Asset Management Strategy

Transcription

1 Greater Manchester Fire and Rescue Service Asset Management Strategy Appendix 1

2 Document Version Control Document Version Date Written by 0.1 June 2012 Andrea Heffernan 0.2 December 2012 Andrea Heffernan 0.3 January 2013 Andrea Heffernan 0.4 February 2013 Andrea Heffernan 0.5 April 2013 Andrea Heffernan 0.6 June 2013 Ged Murphy / Andrea Heffernan 2

3 Background Greater Manchester Fire and Rescue Authority provides the fire and rescue service in Greater Manchester. Our main duties are to: Identify and reduce the risks from fire which affect all the people who live and work in or visit the area Respond to fires and non-fire emergencies. About us Greater Manchester Fire and Rescue Service: covers an area approximately 500 square miles with a population of around 2.6 million residents over ten urban centres has 1,794 uniformed staff and 423 non-uniformed staff over 44 sites has 66 front line fire engines at 41 fire stations across the whole of Greater Manchester answers 66,000 emergency calls and attends around 40,000 emergencies, in a fleet of specialist operational vehicles To fulfill our statutory duties, we own and use a significant range of assets, as set out in Table 1, and comprising: Property (land and buildings) Fleet / Transport / Equipment (fire and rescue emergency response equipment) ICT hardware and software systems Table 1: Value of asset base as at 31st March 2013 Balance Sheet as at 31st March 2013 Note m Property, plant and equipment other land and buildings Property, plant and equipment vehicles, plant and equipment Assets under construction Investment Property Intangible assets Long Term Assets

4 Note: 1. This relates to the new community fire station at Rochdale ( 0.268m) and the multi-rig training facility at the Training and Development Centre which became operational in early April 2013 ( 0.402m) 2. The Authority currently owns a piece of land at Stalybridge Fire Station which is currently leased to GMPTE ( 0.049m), and an office block at the new practical training site in Bury which is currently leased to a third party ( 0.400m) 3. The Authority accounts for its software as intangible, to the extent that the software is not an integral part of a particular IT system. Asset Management Strategy Purpose Our Asset Management Strategy (AMS) supports the delivery of high quality services through the effective provision, use and disposal of our assets supporting the delivery of our Corporate Plan. Through effective asset management we seek to support the following organisational objectives: deliver high quality services for the public, aligned with locally agreed priorities make our fire stations community assets at the heart of the community reduce carbon emissions and improve environmental sustainability increase co-location, partnership working and sharing of knowledge improve the accessibility of services and ensure compliance with the Equality Act 2010 generate efficiency gains, capital receipts or an income stream introduce new working practices and support cultural change Guiding Principles The Asset Management Strategy has been developed to achieve the following overarching corporate asset management objectives: Assets are procured in an efficient and effective manner Use of Authority s asset to support the delivery of the Authority s key strategies and plans Assets are managed in an efficient and effective manner Dispose of assets in an efficient manner at the end of their useful life. 4

5 Definition of Asset Management Asset Management is a systematic process of effectively acquiring, maintaining, upgrading and operating assets. The lifecycle of an asset is considered as part of this Strategy. Life Cycle Costs and are considered at each stage of the asset life, as appropriate: Identification of need Procurement - including on-going maintenance and development to meet on-going requirements. Operation by the asset user Regular review of fitness for purpose and performance Disposal when the need no longer exists or it is no longer appropriate or financially advantageous for the asset to be retained Aims for this Asset Management Strategy Aims have been developed through the Asset Management Strategy which seek to use the asset base to: Secure high quality and cost effective assets which will allow the Authority to effectively meet its statutory obligations under the Fire & Rescue Services Act 2004 Contribute to the Authority s prevention activities, and community safety initiatives through the design of fire stations that are community focused and are at the heart of our communities, and through the provision of appropriate vehicles and equipment which meet operational needs Provide specialist facilities which support firefighting training Develop Fire Stations that are at the heart of our communities, whilst providing accommodation for use by our firefighters undertaking operational activities. Maximise the value / return on our asset base. Invest in accommodation / technology to support more agile working and service efficiency Support collaborative working with partners, such as North West Ambulance Service, Greater Manchester Police and other AGMA partners. Deliver our Sustainability Strategy by reducing our impact upon the environment and reduce our overall carbon footprint and use of natural resources by 25%. There will be a new Strategy developed from April 2014, which will be incorporated into this Strategy where appropriate. Change the behaviours of our staff through design of facilities provided Ensure our staff work in high quality accommodation with good facilities and effective IT services Ensure the accessibility to our buildings in compliance with the Equality Act

6 Ensure that, once provided, our assets are correctly maintained Ensure we have effective arrangements for disposal of assets at the end of their useful life Where are we now? We have an excellent asset base, as a result of investment over last few years. A number of key achievements have been delivered through the previous Asset Management Strategy, including: Building a Green Community Fire Station at Bury, which has been awarded an Excellent award for its environmental credentials (British Research Establishment Environmental Assessment Methodology (BREEAM), and striving to continue this in all our new fire stations builds Introduction of Community Rooms and community facilities at our fire stations across Greater Manchester as a stepping stone towards making our fire stations at the heart of the community Innovative award winning approach to fleet design meaning our fire engines are efficient vehicles with bodies that can be recycled at the end of their useful life. Supporting the reduction of our carbon emissions and improved environmental sustainability through measures such as fitting solar panels, rainwater harvesting, more efficient boilers and lighting. Significant investment in photo-voltaic installations which contribute to our CO2 emissions reduction target whilst also mitigating rising energy costs New technical platforms used for our ICT solutions meaning more efficient usage, coupled with increased use of mobile technology Ensuring that where there is public access, buildings are accessible to all, in support of our Inclusivity Strategy Continued investment in ICT and technology assets to keep pace with technological advances and user requirements Introduction of new corporate systems, including HR Payroll, Fire Safety, and a range of Microsoft technologies Environmental Management System ISO14001 accreditation across all sites. Reviewing property holdings with our partners is leading to more efficient use and opportunities to dispose of surplus assets and co-location opportunities have been developed with NWAS and GMP, and will be further extended as part of this Strategy. Investment in BCM capabilities for example disaster recovery arrangements to support our BCM Plan Continuing to support our Command and Control systems until cut over to North West Fire Control Introduction of unisex shower pods into our fire stations, in support of our Inclusivity Strategy 6

7 PESTLE The Asset Management Strategy is influenced by the wider policy and resource context within which it is set. This strategy was informed by an analysis of the current and future political, economic, social, technological, legal and environmental issues that have asset implications: Fire service funding The Local Government budget settlement received on 19th December 2012 announced further grant reductions for the Authority of 7.38% in 2013/2014 and provisionally 7.17% in 2014/2015. This equates to a total grant cut over four years of 27%. In the first two years of the current settlement period the Authority had its central grant cut by 12.35%. The national fire grant cuts of 9% and 5.4% had been previously announced for 2013/14 and 2014/15. Capital resources The Department for Communities and Local Government (CLG) introduced a two year Capital Funding bidding process for Fire and Rescue Services for funding for 2013/14 and 2014/15. The Authority has been successful in securing a grant of 3.122m for both years 2013/14 and 2014/15. This was made up of a total of 2.35m approved capital bids and 3.894m capital grant for the two years in total. It is unclear what the Government proposals are for Fire Rescue Service asset renewal for the period 2016 onwards. Demographic changes The changing demography of the area is likely to affect the distribution and nature of the demand for our services, with an increasingly elderly population, changing lifestyles and economic factors, and likely to contribute to a changing geography of risk and therefore response, and ultimately location of fire stations and associated operational assets. Changing patterns of risk The nature of risk is evolving with an increasing emphasis on people, and the social phenomenon of fires, rather than property, and on prevention as well as response. There is a broadening pattern of response. With fire prevention activity increasingly contributing to reduced responses to fire incidents, responses to road traffic accidents are increasing and the demands of wider civil emergencies such as those related to flood incidents resulting from climate change represents an area of increased risk. The ongoing threat from terrorism means we have to be prepared for any eventuality and possibility of terrorist attack here. Collaborative working The Government s agenda of developing sustainable communities and improved resource efficiency through the better or shared use of accommodation and improved integration of public sector agencies 7

8 is already in place at sites across GMFRS, however the potential to expand this significantly is recognised and forms of key objective of this strategy. Increasingly, we are working collaboratively with partners and stakeholders to reform service delivery models to adapt to the new financial environment and in terms of sharing (buildings, facilities, workshops etc.) with North West Ambulance Trust (NWAS) and Greater Manchester Police (GMP), and other AGMA partners. We are already talking about locations where ambulances could share fire station facilities, and we are looking at opportunities for sharing other facilities, as well as considering new types of fire / ambulance stations. Developing our community role GMFRS is seen as a focus for the community with an active, fit and can do image which enhances our prevention and education work. With the introduction of Community Rooms we have started to develop our community role; however the potential to expand this is recognised and is a key driver in the development of the design of our new community fire stations, through provision of facilities such as internet cafes and fitness facilities at fire stations. Environmental considerations GMFRS recognises the need to respond to the environmental agenda. This is captured in our Sustainability Strategy and is a key driver during asset design stage, for example, by a number of initiatives, including: reducing the footprint of our new fire stations and therefore reducing space used; promoting sustainability through procurement and design of new buildings, through measures such as using British Research Establishment Environmental Assessment Methodology (BREEAM) as a tool to promote sustainability through the design and build phase of building projects promoting sustainability through the retro-fit of existing buildings such as use of microrenewables, insulation, energy efficient lighting promoting sustainability through design and maintenance of our operational vehicles Emerging technologies Emerging technologies have a significant impact on the development of the Asset Management Strategy and in terms of how we use our Capital Programme over the life of this Asset Management Strategy, and is likely to involve research into new or revised firefighting procedures, equipment and techniques with the aim of improving firefighting capabilities and public and firefighter safety in terms of asset related considerations. For example, we are looking at a layered approach to fire-fighting Personal Protective Equipment (PPE). Likewise we are looking at the use of Ultra High Pressure Cold Cutting technology which can quickly cut through a range of materials to improve fire-fighting conditions when used with other technologies such as Thermal Image Cameras and tactical ventilation. 8

9 Cyber threats The threat of cyber terrorism has now been declared a tier one threat in the National Risk Register. Cyber security is an increasing threat to large organisations and national infrastructure. It will become increasingly more important to ensure that vital networks are protected from such threats. The ongoing use of phones, memory sticks and other mobile data platforms poses a continued risk of data loss. We are working towards accreditation to ISO27001 to manage our risks in a systematic way. Link to corporate aims The Asset Management Strategy represents the practical implementation of our aims in relation to the Authority s asset base. Our overarching aim is to protect and improve the quality of life of the people of Greater Manchester, by: Prevention engage with Greater Manchester s communities to inform and educate people in how to reduce the risk of fires and other emergencies and do all we can to prevent crime and disorder. Protection influence and regulate the built environment to protect people, property and the environment from harm. Response plan and prepare for emergencies that may happen and make a high quality, effective and resilient response to them. Public Value manage risk through using resources flexibly, efficiently and effectively, continuously improving our use of public money in ways the public value. People work with people with the right skills and attitude to deliver high quality, value for money services in a positive environment for everyone. Principles operate in accordance with the law and our values, and ensure that safety, sustainability, partnership and inclusivity run through all we do. The Asset Management Strategy (AMS) is informed by the Authority s other corporate planning processes, including: Corporate Plan Operational Strategy Protection Strategy Prevention Strategy GMFRS Risk Model Medium Term Financial Strategy Capital Programme Sustainability Strategy ICT Strategy 9

10 The AMS supports the delivery of the following development goals, through the efficient and effective provision of assets, as set out below: No. Development Goal 2013/ /15 Scope the introduction of special rescue stations to focus our 6 expertise and pursue excellence in service delivery, then make recommendations and implement as required. Review the arrangements for urban search and rescue and 7 their relationship with international search and rescue capabilities, recommend improvements and implement as required. 8 Review the fleet of special appliances, make recommendations for improvements and implement as required. 10 Introduce pumping appliances more suited to dealing with smaller fires. Vary crewing arrangements on fire stations to ensure they are 11 fit for purpose and meet the risk and demand levels identified in each area. 12 Review our arrangements for incident command, make recommendations and implement as required. Refurbish or build fire stations in accordance the Fire and 13 Rescue Authority s Asset Management Plan to meet the needs of our risk modeling and effective service delivery. Provide a new technical solution for the delivery of our Control 15 (999) service prioritising opportunities for regional collaboration in the interests of public value. Identify opportunities for commissioning and / or sharing 18 services with other public (in particular AGMA), private and third sector organisations, make recommendations and implement as required. Continue to implement our Sustainability Strategy, investing in 19 green technology and behaviour change programme to reduce our direct and indirect impact upon the environment. 20 Provide new training facilities to improve real fire training for our 10

11 firefighters Scope and implement the transition requirements for moving 25 our current 999 call handling facilities to a shared North West Fire Control Centre. Research and where appropriate, develop and implement new 26 or revised firefighting procedures, equipment and techniques with the aim of improving our firefighting capabilities and public and firefighter safety. Specific schemes Specific schemes Commentary Provide new training facilities to improve real fire training for our firefighters (practical training site) New technology for future firefighting New community fire station - Rochdale & Wigan DV20 DV26 DV13 Acquisition of a practical training site to support training for operational firefighters to provide high quality, modern, future proofed (as far as practicable) Operational Training facilities. There will be the added significant benefit of enhancing our Prevention capabilities by designing facilities for use for community engagement and community safety activity. Research, develop and implement new or revised firefighting procedures, equipment and techniques with aim of improving firefighting capabilities and public and firefighter safety in terms of asset related considerations. As part of our objective to ensure that our Fire Stations are at the heart of the community and in support of our prevention activities, we are developing facilities and undertaking projects that support that philosophy. The new builds have been designed with community use in mind, and designs have been developed following a community engagement exercise in both localities. 11

12 Specialist fire engines Investment in green technologies Use of our assets collaboratively DV8 DV19 DV18 Specific examples include provision of an internet café, quiet room, and bookable space for community groups, mobile and fixed fitness equipment for use with community groups. Both schemes have been designed with sustainability as a key driver. Further development work as part of this AMS includes: Provision of 4D type facilities to support community education in relation to fire safety. Use of our fire stations as libraries Provision of fitness facilities linked to the work being undertaken as part of our Health and Wellbeing Strategy. Special Appliances are the fleet of appliances which differ from our conventional fire engines and which are designed to meet specific needs, over and above those encountered at a typical incident. Investment is planned on a new Incident Command Unit and two hose layer vehicles initially, with further work underway to introduce new special appliances to enhance our operational capability. Delivery of our Sustainability Strategy by investing in appropriate green technologies where ideally there is an economic payback of 10 years or less. We are expanding the deployment of photo voltaic arrays to secure both environmental and financial benefits from onsite energy production and to maximize the benefits from Feed in Tariffs. We are already working with partners to share the use of our assets; examples include the Driving Standards Agency at Cheadle and Salford. We have been exploring sharing sites with NWAS at a number of sites and have been in discussions with GMP in relation to community based police sites. We are also undertaking early discussions in relation to the 12

13 Investment in accommodation / technology to support more agile working DV23 use of our sites as libraries, as facilities across Greater Manchester are closing. Through this AMS we will seek to continue to develop this approach. Development of more agile working through investment in accommodation and technology, to facilitate achievement of downstream benefits in terms of better utilisation of space. Promoting community access to our fire stations DV13 As part of our objective to ensure that our Fire Stations are at the heart of the community, we are developing facilities and undertaking projects that support that philosophy. Due to the nature of our role, the fire crews based at stations cannot always be visible to allow access to the facilities by the community. To ensure members of the community can gain access to our facilities, we are intending to undertake the installation of a CCTV system incorporating remote access door automation. This would allow a central monitoring system to monitor and allow access as appropriate. Mechanical and electrical replacement at various fire stations DV13 Replacement of aging systems to allow sites to be more energy efficient, consistent with our commitment to implement our sustainability strategy. North West Fire Control Protective security DV15 DV25 In 2014 our existing Control function will move to a North West solution. In doing so, this will leave the existing facilities empty and a large amount of technology that requires decommissioning. We will be looking to redevelop this space and to upgrade our Operations Room. Schemes to support the implementation of HM Government s Security Policy for Fire and Rescue Services. 13

14 Responsibilities The following undertake key roles in the asset management process: Individual / group Policy, Resources and Performance Committee Corporate Leadership Team Asset Management Board Director of Finance & Technical Services Asset Group Owners Role Approve the Asset Management Strategy. Regularly scrutinise the asset management planning process. Asset management matters are reported to this Committee. Formal reporting is supplemented by regular informal Member briefings. Oversee Asset Management Strategy and the Capital Programme and prioritise schemes and associated funding. Develop and monitor the Asset Management Strategy and delivery of the Capital Programme. Chaired by DFTS and attended by Asset Group Owners. Make recommendations to CLT in terms of projects for inclusion within the Capital Programme. Undertake the role of corporate asset officer Oversee on-going development and implementation of the Asset Management Strategy and underpinning Asset Management Plans Undertake role of corporate asset officer for each asset group Liaise closely with the Director of Finance & Technical Services on asset related issues Develop and implement the Asset Management Plan for their Asset Group Impact assessments Equality Impact Assessments are undertaken for specific projects delivered as part of the AMS, for example, Bury Community Fire Station, vehicle replacement programme Consultation External consultation has taken place as part of the Corporate Plan. Internal stakeholders have been consulted on the creation of this strategy. 14

15 Information and communication Following approval of the Strategy by members of the PRP Committee, the AMS will be communicated widely across the organisation. This will be supported by colleagues in Corporate Communications and will also involve the development of an Asset Management Strategy in a page to capture at the highest level what we are seeking to achieve through our asset bases. Performance reporting Measuring performance of the asset base is vital to ensuring the efficiency and effectiveness of their operation. Key Performance Indicators will be developed to capture the efficiency and effectiveness of across each asset group and performance will be measured using a Balanced Scorecard approach, as follows: Theme Overarching Key Performance Indicators Condition Cost Suitability Utilisation Satisfaction Sustainability Accessibility Informed by Condition Surveys Cost per square metre of property running costs Cost per mile by vehicle type Cost per ICT workstation Informed by Condition Surveys % utilisation of Community Facilities on Fire Stations % time available for operational activity for operational appliances User satisfaction surveys Energy consumption - /m2 and KWH/m2 of building stock Fuel consumption by operational appliances per mile %of buildings which are DDA compliant 15

16 This approach will be refined through successive Asset Management Strategy reviews and will be underpinned in the Asset Management Plans for each asset group. Targets will be developed and monitored via the Asset Management Board. Review and evaluation The Asset Management Strategy will be reviewed annually. The review will be informed by analysis of asset related data and asset related performance indicators. 16