ASSET MANAGEMENT PLAN

ASSET MANAGEMENT PLAN To be a world class organisation www.mawwfire.gov.uk

Table of Contents Chapter 1.0 Vision... 2 Corporate Overview 1.1... 2 Chapter 2.0 Introduction... 6 Estates... 6 ICT... 7 Transport/ORM... 8 Chapter 3.0 Legislation... 9 Chapter 4.0 - Estates Asset Management Plan... 11 4.1National Property Performance Management Initiative... 11 4.2 Property Portfolio... 14 4.3 Community Use of MAWWFRS Buildings... 18 4.4 Key Issues in the Portfolio... 19 4.5 Estates Budget Expenditure 2010-11... 21 4.6 Financial Constraints... 22 4.7 Current Projects 11/12... 24 4.8 Planned Works and Projects 12/13... 24 4.9 Action Plan for the Future... 27 4.10 Decent Asset Management Review... 30 4.11 Conclusion... 31 Chapter 5.0 - ICT Asset Management Plan... 32 5.1 ICT Infrastructure Overview... 32 5.2 IT Asset Management (ITAM)... 33 5.3 ICT Asset Monitoring & Reporting Activities.... 35 5.4 ICT Asset Portfolio Development... 36 5.5 Replacement Programme for ICT Assets... 37 5.6 Proposed ICT Asset Related Expenditure 2011/2015... 39 Chapter 6.0 - Transport/ORM Asset Management Plan... 40 6.1 Operational Fleet Appliances... 40 6.2 Operational Response Cars... 45 6.3 Pool Vehicles... 47 6.4 Support Vehicles... 49 6.5 Vehicle & Equipment Replacement Programme... 50 6.6 Ladders... 50 6.7 Pumps... 51 6.8 Rural Response Pump (RRP)... 52 6.9 BA Equipment... 53 6.10 Rescue Equipment... 57 6.11 Hazmat Equipment... 59 6.12 BA Equipment... 61 6.13 Rope Rescue Equipment... 63 6.14 Appliance CCTV... 64 Chapter 7.0-5 Year Plan... 66 Chapter 8.0 Appendices... 69 1

CHAPTER 1.0 VISION Our vision for Mid and West Wales Fire and Rescue Service is to be a world class organisation. We are already good at what we do but we know we can be even better, seeking excellence in all of our work, reducing death and injury and playing our part in making communities safer. We will do this by engaging, connecting and inspiring our staff, our communities and our partners to work together. We will continually develop our prevention, our protection and our response services to ensure we have the right people in the right place at the right time delivering innovative and appropriate strategies to drive down risk in all its forms. We want to be transparent in our decision making and be intelligent and performance led. We want to provide value for money, spending the tax payers pound wisely and where it will make the most difference. We want the best employees who are representative of our communities, trained in the best way to ensure their safety, provided with the best equipment and operating to procedures of the highest standard. We can t do this on our own so working together with communities and all our partners will be central to our strategies to make Mid and West Wales safer. 1.1 CORPORATE OVERVIEW Background This Asset Management Plan (AMP) is a living document and will develop on a fiveyear planning cycle, being reviewed and updated annually. It defines the good practice aims, objectives and principles for the Fire Authority s use of assets. The AMP does not exist in isolation but is set within the context provided by other strategic plans - the Medium-Term Financial Plan, Corporate 5 year Plan and individual Service Strategies are inextricably linked to the Asset Management Plan through the corporate objectives and priorities of the organization, culminating each year in the Annual Improvement Plan - the resulting annual actions agreed being budgeted for through the Revenue and Capital budgets. The AMP is designed to support and integrate with these other plans by reflecting how the portfolio and its management need to change over time to ensure the service s priorities are delivered, and in line with the consultation that has taken place with stakeholders. In recent years there has been increasing pressure on Fire and Rescue Authorities, together with all public bodies to put in place proper asset management and capital planning decision making processes and for a full audit of such systems to be arranged. It is expected that the need for asset management plans will be rigorously pursued by auditors seeking evidence of good value from all investment decisions. An integrated asset management and capital planning framework will be a key 2

principle in ensuring all investment decisions are considered within an overall systematic appraisal system that includes the use of business cases and option appraisal. Good asset management planning can assist in contributing to the achievement of sustainable development and continuous improvement, which are key themes in the Local Government Measure. A robust approach to asset management will therefore provide significant support in achieving the Fire Authority s strategic aims. This Asset Management Plan supports the delivery of high quality services and has a clear link to the priorities as outlined in the Fire Authority s Corporate Plan 2010-15. The preparation of this plan involved senior professional managers from all departments, right across the organization. At its heart, Asset Management Planning seeks to continually assess and improve the Authority s asset base as part of the delivery of improved services. Objectives The following are the objectives of the development of an Annual Asset Management Plan: To provide accurate information on the asset database, backed by benchmarking, which will identify where we fall short in respect of standards and which will also inform the Medium-Term Financial Plan. To develop and secure a corporate approach to the use, management, (including maintenance and improvements), procurement and ownership of assets and resources To develop a strong framework for corporate asset management To oversee and implement regular reviews of assets and resources and in turn, report back recommendations To identify and secure efficiency gains and savings through the strategic management and use of assets, and increase the cost effectiveness of the asset portfolio To ensure that asset management information is communicated to all relevant staff and stakeholders, including Members of the Fire Authority, Senior Managers and the Public To report on the performance of the asset base on a regular basis To form clear links between the Asset Management, Medium Term Financial Plan and the Corporate Plan 2010-15 To determine where the Authority should make its investment decisions To promote innovation and development in asset management To listen and respond to asset users Asset Management Planning will assist the Service in targeting and utilising resources effectively and investing appropriately. Asset management is high on the Welsh Government s Efficiencies and Innovations agenda and the better management of assets is a key element in the drive for efficiency gains. 3

How assets will be managed To achieve these objectives, it is proposed that the Fire Authority manages the use of assets in a manner that adheres to the following guiding principles: To manage assets strategically: To provide effective solutions for service delivery using assets in a way that promotes not constrains service delivery Establish five year Service Asset Management Plans for Estates, Transport, Operations and ICT, which address the needs of the service To release value and minimise cost: Challenge and review the manner of use of assets Periodically review all assets to identify appropriate assets for alternative use or disposal To provide accurate data for informed decision-making: Develop improved information databases Ensure data is actively managed to remain accurate Establish protocols for the responsibility of updating data Ensure appropriate technical resources are available to carry out surveys to update data This Corporate Asset Management Plan will lay out the planning process for the optimization of the deployment and utilisation of Land, Buildings, Transport, ICT and Operational assets. Much of the day-to-day information for the plan will be contained in asset registers, land terriers and inventories. Future Development Whilst the Asset Management Plan is complete in regards to the information we currently hold, there is the prospect of further development through the formulation of the Estates, Transport/Operations and ICT Strategies. The baseline for these will be delivered shortly, however these will continually be reviewed and updated, with changes reflected in the AMP. These Strategies will also have significant implications on the Medium Term Financial Plan and in this way the organization will ensure that a fully integrated approach to Asset Management will be adopted. A more detailed Asset Management Plan for each area will be a second stage development when the individual strategies are clear. These will take account of procurement profiling, budget planning, user requirements, functionality, risk planning, financial impact and sustainability. The organization will aim to be in a better position to plan budgets, determine acquisition and disposal strategies and make decisions about how we can improve our services. We will aim to develop our strategies together with other Fire and Rescue Services and other public bodies where applicable so that joint working, shared facilities and collaboration is the norm. Developing sustainable communities and improved resource efficiency through better or shared use of accommodation and improved integration of public sector agencies is a key theme for the future approach to service delivery. The Asset Management Plan is set specifically in the context of the Corporate Planning process to ensure that all of the extensive consultation carried out by Mid and West Wales FRS with the community is reflected within it. 4

The AMP therefore will in future encompass the following:- A review of the existing assets Condition/Suitability/Sufficiency A review of the existing service need Operational and Non operational A review of the future service needs Operational and Non operational The development of financial models to meet the needs of the Service with available asset stock, through the Capital Strategy The evaluation of alternative funding options and the identification of the preferred option The establishment of the economic and business case for the preferred option and the seeking of appropriate approval for funding Implementation programme The implementation and revision of the Corporate Asset Management Plan will take place at the Strategic Improvement Implementation Group where all relevant departments are represented. Sharepoint will be the electronic information system that will bring the necessary information together and will be accessible by all staff. Individual Estates, Transport/Operational Equipment and ICT systems are being developed to ensure completeness. The Director of Resources will be responsible for the overall management of the Asset Management Plan Each of the Plan areas will develop measurements for the levels of performance achieved in relation to the use and maintenance of Fire Authority assets. The objective is to optimise the whole life business impact of costs, performance and risk exposures (associated with the availability, efficiency, quality, longevity and regulatory/safety/environmental compliance) of the organisation s physical assets and thus optimize performance in the delivery of services and objectives We will ensure that asset management planning is fully linked to service planning, capital planning and ultimately financial planning in as seamless a way as possible. The resulting integration will lead to more effective use of resources, greater transparency in decisions taken and will support new and more efficient ways of providing services. This will ensure that scarce resources are directed at the areas of highest priority and greatest need. 5

CHAPTER 2.0 INTRODUCTION TO ASSET MANAGEMENT PLAN 2.1 ESTATES The Property Asset Management Plan is a structured process that seeks to ensure that the land and building asset base of MAWWFRS is managed in the best corporate interests of the organisation. It seeks to align the asset base with the MAWWFRS corporate goals and objectives. The Property Asset Management Plan embodies the MAWWFRS s asset strategy, its structure and governance, roles and responsibilities, data and performance management arrangements and performance measurement information. The Plan (PAMP) will provide more formal and effective management of the property portfolio which in turn will facilitate further improvements of resources, deliver better value for money, and ultimately improved service delivery to the community. Property assets have three features that place primacy on their proper management:- they are expensive both in terms of their capital value and annual costs of upkeep; they need to be carefully managed over their lives to ensure best value; careful consideration and time are needed to determine property needs, procurement and construction. In the context of MAWWFRS s ambition of moving towards excellence, the PAMP will play a key role in terms of use of resources and other defined interagency performance indicators. This Property Asset Management Plan has been prepared by the Estates Department and will be updated on an annual basis. Ensuring that Corporate Property is used to fully support service needs in the most efficient way in embracing new technologies and innovative solutions to provide a sustainable property portfolio. The PAMP does not exist in isolation but is part of a suite of plans that contribute to the MAWWFRS Strategic Asset Plan and its stated vision. The PAMP is influenced by these other plans and seeks to support and integrate with them to ensure that the Service is provided with the most appropriate solutions to meet the current and future community safety needs of the organisation. 6

Key Development Activities from the Corporate Plan that apply to the Estates Management Department Objective To save lives and protect communities To be trusted and respected by our communities To be seen as more than an emergency service To match our resources to priorities To manage within budget To seek out and utilise alternative resources To make efficiencies year on year To manage people effectively To fully develop risk reduction planning To develop effective partnership working To develop our workforce into effective and empowered people Estates Role Managing the environmental impact of our properties within the community and ensuring our properties are fully compliant with relevant legislation By maintaining our buildings so that they are accessible to members of the community, promoting fire service provision in fit for purpose buildings Making sure buildings are accessible and providing additional services such as battery recycling and community safety activities Adopting best practice indicators, prioritising repairs and maintenance of buildings and undertaking property and facilities management reviews Ensuring that money is spent wisely on building priorities In conjunction with the Sustainability Manager, seeking alternative funding for initiatives, such as renewable energy, waste management services and capital works In conjunction with the Sustainability Manager, setting benchmarks and targets for efficient properties Monitoring the Estates management team s performance and developing them to their full potential Identifying risks, effective control measures and identification of opportunities for property and facilities management services improvement in conjunction with the Fire Authority Risk Reduction Plan Seeking out opportunities for collaborative working, sharing of resources and joint procurement initiatives Ensuring that the Estates Department team have the right skills, receive adequate training and are responsible for their actions 2.2 ICT The ICT Asset Management Plan is an element of the Organisation s strategic approach to asset management which also embraces Estates, Transport and some Operational elements. The purpose of this ICT Asset Management Plan is to identify the approach to and the framework of ICT Asset Management within the Service. ICT Asset Management is carried out by the ICT Department on behalf of the Service and is undertaken in line with ITIL (Information Technology Infrastructure Library) recommendations. ITIL is a set of government developed best practices and processes for the management of ICT services and support, including the whole lifecycle of ICT assets. There are four phases to the lifecycle of ICT assets namely planning, acquisition, operation and disposal. 7

Additionally, ICT asset management has to follow five key principles: Effective governance to control and manage the ICT assets. Accountability toward ICT Asset condition, use and performance. ICT Asset planning decisions based upon formal evaluation of the full lifecycle costs, benefits, procurement options and risk of ownership. ICT Asset Management decision making that support the organisation s strategic planning process. Disposal decisions that consider environment impact and sustainability initiatives such as refurbishment and reuse The ICT function is committed to playing an important role within the organisation and supporting asset management activities within any limits imposed by the resources available to it. This document compliments a number of other ICT specific documents and asset data repositories which include the Service ICT Strategy (2012-17), Configuration Management Database (CMDB) and the ICT Service Catalogue. 2.3 TRANSPORT/ORM This Asset Management Plan has been developed as a strategic tool to allow the management of Mid and West Wales Fire and Rescue Service (MAWWFRS) Transport and Equipment assets. It is designed to provide an overview of the life cycle of each asset and identify the capital investment required for any given year. The Transport Department s main function is the supply and maintenance of vehicles and engine powered equipment to meet individual needs throughout the Service. The dedicated workshops provide servicing, repair and maintenance. The workshops are located at Earlswood, Builth Wells, Aberystwyth, Carmarthen and Haverfordwest, each has a dedicated team for the management of vehicles and appliances used within Mid & West Wales Fire and Rescue Service. The Operational Risk Management Department (ORM) is based in Service Head Quarters, Carmarthen. ORM are responsible for managing the running of service contracts that have been awarded to outside businesses. The department holds the lifting equipment register and schedules the testing of equipment by outside agencies. When the need for new equipment is identified ORM department will develop the specification for the procurement department to work from. They will coordinate the training of both maintenance staff and operational staff and provide an appliance, equipment and technical (AET) note for the new equipment. Future Developments MAWWFRS is progressing towards creating a comprehensive system for marking and tracking all transport and equipment assets within the Service. The vision is to be able to link each asset to the test certificate and related documentation electronically. Such a system will provide Asset Managers with greater ability to scrutinise the day to day use and maintenance of any identified asset. 8

CHAPTER 3.0 LEGISLATION When planning for the provision of property the following legislative requirements will be met: - Health and Safety at Work etc Act 1974 (HASAW Act) Management of Health and Safety at Work Regulations 1999 Workplace (Health, Safety and Welfare) Regulations 1992 Personal Protective Equipment at Work Regulation 1992 Provision and Use of Work Equipment Regulations 1998 Manual Handling Operations Regulations 1992 The Control of Asbestos at Work Regulations 2006 The Fire and Rescue Services Act (2004) Water Resources Act (1991) Environmental Protection Act (1990) Clean Neighbourhoods and Environmental Act (2005) Hazardous Waste Regulations (2005) Landfill Regulations (2002) EU Directive on the Energy Performance of Buildings The Building Act (1984) and Building Regulations (2000) Fire Safety Law (2006) The Regulatory Reform (Fire Safety) Order 2005 (FSO) Legionnaires' disease: The control of Legionella bacteria in water systems (L8) Managing health and safety in construction (CDM 2007) All relevant procurement legislation The above list of Acts and Regulations is not exhaustive, and by the very nature of the environment in which MAWWFRS operates, there are various legislative requirements that cut across other sections of the Authority. To adhere to legislation the MAWWFRS employs a variety of procedures to ensure that its property and equipment complies with regulations. Adopted current procedures to satisfy the legal requirements and also provide a good practice methodology are: - Five-yearly condition surveys and yearly site inspections and visits Defect reporting system Preventative maintenance schedule Equipment inventory Property / Equipment repair and maintenance history Periodic testing regime for specific elements of a building When planning for the provision of vehicles and equipment, the following legislative requirements will be met: The Road Assets (Construction and Use) Regulations 1986. The Road Assets Lighting Regulations 1989. The Motor Assets (Driving Licences) Regulations 1999. The Road Traffic Act 1991. 9

The Road Assets (Registration & Licensing) Regulations 1971. The Health and Safety at Work Act. Provision and Use of Work Equipment Regulations 1998. The Management of Health and Safety at Work Regulations 1999. The Control of Pollution (oil storage) (England) Regulations 2001. The Fire and Rescue Services Act 2004. The European Procurement Regulations. The CFOA Guidelines for Fleet Maintenance. LOLER Compliance. The list of Acts and Regulations is not exhaustive, and by the very nature of the environment in which MAWWFRS operates, there are various legislative requirements that cut across other sections of the Authority. 10

CHAPTER 4.0 ESTATES ASSET MANAGEMENT PLAN 4.1 NATIONAL PROPERTY PERFORMANCE MANAGEMENT INITIATIVE The Department of Communities and Local Government supports best practice guidance on Property Asset Management Plans and it recommends public organisations adopt a series of property indicators as set out in the National Property Performance Management Initiative (NaPPMI). In this context, the Service is currently arranging for the collating of data to enable the measuring and benchmarking of the Estates Department against these government indicators which broadly cover the following:- Condition and required maintenance Environmental issues and energy usage The suitability of buildings Accessibility to buildings The efficiency in utilising space Overall property costs Performance in delivering capital projects The NaPPMI was not written with fire services in mind and at present there is a lack of benchmarking data available, but the situation is improving and we are working to improve the performance of the property portfolio against the indicators. The Welsh Government has shown initiative to assist Public Sector organisations in Wales develop in this area of benchmarking and organised a voluntary benchmarking study on behalf of public sector bodies in Wales during 2010. The study was based upon the value for money (VFM) indicators produced by the UK public sector Audit Agencies (including the Wales Audit Office). The benchmarking study covered five areas: Estates, Finance, Human Resources, Information and Communications Technology and Procurement. This plan considers the value for money indicators for Estates and how MAWWFRS can work towards developing data sets to enable comprehensive comparisons across the public sector property portfolio. The information collated and used in comparison will drive efficiencies and financial savings. The indicators that will form part of future action plans are listed below: - PRIMARY INDICATORS INDICATOR 1 Total property costs (management, occupancy and operational) per square metre. INDICATOR 2 Total office accommodation (square metre) per staff full-time equivalents (FTE). INDICATOR 3 Total property required maintenance as a percentage of average annual maintenance spend for the last three years INDICATOR 4 Commissioner and user satisfaction index - a composite indicator compiled from the responses to a set of statements by commissioners and users INDICATOR 5 Management practice indicator the number of practices that have been adopted by the organisation out of a possible total of 10. 11

INDICATOR 1 INDICATOR 2 INDICATOR 3 INDICATOR 4 INDICATOR 5 INDICATOR 6 INDICATOR 7 INDICATOR 8 INDICATOR 9 SECONDARY INDICATORS Cost of the organisation s estates management function a) per square metre. b) as a percentage of organisational running costs. Total property occupancy/ownership costs (revenue) per square metre Total building operation (revenue) costs per square metre Percentage of property related capital projects within the last three years completed: a) within time between design and construction b) within time between construction and available for use c) the cost at (a) above is within +/- 5% d) the cost at (b) above is within +/- 5% Space use efficiency: a) Workstations per full-time equivalent staff (FTE) b) Area (square metres) per workstation Total annual energy consumption (kwh) per square metre Total annual water consumption (cubic metre) per square metre Total accommodation (square metre Net Internal Area) over total accommodation (square metre Gross Internal Area) The percentage of buildings which are used by the public in which all public areas are suitable for, and accessible to, disabled people. Sustainability Reporting In order to carry out its functions the Service has a comprehensive range of buildings and fleet of vehicles which present a potential impact on both our immediate and wider environment, on society and on the local economy. MAWWFRS Finance Department have for sometime supported the concept of embedding sustainability reporting into the annual statement of accounts and as a result of work carried out by Accounting 4 Sustainability and the Treasury, the Head of Finance sought and received approval from the Service s Policy Board to develop this concept into practical reality, reporting progress to, and working with the Service s Sustainability Manager. The Accounting 4 Sustainability Model (illustrated below) aims to provide organisations with a simple approach to making the connection between strategic direction, financial performance and environmental, social, and governance considerations. 12

Current work focuses on looking at the established sustainability and environmental related data that is available and comparing this with the data required to influence the current strategy and to meet recommended reporting standards. This will potentially lead to a data gap which will have to be filled. When data sets are reasonably complete, realistic targets can be set and reported against in the annual accounts. The Estates team will continue to work closely with Finance and the Sustainability Manager to progress towards capturing the required data. 13

4.2 PROPERTY PORTFOLIO Property Description MAWWFRS has an extensive and diverse property estate spread throughout Mid and West Wales. In broad terms the portfolio is made up of:- 81 buildings and drill towers containing over 28,987 m sq. of floor space These have a book value of 43.2M as at 1 st April 2011 and land a value in the order of 5.6M as of that date An approved revenue Maintenance Budget in 2011-2012 of 1,886,186 An approved minor works capital budget in 2011 2012 of 400,000. Further capital funding has been agreed for major projects - 800K for Pontardawe, 1.5M for Llandrindod Wells, 400K for Amman Valley plus 600K for works associated with the Service Review (as detailed within the Current Projects section) Following a review a rental income of 102K is expected from lettings and licences this year against 2010/11 income of 56K managed by the Estates Department Improvement works backlog based on condition surveys undertaken in 2008/09 of approximately 2.2M, however substantial investment has been made at certain sites such as Earlswood, Llandrindod Wells, Tenby, Port Talbot, Hay on Wye, Cymmer and others since the condition surveys were undertaken Distribution of Properties The distribution of properties is shown on the map overleaf and the portfolio can be broadly categorized according to property types as shown in Appendices A to C and Section 5.3. 14

Asset Types Most of our property assets, particularly fire stations, are location critical with historical response standards being the key determinant of location. These response standards may not always support the current risk profiles and their location is in part a legacy of circumstances rather than a current assessment of need. Others, such as administrative and training facilities are not response location critical. 15

The list below illustrates the diverse nature of the building types within MAWWFRS: - Wholetime 24hr Crewing with RDS Support Fire Stations 6 Wholetime Day Crewing with RDS Support Fire Stations 6 Retained Duty System 44 Self Rostered Crewing 1 Volunteer Fire Stations 2 Service HQ 1 Command HQ 6 Vehicle Workshops 5 Training Delivery Facilities 10 Conference and Administrative Facilities 7 Training Structures 54 USAR Facilities 4 Fire Stations The locations, types and sizes of fire stations are determined by the risk to the community and the ability to respond, in general terms the pattern of fire station provision is for whole time stations to be in urban centres and retained fire stations in rural areas. MAWWFRS station details are included within Appendix A. The status of the station has a considerable influence on the facilities that are provided. Wholetime 24 hour stations are in use around the clock and require some staff to spend extended periods in them; wholetime day crewed fire stations are in use for large parts of the day, whilst retained stations have far less staff activity on site and therefore require fewer facilities. The volunteer stations, one at Borth and the other on Caldy Island are as the name implies, crewed by local volunteers, trained and kitted out by MAWWFRS. 16

Administration Buildings MAWWFRS Area Command Administration centres are mainly based at whole time or day-crewed fire station sites, e.g. at Neath, Carmarthen, Haverfordwest, Aberystwyth, and Morriston. The Northern Command is based at Builth Wells retained fire station but is due to relocate to the new shared development at Llandrindod Wells in 2012. Options for collaboration with other services are now being explored. Carmarthen acts as the main administration centre for the Service with conference, training and other ancillary facilities, with support departments such as Estates, Finance, ICT and HR. The campus comprises a mix of new and existing buildings and a new purpose built facility was completed in 2006. Overall the site provides some 3874 sq m of office and ancillary space. A review of occupancy has been undertaken to ensure optimised use of the facilities on site and works have commenced within Cartref-y-Gelli to incorporate the relocation of staff from the Morriston site. Administration properties are listed in Appendix B. Control Centre The Service Control Centre was relocated in 2006 to a shared facility with Dyfed-Powys Police and the Welsh Ambulance Services Trust within Dyfed- Powys Police HQ at Llangunnor, Carmarthen. Training Delivery Facilities Training facilities are provided at Haverfordwest and Newtown, and the majority of core training is provided at Earlswood and Morriston. Smaller facilities such as the smoke house in Llanelli are under review. Training facilities are listed within Appendix C. Training Structures The training structures asset portfolio covers the Realistic Fire Training Unit, temporary cabins, USAR training module, and the Service s training towers. The majority of the towers are constructed of steel or concrete and are classed as short life assets, due to the specialist nature of their construction and use they tend to require regular safety inspections and more frequent routine maintenance. A strategic review of training facilities and structures is currently being undertaken by Carmarthenshire Command. Urban Search and Rescue Fire and Rescue Services are part of the Government s Critical National Infrastructure, which has developed a network of strategic facilities across the country to respond to natural disasters, acts of terrorism, etc. These are known as Urban Search and Rescue centres and one such centre is sited at our Earlswood campus where a number of specialist vehicles and training facilities have been constructed due to funding from the Welsh Government. 17

Vehicle Workshops These are sited principally at fire station sites, namely Carmarthen, Builth Wells, Aberystwyth and Haverfordwest. The exception is our central workshop facility at Earlswood. The workshops at Earlswood are housed in a recently refurbished and improved industrial building extensively fitted out with workshop equipment. A review of the Transport provision is currently being undertaken and will inform the 2012/13 Property Asset Management Plan. Workshop details are listed in Appendix C. Houses MAWWFRS has two residential units which are sited at the Carmarthen HQ campus and are currently being reviewed for future development, two former semi-detached houses have been recently converted and refurbished to accommodate a Hydra Minerva and ICT training suite. 4.3 COMMUNITY USE OF MAWWFRS BUILDINGS Prompted by Making the Connections and One Wales which highlighted the benefits of community use/ownership of public buildings, the Service has embarked on a programme linked to the modernisation and improvement works, to bring its buildings up to a standard suitable for community use where ever practicable, bearing in mind cost and benefit. There is as yet no evaluation of the investment into community rooms to ensure value for money. It is recommended by this Plan that post project review and assessment of completed projects be carried out to evaluate performance of Estates, contractors and architects as well as usage of the facilities. Combining an emergency service with public use presents a number of challenges such as security, effective splitting of the two uses and compliance with additional legislation such as the Disability Discrimination Act. There are 29 locations now suitable for community use with more planned. Involving the community in this way helps to spread the message of fire safety through educating, advising and mentoring of various community groups, whilst also providing local communities with a meeting facility. Conference and catering facilities at Service HQ and others were also designed with community use in mind and have been used extensively by the Fire Service and external bodies. However, a number of stations will not be suitable for such use due to their age or configuration. Appendices A to C identify those locations that are currently suitable for community use and should include those where the business case supports further investment and this will be work in progress that is informed by future suitability surveys. 18

4.4 KEY ISSUES IN THE PORTFOLIO Age A large percentage of our fire stations - 39% were originally constructed over 50 years ago with a further 40% over 40 years old. Only 9% of our stations are less than 30 years old. Age alone is not necessarily a guide for replacement, other factors to included are location, condition, cost of running and suitability for use. The pie chart below illustrates the age group split. Appendix A details the original construction dates of individual fire station properties. Station Age 9% 12% 39% over 50 years old over 40 years old over 30 years old under 30 years old 40% The age profile of our fire stations presents a number of problems particularly related to the available budget for repairs and improvements, and suitability of accommodation with regard to issues such as dignity at work and compliance with the Disability Discrimination Act for a modern fire and rescue service. Improvement Works Backlog Despite a concerted effort over the last 5 6 years, coupled with some improvement in external funding allocated to the portfolio, the ever increasing demand and expectation for improvements in terms of repair and modernisation has resulted in our ageing portfolio accumulating a maintenance backlog estimated at 2.2M calculated from the condition surveys undertaken in 2008/09. Although, as previously stated substantial work has been undertaken since the condition surveys, it has been difficult to establish a value against the current maintenance backlog based on existing data collection routines. The Estates Department has completed condition surveys of all properties and these surveys are used as the basis for programmed works relating to Equality and Diversity as well as disabled access and facilities, to encourage community usage. Data has been evaluated on an elemental basis. Condition and priority codes have been used together with an overall property rating to help develop programmes of work either within the elements that have been considered or to buildings as a whole. 19

This methodology has served to prioritise those premises in greatest need of attention and to ensure that programmes of work are targeted in a balanced and structured way. Legislative requirements for premises are also considered and specific programmes for improvements to stations to comply with health and safety issues as well as improving the sustainability of the buildings are also considered at feasibility stage. Lack of Flexibility Buildings tend to have longer physical than functional lives (assume 60 year physical life for valuation purpose) and also by their nature are static whilst urban form, demographics and thus risks change around them. Sustainability The age profile of the portfolio outlined above does limit our ability to make our buildings environmentally friendly and sustainable over the long term. However, building methods and services will be selected to meet the requirements of the Building Regulations and to minimise the use of energy and water, therefore making a positive contribution to a sustainable environment wherever possible. Corporate Image The portfolio represents a physical manifestation of MAWWFRS in the community. Poorly maintained and tired buildings will present a poor image of the Service rather than one that is striving for excellence. Much attention to detail in this area in the past has maintained a positive image. Financial constraint can erode this position very quickly if buildings do not receive the appropriate attention and financial investment. 20

4.5 ESTATES BUDGET EXPENDITURE 2010-11 Breakdown Within the overall Revenue Budget spend of 1,956,561 a total of 529,655 was allocated to the maintenance and improvement of the buildings. It is worth noting that the last three years of revenue expenditure has benefitted from external funding that has assisted to improve properties highlighted as requiring investment through the condition survey process. Primary areas of property expenditure managed by the Estates Department within the Revenue budget included the following:- Service contracts 274,894 Utility costs 564,075 Maintenance and improvement (general maintenance, mechanical and electrical) 529,655 Through improved data capture of costs and maintenance categorisation the 12/13 PAMP will capture the planned expenditure versus reactive expenditure ratio to establish best practice in evaluating the effectiveness of the Estates management. Projected Revenue Budget Expenditure 2011-12 Within the overall approved Revenue Budget of 1,886,168 a total of 518,687 is projected to the maintenance and improvement of the buildings. The following expenditure is anticipated this year :- Service contracts 298,495 Utility costs 665,100 Maintenance and improvement (general maintenance, mechanical and electrical) 518,687 Revenue budget pressures will continue to centre on utilities as we are governed by the market place which has fluctuated significantly over the past 3 years. Additionally the maintenance budget should be monitored as this has not been kept in line with inflation for a number of years, especially when the estates value has increased and the size of the estate has also increased as a result of various improvements and developments. Capital Budget Expenditure 2010-11 The last twelve months have been particularly challenging on the Capital budget as the table overleaf illustrates. 21

Project Spend 10/11 Projected Final cost ( ) Within Budget Comment Llandrindod Wells 350,000 5,031,000 Yes Due for completion April 2012 Pontardawe 30,000 758,000 Yes Due for completion Nov 2011 Earlswood 755,000 755,000 Yes Completed April 2011 Accommodation Minor Works 1 (North) 120,000 346,000 No Due for completion in April 2012 Minor Works 2 (South) 70,000 155,000 No Due for completion in April 2012 Tenby Equality and 210,000 182,000 No Completed June 2011 Diversity Works Earlswood Security 30,000 30,000 Yes Completed April 2011 Improvements Earlswood 67,000 67,000 Yes Completed April 2011 Training/USAR improvements Minerva Suite, HQ 122,000 122,000 Yes Completed April 2011 For 12/13 the Estates capital budget will consist of completing the major capital works, namely Llandrindod Wells and Amman Valley which will result in approximately 550K capital expenditure, further monies may be available depending on budget constraints and priorities. 4.6 FINANCIAL CONSTRAINTS The consequences of the current recession and likely impact upon public finances will in turn affect the organisation s approach to managing its assets. In such a climate there will be a need to ensure that the property portfolio is optimised. Couple the current financial settlements with the increase in energy costs and the challenges of delivering services will multiply. This, against the backdrop of the disproportionate cost of a large number of stations due to their age profile, and set in a large and sparsely populated rural area. It is clear that existing procedures and practices associated with the management and development of the property portfolio will need to be improved and kept under constant review. This plan will form the vehicle for that review process. The Authority s three year capital strategy, capital programme and medium term financial plan will link together with the PAMP in the following way: The capital strategy is a key corporate document that will describe how the Authority s capital investment plans support the achievement of its objectives and priorities. It will set out the overall framework on how capital needs are properly identified, evaluated, prioritised and financed. It will be updated each year and submitted for approval by Members as part of the budget process. The Property Asset Management Plan provides a key input to inform the Capital Strategy. The capital programme will be derived from the capital strategy, set out in detail the anticipated expenditure for the current year and following 22

three years. Included are all committed capital schemes and those which have been agreed to be of a high priority to proceed. It is also formally approved by Members on an annual basis as part of the budget process following consideration of available capital resources and affordability. The medium term financial plan sets out the projected revenue spending and resources over a three year forward period. This therefore includes any financial implications arising from capital investment as well as revenue spending on asset maintenance. One purpose of the Property Asset Management Plan is to give focus on how property assets should be managed to support the objectives and priorities of the Authority and therefore is an essential tool in prioritising capital and revenue expenditure on assets that feed into capital and revenue plans. In the absence of a formal property plan there would be difficulty in accurately targeting limited resources. The assessment of property spending requirements is based on a variety of data including condition surveys, suitability assessments and service delivery requirements to ensure that limited existing resources are targeted in the most effective and efficient way. Where additional resources are needed, Capital and Revenue bids are submitted as part of the budget making process each year, although there is some flexibility to introduce additional spending bids as and when required to take account of unplanned emerging needs. Capital bids need to be evaluated and prioritised using business case methodology and a full scheme feasibility appraisal conducted where appropriate, including a Whole Life Costing appraisal on completion of this process. Executive sign-off would be sought to progress design and tender processes, upon completion of the tender process further sign-off will be sought for an investment decision to proceed with the project. Priority spending bids will then be submitted to the Authority for consideration of affordability as part of the budget and financial planning process. 23

4.7 CURRENT PROJECTS 11/12 Llandrindod Wells Project Contract Value 5.031M The project commenced in January 2011 with a target completion date of April 2012. This project includes the provision of an operational fire station, Command Headquarters with shared facilities for Dyfed-Powys Police and the provision of Her Majesty s Court Service facility. Pontardawe Refurbishment And Extension Project Contract Value 758K Construction works commenced in March 2011 with a 12 month construction contract, however the anticipated completion of the main building is December 2011. Works include the upgrading of the existing facility at Pontardawe to accommodate a self rostered crewing arrangement including first floor living and dormitory areas and refurbishment to ground floor accommodation that includes the introduction of a community room. Minor Works 11/12 Contract Value 501K Minor Works 1 North (Hay-on-Wye, Talgarth and Cymmer) construction works commenced in January 2011 and are due for completion in January 2012. Minor Works 2 South (Pembroke Dock, Milford Haven, Narberth, Haverfordwest, Fishguard, Crymych and St. Davids) construction works commenced February 2011 and are due for completion by March 2012. Improvement works at Pontardulais are yet to commence. The majority of these adaptations involve improvements to washroom facilities, heating systems, community room access upgrades, sustainable technology and the upgrading of fire alarm systems. Drill Towers and Training Structures Contract Value to be confirmed Anticipated guidance to inform planning will be received from GM Quin as an outcome of his current review. Fire Suppression To The Server Room, HQ Contract Value 30K This requirement was identified as a business risk as part of the IT audit in 2010. Costs have been identified but works require tendering and programming. Gas/Oil Heating And Hot Water Systems And Gas Fired Appliances OJEU Tender One of the department s main servicing and maintenance contract. A collaborative OJEU electronic tender commenced in September 2011 with SWFRS who are the lead. The contract award is programmed for January 2012. Appliance Bay Door Servicing, Maintenance And New Provision OJEU Tender A collaborative OJEU electronic tender with SWFRS is planned, and 24

MAWWFRS is lead. Tender work commenced in October 2011 with an anticipated contract award in May 2012. Security Servicing And Maintenance Contract Anticipated Contract Value TBC The existing contract for intruder alarms and CCTV systems is out of compliance and has not been market tested for several years. Furthermore, additional investment is required at several sites, namely Earlswood, HQ and Morriston, and existing systems require review and integration. Work has yet to be programmed and assigned to departmental staff. Fire Risk Assessment Remedial Works Anticipated Contract Value TBC As part of the assessment process undertaken by each Command, many sites have been identified as requiring new or upgrades to existing fire alarm and emergency lighting systems. A tender process is required, together with the consideration of funding, although several sites have already been included within the minor works packages. This work could form part of the maintenance contract detailed below but is yet to commence. Fire Alarm And Emergency Lighting Servicing And Maintenance Contract Anticipated Contract Value TBC This contract has been extended to cover testing in the early part of 2011 but continues to be non-compliant. A tender process is required before December 2011, together with a review of the current specification to secure a contractor over a period of 3 to 5 years. Work is yet to be assigned to prepare a robust specification, contract documentation and to undertake the tender process. The department is awaiting the outcome of a recent Welsh Purchasing Consortium framework tender before progressing. Legionella Contract Renewal Anticipated Contract Value 20K Risk assessment reviews are required on a 2-yearly basis and monitoring of systems to include monthly temperature reading, weekly flushing and shower head de-scaling needs to be further explored with building owners. The Estates Manager is currently preparing documentation, reviewing processes and identifying training needs throughout the organisation. Display Energy Certificates Annual Contract Value 5K The third year of data collection is required in November 2011. Once completed, this contract will require renewal for a further 3 years. Currently the data collection is undertaken by the Facilities Manager. Facilities Management Software Tender And Implementation Contract Value TB The tender process commenced in September 2011 with an anticipated contract award in December 2011. It is envisaged that the main implementation stage will commence in January 2012. 25

Morriston Site Anticipated Construction Value 250K Refurbishment works have been completed within the former Training annex, provision of the community room within the fire station and decommissioning of the former Fire Safety Headquarters works associated with the site are due to commence. This will require substantial logistical input to manage the relocation of staff, services and equipment, and supporting managers, as well the long term commitment of managing the mothballing of the former Fire Safety HQ building. Several maintenance contracts are also affected (e.g. cleaning, grounds maintenance, security, waste) and require review. Improvements to Cartref-y-Gelli Anticipated Construction Value 175K Refurbishment project to maximise the use of the former Estates office area and first floor training areas and refurbishment of Cartref-y-Gelli annex which was the former Civil Contingencies and Resilience office accommodation. Works commenced on site in May 2011. There will be a considerable requirement to manage the relocation of personnel from the Morriston site, from engaging with the stakeholders, managing the budget, ensuring adequate IT facilities and furniture are available, managing health and safety on site, planning the move and managing the reuse and disposal of equipment at Morriston and HQ. Increased Car Parking at Service HQ Anticipated Contract Value 60K As a consequence of the migration of staff from Morriston to Service HQ and the increased staffing numbers additional car parking facilities are required. Coupled with innovative working practices the numbers catered for are a best fit at present. Also considered in the increase in pool cars and the potential of an increased use of private vehicles may require further assessment in the future. Works are due to commence in November 2011. Amman Valley New Build Project Anticipated Construction Value 782K To satisfy the requirements of the Safer Valleys Project the provision of a new RDS station in the Amman Valley was agreed and contract commencement is due late October 2011, with an anticipated completion date of late July 2012. Earlswood Site Estimated Further Works Value TBC Further works are anticipated on site, to include the formation of a secure waste compound, possible additional catering facilities, further storage requirements and maximising space within the transport area and additional workshop. Reception Desk HQ Anticipated Costs for Redesign 8K A proposal has been developed and agreed to redesign the layout of the Reception desk to better facilitate the management of visitors to the building. Conference Facility Redecoration Estimated Contract Value 10K In conjunction with the planned audio-visual works redecoration to several 26

areas within the conference facility have been planned and will commence when completion of the audio-visual tender is agreed. Grounds Maintenance Tender 11/12 Contract Value 32K Although not viewed as a strategic contract, this contract will be non-compliant by the end of March and the tender process will need to commence in December 2011 due to value and timescales of work. Review Of Cleaning Provision And Tender Of Contract Total Spend 10/11 163K The total spend on contract cleaning in 2010/11 was 163K and has never been market tested. Two local authorities undertake the majority of cleaning provision with two other private contractors providing services at HQ, Swansea and Neath/Port Talbot. We also have employed cleaners at several sites. Over 6K has been saved this year through reviewing the contract with Powys CC and it is anticipated that further savings could be achieved if all cleaning provision is reviewed and tendered. However, due to the value and complexity of the contract it is envisaged that consultancy assistance will be required and staff resources allocated for this work to be undertaken. 4.8 PLANNED WORKS AND PROJECTS 12/13 Decommissioning of Catering Areas And Equipment A programme will be developed to facilitate the decommissioning of catering facilities as aligned to the vacation of catering posts. An on-going maintenance and renewal programme of existing equipment is also required, and work is required to establish a framework for the supply of standard efficient white goods. Several sites have been identified as ready for decommissioning and could form part of the minor works schemes planned for 2012. This work is being managed as part of SIIG but timescales have yet to be agreed. Potential Service Improvement Projects For example the long term plan for the Pembrokeshire County Command building, space utilisation of Carmarthen Fire Station, the vehicle workshops review and change of shift pattern at Llanelli Fire Station. Aberystwyth Fire Station An architectural consultant is working on our behalf to present a potential planning application for change of use of the existing site. Regular updates and discussions are on-going with the appointed consultant. Minor Works Planned 12/13 Improvement works have been identified as a result of site surveys carried out in 2011. Three to four sites have been identified to as requiring an investment to be made to improve washroom facilities and upgrades of fire alarm systems. Preliminary plans have been developed but no further work has been undertaken, e.g. consultation, tendering process and statutory 27

applications. Reconfiguration Of HQ Kitchen and Dining Area Full upgrade of the heating system within Cartref-y-Gelli will allow a better use of the ground floor dining/café area. Dialogue between users of the catering facility has commenced and sketch plans have been devised. Further evaluation of numbers and food types and associated preparation areas is required. Sustainability Anticipated works to satisfy the sustainability element of the Strategic Plan will require significant input from department staff to ensure that the objectives are met. The Estates portfolio will be required to adapt and align with requirements of any formal sustainability action plan. Outputs have yet to be discussed but it is anticipated that schemes will be proposed during the latter part of 2011 which may form part of a Service wide Carbon Management Plan. Review Of Heating And Air Conditioning Systems In addition to any works identified as part of a sustainability programme, detailed condition surveys are required of Service heating and air conditioning systems due to their age, on-going deterioration and inefficiency. Consultancy services will be required to assist departmental staff, or the temporary recruitment of an M&E specialist which would provide much needed experience and resilience within the Estates team. 4.9 ACTION PLAN FOR THE FUTURE MAWWFRS recently conducted a major service review on how best to meet its future commitments to service delivery and community safety. The outcomes from this review will have a considerable influence on the future direction of this Property Asset Management Plan, as will the uncertainty of future financial settlements. In order to accommodate these factors a degree of flexibility will be required. A range of actions have been identified for years 2012 2015 in order to progress a property asset management policy in line with annual focus areas. These actions are largely in addition to, or will complement the broad range of activities undertaken by the Estates Department as part of the normal day to day business process and include:- 1. In conjunction with the Medium Term Financial planning process the completion of the schedules of condition and suitability on all MAWWFRS properties will be undertaken. From the information gathered produce a 10 year plan which categorises premises as suitable for retention, refurbishment or replacement. This may illustrate core property, core flexible property and flexible property. 2. Enhance existing plans for dealing with the maintenance and improvement of the premises to be retained including projected costs in future years for inclusion within the Revenue Budget process and to reduce the maintenance backlog. 28

3. Revisit the projects identified and prioritised in the Capital improvement programme, examining the current criteria used to establish priorities. Post project reviews need to be introduced to monitor what went well and what did not go so well. 4. Identify and prioritise those locations which are or could be impacted upon by local development plans and seek to maximise any outcome to the advantage of MAWWFRS. 5. In conjunction with other departments, identify any buildings that are surplus to current requirements that could be put to better use or disposed of in the most advantageous way. 6. Look to enhance the existing internal benchmarking data covering energy use and repair and maintenance costs. 7. Seek greater involvement in regional and national benchmarking initiatives where appropriate to FRS s and to the Welsh public sector. 8. Institute regular reporting to the Policy Board and the Service Improvement Forum on progress against the PAMP and other estates related activities. 9. Update the Property Asset Management Plan on an annual basis and fully integrate the National Property Performance Management Indicators (NaPPMI) as defined in the Welsh Government s benchmarking report (SOCITM). 10. Further explore the potential for partnership agreements with the other emergency services or other suitable agencies. Currently this is carried out on a case by case basis with no overarching Service Policy in place. 11. Continue the programme of improved facilities and security at stations both for our own personnel but also to further community use at our premises. A Service Policy is required setting out the criteria for Community Use. 12. Linked with the facilities management software project is the enhancement of the existing electronic premises defect system, and following the enhancement ensure that duplicated tasks are eliminated, improve the efficiency of managing defect data, collect performance management data, improve and prioritise defects and reduce delays in defects being repaired in a timely manner. 13. Communicate effectively and on a regular basis at all levels within MAWWFRS to ensure all view points are taken account of and acted on as appropriate. 14. Develop a fire station design brief directed at SRC stations. The brief will need to take account changing policies, working practices, operational changes and changes in legislation, and will cover both new build and extension/refurbishment projects. 15. Reduce the risk of Legionnaires Disease within our buildings by the continuation of temperature monitoring, monitoring and reporting on weekly flushing responsibilities per site and reducing the risk by identifying and upgrading plant. 16. A full review of training assets is required to complement the Property Asset Management Plan. 29

4.10 RECENT ASSET MANAGEMENT REVIEW KPMG Making the Connections (MtC) encourages greater partnership working across the Welsh public sector reshaping services can also involve public service providers working across boundaries and entering into joint arrangements when commissioning and delivering services. The Welsh public sector has a substantial asset base - circa 30 billion. Across Wales, information on assets remains of inconsistent quality including areas such as property condition, suitability, and sufficiency of assets. Their use and better asset management can lead to significant and measurable efficiency savings, as well as improved service delivery and sustainability. As part of the Wales Programme for Improvement grant and central funding the Welsh Government is examining Asset Management across the Welsh public sector over four phases. Buildings Management was undertaken in 2009 with the aim of identifying areas for improvement and good practice around this area, focusing on: - developing and adopting the buildings strategy; delivering the strategy through performance management; delivering value for money through strategic management; and, delivering value for money through operational management. The overall outcome of the audit aimed to address the following question: - Is the Mid and West Wales Fire and Rescue Authority ensuring that its land and buildings management arrangements support improvements in efficiency and service delivery to meet the needs and expectations of users for the 21st century? Meetings between MAWWFRS representation and the audit consultant resulted in a set of recommendations which have been included in Appendix D, together with the actions undertaken to date. MAWWFRS Service Review Programme The Service review process and the resulting elements to be adopted and implemented has created demands within the Estates team which has proved to be challenging to manage, however the team is striving to deal with all works that relate to the Estates function as well as assisting others to undertake reviews and improvements identified, such as catering facilities, relocation of staff and training facilities / structures. Unfortunately the review process has not identified the need for additional resources to deliver the work packages identified as a priority; this has caused disruption and delay to the business planning process of the Estates function which has necessitated the need to manage expectations of stations included within the initial business plan for 2011/12. 30

4.11 CONCLUSION The Property Asset Management Plan (PAMP) is fundamental to the strategic asset management plan of MAWWFRS. The PAMP is part of, and aligned to, a suite of strategic plans that will set the direction for the Service to meet its strategic priorities, operational and Service needs. These plans will seek to: - Maintain and utilise current assets. Reduce current and long term costs, both financial and environmental. Realise the benefits of holding assets, such as making efficiency savings, increase income where possible through site sharing, partnerships and community use. Disposing of or transferring surplus assets and acquiring assets to meet current and projected needs and demands for the Service. Ensure that the assets are fit for purpose. Improve value for money and mitigate the impact on the environment. This PAMP has been developed to highlight the type, number and current value of existing assets whilst also producing information on the management of assets relating to the various statutory obligations an employer has to its employees and the public. This plan should be read in conjunction with the Service s Medium Term Financial plan, the objectives of which are currently being developed for the improvement of services for the benefit of the communities it serves. The recent Service review programme examined all aspects of working practices including staffing and services provided, and the findings have been wide reaching. The implementation process of key elements is currently being driven by a group of senior and middle managers. The PAMP is a first attempt to provide clarity of the management of assets and will be continually developed and improved as back office processes are made more efficient through management systems and the assistance of building users. By producing a PAMP and a medium term financial plan the recent rush of work associated with receiving additional funding from the former Welsh Assembly Government will hopefully be less frantic, although having sufficient resource allocation will always be vital to the success of completing projects successfully within usually very tight time frames. As previously stated, this plan should be read in conjunction with the Strategic Asset Plan of the Service as well as the medium term financial plan, both of which will not have been developed in isolation. 31

CHAPTER 5.0 ICT ASSET MANAGEMENT PLAN 5.1 ICT INFRASTRUCTURE OVERVIEW The Mid & West Wales Service utilises a wide range of ICT systems in support of its activities. These include the traditional systems that would be associated with a regular public body such as HR, Payroll, Finance and email etc, as well as some including Command & Control and Mobile Data that are more specialised in nature. Whenever it is advantageous, the Service will outsource the provision and support of its ICT infrastructure either wholly, partly or through a collaborative approach. The in-house ICT team is currently comprised of 11 staff who are responsible for all ICT assets and the management of various contracts with third party suppliers. In addition there are some non-ict staff in other departments including Community Safety and Service Control who have administration responsibilities for the specialist systems they use. The ICT Infrastructure is principally comprised of: A network that connects 57 sites including Service Headquarters, Control, County Commands, fire stations and the Earlswood Training & Transport complex. Approximately 20 hardware servers for operational and administrative applications. Over 700 PCs, laptops, tablets and intelligent terminals. 1 Duplicated Firewall and 1 Email filtering system. Over 230 Airwave radio and 100 mobile data terminals located in emergency response and support vehicles. 56 fire station mobilising terminals including 600+ pagers. 200 Fireground radio/ba terminals. Client and server software for all of the above The Service also makes use of a wide variety of software systems the most significant of these that are operated in house being: Fortek Vision Command & Control System including the BOSS statistical server and Multitone communication sub-system. Rappel retained availability system. Mobile data, GIS and hydrants management systems. CFRMIS legislative and domestic fire safety system. Microsoft Exchange email and Active Directory network operating system. Microsoft SharePoint content management, collaboration and document software Internet and Intranet web servers. Electronic forms and booking systems. Terian HR system. Finance, payroll and procurement systems are currently provided by Carmarthenshire County Council through a service level agreement. 32

5.2 IT ASSET MANAGEMENT (ITAM) Under ITIL, ICT Asset Management (ITAM) can be described as the set of business practices that relate to inventory, performance and contractual functions that support the lifecycle management and strategic decision making of an organisation s ICT infrastructure. (ICT Assets include all elements of hardware and software that are found within an organisation.) Consequently and in line with ITAM, the ICT Department therefore plans to manage the ICT assets of the Service in order that strategic priorities are met and ICT service performance is in line with user requirements. To achieve this, the ICT Department has: Recorded all ICT Assets in a Configuration Management Database (CMDB). This system records details of all the ICT assets including age and condition thereby enabling effective asset planning. (There are a variety of databases and spreadsheets that collectively comprise the CMDB but all are located on the Service filing structure which is a duplicated data repository for resilience.) Introduced a central Service Desk that supports both telephone and online reporting of ICT related faults. The Service Desk is underpinned by the Codel software system that helps establish the nature of faults and identify fault trends thereby informing asset management planning decisions. (Additional ICT performance data is obtained for network activity and Internet usage which is also used to support asset management activities.) Established a regime of annual audits for some ICT assets thereby ensuring deployment and condition data is accurate. (This is typically a requirement of some Code of Connections that the Service is party to.) Classified the ICT expenditure into the following three categories: Underlying Spend for ongoing contractual commitments - Revenue Project Spend for one off objectives and hardware renewals - Capital Opportunist Spend to support unscheduled business initiatives Capital and Revenue under-spends or Grant funding. These types of expenditure are explained in more detail in the table below: 33

Underlying Spend Project Spend Opportunistic Spend Spend Why Benefit Spend on the This spend stops existing ICT the ICT Infrastructure Infrastructure and including systems any software support contracts, becoming out of software licensing, date desktop hardware maintenance. network and telephony running costs change Spend on Projects that deliver business improvements or Service objectives and hardware refresh requirements Spend on already agreed projects but which are scheduled for the future or new collaborative ventures This spend delivers innovation and value for money savings through aggregated procurements This spend delivers innovation and or service improvements though collaboration More than just keeping the lights on. An ICT enabled organisation whose systems are robust, secure and resilient with the ability to accommodate ICT accommodating change with a focus on a sound business case and clear deliverables Reduced call on existing budgets and or faster delivery of the Service s strategic goals There is a four year lifecycle renewal policy for ICT hardware Assets (except radio and mobile data assets) at which point ICT Assets will be considered end of life. When an ICT Asset is highlighted as end of life, its role is reviewed and if still required a new asset will be purchased. Adopting the ITIL best practice based approach to asset management allows the ICT function to understand: What ICT Assets the Service has Where they are located How well they are working How effectively they are supporting the business As a result of this knowledge the following benefits can be realised: More accurate information on assets that will help the ICT Department better deliver and support ICT services. Improved trend analysis to aid Incident and Problem solving 34

Improved ICT security through accurate ICT Asset control Improved financial planning through clear identification of all assets and their associated relationships Improved software license management ensuring legal compliance. Increased confidence in ICT Systems and ICT Services Increased customer satisfaction The detailed indexes of Service ICT assets are maintained in the Configuration Management Database (CMDB). Some of this information is submitted to the Head of Business Risk on an annual basis in order to refine insurance calculations. 5.3 ICT ASSET MONITORING & REPORTING ACTIVITIES In line with ITIL, the ICT function is developing a catalogue (the ICT Services Catalogue) that outlines all the ICT services that are deployed. There are some important monitoring activities that are associated with the assets and key examples of these include: Capacity Planning - monitoring of server performance and disk usage, assessment of bandwidth usage of wide area network Performance scrutiny of Service desk activity reports for fault trends or user training requirements Security Review of Internet usage, dynamic application of anti-virus, use of disk encryption and participation in security forums These asset monitoring activities are underpinned by a broad range of reports, some generated in-house whilst others provided by third party organisations each of which are reviewed in various ways. The most important of these activity reports are: Wide Area Network (WAN) Report - Monthly to Account Administrator These are produced by Logicalis on behalf of the Wales Public Sector Broadband group and help identify future WAN bandwidth requirements. Internet Usage Reports Quarterly to ICT Steering Group These reports are produced monthly by BT and aggregated by the Information Security Officer for submission to the Steering Group. They provide details regarding both email and Internet browsing activities. Information Security Report Quarterly to ICT Steering Group The Information Security Officer compiles these reports from internal and external sources of data in order to identify threats to the Service s ICT assets and thereby ensure protection for them is maintained. 35

Service Desk Support Report Quarterly to ICT Steering Group The report is compiled monthly and captures ICT Service Desk activities. It is produced to help the Service review the delivery of ICT and identify any trends that may affect its assets or users Server Health Report Monthly to IT Manager In line with ITIL Capacity Management processes, this report provides the statistics and evidences that hardware server performance and disk usage is regularly monitored to ensure extra capacity is provided without interruption to system users. Customer Satisfaction Survey Report Ad-hoc to Policy Board Internal customers are canvassed on an occasional basis for review by Policy Board then actions undertaken against areas for improvement. In addition to the above there are further reports generated from other departments such as the budget monitoring report that also assist with ICT asset management activities. 5.4 ICT ASSET PORTFOLIO DEVELOPMENT Executive level responsibility for the Service s portfolio of planned, existing and redundant ICT Assets lies with the ICT Steering Group. The Group approves new ICT developments, monitors systems and applications that are already in use (as identified in the ICT Service Catalogue) as well as reviewing those assets that have ceased their planned life and are possibly ready for disposal. (The day to day responsibility for much of these activities resides with the ICT function.) There are three mechanisms by which new ICT developments can be processed or evaluated: ICT Service Request These are the requests submitted to the ICT Service desk for simple technical changes, information, enquiries or hardware and software changes. (For certain ICT requests, an approval route through the Head of ICT is needed.) ICT Proposals - This procedure was introduced to capture all larger scale ICT requirements and requires a proposal to be submitted to the ICT Steering Group for formal evaluation against objective metrics. (A report template has been developed to ensure consistency of approach.) Policy Board Proposals For ICT matters that have strategic implications such as national initiatives and collaborative ventures proposals will be sent directly to the Policy Board for approval. (Some proposals agreed by the Steering group may also be submitted to Policy Board for endorsement.) The objective metrics against which larger scale proposals are evaluated include costs & benefits, procurement options, collaboration opportunities, 36

support for strategic objectives and legislative compliance. Approved proposals are all managed under the Service s standard project methodologies based on Prince2 governance and are regularly monitored both by the ICT Steering Group and through the Performance Management process. (Update reports may also be submitted to Policy Board.) 5.5 REPLACEMENT PROGRAMME FOR ICT ASSETS ICT Assets are grouped into 3 succinct categories namely hardware, business software and software applications. Each of these has specific replacement needs: ICT Hardware Assets The replacement schedule for ICT hardware is based on a 4 year equipment life which reflects accepted accounting practices. (A 3 year equipment life was considered but the increased expenditure and resource implications were deemed to be too excessive at this point in time.) The table below identifies the hardware replacement plans for the next four years: Financial Year Hardware Area 1 Hardware Area 2 Hardware Area 3 Hardware Area 4 Hardware Area 5 2011/12 2012/13 2013/14 2014/15 Control Room Mobilising System CRR Department Pembrokeshire Command Offices Station TCG Terminals Headquarters Carmarthenshire Command Offices Powys Command Offices Station Thin Client Terminals Swansea Command Offices Neath Command Offices Earlswood Campus Station PCs CFS Tablets & PDAs Administrative System Servers Ceredigion Command Offices ICT hardware assets could also be replaced on an ad-hoc basis but this would lead to difficult budget forecasting with some years seeing larger budget increases than others. If, however, fault management analysis identifies an ICT Hardware Asset that is repeatedly problematic, causing an unacceptable degradation to service, the equipment would be considered for replacement before its 4 year equipment life. Business Software (Desktop Applications) Assets The Service has made a conscious decision to adopt Microsoft based software solutions whenever possible, recognising the universal availability and simplified support implications for these products. An Enterprise Agreement (EA) is a Microsoft volume licensing solution for larger organisations that is used by the Service and provides a simple, flexible, and affordable way to keep up to date with the latest Microsoft software products. 37

Currently, approximate desktop software application quantities are as follows: MS Office 2003 Professional (640) MS Office 2010 Professional (5) MS Project 2003 (30) MS Visio (30) MS FrontPage (30) Adobe PDF Writer (40) Adobe Creative Suite (3) Windows XP SP2 (600) Windows 7 (40) McAfee Anti Virus and encryption software is accepted as an industry standard software protection product. The licenses for the anti-virus and e-mail filtering are procured on a 3 year life cycle. (Prior to renewals a fit for purpose exercise is carried out.) The existing McAfee and future Microsoft software upgrade schedule is shown in the table below: Financial Year 2011/12 2012/13 2013/14 2014/15 Software Area 1 McAfee End- Point Encryption Software Area 2 Software Area 3 Office software applications (Microsoft 2010 suite) Email and network software (Microsoft 2010) Software Area 4 McAfee Corporate Antivirus solution New Software Applications The ICT Steering Group will coordinate the Life Cycle Management of software applications. When specialist applications are administered by specific departments, they will work through the ICT Steering Group with regard to system enhancements and upgrades. 38

The table below details additions to the existing application portfolio that are expected to be deployed by 2015: Financial Year 2011/12 2012/13 2013/14 2014/15 Application 1 Microsoft Microsoft Microsoft SharePoint SharePoint SharePoint Application 2 Application 3 Application 4 Application 5 Remote Access Software New HR/Payroll System New HR/Payroll System Corporate Gazetteer Intelligence Gathering System 5.6 PROPOSED ICT ASSET RELATED EXPENDITURE 2011/2015 There is a 4 year Capital Budget 2011-2015 for hardware replacements alone which currently stands at 500k and is comprised of a nominal 125k per annum. Business software and software applications are funded through a mixture of capital and revenue sources dependant upon the nature of the requirement. All capital procurements are subsequently exposed to a lease option appraisal to determine if leased finance is a more cost effective funding solution. The following table identifies the overall estimated expenditure for hardware replacements, business software and new software applications through to 2014/15. Financial Year 2011/12 2012/13 2013/14 2014/15 Hardware Replacements 128 128 163 86 Business Software 7 90 15 New Software Applications 120 180 60 Totals k 255 398 238 86 39

CHAPETR 6.0 TRANSPORT / ORM ASSET MANAGEMENT PLAN 6.1 OPERATIONAL FLEET APPLIANCES Description The Service has a combined total of 150 Appliances; which consist of Rescue Pumps, Water Tenders, and Special Appliances. The Operational Fleet Appliances are on a continual renewal programme as detailed below: Please see Appendix F & I for a detailed list of Operational Fleet Vehicles & Appliances. Type B Water Tender Ladders MAWWFRS has a total fleet of 103 Appliances; this includes Spares, Training, Wholetime and Retained provision. The fleet is made up of vehicles manufactured by a variety of companies, 34 - Dennis / Sabre 27 - MAN 19 - Mercedes 23 - Scania Values are based on the total cost. Dependant on whether the appliance is Purchased outright or leased. This will determine the value breakdown per year. 4 Rescue Pumps are scheduled for replacement in year 2013/14. The locations are shown below: 1 RP - Neath 1 RP - Hay on Wye (Rural) 1 RP - Haverfordwest 1 RP - Pontyates 4 Rescue Pumps are scheduled for replacement in year 2014/15. The locations are shown below: 1 RP - Rhyader 1 RP - Crickhowell 1 RP - Llanwrtyd Wells 1 RP - Narbeth 9 Rescue Pumps are scheduled for replacment in year 2015/16. The are shown below: 1 RP - Glynneath 1 RP - Seven Sisters 1 RP - Gorseinon 1 RP - Reynoldston 1 RP - Pontardulais 1 RP - Presteigne 1 RP - Crymych 1 RP - Tregaron 1 RP - Llanelli 40

3 Rescue Pumps are scheduled for replacement in year 2016/17. The locations are shown below: 1 RP - Cymmer 1 RP - Port Talbot 1 RP - Tenby 3 Rescue Pumps are scheduled for replacement in year 2017/18. The locations are shown below: 1 RP - Newtown 1 RP - Carmarthen 1 RP - Llandovery 12 Rescue Pumps are scheduled for purchase in year 2018/19. The location are shown below: 1 RP - Morriston 1 RP - Swansea Central 1 RP - Knighton 1 RP - Adercrave 1 RP - Llandrindod Wells 1 RP - Targarth 1 RP - St Davids 1 RP - Newquay 1 RP - Aberaeron 1 RP - Tumble 1 RP - Newcastle Emlyn 1 RP - Llandysul The schedule above details the replacement plan for Rescue Pumps during the years of 2012 ~ 2019. When any vehicle reaches the end of its lease term MAWWFRS can choose to either purchase the appliance outright or return to the lease company. If a vehicle is bought outright it will be disposed of via the services disposal contractor, at the end of its serviceable life. The Service purchased 5 Dennis Sabre s from Essex Fire Service during August / September 2011.Their life span will be determined by the MAWWFRS Transport Strategy Group. They are second hand / used vehicles to be used for the following: 3 - ERD Driver Training 2 - Operational Reserves N467 BVW - 5,000 Operational Reserve N474 BVW - 5,000 Operational Reserve P428 MVX - 5,000 Driver Training West R146 WVX - 7,000 Driver Training North R148 WVX - 7,000 Driver Training Earlswood Total - 29,000.00 41

Special Appliances In order to provide vehicles for a particular purpose, the service provides a range of 47 Special Appliances to cater for all eventualities, they consist of: 14 - Landrover with Pump (L4P s) 8 - Boats 3 - Water Carriers 4 - Prime Movers (PM) 2 - Aerial Rescue Pump (ARP) 6 - POD s (Inc Foam, Welfare, Water & BA) 1 - Foam Tankers 9 - Landrover 4 Wheel Drive Vehicle (L4V s) Landrover with Pump (L4P s) The L4P s are currently on hold due to the Rural Response Unit rollout. Once the RRU Unit rollout commences the L4P s are scheduled as follows: Boats 7-2013/14 Abercrave, Rhayader, Llanwrtyd Wells, Presteigne, Hay-on-Wye, Llanfyllin & Llanidloes 1-2015/16 Crickhowell 3-2016/17 Cymmer, Swansea West & Borth There are currently 8 Avon Boats with Mariner engines. All Boats in MAWWFRS are owned outright, and are not subject to any lease contract. 2 Avon 3.8M - 2019 Replacement Year 1 Avon 3.8M - 2021 Replacement Year 1 Avon 3.8M - 2015 Replacement Year 1 Avon 5.4M - 2016 Replacement Year 1 Avon 3.8M - 2015 Replacement Year 1 Avon 3.8M - 2015 Replacement Year 1 Avon 4.6M - 2015 Replacement Year Boats are kept in Service for 10 Years, all the above were grant funded during March 2011. Water Carrier MAWWFRS approved funding for 1 Water Bowser during 2011/2012 at a total cost of 130,000. Water Carrier - Pembrokeshire 42

Aerial Appliances Aerial Rescue Pump (ARP) We have 2 Aerial Rescue Pump located at Pembrokeshire Command and Swansea Command. The two ARP s are due for renewal in 2023. Station Model Haverfordwest - Scania / Vema & JDC Swansea West - Scania / Vema & JDC Aerial Ladder Platforms (ALP) We have 2 Aerial Ladder Platforms located in Ceridigion Command and Powys Command. The two ALP s are due for renewal as detailed below. 2014/15 - Llandrindod Wells 2019/20 - Aberystwyth Prime Movers (PM) A Prime Mover is a three axle vehicle based on a MAN chassis. Fitted with a multi-lift load hook slider hook lift loading system. There are 6 Prime Movers strategically placed at: 1 - Pembroke Dock 3 - Ammanford 1 - Port Talbot 1 - Newtown These have been funded by the Governments New Dimensions rollout programme allowing us to dispose of the 4 Prime Movers which are currently based at: Station Quantity Model Pembroke Dock - 1 x Volvo Morriston - 2 x Scania Milford Haven - 1 x Scania Pod s & Units The Service currently has 5 demountable pods performing a variety of functions, these include: 1 - Welfare Pod 1 - BA Pod 1 - Foam Pod 1 - Water Carrier Pod During 2011/12 progress an upgrade of the existing a Foam Pod Demount to 43

new dimensions type demount frame During 2011/12 an Environmental Pod is in build & to be placed at Newtown. Forth-coming Units due for replacement:- 2011/12 - Environmental Unit 2013/14 - Chemical Incident Unit Environment Agency Funded 2017/18 - Line Rescue Unit 2018/19 - Incident Command Unit Foam Tanker MAWWFRS have one Foam Tanker based in Milford Haven; this covers risks posed by the many oil refineries within the Pembrokeshire area. This foam tanker is due to be removed from the fleet as part of the review of the capital replacement programme as part of the SRP. Landrover (L4V s) There are 12 Landrover Defenders in Fleet. Landrover 4 x Wheel drive vehicles (L4V s) are due for replacement in the forthcoming years as per allocation shown below. *Currently the below are on hold due to the Rural Response Pumps being issued* 4 of the Landrover Defenders at MAWWFRS are currently being used for towing boats. Year 2014/15 2 L4V s - Newcastle Emlyn, Training. Year 2015/16 4 L4V s - Swansea Central, Haverfordwest, Llanelli, Carmarthen. Year 2016/17 2 L4V s - Reynoldston, Milford Haven. 44

6.2 OPERATIONAL RESPONSE CARS MAWWFRS has a fleet of Response cars, This currently includes 13 - Skoda Yeti 93 - Lease Vehicles 12 - Vauxhall Astra Estates 10 - Co-Responders Skoda Yeti The Skoda Yeti response cars will be introduced towards the end of November 2011. In total 13 Yeti s have been purchased, with a further 4 to be ordered for delivery 2012/13. These 4x4 vehicles will provide the Service with the benefit of having a fully marked-up and liveried vehicle for Tier 1 officers to respond in difficult conditions. The vehicles will be provided with airwave radios and a Bluetooth facility. They are being provided in-line with procurement guidelines, and are being purchased on a National Framework taking into account emission requirements and our obligation to purchase through sustainably. The Tier 1 Skoda Yeti s will be installed with the Road angel Live Track by Skoda before delivery. This has been taken into the figures shown for the Skoda Yeti including the EVO Conversion. Lease Vehicles All Lease Applicants go through the Transport Department 5 suppliers appointed through the Service Framework Agreement. All operating under a standard specification and terms and conditions. Contract details for each company can be found on Alito. There are currently 93 Lease Vehicles in the Service, as of September 2011. The Fleet is currently made up of different models of: Audi, BMW, Citroen, Ford, Honda, Mazda, Mercedes, Mini, Nissan, Seat, Skoda, Volkswagen and Volvo. Due to a Service Review Programme the viability and eligibility criteria level of both employer and employee contributions have been changed and approved. The Lease vehicles in the Brigade will fall to 33 in total. In year 2013/14 the Service will be securing Lease Vehicles for the DCFO & ACO, According to the Framework Agreement. 45

Vauxhall Astra Estates There are 12 Vauxhall Astra Estates located across the Service. During September 2011 all 12 will be fitted with Parrott (Bluetooth) Kits and Harnesses. To be utilised for Tier 1 Response Cars. Location of Astra are listed below: 2 - Swansea Command 2 - Neath Command 2 - Carmarthen Command 2 - Ceredigion Command 2 - Powys Command 2 - Pembrokeshire Command A detailed description and specific locations can be found on Appendix G. The Parrott and Harness kit are to be fitted for use by Tier 1 Officers, due to the reduction in Lease vehicles under the Service Review Programme. MAWWFRS are purchasing 2 Astra Estates scheduled in 2012/13 for Tier 1 Officers. The Service will fit each of these vehicles with a Road Angel Live Tracking device. Road Angel Live Tracking will be fitted at Workshops. Training will need to be provided to the workshop staff to install the Road Angel vehicle trackers. Please see Appendix G. Co Responders In MAWWFRS fleet there are 10 Co-Responder vehicles. They consist of: Landrover Defenders Renault Clio Van Nissan Navara Honda CRV s. These vehicles are paid for from a variety of sources including Welsh Assembly Grants, Community Funding and Fire Service Funding. They are not subject to a finance lease. 46

6.3 POOL VEHICLES The Service provides suitable and sufficient vehicles to enable appropriate personnel to undertake their duties in the most effective and efficient means possible. Vehicles are fit for purpose, fully maintained and replaced on a rolling vehicle replacement programme. In order for the most effective control of shared vehicles an electronic booking system is in place. This is a self operated system which is controlled and administered by Command Coordinators supported by other Command personnel. Within the Pool vehicle fleet MAWWFRS have: 13 - Skoda Fabia 6 - Minibuses 30 - Vauxhall Astra 3 - Renault Kangoo Cars Skoda Fabia Introduced into MAWWFRS are 13 Skoda Fabia s. They have been introduced and distributed across the 6 command areas accordingly during December 2011. The vehicles are liveried with the Service's corporate branding. Minibuses Currently we have 6 minibuses ranging from 7 to 17 seats. In line with the current booking system the 6 Minibuses in fleet are accessible to book on MAWWFRS internal BIS site. Locations are listed below: Carmarthen - 7 seat minibus & 14 seat minibus Neath - 17 seat minibus Pembrokeshire - 15 seat minibus Powys - 16 seat minibus Swansea - 12 seat minibus The following Minibuses are due to come to their end of MAWWFRS life, to be considered for replacement/disposal in the years shown below: 2013/14 - USAR Minibus Mercedes Minibus (Not to be replaced) 2014/15 - Powys Minibus 2015/16 - Neath Port Talbot Carmarthen HQ 2016/17 - Swansea CFS 47

2017/18 - Carmarthen Vauxhall Astra Within the Astra fleet we currently have 3 models of vehicles, they are: 7 - Eco Flex Hatchback Amount Location of Exclusive Flex Vehicles 1 - Swansea / Neath Port Talbot 1 - Earlswood 2 - Carmarthen 2 - Powys 1 - Pembrokeshire 1 additional Eco Flex Hatchback at Pembrokeshire Command. 13 - Estate Amount Location of Estate Vehicles 1 - Pembrokeshire 2 - Swansea 2 - Neath Port Talbot 3 - Powys 2 - Carmarthen 2 - Ceredigion 1 Vauxhall Astra Estate at Ceredigion to be kept on fleet. 21 - Hatchback Amount Location of Hatchback Vehicles 6 - Swansea 2 - Neath Port Talbot 7 - Carmarthen 3 - Powys 3 - Pembrokeshire During 2012/13 the Service will be replacing 21 Astra Hatchback Pool Cars. These will replace the current Hatchback s registered into the Service in October 2007. Funding will need to be secured in 2011/12 for this replacement. During 2015/16 the Service will be replacing 7 Astra Eco Cars for Pool Use. Funding will need to be secured in 2013/14 for this replacement. The Service will also be fitting Road Angel Live Tracking devices to 31 Vauxhall Astra Pool Cars. For further details on the Astra vehicles please see Appendix H. Cars The following vehicles are in fleet: 2012/13 - Volvo Funded by the Welsh Assembly Government as partnership between the FRS and Police. 2017/18-2x Nissan Navara based at Crymych & Carmarthen 48

6.4 SUPPORT VEHICLES Vans Movano Vans MAWWFRS have 10 Movano Vans in fleet. During 2011/12 MAWFRS will consider procuring 6 vans, Allocations of which are currently located below and are due to be replaced / removed from the Service. 1 - Operational Risk Management (Brian Morris) 1 - Neath & Port Talbot 3 - Powys FSU S 1 - Premises Van A Workshop van based at Earlswood will require replacement during 2015/16. In 2016/17 a Movano van will be replaced for Community Risk Reduction (CRR) Department. Kangoo Vans 24 - Renault Kangoo Vans The Service during years 2012/13 will replace 12 Kangoo Vans currently utilised for Home Fire Safety Checks. During 2013/14 the Service will replace 10 Kangoo Pool Vans. In year 2014/15 MAWWFRS will replace 1 Kangoo Van for the IT Department. (Vehicle Installation Technician) In 2016/17 a Kangoo Van will be replaced for Community Risk Reduction (CRR) Department. The Service has also sourced costs for fitting of Road Angel Live Tracking devices for all vans within the Service. Clio Van 1 Clio van will be replaced for Central Training during 2012/13. Ford Transit Vans 2012/13-2x Ford Transit Workshop Vans (Aberystwyth & Builth Wells) 2013/14-2x Ford Transit Workshop Vans (Carmarthen & Haverfordwest) 49

2015/16-5x Transit Connect Vans 2018/19-1x Transit Connect Van (Hydrant) Vauxhall Van In 2014/15 a Vauxhall Panel Van is scheduled to be replaced for Stores based at Earlswood. Motorbikes There are currently 4 Motor Vehicles in the MAWWFRS, please see below for details: CU10 AEM - BMW - Powys Command CU10 AEN - BMW - Swansea Command CV11 VYW - Yamaha - Swansea. Morriston CV11 VYX - Yamaha - Swansea. Morriston One CV11 Motorbike was purchased outright and one CV11 Motorbike funded by the Welsh Assembly Government. For a more in depth detail on Vans, Minibus and L4V s please see Appendix I. 6.5 VEHICLE & EQUIPMENT REPLACEMENT PROGRAMME This Asset Management Plan has been developed for the management of MAWWFRS s vehicle and equipment assets over the life cycle of each asset in the most cost effective manner to provide the required level of service. MAWWFRS has a wide range of vehicles and equipment that have been either purchased or leased and each item has differing maintenance practices and arrangements. The aim of the Transport and Equipment spreadsheet is to allow the service to co-ordinate the planning and budgetary requirements involved in procuring and maintaining each item of equipment over its entire life span. 6.6 LADDERS The ladders supplied on Mid and West Wales FRS appliances are constructed using high tensile aluminium alloy employing a riveted truss technology ensuring the ladders are high in strength and light in weight. All ladders are built to the relevant JCDD specification or the higher requirements of BS EN 1147 standard. The table on page 49 gives details on the quantity of ladders at each location. 50

Carmarthen Area: Haverfordwest Area: SIZE AMOUNT SIZE AMOUNT 13.5 Metre 14 Ladders 13.5 Metre 11 Ladders 10.5 Metre 4 Ladders 10.5 Metre 5 Ladders 7 Metre 14 Ladders 7 Metre 11 Ladders 5 Metre Roof 14 Ladders 5 Metre Roof 15 Ladders Triple 15 Ladders Triple 16 Ladders Aberystwyth Area: Builth Wells Area: SIZE AMOUNT SIZE AMOUNT 13.5 Metre 17 Ladders 13.5 Metre 10 Ladders (1 Spare) 10.5 Metre 10.5 Metre 1 Ladder 7 Metre 20 Ladders 7 Metre 12 Ladders 5 Metre Roof 18 Ladders 5 Metre Roof 14 Ladders Triple 20 Ladders Triple 12 Ladders Earlswood Area: Spare Area: SIZE AMOUNT LOCATION AMOUNT 13.5 Metre 16 Ladders (5 Earlswood 8 Spare) 10.5 Metre 12 Ladders Newtown 4 7 Metre 10 Ladders Haverfordwest 4 5 Metre Roof 16 Ladders Carmarthen 2 Triple 21 Ladders Spare 5 Please see Appendix J. 6.7 PUMPS Light Portable Pumps In MAWWFRS fleet there are a total of 73 Light Portable Pumps currently held in Service. We have 3 models, They are: Rosenbower Otter - 19 Godiva GP1600 & CP10 / 10-53 Beaver - 1 51

6.8 RURAL RESPONSE PUMPS (RRP) Rural Response Pumps 17 x RRP s (Rural Response Pumps) will be purchased in the forthcoming years. They are Mercedes Benz vehicles; which meet the Euro V Standard on exhaust emissions, without compromising appliance suitability and it s Operational Response. Quote provided by Munro Kempton. Order for RRP s with John Dennis Coachbuilders. 2011/12-9 RRP s Approved 2012/13-8 RRP s Ordered September 2011 The table below shows the planned locations for 2011/12. COMMAND STATION WORKING PATTERNS Age and type of existing appliance POWYS CEREDIGION Spare Appliance/ Spate Conditions (2) Machynlleth Retained 15yrs Rural (4) Welshpool Retained 14yrs Rural (10) Brecon Day Crewed 14yrs Rural (13) Llandrindod Day Crewed 15yrs Rural (25) Lampeter Retained 20yrs Rural PEMBROKESHIRE NEATH & PORT TALBOT CARMARTHENSHIRE (31) Haverforwest Day Crewed (54) Port Talbot Wholetime (62) Carmarthen Day Crewed 13yrs (Arp Issue) 11yrs P/T Urban 52

The table below shows the planned locations for 2012/13. COMMAND POWYS CEREDIGION PEMBROKESHIRE STATION Spare Appliance / Issue To 1 Pump Station (12) WORKING PATTERNS (1) Newtown Day Crewed 15yr Rural (21) Aberystwyth Day Crewed 16yr (32) Milford Haven Day Crewed 17yr (36) Pembroke Dock Day Crewed 17yr (37) Tenby Retained 16yr SWANSEA (44) Morriston* *Small Fire Unit* Wholetime 14yr Urban Area CARMARTHENSHIRE (65) Ammanford* Day Crewed 6.9 B.A Equipment Description The Fire service has a legal requirement to provide its staff with appropriate levels of respiratory protection. In order to provide the appropriate respiratory protection MAWWFRS has procured the following items of equipment. 360 - Scott propak Breathing Apparatus (BA) sets 2 - Astral air lines 1020 - Luxfer carbon composite BA cylinders 18 - Breathing air compressors The failure to maintain this equipment would result in either the operational staff within MAWWFRS being placed in a position where their respiratory health is placed at risk or the Service will be unable to achieve its obligations under the FRS act 2004 Further BA associated equipment consists of 175 - CD type oxygen cylinders 78 - Argus 4 thermal imaging cameras 53 - Groupe Leader MT 236 Positive pressure ventilation fans 53

BA sets MAWWFRS purchased 360 Scott propak BA sets and 2 astral airlines during April 2006 at which time a total care package was also awarded to Scott Safety. The Total care contract is for 10 years from April 2006 with an option to extend by a further 2 years. The total contract costs 32,400 per year. The total contract cost is 520,200. The contract terminates on the 26 th April 2016 if the contract runs for 10 years. The contract terminates on the 26 th April 2018 if the 2 year extension is enacted. A mini competition from suppliers on a recognised public procurement framework will need to be carried out during 2014/15 to allow time for staff training, equipment roll out and to ensure adequate manufacture time prior to the contract termination during April 2016 (If the 2 year contract extension is not enacted) Funding of will need to be secured to fund the procurement during 2014/15 financial year if the contract is finished after 10 years. Funding of will need to be secured to fund the procurement during 2014/15 financial year if the 2 year extension is enacted. Please see Appendix K for details. BA Cylinders MAWWFRS currently has 1020 BA cylinders. These are 9 litre, 300 bar carbon composite wrapped BA cylinders manufactured by Luxfer. UK legislation dictates that the equipment has a 15 year life and all 1020 cylinders were purchased during 2009. The cost of the cylinder procurement was 224,400. A procurement exercise for new cylinders will need to take place during 2023/24 to allow for equipment delivery and staff training prior to the end of the current equipment s life in May 2024. Cylinder servicing The equipment is maintained by Cylinder Testing and Sales ltd on a 5 year contract. The servicing contract was entered into in December 2010. The servicing contract has an extension option. A mini competition from suppliers listed on a recognised public procurement framework will need to be carried out during the first six months of 2015 to allow time to devise new protocols and procedures and to train relevant staff prior to the contract termination in December 2015. 54

The cost of the contract is based on 1/5 th of the cylinder allocation being tested each year. For MAWWFRS this equates to 204 cylinders per year. The price for each visual inspection and valve service is 34.50 and is fixed for 2 years from the start of the contract. The current annual cost of the contract is 7,038. A contract review to establish any price variations in the servicing costs needs to take place in December 2012. The current servicing contract ends on 31 December 2015. A mini competition to cover the testing of cylinders will have to be conducted during 2013/14 to ensure continuity of servicing following the ending of the current contract. Please see Appendix L for details. Breathing Air Compressors MAWWFRS has 18 breathing air compressors. We have a variety of makes and models due to the differing procurement exercises undertaken prior to amalgamation and the estimated workload at each location. The oldest compressor was installed in 1981 and the most recent was purchased in 2009. The replacement of compressors is dependent on the reliability of the equipment, availability of parts and whether they are capable of delivering the pressures required. The compressors are maintained by an external contractor, Central Compressor Consultants on a 4 year contract which expires on the 30 th of June 2013. The annual cost of the contract is 14,220. A tender for a new contract will need to be undertaken during 2012/13 to allow for any new contractor to assess the fleet and to allow for the handover of records to occur prior to the termination of the current arrangement. Please see Appendix M for details. Oxygen Cylinders MAWWFRS has a stock of 175 CD type cylinders which are on a rental agreement from BOC. The contract has an annual cylinder lease cost of 14,112 which is paid on a monthly basis. The rental agreement was set up in 2007 and has no termination date however a review of oxygen cylinder provision is scheduled to take place during December 2011. 55

Thermal Imaging Cameras The service has a fleet of 78 thermal imaging cameras. They are Argus 4 models manufactured by E2V. The oldest cameras were procured in 2007. The specification for all new build appliances has been amended to include a thermal imaging camera. This practice accounts for 9 of the current fleet of thermal imaging cameras. During 2011 MAWWFRS invested in a further 69 Argus 4 TICs to bring every appliance within the service up to the same standard. This required an investment of 234,000. 69 cameras are currently under warranty and will remain so until April 2013. The only ongoing maintenance costs are the periodic repair of damaged items and the replacement of battery packs. The estimated life span of a battery pack is 3 years. Each camera is issued with 2 battery packs. New batteries for 69 of the cameras will need to be purchased in April 2014 and April 2017. Funding will need to be made available during 2013 / 14, and again during 2015 / 16. Now that all appliances have been equipped with the latest technology and the provision of thermal imaging cameras has been included in the specification of all new appliances there will no requirement for the type of investment experienced during 2010 Please see Appendix N for details Positive Pressure Ventilation (PPV) Fans MAWWFRS have 53 positive pressure fans. One fan has been allocated to each of the rescue appliances within the service The fan used is the Group leader MT 236. The equipment is part of the appliance specification for all new build appliances and the operational life of the equipment is in line with the appliance lease. This equipment is maintained internally by workshops mechanics. Please see Appendix O for details 56

6.10 Rescue Equipment Following a strategic review MAWWFRS improved the specification of the rescue equipment used by the service. The equipment was phased in between 2005 and 2009. All first appliances have been re-designated as Rescue Pumps (RP) to denote the improved rescue equipment available. Hydraulic Rescue equipment MAWWFRS currently utilises hydraulic rescue equipment to enable the extrication of casualties involved in vehicular collisions. There are two standards of equipment depending on whether an appliance is a rescue pump or WRL A set of the equipment listed below is issued to each rescue pump within the service. MAWWFRS has 53 sets in total 1 x Engine driven hydraulic power unit, drum & hoses. Model V50-T Power unit & SAH20 Hoses 2 x Double acting ram Model RZ2-1250 1 x Spreader Model SP40 1 x Cutters Model S180 1 x Pedal Cutter Model S50 1 x Chain Set For Spreader 2 x Sill Support Model RS 165-65 1 x Glassmaster Saw 1 x Rough edge protection Kit consisting of :- 1 x Stab Fast Stabilising System consisting of 3 x Struts with Straps 3 x Hooks 1 x Adjustable Wedge 1 x Hook Knife 2 x Robust Carrying Cases A set of the equipment below is issued to each WRL in the service. MAWWFRS has 18 sets. 1 x Engine Driven Hydraulic Power Unit V50 1 x Double Acting Ram RZ2-1250 1 x Sill Support RS 165-65 1 x Pedal cutter S30 1 x Vario Combi-tool SPS330 1 x Chain Set combi-tool 2 x Hoses SAH20 1 x Glassmaster Saw 57

All of the hydraulic rescue equipment is procured as part of the appliance specification. The equipment life is in line with the lease period of each appliance. Further details regarding the disposition of this equipment can be found in Appendix P. High pressure airbags The service has the following types of high pressure airbags in use throughout the service. High pressure airbags Webber - Hydraulik 812.339.0 Hurst High Pressure Airbag HK13 MFC High Pressure Air Bags KS11 A set of high pressure airbags consists of The different makes and models of airbag reflect the differing appliance specifications used prior to amalgamation. The specification for new build appliances has been set as the MFC KS11 The service has 71 High pressure airbag kits with one set on each frontline appliance. The equipment is on the specification for new build appliances and has a lifespan in line with the lease period of the appliance. The equipment is tested annually and is covered by a 3 year contract with MFC and is due to finish in 2012. The annual commitment for this testing contract is 15000 (any parts used are not included) and includes all air operated equipment (All airbags, lifejackets, inflatable fire hoses, mud mats and decontamination reducers) A procurement exercise for a servicing contract will need to take place during 2012 to ensure that a new servicing contract is in place to service the equipment in 2013. Low pressure airbags The service has the following types of low pressure airbags in use throughout the service. 58

Low pressure airbags MFC Low Pressure Airbag Type AK Weber Hydraulic 812.434.5 A set of high pressure airbags consists of The different makes and models of airbag reflect the differing appliance specifications used prior to amalgamation. The specification for new build appliances has been set as the MFC Type AK The service has 53 low pressure airbag kits one on each Rescue appliance. The equipment is on the specification for new build appliances and has a lifespan in line with the lease period of the appliance. This equipment is serviced under the same service contract detailed in the low pressure airbag section 11.2. 6.11 Hazmat equipment MAWWFRS has invested in different equipment in order to protect operational crews during incidents involving hazardous materials. Gas tight suits In order to meet the requirements placed upon it by the FRS Act 2004 MAWWFRS has a duty to provide adequate protection to its operational crews when they respond to incidents involving chemicals. To achieve this MAWWFRS supplies 2 x Respirex Tychem Tk Limited use Gas Tight Suits on each rescue appliance. This is the same equipment that was supplied by central government as part of the new dimensions project. This interoperability eases the training and familiarisation implications for the operational staff. MAWWFRS currently has a fleet of 168 GTS. Two suits are issued to each appliance in the service. The GTS has a ten year life span. The first five years have no servicing costs; during the second five years each suit requires an annual inspection by a Respirex qualified engineer. Each test costs 55 The number of GTS within the service will decrease during the coming three years due to the introduction of rural response units on all two pump stations. MAWWFRS has also adopted 45 GTS from the inclusion of the New dimensions equipment as FRS assets. 59

The maintenance costs for the adopted equipment will continue to be borne by the Welsh Government. MAWWFRS will need to replace 15 GTS during 2016 Funding will have to be allocated during 2015 to allow for the purchase and delivery prior to the end of the current equipment s life. For details of the locations of the Gas Tight Suits please see Appendix Q. Gas Monitors In order to establish safe systems of work at incidents involving gas leaks. MAWWFRS invested in 7 x Drager X-am3000 mulit-gas monitors during 2005. Each unit cost 1,126 The equipment requires re-calibrating on a six monthly basis. The equipment is supplied and maintained by Rockall Safety ltd. The servicing and repair costs are paid for as the work is carried out. The sensors within the unit require replacing at specified dates. Flammable sensor - 5 years ( 150) Hydrogen sulphide - 3 years ( 100) Carbon monoxide - 2 years ( 100) Oxygen - 2 years ( 100) Battery - 3 years ( 50) The lifespan of the equipment is 10 years and the servicing cost of the equipment is approximately 3,000 including replacement of sensors and recalibration costs. A mini competition between suppliers on recognised public procurement frameworks should be run during 2014/15. Funding of 7,882 needs to be secured during 2014. During the competition the consideration should be given to establishing a total care contract for this equipment. For details of the location of the Gas Monitors please see Appendix R. RADOS 200 Survey Meter In order to enable operational crews to establish safe systems of work manage the location of inner cordons and detect the contamination of personnel and equipment due to radiation MAWWFRS currently has 46 x RADOS 200 survey meters. The equipment was supplied through the New Dimensions project. The equipment will be tested and serviced by the Welsh Government for the 60

foreseeable future. For details of the location of the RADOS survey meters please see Appendix S. Electronic Personal Dosimeter (EPD) MAWWFRS has supplied 300 electronic personal dosimeters to its operational crews to enable them to work safely during incidents involving radiation. The equipment provision has been supplied in two ways. 96 units were supplied by the Welsh Assembly Government as part of the New Dimensions project the cost of servicing and replacement of these items are covered by the Welsh Government. A further 204 units were bought by MAWWFRS to ensure that every appliance was equipped with 4 EPDs. The cost of the purchase was 52,000 The equipment came into service during 2008 and has a 5 year service contract for the annual re-calibration of the equipment. The initial investment in the equipment was 48,000 plus a further 5 year calibration service at 25,000. The manufacturer recommends a service life of 7 ~ 10 years dependant on the usage levels of the equipment. The way MAWWFRS stows the equipment would indicate that a 10 year life cycle would be reasonable. A new contract for the calibration of this equipment will need to be established during 2013 ready for implementation during 2014. Funding will need to be allocated for a new calibration servicing agreement during 2014. A mini competition between suppliers on a recognised public procurement framework will need to be undertaken during 2017/18 to allow time for the new equipment to be supplied and any training required to be undertaken prior to the current equipment s end of life in December 2018. 52,000 will need to be allocated for the purchase of new equipment during 2018/19. For details of the location of the EPDs please see Appendix S. 6.12 BA Equipment Personal Protective Equipment (PPE) MAWWFRS supplies its operational fire fighting staff with the following items of PPE. 61

PPE ITEM STYLE MANUFACTURER Fire Helmet & Lamp Heros-Xtreme Rosenbauer Fire Hood Ce 0120 M Lamereaux Ltd Fire Gloves Firemaster 3, Firecraft Southcombe Brothers 800/24 Fse Fire Jacket Pro-Tek Max Lion Apperal Fire Trousers Pro-Tek Max Lion Apparel Fire Boots-Leather Tuffking 7062 Giffard Newton Fire Boots-Rubber Hunter 3000/4000 Hunter Rubber The Service currently has 2,500 sets of PPE in service. The tunics, leggings and flashoods are maintained with a total care package by the suppliers, Lion Apparel. All equipment registers are kept and maintained by the Lion Apparel. The helmets are inspected and maintained on an annual basis by the supplier, North Fire. Any repairs required in between the annual service are carried out by trained MAWWFRS staff. Boots and Gloves are inspected monthly by operational staff and are replaced once overly worn or damaged. The quantity of PPE issued is dependant on the role of the individual to ensure that they are able to fulfil their role. FF, CM & WM SM and above 2 x Flash-hoods. 1 x Flash-hoods. 1 x Fire Helmet and Lamp. 1 x Fire Helmet and Lamp. 2 x Fire tunic. 1 x Fire tunic. 2 x Over trousers. 1 x Over trousers. 2 x Fire gloves. 2 x Fire gloves. 1 x Fire boots (leather). 1 x Fire boots (leather). 1 x Fire boots (rubber). 1 x Fire boots (rubber). MAWWFRS has a predominantly retained workforce which has a relatively high turnover of staff. This turnover generates a surplus of PPE. In order to best use this surplus any new recruit will be sized up for PPE, and if available, they will be equipped with one re-issued set of PPE from the surplus store and one new set. The system was set up when the new PPE was purchased and the surplus store is still in the process of being built up. MAWWFRS invested 1,032,000 in the procurement of PPE during 2010 The servicing contracts cost the service 86,000 per year. The servicing contract period has been set at 5 years with the option to extend by a further 2 62

years. A competition between suppliers on a recognised public procurement framework will need to be carried out during 2013/14. 1,032,000 will need to be secured during 2014/15 to fund the replace the equipment. The equipment will need replacing during 2015. 6.13 Rope Rescue Equipment The service currently has three levels of rope rescue response. These are labelled level 1, 2 and 3. LEVEL 1 A capability to work safely at height for all frontline WRLs and Rescue Pumps by means of harnesses, scaffold hooks and lanyards and a pre-rigged simple lifeline rope. LEVEL 2 A capability to gain access to difficult locations such as confined sewers and silos and casualty stabilisation. This equipment is already available for strategically located appliances. LEVEL 3 A provision to allow a rescue the rescuer capability, enabling us to comply with all aspects of current legislation. This is achieved by means of a specialist rope rescue team who are equipped for rescues involving members of the general public thus fulfilling our wider rescue role. MAWWFRS has 67 level 1 packs, one for each frontline appliance and 3 for training department. MAWWFRS has 8 Level 2 packs, 5 for strategically located appliances and 3 for training department. MAWWFRS initially invested in this equipment during 2004 with further investment during 2006. The 2004 investment was the provision of 14 level 2 packs at a cost of 20,000 however since this investment the number of Level 2 equipped stations has been reduced to 5 the stations that have been reallocated as level 1 will use items from the Level 2 pack to provide a level 1 response. The extra equipment was surplus to requirements. The 2006 investment was the provision of 61 level 1 packs at a cost of 31,236.77 All ropes and fabric items have a working life of 10 years. The metallic / alloy items of equipment have a life span of 15 years. Funding will need to be secured to replace the ropes and fabric items in the 5 level 2 packs and 9 of the level 1 packs during 2013/14 to allow for the 63

purchase of equipment during 2014/15. Funding will need to be secured to replace the ropes and fabric items in the remaining 61 level 1 packs during 2015 to allow for the purchase of equipment during 2016/17. Funding will need to be secured to replace the metallic and alloy items in the 5 x level 2 packs and 9 of the level 1 packs during 2018/19 Funding will need to be secured to replace the metallic and alloy items in the remaining 61 x level 1 packs during 2020/21. The level 3 equipment was first used within the Service during 2007. This means that the fabric equipment will require replacing during 2012. The metallic items will need to be replaced during 2022. Detailed information regarding the location of the equipment can be found in the following appendices Appendix T Level 1 Appendix U Level 2 Appendix V Level 3 6.14 Appliance CCTV In order to protect the operational crews and to gather evidence should they be subject to abuse from members of he public MAWWFRS has CCTV fitted to 29 appliances and has included CCTV in the specification for all new build appliances. The CCTV units cost 3,245.00 per unit. The equipment was first installed in 6 MAWWFRS appliances during 2009 with a further 20 during 2010. A further 3 new build appliances have been brought into service during 2011 with CCTV included as part of the initial build. The life span of the cameras and wiring is in line with the lease period of the appliance however the processor and the memory of the systems have a life span of 5 years. A replacement processor and memory unit costs 350 Funding needs to be secured during 2012/13 to replace the 6 processor and memory units installed in 2009. This will allow time for the procurement supply and fitting of new equipment prior to the end of life of the current systems. Funding needs to be secured during 2013/14 to replace the 20 processor and memory units installed in 2010. This will allow time for the procurement supply and fitting of new equipment prior to the end of life of the current systems. 64

Funding needs to be secured during 2014/15 to replace the 3 processing and memory units installed in 2011. This will allow time for the procurement supply and fitting of new equipment prior to the end of life of the current systems. The maintenance of the CCTV equipment is maintained by Vision systems technology. All work carried out is paid per invoice. It would be advisable to run a mini competition for companies on a recognised public procurement framework for a fixed term, fixed price maintenance contract for this equipment. Details of the location of the CCTV units within the Service can be found in Appendix W. 65

CHAPTER 7.0 5 YEAR PLAN 7.1 2012/13 Estates to be confirmed ICT Hardware for: Headquarters Carmarthenshire Command Offices Powys Command Offices Station Thin Client Terminals McAfee Anti Virus for: Office Software applications (Microsoft 2010 suite) Email and network software (Microsoft 2010) Software Applications for: Microsoft SharePoint Remote Access Software New HR/Payroll System Fleet 2 Astra Estates 21 Astra Hatchbacks 1 Volvo RTC Car (WG Funded) 12 Kangoo Vans 1 Clio Van 2 Workshops Vans 8 RRPs Equipment Level 3 rope rescue fabric equipment 6 CCTV units 2013/14 Estates to be confirmed ICT Hardware for: Swansea Command Offices Neath Command Offices Earlswood Campus Station PCs CFS Tablets & PDAs McAfee Anti Virus for: McAfee Corporate Anti-virus solution Software Applications for: Microsoft SharePoint New HR/Payroll System 66

Corporate Gazetteer Intelligence Gathering System Fleet 4 Rescue Pumps 7 L4P 1 Environment Agency Unit (EA Funded) 1 Mini Bus 10 Kangoo Vans 2 Workshop Vans Equipment BA Compressor Contract Airbag Servicing Contract 5 level 2 rope rescue packs fabric equipment 9 level 1 rope rescue packs fabric equipment 20 CCTV units 2014/15 Estates to be confirmed ICT Fleet Hardware for: Administrative System Servers Ceredigion Command Offices 4 Rescue Pumps 1 ALP Subject to Aerial Appliance Strategy 2 L4V 10 Astra Estates 1 Mini Bus 1 Kangoo Van 1 Stores Van Equipment 69 TIC Batteries 7 Gas Monitors Calibration contract for RADDOS 3 CCTV units 2015/16 Estates to be confirmed ICT Fleet 9 Rescue Pumps 1 L4P 3 Avon 3.8 meter boats 1 Avon 4.6 meter boat 67

4 L4V 2 Mini Buses 7 Astra Hatchbacks 1 Workshop Van 5 Transit Connect Vans Equipment Cylinder Servicing Contract 69 TIC Batteries 2016/17 Estates to be confirmed ICT Fleet 3 Rescue Pumps 3 L4P 2 L4V 13 Skoda Yeti 13 Skoda Fabia Pool Cars 1 Mini Bus 1 Movano Van 1 Kangoo Van Equipment 360 BA Sets 15 Gas Tight Suits PPE contract 61 level 1 rope rescue packs fabric equipment 68

CHAPTER 8 APPENDICIES Appendix A - Station Details Appendix B - Office Provision and Community Facilities Appendix C - Workshops and Training Appendix D - KPMG Audit Appendix E - ICT - Asset Replacement Schedule Appendix F - WRL S & Specials Appendix G - Road Angel Appendix H - Astra s Appendix I - Vans & Minibus Appendix J - Ladders Appendix K - BA Sets Appendix L - BA Cylinders Appendix M - BA Compressors Appendix N - Thermal Imaging Cameras Appendix O - Positive Pressure Ventilation Fans Appendix P - Hydraulic Rescue Equipment Appendix Q - Gas Tight Suits Appendix R - Gas Monitors Appendix S - RADOS Survey Meters & Electronic Personal Dosimeters Appendix T - Level 1 Rope Equipment Appendix U - Level 2 Rope Equipment Appendix V - Level 3 Rope Equipment Appendix W - Appliance CCTV 69

Appendix A Station Details Station Definer Station/Est Name Operational Usage M24 Aberaeron Fire Station RDS Ceredigion 95.6 No No 1956 2004 M11 Abercrave Fire Station RDS Powys 184.1 Yes No 1963 2007 M21 Aberystwyth Fire Station WD Ceredigion 585.0 No No 1955 2007 M57 Amman Valley Fire Station RDS Neath/Port Talbot 333.0 No No 2012 2008 M65 Ammanford Fire Station WD Carmarthenshire 282.7 Yes Yes 1954 2011 M27 Borth Fire Station V Ceredigion 0.0 No No 2011 M10 Brecon Fire Station RDS Powys 434.2 Yes No 1969 2010 M14 Builth Wells Fire Station RDS Powys 287.9 No No 1965 2008 M39 Caldy Fire Station V Pembrokeshire 0.0 No No M26 Cardigan Fire Station RDS Ceredigion 117.2 Yes No 1969 2006 M62 Carmarthen Fire Station WD Carmarthenshire 708.0 Yes Yes 1952 2006 M12 Crickhowell Fire Station RDS Powys 150.5 No No 1964 2005 M38 Crymych Fire Station RDS Pembrokeshire 161.7 No Dyfed-Powys Police No 1963 2003 M53 Cymmer Fire Station RDS Neath/Port Talbot 226.3 Yes WAST No 1976 2009/11 M33 Fishguard Fire Station RDS Pembrokeshire 147.9 No No 1975 2004 M52 Glynneath Fire Station RDS Neath/Port Talbot 176.6 Yes Yes 1972 2003 M41 Gorseinon Fire Station RDS Swansea 199.5 No Yes 1961 2003 M31 Haverfordwest Fire Station WD Pembrokeshire 738.4 No Yes 1958 2008 M16 Hay on Wye Fire Station RDS Powys 181.4 Yes No 1957 2003 M63 Kidwelly Fire Station RDS Carmarthenshire 108.6 No No 1954 2002 M08 Knighton Fire Station RDS Powys 119.6 No No 1966 2004 M25 Lampeter Fire Station RDS Ceredigion 172.1 Yes No 1960 2004 M69 Llandeilo Fire Station RDS Carmarthenshire 144.6 No WAST No 1983 2002 M70 Llandovery Fire Station RDS Carmarthenshire 104.1 Yes No 1961 2007 M13a Llandrindod Wells (New) RDS Powys 2343.0 No No 2012 M13 Llandrindod Wells Fire Station RDS Powys 328.9 No Yes 1956 M68 Llandysul Fire Station RDS Carmarthenshire 137.3 No No 1964 2003 M61 Llanelli Fire Station WS Carmarthenshire 908.4 Yes Yes 1967 2004 M05 Llanfair Caereinion Fire Station RDS Powys 117.0 No No 1967 2004 M06 Llanfyllin Fire Station RDS Powys 205.4 Yes No 1980 2008 M07 Llanidloes Fire Station RDS Powys 222.5 Yes No 1965 2008 M15 Llanwrtyd Wells Fire Station RDS Powys 137.9 No No 1963 2007 M02 Machynlleth Fire Station RDS Powys 203.8 No No 1958 2002 M32 Milford Haven Fire Station WD Pembrokeshire 756.3 No WAST Yes 1966 2005 M03 Montgomery Fire Station RDS Powys 186.8 Yes No 1960 2009 M44 Morriston Fire Station WS Swansea 1103.5 No WAST Yes 1991 2007 M35 Narberth Fire Station RDS Pembrokeshire 224.3 No No 1964 2003 M51 Neath Fire Station WS Neath/Port Talbot 637.2 Yes Yes 1963 2005 M23 New Quay Fire Station RDS Ceredigion 93.4 No WAST No 1959 2004 M67 Newcastle Emlyn Fire Station RDS Carmarthenshire 104.6 No No 1960 2004 M01 Newtown Fire Station RDS Powys 1020.0 No Yes 1985 M36 Pembroke Dock Fire Station WD Pembrokeshire 696.7 No Yes 1960 2011 M56 Pontardawe Fire Station SRC Neath/Port Talbot 755.0 Yes Yes 1967 2011 M42 Pontardulais Fire Station RDS Swansea 158.6 No Yes 1971 2011 M64 Pontyates Fire Station RDS Carmarthenshire 99.4 No No 1961 2001 M54 Port Talbot Fire Station WS Neath/Port Talbot 841.1 Yes Yes 1966 2001 M17 Presteigne Fire Station RDS Powys 151.6 No No 1964 2003 M43 Reynoldston Fire Station RDS Swansea 186.3 Yes No 1951 2004 M09 Rhayader Fire Station RDS Powys 153.4 Yes Dyfed-Powys Police No 1974 2006 M55 Seven Sisters Fire Station RDS Neath/Port Talbot 269.5 Yes Yes 1971 2009 M34 St David's Fire Station RDS Pembrokeshire 154.2 Yes No 1958 2006 M45 Swansea Central Fire Station WS Swansea 454.0 Yes Yes 1992 2006 M46 Swansea West Fire Station WS Swansea 454.0 Yes WAST Yes 1992 2006 M18 Talgarth Fire Station RDS Powys 94.6 No No 1959 2002 M37 Tenby Fire Station RDS Pembrokeshire 363.5 Yes No 1982 2010 M22 Tregaron Fire Station RDS Ceredigion 116.0 No No 1952 2006 M66 Tumble Fire Station RDS Carmarthenshire 158.1 No No 1968 2002 M04 Welshpool Fire Station RDS Powys 295.6 Yes No 1962 2008 M71 Whitland Fire Station RDS Carmarthenshire 144.1 No No 1979 2005 Area GIA Total (sq m) Community Facility Site Sharing Gym Availability Built Extended/ Refurb Operational Usage Key WD Wholetime day crewing with RDS support SRC Self Roster Crewing V Volunteer Station WS Wholetime 24hr crewing with RDS support RDS Retained Duty System 70

Appendix B Office Provision and Community Facilities Building Definer Station/Est Name Operational Usage Area GIA Total (sq m) Department and Details Community Facility Site Sharing ACA Aberystwyth Community Annex C Ceredigion 0.0 Young Fire Fighters and community work Yes WAC Carmarthenshire County Command A Carmarthenshire 0.0 Carms County Command No POD, Community Risk Reduction and HQ HQ1 Cartref-y-Gelli A Carmarthenshire 563.0 Cafeteria No CGA Cartref-y-Gelli Annex A Carmarthenshire 155.0 Estates and Reprographics No GIA includes Fire Station and Ceredigion CAC Ceredigion County Command A Ceredigion 720.0 County Command No CONF Conference Centre HQ A Carmarthenshire 466.0 IT/Comms, CCMS and meeting rooms Yes Finance, HR, Technical Services, SP&P, Corporate Risk, Transport Admin and HQ2 Fire Service Headquarters A Carmarthenshire 0.0 Executive Board No Former Swansea County Command and Fire SAC Morriston Administration A Swansea 1330.0 Safety Headquarters Yes STC Morriston Training Annex A Swansea 244.9 Swansea County Command No PAC Neath & Port Talbot County Command A Neath/Port Talbot 865.1 NPT Command No BAC Pembrokeshire County Command A Pembrokeshire 834.0 Pembs County Command and Training No WAST Community room utilised by various external PCA Port Talbot Community Link Annex C Neath/Port Talbot 104.6 organisations Yes NAC Powys County Command A Powys 0.0 Powys County Command, HR and Fire Safety No Procurement, Training, Lecture facilities, BST Purchasing & Supplies Department A Neath/Port Talbot 329.3 Transport office No HSE1 Storage House 1 and 2 A Carmarthenshire 182.0 Unoccupied, currently used for storage No WYF Welshpool YFF Annex C Powys 0.0 Young Fire Fighters and community work No A C Operational Usage Key Administration Community Facilities 71

Appendix C Workshops and Training Facilities Station Definer Station/Est Name Operational Usage Area GIA Total (sq m) ETA Earlswood Accommodation Block Training Neath/Port Talbot 473.0 STR Flashover Stage 2 Training Neath/Port Talbot 0.0 SHH Haverfordwest Smoke House Training Pembrokeshire 219.7 SHL Llanelli Smoke House Training Carmarthenshire 133.4 WTR Merlins Hill Training Training Pembrokeshire 0.0 MIN Minerva Suite Training Carmarthenshire 220.0 SHM Morriston Smoke House and Tower Training Swansea 0.0 SHP Port Talbot Smoke House Training Neath/Port Talbot 0.0 SCE Steel Containers Earlswood Training Neath/Port Talbot 0.0 T05 Transport Aberystwyth Workshops Ceredigion 135.0 T01 Transport Builth Wells Workshops Powys 0.0 T04 Transport Carmarthen Workshops Carmarthenshire 342.0 T02 Transport Earlswood Workshops Neath/Port Talbot 1524.6 T03 Transport Haverfordwest Workshops Pembrokeshire 297.7 NEW USAR Training Rig Training Neath/Port Talbot 447.9 WFB Workshop Facility 3 Bay Workshops Neath/Port Talbot 470.6 72

Appendix D KPMG Audit (Extract) Has MAWWFRS developed a robust strategy for the management of its land and buildings? ID Questions Recommendations A1 Is there an Asset An asset management plan should be developed and formally Management Plan? approved by the Executive. It should be clear, concise and available to all staff so they can understand the priority of works. The asset management plan should set out clear objectives for buildings management, link to the capital and revenue resources available, contain an assessment of the estate considering condition, suitability and legislative compliance and include consideration of partnership working and collaboration. A2 A3 A4 A5 A6 Action: Are there clear links between the Asset Management Plan and all other relevant corporate strategies? Action: Are there clear links between the Asset Management Plan and service delivery plans? Action: Are all departments/ services, external stakeholders and partners engaged in the development of the Asset Management Plan? Action: Are there clear short-, medium- and long-term objectives for land and buildings? Action: Are land and buildings managed as corporate rather than service assets? Action: Recommendations captured within Property Asset Management Plan. The asset management plan should include clear links to objectives set out in the risk reduction plan and should also determine how FSEC analysis will be used to drive the strategy. The Property Asset Management Plan (PAMP) outlines how it will link with other plans, including the Strategic Plan, medium term financial planning process and Annual Action Plan. When the asset management plan is developed, there should be links to other department business plans where applicable. Department Business Planning process outlines scrutiny at various levels (SIF, SIIG, etc), and highlights stakeholders involved in the process. An asset management group should be set up including representatives from all relevant areas in order to develop the asset management plan and ensure the needs of all departments and users are considered along with other stakeholders such as Authority members. In addition, discussion with other fire services regarding their own plans could improve the efficiency and effectiveness of the project. The PAMP is discussed within the Resources Directorate meetings and Policy Board will consider sharing the Plan with members. Other service areas already consulted as are DPPA. The objectives being considered should be integrated into the asset management plan. The objectives should be clear, have set timescales and be subject to annual review. It is expected that this plan will deliver clear short medium and long term objectives for property management. Any changes will need to go through robust change control process The asset management plan should ensure it clarifies the corporate approach to the management of land and buildings. Presenting this Plan at executive level will better inform corporate decision and approach. A7 Are roles and responsibilities for the strategic management of land and buildings clearly defined and An asset management group should be set up initially to develop the asset management plan and then to consider strategic issues. 73

A8 understood? Action: Are there resources to deliver the Asset Management Plan? Action: Currently the Resources Directorate Meeting is used to discuss the PAMP where there will be opportunity to engage other Resource AMPs. Also links with SIF and SDF have been established. In conjunction with the development of the asset management plan, the department should be reviewed in terms of size and responsibilities. The plan should include links to resources required in terms of people and funding. A temporary Project Manager has assisted with the formation of the PAMP, and a paper has been presented to Policy Board to assist with longer term projects. Does the MAWWFRS have robust performance management arrangements in place to inform and deliver the corporate land and buildings strategy? B1 B2 Are there clearly defined roles and responsibilities for the performance management of land and buildings? Action: Is consistent, reliable and current land and buildings information held and used? Once objectives have been set, a clear process for performance management should be established using the process established in the organisation for other departments. It is anticipated that clear measures will result from the plan for inclusion into organisation performance management systems. Information is held on an access database which was reviewed. The data is only used by the property department and contains a lot of information about the estate. There is also an aim to add the type of information users are likely to need such as Legionnaires, Asbestos and Contractual Reports to the intranet site but this has not been fully completed (Good practice). There is an internal electronic process for users to report defects. They go to property who arrange for maintenance/contractors to rectify and a hard copy of the information is produced. Central records are not accessible to all and it was considered that it might be useful for County Commanders to see what is outstanding for their properties. B3 B4 B5 Action: Have the performance information measures and data needs for land and buildings been identified? Action: Are processes and systems in place to collect, record and analyse performance information? Action: Is benchmarking and good practice used to set appropriate performance An action in 11/12 is to adopt a facilities management software package. This package will allow web based access, possibly together with Share Point to make data and information more accessible to all stakeholders. Performance measures should be identified ensuring that they are SMART and that they consider key areas such as cost reduction, efficiency improvement and user satisfaction. The facilities management package will facilitate the collection of data and the Estates Annual Action Plan 12/13 states that KPI s will be linked to Ffynnon. When performance indicators have been established, they should be reviewed to consider whether additional processes and systems are required to collect, record and analyse performance information. Work to commence with SP&P Department in 12/13 to link facilities management package with Ffynnon. It would benefit the authority to take part in benchmarking or at a minimum to establish communication links with the other fire services in order to exchange information. 74

B6 B7 targets? Action: Is the performance of the land and buildings portfolio formally reported and used to both support the development of the Asset Management Plan and enable informed decision making? Action: Is there evidence* that the overall performance and efficiency of land and buildings is improving? The PAMP references national benchmarking methodology and focuses on recent work carried out on behalf the WG by SOCITM. An appropriate reporting mechanism for the results of performance reviews of the land and buildings portfolio should be established. Regular agenda items will be placed at Policy Board, SIIG and SIF to allow user input and review. All parties believe that overall performance is improving but evidence should be collated to support this. There is also potential scope to improve energy costs and usage further through increasing awareness of building users. Action: SMART meters are fitted to selected work units to evidence energy cost and provide information to inform reduction measures. Can the MAWWFRS demonstrate that it is securing value for money from its strategic management of land and buildings? C1 C2 Is there a formal and robust land and buildings review process and programme of reviews? Action: Are there suitable arrangements to ensure capital programming decisions are consistent with the Asset Management Plan? Ensure the asset management plan covers the process and procedures for reviewing land and buildings including making clear the responsibilities of building users and County Commanders. It is a priority within this plan that building owners and County Commanders receive clearly defined role and responsibility information regarding property and how landlord representatives are expected to perform. The asset management plan should include clear links between the overall objectives of the plan and the capital programme. C3 Action: Are there procedures for robust option appraisal alongside a clear operating protocol for capital programming bids? This recommendation has yet to be developed and should not be done in isolation of the PAMP. These procedures could be documented within the asset management plan and could make it very clear which options should be considered and how this should be reported. This could also include details of how work could be prioritised. Action: This recommendation has yet to be developed and it is hoped will form part of the Project Management process managed by SP&P. This must rely on robust business case by the client before an investment decision can be made. C4 Are whole-life To be considered. 75

C5 C6 C7 issues considered when making capital programming decisions? Action: Are there clear and formal property acquisition and disposal procedures supporting the Asset Management Plan? Action: Are all means of procurement and financing options considered for construction projects? Action: Are structured project management arrangements in place including post project review? This recommendation has yet to be developed and Estates will work with Procurement to satisfy this recommendation. These are high level policies. There is not a document which sets out the process on a more detailed level ie including the range of options for acquiring and disposing of assets and linking this to consideration of funding. There is also no document setting out procedures for joint working/collaboration. Work is ongoing in delivering a policy on Letting and Disposal of property. Brief procedures could be established and documented to ensure that all means of procurement and financing are considered. This could include setting out the different options clearly around areas such as partnership working, borrowing, PFI etc with brief comments assessing each one included. Tender reports have been developed for major capital projects such as Llandrindod Wells, AMMAN VALLEY and Morriston Fire Station (inc. decommissioning of the administration building). The department appear to have good project management procedures this could be enhanced by having a brief document setting out the key steps in each project and providing an overall structure for the files. This would enable others to review and assist in projects should the person leading the project become unavailable. C8 Action: Are arrangements in place to ensure an optimum balance between income generation opportunities from land and buildings and other service priorities? Action: MAWWFRS has developed a Service Project Management Framework which will be adopted in 12/13 for major capital programmes. The asset management plan should include objectives around partnership working. It should also be formally considered whether income generation is possible. This element is work in progress with good examples in place with WAST, SWFRS and options being explored with DPPA and SWPA. Can the MAWWFRS demonstrate that it is securing value for money from its operational management of land and buildings? D1 Are there procedures for operational buildings management? Action: The role of the station managers with regard to buildings management should be more formally defined and discussion should be held with them to identify their ideas as to how minor works could be carried out more effectively. This is captured into the plan and actions have initiated through the SDF. D2 Has the structure of A review of the structure of buildings management should be 76

D3 D4 D5 buildings management been reviewed to ensure that it is fit for purpose? Action: Is there a range of plans and programmes to deliver the Asset Management Plan which are adequately resourced? Action: Have all procurement options for the management of land and buildings been considered? Action: Are there robust arrangements for the procurement and letting of goods and services contracts? carried out. Work has been undertaken to clarify roles and responsibilities within the Estates Department and further work is expected as work streams become more defined. When the asset management plan has been developed, the need for plans and programmes to deliver against the plan should be considered. Given the size of the organisation, it may be possible to include all supporting information within the plan. Current and future projects have been included within the PAMP. In conjunction with D2 above, the procurement options for the management of land and buildings should be reviewed. Consideration of options has been discussed with Dyfed-Powys Police Estates Department and exploring other service areas will inform this plan in the future. Outsourcing is not considered feasible and evidence will be developed to ensure this opinion is robust. There are clear arrangements for contracting with goods and services providers set out in the financial regulations. Whilst these have been developed by procurement, estates take responsibility for procurement on their projects. Construction line is used which has reduced procurement paperwork and sped up the process whilst ensuring a focus on value for money. (Good practice). All contractors are given the opportunity to join Constructionline within a certain period. A list of relevant companies is then compiled and a minimum of three contacted for quotations for each project. There is a set process on receipt of the tender documentation to evaluate the tenders and determine who should be awarded the contract. D6 Action: Are there robust contract management arrangements for goods and services? Action: This is an area of continued improvement. Knowledge is constantly developed as well as tender collaboration opportunities, with option analysis now embedded within frameworks etc. Estates are responsible for reviewing that work is carried out appropriately and visit sites to do so. They also use the station managers to check that work has been completed appropriately. Through landlord representation at building owner level this process will be strengthened in year 12/13, together with improved reporting through the facilities management package on contractor works at premises. 77

Appendix E ICT Asset Replacement Schedule Dept ICT Asset Type Computer Hardware Asset Description PCs, Laptops and Peripheral equipment within Pembrokeshire Command Server PCs and Network equipment comprising the Command & Control System PCs and Widescreen displays comprising TCG installations at Fire Stations CRR Department Powys Command Offices PCs, Laptops and peripheral equipment at HQ Campus (less CRR Department 2012/13 only) Carmarthenshire Command Offices Station Thin Client Terminals Swansea Command Office Neath Command Offices Earlswood Approximate Quantity Provision / Replacement Year 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/2019 2019/2020 2020/21 78

ICT ICT Business Software Software Application s Campus Station PCs CFS Tablets & PDAs Administrative System Servers Ceredigion Command Offices Microsoft SharePoint Alchemy Management System Remote Access Software New HR / Payroll System Corporate Gazetteer Intelligence Gathering System McAfee End-Point Encryption Office Software Applications (Microsoft 2010 Suite) Email and Network Software (Microsoft 2010) McAfee Corporate Anti-Virus Solution 79

ICT ICT Mobile Radio and Data Systems Mobilising Terminals Mobile Data Gateway Airwave Radios Mobile Data Terminals ICCS Communication Processors Fire Station GD92 Equipment 80

Appendix F WRL s & Specials REG. NO. MAKE & ENGINE SIZE DATE REGISTERED LOCATION G839 KAW MERCEDES 8.4 01/01/1990 YFF WELSHPOOL H577 GDE DENNIS 8.0 25/01/1991 YFF SEVEN SISTERS H578 GDE DENNIS 8.0 25/03/1991 W RESERVE H579 GDE DENNIS 8.0 25/03/1991 31 RESERVE H687 FBX DENNIS 8.0 25/03/1991 FIRE SAFETY- WEST H562 MDW SCANIA 9.0 27/03/1991 YFF PORT TALBOT H686 FBX DENNIS 8.0 25/03/1991 SCRAP CARMS WORKSHOPS H685 FBX DENNIS 8.0 25/03/1991 CARMARTHEN SPARE J654 STX SCANIA 9.0 29/05/1992 PEMBREY J545 WUX MERCEDES 8.4 01/03/1992 YFF @ BRECON J830 KEJ DENNIS 8.4 18/05/1992 ABERYSTWYTH SPARE J829 KEJ DENNIS 8.0 18/05/1992 LAMPETER-(25) J942 NBX DENNIS 8.0 18/05/1992 SCRAP- CARMS WORKSHOPS J941 NBX DENNIS 8.0 18/05/1992 CARMARTHEN SPARE J940 NBX DENNIS 8.0 18/05/1992 SCRAP K945 BUJ MERCEDES 8.4 06/10/1992 EFAD-CARMARTHEN.ROB PUGH K946 BUJ MERCEDES 8.4 06/10/1992 UPPER AMMAN VALLEY K853 TDE DENNIS 8.0 17/05/1993 FLASHOVER @ EARLSWOOD K852 TDE DENNIS 8.0 17/05/1993 YFF LLANELLI K749 SBX DENNIS 8.0 12/05/1993 FLASHOVER @ EARLSWOOD L926 GUX MERCEDES 8.4 01/08/1993 EFADS POWYS-MIKE CORK L925 GUX MERCEDES 8.4 01/08/1993 ABERYSTWYTH SPARE L431 SEJ DENNIS 8.0 01/07/1994 YFF ABERYSTWYTH-(21) L149 XBX DENNIS 8.0 01/07/1994 YFF AMMANFORD -(65) L494 YDE DENNIS 8.0 10/06/1994 CALDY L493 YDE DENNIS 8.0 10/06/1994 SCHOOLS (W) M354 PFO MERCEDES 8.4 01/08/1994 POWYS SPARE M353 PFO MERCEDES 8.4 01/08/1994 POWYS SPARE M630 CDE DENNIS 9.0 06/06/1995 PEMBROKE DOCK- (36) M629 CDE DENNIS 9.0 06/06/1995 MILFORD HAVEN (32) M595 KUH SCANIA P93M 250/SAXON 9.0 20/02/1995 S RESERVE N316 AEJ DENNIS 9.0 01/02/1996 ABERYSTWYTH- (21) N418 JBX DENNIS 9.0 19/01/1996 TENBY- (37) 81

REG. NO. MAKE & ENGINE SIZE DATE REGISTERED LOCATION N423 PDW SCANIA 9.0 24/03/1996 TRAINING EARLSWOOD RA32 LDE DENNIS SABRE ML/JDC 20/06/1905 PONTYATES- (64) R321 OFO MERCEDES 9.0 09/09/1997 MACHYNLLETH (2) R319 OFO MERCEDES 9.0 09/09/1997 NEWQUAY (23) R317 OFO MERCEDES 9.0 09/09/1997 LLANDRINDOD WELLS (13) R315 OFO MERCEDES 9.0 09/09/1997 NEWTOWN (1) R921 DNY SCANIA P94DB/EXCALIBUR 9.0 01/10/1997 PONTERDAWE- (56) R922 DNY SCANIA P94DB/EXCALIBUR 9.0 01/10/1997 SPARE SWANSEA /NPT R432 LDE DENNIS 9.0 24/03/1998 HAVERFORDWEST- (31) R433 LDE DENNIS 9.0 24/03/1998 HAVERFORDWEST (31) S384 JFO MERCEDES 9.0 23/11/1998 WELSHPOOL (4) S385 JFO MERCEDES 9.0 23/11/1998 HAY ON WYE- (16) S386 JFO MERCEDES 9.0 23/11/1998 BRECON- (10) S264 RNY SCANIA P94D-260/SAXON 9.0 18/01/1999 SPARE- SWANSEA / NPT S265 RNY SCANIA P94D-260/SAXON 9.0 18/01/1999 MORRISTON- (44) T324 AFO MERCEDES 9.0 17/05/1999 LlANWRTYD WELLS- (15) T325 AFO MERCEDES 9.0 17/05/1999 RHYADER- (9) T326 AFO MERCEDES 9.0 17/05/1999 CRICKHOWELL- (12) T522 SEJ DENNIS 9.0 23/04/1999 NARBETH- (35) T952 RDE DENNIS 9.0 23/04/1999 PEMBROKE DOCK- (36) T953 RDE DENNIS 9.0 23/04/1999 MILFORD HAVEN- (32) T985 SDW SCANIA 9.0 23/06/1999 SPARE SWANSEA / NPT W57 VTG SCANIA 9.0 21/07/2000 GLYNNEATH- (52) W58 VTG SCANIA 9.0 21/07/2000 SEVEN SISTERS- (55) W59 VTG SCANIA 9.0 23/08/2000 GORSEINON- (41) X229 AEJ MAN 9.0 13/09/2000 TREGARON- (22) X182 AFO MERCEDES 9.0 21/09/2000 PRESTIGNE- (17) X612 CWN MAN 9.0 18/10/2000 PONTARDULAIS- (42) X805 XDE MAN 9.0 21/12/2000 CRYMYCH- (38) Y658 HBX DENNIS 9.0 06/07/2001 TENBY- (37) Y659 HBX DENNIS 9.0 13/07/2001 LLANELLI- (61) Y661 HBX DENNIS 9.0 06/07/2001 CARMARTHEN- (62) Y662 HBX DENNIS 9.0 13/07/2001 AMMANFORD- (65) 82

REG. NO. MAKE & ENGINE SIZE DATE REGISTERED LOCATION Y774 GTG SCANIA 9.0 25/07/2001 REYNOLDSTON- (43) Y778 GTG SCANIA 9.0 25/07/2001 PORT TALBOT- (54) Y779 GTG SCANIA 9.0 25/07/2001 PORT TALBOT- (54) Y781 GTG SCANIA 9.0 25/07/2001 CYMMER- (53) CV52 GVC DENNIS SABRE 9.0 15/11/2002 EFAD- EARLSWOOD CV52 GVD DENNIS SABRE 9.0 15/11/2002 NEWTOWN- (1) CV52 GUA DENNIS SABRE 9.0 15/11/2002 CARMARTHEN- (62) CV52 GUC DENNIS SABRE 9.0 15/11/2002 LlANDOVERY- (70) CN03 CCD SCANIA P94D/JDC 01/03/2003 NEATH- (51) CN03 CCE SCANIA P94D/ROSENBAUER 01/03/2003 ABERCRAVE- (11) CU03 AEM MAN 14285/JDC 11/03/2003 LLANDRINDOD WELLS- (13) CU03 AHY MAN 14285/ROSENBAUER 19/03/2003 TALGARTH- (18) CU53 AOJ MAN 06/11/2003 ABERAERON- (24) CU53 AOK MAN 06/11/2003 ST DAVIDS- (34) CU53 AOL MAN 06/11/2003 LLANDYSUL- (68) CU53 AOM MAN/JDC 06/11/2003 TUMBLE- (66) CU53 AON MAN/JDC 06/11/2003 NEWCASTLE EMLYN- (67) CU53 AOO MAN 06/11/2003 KNIGHTON- (8) CU05 EDX MAN/JDC 13/06/2005 LAMPETER- (25) CU05 EDR MAN/JDC 13/06/2005 LLANELLI- (61) CU05 EDP MAN/JDC 13/06/2005 CARDIGAN- (26) CU05 EDO MAN/JDC 13/06/2005 MACHYNLLETH- (2) CU05 EDV MAN/JDC 13/06/2005 ABERYSTWYTH- (21) CU07 ACZ MAN RESCUE PUMP T/VAC 01/03/2007 AMMANFORD- (65) CU07 ADO MAN RESCUE PUMP T/VAC 01/03/2007 WHITLAND- (71) CU57 AFZ MAN 17/09/2007 WELSHPOOL- (04) CU57 AGY MAN 17/09/2007 LLANIDLOES- (07) CU57 AGX MAN 17/09/2007 FISHGUARD- (33) CU57 AGZ MAN 17/09/2007 BRECON- (10) CN58 BXD SCANIA 19/09/2008 SWANSEA CENTRAL- (45) CN58 BXE SCANIA 19/09/2008 MORRISTON- (44) CU09 AOM MAN 01/05/2009 KIDWELLY- (63) CU09 AON MAN 01/05/2009 LLANDEILO- (69) 83

REG. NO. MAKE & ENGINE SIZE DATE REGISTERED LOCATION CU09 AOO MAN 01/05/2009 BUILTH WELLS- (14) CU09 AOP MAN 01/05/2009 MONTGOMERY- (03) CU09 AOR MAN 01/05/2009 LLANFAIR CAER- (05) CU09 AOS MAN 01/05/2009 LLANFYLLIN- (06) CN60 EZH RESCUE PUMP 29/12/2010 MILFORD HAVEN- (32) CN60 EZG RESCUE PUMP 29/12/2010 PEMBROKE DOCK- (36) CN60 EZF RESCUE PUMP 29/12/2010 PONTERDAWE- (56) N467 BVW DENNIS 01/10/1995 OPS RESERVE OPS RESERVE. SPARE RP N474 BVW DENNIS 01/03/1996 CARMS/PEMBS P428 MVX DENNIS 01/02/1997 DRIVER TRAINING- WEST. R.Pugh R146 WVX DENNIS 01/04/1998 DRIVER TRAINING- NORTH. M.Cork R148 WVX DENNIS 01/04/1998 DRIVER TRAINING- EARLSWOOD. P.Wade. REG. NO. MAKE & ENGINE SIZE DATE REGISTERED LOCATION D303 GBX LANDROVER 3.5 27/11/1986 TREGARON- (22) F793 AWO SCANIA 9.0 20/02/1989 MORRISTON- (44) F429 TDE SCANIA 9.0 27/02/1989 MILFORD HAVEN- (32) F428 TDE SCANIA 9.0 03/04/1989 MILFORD HAVEN- (32) H549 MDW SCANIA P.M. 9.0 17/12/1990 MORRISTON- (44) K141 SBX VOLVO P.M. 9.0 01/02/1993 PEMBROKE DOCK- (36) M163 PFO VOLVO A.L.P. 9.0 08/12/1994 LLANDRINDOD WELLS (13) N189 YJM IVECO FORD C.I.U. 2.8 13/03/1996 NEWTOWN- (01) R311 OFO LANDROVER DEFENDER L4P 2.5 28/08/1997 LlANWRTYD WELLS- (15) R312 OFO LANDROVER DEFENDER L4P 2.5 28/08/1997 PRESTIGNE- (17) R313 OFO LANDROVER DEFENDER L4P 2.5 28/08/1997 RHYADER- (9) S418 JFO LANDROVER DEFENDER L4P 2.5 26/01/1999 LLANFYLLIN- (06) S419 JFO LANDROVER DEFENDER L4P 2.5 26/01/1999 ABERCRAVE- (11) S420 JFO LANDROVER DEFENDER L4P 2.5 26/01/1999 HAY ON WYE- (16) S421 JFO LANDROVER DEFENDER L4P 2.5 26/01/1999 LLANIDLOES- (07) S827 BBX VOLKSWAGEN VAN 3.0 28/01/1999 FOR DISPOSAL S999 MWW SCANIA BRIMEC 9.0 16/02/1999 EARLSWOOD T316 SEJ VOLVO A.L.P. 9.0 11/06/1999 ABERYSTWYTH-(21) X229 AFO LANDROVER DEFENDER L4P 2.5 03/11/2000 CRICKHOWELL- (12) Y961 CCY FORD TRANSIT VAN 2.5 15/03/2001 BORTH- (27) 84

REG. NO. MAKE & ENGINE SIZE DATE REGISTERED LOCATION Y962 CCY FORD TRANSIT VAN 2.5 15/03/2001 CYMMER- (53) Y963 CCY FORD TRANSIT VAN 2.5 15/03/2001 SWANSEA WEST- (46) WU52 ZYZ MAN WATER BOWSER 01/10/2002 TUMBLE- (66) SAXON/MAN LINE RESCUE UNIT 19/12/2002 MORRISTON- (44) CU03 AHV DENNIS INCIDENT COMMAND UNIT 3.9 19/03/2003 CARMARTHEN- (62) CU03 AHX MAN/ANGLOCO 4 X 4 E.T. 19/03/2003 HAVERFORDWEST- (31) CU05 HTG VOLVO FM9 WATER BOWSER 24/05/2005 BUILTH WELLS- (14) CU56 AEY MAN BOX VAN 10.214 FLRC 14/09/2006 ND- EARLSWOOD CU56 AEZ MAN BOX VAN 10.214 FLRC 14/09/2006 PEMBROKE DOCK (36) CU07 AJV MAN DRIVER TRAINING 29/03/2007 D/TRAIN N CU07 AJX MAN DRIVER TRAINING 29/03/2007 D/TRAIN W CAN-AM OUTLANDER 650cc HF07 CCD (QUAD) 02/08/2007 NEATH / PORT TALBOT CU57 AZO MAN DRIVER TRAINING 03/12/2007 D/TRAIN S CN57 BWF SCANIA (ARP) 01/01/2008 HAVERFORDWEST- (31) CN57 BWE SCANIA (ARP) 01/01/2008 SWANSEA WEST- (46) CU09 ADX CITROEN RELAY THEATR DISPLAY UNIT 10/03/2009 SWANSEA COMMAND (CRR) CU09 AHD HUSQVARA TE250/08 MOTORCYCLE 03/04/2009 N/PT COMMAND CU09 AHE HUSQVARA TE450/08 MOTORCYCLE 03/04/2009 N/PT COMMAND CU10 CMK LDV MAXUS 3.5T PANEL VAN 24/03/2010 YFF SWA 85

APPENDIX G ROAD ANGEL ROAD ANGEL LIVE TRACK COSTINGS VAUXHALL ASTRA POOL CARS X 31 TIER 1 RESPONSE CARS REG No COST REG No COST VAUXHALL ASTRA ESTATES X 12 CU07 AFA 524.00 CU57 AVJ 524.00 REG No COST CU57 AOR 524.00 CU57 AVK 524.00 CU57 BHO 524.00 CU57 AOS 524.00 CU57 AVL 524.00 CU57 BHP 524.00 CU57 AOT 524.00 CU57 AVM 524.00 CU10 AFK 524.00 CU57 AOV 524.00 CU57 AVN 524.00 CU10 AFJ 524.00 CU57 AOW 524.00 CU57 AVO 524.00 CU10 AFF 524.00 CU57 AOX 524.00 CU57 AXB 524.00 CU10 AFE 524.00 CU57 AOY 524.00 CU07 AFA 524.00 CU10 AFA 524.00 CU57 AOZ 524.00 CU09 ACJ 524.00 CU10 AEZ 524.00 CU57 APF 524.00 KV60 YXA 524.00 CU10 AFN 524.00 CU57 APK 524.00 KV60 YXK 524.00 CU10 AFO 524.00 CU57 APO 524.00 KV60 YXN 524.00 CU10 AFV 524.00 CU57 AVE 524.00 KV60 YXS 524.00 CU10 AEY 524.00 CU57 AVF 524.00 KV60 YYA 524.00 CU57 AVG 524.00 KV60 YYF 524.00 KV60 YYM 524.00 TOTAL COST FOR FITMENT WITH 3 YEAR LICENCE TOTAL COST FOR FITMENT WITH 3 YEAR LICENCE SKODA FABIA X 13 SKODA FABIA X 13 RENAULT KANGOO VAN POOL VEHICLES X 24 REG No COST REG No COST REG No COST CP11 RLX 524.00 CV55 FMF 524.00 CU06 EVX 524.00 CP11 RLV 524.00 CV55 FMG 524.00 CU06 EVY 524.00 CP11 RKA 524.00 CV55 FMJ 524.00 CU06 EWA 524.00 CP11 RJY 524.00 CV55 FMK 524.00 CU06 EXO 524.00 CP11 RJX 524.00 CV55 FML 524.00 CU06 EXP 524.00 CP11 RJZ 524.00 CV55 FMM 524.00 CU06 EXR 524.00 CP11 VDR 524.00 CV55 FMO 524.00 CU06 EXS 524.00 CP11 VDO 524.00 CV55 FMP 524.00 CU06 EXT 524.00 CP11 VDT 524.00 CV55 FMU 511.25 CU06 EXW 511.25 CP11 VDV 511.25 CV55 FMX 511.25 CU07 FZK 511.25 CP11 VDX 511.25 CV55 FMY 511.25 CU07 FZL 511.25 CP11 VDZ 511.25 CV55 FMZ 511.25 CU07 FZM 511.25 CP11 VDY 511.25 86

ROAD ANGEL LIVE TRACK COSTINGS VAUXHALL ASTRA POOL CARS X 31 TIER 1 RESPONSE CARS REG No COST REG No COST VAUXHALL ASTRA ESTATES X 12 CU07 AFA 524.00 CU57 AVJ 524.00 REG No COST CU57 AOR 524.00 CU57 AVK 524.00 CU57 BHO 524.00 CU57 AOS 524.00 CU57 AVL 524.00 CU57 BHP 524.00 CU57 AOT 524.00 CU57 AVM 524.00 CU10 AFK 524.00 CU57 AOV 524.00 CU57 AVN 524.00 CU10 AFJ 524.00 CU57 AOW 524.00 CU57 AVO 524.00 CU10 AFF 524.00 CU57 AOX 524.00 CU57 AXB 524.00 CU10 AFE 524.00 CU57 AOY 524.00 CU07 AFA 524.00 CU10 AFA 524.00 CU57 AOZ 524.00 CU09 ACJ 524.00 CU10 AEZ 524.00 CU57 APF 524.00 KV60 YXA 524.00 CU10 AFN 524.00 CU57 APK 524.00 KV60 YXK 524.00 CU10 AFO 524.00 CU57 APO 524.00 KV60 YXN 524.00 CU10 AFV 524.00 CU57 AVE 524.00 KV60 YXS 524.00 CU10 AEY 524.00 CU57 AVF 524.00 KV60 YYA 524.00 CU57 AVG 524.00 KV60 YYF 524.00 KV60 YYM 524.00 TOTAL COST FOR FITMENT WITH 3 YEAR LICENCE TOTAL COST FOR FITMENT WITH 3 YEAR LICENCE SKODA FABIA X 13 SKODA FABIA X 13 RENAULT KANGOO VAN POOL VEHICLES X 24 REG No COST REG No COST REG No COST CP11 RLX 524.00 CV55 FMF 524.00 CU06 EVX 524.00 CP11 RLV 524.00 CV55 FMG 524.00 CU06 EVY 524.00 CP11 RKA 524.00 CV55 FMJ 524.00 CU06 EWA 524.00 CP11 RJY 524.00 CV55 FMK 524.00 CU06 EXO 524.00 CP11 RJX 524.00 CV55 FML 524.00 CU06 EXP 524.00 CP11 RJZ 524.00 CV55 FMM 524.00 CU06 EXR 524.00 CP11 VDR 524.00 CV55 FMO 524.00 CU06 EXS 524.00 CP11 VDO 524.00 CV55 FMP 524.00 CU06 EXT 524.00 CP11 VDT 524.00 CV55 FMU 524.00 CU06 EXW 524.00 CP11 VDV 524.00 CV55 FMX 524.00 CU07 FZK 524.00 CP11 VDX 524.00 87

CV55 FMY 524.00 CU07 FZL 524.00 CP11 VDZ 524.00 CV55 FMZ 524.00 CU07 FZM 524.00 CP11 VDY 524.00 TOTAL COST FOR FITMENT WITH 3 YEAR LICENCE TOTAL COST FOR FITMENT WITH 3 YEAR LICENCE 88

APPENDIX H Astra s REG. NO. MAKE & ENGINE SIZE FIRST REGISTERED COMMAND OU55 GVP VOLVO S40 2.0 17/11/2005 SWANSEA CU07 AFA VAUXHALL ASTRA 1.3 19/03/2007 CEREDIGION CU07 FZK RENAULT KANGOO CAR 1.5DCI 19/04/2007 PEMBROKESHIRE CU07 FZL RENAULT KANGOO CAR 1.5DCI 19/04/2007 POWYS CU07 FZM RENAULT KANGOO CAR 1.5DCI 19/04/2007 POWYS CU57 AOR VAUXHALL ASTRA H/B 1.7 D 11/10/2007 SWANSEA CU57 AOS VAUXHALL ASTRA H/B 1.7 D 11/10/2007 POWYS NEATH PORT CU57 AOT VAUXHALL ASTRA H/B 1.7 D 11/10/2007 TALBOT CU57 AOV VAUXHALL ASTRA H/B 1.7 D 11/10/2007 SWANSEA CU57 AOW VAUXHALL ASTRA H/B 1.7 D 11/10/2007 SWANSEA CU57 AOX VAUXHALL ASTRA H/B 1.7 D 11/10/2007 CARMARTHEN CU57 AOY VAUXHALL ASTRA H/B 1.7 D 11/10/2007 POWYS CU57 AOZ VAUXHALL ASTRA H/B 1.7 D 11/10/2007 SWANSEA NEATH PORT CU57 APF VAUXHALL ASTRA H/B 1.7 D 11/10/2007 TALBOT CU57 APK VAUXHALL ASTRA H/B 1.7 D 11/10/2007 POWYS CU57 APO VAUXHALL ASTRA H/B 1.7 D 11/10/2007 SWANSEA CU57 AVE VAUXHALL ASTRA H/B 1.7 D 25/10/2007 CARMARTHEN CU57 AVF VAUXHALL ASTRA H/B 1.7 D 25/10/2007 CARMARTHEN CU57 AVG VAUXHALL ASTRA H/B 1.7 D 25/10/2007 PEMBROKESHIRE CU57 AVJ VAUXHALL ASTRA H/B 1.7 D 25/10/2007 CARMARTHEN CU57 AVK VAUXHALL ASTRA H/B 1.7 D 25/10/2007 CARMARTHEN CU57 AVL VAUXHALL ASTRA H/B 1.7 D 25/10/2007 PEMBROKESHIRE CU57 AVM VAUXHALL ASTRA H/B 1.7 D 25/10/2007 SWANSEA CU57 AVN VAUXHALL ASTRA H/B 1.7 D 25/10/2007 CARMARTHEN CU57 AVO VAUXHALL ASTRA H/B 1.7 D 25/10/2007 CARMARTHEN CU57 AXB VAUXHALL ASTRA H/B 1.7 D 12/11/2007 PEMBROKESHIRE CU57 BHO VAUXHALL ASTRA ESTATE 1.7 D 25/01/2008 PEMBROKESHIRE CU57 BHP VAUXHALL ASTRA ESTATE 1.7 D 25/01/2008 POWYS CU09 ACJ VAUXHALL ASTRA ESTATE 1.9 D 06/03/2009 CEREDIGION CU09 ACO HONDA CR-V 2.2I CTDI EST 06/03/2009 PEMBROKESHIRE NEATH PORT CU10 AFK VAUXHALL ASTRA ESTATE 1.7D 26/03/2010 TALBOT 89

REG. NO. MAKE & ENGINE SIZE FIRST REGISTERED COMMAND CU10 AFJ VAUXHALL ASTRA ESTATE 1.7D 26/03/2010 CARMARTHEN CU10 AFF VAUXHALL ASTRA ESTATE 1.7D 26/03/2010 CEREDIGION CU10 AFE VAUXHALL ASTRA ESTATE 1.7D 26/03/2010 CARMARTHEN CU10 AFA VAUXHALL ASTRA ESTATE 1.7D 26/03/2010 POWYS CU10 AEZ VAUXHALL ASTRA ESTATE 1.7D 26/03/2010 SWANSEA CU10 AFN VAUXHALL ASTRA ESTATE 1.7D 26/03/2010 POWYS NEATH PORT CU10 AFO VAUXHALL ASTRA ESTATE 1.7D 26/03/2010 TALBOT CU10 AFV VAUXHALL ASTRA ESTATE 1.7D 26/032010 SWANSEA CU10 AEY VAUXHALL ASTRA ESTATE 1.7D 26/03/2010 PEMBROKESHIRE KV60 YXA VAUXHALL ASTRA EXCLUSIVE FLEX 15/09/2010 SW-N/PT KV60 YXK VAUXHALL ASTRA EXCLUSIVE FLEX 15/09/2010 EARLSWOOD KV60 YXN VAUXHALL ASTRA EXCLUSIVE FLEX 29/09/2010 CARMARTHEN KV60 YXS VAUXHALL ASTRA EXCLUSIVE FLEX 15/09/2010 POWYS KV60 YYA VAUXHALL ASTRA EXCLUSIVE FLEX 15/09/2010 PEMBROKESHIRE KV60 YYF VAUXHALL ASTRA EXCLUSIVE FLEX 15/09/2010 CARMARTHEN KV60 YYM VAUXHALL ASTRA EXCLUSIVE FLEX 15/09/2010 POWYS CU11 DFN HONDA CR-V 2.2 SE 09/03/2011 CARMARTHEN CP11 RLX SKODA FABIA S TDI 5 DOOR HATCHBACK 26/07/2011 EARLSWOOD CP11 RLV SKODA FABIA S TDI 5 DOOR HATCHBACK 27/07/2011 NEATH PORT TALBOT CP11 RKA SKODA FABIA S TDI 5 DOOR HATCHBACK 27/07/2011 HAVERFORDWEST CP11 RJY SKODA FABIA S TDI 5 DOOR HATCHBACK 27/07/2011 SWANSEA CP11 RJX SKODA FABIA S TDI 5 DOOR HATCHBACK 27/07/2011 CEREDIGION CP11 RJZ SKODA FABIA S TDI 5 DOOR HATCHBACK 02/08/2011 CARMARTHEN CP11 VDR SKODA FABIA S TDI 5 DOOR HATCHBACK 03/08/2011 CARMARTHEN CP11 VDO SKODA FABIA S TDI 5 DOOR HATCHBACK 04/08/2011 POWYS CP11 VDT SKODA FABIA S TDI 5 DOOR HATCHBACK 03/08/2011 POWYS CP11 VDV SKODA FABIA S TDI 5 DOOR HATCHBACK 04/08/2011 POWYS CP11 VDX SKODA FABIA S TDI 5 DOOR HATCHBACK 04/08/2011 CEREDIGION CP11 VDZ SKODA FABIA S TDI 5 DOOR HATCHBACK 03/08/2011 SWANSEA CP11 VDY SKODA FABIA S TDI 5 DOOR HATCHBACK 05/08/2011 NEATH PORT TALBOT 90

AD ANGEAPPENDIX I Vans & Minibuses REG. NO. MAKE & ENGINE SIZE DATE COMMAND ALLOCATION REGISTERED T517 GTH LANDROVER DEFENDER 2.5 30/04/1999 CARMS NEWCASTLE EMLYN- (67) (CRR) T960 RDE LANDROVER DEFENDER 2.5 30/04/1999 SWAN TRAINING- (44) W183 XTH LANDROVER DEFENDER 2.5 06/04/2000 CARMS LLANELLI L4V- (61) W184 XTH LANDROVER DEFENDER 2.5 06/04/2000 CARMS CARMARTHEN L4V- (62) W185 XTH LANDROVER DEFENDER 2.5 06/04/2000 SWAN L4V- (45) W186 XTH LANDROVER DEFENDER 2.5 06/04/2000 PEMB HAVERFORDWEST (L4V)- (31) Y251 HBX FORD TRANSIT PANEL VAN 2.5 06/03/2001 PREMISES GRAHAM JONES- CARMS COMMAND Y252 HBX FORD TRANSIT PANEL VAN 2.5 06/03/2001 EARLSWOOD TRANSPORT Y253 HBX VAUXHALL MOVANO PANEL VAN 2.2 06/03/2001 SWAN BRIAN MORRIS Y256 HBX FORD TRANSIT PANEL VAN 2.4 06/03/2001 N/PT B.A. VAN- (54) Y357 HBX FORD TRANSIT PANEL VAN 2.4 10/04/2001 POW FSU- (01) Y358 HBX FORD TRANSIT PANEL VAN 2.4 10/04/2001 POW FSU- (10) Y359 HBX FORD TRANSIT PANEL VAN 2.4 10/04/2001 POW FSU- (13) Y501 HBX LANDROVER DEFENDER 2.5 16/05/2001 SWAN CO-RESPONDER- (43) REYNOLDSTON Y762 JDE LANDROVER DEFENDER 2.5 16/05/2001 PEMB MILFORD HAVEN- (32) CV02 MVT FORD TRANSIT MINIBUS 2.4 08/04/2002 SWAN MORR TRAINING CV02 MVX FORD TRANSIT PANEL VAN 2.4 09/04/2002 TRANSPORT WORKSHOPS- (21 ABERYSTWYTH) CV02 MVZ FORD TRANSIT PANEL VAN 2.4 09/04/2002 TRANSPORT WORKSHOPS- (14 BUILTH WELLS) CU03 AOG FORD TRANSIT PANEL VAN 2.4 01/04/2003 CARMS LLANELLI.Enviro Unit- (61) CU04 AEP VAUXHALL CAR DERIVED VAN 1.7 15/03/2004 WATER MIKE THOMAS- (64) CARMS COMMAND CU04 AET FORD TRANSIT MINIBUS 2.4 15/03/2004 POW SHARED WITH CEREDIGION CU04 AFX VAUXHALL PANEL VAN 2.5 25/03/2004 STORES EARLSWOOD CU04 AFY VAUXHALL MOVANO VAN 2.5 25/03/2004 PREMISES MICK PALMER- CARMS COMMAND CU05 FRV LANDROVER DEFENDER 2.5 TD5 29/03/2005 CER CO-RESPONDER- (05) 91

APPENDIX J Ladders CARMARTHEN REG 13.5m LAST SERVICE 10.5m LAST SERVICE 7m LAST SERVICE ROOF LAST SERVICE TRIPLE CV52GUC 6359 1 1483 9172 CU09AOM 649 574 CARM 2SX CV52GUA 6358 05/08/2011 529 05/08/2011 1484 9173 R432LDE 4747 27/09/2011 465 27/09/2011 674 5476 CU53AOL 6580 599 1600 9902 Y659HBX 6071 29/03/2010 460 11170 CU07ADO 7200 14/06/2011 695 15/06/2011 12634 12614 CU53AOM 6579 01/08/2011 595 01/08/2011 1591 9898 H685FBX 219 25/08/2010 CARM 1R CARM 1SX CU53AON 597 1589 9879 J941NBX 223 18/08/2010 260 28/08/2010 CU07ACZ 7199 14/02/2011 696 15/02/2011 12635 12603 Y662HBX 6070 458 1298 7926 CU09AON 721 22/11/2010 625 22/11/2010 570 565 L149XBX 674 07/10/2011 5137 13821 Y661HBX 6072 04/05/2010 459 K852TDE 4522 12/01/2011 705 06/10/2011 H687FBX CU05EDR 6850 11/01/2011 647 12/01/2011 1297 977 LAST SERVICE NO LADDER NO DATA 92

HAVERFORDWEST REG 13.5m LAST SERVICE 10.5m LAST SERVICE 7m LAST SERVICE ROOF LAST SERVICE TRIPLE LAST SERVICE CU57AGX 7356 16/08/2011 729 16/08/2011 BAY 13289 16/08/2011 13315 16/08/2011 R433LDE 5926 04/01/2011 465 14/01/2011 1011 14/01/2011 5475 14/01/2011 H578GDE 5379 10/01/2011 223 10/01/2011 BAY 1014-90 10/01/2011 NO NUMBER 10/01/2011 N418JBX 425 29/06/2011 BAY 3379 29/06/2011 3844 29/06/2011 H579GDE 5679 11/01/2011 221 11/01/2011 NO NUMBER 11/01/2011 NO NUMBER 11/01/2011 Y658HBX 6069 21/07/2011 461 21/07/2011 1299 21/07/2011 12065 21/07/2011 CU53AOK 6557 28/02/2011 604 28/02/2011 1599 28/02/2011 9901 28/02/2011 K853TDE L493LDE 672/628 30/07/2010 12072 30/07/2010 M630CDE 409 28/04/2011 BAY 3479 28/04/2011 3469 28/04/2011 M629CDE 408 17/03/2011 NO NUMBER 17/03/2011 3468 17/03/2011 T952RDE 5682 11/04/2011 375 11/04/2011 1121 11/04/2011 7927 11/04/2011 T953RDE 5681 18/10/2010 377 18/10/2010 1122 18/10/2010 6435 18/10/2010 X805XDE 432 11/11/2010 1240 11/11/2010 7419 11/11/2010 T522SEJ 378 23/05/2011 1120 23/05/2011 6438 23/05/2011 CU05EDP 6821 22/11/2010 649 22/11/2010 1790 22/11/2010 11250 22/11/2010 CN57BWF 660 25/07/2011 2017 25/07/2011 13111 25/07/2011 CN60EZH 29 NEW CN60EZG 30 NEW NO LADDER NO DATA 93

ABERYSTWYTH LAST SERVICE LAST SERVICE LAST SERVICE LAST SERVICE REG 13.5m LAST SERVICE 10.5m 7m ROOF TRIPLE N189 YJM S418 JFO S421 JFO T316 SEJ CERID 3 D303 GBX Y961 CCY CV52 GVD S6357 565 1486 BAY 917 CU05 EDO S6812 24/01/2011 652 24/01/2011 1789 24/01/2011 BAY 11171 24/01/2011 CU05 EDV S6851 14/06/2011 646 14/06/2011 1771 14/06/2011 3845 14/06/2011 N316 SEJ 426 17/10/2011 CERID 1 17/10/2011 3845 17/10/2011 J830 KEJ S5917 14/10/2011 261 14/10/2011 3781 14/10/2011 CERID 2 14/10/2011 L925 GUX S5546 29/07/2011 2677 29/07/2011 CERID 7 29/07/2011 L926 GUX S5916 CU09 AOR PAS720 PAS682 BAL575 BAL566 CU09 AOS PAS725 18/08/2011 PAS679 18/08/2011 BAL571 18/08/2011 BAY 568 18/08/2011 CU57 AGY S7349 727 13265 NO NUMBER R321 OFO S5381 458 POWYS 3 DX 6164 CU09 AOP PAS723 PAS624 BAL573 BAL564 X229 AEJ 517 1235 7278 CU57 AFZ S7357 07/10/2011 728 17/10/2011 13290 07/10/2011 BAY 13374 07/10/2011 S384 JFO S5538 485 07/10/2011 BAY 5909 04/04/2011 L431 SEJ 686/687 94

CU53AOJ S6558 517 1598 9928 R319OFO S5379 04/04/2011 486 5256 5211 R315OFO S5375 564 3358 DX 6073 CU05EDX S6800 653 CERID 4 12066 G839KAW 676/674 J829KEJ 236 CERID 5 CERID 6 NO LADDER NO DATA OFF VEHICLE 95

BUILTH WELLS REG 13.5m LAST SERVICE 10.5m LAST SERVICE 7m LAST SERVICE ROOF LAST SERVICE TRIPLE CU53AOO S6581 21/07/2010 606 19/07/2010 1590 27/07/2010 9899 T325AFO 491 05/08/2010 1086 07/08/2010 6228/99 S386JFO 492 28/03/2011 1156 30/03/2011 5911/98 T326AFO S5619 12/08/2011 487 12/08/2011 1085 12/08/2011 6229/99 CU03AEM S6427 09/08/2010 587 12/08/2010 1578 12/08/2010 9385 T324AFO S5617 06/01/2011 493 06/01/2011 1084 06/01/2011 6227/99 S385JFO S5539 25/11/2010 455 17/11/2010 1051 17/11/2010 5908/98 CU03AHY 343 23/09/2010 1528 24/09/2010 9486 CU57AGZ S7338 25/01/2011 730 28/01/2011 1321 28/01/2011 BL1912 CU09AOO PAS722 15/06/2010 PAS689 15/06/2010 BAL572 12/10/2011 BAL569 R317OFO 456 27/09/2011 5255 23/09/2011 5479/98 M354PFO S5618 02/08/2010 POWYS 1 06/06/2010 M353PFO S6360 15/10/2010 POWYS 2 05/10/2010 X182AFO 516 28/02/2011 1236 28/02/2011 7292 J545WUX 703/704 22/02/2011 R313OFO S419JFO X229AFO M163PFO CU05HTG R311OFO S420JFO R312OFO CU07AJV SPARE S5546 30/03/2011 LAST SERVICE NO LADDER NO DATA 96

EARLSWOOD REG 13.5m LAST SERVICE 10.5m LAST SERVICE 7m LAST SERVICE ROOF LAST SERVICE TRIPLE CNO3CCD S6090 21/02/2008 540 7220 W57VTG 509 1234 7155 Y781GTG 675 1317 8042 Y778GTG 472 1315 9384 Y779GTG S6089 04/06/2007 359 1316 13823 W58GTG S5898 12/11/2007 508 1216 7156 AND 13501 R921DNY 028 NEW LADDER 452 BAY 2595 8315 DX W59VTG S6556 419 1237 7363 X612CWN S6579 515 7280 Y774GTG S7358 26/09/2011 473 547 1314 8314 S265RNY S7248 360 1926 5825/95 CN58BXE 645 13293 BAY 068 CN58BXD S7200 644 3313 CN57BWE 662 1485 BAY 13112 CNO3CCE 544 1527 9489 N423PDW S5378 1378 6437 ON 1050T- CN60EZF R921DNY 015 NEW LAST SERVICE RL6450-022 NEW 0540-017 NEW T985SDW R922DNY 425 R922RLH S264RNY 473 21/10/2011 2014 22/10/2011 8041 Y962CCY 8035 H652MDW 546/673 CU10CMK 551 13822 H577GDE 619/620 S419JFO 6074 DX SPARE S5907 SPARE S5918 19/03/2008 SPARE S6088 12/11/2007 SPARE S6091 11/06/2008 SPARE S6426 11/03/2008 97

NO LADDER NO DATA Spare SERIAL YEAR LOCATION SERIAL YEAR LOCATION 266? ABERYSTWYTH S5907 Jun-00 SUPPLY 999 721? LLANELLI S5918 Jun-00 SUPPLY 999 3868 1988 ABERYSTWYTH S6088 Jun-01 SUPPLY 999 4106 1990 HAVERFORDWEST S6091 Jun-01 SUPPLY 999 4326 1992 HAVERFORDWEST S6426 Jan-03 SUPPLY 999 4328 1992 ABERYSTWYTH 4330 1992 LLANELLI IN TEST 4907 1995 HAVERFORDWEST S5916 L926GUX NEWTOWN 5019 1995 ABERYSTWYTH 5020 1995 HAVERFORDWEST 5375 1997 EARLSWOOD 5377 1997 EARLSWOOD S7349 NEWTOWN PAS723 NEWTOWN PAS720 NEWTOWN PAS721 EARLSWOOD PAS724 EARLSWOOD 5381 1997 EARLSWOOD 5538 1998 EARLSWOOD 6071 2001 EARLSWOOD 6072 2001 EARLSWOOD 98

APPENDIX K BA Sets MAWWFRS PROP PAC BA SET ALLOCATION CARMARTHENSHIRE CEREDIGION NEATH PORT TALBOT PEMBROKESHIRE POWYS SWANSEA TRAINING W01 8 C01 8 P01 4 B01 8 N01 8 S01 4 FLASH OVER 4 W02 8 C02 4 P02 4 B02 8 N02 8 S02 4 W03 4 C03 4 P03 4 B03 4 N03 4 S03 4 MORRISTON 14 W04 4 C04 4 P04 8 B04 4 N04 8 S04 8 EDBA 0 W05 8 C05 8 P05 4 B05 4 N05 4 S05 4 SPARE 0 W06 4 C06 4 P06 4 B06 8 N06 4 S06 4 W07 4 C07 2 EDBA 0 B07 8 N07 4 EDBA 0 W08 4 SPARE 6 SPARE 8 B08 4 N08 4 SPARE 8 W09 4 B09 4 N09 4 W10 4 EDBA 0 N10 8 W11 4 SPARE 6 N11 4 SPARE 6 N12 4 N13 8 N14 4 N15 4 N16 4 N17 4 N18 4 SPARE 18 TOTAL 62 TOTAL 40 TOTAL 36 TOTAL 58 TOTAL 110 TOTAL 36 TOTAL 18 TOTAL 360 99

APPENDIX L BA Cylinders Powys command Carmarthenshire Command Station Wrl 1 Wrl 2 Special Total Station Wrl 1 Wrl 2 Special Total S01 NEWTOWN 8 8 6 22 S61 LLANELLI 8 8 16 S02 MACHYNLLETH 8 8 S62 CARMARTHEN 8 8 16 S03 MONTGOMERY 8 8 S63 KIDWELLY 8 8 S04 WELSHPOOL 8 8 16 S64 PONTYATES 8 8 S05 LL'FR CAERIN' 8 8 S65 AMMANFORD 8 8 16 S06 LLANFYLLIN 8 8 S66 TUMBLE 8 8 S07 LLANIDLOES 8 8 S67 N, EMLYN 8 8 S08 KNIGHTON 8 8 S68LLANDYSSUL 8 8 S09 RHAYADER 8 8 S69 LLANDEILO 8 8 S10 BRECON 8 8 6 22 S70 LLANDOVERY 8 8 S11 ABERCRAVE 8 8 S71 WHITLAND 8 8 S12 CRICKHOWELL 8 8 Command spare 38 S13 LLAN'DOD WELLS 8 8 16 total 150 S14 BUILTH WELLS 8 8 S15 LL'WRTD WLS 8 8 Neath and Port Talbot Command N16 HAY ON WYE 8 8 Station Wrl 1 Wrl 2 Special Total S17 PRESTEIGNE 8 8 S51 NEATH 8 8 S18 TALGARTH 8 8 S52 GLN-NEATH 8 8 Command Spare 82 S53 CYMMER 8 8 total 270 S54 PORT-TALBOT 8 8 16 S55 SEVEN S'TRS 8 8 S56 PONTARDWE 8 8 Command Spare 78 total 134 100

Ceredigion command Pembrokeshire Command Station Wrl 1 Wrl 2 Special Total Station Wrl 1 Wrl 2 Special Total S27 BORTH 2 2 S31 H'WEST 8 8 16 S25 LAMPETER 8 8 16 S32 M, HAVEN 8 8 9 25 S21 ABERYSTWYTH 8 8 4 20 S33 FISHGUARD 8 8 S22 TREGARON 8 8 S34 ST DAVIDS 8 8 S23 NEWQUAY 8 8 S35 NARBERTH 8 8 S24 ABERAERON 8 8 S36 PEMB' DOCK 8 8 16 Cardigan 8 8 S37 TENBY 8 8 16 command spare 40 S38 CRYMYCH 8 8 total 110 Command spare 65 Total 170 Totals Swansea Command Powys 270 Station Wrl 1 Wrl 2 Special Total Ceredigion 110 S41 GORSEINON 8 8 Pembrokeshire 170 S42 PONTARDULAIS 8 8 Swansea 136 S43 REYNOLDSTON 8 8 Neath and Port Talbot 134 S44 MORRISTON 8 8 24 40 Carmarthenshire 150 S45 SWANS, CENT'L 8 8 Training 50 S46 SWANS WEST 8 8 Total 1020 Command Spare 56 Total 136 B.A. training Flashover Training Earlswood 26 Central Training Morriston 24 Total 50 101

APPENDIX M BA Compressors Pressure Vessel Test Dates Station Compressor Serial No Year PAS 5 PAS 9 PAS Model 9 Morriston T/C VHP15 112048? 12- Feb 12-Aug 12- Aug Qty. Hoses / Date 6 Hoses M-2/06 Comments Morriston 4S25 Diesel 78052 1992 10-Jul 09-Mar 09- Mar (Pod) Driven Pod 2x232 bar-3/06 8x207 bar-2x11/05 4x1/06 Swansea Central BP8V 81608 1996-11-May - 2Hoses (set)-7/05,8/05 Milford Haven BP10V 78589 1993 Date here 4 hose M, 1x300bar9/05 Aberystwyth BP8V 83842 1999 04- May 11-Aug - 4Hoses SP4-2x10/04,3/04,6/04 Llanelli BP8V 83844 1999 06- May 11-Apr - 4Hoses SP4-2x7/04,8/07,10/04 Carmarthern BP8V 83988 1999 06- May 11-Apr - 4Hoses SP4-3x11/4,10/04 Haverfordwest BP12M 74868 1989 11- May 02-Jun 02- Jun 3x300 bar-2/06 3x232 bar-3/04,8/04,4/06 4x207 bar-2x10/04, 102

Pembroke Dock BP12M 66587 1981 09- Mar 3/03,7/06 12-Feb - 4Hoses (set)-3x5/05,12/04 Newtown BP10V 80809 1995-11-May - 4Hoses SP4-10/04 Neath BP8V 81606 1996-11-May - 2Hoses (set)-9/07,6/07 Swansea West (Sketty) BP8V 81482 1996-05-Jul - 2Hoses (set)-9/07 Pontadawe BP2.4 81662 1996-11-May - 1Hose (set)-5/06 PAS 4 Port Talbot BP20V 2009 11- May PAS 10 Earlswood T/C BP10V Enclosed 83305 1998 09- (Neath) Mar 11-May - 8 hoses old W&J charging rack PAS 18 11-Aug - 8Hoses 2xSP4-3/03 Llandrindod Compair 5405 5405-0187 1985-08-May - 3 Hoses SP4-11/04 4 th hose used for comp r delivery. Brecon Compair SAS 5405 5405-1356 1985-11-Jan 11- Feb SAS SAS 2 Hoses (set)-11/04 Ammanaford BP12M 66579 1981 06- May 11-Mar - 4 Hoses (set)-11/04x3 8/04x1 103

APPENDIX N Thermal Imaging Cameras Thermal Image Cameras PEMBROKESHIRE Haverfordwest Milford Haven Fishguard St Davids Narberth Pembroke Dock Tenby Crymych Caldy CEREDIGION Aberystwyth Tregaron New Quay Aberaeron Lampeter Cardigan APPLIANC E MODE L SERIAL NUMBER Comments new issue of TIC ARP 4 548 3 2 4 184 Mar-11 1 Mirg 4 180 Mar-11 1 4 178 Mar-11 3 2 4 182 Mar-11 2 Boat 3 3 1 4 1085 3 4 1 4 177 Mar-11 3 5 4 174 Mar-11 3 1 4 3073 6 2 4 183 Mar-11 3 1 4 1081 7 2 4 190 Mar-11 3 8 1 4 194 Mar-11 3 9 not issued no BA NA APPLIANC E MODE L SERIAL NUMBER new issue of TIC 2 1 4 193 Mar-11 1 2 4 181 Mar-11 2 2 1 4 207 Mar-11 2 3 1 4 214 Mar-11 2 4 1 4 204 Mar-11 2 1 4 222 Mar-11 5 2 4 209 Mar-11 2 6 1 4 220 Mar-11 POWYS APPLIANC E MODE L SERIAL NUMBER new issue of TIC Newtown 1 1 4 227 Mar-11 2 4 201 Mar-11 Machynlleth 2 1 4 240 Mar-11 2 4 235 Mar-11 Montgomery 3 1 4 1924 Welshpool 4 1 4 1083 2 4 244 Mar-11 Llanfair Caereinion 5 1 4 1928 Llanfyllin 6 1 4 1929 Llanidloes 7 1 4 1304 Knighton 8 1 4 230 Mar-11 Rhayader 9 1 4 242 Mar-11 Brecon 1 1 4 1302 0 2 4 245 Mar-11 104

Abercrave Crickhowell Llandrindod Wells Builth Wells Llanwrtyd Wells Hay on Wye Presteigne Talgarth NEATH/PORT TALBOT Neath Glynneath Cymmer Port Talbot Seven Sisters Pontardawe SWANSEA Gorseinon Pontardulais Reynoldston Morriston Swansea Central Swansea West CARMARTHENSHIRE Llanelli Carmarthen Kidwelly Pontyates Ammanford Tumble 1 1 1 4 231 Mar-11 1 2 1 4 228 Mar-11 1 1 4 202 Mar-11 3 2 4 241 Mar-11 1 4 1 4 1927 1 5 1 4 229 Mar-11 1 6 1 4 239 Mar-11 1 7 1 4 232 Mar-11 1 8 1 4 243 Mar-11 APPLIANC E MODE L SERIAL NUMBER new issue of TIC 5 1 1 4 250 Mar-11 5 2 1 4 251 Mar-11 5 3 1 4 256 Mar-11 5 1 4 234 Mar-11 4 2 4 247 Mar-11 5 5 1 4 249 Mar-11 5 6 1 4 246 Mar-11 APPLIANC E MODE L SERIAL NUMBER new issue of TIC 4 1 1 4 236 Mar-11 4 2 1 4 226 Mar-11 4 3 1 4 238 Mar-11 4 1 4 4 2 4 233 Mar-11 4 5 1 4 254 4 6 ARP 4 1665 APPLIANC E MODE L SERIAL NUMBER new issue of TIC 6 1 4 185 Mar-11 1 2 4 186 Mar-11 6 1 4 3070 2 2 4 3071 6 3 1 4 1923 6 4 1 4 195 Mar-11 6 1 4 196 Mar-11 5 2 4 187 Mar-11 6 6 1 4 198 Mar-11 105

Necasle Emlyn Llandyssul Llandeilo Llandovery Whitland 6 7 1 4 192 Mar-11 6 8 1 4 179 Mar-11 6 9 1 4 1925 7 0 1 4 191 Mar-11 7 1 1 4 197 Mar-11 106

APPENDIX O Positive Pressure Ventilation Fans PPV Locations Station Type Model Serial No. B01 2.36E+03 117432 M340.0101/0036 B02 MT236GP 117432 M340.0101/0015 B04 MT236GP 160.10.007 B05 MT236GP 160.10.007 B06 2.36E+03 117432 1121349 B07 2.36E+03 117432 1121349 B08 MT236GP 160.10.007 N01 MT236GP 160.10.007 N02 MT236GP 160.10.007 N04 MT236GP 160.10.007 N08 MT236GP 160.10.007 N10 MT236GP 160.10.007 M340.0101/0038 N11 MT236GP 117.432 M340.0101/0010 N13 MT236GP 117.432 N13 MT236GP 117.432 M430.0101/0032 C01 2.36E+03 117432 M340.0102/1097 C03 MT236GP 160.10.007 C04 MT236GP 160.10.007 C05 MT236GP 160.10.007 M340.0101/0027 C06 MT236GP 160.10.007 P01 2.36E+03 117432 1121349 P04 MT236GP 160.10.007 M340.0101/0033 P06 MT236GP 160.10.007 M340.0101/0030 S01 MT236GP 160.10.007 S04 HURRI 160.10.000 M340.0102/1474 MT236 S05 PPV0020 160.10.009 PPV30020/0020 S06 YBSXS1821HB/274296 W01 MT236GP 160.10.007 M340.0101/0035 W02 MT236GP 160.10.007 GM181-930628 W05 2.36E+03 117432 W06 MT236GP 160.10.007 W07 MT236GP 160.10.007 W08 MT236GP 160.10.007 W10 MT236GP 160.10.007 W11 MT236GP 160.10.007 Earlswood MT236GP 160.10.007 107

APPENDIX P Hydraulic Rescue Equipment GENERATOR CUTTER SPREADER PEDAL CUTTER RAM RAM PPV FAN LPP REG SERIAL SERIAL SERIAL SERIAL SERIAL SERIAL SERIAL SERIAL CNO3CCD 780?58 483 19 959 1137 1121349 184 1224 W57VTG 968 1249 961? 528 1147 7324 2000 Y781GTG 949 1246 832 2623 777 1018 Y778GTG 100?83 (COMBI) 2620 195 Y779GTG 882? 789? 14751 960 GM181930402 W58GTG 948 1245 1100 1017 14 6451/1997 CN60EZF 1391 655 2807 2873 55 56 KR112L01546 820-236B R921DNY 861 1415 831? 209 1073 1121349 W59VTG 787 1157 436 2196 600 1021 M340-0101/00210 X612CWN 939 1385 802? 1019 599 Y774GTG 989 1378 984 2612 1152 10760 10-10 7505 S265RNY 1616 WH304 M109 14751 CN58BXE 962 1244 728 1917 1030 1176 118432 0139E1 KR11200462 CN58BXD 877 1266 677? 1005 1006 239 KR112L00404 CN57BWE 834 1290 678 1720 279 1006 1250 CNO3CCE 1151 1630 1622 186 1248 1436 1121349 184-1060 S264RNY R922DNY T985SDW N423PDW M 340.0101/0053 CV52GVC TRAINING CU10CMK BEAVER 00071 H577GDE 117432 2472 NOT ATTACHED NO DATA 108

APPENDIX Q Gas Tight Suits Powys G.T. Suit No. G.T. Suit No. That are on Station Station 51 52 53 54 M 01 Newtown 61 62 66 106 161 217 Command Spares M 02 Machynlleth 160 164 165 221 M 03 Montgomery 174 213 M 04 Welshpool 208 222 239 242 M 05 Llanfair Caereinion 203 245 M 06 Llanfyllin 187 195 M 07 Llanidloes 234 236 M 08 Knighton 90 91 M 09 Rhayader 157 158 43 44 45 46 M 10 Brecon 131 167 235 238 Command Spares 180 M 11 Abercrave 116 127 M 12 Crickhowell 627 626 199 201 M 13 Llandrindod Wells 223 224 Command Spares 64 122 M 14 Builth Wells 155 185 M 15 Llanwrtyd Wells 101 148 M 16 Hay on Wye 188 200 M 17 Presteigne 175 186 M 18 Talgarth 572 634 Ceredigion 168 179 M 21 Aberystwyth 205 215 Command Spares 177 196 M 22 Tregaron 214 216 M 23 New Quay 183 227 M 24 Aberaeron 229 230 M 25 Lampeter 246 248 249 250 M 26 Cardigan 147 149 Pembrokeshire M 31 Haverfordwest 55 16 109

56 77 63 82 163 83 M 32 Milford Haven 209 210 118 119 M 33 Fishguard 97 37 M 34 St Davids 146 87 M 35 Narberth 102 103 49 50 98 99 M 36 Pembroke Dock 243 259 M 37 Tenby 110 136 109 110 M 38 Crymych 47 48 M 39 Caldy N/A N/A Swansea M 41Gorseinon 170 59 M 42 Pontardulais 233 254 M 43 Reynoldston 41 42 75 176 M 44 Morriston 58 12 Command Spares M 45 Swansea Central 232 237 M 46 Swansea West 252 253 Neath & Port Talbot M 51 Neath 181 251 M 52 Glynneath 191 211 M 53 Cymmer 171 172 60 71 M 54 Port Talbot 94 95 Command Spares 72 121 M 55 Seven Sisters 154 159 M 56 Pontardawe 132 133 Traning Suits T 24 T 153 Carmarthenshire 244 247 M 61 Llanelli 258 259 Command Spares 173 197 65 79 M 62 Carmarthen 144 151 Command Spares 139 189 M 63 Kidwelly 96 117 110

M 64 Pontyates 254 533 M 65 Ammanford 104 105 227 228 M 66 Tumble 116 117 M 67 Newcastle Emlyn 115 126 M 68 Llandysul 255 256 M 69 Llandeilo 73 74 M 70 Llandovery 192 220 M 71 Whitland 81 141 111

APPENDIX R Gas Monitors Gas Monitors 2011 Codes Locations Due For Calibration ARUE - 0254 Ceredigion (Aberystwyth) 27/04/2012 ARUE - 0233 Neath & Port Talbot (Neath) 14/10/2011 ARUE - 0253 Powys (Builth Wells) 25/08/2011 ARUE - 0270 Powys (Newtown) 30/03/2011 ARUE - 0269 Pembrokeshire 24/02/2012 ARUE - 0252 Swansea 07/06/2010 ARUE - 0070 Carmarthenshire 13/04/2012 ARYJ - 0043 Carmarthenshire Spare (No calibration date) 13/04/2012 ARYJ - 0050 ORM Spare 27/10/2011 ARYJ - 0040 Swansea spare 17/05/2011 112

APPENDIX S RADOS Survey Meters & Electronic Personal Dosimeters EPD + RADOS Register 51 Neath EPD P02 Glynneath Rados EPD Rados 53 Cymmer EPD No Rados 54 Port Talbot EPD Rados 54 Port Talbot EPD No Rados 55 Seven Sisters EPD No Rados 56 Pontardawe EPD Neath Port Talbot Box No Serial Numbers Wrl 1 NPT 1 047870 047515 053026 047517 Wrl 1 031661 Wrl 1 NPT 2 046008 058724 053655 053722 Wrl 1 031325 Wrl 1 NPT 3 191030 190413 190446 191520 Wrl 1 NPT 4 045928 045981 047499 047371 Wrl 1 031546 Wrl 2 NPT 5 190779 191000 191194 190480 Wrl 1 NPT 6 190794 190795 190487 190787 Wrl 1 NPT 7 046385 046050 058931 058744 Wrl 1 031467 Rados 51 Neath Trng EPD NPT TRG 190916 190081 51 Neath Trng Rados NPT TRG 031287 Index Black =Wrl 1 Red = Wrl2 113

APPENDIX T Level 1 Rope Equipment NARC Pack Level 1 I.D. Equipment list List. Device NARC Level 1 Holdall 50 mtr Lifeline (Red) Quadra Device Phoenix Harness (No.1) Phoenix Harness (No.2) TwinScaffold Hook (No.1) Twin Scaffold Hook (No.2) Webbing Sling (protected) 1 mtr Wire Sling 2 mtr Wire Sling Carabiner, screwgate (No.1) Carabiner, screwgate (No.2) Carabiner, screwgate (No.3) Carabiner, screwgate (No.4) Carabiner, Maillon (pear (No.1) Carabiner, Maillon (pear (No.2) Stations and departments with allocated level 1 equipment Northern Training dept Stn 21 Aberystwyth Stn 51 Neath Western Training Dept Stn 22 Tregaron Stn 52 Glyneath Central Training Dept Stn 23 New Quay Stn 53 Cymmer Stn 01 Newtown Stn 24 Aberaeron Stn 54 Port Talbot Stn 02 Machynlleth Stn 25 Lampeter Stn 55 Seven Sisters Stn 03 Montgomery Stn 26 Cardigan Stn 56 Pontardawe Stn 04 Welshpool Stn 27 Borth Stn 61 Llanelli Stn 05 Llanfair Caereinion Stn 31 Haverfordwest Stn 62 Carmarthen Stn 06 Llanfyllin Stn 32 Milford Haven Stn 63 Kidwelly Stn 07 Llanidloes Stn 33 Fishguard Stn 64 Pontyates Stn 08 Knighton Stn 34 St Davids Stn 65 Ammanford Stn 09 Rhyader Stn 35 Narberth Stn 66 Tumble Stn 10 Brecon Stn 36 Pembroke Dock Stn 67 Newcastle Emlyn Stn 11 Abercreave Stn 37 Tenby Stn 68 Llandysul Stn 12 Crickhowell Stn 38 Crymych Stn 69 Llandeilo Stn 13 Llandrindod Wells Stn 41 Gorseinon Stn 70 Llandovery Stn 14 Builth Wells Stn 42 Pontardulais Stn 71 Whitland Stn 25 Llanwrtyd Wells Stn 43 Reynoldston Stn 16 Hay on Wye Stn 44 Morriston Stn 17 Prestigne Stn 45 Swansea Central Stn 18 Talgarth Stn 46 Swansea West 114

APPENDIX U Level 2 Rope Equipment NARC Pack Level 2 I.D. List. Equipment contained in level 2 pack NARC Level 1 Holdall 50 mtr Lifeline (Red) 50 mtr lowering line (white) Quadra Device Quadra Device Phoenix Harness (No.1) Phoenix Harness (No.2) Rescue Harness Rope Grab Device TwinScaffold Hook (No.1) Twin Scaffold Hook (No.2) Webbing Sling (protected) Webbing Sling (protected) Webbing Sling (protected) Webbing Sling (protected) 1 mtr Wire Sling 2 mtr Wire Sling Carabiner, screwgate (No.1) Carabiner, screwgate (No.2) Carabiner, screwgate (No.3) Carabiner, screwgate (No.4) Carabiner,screwgate (No.5) Carabiner,screwgate (No.6) Carabiner,screwgate (No.7) Carabiner,screwgate (No.8) Carabiner,screwgate (No.9) Carabiner,screwgate (No.10) Carabiner,screwgate (No.11) Carabiner,screwgate (No.12) Carabiner,screwgate (No.13) Carabiner,screwgate (No.14) Edge Protection Mat (No.1) Edge Protection Mat (No.2) BA Sling Pulley (No.1) Pulley (No.2) Pulley (No.3) Pulley (No.4) Petzl Safety Helmet (No.1) Petzl Safety Helmet (No.2) Petzl Head Torch (No.1) Petzl Head Torch (No.2) Stations and departments Allocated with Level 2 Equipment Central Training Department Stn 21 Aberystwyth Stn 61 Llanelli Western Training Department Stn 31 Haverfordwest Stn 62 Carmarthen Northern Training Department Stn 32 Milford Haven Stn 65 Ammanford Stn 01 Newtown Stn 36 Pembroke Dock Stn 10 Brecon Stn 44 Morriston Stn 13 Llandrindod Wells Stn 51 Neath 115

APPENDIX V Level 3 Rope Equipment ROPE RESCUE UNIT - EQUIPMENT RECORD Single level 3 equipped team based in Stn 56 Pontardawe Equipment description Quantity 11mm Low stretch Kernmantle 50m 10 11mm Low stretch Kernmantle 100m 12 10.5mm BELAY ROPE 3 Jayne lanyards 60cm 4 Jayne lanyards 100cm 6 ID Descenders 10 Pro Allp Descenders 4 540 RESCUE BELAY 2 SHUNT 4 ASAP & ABSORBER 6 ISC ROCKER 4 ISC ROPE GRAB 4 SCAFF HOOKS 8 GRILLON 2m 2 GRILLON 3m 8 GRILLON 5m 2 KOOTANAY PULLEY 2 LARGE PRUSSIK PULLEY 2 MEDIUM PRUSSIK PULLEY 6 P35 PULLEY 12 PETZL P50 RESCUE PULLEY 10 CATERPILLAR SET 2 HAND ASCENDER 6 LARGE RIGGING PLATE 4 MEDIUM RIGGING PLATE 6 SMALL RIGGING PLATE 6 NAVAHO BOD HARNESS 13 PITAGOR CASUALTY HARNESS 2 TROLL RESCUE SLING 2 PODIUM WORK SEAT 1 PROTECTED SLINGS 60cm 20 PROTECTED SLINGS 120 cm 20 SLINGS 240cm 12 SLINGS 175cm 12 SLINGS 120cm 12 SLINGS 60cm 12 WIRE SLINGS 2m 12 WIRE SLINGS 1m 12 LARGE CARINBINEERS 20 STANDARD CARIBINEERS 100 DELTA MALLIONS 12 OVAL MALLIONS 4 ALLOY CARIBENEERS 30 116

APPENDIX W Appliance CCTV CCTV PEMBROKESHIRE APPLIANCE CCTV Fitted COMMENTS 1 2010 ARP Haverfordwest 31 2 Milford Haven 32 1 2 Fishguard 33 1 2009 St Davids 34 1 Narberth 35 1 Pembroke Dock 36 1 2 Tenby 37 1 2010 2 Crymych 38 1 Caldy 39 1 CEREDIGION APPLIANCE CCTV Fitted COMMENTS Aberystwyth 21 1 2010 2 Tregaron 22 1 New Quay 23 1 Aberaeron 24 1 Lampeter 25 1 2010 Cardigan 26 1 Borth 27 1 POWYS APPLIANCE CCTV Fitted COMMENTS Newtown 1 1 2010 2 Machynlleth 2 1 2 Montgomery 3 1 Welshpool 4 1 2 Llanfair Caereinion 5 1 2010 Llanfyllin 6 1 Llanidloes 7 1 Knighton 8 1 Rhayader 9 1 Brecon 10 1 2010 2 Abercrave 11 1 Crickhowell 12 1 Llandrindod Wells 13 1 2010 2 Builth Wells 14 1 2010 Llanwrtyd Wells 15 1 117

Hay on Wye 16 1 Presteigne 17 1 Talgarth 18 1 NEATH/PORT TALBOT APPLIANCE CCTV Fitted COMMENTS Neath 51 1 2010 Glynneath 52 1 2010 Cymmer 53 1 2010 Port Talbot 54 1 2009 2 Seven Sisters 55 1 2010 Pontardawe 56 1 SWANSEA APPLIANCE CCTV Fitted COMMENTS Gorseinon 41 1 2010 Pontardulais 42 1 2010 Reynoldston 43 1 2010 Morriston 44 1 2009 2 Swansea Central 45 1 2009 Swansea West 46 1 2010 Swansea West 46 ARP CARMARTHENSHIRE APPLIANCE CCTV Fitted COMMENTS Llanelli 61 1 2009 2 Carmarthen 62 1 2009 2 Kidwelly 63 1 Pontyates 64 1 Ammanford 65 1 2010 2 Tumble 66 1 2010 Necasle Emlyn 67 1 Llandyssul 68 1 Llandeilo 69 1 Llandovery 70 1 Whitland 71 1 2010 First App 57 6 Fitted in 2009 2nd App 15 20 Fitted in 2010 0 Fitted in 2011 118

GWASANAETH T N AC ACHUB Canolbarth a Gorllewin Cymru Mid and West Wales FIRE AND RESCUE SERVICE To be a world class organisation www.mawwfire.gov.uk ASSET MANAGEMENT PLAN If you would like this information in another format or language, please telephone 0370 6060699 For FREE safety advice, visit www.mawwfire.gov.uk