Operational Doctrine – A Chief Fire Officer’s Perspective. GREATER MANCHESTER FIRE AND RESCUE SERVICE Operational Doctrine – A Chief Fire Officer’s Perspective. CFO B. Dixon June 2008

Operational Doctrine Reflect on our current system. What influences my perspective Consider the environment in which we now work. How we might take it forward and commit to delivering.

Current System National guidance Risk assessment Existing guidance Generic risk assessment Local risk assessment Dynamic risk assessment Existing guidance Are we all joined up and responsive enough?

What Influences my perspective? Past personal experiences Health and Safety Integrated Risk Management Planning Our Working environment Expectations of stakeholders Fireguard Project Goes beyond production of Doctrine

Past Experiences Simon’s Lodge incident 1999 Coroner’s Inquest 2000 Judicial Review 2002 Discipline investigation 2003- 2004 HSE Prosecution Pace Interview 2003 Crown Court case 2004

Health and Safety Health and Safety obligations HSE views on the FRS Risk awareness or risk aversion Service first – staff foremost Understanding human factors in controlling risk

IRMP IRMP’s set local priorities. Working together in a multi-agency response. National/Regional response required where interoperability is paramount Working together in a coherent way utilising regional, or national resources to resolve the incident. More than the combination of local response resources.

Working Environment New emerging risks and threats Improvement agenda Reducing operational incidents New Dimensions Changing face of the FRS CFO’s views Performance assessment framework Financial outlook

Expectations of Stakeholders and our relationship CLG CFRAU Rep Bodies HSE LGA Workforce Public CFOA

Project Fireguard Collaborative approach by 33 FRSs Funded collectively Network of 33 Liaison Officers Project Board - 9 Regional representatives Project managed – Delivered on time. Use structure to move forward on Doctrine

More Than Just Doctrine Operational Intelligence, learning outcomes Significant Safety Events CFOA Circulars High Rise, Drug factories, Buncefield, A1M Atherstone USAR debrief, Marley Farm. Rule 43 – Humberside, Cleveland, Harrow Court

More than Doctrine

Elements of Operational Doctrine Health and Safety Management (HSG 65) The ‘Safe Person Concept’ IPDS A clear risk assessment (and management) hierarchy.

Partnerships and an Integrated approach Minister/Government: - determine the role of the FRS - consider strategic risks to society and the nation - produce operational doctrine as an overarching strategy Fire Authorities – Consulting national guidance and ensuring Health and Safety of Staff. Staff Representatives – Consulted and assist

The Role of CFOA Provide resources to produce Ops Guidance. Provide a quality assurance role. Assist with promotion of guidance, mechanisms for research and the development of good practice. Monitor and review. Ensure work is managed in an accountable way.

A Prioritised Approach (Example of Good Practice) H&S strategy (HSG65). Prioritised list based on a quantitive analysis. Organisational consultation provided a qualitive analysis. Amalgamation / mediation of the two lists produced an auditable priority list. GMFRS prioritisation process provided ‘snapshot’ of Brigade. Regular review ensures process is working

Future Requirements Determine clear distinction between national/local functions Take responsibility for ops doctrine Clarity and transparency over roles. Consultation / priority exercise on a larger scale to the model operated in GMFRS. Allocation of research to individual Brigades Standard format for the presentation of guidance to be adopted.

The Way Forward Continue dialogue with CFRAU CFOA establishes project framework- Project structure Gap analysis Priority list Format for Doctrine Timetable

Operational Doctrine – A Chief Fire Officer’s Perspective. GREATER MANCHESTER FIRE AND RESCUE SERVICE Operational Doctrine – A Chief Fire Officer’s Perspective. CFO B. Dixon June 2008