11 July 2018 (1) MEMBERS OF THE AVON FIRE AUTHORITY

Councillors Davis, Davies (D), Garner, Hale, Jackson, Scott and Windows (Chair)

(2) APPROPRIATE OFFICERS (3) PRESS AND PUBLIC Dear Member You are invited to attend a meeting of the General Purposes Committee to be held on Thursday 19 July 2018 commencing at 10.30am. The meeting will be held at Hicks Gate Fire Station, Durley Hill, Keynsham, Bristol, BS31 2AF. Parking is available on site. Entry to the meeting is via the main entrance to the Fire Station. The Agenda is set out overleaf. Yours sincerely

Guy Goodman Clerk to the Fire Authority

Clerk to Avon Fire Authority Police and Fire HQ, Valley Road, Portishead, Bristol BS20 8JJ Telephone 0117 926 2061 Extension 231 Fax 0117 927 2908

the.clerk@avonfire.gov.uk

Working in partnership with the Gambia Fire & Rescue Service (GF&RS)

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Notes Attendance Register: Members should sign the Register which will be circulated at the meeting. Code of Conduct – Declaration of Interests: any Member in attendance who has a personal interest in any matter to be considered at this meeting must disclose the existence and nature of that interest at the commencement of that consideration, or when the interest becomes apparent. A Member having a prejudicial interest must withdraw from the meeting room whilst the matter is considered. Emergency Evacuation Procedure: these will be advised at the meeting. Exempt Items: Members are reminded that any Exempt reports as circulated with the agenda for this meeting contain exempt information and should therefore be treated accordingly. They should not be disclosed or passed on to any other person(s). Members are also reminded of the need to dispose of such reports carefully and are therefore invited to return them to the Clerk at the conclusion of the meeting for disposal. Inspection of Papers: any person wishing to inspect Minutes, reports, or a list of the background papers relating to any item on this Agenda should contact Democratic Services on 0117 926 2061 ext. 231 or at Police and Fire HQ, Valley Road, Portishead, Bristol, BS22 8JJ but only by appointment and during normal office hours. Public Access: under Standing Order 21 and providing 2 clear working days’ notice has been given to the Clerk (the.clerk@avonfire.gov.uk) any resident or representative of a business or voluntary organisation operating in Bristol, South Gloucestershire, Bath and North East Somerset or North Somerset Council may address the Fire Authority or one of its Committees (for no more than 5 minutes) to present a petition, make a statement, or as leader of a deputation. There is a time limit of 30 minutes for Public Access Reports: reports are identified by the relevant agenda item number. Substitutes (for Committees only): notification of substitutes should have been received from Group Leaders by the Clerk prior to the meeting.

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A G E N D A

1. Apologies for Absence 2. Emergency Evacuation Procedures 3. Declaration of Interests 4. Chair’s Business 5. Minutes of the Meeting of the General Purposes Committee held on 11

April 2018

6. Public Access

7. Capital Programme and Revenue Monitor 2018/19

8. Disposal of Fleet Assets

9. Date of Next Meeting – Thursday 25 October 2018 (10.30am) at Weston-super-Mare Fire Station

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AVON FIRE AUTHORITY GENERAL PURPOSES COMMITTEE 11 APRIL 2018 PRESENT: Councillors Davis, Davies (D) (Chair), Jackson, Windows. The meeting started at 10.07am. 22. APOLOGIES FOR ABSENCE

Apologies had been received from Cllr Hale. Cllr Scott was not present.

23. EMERGENCY EVACUATION PROCEDURES – The Chair drew attention to the emergency evacuation procedures as set out in the Agenda.

24. DECLARATION OF INTERESTS – The Chair drew attention to the requirements of the Code of Conduct as set out in the Agenda.

25. CHAIR’S BUSINESS – None.

26. CONSULTATION ON THE COMPOSITION OF THE FIRE AUTHORITY – RESPONSES AND NEXT STEPS The Chair introduced the report by saying that Members were agreed that the size of the Fire Authority should be reduced, as were other stakeholders. Other stakeholders had not presented a unified view on the preferred future size of the Fire Authority. Cllr Jackson stated that not all Members shared the view that the Fire Authority should be reduced. The Chair reported that he and Cllr Jackson had recently met with the Leaders of the four Unitary Authorities (UAs). Three of the four favoured a Fire Authority with 11 Members to be supplemented by unelected Members and further appointees if necessary in the future. Cllr Jackson stated that the rationale on the proposed numbers set out by the three UAs was that this was the preferred Fire Authority size of the Fire Minister. However, the Fire Minister had not stated a preferred size. The Chair reported that the Leaders of Bath and North East Somerset (BANES) and North Somerset in particular have said that their own UAs will decide the number of Members they will send to the Fire Authority, regardless of the Combination Order. He noted that the size of the Fire Authority was for the Fire Authority itself to determine and it was not for the UAs to determine the size of the Fire Authority by sending the number of Members of their choice. Legal advice had been sought from several sources and was consistent in this regard.

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Cllr Jackson stated that the Leader of South Gloucestershire Council (SGC) had also said he would follow the same approach. The Interim Chief Fire Officer (CFO) said that the Fire Minister had never made any comments on the number of Members on the Fire Authority. The inspection report had suggested that the numbers should be approximately halved. The Chair stated that the remaining UA (Bristol City Council (BCC)) had been represented by the Deputy Mayor. The Deputy Mayor had stated that all party groups on Bristol City Council were in favour of the Fire Authority having 20 Members, although she personally favoured a slightly smaller number. The Chair reported that he had recently met with representatives of the North Yorkshire Fire Authority. This Authority has some independent Members, in the form of the Police and Crime Commissioner and a representative of the Fire Brigades Union (FBU). The North Yorkshire Fire Authority could also choose to invite representatives of other unions or other stakeholders to take a place on the Authority. Cllr Jackson thought that the Hampshire Fire Authority appointed independent Members, although it was not clear if this was the case. The Chair noted that meetings with stakeholders had been inconclusive. Three of the UAs favoured a Fire Authority with a “high-teen” number of Members. BCC favoured a Fire Authority with 20 Members. The Chair proposed a framework to consider the future size of the Fire Authority. In his opinion the key matters to be considered were as follows:

1. Representative of the electorate 2. Accountable through role description and attendance 3. Reflect the population served 4. Capacity to undertake workload and fulfil statutory obligations 5. Simple allocation of Members.

Councillor seats in the Avon area are currently held as follows: 48% Conservative 25% Labour 22% Liberal Democrat

5% Green / Independent. There was no overall control in the Fire Authority by any one political party. The Fire Authority had been experiencing challenging times and Members were working hard together to resolve matters. The fact that the Fire Authority

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was not in Special Measures indicated that the current political balance was working well. The Chair noted that the Fire Authority had been working to ensure that staff were more reflective of the population of Avon by increasing the numbers of females and BME in the workforce. He stated that it was important that the Members were not only drawn from the white, male population and should also reflect the population of the area. The Chair stated that it was important that Members had a good record of attendance, and that if they cannot attend regularly they should be removed from the Fire Authority. Cllr Jackson supported this statement. The Chair noted that the size of the Fire Authority must be adequate to carry out the statutory work of the Fire Authority, to keep the people of Avon safe. The Chair stated that some numbers work better than others, leaving fewer fractions to be negotiated. The Chair asked other Members for their comments. Cllr Jackson stated that he was content with the proposed framework. Cllr Davis stated he was not opposed to the proposed framework. He made the following points:

• The framework would provide a useful baseline for assessing potential Fire Authority sizes.

• The Fire Authority must determine its own size, the size is not a matter for the UAs to determine.

• Regardless of size, the date of change of the make-up of the Fire Authority should be May 2019, not 2018.

• The number of Members appointed to the Fire Authority should reflect the work which needs to be done.

• He particularly noted the number of inquorate meetings which had occurred. He noted that Local Authorities all have a six month rule, ensuring that Councillors cannot opt out of attending meetings indefinitely. He felt that attendance requirements should not be overcomplicated.

• His personal view was that Members of the Fire Authority needed to demonstrate commitment to the Fire Authority and attend all their scheduled meetings.

The Clerk was asked to present the results of the public consultation. The Clerk drew Members’ attention to the graphics and comments included in the report. Members were informed of the following:

• There had been 53 anonymised online responses.

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• There was no overall majority in favour of a particular number of Members.

• A Fire Authority with 10 Members was marginally more popular than a Fire Authority with 20 Members.

• A significant number of respondents favoured no change in the size of the Fire Authority.

• Respondents were asked to make a stark choice between 10 and 20 Members.

• The Fire Authority could choose a different number, it was not compelled to choose a number on which it had consulted.

• A small majority of respondents were opposed to a change in the Combination Order.

There had been further email responses from the Police and Crime Commissioner (PCC), SGC, BCC and the unions. SGC favoured a Fire Authority with 11 Members and a new appointment model, whilst BCC favoured a Fire Authority with 20 Members on the existing appointment model. Overall the results were not decisive. The Chair noted that the SGC Leader had said that all parties would be consulted. Cllr Davis said that the SGC Leader had not consulted with other Members at all. Cllr Jackson understood that BANES Members had not been consulted and that many North Somerset Members were unaware of the consultation. The Chair commented that 53 online responses was a good number. Cllr Windows noted that the results of the consultation were a guide not an instruction. The Chair stated that the results of the consultation were inconclusive. Cllr Davis disagreed as he read the situation differently. He noted that Cllr Jackson favoured 20 Members, whilst he himself favoured 25 Members. Therefore he felt there was a view in the room that an Authority of 20 or more Members was the best size. Cllr Jackson explained the process of consultation which had taken place amongst BCC Members. Each party group had been asked for its view and also to give its rationale for their favoured number. All political parties separately concluded that 20 was the best number, and gave similar rationales based around the value of cross-party working, representation of the people of Avon, and allowing for diversity amongst Members of the Authority. In addition, the Greens had also noted that a lesser number would exclude smaller party representation.

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Cllr Jackson asked whether the PCC could be the Chair on joining the Fire Authority. The Clerk advised that a PCC who is a voting Member of the Fire Authority can also be Chair. Cllr Windows asked if Members would need to vote if they wished the PCC to be Chair of the Fire Authority. The Clerk indicated that was the case and that a change in the Combination Order would be necessary to admit PCCs to Fire and Rescue Authorities (FRAs) as full voting Members and that the necessary changes to the Combination Order by the Minister are expected to be made around September time. Cllr Davies noted that the Fire Minister had initially indicated that a change in the size of the Fire Authority in May 2019 was acceptable. The CFO had been present at the meeting when this was indicated. However, more recently, the Home Office had indicated that May 2019 was too late, although January 2019 would be acceptable. Cllr Davies noted that the UA leaders wanted the Fire Authority to change its size in May 2018. Cllr Jackson stated that BCC did not want the Fire Authority to change its size in May 2018.

Cllr Davies noted that: 1. There would be some advantages of making an early change: The

change would be made and the Fire Authority could focus on other work, rather than its own composition.

2. The Fire Authority would have a year of continuity prior to the elections in three of the four Unitary Authorities in May 2019, when there would be further changes to the Membership.

Cllr Jackson asked what the ramifications of opting for a change in May 2019 would be. Cllr Davies replied that the Home Office would not be happy, currently the Home Office are supportive of the Fire Authority’s change agenda and it would be regrettable if that support was lost. Cllr Jackson noted that the three UA Leaders (North Somerset, BANES and SGC) wished to meet with the Fire Minister. No Councillor present believed that this meeting had yet taken place. Cllr Davis stated that he agreed with Cllr Jackson. The Fire Authority must determine its own size. He felt the cross-party working on the Fire Authority was very positive and there was no need to play party politics in the matter of Fire and Rescue services. Cllr Windows asked Members to consider the purpose of the meeting. He felt that a political smoke screen had been created to push the Fire Authority in a direction which was not necessarily in the best interests of the people of Avon. It was necessary to dig in and present the case strongly for the right-sized

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Authority, regardless of anonymous figures in the background pushing for different agendas. Although he understood the Chair’s wish to maintain the support of the Home Office, it was important to be independent and to determine what was the best solution for the Fire Authority and for local people. The Chair reminded Members that they were considering the following dates for changes to the composition of the Fire Authority:

a) May 2018 b) January 2019 c) May 2019

The Treasurer informed Members that a change in January 2019 would present difficulties. The budget for the new Municipal Year would be out for consultation from December 2018. It could be impractical to have a newly constituted Fire Authority with a number of new Members receiving feedback on the budget consultation, and having to set the precept immediately on appointment. Cllr Davis stated that the change should not be made in January 2019. He was sympathetic to the Chair and understood that he was trying to make progress, but stated that it was important that the Committee dealt with the facts. Cllr Jackson noted that in May 2018, BCC would appoint Members to the Fire Authority for the Municipal Year. BCC had already made it clear that Members appointed for the year would be expected to serve for the full period, no appointments would be cancelled part way through the year. The Chair proposed that the three dates he had suggested should be put before the Fire Authority. This was agreed. Cllr Jackson suggested that the appropriate Monitoring Officer should be informed:

• where a Member missed two meetings without apologies; or,

• where a Member missed three or four meetings even when apologies had been made.

Cllr Jackson noted that it would be easier for the appropriate UA (rather than the Fire Authority) to raise the matter with the Member, and take action. The Clerk offered to put together some options for the management of Member attendance. The CFO asked if it was intended to treat Committee meetings in the same way as Fire Authority meetings. The Assistant Chief Fire Officer (Service Delivery Support) (ACFO) said that consideration should be given to the fact that some Members were on many Committees and others on few.

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The Chair and Cllr Jackson agreed that Committees and Fire Authority meetings were all important and should be treated in the same way. Cllr Davis stated that if Members attended Fire Authority meetings but did not attend their allocated Committee meetings then they should be removed from the Authority. Cllr Jackson said that party group leaders should work with Members to ensure that all Members are allocated to Committees and attend. The Chair requested that the Monitoring Officer should draft a Standing Order which states that there will be a presumption that all Members of the Fire Authority should sit on Committees. The Clerk informed Members that the Member Job Descriptions had been drafted and were now ready to be submitted to the Fire Authority. The Chair said this would be a positive step towards transparency. The Chair asked Members to consider the number of Members who should be on the Authority. Cllr Windows observed that the inspector had criticised the Fire Authority for leaving power in the hands of a small number of Members, it would therefore run counter to the inspection report’s findings to move to a much smaller Fire Authority where power would be in the hands of a small number of Members. The Clerk stated that the number of Members does not determine whether an organisation has good governance. He reminded Members that the Audit, Governance and Ethics Committee was about to commence, via a working group, consideration of the governance structure and constitution of the Fire Authority. Cllr Jackson had asked the Labour Party Head Office for advice, and had been advised that the Fire Authority could be challenged about changes to the number of Members. The Fire Authority is required to have balance and therefore any excluded groups could challenge the Fire Authority’s decision on a legitimate basis. He had also been advised that whilst a challenge is considered, the Fire Authority would have to revert to its original structure. The Clerk agreed with this analysis: during a challenge an interim injunction could be issued, requiring the Fire Authority to revert to the status quo. However, he felt it was likely that, when being considered by the court, a change in numbers would not be regarded as an irrational change and would therefore be unlikely to be overturned easily. The Chair observed that numbers of Members on the Fire Authority are made difficult by the current Combination Order. In the future, the Fire Authority could use the West of England Combined Authority (WECA) formula for calculating the representatives from each UA, alternatively the calculation could be based on the number of Councillors in the Avon area. He asked

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Members if the Fire Authority should use the existing Combination Order or a smaller number and change the political balance. Cllr Jackson stated that the feeling of BCC Councillors was that BCC should have more Members as the BCC area contributes more financially to the Fire Authority. The Clerk stated that he would include models for 10 Members, 20 Members and 25 Members on the Fire Authority using the WECA model, for the consideration of the Fire Authority. The Chair asked Members if they wished to offer a recommendation to the Fire Authority. Cllr Windows felt strongly that the Committee should offer a recommendation. Cllr Jackson and Cllr Windows wished to recommend that the Fire Authority should have 20 Members. Cllr Davis stated that he would prefer 25 Members, but could accept 20 Members, he noted that BCC was the only UA which had consulted with all political parties, and that BCC would prefer 20 Members. He also commented that if the Fire Authority reduced to 20 Members, then it would be a visible sign that the inspection report recommendations had been followed. The Chair said he would be happy to recommend that the Fire Authority should reduce its size to 20 Members. The Clerk asked if the recommendation of 20 Members was to be based on the WECA model or on the existing methodology. The Chair said that in his view if the number was 20 or 25, the Fire Authority should stick with the current methodology, whereas if the number was smaller then the WECA model would be necessary. Cllr Jackson noted that BANES and North Somerset do not favour the WECA model. The Chair stated that if the number was reduced to less than 20 then it was more likely to be necessary to change the Combination Order to reflect the political balance using the WECA model. Cllrs Jackson and Windows agreed. Cllr Jackson asked for confirmation that if the number was set at 20 there would be no overall political control. The Clerk confirmed that this should be the case. Cllr Jackson stated that if the Fire Authority reduced to less than 20 Members it would be difficult to represent the people of the area fairly. The Chair stated that the distribution of seats would still be fairer than the current Combination Order. The Chair noted that the average number of Members in all FRAs is 19.9 Members.

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RESOLVED to recommend to the Fire Authority, at an Extraordinary Meeting of the Fire Authority to be convened on 3 May 2018, to consider the consultation and make a determination on the future composition that:

a) the number of Members of the Fire Authority should be reduced from 25 to 20.

b) the change should be effective from May 2018. c) attendance requirements of Members should be included in the

Standing Orders of the Fire Authority.

27. DATE OF NEXT MEETING: Thursday 3 May 2018 – this meeting is cancelled.

The meeting concluded at 11.07am.

………………………………….. Chair

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AVON FIRE AUTHORITY

7 MEETING:

General Purposes Committee

MEETING DATE:

19 July 2018

REPORT OF:

The Interim Treasurer Interim Chief Fire Officer / Chief Executive

SUBJECT:

Capital Programme and Revenue Monitor 2018/19

1. SUMMARY 1.1. The report provides the Committee with the first assessment of the forecast

outturn position on the revenue and capital budgets and prudential indicators for 2018/19 and provides an update on other financial issues.

1.2. Key points to note on budget monitoring of the 2018/19 position are: • The revenue budget is forecast to be underspent by £373,000 at the

year end. This is primarily due to savings on staff costs and premises savings.

• The revised Capital Programme for the year is £4,223,000 and at this stage it is estimated that £384,000 of the programme may slip into 2019/20.

• The report comments on the key risks that could have a budgetary impact, and, where appropriate, the steps that are being taken to mitigate them.

• Investment performance will be in line with current investment strategy.

2. RECOMMENDATIONS

The Committee is asked to: a) Approve the revenue budget adjustments as set out in the report and

contained in Appendix 2. b) Approve the revised 2018/19 Capital Programme of £4,223,000 as set

out in the report

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c) Note the latest forecast of expenditure on the Revenue Budget and Capital Programme.

3. BACKGROUND

Revenue Budget

Overall Position

3.1. A revenue budget of £41.8m was approved by Members at their meeting in February 2018.

3.2. As a result of late changes to the collection fund positions of two of the unitary authorities the approved budget for 2018/19 required additional savings of £81,000 to be achieved during 2018/19. Work has been ongoing with budget holders and the additional savings have now been identified and have been included within the revised budget.

3.3. The original revenue budget includes use of specific reserves of £567,000. In addition the Reserve Strategy approved by the Fire Authority in June 2018 identified an additional use of reserves in 2018/19. Details of the proposed use of reserves in 2018/19 are shown in the table below:

Budgetted use of Reserves 2018-19 Original Approved

Budget Additional reserves

Total use of

reserves£'000 £'000 £'000

Earmarked ReservesPension / Budget Pressure Reserve

Control Resilience Reserve 32 32Marketing & Communications Reserve 28 28

Community Fire Safety Reserve 34 34Capital Programme Reserve 0Operational Fitness reserve 35 35

Strategic Development Software Reserve 10 10

Mobile Data Terminal Software Update Reserve 6 6

Improvement Programme Reserve 500 500ESCMP Reserve 236 236

Procurement Reserve 40 40Equality & Inclusivity Reserve 43 43Total Earmarked Reserves 567 397 964

3.4. The latest Revenue Budget forecast is that there will be an underspend of

£373,000 at year end, a variance of 0.9% compared to the revised Budget. A summary is shown below:

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Area

Revised Budget 2018/19 Outturn Variation Variation

£'000 £'000 £'000 %

Employees 33,103 32,900 -203 -0.6%

Premises 2,176 2,100 -76 -3.5%

Transport 1,794 1,703 -91 -5.1%

Supplies and Services 5,598 5,595 -3 -0.1%

Other / Capital Costs 2,561 2,561 0 0.0%

Total Expenditure 45,232 44,859 -373 -0.8%

Income -2,425 -2,425 0 0.0%

Net Expenditure 42,807 42,434 -373 -0.9%

Transfer from Reserves -964 -964 0 0.0%

Transfer to Earmarked Reserves 0 0 0 0.0%

Net Expenditure 41,843 41,470 -373 -0.9%

Revenue Budget Outturn 2018/19

3.5. The above outturn forecast does not take into account any cost associated with the Best Value Improvement Programme.

3.6. A detailed breakdown of the main budgets and variances are shown in Appendix 1 and details of significant variances from budget are set out in Appendix 2.

3.7. The key items to note are: • The number of wholetime firefighters expected to leave during the

year exceed forecasts. At the end of June 2018 there were equivalent to 479 firefighters in post which is in line with the agreed establishment. 15 new firefighters were recruited in June 2018 and these are currently going through the recruitment school. A further 8 firefighters are expected to retire before the end of the year. The number of RDS staff is below establishment and a recruitment process is under way.

• There have been a number of unexpected leavers from support staff roles and delays are being experienced in being able to successfully recruit to some roles.

• Savings on cleaning and refuse collection anticipated. Best Value Improvement Programme

3.8. A transfer of £500,000 from the Improvement Programme Reserve has been included within the budget for 2018/19. This amount is currently held within the retention budget and will be allocated to meet costs as they are incurred.

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3.9. The Programme is estimated to take another year to complete.

Budget Adjustments

3.10. A number of budget adjustments have been made since the February 2018 Committee meeting and these are detailed in Appendix 2. The main adjustments have been as a result of additional reserves being utilised in 2018/19 in accordance with the Reserve Strategy approved by Members in June 2018 and the additional savings of £81,000 identified in February 2018. Following the disposal of the HQ site at Temple back additional interest of £100,000 has been budgeted as a result of the deferred capital receipt. Budget Issues and Risks, Significant Variations

3.11. In line with the Fire Authority’s approach to risk management, where possible budget risks have been identified and assessed in terms of probability and impact. The main risks are as follows:

• Pay Awards – a 2% pay award has been agreed for support staff with effect from 1 April 2018 in line with budget assumptions. Negotiations between the national employers’ side and the Fire Brigades Union on the uniformed pay award are still on-going. An interim pay award of 1% was made in December 2017 in respect of the pay award effective from the 1 July 2017, with the employers’ offer originally being 2% subject to agreement on changes to the role of a firefighter. The latest outturn figures have been prepared on the basis that an additional 1% increase will be agreed bringing the pay award in line with the original offer and the pay award effective from 1 July 2018 will be 2% in line with the original budget assumptions.

• Employee Costs – overall Employee costs are expected to underspend by £203,000. A higher than expected level of wholetime firefighters retiring / leaving has meant that the pay award of 2% has been contained within budget. The budget for wholetime firefighters is expected to be underspent by £46,000. Auxiliary firefighter costs have been minimal so it is not anticipated that there will be a need for any significant training activity. Control Staff are projected to overspend by £13,000 whilst support staff are projected to underspend by £25,000.

• Turnout and Attendance Fees - Members are aware that this is a volatile budget and adverse weather conditions during the year can have a material impact on expenditure. The current position suggests that the total retained budget will be underspent by £98,000 by the end of the financial year.

• Legal Costs - demands on the budget for legal costs are always difficult to predict and may give rise to unbudgeted pressures. Apart from the additional legal cost identified as part of the Best Value

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Improvement Programme detailed above other legal costs are expected to be on budget.

• Premises Repairs and Maintenance - at this stage expenditure has been projected to be underspent by £76,000, due to savings on cleaning and refuse costs.

• Transport Costs – this area is expected to be underspent by £90,000. This is mainly due to savings on tyres, workshop maintenance and driving licence verification.

Treasury Management including Investment Income

3.12. The current interest rate paid by Bristol City Council on the Fire Authority’s balances, as part of the financial services contract, is based on the LIBID 7 day rate. Due to the continuing low short term interest rates balances are still being primarily used to finance current capital financing requirements. There is a risk that long term rates will increase when long term borrowing is due to be arranged but the position is being closely monitored.

3.13. A summary of the latest position is shown below: 2018/19 Investment Summary £'000 CommentAverage Daily Cash Balance -27 Overdrawn at start of financial year

due to impact of deferred borrowingNet interest Received 0Rate of Return 0.36%Average Libid 7 day rate - Target 0.36%Variance % 0.00%Variance £ 0

Reserves

3.14. A summary of the anticipated movement in revenue reserves during 2018/19 is shown in Appendix 5. This is in line with the Reserves Strategy approved by the Fire Authority in June 2018. Prudential Indicators

3.15. At the their meeting in March 2018 Members agreed to defer the approval of the Treasury Management Strategy and Capital Programme 2018/19 to 2021/22 due to the uncertainties and timing of the capital receipt for the disposal of the HQ site at Temple Back. The sale of this site was completed at the end of June 2018 and a revised Treasury Management Strategy and Capital Programme 2018/19 to 2021/22 will be presented to Members at the Fire Authority meeting in September 2018.

3.16. At the 31 March 2018 the Fire Authority had deferred borrowing of £9.7m. No new loans have been undertaken so far this financial year.

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The Firefighters Pension Fund 2018/19 3.17. Attached at Appendix 6 is the budget and outturn figure for the Pension Fund

Account for 2018/19. At this early stage it is projected that expenditure will be £75,000 less than budget. Income from both the employees (£97,000) and employers (£127,000) contributions are also expected to be lower than originally budgeted, both primarily due to the timing of leavers. The net impact of these variations result in a net increase in Government top-up Grant of £299,000.

Capital Programme Overall Position

3.18. A Capital Programme of £1.7m was approved for 2018/19 by Members at the

meeting in February 2018. In addition slippage of £2m has been brought forward from 2017/18. This gives a revised programme for 2018/19 of £3.7m as shown below: Estimated Capital Programme 2018/19

Investment Area

Original Budget2018/19

Slppage B\fwd

2017/18 Revised£'000 £'000

Premises - General 0 767 767Operational Equipment 90 102 192Fleet 1,410 624 2,034IT 200 0 200Unallocated 0 530 530Total 1,700 2,023 3,723

3.19. The disposal of the former HQ site at Temple Back was competed in June 2018. As previously agreed by Members £14m of this capital receipt will be utilised to fund the reinvestment in three sites at Avonmouth, Bath and Weston. This amount is to be transferred to an earmarked Capital Receipts Reserve which will be utilised to fund these projects once the final business cases have been approved. The estimated programme is shown below:

2018/19 2019/20 2020/21 2021/22 TotalProject £’000 £’000 £’000 £’000 £’000Avonmouth redevelopment 500 3,500 4,000Bath Redevelopment 800 2,600 2,600 6,000Weston Redevelopment 500 750 2,750 4,000Total 500 4,800 3,350 5,350 14,000

3.20. The balance of the net capital receipt, after allowing for costs of disposal, of £3.8m is to be utilised to reduce the Fire Authority’s prudential borrowing requirement.

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3.21. The funding of the Capital Programme for 2018/19 and the slippage from

2017/18 of £3.7m was prepared on the basis that this would be funded from the capital receipt as opposed to prudential borrowing.

3.22. This would leave a balance of £133,000 which could be carried forward in the Capital Receipts Reserve to off-set the agreed prudential borrowing of £2m in 2019/20.

3.23. The revised estimated Capital Programme for 2018/19 to 2021/19 would be as follows: Estimated Capital Programme 2018/19 to 2021/22 (including slippage)Investment Area 2018/19 2019/20 2020/21 2021/22

£'000 £'000 £'000 £'000Premises - General 767 500 500 500Operational Equipment 192 90 90 90Fleet 2,034 1,410 1,410 1,410IT 200 200 200 200Reinvesting for the future 500 4,800 3,350 5,350Unallocated 530 0 0 0Total 4,223 7,000 5,550 7,550Funded byGrant 0 0 0 0Capital Receipts \ Capital Reserves 4,223 4,933 3,350 5,350Revenue Contribution to capital 0 200 200 200Prudential Code 0 1,867 2,000 2,000Total 4,223 7,000 5,550 7,550

3.24. The Capital Receipts Reserve (excluding any impact of slippage) would be as follows: Estimated Capital Receipts Reserve

March2019

March2020

March2021

March2022

£'000 £'000 £'000 £'000Reserve balance 13,633 8,700 5,350 0

3.25. The latest projected Capital Programme outturn for 2018/19 is shown below:

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Investment Area

Approved budget

(including slippage)

Budget adj

Latest Revised Budget

Forecast Outturn

including slippage

Projected Variation Slippage

£'000 £'000 £'000 £'000 £'000 £'000Fleet 2,035 0 2,035 2,018 -17 0Premises General 766 0 766 758 -8 106Reinvesting for the future programme 0 500 500 500 0 0Operational Equipment 192 0 192 192 0 0IT 200 252 452 452 0 0Unallocated 530 -252 278 278 0 278

Total Programme 3,723 500 4,223 4,198 -25 384

Capital Programme 2018/19

A more detailed analysis is contained in Appendix 3.

3.26. Details of the budget adjustments are as follows: Capital Programme Revisions 2018/19 £,000

Revised approved Capital Programme 2018/19 3,723

Budget adjustmentsReinvesting for the future programme

Avonmouth 500Replacement of mobile data terminals 252Unallocated -252

Total Adjustments 500

4,223Latest Revised Programme

3.27. The funding of the revised programme comprises of the following sources: Funding of the revised Capital Programe 2018/19

Funding Source £'000Capital Grant 0Revenue Contributions 0Capital receipts \ Capital reserves 4,223Prudential Borrowing 0Total Funding 4,223

4. CONSIDERATIONS 4.1. Contribution to Key Policy Priorities

A robust budget monitoring process is essential to ensure that the Fire Authority remains within budget and resources are allocated to spending priorities agreed by members.

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4.2. Financial Implications As set out in the report, expenditure on the Best Value Improvement

Programme will require a significant use of reserves over the next year. 4.3. Legal Implications The Fire Authority must budget within its means. 4.4. Equality & Diversity Implications

The revenue and capital budget supports a range of equalities work and initiatives.

4.5. Corporate Risk Assessment

There are many risks associated with budgets, resources and expenditures. These are set out in the report.

4.6. Environmental/Sustainability Implications

The revenue and capital budget supports a range of environmental work and initiatives.

4.7. Health & Safety Implications

The revenue and capital budget supports a range of Health and Safety staff and initiatives.

4.8. Crime & Disorder Implications None. 4.9. Data Protection Implications

None.

5. BACKGROUND PAPERS

Held within the Treasurer and Director of Finance’s Department

6. APPENDICES

1. Detailed Revenue Budget Forecast 2018/19 2. Details of significant Revenue Budget Adjustments 2018/19 3. Details of significant Revenue Budget variances 2018/19

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4. Detailed Capital Budget Forecast 2018/19 5. Details of Forecast Movement on Reserves 2018/19 6. Forecast Fire Fighters Pension Fund Account 2018/19

7. REPORT CONTACT Martyn Wallberg, Interim Treasurer and Finance Manager, extension 266.

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Appendix 1 AVON FIRE AND RESCUE AUTHORITY2018/19 Revenue Budget

EXPENDITURE CLASSIFICATION

Original Approved

BudgetRevised Budget

Estimated outturn Variance Variance

£'000 £'000 £'000 £'000 %EMPLOYEE COSTSFull-time Firefighters 22,307 22,307 22,261 -46 -0.2%Auxiliary Firefighters 54 54 54 0 0.0%Firefighter Pension costs 1,485 1,485 1,437 -48 -3.3%Retained Firefighters 2,290 2,290 2,192 -98 -4.5%Control Room Staff 1,521 1,521 1,535 14 0.9%Members Allowances 55 55 55 0 0.0%Support Staff 4,484 4,484 4,459 -25 -0.6%Training Courses 459 459 459 0 0.0%Employee Insurance & other employee costs 448 448 448 0 0.0%

33,103 33,103 32,900 -203 -0.6%PREMISES COSTSRepairs and maintenance 845 845 802 -43 -5.4%Business Rates 673 673 673 0 0.0%Utility Costs 330 330 330 0 0.0%Other Costs 328 328 295 -33 -11.2%

2,176 2,176 2,100 -76 -3.6%TRANSPORT COSTSVehicle maintenance costs 984 984 893 -91 -10.2%Vehicle Insurance costs 169 169 169 0 0.0%Fuel costs 304 304 304 0 0.0%Travel allowances and expenses 337 337 337 0 0.0%

1,794 1,794 1,703 -91 -5.3%SUPPLIES AND SERVICESEquipment and supplies 820 780 751 -29 -3.9%Fees and Services 1,480 1,480 1,548 68 4.4%Communications and computing 2,403 2,569 2,567 -2 -0.1%Expenses and allowances 211 211 196 -15 -7.7%Other supplies and services 471 558 533 -25 -4.7%

5,385 5,598 5,595 -3 -0.1%OTHER COSTSCapital financing costs 1,750 1,877 1,877 0 0.0%Revenue contributions to capital 0 0 0 0 #DIV/0!Retention 524 684 684 0 0.0%

2,274 2,561 2,561 0 0.0%INCOMEGrants and contributions -2,030 -2,034 -2,034 0 0.0%Investment income -86 -186 -186 0 0.0%Other income -206 -205 -205 0 0.0%

-2,322 -2,425 -2,425 0 0.0%TRANSFER TO/FROM RESERVESTransfer from reserves -567 -964 -964 0 0.0%Transfer to reserves 0 0 0 0 #DIV/0!

-567 -964 -964 0 0.0%NET BUDGET 41,843 41,843 41,470 -373 -0.9%

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Appendix 2

AVON FIRE AND RESCUE AUTHORITY2018/19 Revenue Budget - Variances

EXPENDITURE CLASSIFICATIONApproved

BudgetRevised Budget Variance Variance Reason for significant budget variations

£'000 £'000 £'000 %EMPLOYEE COSTSFull-time Firefighters 22,307 22,307 0 0.0%Auxiliary Firefighters 54 54 0 0.6%Firefighter Pension costs 1,485 1,485 0 0.0%Retained Firefighters 2,290 2,290 0 0.0%Control Room Staff 1,521 1,521 0 0.0%Members Allowances 55 55 0 0.1%Support Staff 4,484 4,484 0 0.0%Training Courses 459 459 0 -0.1%Employee Insurance & other employee costs 447 447 0 0.0%

33,103 33,102 0 0.0%PREMISES COSTSRepairs and maintenance 845 845 0 0.0%Business Rates 673 673 0 0.0%Utility Costs 330 330 0 0.0%Other Costs 327 327 0 0.0%

2,175 2,175 0 0.0%TRANSPORT COSTSVehicle maintenance costs 984 984 0 0.0%Vehicle Insurance costs 169 169 0 0.0%Fuel costs 304 304 0 0.0%Travel allowances and expenses 337 337 0 0.0%

1,794 1,794 0 0.0%SUPPLIES AND SERVICESEquipment and supplies 820 780 -40 -4.9% -£40k - reduction in furniture budgetFees and Services 1,480 1,480 0 0.0%Communications and computing 2,403 2,569 166 6.9% -£76k - reduction in telephones budget

+£242k Use of ESMCP reserveExpenses and allowances 211 211 0 0.0%Other supplies and services 471 558 87 18.5% +£53k increase in Community Fire Safety project

+£34 - Use of Community Safety reserve

5,385 5,598 213 4.0%OTHER COSTSCapital financing costs 1,750 1,877 127 7.3% +£64k increased interest on borrowings

+£63k increased debt repaymentRevenue contributions to capital 0 0 0Retention 524 684 160 30.5% £160k - Reserves b\fwd to be allocated to budget

holders2,274 2,561 287 12.6%

INCOMEGrants and contributions -2,030 -2,034 -4 0.2%Investment income -86 -186 -100 116.3% £100k - Increased interest receivable following the

disposal of the HQ site at Temple BackOther income -206 -204 2 -1.0%

-2,322 -2,424 -102 4.4%TRANSFER TO/FROM RESERVESTransfer from reserves -567 -964 -397Transfer to reserves 0 0 0 #DIV/0!

-567 -964 -397NET BUDGET 41,842 41,842 1 0.0%

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Appendix 3 Key Budget Variances

Budget HeadingVariances

£'000 Comment

Fulltime fire-fighters -46 Slightly higher than expected retirements.Retained fire-fighters -98 Under establishment and lower than budget turnoutsSupport staff -25 Higher than anticipated number of leavers with

delays in recruitmentFire-fighter pension costs -48 Lower than budget ill health retirementsPremises costs -76 Savings on cleaning and refuseTransport costs - tyres -22 Lower number of replacement tyresTransport costs - workshop maintenance

-41 Reduced maintnace costs

Transport costs - driving licence verification

-16 Lower than anticipated licence verifications

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Appendix 4

AVON FIRE AND RESCUE AUTHORITY2018/19 Capital budget

EXPENDITURE CLASSIFICATIONRevised Budget Outturn Slippage Total

ProgrammeVariance Year end

£'000 £'000 £'000 £'000 £'000

PREMISESEnvironmental works 93 93 0 93 0Improved Security 68 68 0 68 0Reinvesting for the future programe 500 500 0 500 0General Improvements 605 491 106 597 -8

Total Premises 1,266 1,152 106 1,258 -8

IT programme 100 100 0 100 0Software 100 100 0 100 0Control - Resilience etc 252 252 0 252 0

Total Information and comms systems 452 452 0 452 0

B' Type Appliances 123 120 0 120 -3Appliance - Lease buy out 0 0 0 0 0Other Specialist Appliances 1,828 1,814 0 1,814 -14Other vehicles 84 84 0 84 0Operational equipment 192 192 0 192 0

Total Vehicles and operational equipment 2,227 2,210 0 2,210 -17

UNALLOCATED 278 0 278 278 0

TOTAL CAPITAL 4,223 3,814 384 4,198 -25

Funded from:- - Approved Borrowing 0 0 0 0 0 - Revenue contributions / receipts 4,223 3,814 384 4,198 -25 - Capital grants 0 0 0 0 00TOTAL FUNDING 4,223 3,814 384 4,198 -25

INFORMATION AND COMMUNICATION SYSTEMS

OPERATIONAL VEHICLES AND EQUIPMENT

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Appendix 5AVON FIRE AND RESCUE AUTHORITY

Reserves Analysis

ReserveOpening

Balance 1 April 2018

Transfer Out Transfer In

Closing Balance 31 March 2019

£'000 £'000 £'000 £'000Earmarked Reserves

Pension / Budget Pressure ReserveControl Resilience Reserve 328 -32 0 296

Premises / H&S Reserve critical works 200 0 200Pension Reserve 320 0 320

Legal Fees Reserve 100 0 100Training Reserve 0 0 0

BA Reserve 0 0 0Marketing & Communication Reserve 28 -28 0 0

Uniform & PPE Reserve 25 0 25Community Safety Reserve 34 -34 0 0Capital Programme Reserve 608 0 608

Auxiliary Reserve 75 0 75Medical Intervention 40 0 40Hydrants Reserve 100 0 100

Operational Fitness reserve 70 -35 0 35Document Management System reserve 60 0 60

HQ Relocation Reserve 0 0 0ESCMP Reserve 462 -236 0 226

Procurement Reserve 40 -40 0 0Equality & Inclusivity Reserve 74 -43 0 31

Strategic Development Software Reserve 10 -10 0 0

Mobile Data Terminal Software Update Reserve 6 -6 0 0

Best Value Improvement Reserve 1,500 -500 0 1,000Austerity Reserve 0 0 0

Invest to Save 1,000 0 1,000PFI Equalisation Fund 1,613 0 1,613

Total Earmarked Reserves 6,693 -964 0 5,729Working Balance 1,500 0 0 1,500Total Reserves 8,193 -964 0 7,229

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Appendix 6

AVON FIRE AND RESCUE AUTHORITY

2018/19 Fire Fighters Pension Fund

Budget Outturn Variance £'000 £'000 £'000 Pensions Outgoings Pension payments 13,736 13,634 -102 Commutations 3,125 3,152 27 Transfers to other schemes 0 0 Other 0 0 Total Expenditure 16,861 16,786 -75

Pension Income Employee Contributions -2,220 -2,317 -97 Employer Contributions -2,740 -2,867 -127 In year ill health income -382 -382 0 Transfer in from other schemes -50 -50 0 Government Grant -11,469 -11,170 299 Total Income -16,861 -16,786 75 Net Fund Expenditure 0 0 0

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AVON FIRE AUTHORITY 8

MEETING:

General Purposes Committee

MEETING DATE:

19 July 2018

REPORT OF:

Chief Fire Officer / Chief Executive

SUBJECT:

Disposal of Fleet Assets

1. SUMMARY

This report provides options to Members for the disposal of fleet assets as they approach their end of use date, in accordance with the fleet and appliance replacement programme.

2. RECOMMENDATIONS

The Committee is asked to approve Option 6.

3. BACKGROUND

3.1. Historically, the Fire Authority has utilised a number of ways to dispose of end of life vehicle/assets, such as:

• Public Auction • Private Sale • Charitable donations • Sealed bids • Destroyed or scrapped

3.2. At a national level concerns had been registered about the ownership and use

of redundant firefighting vehicles. Fire Engines are MOT exempt, excise duty exempt and are of minimal value, at the time of the decision fire appliances were selling at auction for £1,000 or less. In addition, if fire appliances are fitted with a pump water tank they can still be equipped with blue lights.

3.3. In the Avon area, appliances have previously been used as stag and hen night units around Bristol, and as mobile entertainment centres with associated poor behaviour. This resulted in complaints and generated a negative view of the Fire Authority, which was considered to have acted irresponsibly in its disposal of redundant goods. At a national level, an

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appliance had been used for serious illegal purposes and, following the Glasgow Airport bombing (where a fire appliance was used) the Home Office suggested that fire redundant appliances should be scrapped. This remains the favoured course of action for a number of Fire Authorities. Similar issues have arisen around fire kit as imposters have worn the kit, to impersonate firefighters and gain access to buildings or homes to commit crimes.

3.4. With regard to vehicle and asset security the National Fire Chiefs Council issued guidance in October 2012 raising awareness of the use of emergency vehicles as a Vehicle-Borne Improvised Explosive Device (VBIED) given their unrestricted access to inner cordons during operational incidents and relative freedom of movement in general. The guidance also references disposal of appliances, stating: • FRSs

o Must concern themselves with the differing ways we deal with vehicle security whilst our vehicles are at Fire Stations, when in operational use, when under maintenance & repair, including outsourced services, and disposal of unwanted assets.

• FRSs

o In addition to their own vehicles FRSs must recognise within their local policies, the security risks involving other emergency service vehicles and vehicles that are operated by other agencies that are, or resemble, emergency service vehicles. These include, but are not limited to, vehicles being sold directly or at auction, the control and management of leased vehicles, vehicle manufacturer’s demonstration vehicles, commercial premises private fire engines, private ambulances, blood transfusion and second-hand emergency service vehicles used for entertainment or charities. Where local knowledge exists regarding the external use of vehicles that resemble FRS assets, local policy should indicate a means of recording this information and ensure it is shared with appropriate authorities (e.g. CTSAs, CT(I)U, Operation Fairway Team)

3.5. The document also provides guidance about the security at the point of

disposal of vehicles and equipment: The most effective method of reducing security risks at the end of an emergency services vehicle’s life is to de-livery the vehicle; remove all equipment; then crush it! However it is recognised this is not feasible on all occasions. For whatever method of disposal is used FRSs must have a fully documented and auditable vehicle and equipment disposal policy and procedures that identify the decision to dispose of the vehicle/item, the method of disposal, the third parties who handle the disposal and (if sold as complete units) the verified name and address of the new owner. During the disposal process all livery, emergency service markings, sirens, beacons, emergency response lighting, radios, communications

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equipment and high security risk equipment should be removed ideally before the vehicle leaves the FRS care, if not by the FRS then by their authorised vehicle disposal company, who have such services written into their contractual agreement. Details of the equipment removed, by whom and the disposal process must be supplied to the owning FRS for archived records. As part of a disposal process at the point of handover, a final thorough check of the vehicle should be carried out by an FRS representative, to minimise the risk of high security risk equipment being left on the vehicle when it leaves the care of the FRS. FRSs should take advantage of licensed and secure disposal services that maximise the recycling of materials and that prevent high security risk items getting into the hands of terrorists and organised crime. With the aim of preventing second life ‘Trojan Vehicle’ use, FRSs should also give consideration to specifying and utilising second or more life-cycle use of key emergency service critical elements such as the vehicle body. This is also likely to have the secondary benefit of reducing whole life vehicle costs.

3.6. Furthermore, a national security guidance note was issued to the National

Interagency Liaison Officers (NILO) network in December 2017, which highlighted the risk of vehicles being used as “Trojan horses”:

“Terrorists are increasingly using a vehicle as a weapon (VAW) attack to kill and injure people. This methodology, promoted in extremist publications, is attractive to them because it is relatively simple to do and the planning is hard to detect. Even with extensive plans to mitigate the use of a vehicle as a weapon attack, there remains a real tendency for officers at closure points to facilitate ‘blue light’ response or allow emergency services vehicles access through closure points without question. Fully liveried and blue-light enabled emergency services vehicles are readily available to purchase through online sites and physical auction sites. The use of ambulances as ‘Trojan horse’ attack vehicles has been seen overseas. This type of attack can be achieved by use of a purchased or stolen emergency services vehicle or by the hijack of such a vehicle either outside of the event area or already within the event area.”

3.7. Taking into consideration the information and national guidance, there is a

risk involved in how appliances and equipment are disposed of when they reach the end of their efficient lives. Previously, the Fire Authority has chosen to support the Gambia Fire Service through a charitable donation of redundant equipment and appliances to GAFSIP who in turn, and at no cost to the Fire Authority, have transferred ownership of the equipment to the Gambian Fire Service.

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3.8. Appendix 1 provides an overview of appliances and vehicles that are available for disposal during the financial year of 2018/19. The appendix also provides a brief statement on its condition and saleability based on a professional judgement and estimation by an auctioneer. The valuation of each asset would depend on normal criteria such as condition and desirability.

3.9. Some vehicles will undoubtedly have a financial value and require minimal work to decommission in preparation for a private sale. They could easily be utilised for alternative uses given the standard style and vehicle design. Utility vehicles, land rover and box vehicles have multifunctional uses outside of the requirements of the Fire and Rescue Service. Maintenance and Running Cost

3.10. Appendix 2 provides a complete breakdown of costs associated with average fuel costs, fuel usage and maintenance costs to keep the vehicles and assets available. The costs of the reserve appliances are in lines F/50/02 – F/54/02 and demonstrate the increased maintenance costs of appliances that are nearing their 15 year life span. Disposal Options Option 1 – Public Auction

3.11. All vehicles would require complete decommissioning following guidelines set out in previous paragraphs. Whilst some assets and vehicles could be multi-functional and utilised as general utility vehicles, the traditional front line appliance has very little versatility in regard to alternative uses. Therefore, there is a risk of the appliance reappearing, following decommissioning, in non-legitimate use such as in a “Trojan horse” attack. A non-legitimate use could also have a detrimental impact on the reputation of the Fire Authority. The Fire Authority would see an advantage of a capital receipt for the sale of any asset minus auction fees. A professional valuation of the assets to be disposed of was obtained through a vehicle auction specialist set out in Appendix 3. The commission fees for each vehicle would be £149 which includes collection and administration. Option 2 – Private Sale

3.12. This option is similar to that in Option 1 however it would be easier for the Fire Authority to maintain an audit trail of the transfer of ownership of an asset as per the guidance issued by NFCC, through a register of sale and keeping records of the purchasers. A non-legitimate use could also have a detrimental impact on the reputation of the Fire Authority. A private sale would secure the advantages of a capital receipt for the goods. However this would be offset by decommissioning costs, the level of which would vary depending on the type of vehicle.

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Option 3 – Charitable donations

3.13 There are a number of initiatives across Europe and the UK to manage redundant fire appliances through charitable means:

• Fire Aid

• Fire Aid International.

3.14 This option reduces the risk to the Fire Authority if donated to a registered charity which continues the use of the asset for legitimate purposes, whilst supporting the mission of a charitable organisation and recycling of assets. There would be benefits in regard to contributing to saving lives and enriching poorer communities, at no cost to the Fire Authority. It may also provide an opportunity for the Fire Authority to work with other organisations and extend its objectives of making communities safer. The social value of such donations to a developing country cannot be underestimated. In the UK the cost of a life to “UK PLC” is estimated at around £1.8m. In nations such as The Gambia this could be the loss of a sole income, family home and increased poverty. Whilst the organisation’s commitment to GAFSIP would be demonstrated through the donation of an asset, the Fire Authority would not receive a capital receipt in return for the asset. This option would not see any financial gain for the Authority. Option 4 – Sealed bids

3.15 This option is already exercised within the Fire Authority for general purpose vehicles such as light goods vehicles and other assets. Through sealed bids, the organisation gains a capital receipt from the sale of an asset and also maintains an audit tail of the transfer of ownership. The Fire Authority does not have control of any on-sales of the vehicle therefore there would be a continuing risk of the vehicle’s involvement in non-legitimate uses. Such a use could also have a detrimental impact on the reputation of the Fire Authority. Sealed bids may provide a greater return for the Fire Authority as the sale prices achieved through a private method of sale are often higher than auction prices. Option 5 – Destroyed or Scrapped

3.16 This is by far the least-risk option and it would remove the opportunity of any on-going use of the asset. Therefore there would be no possibility of miss-use of the asset or damage to the reputation of the Fire Authority. However, there would be a detrimental effect on the Fire Authority’s environmental objectives unless there was assurance that there would be recycling of materials in the scrappage process. There would be limited capital receipt (if any) on this option. Option 6 – Flexible approach

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3.17 This option would allow the Fire Authority to meet a number of outline objectives in regard to efficiency, effectiveness and economy when disposing of assets such as vehicles in Appendix 1.

3.18 A charitable donation of all redundant B type appliances (front line fire engines) would reduce the risk to the Fire Authority of non-legitimate use. The Fire Authority would also maintain its relationship with GAFSIP (and other partners) whilst adding social value and keeping other communities safer. The Fire Authority’s current partnership and association with GAFSIP could be maintained. Regular updates of the value of the donations to communities in The Gambia could be maintained. The Fire Authority would also demonstrate its commitment to social value and supporting developing nations in saving lives, increasing community safety, supporting sustainability and improving the economy.

3.19 Specialist vehicles could be decommissioned and sold at auction given the versatility of use. These vehicles would be more attractive to the open market and with appropriate decommissioning less likely to be utilised for non-legitimate purposes. This method of disposal would provide a capital receipt to the Fire Authority once commission fees have been deducted.

3.20 The ancillary fleet would continue to be offered on a closed-bid basis as per the existing arrangements, thus ensuring a maximum capital receipt to the Fire Authority. Avon Fire & Rescue Service Context

3.21 We have through our charity, The Gambia and Avon Fire Services in Partnership (GAFSIP) shipped vehicles for use in the Gambian Fire Service to support a developing nation.

3.22 The Gambian partnership started in 1984 and was registered as a charity in 2001. The first appliance sent to The Gambia was purchased from the Fire Authority, and the rescue kit was donated by Angus, Angloco and Saxon. Shipping costs were raised at the Bristol Port Company by the tenants and Foam User Group from the petroleum industries.

3.23 The difference between Fire Aid / Fire Aid International and GAFSIP is that GAFSIP is working with one developing nation - one of the poorest in the world - which is of a similar size to the former Avon area. GAFSIP operates with volunteers and local donations and has progressively worked with and developed The Gambia Fire and Rescue Service to ensure sustainability. There are no operating costs or agency fees paid by the Fire Authority and the charity has been supported by various other charitable donations from life-saving and educational organisations.

3.24 There is a long history between this area and The Gambia and the Fire Authority have maintained a positive impact on the people of The Gambia for

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over 25 years, improving their safety, health and education, all totally devoid of politics.

3.25 Much of the fire and rescue kit used in the UK has a termed life, e.g. rescue lines, breathing apparatus, firefighting kit, ladders, all of which should be destroyed by specific dates. Appliances have a shorter spare parts supply line (normal operation 10 to 15 years). In addition, the UK faces tighter controls on diesel engine emissions.

3.26 Greater Manchester Fire & Rescue Service commenced what is now Fire Aid International which was supporting Eastern Europe (initially Florian). The Fire Authority through GAFSIP has supported this work.

3.27 Fire Aid, based in Hampshire, refurbishes appliances, sells, leases and hires them out and some are donated. Fire Aid is a partly commercial organisation. It encourages twinning between UK and overseas services and will manage this for a fee.

3.28 Members, and indeed the communities, of Avon favoured the Gambia project because it was totally voluntary and worked directly with the Fire Service in the receiving country. Money is raised by the charity and utilised for the cost of shipping. Training visits were totally self-funding with no operating or shipping costs incurred by the Fire Authority. Gambian firefighters visiting Avon were funded by The Gambia and many have stayed with Avon firefighters as working relationships have developed.

3.29 The partnership attracted the interest of other Local Authority departments and the NHS. They were inspired by the fact that they are able to see where their donations went and how they were used. No monies went to staff or agencies - it is direct support and non-political.

3.30 The donations also reduce the impact of the environmental effects in the destruction or landfill of those goods - a very credible example of efficient recycling. The Gambia Fire Service is also responsible for water rescue/recovery and, following the sinking of a Senegalese ferry off the mouth of the river Gambia, the shortage of water rescue resources was highlighted.

3.31 In response, a Bristol Rotary club, together with a Paris-based rotary club, sought to obtain rescue boats, outboards and life jackets. This was achieved and Avon trainers delivered the training with support from RNLI, RLSS and Rotary International.

3.32 The Gambian fishing community and the hotel association supported the project. This single project was diverse, even to the extent that a youth life guard association from Barry Island visited The Gambia travelling at its own expense to train beach life guards at hotels.

3.33 At the end of this project GAFSIP received the Paul Harris Fellowship Award from Rotary International. When the Home Office disposed of the remainder

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of emergency appliances i.e. Green Goddesses, it donated them, together with a range of spare parts to GAFSIP and Fire Aid International. In addition, GAFSIP received an unconditional financial donation for shipping as it was understood that GAFSIP did not operate for any fiscal advantage.

3.34 In February 2018, The Gambia was also accepted back into the Commonwealth. The Gambian government stating:

"It is the fervent desire of this Government that our membership to the Commonwealth will usher in an era of socio-economic development to complement the government's ongoing efforts, especially for women and youth."

This clearly demonstrates the aspirations of the Gambian government to a sustainable and equal society as a developing nation, values which are shared by the GAFSIP charity and the Fire Authority. Disposal

3.35 The Fire Authority, through GAFSIP, has donated many assets including old appliances and equipment to support its sustainability and development, directly making a difference to the lives of people in The Gambia.

3.36 Through these donations the Fire Authority has directly supported its key aims in prevention, protection and response to other communities, adding wealth, social value and the creation of jobs and opportunity to many people across The Gambia. Through a partnership approach the added value, equality and societal benefits cannot be underestimated, improving lives and saving lives.

4 CONSIDERATIONS Contribution to Key Policy Priorities

H8 disposal of assets

Financial Implications

Small cost associated with disposal such as decommissioning fees and auction fees. Possibility that cost could be offset by income from the sale of vehicles such as the grey fleet.

Legal Implications

Except for obtaining best value there are no legal implications with the sale of fire service vehicles. Members should note the guidance and caution in relation to the disposal of front line fire appliances.

Equality & Diversity Implications

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Auction sales and closed bids would provide an equal opportunity to all personnel and external buyers. There is no impact on equality and diversity policy.

Corporate Risk Assessment

Cognisance to CR05 – procurement, CR08 financial capacity CR09 Operational Preparedness and Resilience would need to be observed to ensure any identified risks within this paper are mitigated and managed.

Environmental/Sustainability Implications

Disposal through scrappage would require assurance that the Authority’s commitment to reducing CO2 emissions would be met through recycling. Health & Safety Implications

None.

Crime & Disorder Implications

Audit trail of disposal of assets to be kept to reduce possibility of non-legitimate use of assets. Data Protection Implications None.

5 BACKGROUND PAPERS

None

6 APPENDICES 1. Fleet Disposals 2018/19 2. Fleet running costs and maintenance 3. Auctioneer’s valuations and fees

7 REPORT CONTACT

Simon Shilton, Assistant Chief Fire Officer (Service Delivery Support), extension 234.

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Appendix 1

Forthcoming Fleet Disposals 2018

B – Types Fleet Number Approx. Available Date F/42/00 Now F/46/03 June F/50/02 June F/52/02 June All above Appliances are MAN – M2000 Series with Saxon Bodywork. They have already exceeded their initial life cycle of 12 years, with the oldest now being in its 18TH year. They are all showing their age is all aspects, with deterioration especially of bodywork and Lockers. Spare parts are now also beginning to get an issue and will increase as time goes on. Special Appliances F/18/93 March This is a 1993 Mitsubishi Pick-Up used for towing the Hose Trailer T4. The condition is good due to it limited use, and has a market value has proved from pervious sales. I unsure of the availability as the Training is not complete on Pod 5 ( New Hose Layer ) F/23/96 Now (Welfare Unit ) The appliance is based on a 1996 Renault Midliner, which was the Driver Training Appliance before it was converted. The condition is good due to it limited use, but Spares are a big concern at the moment. I am unsure what the market value would be, but I would expect interest from companies which runs events or filming. F/36/03 April (Line Rescue Unit ) The Unit is based on a Land Rover 130 Defender and is in good condition overall, again down to its limited use since 2003. The Body would be of interest to 3rd parties on the open market, especially to LR enthusiasts

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F/73/03 March (Control unit ) The unit is based on a 2003 Mercedes Vario Panel Van. The condition is good, although dated. The decommission of the internal equipment would need to be considered before disposal, but it could be sold with the Generator to attract greater interest. Ancillary Fleet A/12/03 Now This is a 2003 Vauxhall Combi which was retained passed in 10 years life cycle. The condition is average in-line with its 15 years. A/33/03 June This is a Land Rover Defender 90. The condition is good for its 15 years and would appeal to the LR enthusiasts. A/83/07 Now The vehicle is a Transit Van T350, the condition is average in-line with its 11 years. However it still has a market price on the open market. A/88/08 Now The vehicle is a 2008 Vauxhall Combi and has been used as the Dog Van operated by Chris Sutton. The condition is average for its age and has a market value. I am unsure of the current situation if the Service is having another Dog of this type and will require the van. The Van is due its normally replacement, therefore I would suggest that this is disposed of, and replaced with a new Van if required. Trailers T2 April This is a Single Axle Boat Trailer to tow T2B (Rescue Boat at Stn 12) T3 August This is a Single Axle Boat Trailer to tow T3B (Rescue Boat at Stn 15 ) T4 March This is the current Hose Layer ( Ifor Williams ) twin axle trailer. The condition is still good and a market value. Availability is linked to F/18/93.

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Boats T2B April This is a Rib Boat (Valiant DR 4.9m ) with a Mariner 40 HP EFi Outboard The condition is good and will attract interest on the open market This must be sold with T2 T3B August This is a Rib Boat (Valiant DR 4.9m ) with a Mariner 40 HP EFi Outboard The condition is good and will attract interest on the open market This must be sold with T3 T23 March This is a Ifor Williams Twin Axle Trailer (ex Road Skills ) that is not required The condition is fairly good and will attach interest on the open market

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£280

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6.91

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£115

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£230

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£90,

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F/48

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£230

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F/49

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£305

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F/50

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£230

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20£7

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Res

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F/51

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£230

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£146

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25.2

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2,82

7.86

£408

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54£8

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346

24.2

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739.

42£6

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Res

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F/52

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£230

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£79,

437.

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16£3

32,0

21.8

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320

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46£9

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Res

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F/54

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£230

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£119

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Res

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F/55

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£494

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143.

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£9,8

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4£5

58,9

98.8

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6.98

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F/56

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£110

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F/57

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£494

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535.

12£5

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86.0

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3,80

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F/58

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£494

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£86,

492.

53£2

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Page 043

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Page 044

Avon Fire & Rescue Service CVA Rates 2018

Charge Description Car & LCV HGV Trailer Plant – Static

Plant - Driven

Commission £149 £149 £149 10% 5%

Entry Fee INC INC INC INC INC

Service Charge INC INC INC INC INC

On-Line Fee INC INC INC INC INC

Valet INC INC INC INC INC

Brigade Signage/Decal Removal

Small (1-7 SQFT) INC INC INC INC INC

Medium (8 - 10 SQFT) INC INC INC INC INC

Large (11 - 14 SQFT) INC INC INC INC INC

XLarge (15-27 SQFT) INC INC INC INC INC

XXLarge (28 - 40 SQFT) INC INC INC INC INC

Appraisal Cost INC INC INC INC INC

Collection Costs

0 - 25 Miles INC INC INC AT COST AT COST

26 - 50 Miles INC INC INC AT COST AT COST

51 - 75 Miles INC INC INC AT COST AT COST

76 - 100 Miles INC INC INC AT COST AT COST

101 + Miles INC INC INC AT COST AT COST

All vehicles must be roadworthy and have current MOT. Collection and transport of non - runners / non-MOT vehicles will

be charged at cost Charges are subject to vat.

Appendix 3

Page 045