports the Service Core Value of Aiming for Excellence. This includes understanding how risk-led activity contributes to risk reduction and using the process to develop better procedures in the future. This is review is presented annually at PMG by the Risk Analysis & Intelligence Manager. 6