Where we are now
• In partnership with Essex Police we have commenced the review of the available options regarding a joint, collaborative fleet workshop. We will then design the requirements and specification to move to a Full Business Case tender and award which will help inform the delivery roadmap. • Initial work has commenced on assessing options for a new training centre which will include all aspects of training delivery. We will equally explore opportunities of working with Essex Police around their training requirements. • The service has developed a robust annual condition survey process that has taken place across all of our building assets and we have published a performance report which will guide and shape out asset protection programme and capital requirements. This will also guide our backlog maintenance programme. All assets are assessed against core legislative standards. • There are currently a number of asset improvement works that are already underway, which include the provision of new Breathing Apparatus (BA) facilities, new training room facilities, new working at heights rig and a rebuild/modernisation of an on-call fire station in Shoeburyness. • ECFRS is constantly look forwards and horizon scanning to ensure that asset replacements are well planned and meet our strategic objectives in line with our IRMP and Strategic Assessment of Risk (SOAR). We will be at the forefront of meeting demographic changes that lead to the requirement for new developments and infrastructure changes, in a way that allows us to ensure we are making the public safer. • It is essential when managing a number of assets that require detailed information regarding their physical condition, occupancy, functional suitability, quality, environmental impacts etc that we use the latest technology to assist us. Currently all of our asset data is maintained through asset management software. This has proved to be very effective when applying maintenance schedules. We are now exploring location mapping which can be integrated with other key systems. • The Estates Strategy is strongly aligned to our Joint Environmental Strategy with Essex Police, as we recognise the need to be taking action now and into the future to reduce our carbon footprint to net zero. Key environmental performance indicators have been developed to ensure that we can monitor the impact of our actions and we are in collaboration with Essex Police to further explore how we can achieve this together. • With the recent and prolonged period of change brought about by the COVID-19 pandemic, it has enabled ECFRS to review how we work. It is evident that there is the ability to work differently and scope to further improve how we can create a more agile and flexible environment for our people. We have established a New Ways of Working (NWOW) Board that is regularly assessing and looking at new ideas as to how we utilise our work spaces more effectively and the outputs of this will be built into future planning of changes to our workspaces. Work has already commenced, to look at workspace re-design and this is being achieved with essential engagement from a broad range of stakeholders.
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