United Kingdom Rescue Organisation. Business plan Advancing Professional Rescue

Transcription

1 United Kingdom Rescue Organisation plan 2014 Advancing Professional Rescue

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3 CONTENTS 01 Foreword 02 Our mission statement 03 Our vision 04 Our strategic objectives 05 Our Strategic objective overview 05 Strategic objective 1 Rescue challenges 06 Strategic objective 2 Standard setting 06 Strategic objective 3 Education & development 07 Strategic objective 4 Advice & guidance 07 Strategic objective 5 Finance & governance 08 Delivering against our objectives 08 Performance management 08 Financial reporting 08 Risk management

4 FOREWORD Steve Apter Chair United Kingdom Rescue Organisation I am delighted to introduce the United Kingdom Rescue Organisation s (UKRO) business plan for 2014 to. As a fast moving, dynamic organisation, UKRO is dedicated to advancing professional rescue to its pinnacle. Currently focusing on five rescue areas including vehicle extrication; trauma management; line rescue; urban search and rescue (USAR) and water rescue, UKRO s aim is to develop, enhance and promote the rescue capabilities of firefighters to ultimately reduce unintentional injuries and deaths that can result from these types of incidents. As a member of the World Rescue Organisation (WRO), UKRO is also able to influence the rescue agenda at an international level by sharing the experiences, knowledge and expertise of technical rescue that has been developed within the UK with international colleagues. In addition to this, UKRO s successful International Programme (IDP) has allowed the organisation to forge close links and develop strong relationships with countries around the world enabling it to help and assist these countries to develop and improve their own rescue capabilities. As a result of this extensive international work, UKRO is now working alongside the World Health Organisation (WHO) and the European based Global Road Safety Partnership where it provides advice and guidance to various aspects of technical rescue. The next three years promise to be an exciting time for UKRO. A new governance structure has been established that will ensure the organisation can continue to focus its efforts on achieving its objectives whilst at the same time seek new opportunities and build upon the excellent work it has done up to this point. The financial climate cannot be overlooked though, particularly as UKRO exists through the efforts of volunteers and the support of UK fire and rescue services and of course our sponsors from the rescue industry. That is why it is vital the organisation works towards creating a viable and sustainable financial future so that it can continue its valuable contribution to improving rescue standards. The hard work and commitment of all those involved with UKRO cannot be underestimated, particularly when this is on a voluntary basis and so I am incredibly proud to lead such a special organisation. 01

5 OUR MISSION STATEMENT To advance professional rescue 02

6 OUR VISION UKRO has been in existence in one form or another since 1989 to address the growing diversity of complex, technical rescues that emergency services in the UK are required to undertake. 03 Twenty five years on and the organisation continues to be at the forefront of development and innovation in the field of technical rescue to ensure that firefighters within the UK are able to adapt and respond to existing and emerging risks. During this time, UKRO has acquired a wealth of knowledge and expertise with regards to technical rescue and it is the organisation s aim to use this information to help inform, drive and develop rescue standards within the UK and to contribute to and influence the National Operational Guidance Programme. A long standing feature of the UKRO is the Rescue Challenge which provides for a safe and controlled environment in which firefighters can trial innovative techniques and procedures and test new equipment that could ultimately be used at real incidents. UKRO is committed to developing the challenge and to increase its profile across the UK and encourage more fire and rescue services (FRS) to enter teams. UKRO also works closely with countries around the world through its IDP programme where it is able to share knowledge and best practice and provide educational support within countries where technical rescue is still a relatively new concept. UKRO is committed to this programme for the next three years and will actively seek opportunities to build relationships in new countries. A range of strategic objectives have been established that underpin UKRO s vision and provide the necessary framework that will enable its realisation. These objectives are outlined in the following pages and the specific actions that we plan to deliver are also detailed. As with any organisational business plan it is important to understand the context in which the plan is set. The key contextual points to note regarding professional rescue in the UK for the period of this plan are: The continued remit by statute of the fire and rescue service to be the main provider of rescue capability, working alongside other emergency services and specialist rescue capabilities within the agenda for increased efficiency and interoperability. The financial constraints in which the public fire and rescue service operates, and the change agenda around governance and organisational structures that is ongoing and has the potential to radically change the organisation of rescue services over the period of this plan. The blend of capabilities within the fire service and other specialist providers, and how these capabilities can best be arranged to meet the emerging threats and hazards that the UK faces, on a daily basis and as part of national capabilities in line with the national risk assessment and planning assumptions. The changing environment in which practitioners are able to acquire, develop and maintain their skills and knowledge. In particular the ever increasing need for a broader technical understanding of the subject matter, combined with opportunities to develop and practice new and innovative rescue ideas and techniques. An industry of suppliers to the rescue services who more than ever need to ensure that their product development and research programmes are informed not just by anecdotal evidence, but moreover by a well defined improvement agenda that clearly identifies where focus and investment is needed to provide for the future. With these broad contextual points in mind, it is logical that the strategic objectives take account not only of the aspirations of the organisation itself, but also how it can support, drive and where necessary influence the outcomes of these contextual challenges. The UKRO vision is therefore to support the advancement of professional rescue through a range of activities and products, all of which serve the needs of the rescue community in its widest sense, from service providers, suppliers, researchers and training organisations. These activities and products are captured in the strategic aims and action plan.

7 OUR STRATEGIC OBJECTIVES STRATEGIC OBJECTIVE 1 RESCUE CHALLENGES To ensure national FRS participation in, and support of, regional and national challenges. STRATEGIC OBJECTIVE 2 STANDARD SETTING To contribute to and influence the setting of rescue standards and guidance within the UK. STRATEGIC OBJECTIVE 3 EDUCATION & DEVELOPMENT To develop and improve technical rescue knowledge, understanding and capability. STRATEGIC OBJECTIVE 4 ADVICE & GUIDANCE To provide independent advice, guidance and support to rescue services and the wider industry on technical rescue matters. STRATEGIC OBJECTIVE 5 FINANCE & GOVERNANCE To embed a resilient governance structure and a sustainable financial platform. 04

8 STRATEGIC OBJECTIVE OVERVIEW STRATEGIC OBJECTIVE 1 RESCUE CHALLENGES To ensure national FRS participation in, and support of, regional and national challenges. 05 No. Objective Owner By 1.1 For each FRS to enter at least one technical rescue team at the national challenge. 1.2 To further establish standards and consistency at all regional challenges. Vice Chair Delivery 1.3 Develop relationships with key partners to support the delivery of the challenges. Chair 1.4 Embed the five rescue disciplines under the UKRO umbrella. Vice Chair Delivery 1.5 Explore the feasibility of a rescue from fire challenge under the UKRO umbrella. Chair 1.6 Review the MOU for the national challenge. Vice Chair Support

9 STRATEGIC OBJECTIVE 2 STANDARD SETTING To contribute to and influence the setting of rescue standards and guidance within the UK. STRATEGIC OBJECTIVE 3 EDUCATION & DEVELOPMENT To develop and improve technical rescue knowledge, understanding and capability. No. Objective Owner By No. Objective Owner By 2.1 To contribute to the revised National Operational Guidance Programme. 2.2 To work with health partners to establish the optimum patient care methodologies and techniques in line with medical expert opinion. 2.3 To work with standard setting bodies to inform thinking on safety features in the mechanical and built environments. 2.4 To develop best practice standards for rescue operations. Chair Further embed Extrication and Trauma educational workshops at the National challenge. 3.2 Develop the expansion of workshops across all rescue disciplines. 3.3 Develop a partnership with training providers to ensure UKRO involvement in training design and delivery. 3.4 To provide personal development opportunities to UKRO & UK FRS personnel through the delivery of UKRO IDP activities. Vice Chair Delivery Education Education IDP 2.5 To form strategic alliances with other professional bodies with an interest in rescue. 3.5 To ensure the assessing process is of the same quality across all disciplines and to develop our staff to ensure that that any implemented system is maintained and complied with. Head Assessor 3.6 Develop a means of accrediting training design and delivery for providers Education 06

10 STRATEGIC OBJECTIVE OVERVIEW STRATEGIC OBJECTIVE 4 ADVICE & GUIDANCE To provide independent advice, guidance and support to rescue services and the wider industry on technical rescue matters. STRATEGIC OBJECTIVE 5 FINANCE & GOVERNANCE To embed a resilient governance structure and a sustainable financial platform. No. Objective Owner By No. Objective Owner By 4.1 Conduct a rebrand of UKRO. Marketing of risk management processes. Treasurer 4.2 Raise the profile of UKRO and its vision, mission and strategic objectives. 4.3 Develop and make available best practice guidance. Chair Vice Chair Delivery 5.2 Produce a medium term financial plan. 5.3 Monitor and review governance structure. 5.4 Establish business planning process. Treasurer Secretary and Legal Advisor Vice Chair Support 4.4 Develop stakeholder mapping. 4.5 Produce a range of supporting technical rescue materials for stakeholders. Education 5.5 Establish a range of project management tools under the UKRO IDP. 5.6 Publish a marketing strategy. IDP Marketing 4.6 UKRO IDP will contribute to the United Nations Decade of action (5th Pillar) by enhancing/establishing road rescue capability within regions and countries around the world. IDP Engage in peer review processes to assure governance. 4.7 Deliver an annual report. 4.8 Deliver an annual industry information event. Marketing 07

11 DELIVERING AGAINST OUR OBJECTIVES In order to deliver against the strategic objectives we have identified key deliverables and allocated these to specific members of the UKRO management and challenge committees. The key positions identified together with their respective post holders at the date of publication are: Chair Steve Apter Vice Chair Delivery Martyn Ward Vice Chair Support Iain McCusker Secretary & Legal Advisor Guy Goodman Treasurer Neil Timms Head Assessor Kevin Lennon Clinical Advisor Dr Neil Thomson IDP Cameron Black Education Andy Fyfe Marketing Mary Maggs Steve Hamm Support Simon Davis Each of these key postholders has a responsibility to produce and manage an action plan in support of the strategic objectives allocated to them. The reporting of progress against the action plan is through the management committee to the Chair on a quarterly basis. Performance management The Chair has ultimate responsibility for ensuring that performance against objectives is being achieved to the required level. While there are no formalised performance indicators set, the attainment of key milestones and the ability to demonstrate suitable effort and progress will be fundamental to the performance management regime. The Chair will consider the quarterly reporting outcomes from the action plan leads and also conduct one to one performance reviews to ensure that satisfactory progress is being made and identify and problem areas or opportunities for additional support if necessary. Financial reporting In addition to the quarterly reporting of progress against action plans, the Treasurer will provide accounts for each quarterly management committee meeting. The Chair and the Treasurer will maintain ongoing dialogue outside of the committee structures to ensure appropriate oversight and diligence over financial matters. Risk management The Treasurer has responsibility for risk management and this is to be reported to the management committee. A risk register for key identified business risks will be maintained and reviewed as appropriate. All members of the management committee will have the opportunity to contribute to a horizon scanning process on an annual basis to ensure that the register is suitable and sufficient. 08

12 CONTACT T: +44 (0) W: ukro.org