


This directorate is headed by Assistant Chief Fire Officer Mark Shaw. It includes the following functions:
Head of Operational Risk Management (ORM) - Phil Shillito
The primary function of ORM is to provide an up to date profile of the risks facing the service and its personnel engaged in emergency response. It also provides the service with the information, processes, systems and working practices with which to combat those risks ensuring they are appropriate, regularly reviewed and reflect any changes in new legislation.
The function also plays a part in the effective enhancement of both corporate governance and risk management, to include the maintenance and development of major plans including SYFR Business Continuity.
ORM has an operational arm. The role of operational assurance is to attend operational incidents within a monitoring and audit capacity. Post incident they analyse performance, statistical data and feedback from emergency response crews. Once collated this information provides the organisation of inadequate personal performance, inadequate organisational performance, arising trends and patterns and the promotion of good practice.
SYFR as an organisation is committed to a positive health and safety culture. ORM provides for the strategic direction of the service via its Health and Safety department. As well as driving forward the H&S agenda within the organisation, the department also provides risk assessment on complex issues and operational procedures, whilst maintaining an overview of the systems in place to ensure the health, safety and welfare of SYFR personnel and visitors to the service.
Head of Policy, Performance and Programmes
The Head of Policy, Performance and Programmes has a responsibility for data management, programmes and projects, performance management, equality and diversity and strategic planning and policy (including the Integrated Risk Management Plan).
In practice this involves:
• Facilitating the decision making and communication of what needs to be done (aims, objectives, priorities and targets – communicated through the Corporate Plan including the Integrated Risk Management Plan)
• Planning to ensure that it happens e.g. improvement, action or Departmental/ District/ Station plans, and project planning)
• Ensuring the risks are assessed and where appropriate mitigated prior to action being taken
• Providing a means of assessing if the implementation of plans has made a difference e.g. performance indicators, service reviews
• Ensuring information reaches the right people at the right time (e.g. performance reporting via Views, ACORN data for targeting Home Safety Checks) so decisions are made and actions taken
• Developing and implementing the Equality and Diversity strategy