Operational Guidance Programme [Health & Safety Guidance Review]

Project Initiation Document

Prepared By Reviewed by Approved By

Name Derek Clough Role Project Manager Signature Date 1/7/09

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1INTRODUCTION

CLG and its predecessor departments have for many years issued guidance notes to the FRS. Much of this is now out of date and there may also be gaps. CLG must update this guidance urgently or be potentially liable for any financial and legal consequences.

Even though guidance produced may not be mandatory, CLG could still be liable, potential impacts include:

1. Impact on resources caused by legal liability and available capacity for production of advice to FRS’s.

2. Reputational impact. 3. Legal challenges. 4. Cost impact- one claim already paid out in Merseyside. 5. Lack of FRS inter-operability.

The operational guidance programme exists to ensure that the fire and rescue service receives timely, focussed and prioritised operational guidance that supports fire-fighter safety and enhances the delivery of the service to the community.

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2. PROJECT OBJECTIVES

2.1. GOALS AND OBJECTIVES

An explanation of context of goals and objectives including some detail on how they were ardved at and who was involved. Qbjectives give detailed support to the goals. An example is shown.

Goals

To carry out a review of and publish the 4 volumes 3f Health and Safety, fire service guidance "nanuals. Volume 1 A Guide for Senior Officers Volume 2 A Guide for

Volume 3 A Guide to Operational Risk

Volume 4 Training Model Plus Dynamic "nanagement of risk at 3perational incidents

Objectives

¯ The CLG/OCFRA will be in a position to provide up to date Guidance on Generic Risk Assessments.

¯ Fire and Rescue Services will be able to use the guidance to assist in the development of there own Risk Assessments and health and safety plan.

¯ The HSE will have a focal/reference point of H&S guidance for any future inspection/investigation of a Fire & Rescue Service.

2.2. CRITICAL SUCCESS FACTORS

The overall aim of the project/review is to Publish current up to date Health and Safety guidance that will increase:

¯ FireFighter safety ¯ Public safety and confidence ¯ Inter-operability between emergency responders.

Corporate compliance with their statutory responsibilities

This will be achieved through

¯ 40 reviewed GRA’s to be published and Fire & Rescue Services integrate them into their H&S plan.

¯ Reviewed versions of Volume 1, 2 and 4 H&S guides to be published and distributed to Fire & Rescue Services.

Reviewed version of dynamic management of risk at operational incidents to be reviewed and published.

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3. SCOPE

3.1 LOGICAL SCOPE

Establish were we are and if the current procedure has a satisfactory auditable review of each GRA.

Establish who has overall responsibility for getting the GRA reviewed and the protocols in place with the reviewing teams.

Set up links with the key stakeholders and consult with them on the all aspects of the review procedure. This should bring about a common format for all GRA’s.

This should include :-

¯ Layout ¯ Content ¯ Style ¯ Quality ¯ Consultation period ¯ Distribution

Establish a priority list taking into account the procedural doctrine paper and national priorities.

Resurrect the working group and agree attendees/authors and where the group sits within the bigger picture. This should include who chairs/owns the meeting and their delegated authority.

There is a need to understand the work of the research group looking at the production of new operational guidance.

Understand the involvement of CFOA, FBU, specialist experts and the CFRAU.

Develop a programme of work that identifies milestones and completion dates for each GRA.

Need a clear process in place from identifying the GRA to be reviewed or written through to final publication. (See below).

¯ Identification of GRA needing review/producing (priority list) ¯ Identify the most appropriate person/team/body to complete the

task. ¯ Following consultation distribute the work to the relevant party ¯ Agree and Set timesoale for work to be completed. ¯ Agree and Set milestones to monitor progress.

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3.2

¯ Draft document returned for consultation ¯ Agree timescale for consultation ¯ Distribute draft document to agreed appropriate parties ¯ Draft document with comments returned to CFRAU for decision. ¯ Draft document updated by author and returned for final

consultation/agreement Document published.

TEMPORAL SCOPE/PHASING

The Start date for the Project is January 2009

Completion date is approximately October 2010

An example of the review programme for each GRA is as follows

Review of current GRA Identify and communicate with Key Stakeholders

Obtain progress repod Obtain progress report

Obtain progress repod Regional Lead to submit 1st draft for consultation PM to edit draft GRA prior to consultation process

Draft GRA out for consultation Obtain progress report

Obtain progress repod Obtain progress report Final Day for Stakeholder Returns

PM to collate returns and submit to original author for changes Prepare and return final GRA to review Project Manager Obtain progress repot[ Return Final GRA to Project Manager Review final document and submit for sign off

Sign off of final document Publication process

20 working days

20 working days

5 working days

5 workingdays

20 working days

Two GRA’s will be started at monthly intervals. Please see the follwing list for approximate time scales.

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Table 1

Start Date

July-09

luly 09 kugust-09

kugust-09

~epternbep09 ~eptember-09

3ctober-09 ,Iovember-09

,Iovernber 09

)ecember-09

3ecernber 09

lanuary 10 January-10

:ebruary 10 :ebruary-10

Generic Risk Assessment Region Allocated and

Centact Review Phase

Consultation Phase

!.3 Sewers

!.8 Flooding i.3 Chemical i.4 Biological

!.4 Silos !.10 Trapped Persons (Machinery)

}.3 Chimneys + ducts etc 1.8 Public Entertainrnent Venues 1.10 Petrochemical & Pipeline

L3 Air i.2 Acetylene

!.2 Lilts & Escalators

!.9 Large Animal Rescue 1.4 Rural Areas

}.5 Farms 1.6 Using PPV

}.7 In Refuse

}.9 Places Of Lawful Detention L4 Marine

L5 Helicopters i.1 Electricity

i.6 Civil Or Local Disturbance

East Midlands

National water group TBA

TBA

East Midlands North West

West Midlands Scotland North East

Dra[t done TBA

Scotland

London

South West West Midlands

West Midlands North East

West Midlands

Scotland Marine Incident Group

East Midlands South East

North West

Jul-09

Jul 09 Aug-09

Aug-09

Sep 09 Sep-09

Oct 09 Oct-09

Nov-09

Nov 09 Dec-09

Dec 09

Jan 10 Jan-10

Feb 10 Feb-10

Mar 10

Mar 10 Apr-10

ApF10 May-10

May 10

Aug-09

Aug 09 Sep-09

Sep-09

Oct 09 Oct-09

Nov 09 Nov-09

Dec-09

Dec 09 Jan-10

Jan 10

Feb 10 Feb-10

Mar 10 Mar-10

May-10

May 10 Jun-10

Jun 10

Production and Review Phase

Sep-09

Sep 09 Oct-09

Oct-09

Nov 09 Nov-09

Dec 09 Dec-09

Jan-10

Jan 10 Feb-10

Feb 10

Mar 10 Mar-10

Apr-10

May 10 May 10 Jun-10

Jun 10

Publication

Oct-09

Oct 09 Nov-09

Nov-09

Dec 09 Dec-09

Jan 10 Jan-10

Feb-10

Feb 10 Mar-10

Mar 10

ApF10 Apr-10

May 10 May-10

Jun 10

Jun 10

Aug-10

Aug 10

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Health and Safety guide for senior officers (Vol 1), guide for managers (Vol 2) and training model (Vol 4)

A Guide for Senior Officers (Volume 1 )

¯ Guidance needs to be strategically focussed ¯ Requires input from key stakeholders ¯ Should include Welfare and Occupational Health issues ¯ Will be available electronically on CLG web site and in loose leaf format

A Guide for Managers (Volume 2)

¯ Guide needs a complete update ¯ Should include Welfare and Occupational Health issues ¯ Will be available electronically on CLG web site and in loose leaf format

Training Model (Volume 4)

¯ Guide needs a complete update ¯ Should include Welfare and Occupational Health issues ¯ Will be available electronically on CLG web site and in loose leaf format

Dynamic management of risk at operational incidents

¯ Guide needs a complete update ¯ Should include Welfare and Occupational Health issues ¯ Will be available electronically on CLG web site and in loose leaf format

Review timetable

Table 2

Guide title Review start date Review finish date Volume 1 A guide for senior officers September 09 September 10 Volume 2 A guide for managers October 09 October 10 Volume 4 Training model January 10 January11 Dynamic management of risk at operational September 09 September 10 incidents

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Key elements of each programme will be

¯ Consultation to establish fire community needs ¯ Establish the appropriate person/team/body to complete the

review work. ¯ Following consultation distribute the work to the relevant party ¯ Agree and Set timescale for work to be completed. ¯ Agree and Set milestones to monitor progress. ¯ Agree timescale for consultation ¯ Distribute draft document to key stake holders ¯ Draft document with comments returned to CFRAU for decision. ¯ Draft document updated by author and returned for final

consultation/agreement ¯ Document published.

The following table sets out the work programme schedule for those parts of the project starting in September. The start and finish dates for each programme will vary in line with table 2

Table 3

Phase 1

Scope:

Dates/Duration:

Deliverables:

Users/Locations:

Phase Title

Initial Scoping (max 6 months)

September 2009 to February 2010

To establish a complete position the formal views of three key stakeholder groups should be established and will involve consultation with:

¯ Chief Fire and Rescue Advisers Unit. ¯ Chief Fire Officers Association ¯ Representative Bodies ¯ Health and Safety Executive

Literature Review in order to establish:

¯ Influence of current regulation and guidance to identify suitability for inclusion in guidance document.

¯ Comparison with existing FRS guidance and Training manuals and HSE guidance documents HSG48, HSG65.

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Phase 2

Scope:

Dates/Duration:

Deliverables:

Phase Title

Proposal and Initial Drafting (max 4 months)

March 2010 to June 2010

Subject to outcome of consultation this work would have three strands:

Proposal for content of new manual and supporting text and guidance material.

Draft amendment and re-write where necessary of existing guidance document.

¯ Stakeholder consultation.

Users/Locations:

Phase 3 Phase Title

Scope: Final Drafting and publishing (max 2 months)

Dates/Duration: July 2010 to September 2010

Deliverables: Based on stakeholder comments and approval of the contents this would represent the closing stage of the review.

Users/Locations:

3.3 RELATED PROJECTS

Projects Expected Completion

¯ Not applicable

3.5 OUT OF SCOPE

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RISKS, CONSTRAINTS AND ASSUMPTIONS

4.1 RISKMANAGEMENTAPPROACH

A description of the approach you are taking can be included here, including responsibilities for recording risks and implementing appropriate risk management strategies, as well as communicating such information to the Project Steering Board.

4.2 RISKS

Please refer to Appendix 1 : Risk Log

4.3 CONSTRAINTS

The main constraint with the project is that the CFOA regional H&S committees are completing the review of the GRA’s without any renumeration.

This goodwill could be withdrawn at any time. The project manager has communicated to each committee the programme of work and the benefits that can be derived from each area carrying out only a small portion of the work.

4.4 ASSUMPTIONS

Project Assumption

CFOA regions and Devolved Administrations will carry out the review of individual GRA’s

CFOA regions and Devolved Administrations will provide assistance/resource with the review of Volumes 1,2, 4 and the DRA manual

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4. PROJECT ORGANISATION

5.1 PROJECT STRUCTURE

You may detail the project structure here as a diagram.

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5,2 ROLES & RESPONSIBILITIES

CHIEF FIRE & RESCUE ADVISER

Project Manager 1 5 500

GRA Review Board (Quality assure GRA’s) 16 .25 50

GRA Review panel (These do the review) 4 2 160

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5. PROJECT CONTROL

Project manager has established a monthly meeting structure at which the review board meet to assess the previous months work.

Project manager has weekly contact with CFOA area carrying out each individual GRA review.

6.1 ISSUE CONTROL

Refer to Appendix 1. To avoid confusion project issues will be dealt with in exactly the same way as project dsks and recorded in the same log.

6.2 CHANGE CONTROL

Refer to Appendix 2. The change control section documents what happens when someone proposes a modification to the planned output of the project. Each Change Request should be documented (including initiator, reasons and a description of the change required) andevaluatedin terms of its impacL The appropriate actions required to resolve the requested change can then be determined.

5.3 QUALITY ASSURANCE

At programme level the focus is on ensuring that there is accountability and transparent processes are in place to manage the direction of the programme. The methodology used here is the OGC Managing Successful Programmes (MSP) there is a strong emphasis on benefits realisation and stakeholder management.

Quality assurance on a project level is concerned with setting firm foundations that embody good project management practice. The methodology used at this level comes from CLG and is based on the OGC PRINCE 2.

A project brief must come from the Operational Guidance Group. A proper literature review must be conducted to ensure cognisance of past and present developments in the field. An approved Project Initiation Document must be in place having gone through appropriate stakeholder consultation.

At 3 to 6 monthly intervals a Project Health check audit is conducted, the results of which are used to correct any anomalies and bring the project back on track. Clear reporting structures are established at programme level to ensure that projects provide an update of tasks and activities completed or missed on a weekly basis.

Projects must be overseen by a project board, have a user forum and have a local quality plan in place.

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Quality assurance at a product level is based around a set of stringent assessments and checks during development and on completion. These are as follows:

1. User Acceptance Testing 2. Health & Safety Assessment. 3. Equality & Diversity Assessment 4. Environmental & Sustainability Assessment. 5. Training Implication Assessment 6. Equipment Implication Assessment 7. Legal Liability Assessment 8. Depending on the project, special tests may be commissioned at

partner agencies such as the Fire Service College.

6.4 INFORMATION MANAGEMENT

All documentation relating to the project is stored in the project managers personal file address at Surrey Fire and Rescue Service

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6. REPORTING

7.1 REPORTING WITHIN THE PROJECT TEAM

This is done at the monthly at the project board meetings held in Ashdown House

7.2 MANAGEMENT REPORTING

Project managers are required to attend programme meetings, update their project plans, risk logs and provide project progress updates. Updates are to be provided on a monthly basis.

¯ To exercise management and control of the implementation timeline for the Operational Guidance Programme.

¯ To review individual project status. ¯ To be an escalation point for project issue

resolution. ¯ Meetings can be used as learning workshop as and

when situations dictate. ¯ To be an opportunity for the Operational Guidance

Project Management team members to get together to plan, communicate essential information, discuss issues, and make decisions.

¯ Operational Guidance Project Managers

Monthly

Ashdown House

1 Hour

Project Status report, including risks & issues, dependencies and leadership actions. Project managers are encouraged to contribute items for discussion.

¯ Planning Updates. ¯ Milestones Achieved. ¯ Milestones Missed. ¯ Future Milestones. ¯ Dependencies. ¯ Issues. ¯ Risks. ¯ Project Communications. ¯ Leadership Actions Review.

¯ All the participants should arrive on time.

¯ All inputs should be shared in advance.

¯ Be tough on the issue not the person.

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Only one speaker at a time. ~

Minutes and actions must be produced after the meeting.

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7. STAKEHOLDERS

8.1 IDENTIFICATION AND ANALYSIS

It is useful at this stage not only to identify your key stakeholders but to undertake some analysis of what their perceptions of your project are likely to be. This will help to show that you are aware of their views and will help you focus communications. A detailed stakeholder analysis template is available in Appendix 3.

8.2 COMMUNICATION

Stakeholders Expected Frequency Media Communications

Project Steering Status reporting In line with Generally, formal Board Project reports to be

Issues reporting milestones followed up by face

Dependent on to face contact

timing and priority where appropriate

Project Team Documentation and In line with plan Central repository, standards Ad hoc as managed by project

Project knowledge necessary administration

Internal Group e-mail

communications Team meetings

CFOA Health Informal/Formal and safety consultation committee

Representative bodies

HSE

Informal/formal consultation

Informal/formal consultation

In line with plan

As per committee meetings

Ad hoc on demand

As per team meetings

Ad hoc as necessary

As per team meetings

Ad hoc as necessary

Group e-mail, from project office

Formal reports plus informal

Generally, formal status position report to be followed up by face to face contact where appropriate

e-mail, from project manager

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9. PLANNING

9.1 APPROACH

See section 3.2 above

9.2 MILESTONE PLAN

Project Milestones Task

Literature Review

Project Initiation Document

Stakeholder Needs Assessment Drafting/ Production

Quality Assurance & Testing Health & Safety Assessment Equality & Diversity Assessment Environmental & Sustainability Assessment Training Implications for end user Equipment Implications for end user Stakeholder Consultation. Legal Liability Assessment

Stakeholder Sign

Description

A summary of existing opinion in the field. This includes legislative requirements. To ensure that all issues connected with this project are understood before commencement. Interviews with stakeholders to determine the project objectives. Review existing relationships to identify gaps and make improvements. The process of ensuring that the system is fit for purpose.

To ensure that the guidance does not contravene health & safety guidance. To ensure that Guidance does not contravene equality legislation. To ensure that Guidance or policy does not adversely affect the environment. How does this affect training?

How does this affect equipment?

The chance for stakeholders to make changes Checks to ensure that this work does not expose CLG or Fire & Rescue Services to liability Stakeholder Approval.

Due Responsibility Date

Project Manager

Project Manager

Project Manager

Project Manager

Project Manager

Project Manager

Project Manager

Project Manager

Project Manager

Project Manager

Project Manager

Project

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Off OGP Board Sign Off

Publication / Promulgation. Post Implementation Review (conducted 4 - 6 months after implementation)

Board Approval.

Launching the guidance.

Is the product performing to specification and delivering the expected benefits?

Manager Operational Guidance Programme Board CFRA

Operational Guidance Group

Sign off Procedures.

One of the primary goals of this document is to facilitate communication and approval of this project. Sign off indicates the following:

¯ Reflection that both parties have reviewed the proposed project approach.

¯ Confirmation that the named stakeholders agree on the scope of the project.

The following sign off point is intended to minimise misunderstandings around what the project was initiated to do and how it will be managed. In addition, the contents of this document and subsequent sign off will contribute toward an orderly milestone review.

The following signatures indicate that the project sponsors have agreed to the project as described in the final version of this document.

Signature of Project Date: Manager:

Signature of Project Date: Sponsor:

Signature of Date: Programme Manager:

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APPENDIX 1: RISK & ISSUE LOG

REFER TO PROJECTRISKREGISTER.XLS

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APPENDIX 2: CHANGE REQUEST SHEET

ager L Project Number

CHANGE REQUEST

Originator Date of request Change request no.

Phone:

Items to be changed Reference(s)

Description of change (reasons for change, benefits, date required)

Estimated cost and time to implement (quotation attached? Yes No )

Priority / Constraints (impact on other deliverables, implications of not proceeding, risks)

CHANGE EVALUATION

What is affected Work required (resources, costs, dates)

Related change requests

Name of evaluator

CHANGE APPROVAL

Date evaluated LSignature

Accepted Deferred

Rejected Name

;omments ~Signed

Date

CHANGE IMPLEMENTATION

Asset Implementer

lcDoa tmep eted ~Signature

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APPENDIX 3: STAKEHOLDER ANALYSIS.

PROJECT TITLE:

PROJECT MANAGER:

Example: Contractors

CLG OCFRA

CFOA National

CFOA regions

REP Bodies

High

High High

High

High

High

High

High High

High

High

High

To deliver guidance on time and on budget

Strategic direction Support and guidance Guidance

Review of Guidance

Consultation

Under resourced so may not spend enough time on the testing phase. Change of Minister Change of director

Inclusion in documents processes or systems that have a high financial or resource on the Service Available capacity to carry out work.

Lack of consultation mayleadto disengagementfrom the process

Regular monitoring through project updates and highlight reports.

Programme board

Committee Meeting

Local committee meetings National team meetings Face to face meetings. Attendance at Board meetings

Project Manager

Project Manager

Project Manager

Project Manager

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HSE High medium Consultation and Face to face Project Manager guidance meetings.

Attendance at Board meetings

Devolved High High Review of Available capacity to Local committee Project Manager Administrations guidance carry out work meetings National

team meetings

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APPENDIX4. PROJECTPROGRESSFORM

I RAG Status*: RED / AMBER / GREEN

Headlines This is like an executive summa~ of the issues facing your project during this

Tasks, Milestones, Outcomes delivered this 3eriod

Tasks, Milestones, Comments Outcomes

Completion dates

Plan Actual

Major Risks and Issues Include an assessment of the impact and any actions taken

Recommendations and Requests for Decisions or Support

Tasks, Milestones, Outcomes scheduled for next week

Tasks, Milestones, Comments Outcomes

Completion dates

Plan Forecast

*RED "Majorconcem escalatetothenextleveP Slippagegreaterthanl0%ofremainingtimeorbudget, or quali~y severely compromised Corrective Action not in place, or no~ effective Unlikely to deliver on ~ime to budget or q ualit~ requirements

AMBER "Minerconcem - being actively managed’ Slippage less than 10% of remaining time or budget, or

quality impact is minor Remedial plan in place GREEN r’NotTnallevel of attention’r No material slippage No additional attention needed

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