EOI Management Consultancy RM6187

By law ESFRS must produce a balanced budget.

The Service is not alone in facing pressure on its budget primarily from inflation, unfunded pay rises, future funding un-certainties, and the impacts of increasing costs-of-living.Draft savings proposals have been drawn up as part of the annual budget setting pro-cess to address the identified funding gap.

These proposals have been assessed against community risks, such as fire, societal risk and vulnerability, and flooding.Identified savings proposals have been separated into four Tranches of work, Tranche 3 of which proposes a review of the organisation's functional structure, estate and non-pay spending.

It is proposed that the work required to deliver the above Tranche 3 savings target is managed as a single programme.

The review will take due account of the Service's prior and ongoing performance im-provement journey and prior investment and supply chain / sourcing decisions, includ-ing; the IT outsource to Telent and current IT strategy, Fleet and Engineering initiatives via SEESCP and 4F, Finance, Insurance, Pensions and Occ.

Health initiatives with CIFPA, FRIC, WYPS etc., the Estates strategy and previous move of HQ from East-bourne to Lewes in 2016.

It will remain cognisant of the outcomes of our last HMICFRS inspection and incorporate recommendations from the post Covid WoW re-view where appropriate.

Other drivers relevant to this programme of work, many of which will have longer term implications for the Service than the immediate financial drivers are: • Demands placed on the Service have changed over time; • The balance of skills and capabilities required to meet that demand have also changed; • Technology has advanced significantly in recent years and we must leverage the capabilities we now have and continue to develop. •ESFRS need a functional structure appropriate to continue to deliver the current Integrated Risk Management Plan (IRMP) 2020-25 •Post Covid ways or working