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The Impact of the Spending Review

This article explores the impact of the spending review on the Fire Authority, focusing on political leadership and engagement. It also examines the current control over our destiny and identifies opportunities in the Home Office move, changing shape of local government, collaboration, partnership working, and audit arrangements for Fire and Rescue Services. The article highlights strengths of reducing demand, embedded elected members, local community coverage, and proven collaboration. It also discusses weaknesses in financial proof of benefit, transparency in peer review, communications with potential partners, and grant applications. The article suggests actions such as evidence-based savings, engaging with the Home Office, leveraging political understanding, improving audit arrangements, and addressing challenges related to health and wellbeing board membership, joint commissioning and total estate planning boards, value of collaboration, and the real Integrated Risk Management Plan (IRMP). It also raises questions about planning infrastructure involvement, business rate priority for local authorities, sustainability of Fire and Rescue Services, and the combination of saving and collaboration.

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The Impact of the Spending Review

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  1. The Impact of the Spending Review • The Role of the Fire Authority – political leadership and engagement • Are we currently in control of our destiny?

  2. Opportunities • Home Office move – review of spending, review of IRMPs • Changing Shape of Local Government • Collaboration • Partnership working • Audit arrangements for FRSs

  3. Our Strengths • Proven record of reducing demand • Elected Members embedded in other local authority demand led services • Reach – local community coverage • Case Studies – proven collaboration and partner working

  4. Weaknesses? • Financial proof of benefit to others – outcome based accounting, lack of? • Audit – Peer Review lacks transparency? • Communications with potential partners? • Grant applications – are we spotting opportunities outside of traditional DCLG led? Use of trusted partner role? • Fire Commission – too focused on operational FRS?

  5. Action • Evidence work as a saving to the public purse in other areas of service • New engagement group with Home Office • Devolution Ask – what is your Ask as part of the Devo Deals • Use political understanding of public services across the agenda • Audit arrangements – visibility & transparency

  6. Challenge • Who is a member of Health and Wellbeing Board? • - Joint Commissioning Board? – Total Estate Planning Board? • Collaboration – value – is it justifying budget or creating new financial opportunities? • Case Studies & good practice – Across the Life Course? Outcomes proven? • How many other sources of grant have been secured? (Dorset CC budget of £270m but lever in an extra £99m through grant from other sources) • The Real IRMP – when was it really last reviewed? Does it reflect other services’ priority agendas?

  7. Challenge • Planning infrastructure – involvement? • LEP – business rate – priority for Las • Number of FRSs – sustainable? Combination in the true sense of the word DOES save and is not instead of collaboration of partner working

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