strategic planning internal audit report · 2019. 4. 10. · strategic planning framework is in...
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Inte
rnal
Aud
it R
epor
t St
rate
gic
Plan
ning
Rep
ort s
tatu
s Fi
nal
Rep
ort d
ate
Janu
ary
2013
Fina
ncia
l Per
iod
2012
/13
Pre
pare
d by
Ja
y H
ussa
in (H
aine
s W
atts
)
93
Exec
utiv
e Su
mm
ary
Obj
ectiv
e of
the
audi
t
The
over
all
obje
ctiv
e of
the
aud
it w
as t
o en
sure
tha
t an
ade
quat
ely
cont
rolle
d st
rate
gic
plan
ning
fra
mew
ork
is in
pla
ce t
hat
supp
orts
the
prod
uctio
n of
a ro
bust
stra
tegi
c pl
an fo
r the
Ser
vice
.
In a
rriv
ing
at o
ur o
pini
on th
e au
dit c
over
ed th
e fo
llow
ing
area
s:
• A
revi
ew o
f th
e bu
sines
s pl
anni
ng f
ram
ewor
k do
cum
ent,
incl
udin
g
role
s an
d re
spon
sibili
ties
over
pla
nnin
g in
itiat
ion,
dev
elop
men
t of t
he
plan
, scr
utin
y an
d ap
prov
al;
• lin
kage
s bet
wee
n st
rate
gic
plan
ning
and
fina
ncia
l pla
nnin
g;
• Th
e Se
rvic
e’s
com
mun
icat
ions
ar
rang
emen
ts
and
unde
rlyin
g
mec
hani
sms
such
that
it is
tran
spar
ent h
ow s
take
hold
er v
iew
s in
form
stra
tegi
c ob
ject
ives
and
und
erly
ing
actio
ns a
nd d
ecisi
ons;
and
• lin
kage
s be
twee
n th
e Se
rvic
e’s
stra
tegi
c pl
anni
ng c
ycle
and
tho
se o
f
part
ner o
rgan
isatio
ns.
Key
back
grou
nd in
form
atio
n
Und
er th
e Fi
re &
Res
cue
Serv
ices
Act
200
4 fir
e au
thor
ities
are
requ
ired
to
plan
for
how
the
y w
ill u
se r
esou
rces
in t
he m
ost
effe
ctiv
e w
ay t
o sa
ve
lives
, im
prov
e pu
blic
saf
ety
and
redu
ce t
he n
umbe
r of
em
erge
ncy
inci
dent
s.
This
is en
caps
ulat
ed in
the
Inte
grat
ed R
isk M
anag
emen
t Pl
an
(“IR
MP”
) w
hich
in
turn
sho
uld
refle
ct t
he s
trat
egic
and
ope
ratio
nal
dire
ctio
n of
the
Ser
vice
as
wel
l as
prov
idin
g th
e ba
sis o
f its
per
form
ance
man
agem
ent f
ram
ewor
k.
The
key
build
ing
bloc
ks t
hat
supp
ort
effe
ctiv
e st
rate
gic
plan
ning
hav
e
ther
efor
e be
en i
n pl
ace
with
in F
ire A
utho
ritie
s as
a r
esul
t of
the
requ
irem
ent
to p
rodu
ce IR
MPs
. Th
e iss
ue in
rec
ent
year
s ho
wev
er h
as
been
a te
nden
cy fo
r the
IRM
P to
bec
ome
an o
verly
cop
ious
doc
umen
t as
it se
t out
in d
etai
l list
s of
act
ions
, pro
ject
s an
d in
itiat
ives
to a
ddre
ss ri
sks.
In d
oing
so
it w
as o
verla
ppin
g w
ith t
he S
ervi
ce’s
ove
rarc
hing
str
ateg
ic
plan
an
d op
erat
iona
l st
rate
gies
(e
.g.
Peop
le
stra
tegy
, O
pera
tions
stra
tegy
). T
he n
ew N
atio
nal
Fram
ewor
k is
clea
r th
at t
he I
RMP’
s ke
y
purp
ose
is to
set o
ut th
e ke
y ris
ks to
com
mun
ities
, inf
orm
ed b
y an
alys
is of
a ra
nge
of
inte
llige
nce
sour
ce
(e.g
., de
mog
raph
ics,
so
cial
-eco
nom
ic
chan
ges,
clim
ate
chan
ge a
nd h
istor
ical
rec
ord
of in
cide
nts)
and
pro
vide
key
miti
gatin
g ac
tions
and
con
trol
s.
The
IRM
P is
very
muc
h th
e ris
k
asse
ssm
ent e
xerc
ise (s
trat
egic
and
ope
ratio
nal)
that
info
rms
the
broa
der
stra
tegi
c pl
an a
nd so
the
two
docu
men
ts o
ught
to g
o ha
nd in
han
d.
Our
opi
nion
Ove
rall,
bas
ed u
pon
the
wor
k un
dert
aken
, w
e ca
n gi
ve A
DEQ
UAT
E
assu
ranc
e on
the
leve
l of c
ontr
ol in
pla
ce to
man
age
the
risks
ass
ocia
ted
with
stra
tegi
c pl
anni
ng.
Our
opi
nion
has
bee
n in
form
ed b
y th
e fo
llow
ing
key
findi
ngs:
Area
s of g
ood
prac
tice:
• Th
e bu
sines
s pl
anni
ng f
ram
ewor
k is
embe
dded
with
in t
he S
ervi
ce,
with
goo
d un
ders
tand
ing
by p
erso
nnel
of t
he p
roce
ss.
94
• Th
e St
rate
gic
Plan
an
d IR
MP
are
now
m
utua
lly
excl
usiv
e bu
t
com
plem
enta
ry d
ocum
ents
, w
ith t
he la
test
inca
rnat
ion
of t
he I
RMP
(201
2-15
) bei
ng c
onsis
tent
with
the
exp
ecta
tions
of t
he n
ew N
atio
nal
Fram
ewor
k;
• Ro
les
and
resp
onsib
ilitie
s fo
r co
mpi
latio
n of
the
Str
ateg
ic P
lan
are
gene
rally
cle
ar, w
ith o
pera
tiona
l sta
ff in
putt
ing
into
the
com
pila
tion
proc
ess a
s app
ropr
iate
;
• Go
vern
ance
str
uctu
res,
in p
artic
ular
scr
utin
y ar
rang
emen
ts, o
ver
the
stra
tegi
c pl
anni
ng p
roce
ss (
incl
udin
g m
ediu
m t
erm
fin
anci
al p
lann
ing
and
stra
tegi
c ris
k m
anag
emen
t) a
re in
pla
ce a
nd w
orki
ng e
ffect
ivel
y;
• Th
e Se
rvic
e ha
s an
up
to
da
te
com
mun
icat
ions
st
rate
gy
and
supp
ortin
g co
nsul
tatio
n en
gage
men
t str
ateg
y. I
t has
also
dev
elop
ed a
data
base
of
com
mun
ity i
nter
est
grou
ps n
umbe
ring
som
e 20
0 th
at
incl
udes
har
d to
reac
h, v
ulne
rabl
e an
d m
inor
ity g
roup
s, fe
edba
ck fr
om
whi
ch i
s sh
ared
with
Mem
bers
and
whi
ch i
s in
tegr
ated
int
o th
e
busin
ess p
lann
ing
fram
ewor
k;
• Th
e pl
anni
ng p
roce
ss a
nd a
ctio
ns t
o ac
hiev
e th
e st
rate
gic
obje
ctiv
es
reco
gnise
the
bal
ance
bet
wee
n th
e m
aint
enan
ce o
f an
effe
ctiv
e an
d
effic
ient
resp
onse
serv
ice
and
long
er te
rm p
reve
ntat
ive
wor
k;
• Be
tter
alig
nmen
t be
twee
n CP
U/o
pera
tiona
l pr
iorit
ies
and
stra
tegi
c
obje
ctiv
es a
re b
eing
dev
elop
ed,
with
CPU
man
ager
s de
mon
stra
ting
soun
d un
ders
tand
ing
of h
ow th
eir w
ork
cont
ribut
es to
wid
er s
trat
egic
prio
ritie
s; a
nd
• Fi
nanc
ial
plan
ning
an
d ris
k as
sess
men
t (a
s pa
rt
of
the
IRM
P
com
pila
tion)
are
inte
grat
ed in
to th
e st
rate
gic
plan
ning
pro
cess
.
Area
s for
furt
her i
mpr
ovem
ent:
• Th
e ke
y ac
tions
und
erne
ath
each
of t
he s
trat
egic
obj
ectiv
es w
ithin
the
Stra
tegi
c Pl
an c
urre
ntly
do
not l
ink/
have
ref
eren
ce to
the
appr
opria
te
Serv
ice
Perf
orm
ance
Indi
cato
rs th
at w
ould
then
hel
p th
e re
ader
gau
ge
prog
ress
aga
inst
the
stra
tegi
c ob
ject
ives
;
• Fo
llow
ing
on f
rom
the
abo
ve,
the
Stra
tegi
c Pl
an c
urre
ntly
doe
s no
t
prov
ide
an o
vera
ll as
sess
men
t of
the
res
ults
ach
ieve
d ag
ains
t th
e
stra
tegi
c ob
ject
ives
. T
here
is
an a
sses
smen
t of
suc
cess
es b
ut g
ood
prac
tice
wou
ld r
equi
re a
n ex
plic
it as
sess
men
t ag
ains
t ke
y ob
ject
ives
and
prio
ritie
s in
clud
ing
whe
re d
esire
d ou
tcom
es h
ave
not/
are
not
bein
g ac
hiev
ed;
• Th
ough
ther
e is
refe
renc
e to
it, t
here
nee
ds to
be
grea
ter c
larit
y w
ithin
the
Stra
tegi
c Pl
an i
tsel
f as
to
how
fee
dbac
k fr
om c
onsu
ltatio
n ha
s
been
fact
ored
into
/influ
ence
d th
e ob
ject
ives
and
act
ions
set o
ut;
• A
Cha
nge
Boar
d w
as e
stab
lishe
d th
is ye
ar w
ith t
he i
nten
tion
of
ensu
ring
focu
s on
the
lon
g te
rm v
ision
. H
owev
er,
its r
ole
rem
ains
unde
r rev
iew
by
the
seni
or m
anag
emen
t tea
m; a
nd
• Th
e st
rate
gic
plan
ning
arr
ange
men
ts d
o no
t cu
rren
tly e
xplic
itly
and
fully
sup
port
act
ions
tha
t pr
omot
e gr
eate
r jo
int
wor
king
with
oth
er
orga
nisa
tions
in
th
e im
med
iate
af
term
ath
of
serio
us
inci
dent
s,
resu
lting
in t
he S
ervi
ce’s
res
ourc
es b
eing
str
etch
ed a
s it
help
s vi
ctim
s
95
of s
uch
inci
dent
s ge
t ba
ck t
o “n
orm
ality
”. W
e un
ders
tand
tha
t
deve
lopm
ents
in
th
ese
arra
ngem
ents
w
ill
be
mad
e fo
llow
ing
final
isatio
n of
the
Serv
ice’
s lon
g te
rm v
ision
(in
Dece
mbe
r 201
2).
96
Act
ion
Plan
Ex
plan
atio
n of
prio
rity
ratin
gs:
Prio
rity
Expl
anat
ion
Hig
h:
Actio
n th
at is
con
side
red
impe
rativ
e to
ens
ure
that
the
orga
nisa
tion
is n
ot e
xpos
ed to
hig
h ris
ks.
Maj
or a
dver
se im
pact
on
achi
evem
ent o
f org
anis
atio
nal o
bjec
tives
if n
ot a
dequ
atel
y ad
dres
sed.
Med
ium
: Ac
tion
that
is c
onsi
dere
d ne
cess
ary
to a
void
exp
osin
g th
e or
gani
satio
n to
sig
nific
ant r
isks
.
Low
: Ac
tion
that
is c
onsi
dere
d de
sira
ble
and
shou
ld re
sult
in e
nhan
ced
cont
rol o
r bet
ter v
alue
for m
oney
. M
inim
al a
dver
se
impa
ct o
n ac
hiev
emen
t of t
he o
rgan
isat
ion’
s ob
ject
ives
if n
ot a
dequ
atel
y ad
dres
sed.
97
Fi
ndin
g Ri
sk
Reco
mm
enda
tion
Prio
rity
Man
agem
ent A
ctio
n
1 Th
e st
rate
gic
plan
ning
fram
ewor
k Th
e Se
rvic
e ha
s co
mm
itted
to
a
long
er
term
vi
sion
(tak
ing
it to
20
20),
whi
ch w
ill c
ompe
l it
to, e
ven
mor
e th
an b
efor
e, r
evie
w i
ts l
ong
rang
e pl
anni
ng
“thi
nkin
g”
and
asso
ciat
ed
proc
esse
s.
Th
ere
was
ac
know
ledg
emen
t du
ring
disc
ussio
ns w
ith s
enio
r man
agem
ent
that
the
cur
rent
bus
ines
s pl
anni
ng
fram
ewor
k ou
ght
to t
here
fore
be
revi
ewed
to
ensu
re t
hat
it re
mai
ns
fit fo
r pur
pose
.
The
curr
ent
busin
ess
plan
ning
fr
amew
ork
may
no
t be
fit fo
r pur
pose
goi
ng
forw
ard.
For
exam
ple,
lo
nger
ra
nge
plan
ning
in
lig
ht
of
the
long
ra
nge
visio
n,
wou
ld
requ
ire
a gr
eate
r le
vel
of
scen
ario
pl
anni
ng.
Give
n th
e Se
rvic
e’s
effo
rts
to
tran
sfor
m s
ervi
ces
goin
g fo
rwar
d,
enca
psul
ated
in
its
lo
nger
te
rm
visio
n, a
rev
iew
of
the
plan
ning
fr
amew
ork
shou
ld b
e un
dert
aken
to
ens
ure
that
it r
emai
ns e
ffect
ive
an e
ffici
ent.
The
Stra
tegi
c Pl
anni
ng
Fram
ewor
k ha
s bee
n re
view
ed
and
the
fram
ewor
k no
w
incl
udes
an
annu
al sc
enar
io
plan
ning
exe
rcise
. Ta
rget
dat
e: W
ith im
med
iate
ef
fect
.
2 St
rate
gic
obje
ctiv
es
It is
curr
ently
not
ove
rtly
cle
ar w
ithin
th
e St
rate
gic
Plan
w
hich
of
th
e Se
rvic
e Pe
rfor
man
ce
Indi
cato
rs
(“SP
I”)
(as
repo
rted
per
iodi
cally
to
Mem
bers
al
read
y),
cont
ribut
es
to
the
stra
tegi
c ob
ject
ives
, sp
ecifi
cally
th
e ou
twar
d ob
ject
ives
1 to
3.
Prog
ress
ag
ains
t th
e ke
y st
rate
gic
obje
ctiv
es c
anno
t be
re
adily
ga
uged
in
an
ef
ficie
nt w
ay.
In a
ccor
danc
e w
ith b
est
prac
tice
the
Serv
ice
shou
ld
cons
ider
hi
ghlig
htin
g m
ore
clea
rly w
ithin
the
Stra
tegi
c Pl
an
how
th
e re
leva
nt
SPIs
co
ntrib
ute
to
the
stra
tegi
c ob
ject
ives
.
The
Stra
tegi
c Pl
an 2
013/
16 is
in
dra
ft a
t pre
sent
and
doe
s in
clud
e sp
ecifi
c m
entio
n of
w
hich
SPI
s rel
ate
to w
hich
St
rate
gic
Obj
ectiv
e
Resp
onsib
ility
: Ass
istan
t Chi
ef
Fire
Offi
cer /
Dire
ctor
of S
afet
y Ta
rget
dat
e: 1
st M
arch
201
3
98
Fi
ndin
g Ri
sk
Reco
mm
enda
tion
Prio
rity
Man
agem
ent A
ctio
n
3 W
hilst
th
ere
is a
sect
ion
in
the
Stra
tegi
c Pl
an
that
de
scrib
es
succ
esse
s an
d pe
rfor
man
ce i
t do
es
not
prov
ide
a ro
unde
d pr
é cis
of
resu
lts a
chie
ved
agai
nst t
he s
trat
egic
ob
ject
ives
. S
imila
rly,
in t
he A
nnua
l Pe
rfor
man
ce R
epor
t th
ere
is sc
ope
to m
ake
a cl
eare
r th
e lin
k be
twee
n th
e “s
trat
egic
co
ntex
t”
and
perf
orm
ance
mea
sure
s.
It is
uncl
ear t
o st
akeh
olde
rs
whe
re t
he h
eadl
ine
area
s of
im
prov
emen
t lie
an
d m
ore
impo
rtan
tly h
ow t
his
info
rmat
ion
can
then
be
us
ed to
det
erm
ine
how
the
Serv
ice
can
impr
ove.
The
Stra
tegi
c Pl
an
(and
An
nual
Pe
rfor
man
ce
repo
rt)
shou
ld
expl
icitl
y re
fer
to
thos
e ar
eas
rela
ting
to t
he s
trat
egic
obj
ectiv
es
whe
re
prog
ress
/ach
ieve
men
t ha
s fa
llen
shor
t of
exp
ecta
tions
, th
e re
ason
s fo
r the
und
er-a
chie
vem
ent
and
rem
edia
l ac
tions
tha
t w
ill b
e ta
ken
to
ensu
re
impr
ovem
ents
go
ing
forw
ard.
This
is al
read
y in
pla
ce w
ithin
th
e Se
rvic
e as
par
t of t
he
Perf
orm
ance
and
Risk
Fr
amew
ork
but w
ill in
the
futu
re a
lso b
e bu
ilt in
to th
e SP
an
d An
nual
Per
form
ance
Re
port
Re
spon
sibili
ty: A
ssist
ant C
hief
Fi
re O
ffice
r /Di
rect
or o
f Saf
ety
Targ
et d
ate:
1st M
arch
for S
P an
d 30
th S
epte
mbe
r 201
3 fo
r th
e ne
xt A
nnua
l Per
form
ance
Re
port
4 Pa
rtne
rshi
p w
orki
ng
Ther
e is
a co
nsen
sus
amon
gst s
enio
r m
anag
emen
t tha
t the
re w
ill b
e so
me
mer
it in
wor
king
mor
e cl
osel
y w
ith
othe
r or
gani
satio
ns
bett
er.
Th
e fo
rmal
m
echa
nism
fo
r do
ing
this
how
ever
rem
ains
var
iabl
e, a
lthou
gh
it is
ackn
owle
dged
tha
t th
e Lo
cal
Resil
ienc
e Fo
rum
fo
r ex
ampl
e pr
ovid
es
a so
und
plat
form
up
on
whi
ch t
o de
velo
p ar
rang
emen
ts f
or
join
t st
rate
gic
plan
ning
, pa
rtic
ular
ly
with
the
polic
e.
Pote
ntia
l ef
ficie
ncie
s in
ho
w c
omm
unity
risk
s an
d w
ider
re
quire
men
ts
are
asse
ssed
and
ref
lect
ed i
n th
e re
spec
tive
stra
tegi
c pl
ans
of t
he v
ario
us m
ajor
pa
rtne
rs m
ay n
ot b
e fu
lly
expl
oite
d.
As
part
of
th
e Se
rvic
e’s
com
mitm
ent
to
effe
ctiv
e pa
rtne
rshi
p w
orki
ng,
area
s of
po
tent
ial
syne
rgie
s ar
ound
st
rate
gic
plan
ning
, not
ably
bui
ldin
g on
exi
stin
g m
echa
nism
s suc
h as
the
Loca
l Res
ilien
ce F
orum
, to
deve
lop
conc
erte
d ac
tions
to
ac
hiev
e re
spec
tive
obje
ctiv
es
shou
ld
be
expl
ored
.
Wor
k w
ith th
e LR
F, a
nd
indi
vidu
al p
artn
ers,
is
cont
inui
ng a
nd a
num
ber o
f ar
eas a
re a
lread
y pr
ogre
ssin
g w
here
ther
e ar
e ar
eas o
f sy
nerg
y, n
otab
ly sh
ared
vo
lunt
eers
with
the
Polic
e an
d im
prov
ing
com
mun
ity
prep
ared
ness
with
a ra
nge
of
part
ners
. Thi
s will
con
tinue
as
part
of t
he w
ork
with
the
LRF
and
othe
r mul
ti ag
ency
ar
rang
emen
ts.
99
Fi
ndin
g Ri
sk
Reco
mm
enda
tion
Prio
rity
Man
agem
ent A
ctio
n
5 Th
e cu
rren
t pl
anni
ng a
rran
gem
ents
do
not
ful
ly s
uppo
rt a
ctio
ns t
hat
prom
ote
grea
ter
wor
king
with
oth
er
orga
nisa
tions
in
th
e af
term
ath
of
maj
or i
ncid
ents
-e.
g. f
lood
ing.
W
e un
ders
tand
how
ever
that
the
natu
re
and
exte
nt o
f th
e Se
rvic
e’s
role
in
help
ing
peop
le g
et b
ack
to n
orm
ality
fo
llow
ing
such
inci
dent
s is v
ery
muc
h co
ntin
gent
upo
n th
e Se
rvic
e’s
Visio
n be
ing
appr
oved
in D
ecem
ber 2
012.
In th
e af
term
ath
of a
maj
or
inci
dent
th
e Se
rvic
e’s
capa
city
may
be
stre
tche
d an
d th
e bu
rden
of
re
spon
sibili
ty
is no
t pr
opor
tiona
tely
dist
ribut
ed
amon
gst
the
vario
us
orga
nisa
tions
.
We
conc
ur w
ith t
he C
FO’s
vie
w
that
st
rate
gic
plan
ning
an
d th
e va
rious
st
rate
gies
sh
ould
, w
here
ap
prop
riate
, pr
ovid
e sig
npos
ts t
o ot
her
reso
urce
s an
d or
gani
satio
ns
in
mee
ting
pote
ntia
l fu
ture
ob
ject
ives
aro
und
reco
very
.
This
will
alle
viat
e pr
essu
res
on S
ervi
ce
reso
urce
s an
d fo
ster
gr
eate
r pa
rtne
rshi
p w
orki
ng
with
th
e pr
ivat
e se
ctor
an
d vo
lunt
eer
bodi
es.
Sign
post
ing
is ta
king
pla
ce a
t lo
cal l
evel
and
at S
trat
egic
le
vel n
ow fo
rms a
key
par
t of
the
Inte
grat
ed R
isk
Man
agem
ent P
lan
appr
oved
by
the
Auth
ority
on
14th
Dec
20
12
6 Co
nsul
tatio
n Th
e Se
rvic
e ha
s m
ade
good
pro
gres
s in
de
velo
ping
a
data
base
of
co
mm
unity
gro
ups
(ove
r 20
0) t
hat
incl
udes
m
inor
ity
and
vuln
erab
le/h
ard
to
reac
h co
mm
uniti
es.
How
wor
k w
ith t
hese
gr
oups
sha
pes
and
info
rms
Serv
ice
obje
ctiv
es
and
unde
rlyin
g ac
tions
ho
wev
er
is un
clea
r w
ithin
th
e St
rate
gic
Plan
itse
lf- i.
e. t
here
is n
o ex
plic
it lin
k be
twee
n th
e w
ork
that
th
e Se
rvic
e un
dert
akes
on
co
nsul
tatio
n an
d de
taile
d ac
tions
set
ou
t in
the
stra
tegi
c pl
ans.
Cons
ulta
tion
exer
cise
s m
ay
beco
me
an
end
in
them
selv
es
and
stak
ehol
ders
w
ill
not
be
able
to
se
e ho
w
com
mun
ity
view
s ar
e tr
ansla
ted
into
ob
ject
ives
an
d ac
tions
.
An o
vera
rchi
ng “
outp
ut”
anal
ysis
capt
urin
g th
e ke
y m
essa
ges
eman
atin
g fr
om
the
vario
us
cons
ulta
tion
initi
ativ
es s
houl
d be
pr
oduc
ed t
hat
is th
en i
nteg
rate
d in
to
the
stra
tegy
fo
rmul
atio
n pr
oces
s.
Th
e ke
y co
nsul
tatio
n m
essa
ges
and
how
th
ey
shap
e st
rate
gic
obje
ctiv
es
and
plan
s sh
ould
be
incl
uded
in th
e St
rate
gic
Plan
.
Set u
p in
tern
al p
roce
ss
whe
reby
key
find
ings
from
co
nsul
tatio
ns a
re fe
d in
to
stra
tegy
form
ulat
ion
proc
ess.
Co
nsul
tatio
n in
put a
nd im
pact
al
so re
cord
ed in
Str
ateg
ic P
lan.
Re
spon
sibi
lity:
Co
rpor
ate
Com
mun
icat
ion
Man
ager
Ta
rget
dat
e:
July
201
3
100
Fi
ndin
g Ri
sk
Reco
mm
enda
tion
Prio
rity
Man
agem
ent A
ctio
n 7
Stra
tegi
c ac
tion
plan
ning
Di
scus
sions
w
ith
the
Plan
ning
&
Pe
rfor
man
ce
Team
(“
P&P”
), to
geth
er
with
th
e fin
ding
s of
pr
evio
us
audi
ts,
indi
cate
d th
at
prog
ram
me
man
agem
ent
arra
ngem
ents
re
quire
fu
rthe
r im
prov
emen
t. T
his
is im
port
ant
if th
e va
rious
, of
ten
mul
ti la
yere
d in
itiat
ives
that
col
lect
ivel
y co
ntrib
ute
to
the
achi
evem
ent
of
stra
tegi
c ob
ject
ives
, ar
e to
be
man
aged
in
a co
ncer
ted
man
ner.
In re
cogn
ition
of
this
we
unde
rsta
nd t
hat
the
P&P
team
will
app
oint
an
indi
vidu
al t
o sp
ecifi
cally
fill
this
capa
bilit
y ga
p.
The
abse
nce
of
effe
ctiv
e pr
ogra
mm
e m
anag
emen
t in
crea
ses
the
risk
of
indi
vidu
al
proj
ects
po
tent
ially
ov
erla
ppin
g (b
oth
in
term
s of
th
eir
spec
ific
aim
s as
wel
l as
the
reso
urce
s de
vote
d to
th
em).
Ho
w
indi
vidu
al
proj
ects
co
llect
ivel
y co
ntrib
ute
to
the
achi
evem
ent
of
stra
tegi
c ob
ject
ives
be
com
es
diffi
cult
to a
sses
s.
Prog
ram
me
man
agem
ent
arra
ngem
ents
sho
uld
be d
evel
oped
an
d pu
t in
to
plac
e as
so
on
as
poss
ible
. Ho
listic
rep
ortin
g of
how
va
rious
pro
ject
s ar
e co
ntrib
utin
g to
ke
y ob
ject
ives
sho
uld
be s
ubm
itted
as
pa
rt
of
the
perf
orm
ance
re
port
ing
fram
ewor
k.
Agre
ed.
Resp
onsib
ility
: Per
form
ance
M
anag
er
Targ
et d
ate:
1st
Sep
tem
ber
2013
8 G
over
nanc
e st
ruct
ures
Th
e Se
rvic
e ha
s re
cent
ly e
stab
lishe
d a
Chan
ge B
oard
. W
e un
ders
tand
th
at th
e pr
imar
y ai
m o
f thi
s Bo
ard
at
ince
ptio
n w
as t
o en
sure
tha
t th
e Se
rvic
e’s
vario
us
initi
ativ
es
and
chan
ge p
rogr
amm
es r
emai
n fo
cuse
d on
the
long
term
visi
on.
Disc
ussio
ns
with
se
nior
m
anag
emen
t ha
ve
indi
cate
d ho
wev
er, t
hat t
his
purp
ose
and
over
all
effe
ctiv
enes
s of
th
e Bo
ard
rem
ains
und
er r
evie
w g
oing
fo
rwar
d.
Dupl
icat
ion
of
effo
rt
and
reso
urce
s w
ith
exist
ing
gove
rnan
ce
mec
hani
sms,
no
tabl
y th
e Se
rvic
e De
liver
y Bo
ards
an
d th
e Pe
rfor
man
ce &
Risk
Boa
rd.
We
conc
ur
with
th
e Se
rvic
e’s
inte
ntio
n to
ke
ep
the
role
an
d va
lue
of t
he C
hang
e Bo
ard
unde
r re
view
. A
s pa
rt o
f th
is, t
he r
oles
, re
spon
sibili
ties
and
stra
tegi
c ac
coun
tabi
lity
of
the
exist
ing
Serv
ice
Deliv
ery
Boar
ds s
houl
d be
re
-visi
ted
and
rein
forc
ed.
Agre
ed.
Resp
onsib
ility
: Chi
ef F
ire
Offi
cer
Targ
et d
ate:
31st
Mar
ch 2
013
101
Fi
ndin
g Ri
sk
Reco
mm
enda
tion
Prio
rity
Man
agem
ent A
ctio
n 9
Stra
tegi
c pl
anni
ng
and
unde
rlyin
g ac
tions
ar
e dr
iven
by
fin
anci
al
cons
trai
nts,
w
ith
curr
ently
le
sser
em
phas
is on
a
proc
ess
whe
re
optio
ns a
re p
ut f
orw
ard
at t
he s
tart
of
th
e pl
anni
ng
proc
ess
and
an
asse
ssm
ent
then
bei
ng m
ade
over
af
ford
abili
ty
of
initi
ativ
es/a
ctio
n ve
rsus
pr
iorit
ies
(tho
ugh
it is
ackn
owle
dged
th
at
deci
sion
conf
eren
cing
rem
ains
a c
ompo
nent
w
ithin
th
e bu
sines
s pl
anni
ng
fram
ewor
k).
Goin
g fo
rwar
d, p
artic
ular
ly
in li
ght
of t
he lo
nger
ter
m
visio
n,
ther
e m
ay
be
a di
verg
ence
be
twee
n fin
anci
al
and
corp
orat
e pl
anni
ng
resu
lting
in
al
l se
rvic
e de
liver
y op
tions
not
be
ing
fully
con
sider
ed a
nd
asse
ssed
.
As t
he S
ervi
ce l
ooks
to
a lo
nger
te
rm v
ision
and
how
it i
nten
ds t
o as
pire
to
this
it sh
ould
int
rodu
ce
high
le
vel
scen
ario
an
alys
is th
at
sets
ou
t w
orst
an
d be
st
case
sc
enar
ios.
Th
is in
tur
n w
ill p
ave
the
way
fo
r a
“no
surp
rises
” de
cisio
n m
akin
g en
viro
nmen
t by
al
low
ing
Mem
bers
in
part
icul
ar t
o ge
t an
ear
ly in
dica
tion
of w
hat
the
Serv
ice
may
look
like
in t
he fu
ture
. In
do
ing
so
it w
ill
supp
ort
amen
dmen
ts
to
stra
tegi
c ob
ject
ives
and
und
erly
ing
actio
ns
as a
ppro
pria
te.
Agre
ed.
Resp
onsib
ility
: Ass
istan
t Chi
ef
Fire
Offi
cer /
Dire
ctor
of S
afet
y Ta
rget
dat
e: C
ompl
ete.
Thi
s no
w fe
atur
es in
the
Stra
tegi
c Pl
anni
ng F
ram
ewor
k on
an
annu
al b
asis.
102
App
endi
x A
– D
efin
ition
of a
ssur
ance
opi
nion
s
Leve
l of
Ass
uran
ce
Def
initi
on
Subs
tant
ial
Ther
e is
a
soun
d sy
stem
of
in
tern
al
cont
rol
desi
gned
to
achi
eve
the
syst
em
obje
ctiv
es.
Ade
quat
e W
hile
th
ere
is
a ba
sica
lly
soun
d sy
stem
of
inte
rnal
con
trol
des
igne
d,
ther
e ar
e w
eakn
esse
s,
whi
ch
put
som
e of
the
syst
em o
bjec
tives
at r
isk.
Lim
ited
Wea
knes
ses
in th
e de
sign
of t
he s
yste
m
of in
tern
al c
ontro
ls a
re s
uch
as to
put
the
syst
em o
bjec
tives
at r
isk.
Non
e C
ontro
l des
ign
is g
ener
ally
wea
k le
avin
g th
e sy
stem
ope
n to
sig
nific
ant
erro
r or
ab
use.
103
The
mat
ters
rais
ed in
this
repo
rt ar
e on
ly th
ose
that
cam
e to
our
atte
ntio
n du
ring
the
cour
se o
f the
aud
it w
ork
and
are
not n
eces
saril
y a
com
preh
ensi
ve s
tate
men
t of a
ll th
e w
eakn
esse
s th
at e
xist
or o
f all
the
impr
ovem
ents
that
may
be
requ
ired.
Whi
lst
ever
y ca
re h
as b
een
take
n to
ens
ure
that
the
info
rmat
ion
in t
his
repo
rt is
as
accu
rate
as
poss
ible
, it
is b
ased
on
the
info
rmat
ion
prov
ided
and
doc
umen
ts r
evie
wed
.
No
com
plet
e gu
aran
tee
or w
arra
nty
can
be g
iven
with
rega
rd to
the
advi
ce a
nd in
form
atio
n co
ntai
ned
with
in th
e re
port.
We
emph
asis
e th
at th
e re
spon
sibi
lity
to im
plem
ent a
sou
nd s
yste
m
of in
tern
al c
ontro
ls r
ests
with
man
agem
ent a
nd th
at o
ur w
ork
shou
ld n
ot b
e ta
ken
as a
sub
stitu
te fo
r th
is r
espo
nsib
ility.
Our
wor
k ha
s be
en c
onsi
dere
d to
iden
tify
mat
eria
l irr
egul
arity
w
hich
has
a re
ason
able
pos
sibi
lity
of d
isco
very
, how
ever
, thi
s do
es n
ot p
rovi
de a
bsol
ute
assu
ranc
e th
at m
ater
ial e
rror
, los
s or
frau
d do
not
exi
st.
This
repo
rt is
inte
nded
sol
ely
for t
he u
se o
f the
Aud
it, P
erfo
rman
ce a
nd S
crut
iny
Com
mitt
ee a
nd S
enio
r Man
agem
ent o
f the
Fire
Aut
horit
y. T
he d
isse
min
atio
n, d
istri
butio
n, c
opyi
ng o
r di
sclo
sure
of t
his
repo
rt or
its
cont
ents
is p
rohi
bite
d un
less
prio
r w
ritte
n pe
rmis
sion
is o
btai
ned
by H
W C
ontro
ls &
Ass
uran
ce.
No
resp
onsi
bilit
y to
any
third
par
ty is
acc
epte
d as
the
repo
rt ha
s no
t bee
n pr
epar
ed a
nd h
as n
ot b
een
inte
nded
for a
ny o
ther
pur
pose
.
©
201
2 H
W C
ontr
ols
& A
ssur
ance
. A
ll rig
hts
rese
rved
. Th
e H
aine
s W
atts
Gro
up
30 C
amp
Roa
d, F
arnb
orou
gh, H
amps
hire
, GU
14 6
EW
.
104