External Performance Assessment Improvement Plan 2006/8 - Monitoring 6

Report title Agenda item External Performance Assessment Improvement Plan 2006/8 - Monitoring 6 Meeting Performance Management & Community Safety Panel 15 September 2008 Date Report by Document Number Director of Corporate Services PMC 49 Public Summary This paper presents monitoring to end June 2008 against the improvement plan arising from the 2006 external performance assessment and the improvement actions agreed at Authority on 20 March 2008 from the use of resources element of the 2007 assessment. Recommendation That the Panel note the monitoring position in Appendix A. 1 of 19

Introduction 1. At the Performance Management and Community Safety Panel on 19 May 2008 a report was presented with the monitoring position on the external performance assessment improvement plan at end March 2008. Appendix A details the position as of 30 June 2008 and the tasks already achieved. 2. It should be noted that the majority of the tasks have been completed or are on target and these are detailed in this format as key milestones already achieved. 3. There are some changes to the following milestones The Asset Management Plan will now be reported to the Authority in November 2008 rather than June 2008. The new fixed asset module finance integration will take place in October 2008 rather than June 2008. The review of partnership risk management is dependent upon the results of the Fundamental Review of Partnership Working and is now due for reporting to the Panel in November 2008 rather than March 2008. Governance arrangements of partnerships will also be influenced by the Fundamental Review of Partnership Working and will report in November 2008 rather than July 2008. The presentation of the revenue implications of the capital programme in the MTFS moves from July 2008 to September 2008 due to the cancellation of the FPPC programmed for July. Work is ongoing to take into account CIPFA guidance on best practice in reporting performance, against key financial health indicators. This work was delayed due to additional workload and will report in this format in September 2008 rather than June 2008. Undertake review of current policy on unwanted fire calls moves from June 2008 to September 2008. Authority s strategic objectives. 4. The actions contained in the monitoring report will lead to improvements in how the Authority performs across a range of services and supports all 6 of the Authority s aims. Legal and Democratic Services comments 5. There are no specific legal issues arising from this report. Head of Finance comments 6. The Head of Finance has no comments. Environmental implications 7. Improvement activities detailed are expected to have a neutral impact on the environment. Value for money improvements should aim to deliver improved sustainability in line with efficiency in accordance with Aim 6: Principles, as outlined in the London Safety Plan. Equalities implications 8. The Head of Equalities has no comments. 2 of 19

List of appendices to this report: Appendix A External Performance Assessment Improvement Plan 2006/8 monitoring to end June 2008 Local Government (access to information) Act 1985 List of background documents Departmental plan monitoring to end June 2008 Proper officer Contact officer Telephone Email Director of Corporate Services Paul Davies 020 8555 1200 ext 30413 Paul.davies@london-fire.gov.uk 3 of 19

2005/06 EXTERNAL PERFORMANCE ASSESSMENT OPERATIONAL ASSESSMENT OF SERVICE DELIVERY Risk analysis There were some minor inconsistencies in the frequency and detail of assessment of competence undertaken through the appraisal or performance review process. The field team found that whilst individuals had detailed and up to date job descriptions and were receiving appropriate training to fulfil their role, the assessment of competence was at times ad hoc and dependent upon individual line managers. LFB are aware of this and an appraisal system is to be introduced following a successful trial period. Key milestones already achieved against this area for improvement are: Train all participating staff by 30/03/07 Implement PRDS from 04/ 04/07 with objectives being set by 31/05/07 Audit objectives to ensure they are set by 30/06/07 Establish standard setting/consistency mechanism by 09/07 Ensure all operational staff down to Station Manager attend PRDS training. Ensure PRDS objectives are set and confirmed with HR for all Operational staff down to Station Manager by 31/05/07. Include performance objectives and areas for improvement in individual action plans for staff below Station Manager Remaining tasks and milestones for this area for improvement are shown below. Introduce PRDS for all FRS staff and down to Station Managers for Operational staff. Ensure performance assessments for all participating staff are completed by 31/05/08. HoHR Q1: PRDS has been introduced for all FRS staff and down to Station Managers, with roll out to Control staff due for April 2009. HR are currently collecting returns on completed performance assessments with a view to reporting the position in September. 4 of 19

Operational Preparedness The provision of continuation training (other than incident command training) for competent officers is not currently formalised. Evidence was available to demonstrate training is being carried out within individual command groups but neither the content nor process for recording this is standardised across the Service. As a result the approach to the provision of training for officers is, at times, inconsistent. Key tasks and milestones already achieved against this area for improvement are: Delivery of biennial incident command course for middle managers Delivery of regular incident command training for principal officers Remaining tasks and milestones for this area for improvement are shown below. Develop structured and regular continuation training for incident command for Supervisory officers, Middle Managers, Strategic Managers Delivery of biennial residential 2 day incident command courses for experienced CMs and WMs. HoTD Q1: All of the courses have now all been incorporated into the Training & Development (T&D) Delivery Plan 2008/09 and will be available to relevant staff on a regular basis. T&D will also be undertaking regular reviews of the training scenarios to take account of organisational issues that arise through the dynamic and intelligent operational training (DIOT) process. This process forms an integral part of our commitment to improving the quality and responsiveness of the training being offered to Authority staff. 5 of 19

Call Management and Incident Support Whilst there is a systematic audit process in place that assesses the effectiveness of incident support activities, there is an absence of evidence to indicate a similarly strong procedure exists for the audit of all call management functions. The absence of such a process does not enable LFB to identify opportunities for improvement in organisational performance within this area. Key tasks and milestones already achieved against this area for improvement are: Review the pilot internal system by May 2007 and agree and roll out the system across the Authority Research systems used by other brigades championed during the OASD process by April 2007 Examine the possibility of Qualcoach (a quality monitoring, coaching and learning solution which would enable staff within Brigade Control to achieve enhanced call handling performance.) by July 2007 Remaining tasks and milestones for this area for improvement are shown below. To procure a system which assists in the monitoring assessing and accrediting of call handling and other related tasks within Brigade Control. July 2008 DAC/ Service Delivery - Mobilising Q1: The software is currently being installed. Monitoring will take place once system is up and running. A Training programme for staff is being drafted and will be implemented during the next 5 months. 6 of 19

2005/06 USE OF RESOURCES Implement a range of KPIs and develop benchmarking to enable evaluation of how the Authority s asset base contributes to the achievement of its corporate objectives. Key tasks and milestones already achieved against this area for improvement are: KPIs based on energy improvement and property suitability developed. Remaining tasks and milestones for this area for improvement are shown below. Identify appropriate Benchmarking opportunities. May 2008 HoPrp Q1: The BSRIA (a benchmarking network) base data included data that LFEPA provided re fire station costs. The 2007/8 report included the LFB data as the only type of fire station building in the BSRIA comparison. This made accurate comparison difficult to undertake. We have also supplied data on our 07/08 performance to the Value for Money Estates. part of IFP (another benchmarking network) which is part of CIPFA. Develop Asset Management Plan. June 2008 HoPrp Q1: Report being prepared for FPP and Authority in November 2008. Support and modelling work being undertaken by Strategy and Planning to assist in the development and updating of the Asset Management Plan. 7 of 19

Develop an approach to coordinate asset management information and the integration of this with the Authority s financial information. New fixed asset module to link directly to new property data base summer 2007. June 2008 July 2008 HoPrp HoF Q1: The Fixed Asset module is completed and in place. However it does not yet receive automatic updates of spend placed via the property system as this is not yet live. The date for the finance integration model has been revised to be completed by end Oct 2008. 8 of 19

Continue to seek agreement on future funding of the service. Continue to work with the GLA and lobby external stakeholders such as CLG to ensure budget sustainability issues are addressed. Review use of reserves to ensure that best use is being made of all available funds. Ensure efficiency opportunities are identified and implemented. Current projection is that budget sustainability issues will be addressed over the next three year medium term financial strategy by 2010/11. HoF Q1: Following written & oral representations to Government concerning the provisional Local Government Financial Settlement, the Minister announced a review of Fire Formula. The CLG Fire Formula Working Group will review the existing formula and suggest alternative approaches that meet with the requirements of a formula that will fit with the demands on a modern Fire Service. A questionnaire is being produced to seek views on the content of the formula from all fire service authorities. Next meeting September. A report on the medium term financial strategy (MTFS) based upon the budget guidance will be reported to Finance, Procurement and Property Committee and Authority in September. As in previous years this is currently silent on funding but the expectation remains that the budget sustainability issues will be addressed in the MTFS period. The budget setting process is underway and savings options are being considered for presentation to Members in the Autumn. 9 of 19

Ensure risk management is embedded fully across the Authority. Key tasks and milestones already achieved against this area for improvement are: Develop and implement framework for identification, review and monitoring of corporate and departmental risks Develop and implement framework for identification, review and monitoring of programme and project risks Remaining tasks and milestones for this area for improvement are shown below Review partnership risk management. 31 March 2008 HoSP Q1: Awaiting recommendations from the Fundamental Performance Review of Partnerships before proceeding with toolkit, the outcomes and recommendations from the review is scheduled for PMCS Panel 10 November. Develop and deliver risk audit programme. April 2008 HoSP Q1: The focus of the audit programme will vary from year to year and be determined on a risk basis, however the existence of the audit programme itself is now embedded. 10 of 19

The Authority should carry out a formal assessment of standards of conduct. Key tasks and milestones already achieved against this area for improvement are: Adopt the new member Code of Conduct by Oct 2007 Induct new members likely to be appointed under the proposed new legislation Remaining tasks and milestones for this area for improvement are shown below. Agree and carry out member training. As required. HoLDS Q1: Member induction training has been organised. Current members have been consulted on training requirements and further consultation will be undertaken. Appropriate training will be provided in the light of responses. Consider ethical governance audit and make recommendations. Develop corporate and ethical governance framework and publish manual and/or web pages. March 2009 HoLDS Q1: Initial preparations have been made for the ethical governance audit. A report on arrangements for the audit will be made to Standards Committee in October. By March 2008 HoLDS Q1: Interim web pages published by end March 2008. Final publication of web pages will be achieved when new website is launched. 11 of 19

The Authority should consider putting in place a formal, risk based programme of proactive counter fraud work including greater emphasis on awareness raising. Key tasks and milestones already achieved against this area for improvement are: The Counter Fraud Strategy and Fraud response Plan was updated by 31 March 2008. Remaining tasks and milestones for this area for improvement are shown below Work with external auditor on web based staff survey to evaluate staffs understanding of anti fraud and corruption arrangements. Fraud will be identified as a separate area within the Audit Plan for 2007/08. Dates for survey to be agreed with external audit. HoF Q1: A proactive Fraud Plan has been produced and a Fraud Awareness Programme, including workshops, is being rolled out during 2008/09. A survey of staff fraud awareness is to be carried out in conjunction with the external auditor. The Authority should consider including targets around efficiency achieving value for money into its appraisal system and job descriptions. Include financial objectives for budget holders as standard. 2008/09 HoF Q1: Financial objectives and deliverables have been agreed and incorporated in departmental service plans and included in personal objectives for budget holders. 12 of 19

2006/07 USE OF RESOURCES Provide a robust and evidenced analytical review on the financial statements To be completed for 2007/08 accounts. 1 July 2008 HoF Q1: Analytical review has been developed for the 2007/08 accounts and provided to external auditors as part of the closing of accounts working papers. Define the accounting terminology used in the summary financial statements and ensure the publication is made available in other languages and formats. Use easily understood terms in the summary of accounts rather than formal accounting terminology in order to increase their accessibility. The summary financial statements will be made available in other languages and formats in accordance with existing policy which is currently being reviewed to take account of recent CLG guidance regarding provision of translations and cohesive communities. 30 September 2008 HoF Q1: A plain English summary of accounts is to be developed and published in conjunction with the full statement of accounts. User feed back questionnaire also included this year to consult users on the usability of the accounts. 30 September 2008 HoC Q1: Recently revised CLG guidance suggests that material should not be translated unless a specific need is identified in order to promote a more cohesive community. An updated management note will be developed on the basis of this guidance which will form the basis of future policy. This will be achieved in time to hit the milestone target. 13 of 19

Seek feedback from stakeholders on the summary financial statements and respond to any issues raised in future publications. Set out explicitly in the budget the revenue implications of the capital programme Include an online questionnaire for our 2007/08 accounts on the new LFB web site. This will be in addition to the current questionnaire included in the accounts, in order to increase the opportunities for feed back. Respond to issues raised. Review the way we present this to ensure that the information is explicit and the links to the capital programme are clear. Improve the presentation of the revenue implications of the capital programme in MTFS. Present the capital programme so it can be viewed alongside the revenue budget projections. 30 September 2008 HoF Q1: A plain English summary of accounts for 2007/08 will be published in conjunction with the full statement of accounts in September. Online user feed back facility is still under development and will be included when the new web site is launched. July 2008 HoF Q1: A report on the MTFS based upon the budget guidance will be reported to FPP and Authority in September. The capital programme and its revenue implications have been included. July 2008 HoF Q1: As above. 14 of 19

Include the capital programme and the financial impact of partnerships in future MTFSs. Include the financial impact of future partnerships where these are material to the overall strategy. This will be aided by the imminent fundamental performance review of partnerships. July 2008 HoF Q1: The financial impact of future partnerships is intended to be addressed as part of the 2009/10 budget review. The Fundamental performance review of partnerships due to be reported to PMCS Panel meeting on 10 November 2008. Input from the review will be used where possible.. Detail explicitly the link between performance and financial data in the quarterly reports to the FPP Committee. Review our current reporting and make improvements. March 2009 HoF HoSP Q1: The quarterly performance and financial monitoring report to Members is being revised to make the links more clear. New style report will be submitted for quarter 2. Use performance information to challenge existing arrangements and secure improvements in asset management. Undertake comparison and improvement planning during 2008/09. March 2009 HoPrp Q1: Report being prepared to FPPC meeting in November regarding the Asset Management Plan (see also item on page 4). 15 of 19

Include performance against key financial health indicators in the quarterly budget monitoring reports presented to the FPP Committee Publish a separate risk management strategy and ensure this documents the distinct approaches applied to the management of corporate risk and the operational risks that underpin the IRMP. Consider CIPFA guidance and best practice on this and incorporate into our performance reporting arrangements. Review and publish our risk management strategy in 2008/09. June 2008 HoF Q1: Quarterly monitoring report being developed to ensure improved linked between finance and performance, Financial health indicators will be developed as part of this for Qtr 2 (September). This was not possible in June due to the workload at the time closing the accounts under a new financial reporting and audit regime, and the difficult budget loading exercise following the fundamental review. June 2008 HoSP Q1: Risk Strategy and Policy 2008-11 approved by Authority on 26th June 2008. Provide specific training to Members of the Audit Committee to support them in fulfilling their responsibilities for overseeing risk management. Training will be provided. March 2009 HoLDS Q1 - Member induction training has been organised. Current members have been consulted on training requirements and further consultation will be undertaken. Appropriate training will be provided in the light of responses. 16 of 19

Ensure that those approving the Annual Governance Statement are aware of the supporting sources of assurance. Document the Authority's approach to the governance arrangements for all partnerships. Continue to investigate and understand areas of lower quartile performance and take appropriate action to secure improvements This requirement will be met as part of the reporting arrangements for the Annual Governance Statement. This will form part of the imminent fundamental performance review of partnerships. Undertake review of the current policy on unwanted fire calls. June 2008 HoSP Q1: Annual Governance Statement for 2007/08 agreed by Authority on 26 th June 2008, with supporting appendix listing key items of evidence for the statement. July 2008 HoSP Q1: Peer challenge team on site 2-4 July 2008; the outcomes and recommendations from Partnerships review scheduled for PMCS Panel 10 November. June 2008 HoFSR Q1The new CFOA policy is being launched and a report highlighting changes and proposing amendments to our policy will be submitted in late September 2008. Decisions on how to secure improvement in lower quartile performance areas will be made in the light of further analysis. March 2009 HoS&P (for analysis) HoFSR (for policy unwanted fire signals and AFAs) Q1The new CFOA policy coupled with proposed changes to LFB policy will jointly affect the number of unwanted fire signals, if adopted. The report referred to above will include options for filtering unwanted fire signal calls (AFAs) at Brigade control, remote monitoring alarm receiving centres and Telecare service providers. 17 of 19

Continue to investigate ways of reducing costs while maintaining or improving the quality of services Ensure that value for money targets are included in departmental plans for 2008/11 April 2008 HoSP Q1: Financial objectives and deliverables have been agreed and incorporated in departmental service plans. Financial objectives for budget holders will be considered as corporate standard personal objectives for 2008/09. 2008/09 HoF HoHR Q1: Financial objectives and deliverables have been agreed and incorporated in departmental service plans. Standard personal objectives for all budget holders/officers with specific financial responsibilities were agreed and cascaded to all Heads of Service in May 2008; milestone met. 18 of 19

Continue to develop new ways of service delivery based on effective risk modelling and ensure that anticipated benefits are realised. Tools and processes used include annual integrated risk management plan, programme of fundamental reviews and ongoing development and roll out of the Incident Risk Analysis Toolkit (irat), including a version for non-commercial properties. March 2009 HoSP Q1: Priority one postcodes (P1) have been identified for all boroughs and stations. This data has been made available to DACs. irat model being reviewed to assess the suitability of applying the accidental dwelling fires model to other incident types. Work underway with Regulatory Fire Safety to determine what balance should exist between the inspection of known high risks and the identification of unknown risks. 19 of 19