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1 /APOLOGIES FOR ABSENCE
Apologies for absence were received from Councillors C Crowley, P Harris,
B Mills and G Woodham.
2 /DECLARATION BY MEMBERS OF ANY PERSONAL OR PREJUDICIAL INTERESTS
All Members present declared that they had a personal interest in any business relating to, or affecting their own Constituent Authority.
3 / CHAIR'S ANNOUNCEMENTS AND PERSONAL MATTERSThe Chair informed Committee that Cllr Crowley had recently undergone an operation and was recovering at hospital. Members extended their warmest wishes for a speedy and full recuperation.
A warm welcome was extended to Lisa Williams, Wales Audit Office, who was at the meeting to present item 7 of the agenda and bothMartin Owens and Meirwyn Thomas, Internal Auditors from Carmarthenshire County Council, who were at the meeting to present item 9 of the agenda. Committee were further informed that Mr Nigel Williams, Head of ICT, was in attendance to present item 11 of the agenda.
4 /TO CONFIRM AND SIGN AS A TRUE RECORD THE MINUTES OF THE MEETING HELD ON 15th October 2012
The minutes of the meeting held on 15 October 2012 were received and confirmed as a true record of the proceedings, subject to the following amendment:Page 6, item 9, paragraph 1,last sentence to read ‘A total of three proposals for improvement had been recommended by the Wales Audit Office’.
5 / TO RECEIVE THE PERFORMANCE AND BUSINESS ASSURANCE REPORTS TO DECEMBER 2012
The Head of Strategic Planning and Performance and Service Improvement Project officer ( Head of Strategic Planning and Performance ) presented the report to the Committee, and highlighted four Appendices setting out the Service’s performancein four areas to December 2012, as follows:
Departmental and Command Action Plans ( Appendix 1 )
The Head of Strategic Planning and Performance reported that the improvement objectives for each Department and Command mirrored the five key objectives within the Service’s Annual Action Plan 2012-2013.
Members were referred to Appendix 1 to the report which contained a commentary from each Head of Department or Command using a Red, Amber Green (RAG) status to reflect how their Department or Command had progressed.
Members were informed that of the 105 actions, 83 were on target with the remaining 22 targets being within the acceptable tolerance level (amber). Members drew attention to the following areas:
Members queried the downward trend with regard to the Managing People Improvement Objective of the Community Safety Department. Committee were informed that the Amber status related to delayed timescales with regard to the career pathways project.
The Head of Strategic Planning and Performanceclarified that each Head of Department / Command was responsible for setting its own improvement objectives and reporting on the progress of each target, which consequently provided a subjective indication of performance. It was explained that the use of the Performance Management System was an evolving process and the Service continued to refine its processes with smarter ways of working. Members were informed that during the next reporting period the Service would focus on the setting of improvement objectives which would allow for progress to be reported in a succinct manner, whilst clearly referencing links to each objective.
Performance Indicators - Performance against targets set for Strategic and Core Indicators (Appendix 2)
This document provided performance information as at December 2012 which was projected for the 2012-2013 reporting period.
The Head of Strategic Planning and Performance reported that the Strategic and Core indicators were generally showing improved performance and Members were assured that all areas of reduced performance were being addressed. It was also explained that due to the small numbers involved in some areas, a slight change could have a significant impact on the performance status. Members were informed that there was a projected 35% reduction on all fires attended in comparison with 2011/12.
It was explained that although the number of fire injuries were projected to reduce by approximately 14% in comparison to 2011/12, the Service’s performance was off target. Members were informed that there existed a potential, although unconfirmed, correlation between smoke alarm ownership and the number of fire injuries and deaths whereby professional judgement would indicate that smoke alarm ownership was more likely to result in a fire injury as oppose to a fire death.
The Head of Strategic Planning and Performance reported that the number of false alarms caused by automatic fire detection was projected to have a slight increase on the previous year, but was within the Service target which was testament to the ongoing work between Commands and the business sector in implementing the Unwanted Fire Signals Policy.
Of the 38 statutory and core performance indicators which measured performance on corporate health and service delivery,29 remained within the target tolerance. It was reported that there were 9 indicators that remained outside the Service’s target and these related to sickness, ill health retirements, fire injuries, percentage of hoax calls attended and smoke alarm ownership.
Following queries from Members the Head of Strategic Planning and Performance reported that the Service operated a robust policy for dealing with deliberate false alarms and although the percentage of false calls attended was off target for the reporting period Members were assured that the overall trend had reduced by 74% over a 10 year period. It was clarified that performance in this area was expected to increase as Control room staff currently in their development stage continued to gain experience and would consequently be provided with authorisation to implement the call challenge policy to filter such calls.
Following a query from Members it was confirmed that a positive correlation existed between the increased number of smoke alarm ownership and the percentage of dwellings affected by a fire where a smoke alarm had actuated.
Members were informed that the Service’s performance information was published on the website and would shortly be supplemented by a quick reference summary of annual performance.
Business Assurance Progress Report (Appendix 3)
The Head of Strategic Planning and Performance reported that the Business Assurance update provided a summary of progress and recommendations that had been made as part of the external scrutiny arrangements for the Authority.
Committee gave consideration to the Annual Improvement Report 2012 recommendations and the Peer Assessment Report 2011/12 recommendations. It was noted that of the 26 objectives, 24 were on target to be completed within schedule and the remaining 2 were within the acceptable tolerance threshold.
Corporate Projects Update (Appendix 4)
The Head of Strategic Planning and Performanceprovided a summary of progress against the 18 current corporate projects. It was noted that a total of 8 projects were on target and 10 had made some progress. Committee were further informed that a further three projects relating to Newtown Training, Road Traffic Collision (RTC) Training Area in Earlswood and the introduction of a dining Unit at Earlswood had been delayed due to circumstances beyond the control of the Service .
Following a query from Members it was confirmed that a request for external financial assistance from the Welsh Government to proceed with the Earlswood development had not been forthcoming therefore it was considered appropriate to temporarily put the project on hold.
The Director of Resources / Treasurer further reported that strategic decisions regarding the future development of the Earlswood training facility were currently being considered by the Senior Management Team as part of a corporate planning exercise, the outcomes of which could impact on other individual projects.
The Head of Strategic Planning and Performanceclarified that the PDR Pro system provided the recording mechanism for the Individual Development Reviews. Members were informed that the Service was currently in the transitional phase for the introduction of ‘PDR Pro Cymru’ which focussed on a more risk-critical input to ensure that training records were fit for purpose and accurate. The Director of Resources added that the new HR/Payroll system would have the capability for electronically recording IDRs also.
Following a query from Members regarding the Rural Response Pump project the Director of Risk confirmed that improvements to the water tank had resulted in a better design and usage capability to deal with incidents in a more effective way. Committee were further informed that the Service, in conjunction with the manufacturers of the Rural Response Pumps had completed all required testing for the pumps. It was confirmed that five pumps had been placed on the run in Brecon, Llandrindod Wells, Lampeter, Carmarthen and Welshpool. A total of four pumps would be placed on the run in Newtown, Morriston, Machynlleth and Aberystwyth within the next week, and the pumps allocated for Tenby, Milford Haven, Pembroke Dock and Haverfordwest expected to be operational mid February. It was also confirmed that the Small Fires Unit allocated at Swansea West Fire Station had been put on the run.
Members drew attention to the Llanelli Community Fire Station Project and requested an update, via a Members briefing, regarding the outcome of the Technical Advisory Panel that was being held on 28 January 2013.
RESOLUTION
It was RESOLVED
That the report be noted
6 / TO RECEIVE THE APPOINTED AUDITOR’S ANNUAL AUDIT LETTER
Committee were informed that, unfortunately, a representative from KPMG had been unable to attend the meeting to present the report to Members, however no areas of concern had been highlighted within the independent audit.
The Director of Resources / Treasurer reported that the Auditor General for Wales would be issuing an Annual Improvement Report (AIR) to each Fire Authority and that some of the issues that were traditionally reported in the Appointed Auditor’s Annual Audit Letter would be included in that report.
The Annual Audit Letter presented to the Committee therefore summarised the key messages arising from the Appointed Auditor’s statutory responsibilities.
It was noted that the letter had been designed to be a stand alone document, but would also be presented to the Authority and the public as part of the Annual Improvement Report and therefore discharged the reporting responsibilities under the Code of Audit Practice.
Lisa Williams, Wales Audit Officer assured Members that the Appointed Auditor had stated that the Authority had complied with its responsibilities relating to financial reporting and use of resources. It was reported that the Auditor’s consideration of the Authority’s arrangements to secure economy, efficiency and effectiveness had been based on the audit work undertaken on the accounts as well as the work completed to date on the Improvement Assessment, both of which indicated that the Authority had appropriate arrangements in place.RESOLUTION
It was RESOLVED
That the report be noted
7 / TO RECEIVE THE WALES AUDIT OFFICE-IMPROVEMENT ASSESSMENT AND ANNUAL AUDIT LETTER
Lisa Williams from the Wales Audit Office informed the Committee that the Auditor General for Wales was required, under the Local Government (Wales) Measure 2009 to report his audit and assessment work in relation to whether Mid and West Wales Fire and Rescue Authority had discharged its duties and met the requirements of the Measure.It was clarified that the report was a backward facing document, specifically concentrating on the Service’s reported performance for 2011/12.
It was reported that the assessment had been completed and Committee were presented with the Improvement Assessment and Annual Audit letter outlined in Appendix 1 of the report for consideration.Members were informed that this was the first year that the Authority was required to formally report against the Local Government (Wales) Measure 2009 in its entirety and should therefore be considered as a benchmark for future reports. Members drew attention to the following statements:
- The Authority had discharged its improvement reporting duties under the Local Government (Wales) Measure 2009, however there were elements within the report that did not fully reflect Welsh Government guidance.
- The Authority took steps to publicise the availability of its assessment but relied heavily on the electronic format.
- The Authority had produced a more robust and balanced view of its performance during 2011/12 and Members were particularly pleased to note that the Authority demonstrated significant improvement in demonstrating its level of self awareness.
- Following a query from Members, Ms Williams commended the Authority in setting challenging targets in its attempt to demonstrate continuous improvement. Further work was however required in order to evidence its achievements against each Improvement Objective. Members expressed the view that this, together with the use of less technical language would strengthen public reporting.
RESOLUTION
It was RESOLVED
That the report be noted
8 / TO RECEIVE A REPORT ON THE WALES AUDIT OFFICE IMPROVEMENT ASSESSMENT AND ANNUAL AUDIT LETTER – SERVICE RESPONSE AND ACTION PLAN
The Head of Strategic Planning and Performance introduced the Service Response and Action Plan report which had been developed to address,capture and implement the improvement recommendations and observations contained within the Auditor General for Wales Improvement Assessment and Annual Audit Letter, which had been considered on item 7 of the Agenda.
Committee gave consideration to Appendix 1 of the report and Members were reassured by the Head of Strategic Planning and Performance that the Authority would address each area of improvement within the required timescales in order to provide a more transparent analysis of the Authority’s performance.
RESOLUTION
It was RESOLVED
That the report be noted.
9 / TO RECEIVE A VERBAL UPDATE ON THE INTERNAL AUDIT PLAN 2012/13
MrM Thomas from Carmarthenshire County Council presented Committee with an update regarding the Internal Audit Programme for the 2012-2013. It was reported that the review of the Central Financial Management Systems (including Payroll, Creditors, and Debtors) had been completed and it was confirmed that no significant issues had been found. Committee were further informed that a review of the Authorised Signatory list and the procedures in place to ensure completeness and accuracy would commence shortly and a progress report would be brought to the Performance, Audit and Scrutiny Committee in due course.
RESOLUTION
It was RESOLVED
That the report be noted
10 / TO RECEIVE AN UPDATE ON THE FFYNNON ARRANGEMENTS POST 2012
The Head of Strategic Planning and Performance reported that the Service’s contract for its Performance Management Software system ‘Ffynnon’ , which was funded by Welsh Government, had expired on 31 December 2012.
Members were informed that an evaluation of the contract during 2012 enabled the Local Government and Communities Minister and Cabinet to give an in principle commitment to securing a future successor to the Ffynnon contract.
Committee were informed that the contract had therefore been extended until 30 June 2014 and would continue to be provided free of charge to those stakeholders, which included Mid and West Wales Fire Authority, under the original Welsh Government contract. It was explained that the contract would cover the continued provision for the software, helpdesk services and data storage in addition to a small provision for business critical training. The contract would not, however, include bespoke development of new functionality nor allow any consultancy support to be provided.
Following a query from Members it was confirmed that the Authority had moved away from the CorVu system as the Ffynnon system enabled Improvement Authorities to report against performance and actively share and compare datasets.
Concerns were raised regarding the Welsh Government’s expenditure on a new Performance Management System given their extensive investment into the Ffynnon system. The Director of Resources / Treasurer duly reminded Members that the Welsh Government were required to operate within procurement legislation and highlighted that the introduction of a successor to the Ffynnon contract would not necessarily be more expensive.