To consider any apologies for absence.

Apologies were received from Councillor Dave Hanratty.

To consider declarations of interest in relation to any items on the agenda.

There were no declarations of interest for this meeting.

To consider the minutes of the last meeting held on 20^th March 2025.

RESOLVED that the minutes of the last meeting held on 20th March 2025 were agreed as an accurate record.

To consider the Corporate Risk Register 2024-25 Oct to March Update (CFO/05/2526).

Chief Fire Officer Nick Searle introduced the report, providing Members with an overview of the current risks contained within the Corporate Risk Register and highlighted key updates for the reporting period from October 2024 to March 2025.

The Chief Fire Officer noted that it was good practice to undertake regular reviews of both internal and external risks, to support the effective delivery of services by the Merseyside Fire and Rescue Authority (MFRA).

The Chief Fire Officer advised Members that any risks had continued to be raised and owned by relevant Members of the SLT (Strategic Leadership Team). Updates of the relevant risks are included within the Risk Register and a review of the severity and likelihood of each risk undertaken as part of the update.

As part of ongoing improvements to the Authority’s risk management process, Members noted that Officers had now commenced work on the revised format for the Corporate Risk Register. This included the development of a new framework for capturing and reporting risk from a departmental level up to a strategic level. It was also highlighted that workshops had been held with departments across the organisation to understand and obtain the risk information to support this necessary information to support this new approach.

Councillor Bell enquired as to the reference to potentially stopping the performance of specific activities should budget or financial risks mean there’s insufficient support to maintain services as referred to on page 23, Risk 1.5. Councillor Bell queried which specific activities this related to.

The Chair invited Deb Appleton, Director of Strategy and Performance, to respond and she clarified that there was no definitive list of activities the Service would automatically cease delivering. The reference in the Risk Register was theoretical and should the Authority find itself in a financial situation in which activities may need to cease in order to balance the budget, each activity and the service it provides to the community would be reviewed including the implications of no longer providing those services prior to any decision being made.

Councillor Bell also queried reference to the section 13 and 16 arrangements in respect of resilience arrangements as contained on page 61 of the report.

Chief Fire Officer Nick Searle explained that this was a statutory duty under Sections 13 and16 of the Fire and Rescue Services Act 2004, and related to cross-border support for operational response . It was noted that these arrangements were regularly monitored by the Operational Planning department to ensure they remain effective and resilient.

RESOLVED that the Corporate Risk Register update for 2024/25 which incorporates the status of those risks to March 2025 be approved.

To consider the Service Delivery Plan 2024-25 End of Year Update (CFO/06/2526).

Chief Fire Officer, Nick Searle introduced the report, advising Members of the performance of Merseyside Fire and Rescue Service against the objectives and target outcomes as set out in the Service Delivery Plan 2024/25 for the period of January to March 25.

The Chief Fire Officer drew Members attention to the CRMP 2024–27 updates, HMI action points, and progress detailed on pages 89–112 of the report.

Members noted that pages 114 highlighted the high volume of calls received by Fire Control, with 90% answered within the 10-second benchmark.

It was highlighted that page 118 noted responses to accidental dwelling fires involving seven fatalities. Members were reassured these were thoroughly investigated, with findings used to inform prevention targeting and response strategies going forward.

Members attention was drawn to page 124, with sickness levels noted that while low compared nationally, remained above the Authority’s internal 4% target. It was advised that SLT was reviewing sickness levels through a dedicated piece of work to improve monitoring and management practices.

In relation to sickness data, Councillor McManus requested clarification to better understand the breakdown of categories, if they combined all absences or if was possible to separate out those on long-term or injury-related leave from those off sick due to other reasons.

The Chief Fire Officer confirmed that sickness data was thoroughly broken down within the Health, Safety, and Welfare reports. It was highlighted that absence types were categorised and monitored in detail by the Health and Safety Department and the Occupational Health team. Members were assured that the information was scrutinised closely.

Councillor Bell observed an increase in incidents during the bonfire period as notable on page 115, She queried whether this increase was influencing how the Service was preparing for the upcoming bonfire period. Whilst acknowledging the excellent work already done in collaboration with Community Safety Partnerships (CSPs), local authorities, and Merseyside Police, she queried whether any changes or new approaches were being considered this year in response to the trends.

The Chief Fire Officer explained that planning for the bonfire period on behalf of the Service was led by the Prevention Department, as part of the multi-agency response Operation Banger and work closely alongside Merseyside Police.

Members were advised that planning for this year’s activity had already begun, recognising the level of preparation required. Members were advised that the approach was reviewed annually based on lessons learned from the previous year and that targeted discussions were already underway with local authorities and Merseyside Police to address these challenges and adapt the strategy accordingly for this year.

Councillor Bell expressed appreciation for the excellent work detailed in the Prevention Functional Plan Action Tracker, particularly on page 147, highlighting the efforts of the Street Intervention Teams and Anti-Social Behaviour. She noted the positive progress on actions, including training in substance misuse awareness and the provision of bleed control kits. Councillor Bell then asked whether the Service has considered carrying Naloxone, given the possibility of being first on scene to incidents involving drug overdoses.  ...  view the full minutes text for item 5.

To consider the High Potential Programme Report (CFO/07/2526).

Chief Fire Officer, Nick Searle introduced the report highlighting the Authority’s progress and the positive outcomes of the pilot. Members were advised that the review of the pilot showed that of the 160 participants, one-third were highly active, one-third partially engaged, and one-third did not participate. It was highlighted that 42 individuals involved whom participated in the programme had since secured promotions.

Following the pilot, Members noted that a comprehensive review was conducted by the Organisational Development and Change Adviser, who joined the service in September 2024.  Members were advised that key findings from this evaluation were presented to the People Board in December 2024 and as a result, several changes to the programme had been agreed by Strategic Leadership Team (SLT), detailed in paragraphs 8 to 13 of the report. The Chief Fire Officer noted that a new policy (High Potential Programme Policy) had also been developed and was on page 313 of the report.

Councillor Bell praised the programme as fantastic work and highlighted the participation of 148 staff, including 48% women and 9% BAME and requested that future reports include these figures as a percentage of the total workforce to better assess representation and identify areas for improvement.

Councillor Byrom expressed support for developing internal talent, He emphasised the importance of recognising and investing in staff who bring elevated levels of education and potential. He praised the programme for preparing future leaders and highlighted recent appointments in Merseyside as evidence of its success, calling it a worthwhile investment in people.

The Chief Fire Officer highlighted the positive impact of recent recruitment, noting that new talent was reflecting an increase in diversity within management also. It was noted that recent Group and Station Manager processes had shown encouraging signs of greater diversity, with the goal of a fully diverse senior leadership team in the future.

The Chair, Councillor Roberts referred to paragraph 5 and noted that 160 individuals were identified as part of the High Potential Programme. It was queried that despite these individuals being selected for their motivation or potential, only around a third were fully participating, with another third showing limited engagement and Councillor Roberts requested further clarity on engagement.

The Chief Fire Officer acknowledged that the High Potential Programme may not have been effectively launched initially and that participants were often nominated by managers without consulting the individuals, which may have affected engagement. He noted that moving forward, the process would be more deliberate, with clearer expectations and justification for inclusion. It was highlighted that participants going forward must take personal responsibility for engaging and making the most of it.

The Chair observed that about a third of the 160 participants (approx 50 to 60 individuals) were very active in the programme. He highlighted the 42 participants that were promoted and queried how many of those promotions came specifically from the highly engaged cohort. The Chief Fire Officer advised that the figures could be provided to Councillor Roberts, through a request to the relevant  ...  view the full minutes text for item 6.

To consider the 2024/25 Revenue & Capital Outturn Report (DFP/08/2526).

Director of Finance and Procurement, Mike Rea introduced the report noting that Members had received quarterly updates on the Authority’s financial performance, with the last report covering up to December 2024.

Members were advised that the report provided the Authority’s year-end financial position update for 2024-25, including revenue, capital, and reserve budget adjustments.

It was noted that movement in Quarter 4 was summarised in paragraph 10 on page 338 and two drawdowns from reserves were made: one for retrospective holiday payments of £150,000, relating to the 2023/24 period, which exhausted the reserve. The second drawdown, from the Energy Reserve, amounted to £172,000 and was used in the capital programme to fund the planned LED lighting upgrade at Service Headquarters and the Joint Control Centre.

With regards to inflation a further £157,000 was drawn from the inflation provision to meet increased non-operational staff costs, including pay, pensions, administrative expenses, and ICT provider charges. Additionally, Members were advised that salary costs capitalised in relation to smoke alarm installation reduced the salary budget and increased the capital budget by £84,000. It was highlighted that other adjustments within the quarter were largely self-balancing.

Members attention was drawn to the table on page 339, which confirmed that the Authority’s final budget aligned with the original approved figure of £74.191 million. The revenue outturn position, summarised at the top of page 340, displayed a year-end underspend of £3.936 million, including £333,000 of reserve requested by budget managers for projects commenced in 2024/25 but not completed until 2025/26. It was highlighted that this left an available 2024/25 underspend of £3.6 million.

Members noted that the Authority’s strategy remained focused on using in-year savings to strengthen reserves, which could serve to mitigate future financial risks, support infrastructure investment, or manage cost pressures. It was proposed that the £3.6 million underspend be allocated: £200,000 to increase the General Revenue Reserve, £2 million to create a new Carbon Net Zero Reserve, and £1.4 million to increase the Capital Investment Reserve. Members were assured that after accounting for the reserve requests, the overall revenue outturn was in line with budget.

Attention was drawn to paragraphs 14 to 24 which highlighted the capital position for 2024/25. Mike Rea noted that during Quarter 4, the capital programme budget increased by £3.456 million.

Members noted that the capital outturn, which was summarised in the table at the top of page 344 actual capital spend for the year was £14.294 million below budget. Of this, it was discussed that £13.899 million had been rephased into future years, with £395,000 identified as a saving on various 2024/25 schemes.

Mike Rea drew Members attention to paragraphs 21 to 29 which outlined the available reserves and movements in Quarter 4, along with proposed year-end adjustments. Members were advised that before reserve adjustments, reserves decreased by £322,000 in the final quarter to £9.833 million. Mike Rea highlighted that £333,000 of year-end reserves had been requested to fund spend now expected in 2025/26 or beyond.

Mike Rea advised that paragraph  ...  view the full minutes text for item 7.