WYFRA COMMUNITY 19 JULY 2013 ITEM NO SAFETY COMMITTEE 5
REPORT OF: DIRECTOR OF SERVICE DELIVERY
PURPOSE OF REPORT: To inform Members of the results of a programme of during performance inspections which were carried out on the nights of 7 & 8 June 2013.
RECOMMENDATION: That Members note the contents of this report.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: NONE
ACCESS CONTACT OFFICER: CHRIS KEMP – FIRE PROTECTION MANAGER
BACKGROUND PAPERS OPEN TO INSPECTION:
ANNEXES: 1. Inspection Form
SUMMARY
Following the tragic events that occurred at the Kiss nightclub in Sao Paulo, Brazil on 27 January 2013 where 241 people died, a review of similar establishments within West Yorkshire identified that there are approximately 100 premises that potentially pose a higher risk due to large numbers of occupants. On the nights of 7 & 8 June 2013 Fire Protection carried out a series of inspections at these premises, this paper provides a breakdown of the results of those inspections.
1 BACKGROUND
1.1 On 27 January 2013, 241 people died in a fire at the Kiss nightclub in Sao Paulo, Brazil. The fire started in the early hours of the morning when a band member playing on stage ignited a pyrotechnic article which caused acoustic foam to ignite. The pyrotechnic did not form part of the planned stage activities, however its unscheduled use, together with only one exit from the premises proved a catastrophic combination.
1.2 The Kiss nightclub fire was the latest in a long line of fires in nightclubs, since 2000 there have been 10 significant fires worldwide which have resulted in the death of 1155 people.
1.3 Within West Yorkshire, Operational Station Commanders carry out During Performance Inspections (DPI’s) at a range of premises including nightclubs. These inspections are generally carried out prior to 23:00 hours and therefore do not capture premises when they are likely to be at their busiest.
2 INFORMATION
2.1 In order to obtain a true picture of the risk posed by nightclubs within West Yorkshire, teams carried out specific themed inspections over two consecutive nights. The purpose of carrying out the inspections over consecutive nights was to achieve a true reflection and better understanding of the management systems in place for basic fire protection measures.
2.2 The inspections took place between the hours of 23:00 – 02:00 on Friday 7 June and Saturday 8 June 2013. In order to safeguard our employees, inspections were conducted by teams of two, these teams were made up of the following personnel:
1 x Fire Protection Inspector 1 x Operational Personnel
2.3 Based on availability of personnel there were 17 teams on the Friday night and 15 on the Saturday. Each team were assigned 3 inspections per evening giving a total of 96 inspections.
2.4 Whilst the focus of inspections was on nightclubs, local intelligence indicated that specific premises not falling within that category should also be included within the scope of the exercise. A tasking group produced a list of premises that formed the basis of the inspections, however to ensure that the list was current, up to date and with no omissions, it was circulated to the following groups for comment:
• Fire Protection personnel • Local Licensing Authorities • West Yorkshire Police.
2.5 Once the ‘List ‘ was finalised it was sent to Local Licensing Authorities and West Yorkshire Police again to provide local intelligence on any premises which may pose a significant risk to WYFRS employees. Following this one nightclub was identified as having the potential for creating an increased risk to employees and was removed from the list. A joint inspection with other agencies is currently being arranged.
2.6 To ensure that the inspections remained within the scope of the exercise, a tasking group created a new inspection form. The form focused the inspection towards key protection issues and is attached to this report as Annex 1.
2.7 The purpose of the inspection was primarily to ensure that the premises were safe in the event of a fire. If dangerous conditions were found, it would be unlikely that a prohibition notice would be served, although not impossible. In this case Inspectors were given set procedures to follow by contacting a Fire Protection Manager located in mobilising and then gathering evidence through the utilisation of cameras and note books.
2.8 Where deficiencies were identified and interim measures deemed not necessary, the inspectors annotated the form accordingly and a follow up “full audit” was instigated by Fire Protection post event.
3 INSPECTION OUTCOMES
3.1 Over the weekend, 7 premises were identified as posing a serious risk to individuals and interim measures were introduced at 6 of these to alleviate the concerns identified. A Prohibition Notice was served on the remaining nightclub however due to the co-operation of the Responsible Person who had a new automatic fire alarm system installed on Saturday 8 June, the notice was lifted prior to the club opening for that evenings trade.
3.2 In total 101 premises received a visit however due to the current economic climate 16 of those were found to be closed upon inspection.
3.3 85 actual inspections were carried out and a breakdown of these by district can be found in Table 1. Of the 85 inspections 41 (48%) were deemed to require a follow audit up by a specialist Fire Protection Inspector.
3.4 Fire Protection have reviewed the follow up inspections and as a result an additional Prohibition Notice has been served, two Enforcement Notices and one Action Plan.
Table 1
District No of Premises Actual Immediate Follow up Follow up Visits Closed Inspections Action Taken Audit Action Required Taken
Bradford 17 5 12 Prohibition 8 Prohibition Notice x 1 Notice x 1
Interim Enforcement Measures x 3 Notice x 1
Kirklees 11 2 9 Interim 4 Enforcement Measures x 2 Notice x 1
Calderdale 11 2 10 0 3
Leeds 42 8 34 0 17 Action Plan x 1
Wakefield 20 0 20 Interim 9 Measures x 1
TOTAL 101 16 85 7 41
4 FINANCIAL IMPLICATIONS
4.1 These inspections were carried out outside normal working hours and consequently resulted in the payments of overtime. It is estimated that the total cost will be in the region of £10,000 which can be met from within the existing overtime budgets.
5 EQUALITY AND DIVERSITY IMPLICATIONS
5.1 All premises selected for inspection were been done so based on the risk profile for the type of premises in question, this was based on a significant amount of high profile fires within this type of building over the last decade.
5.2 As the inspections relied on the presence of a FP Inspector outside their standard working pattern, their availability and personal circumstances were considered prior to the exercise. Following a meeting with all authorised inspectors a list of availability was created which allowed inspectors to state whether they would or would not be able to work overtime or if they were available both days or just one. Once all inspectors had provided their availability the dates for inspection were selected based on the dates which most personnel were available.
6 HEALTH AND SAFETY IMPLICATIONS
6.1 Prior to this exercise WYFRS did not have a specific risk assessment that covers the inspection of such premises during the times indicated. Therefore an inspection procedure and full risk assessment was produced which utilised and took account the risk assessments of partner agencies such as Local Licensing Authorities who regularly carry out DPI’s. The risk assessment will included:
• Inspection at standard “generic” premises. • Inspection/procedures at non-standard premises (those identified as posing a specific risk). • Procedures for booking teams in & out of premises and monitoring their location • Actions to take should a team not book out. • Dangerous conditions. • Emergency procedures. • Emergency contacts. • Understanding the risks of large overcrowded premise • Understanding of risks involved with intoxicated individuals. • Transport arrangements. • Equipment requirements.
7 SERVICE PLAN LINKS
7.1 The delivery of this nightclub exercise theme has complemented the risk based inspection programme for 2013. It will ensure that as a Fire and Rescue Authority, our statutory fire protection duties are discharged efficiently and effectively thus reducing the incidence of fire and the effects of fire should it occur.
8 CONCLUSIONS
8.1 Fire Protection can make arrangements to audit premises during standard office hours, however this does not give us a true picture of the actual management of the premises whilst in use and possibly at its busiest. These themed inspections have allowed us to gather valuable data which will assist in reviewing the current programme of During Performance Inspections.
8.2 As a result of these inspections a full review of the DPI process will be carried out incorporating:
• Full review of premises included within DPI programme • Additional training for FDS officers • Possible utilisation of Specialist Fire Protection Inspectors • Frequency of inspections
ANNEX 1
Fire Protection During Performance Inspection Form Section 1 - This section of the form should be completed prior to inspection Inspecting Officer: Service Number: Inspecting Officer: Service Number:
File Number FSEC Code WY Code Is the FSEC and WY Code Yes No Correct? Confirm PRD and file (if available) have been reviewed prior to inspection: Current Address Details
UPRN Easting Northing Additional comments to note from PRD / File prior to inspection:
Section 2 – This section should be completed whilst carrying out the inspection Date of Time of Inspection Inspection Responsible Person Details Name Position Tel. Number Email Person Providing Information Name Position Tel. Number Email
Yes No Is the maximum occupancy and actual occupancy known by door staff? Is the responsible person aware of the contents of the fire risk assessment? Is there an emergency plan/fire action procedure? Are employees familiar with the plan and trained in its use? Do supervisors have communication with each other? Does the fire alarm appear to be working correctly and routinely tested? Is alarm system linked to the music system and does the music cut off on actuation of the fire alarm? Are sources of heating fixed and any cylinders stored correctly? Is fire fighting equipment tested and available for trained staff? Are all fire escape routes properly maintained and free from obstructions and are all doors easily operable? Is the means of escape well illuminated, clearly indicated & signed?
In your opinion are premises overcrowded? Do Fire Protection need to follow up and carry out a full audit? Have any dangerous conditions been identified
Additional comments:
WYFRA COMMUNITY SAFETY 19 July 2013 ITEM NO COMMITTEE 6
REPORT OF: Director of Service Delivery
PURPOSE OF REPORT: To inform Community Safety Committee of the safeguarding activity undertaken during 2012/13 under West Yorkshire Fire and Rescue Service (WYFRS) Safeguarding Children & Vulnerable Adults Policy
RECOMMENDATION: That Community Safety Committee note the information provided in this report and continue to promote the Authority’s commitment to safeguarding vulnerable members of the community of West Yorkshire
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: None
ACCESS CONTACT OFFICER: Jo-Elle Byrne; Policy, Partnership and Volunteering Supervisor – 01422 386867
BACKGROUND PAPERS OPEN TO INSPECTION:
WYFRS Safeguarding Children & Vulnerable Adults Policy 2010
SUMMARY
For the fiscal year of April 2012 to March 2013, thirty three safeguarding cases have been referred through to the safeguarding units. A safeguarding e-learning module has been developed on ‘recognising and responding to abuse’ and this was launched in February 2012 for all grey and green book staff to complete.
Significant changes have been required of the policy and training provided to support the successful implementation of safeguarding activity as a result of the restructure. The policy is currently under review along with the associated training, however, interim guidance has been produced.
1 BACKGROUND
1.1 The Safeguarding Children & Vulnerable Adults Policy document went live in late December 2010 with some minor revisions made during 2011. The policy document is currently under review to reflect the changes to the process as a result of the restructure although this is supported by interim guidance.
1.2 During normal office hours, Monday to Friday, safeguarding concerns are dealt with by the District Prevention Manager (DPM) for the appropriate district, with the other four District Prevention Managers acting as Deputies. Out of hours concerns are directed to the First Call Area Manager via MACC, with follow-up by the appropriate DPM on the next working day. This system is working effectively, although it should be noted that an ongoing commitment to providing management training is needed to ensure that any new First Call Area Managers and DPMs are properly equipped to deal effectively with safeguarding incidents.
1.3 WYFRS continues to be an active member of the Local Authority multi-agency Safeguarding Boards for vulnerable adults and children, and has given its support to the work that is going on to develop West Yorkshire-wide multi-agency safeguarding procedures.
2 INFORMATION
2.1 In the fiscal year from 1st April 2012 to 31st March 2013, there have been thirty three safeguarding ‘cause for concerns’ raised by WYFRS personnel, eleven regarding vulnerable adults, twenty two regarding children. These are recorded on a secure, confidential database accessed and managed by the DPM’s and Policy, Partnership and Volunteering Supervisor. Safeguarding concerns have been raised by both grey and green book personnel.
2.2 The breakdown of the 33 referrals by District is as detailed below:
District No. Referrals Adults Children Bradford 8 4 4 Calderdale 6 2 4 Kirklees 2 0 2 Leeds 16 5 11 (2 for same child at different addresses) Wakefield 1 0 1 TOTAL 33 11 22
2.3 The DPM’s are not only responsible for ensuring the prompt referral of concerns through to the appropriate safeguarding unit, but also to follow up on the status and outcomes of the referrals. Feedback is given to the member of staff who raised the concern as and when the information is available, but being mindful of any sensitive or confidential information that it may not be appropriate to share.
2.4 As part of the implementation of WYFRS Safeguarding Policy, an e-learning safeguarding module has been developed in-house which addresses how to recognise and respond to abuse. It includes relevant information and advice that is in keeping with WYFRS position as an ‘Alerter’ Authority. This module was launched for all green and grey book personnel in February 2012 with completion by the middle of March, and a pass score of 80%. It is planned that refresher training will be carried out in 2015.
2.5 It is planned to develop a higher level Training module for WYFRS personnel in roles with safeguarding responsibilities.The content of this module will be developed in consultation with Local Authority Safeguarding trainers and the internal Prevention Training Team to ensure all requirements are included and implemented as soon as possible.This process will also ensure that those with key safeguarding roles, i.e. Designated Managers and ‘regulated activity’ roles, are fully aware of their safeguarding roles and responsibilities. This be be put back on the Risk Authority’s Register as a ‘proposed additional control measure’.
2.6 A recent audit of WYFRS safeguarding procedures provided the level of “substantial assurance”, which is the highest outcome possible. The report is included as Appendix A. However, it did identify two minor recommendations; the need for additional training for staff with safeguarding responsibilities and that annual reporting of safeguarding activity should continue in the new organisational structure.
3 FINANCIAL IMPLICATIONS
The costs of training and implementation of the safeguarding policy are met from within the current approved revenue budget.
4 EQUALITY & DIVERSITY IMPLICATIONS
4.1 Implimentation of the policy and the training of employees supports the safeguarding of children & vulnerable adults. An Equality Analysis on the Safeguarding Policy and all associated training will ensure appropriate equality risks are identified and addressed effectively, and ensure Authority compliance with the Public Sector Equality Duty. Equality and diversity issues relating to children and vulnerable adults are referred to the appropriate safeguarding unit.
5 HEALTH & SAFETY IMPLICATIONS
5.1 Non arising directly from this report, however robust safeguarding arrangements will help to ensure the safety of vulnerable adults and children across West Yorkshire.
6 RECOMMENDATION
6.1 That Community Safety Committee note the content of the report and continues to actively promote the Authority’s commitment to preventing abuse and safeguarding children and vulnerable adults by supporting the internal safeguarding processes implemented under the Policy.
2013
Safeguarding
Internal Audit WYFRA Report Ref. WYFRA/1213 Final Report 14/06/2013
Simon Straker: Audit Manager 01484 221140
Notice
Freedom of Information Rider
Whilst this report is directed primarily to the named recipients, Internal Audit Reports are subject to the provisions of the Freedom of Information Act and, as such, may be required to be made publicly available upon request. However, there are several exemptions to the Act to which parts, or all, of this report may be subject. Primarily, but not exclusively these are • information whose disclosure is prohibited by law; • personal information which if released could contravene the Data Protection Act 1998; • information held for the purpose of criminal investigations or proceedings; • information which if disclosed would be likely to prejudice the enforcement of the law; • information which is subject to a legal duty of confidentiality; • information which if disclosed could prejudice the commercial interests of the Authority or some other person; • information whose release is certified by the Monitoring Officer as likely to prejudice the conduct of public affairs.
Some exemptions are not absolute but require the Authority to undertake a public interest test, i.e. to make a judgment as to whether it is more in the public interest to disclose or to withhold the information. Therefore, before responding to any request to make this report publicly available, or otherwise making it publicly available, the Director concerned should consult the named Audit Manager, or the Chief Finance Officer. Similarly, this Report, or extracts from it, should not be included in, or appended to, any Committee Report, nor should it be quoted as a background paper to such, without first consulting the Audit Manager, or the Chief Finance Officer.
Internal Audit Assurance Audit Opinion/Classification of Recommendations
Assurance Level Control Adequacy Control Application Substantial A robust framework of all key controls exists that Controls are applied continuously or with are likely to ensure that objectives will be only minor lapses. achieved. Adequate A sufficient framework of key controls exists that Controls are applied but with some lapses. are likely to result in objectives being achieved but the overall control framework could be stronger. Limited Risk exists of objectives not being achieved due Significant breakdown in the application of to the absence of a number of key controls in the a number of key and / or other controls. system. No assurance Significant risk exists of objectives not being Serious breakdown in the application of achieved due to the absence of key controls in key controls. the system.
Recommendation Classification
Assurance Level Fundamental Significant Merits Attention Substantial There are no fundamental There is no more than There are no more than 5 merits recommendations one significant attention recommendations. recommendation
Adequate There are no fundamental There are 2 – 4 There are 6 – 10 merits attention recommendations significant recommendations recommendations
Limited There is 1 or more There are more than 4 There are more than 10 merits fundamental significant attention recommendations recommendations recommendations
No Assurance The number of fundamental N/A N/A recommendations made reflects an unacceptable control environment
Introduction
An audit review of management action with regards to the safeguarding of children and vulnerable adults has been completed recently in accordance with the 2012-13 Internal Audit Plan. This has not been subject to an audit previously.
The risks resulting from “allowing unsuitable staff to work with vulnerable people and individuals not recognising signs of abuse when working with vulnerable people” have been identified and documented on the Authority’s risk register1. Managed action in response to the risk is documented as being:-
• Review of vetting and barring procedures • Vetting staff procedures under current CRB policy and risk assess all roles to identify CRB related. • WYFRS Safeguarding Children and Vulnerable Adults Policy. • Cause for Concern form on intranet. • Close supervision, debriefs. • Lone Working Policy. • Training of all staff completed
A proposed additional control measure has been identified, as follows:- • Ann annual report on safeguarding issues will be taken to the CS Committee on an annual basis.
The following officers were contacted during the course of the audit:- • Ian Bitcon, Area Manager, Fire Safety • Sarah Laidlow-Moore, Central Fire Prevention Manager • Christine Cooper, Human Resource Manager • Mohammed Ali, District Prevention Manager – Kirklees
1 Risk number 44/reference SAFE1.S as at May 2013 – risk factor 6
Background
Safeguarding work is aimed at protecting children and vulnerable adults from abuse and neglect. It includes work to prevent abuse and neglect as well as the response to situations where individuals have been or are being mistreated.
Legislation makes it a duty of statutory agencies to co-operate to safeguard children. Working Together to Safeguard Children (revised March 2010) sets out how organisations and individuals should work together to safeguard and promote the welfare of children and young people in accordance with the Children Act 1989 and the Children Act 2004 Section 11.
It is a statutory duty of Local Authorities to promote inter-agency co-operation which includes the setting up of local multi-agency safeguarding boards. Therefore in each area of West Yorkshire, safeguarding work is led at a strategic level by two multi- agency boards; a local Safeguarding Children’s Board and a Safeguarding Adults Board. In addition to local authority and the public health sector, representation at these Boards includes the police and fire & rescue authorities.
Scope and approach
The aim of the audit is to provide assurance that managed action is operating as reported in the Authority’s risk register, and to provide an opinion as to whether current control arrangements are in line with best practice, and are adequate and proportional to manage the risk.
Guidance was obtained from Phil Holmes, LADO2 & Safeguarding Improvement Officer with Kirklees Council. Current arrangements under the following headings3 were then considered:-
• Commitment to the importance of safeguarding • Clear lines of accountability • Service development takes account to the need to safeguard • Training on safeguarding and the welfare of children • Safe recruitment • Effective interagency working • Information sharing • Monitoring and inspection • Wider safeguarding
2 Local Authority Designated Officer 3 ‘Statutory guidance on making arrangements to safeguard and promote the welfare of children under section 11 of The Children Act’ (HM Government 2007)
Audit Opinion: Substantial Assurance
This report sets out the findings, conclusions and recommendations from the detailed work. It also includes a review of action taken to implement audit recommendations resulting from previous audit work.
The audit recommendations have been allocated a priority rating to signify the risk, or level of internal control weakness, associated with the issue identified. The ratings used link to the audit opinion reported in the quarterly Internal Audit report to the Audit Committee.
Recommendations contained within this report have been classified as;
Priority Recommendation Fundamental Significant R1 Merits Attention R2
The opinion of this review is that a “Substantial Assurance” opinion is allocated; which signifies:
Level Control Adequacy Control Application Substantial Controls are applied continuously or with only minor A robust framework of all key controls lapses. exists that are likely to ensure that objectives will be achieved.
Main conclusions
The current risk factor score of 6 (as per May 2013 Risk Register) is considered to be reasonable based on the findings and conclusions of this report. Managed action documented on the Authority’s risk register in response to safeguarding risks was found to be consistent with currently ongoing arrangements.
However, it is recognised (and has been documented previously on the Authority Risk Register) that a more formal training programme needs to be developed in addition to the basic e-learning package, specific to those with key safeguarding roles, i.e. Designated Manager role and those in ‘regulated activity’ posts, i.e. Fire Prevention staff, and particularly those specifically working with young people.
The Authority’s commitment to the safeguarding of children and vulnerable adults was found to be supported by a dedicated Policy, along with supporting procedures, which clearly identify roles and responsibilities and reporting requirements. The designated officer role has been allocated to the five District Prevention Managers, with First Call Area Managers deputising in their absence. Discussions with the District Prevention Manager – Kirklees as part of the audit process, indicated a thorough understanding of safeguarding risk, and of his role in reporting concerns. He has taken the opportunity to gain advice and provide input into best practice via the relationships he is building up with other agencies via the Kirklees Safeguarding Boards.
The Authority has in place a number of policies with regards to safe recruitment which set the requirement for CRB/enhanced CRB disclosures dependant on role (and for volunteers) which, from sample testing, meet the requirements of the Vetting and Barring Scheme.
Recommendations for the way forward
R1 As detailed on the Authority’s risk matrix, a training programme should be developed in consultation with Local Safeguarding Boards and implemented as soon as possible, to ensure that those with key safeguarding roles, i.e. Designated Managers and ‘regulated activity’ roles, are fully aware of their
safeguarding roles and responsibilities. This needs to be put back on the Authority’s Risk Register as a ‘proposed additional control measure’.
Finding 3.2 Priority – Significant
R2 Action should be taken to reinstate the production of annual safeguarding monitoring reports. Considering the relatively low number of referrals (41 over the period December 2010 to March 2012), a 2012/13 report should be produced for submission to the next Management Board meeting. As well as providing details on referrals, action and outcomes, this should also address training needs and update management on the completion of the e-training package.
Findings 3.1 and 6.2 Priority – Merits Attention
Action taken with regards to the implementation of the audit recommendations has been agreed with the Area Manager – Fire Safety, by completion of the Audit Action Plan (see Appendix 1).
Review of Previous Audit Recommendations
As this is the first audit on this subject area, there are no previous audit recommendations.
Audit Work and Findings
1. Commitment to the importance of safeguarding/Clear Lines of Accountability/ Effective interagency working
1.1 A Safeguarding Children & Vulnerable Adults Policy (PRE-POL006), including supporting procedures, has been developed and approved by the Authority. These have recently been reviewed and revised (policy document dated March 2013) to reflect structural changes in the Prevention Department. Notification of the main revisions to the policy was made via the Authority’s WYFirespace Sharepoint site and by the issue of a memorandum (20th February 2013), to be cascaded to all employees. The Policy document is available to view via the Sharepoint site.
1.2 The Policy sets out the Authority’s commitment to “playing an active role in safeguarding work” by
• Actively promoting its commitment to preventing abuse and safeguarding children and vulnerable adults; • Reporting concerns of abuse; and • Being proactive in its work with other agencies to stop abuse occurring.
It recognises that:- • staff are often in a position to identify vulnerable children and adults and will ensure concerns of abuse or neglect arising in the course of its duties are reported to the appropriate authority; and • staff hold a position of trust with the public and will manage its services in a way which promotes safety and prevents abuse.
1.3 The Policy acknowledges that everybody who works for the Authority (Board members, staff and volunteers) share a common responsibility to keep children and vulnerable adults safe by reporting any relevant concerns of abuse. Roles and responsibilities are clearly defined, with the five District Prevention Managers being allocated ‘Designated Person’ responsibility for safeguarding children and vulnerable adults, with First Call Area Managers deputising in their absence. As such they have the lead roles in ensuring that the policy and procedures are effectively implemented (with the support of the Policy Team). They also have responsibility for providing the appropriate link to senior management and with the external safeguarding agencies/Boards. Discussions with the District Prevention Manager - Kirklees indicated that he is aware of his safeguarding responsibilities and is active in developing links with the Kirklees Safeguarding Boards and respective partner agencies. This includes providing support to the launch of a Kirklees safeguarding campaign “See Me In Care” and the roll out across the Authority.
1.4 The Policy outlines procedures and a reporting structure for raising concerns about vulnerable adults and children, and covers the raising of concerns in relation to employees.
1.5 The Authority has a number of established Policies and procedures in place associated with good safeguarding practice, in relation to:- • Health and safety • Emergency Procedures • Equality & Diversity • Complaints • Whistle-blowing • Volunteering • Lone Working
2. Service development takes account to the need to safeguard
2.1 Guidance and training has been issued specifically for staff working directly with children and young people, i.e. Firesetters. Work activity risk assessments are currently being reviewed.
3. Training on safeguarding
3.1 Safeguarding training requirements are included in the Safeguarding Children & Vulnerable Adults Policy. This sets out the requirement for all staff to receive basic training in safeguarding awareness. This is via an online e-learning module which is included in the induction process for new employees. An email was issued on 11th February 2012 (copy provided to auditor) setting out the requirement for all staff (grey and green book) to complete the e-learning module by 9th March 2012. The assessments were monitored and the results submitted to Community Safety Committee and Management Board. It was reported to the April 2012 Management Board (2011/12 Annual Safeguarding Report -see finding 6.2 below), that at the time of the deadline, 55 green book and 64 grey book employees had not completed the training. However, this included staff on long term sickness and due to retire. The latest risk register (May 2013) now reports that all staff have completed this training.
3.2 The Policy also stipulates additional training requirements for Designated Managers and for those staff having/likely to have substantial access to children/vulnerable adults (i.e. regulated activity posts and subject to enhanced CRB disclosures). The restructure of the Prevention Team and resulting changes to those with Designated Managers role, has resulted in this not yet being fulfilled, however the need to develop safeguarding training requirements has been identified.
3.3 Despite this, discussions with the District Prevention Manager – Kirklees as part of the audit process, indicated a thorough understanding of safeguarding risk, reporting procedures and of his role in information sharing with partners and inter-agency working.
4. Safe recruitment
4.1 The Authority’s Employment Services Policies include a number of pre- employment checks. This covers requirements for references, qualification and CRB checks. The Policies also cover the requirement for volunteers to be CRB checked, i.e. Rotary Club who carry out Home Fire Safety Checks.
4.2 Prior to legislative changes and the creation of the Independent Safeguarding Authority (ISA) and introduction of the Vetting and Barring Scheme (2010), it was policy for all new Firefighters to be subject to an enhanced CRB check prior to appointment and for this to be renewed on a three year basis. A review was carried out in 2011 by the HR Manager on the implications of the Vetting and Barring Scheme, the results of which were formally reported to Management Board in May 2011(copy provided to Auditor) which made recommendation as to which posts required CRB/Enhanced CRB checks. The Scheme recognised the need for a single process (single list) to assess all individuals wishing to work with children and vulnerable adults, and provided a definition of the employed ‘activity’ requiring individuals to gain scheme registration prior to their employment in that activity.
4.3 The Disclosure and Barring Service was launched on 1 December 2012 which combines the functions of the CRB and ISA. This is to provide a new online service for applicants to register and receive a single certificate. Applicants are required to show the certificate as part of the recruitment process for those roles categorised as ‘regulated activity’ under new definitions and removes the need for repeat applications. The HR Manager is fully aware of the Scheme’s requirements.
4.4 A sample of employees with ‘regulated activity’ post titles, i.e. Fire Prevention staff, was used to check that appropriate pre-employment checks had been carried out. All checks proved satisfactory.
5. Information Sharing
5.1 The Policy and associated procedures clearly highlight reporting requirements, including referral contact details to other agencies.
5.2 The Authority has in place an Inter-Agency Information Sharing Protocol (updated January 2013 and available to view on the Authority’s Sharepoint site). This sets out at section 4.8 the legal requirement to report safeguarding concerns to the respective statutory agencies.
6. Monitoring and inspection
6.1 Safeguarding risk is reviewed regularly and the outcome is reported at the Authority’s Risk Management Strategy Group as part of the risk management arrangements, with responsibility for this risk being allocated to the Area Manager Fire Safety.
6.2 Following the introduction of the Safeguarding Policy in October 2010, summary reports were submitted quarterly to the Corporate Driving Diversity Board, with a 2011/12 annual report going to Management
Board (copies provided to Auditor). These considered the number of safeguarding concerns raised by the Authority, along with the action taken and outcome of the cases. It would appear from discussion with the Central Fire Prevention Manager that no summary report was produced for 2012/13 due to the restructure, but the commitment has been made to produce one for 2013-14 which will include the last few months of 2012/13.
6.3 The Authority has completed the self-assessment audit tool developed for use by the West Yorkshire Safeguarding Consortium. This looks at factors that are recognised as critical in ensuring good practice (as per Section 11 of The Children Act) in safeguarding, enabling areas requiring improvement to be identified. There were no actions for improvement.
6.4 District Prevention Managers are responsible for carrying out a programme of Performance Management Visits at Stations (operational crews). These assess compliance/awareness over a number of subject areas, one of which is safeguarding, i.e. of the Policy and reporting requirements (sample visit notes shown to the Auditor – Dewsbury Station). Any issues identified are discussed at the time of the visit and may result in the need for further training, according to the District Prevention Manager – Kirklees.
Draft issued: 06/06/2013 To: Ian Bitcon, Area Manager, Fire Safety Cc: Sarah Laidlow-Moore, Central Fire Prevention Manager Christine Cooper, Human Resource Manager
Final issued: 14/06/2013 To: ACFO Craig McIntosh, Director of Service Delivery ACFO Dave Walton, Director of Service Support Cc: Ian Bitcon, Area Manager, Fire Safety Sarah Laidlow-Moore, Central Fire Prevention Manager Christine Cooper, Human Resource Manager
File Ref – WYFRA/1213/7352/CRW
INTERNAL AUDIT REPORT WYFRA/1213 - SAFEGUARDING APPENDIX 1 SUMMARY OF RECOMMENDATIONS & ACTION PLAN FOR COMPLETION No. Recommendation Comments (state if this is to Owner Completed be treated as a priority) by R1. As detailed on the Authority’s risk matrix, a training The training programme is AM Fire Safety programme should be developed in consultation with being developed currently Local Safeguarding Boards and implemented as soon and will be carried out in due as possible, to ensure that those with key safeguarding course. roles, i.e. Designated Managers and ‘regulated activity’ An additional control roles, are fully aware of their safeguarding roles and measure has been added to responsibilities. This needs to be put back on the Risk the Risk Register to articulate Authority’s Register as a ‘proposed additional control this. measure’.
Priority – Significant R2. Action should be taken to reinstate the production of The annual report has been AM Fire Safety 11th June annual safeguarding monitoring reports. Considering the added to the Community 2013 relatively low number of referrals (41 over the period Safety Committee Agenda for December 2010 to March 2012), a 2012/13 report should the July meeting and will be produced for submission to the next Management Board recur annually at this meeting. As well as providing details on referrals, action meeting. and outcomes, this should also address training needs and update management on the completion of the e-training package. Priority – Merits Attention
Signed: Dated: 11/06/2013
COMMUNITY ITEM NO WYFRA SAFETY 19 JULY 2013 COMMITTEE 7
REPORT OF: THE DIRECTOR OF SERVICE DELIVERY
PURPOSE OF REPORT: TO ADVISE OF THE PUBLICATION BY THE POLICE AND CRIME COMMISIONER FOR WEST YORKSHIRE OF THE POLICE AND CRIME PLAN 2013-2018
RECOMMENDATION: THAT THE REPORT BE NOTED.
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Summary
This report informs Community Safety Committee of the recently published Police and Crime Plan 2013-2018 and highlights those areas of mutual interest.
1 BACKGROUND
1.1 On 15th November 2012, Mark Burns-Williamson OBE was elected as the Police and Crime Commissioner (PCC) for West Yorkshire. This marked a fundamental change in the governance arrangements for policing within the county.
1.2 Subsequently the PCC launched the Police and Crime Plan 2013-2018 (Appendix 1) in late March 2013 and this was followed by an multi-agency event that aimed at planning for the delivery of this plan. This event, effectively, marked the launch of the delivery of the plan and was attended by the Deputy Chief Fire Officer.
1.3 The plan provides clear opportunity for West Yorkshire Fire and Rescue Service to support the objectives of the plan and its own objectives.
2 INFORMATION
2.1 The overall objective of the PCC and of the plan is that:
Communities in West Yorkshire are safer and feel safer
Here there is a clear comparison with WYFRS’ own ambition of “Making West Yorkshire Safer”, and it is anticipated that this will give rise to clear opportunities.
2.2 The plan then goes on to identify seven specific priorities and objectives. All of these focus on societal benefit and WYFRS would support them all, however, several are particularly pertinent to the role of the fire and rescue service and those areas where there is clear mutual benefit have been highlighted in bold:
2.2.1 Crime and re-offending is reduced
• Reducing burglary • Tackling hate crime • Protecting people from violent and serious crimes • Preventing attacks on workers • Reducing re-offending • Young people contributing to society and playing by the rules • Recognising business crime
2.2.2 Anti-social behaviour is reduced
• Reports of anti-social behaviour will be responded to in a way that victims and communities are happy with
2.2.3 Victims and witnesses are supported
• The quality of support provided to victims will improve and I will listen to the concerns of victims and witnesses
2.2.4 Local, regional and national threats, risks and harm are tackled
• Tackling and treating drug and alcohol addiction • Reaching out to people with mental health issues and protecting missing and vulnerable people • Fighting serious and major crime • Collaborating and delivering in partnership • Responding to national threats
2.2.5 Criminal justice system is effective and efficient
• Creating confidence • Ensuring integrity
2.2.6 Communities are listened to
• I will listen to and be accountable to the public ,including young people and minority groups
2.2.7 The police service and partners have adequate resources
• Commitment to neighbourhood /local policing • Securing more funding / income streams • Retaining more money gained from criminals through Proceeds of Crime
2.3 It would appear to be the case that the Police and Crime Plan 2013-2018 provides WYFRS with significant opportunity to work towards collective aims with West Yorkshire Police (WYP). A series of discussions have already taken place with WYP in relation to both operational and support services and it is fully expected that these will continue in the future.
3 FINANCIAL IMPLICATIONS
3.1 There are no financial implications arising directly from this report.
4 EQUALITY AND DIVERSITY IMPLICATIONS
4.1 It is evident that the plan supports an inclusive society and as such there is significant read-across to WYFRS’ objectives relating to equality and diversity. Delivering on the Police and Crime Plan priorities and objectives highlighted above will provide evidence of how WYFRS meets the Public Sector Equality Duty.
5 HEALTH AND SAFETY IMPLICATIONS
5.1 There are indications within the plan that would support the reduction of incidents and, therefore, reduce the risk to both the community and to firefighters, however, the objective regarding preventing attacks on workers is directly related to the WYFRS goal of reducing attacks on firefighters.
6 SERVICE PLAN LINKS
6.1 The detail contained within the plan would support the organisation’s aim to provide an excellent fire and rescue service and achieve its overarching ambition to make West Yorkshire safer.
7 RECOMMENDATION
7.1 That members note the content of the report.
Contents
Introduction 1
Our communities, our challenges 2 What can we achieve together? 4
My priorities 5 Communities in West Yorkshire are safer and feel safer 6 Crime and re-offending is reduced 7 Anti-social behaviour is reduced 13 Victims and witnesses are supported 14 Local, regional and national threats, risks and harm are tackled 15 Criminal justice system is effective and efficient 18 Communities are listened to 20 What resources will help us to achieve our objectives? 22 How will we know if we are succeeding? 25 Appendix A - Role of a Police and Crime Commissioner 26 Appendix B - Community outcome framework 27 Appendix C - Performance measures 28 Acknowledgements 29
Communities are safer and feel safer Introduction
This Plan reflects my beliefs I have appointed Mark Gilmore as and values. It builds on the the new Chief Constable for West pledges made to you and the Yorkshire who shares my strategic concerns you raised with me vision and will be responsible for during the election campaign but putting it into practice across our importantly is strongly influenced police service. The plan provides by and seeks to properly reflect the outcomes you should expect what is happening where you live us to achieve but there will also be and what you care about, as opportunities to hold us both to people told me clearly in my account in public meetings across Listening to You First consultation. the county.
We are stronger working Accountability is important together than we are alone. across the service for public People living, working and confidence and for the integrity Welcome to the first Police and volunteering across West of dedicated officers and staff Crime Plan for West Yorkshire. Yorkshire know what we need to working hard across the county As your newly elected Police do to achieve community to keep our communities safe. and Crime Commissioner I cohesion and build our community Where there is wrongdoing here in have produced this plan to set safety and this plan has been West Yorkshire it will be put right produced in partnership around out a strategic vision for and I will ensure more shared outcomes. Together we policing and crime prevention transparency and openness in the will make our communities safer way we work and provide more for our county during the next and feel safer. independent scrutiny. five years. During the election you told me I want to make a real difference you wanted to see levels of to people’s lives across West community policing Yorkshire. I passionately believe safeguarded. I have delivered on in a fair and equal society where my election pledge to protect your all people across the county can Neighbourhood Policing Teams have confidence in all those (NPTs) and working with your delivering policing and community local council leaders levels of safety. I will drive forward with Police Community Support partners 1 the change needed to Officers (PCSOs) have been make sure people are safer and safeguarded for the year ahead. feel safer in our communities. Government cuts are hitting our Best regards vital public services hard. I will fight against further cuts to our police service and community safety funding and continue to campaign for a fairer deal for Mark Burns-Williamson OBE West Yorkshire but we also need West Yorkshire’s Police & Crime to find smarter, innovative ways of Commissioner working to provide more effective policing and keep our police service safe from privatisation.
Police and Crime Commissioner Mark 1 Partners include organisations such as Bradford, Calderdale, Kirklees, Leeds and Wakefield Burns-Williamson with newly appointed Chief Community Safety Partnerships (including council, fire, health), criminal justice agencies, Constable Mark Gilmore businesses, charities, voluntary, community organisations and Trading Standards
Communities are safer and feel safer 1 Our communities, our challenges The richness of the different people and places of West Yorkshire is the greatest strength of our area. Our cities, towns and villages include some of England’s most beautiful landscapes and architecture and the diversity of the 2.2million people living across the county - with 18 per cent of our population from a minority ethnic background - brings a distinctiveness, uniqueness and strength in difference in us as a people Police and Community Together (PACT) meeting, Huddersfield together. The communities and places we live in have been community cohesion and the ten per cent for deprivation to enriched by successive wellbeing of all people and this patrol as compared to the national generations of people from collective responsibility delivers average. Unemployment has elsewhere and it is our diversity of greater protection for us and for increased across the county and people and places that has made our families. In terms of tackling the opportunities for our families West Yorkshire economically, crime and anti-social behaviour are being reduced. Our children socially and culturally what it is where people work together they do worse at school across all the are much more likely to be safer council areas except in Kirklees 2 and feel safer. and the percentage of people of working age with no qualifications The richness of our character is is above the national average. mirrored by the problems of our The life expectancy for both men inequality. Too many people in and women across West West Yorkshire live in poverty and Yorkshire is below the national many of our communities average, with those from Bradford experience high levels of having the shortest life deprivation. 39 of the 47 NPTs expectancy. have at least one area in the top
PCSOs on patrol in Bradford city centre today. People feel rightly proud to live and work here. We have a common history that brings us together with our neighbours and provides a shared sense of identity and purpose. There are individuals and organisations that seek to create division but this will not be tolerated in our communities or by our police service. Where we are strong we strive towards
Mark Burns-Williamson with Victim Support at Emergency Services Day, Piece Hall, Halifax
2 Pupils achieving 5 or more GCSE passes at A*-C including English and Maths)
Communities are safer and feel safer 2 Times are getting tougher. police officers but the cuts will There are food banks across West have a serious impact and we Yorkshire. Government welfare need to find innovative ways of reforms such as Universal Credit working to make sure coupled with the bedroom tax and communities are safe. benefit caps will worsen the cycle of exclusion from society and put In these difficult times we will more people more at risk of turn to our strengths. Our turning to crime. The number of common sense of purpose and people who live here is growing, who we are will be the drivers of as it is across the country, and this collective action as we work will impact on community together to meet the challenges cohesion but also on our we all face in our communities. community safety, with the This Police and Crime Plan has potential for higher levels of crime been produced by working and an increased need for policing together and not alone, and going in local areas in times of Community Safety Partners in Wakefield, Love forward we will develop a clear where you live day diminishing resources. In West collective vision for a much more Yorkshire we need more West Yorkshire has been hard hit joined up approach, where resources, not fewer to keep with a reduction in funding of £102 resources are pooled and people safe and feeling safer at a million between 2011/12 and practices integrated. We, the time when we are experiencing 2014/15. This equates to more public services, can in partnership some of the greatest cuts to our than 2000 police jobs lost over identify better ways of working public services. four years. A 20 per cent cut to that reduces costs and together policing would always be difficult direct our resources to better meet The government has made cuts to deal with but the way the the causes and consequences. In to policing across West government is now allocating these tough times we need to Yorkshire that go too far. money makes the situation worse. work together to make our With 80 per cent of the budget The increase in the police part of communities safer and feel safer. dependent on government funding your council tax bill will fund 44
0 to 5 5 to 10 10 to 15 15 to 20 20 to 25
Total savings as % of 2010/2011 gross Mark Burns-Williamson and Cllr Peter Gruen, Deputy Leader of Leeds City Council, Revenue Expenditure 3 with PCSOs who work in the city centre and are part funded by the council
3 http://www.guardian.co.uk/news/datablog/interactive/2012/jul/02/police-cuts-england-wales-mapped
Communities are safer and feel safer 3 West Yorkshire Police Service way it has embraced in the institution, cannot be West Yorkshire Police is a Neighbourhood Policing is an undermined by the individual service with significant example of how the service has failings of the rare few who fall capabilities, which faces a risen to better meet expectations short. Instead the service needs tougher set of challenges than across the county and has shown to become more open and more most. It is the fourth largest in it has a tested capacity for transparent. We all need to the country, plays a key role in innovation and change. resist a trend being set tackling organised crime and has nationally to devalue the work of responsibilities for counter More is needed though. Policing those keeping people safe and terrorism beyond its borders. It as a public service needs to move feeling safe and instead properly has much to be proud of, its forward to avoid being devalued. recognise the dedication of officers and staff supportive of The relationships between officers and staff in their service one another and the public. The officers, and the trust people have to us all.
What can we achieve together?
This police and crime plan is I have produced this strategic plan the local priorities set out by based around a framework of to set out a clear vision for community safety partners in your community outcomes that I policing and crime prevention over local areas - these are Bradford, agreed with local partner the next five years. I will refresh Calderdale, Kirklees, Leeds and organisations when I was first the plan annually to meet new Wakefield Community Safety elected. Working together, in challenges and to reflect the Partnerships. Partners, including partnership, we can make sure we changing needs of our the police, will publish their own make real change for the better. A communities. District level plans delivery plans separately, which I range of evidence has been will be produced to link this plan to will include on my website. considered, including what communities have told me is a priority or issue for them, crime figures, performance information, and what the police service and partner agencies know is important. The key themes from this evidence have formed the basis of my priorities, which I will talk about more in this Plan. They will all ensure that the services you receive or are protected by when you need them are ones you can be confident to use and be satisfied with after you use them. Further detail is contained in my needs assessment, which can be found on my website www.westyorkshire-pcc.gov.uk.
Mark Burns-Williamson talking to Lutel James at Chapeltown Youth Development Centre about his organisation’s work
Communities are safer and feel safer 4 My priorities
These are the outcomes and priorities set out in more detail later in the plan
Communities in West Yorkshire are safer and feel safer
Crime and re-offending is Anti-social behaviour is Victims and witnesses are reduced reduced supported 4 Reducing burglary 4 Reports of anti-social 4 The quality of support 4 Tackling hate crime behaviour will be responded provided to victims will 4 Protecting people from violent to in a way that victims and improve and I will listen to the and serious crimes communities are happy with concerns of victims and 4 Preventing attacks on workers witnesses 4 Reducing re-offending 4 Young people contributing to society and playing by the rules 4 Recognising business crime
Local, regional and national Criminal justice system is threats, risks and harm are tackled effective and efficient
4 Tackling and treating drug and alcohol 4 Creating confidence addiction 4 Ensuring integrity 4 Reaching out to people with mental health issues and protecting missing and vulnerable people 4 Fighting serious and major crime 4 Collaborating and delivering in partnership 4 Responding to national threats
The police service and partners Communities are listened to have adequate resources
4 I will listen to and be 4 Commitment to neighbourhood /local accountable to the public, policing including young people and 4 Securing more funding / income streams minority groups 4 Retaining more money gained from criminals through Proceeds of Crime
Communities are safer and feel safer 5 Communities in West Yorkshire are safer and feel safer Working together
If crime, re-offending and anti-social behaviour is reduced, victims and witnesses feel supported. If local, regional and national threats, risks and harm are tackled and partners work together in an efficient and effective way, then communities should become and feel safer. Strong, cohesive communities that get on well together are important for ensuring communities are safe and that people feel included. Mark Burns-Williamson with local partners at Mandela Community Centre in Leeds
4 Making sure that communities are safer and feel safer is not just the responsibility of the police but is everyone’s business. I am committed to working in partnership with you, local councils, community safety organisations, businesses, trade unions, charities, volunteers and other organisations in your communities to tackle the problems which matter on your street, across West Yorkshire and nationally. 4 We will work as closely together as possible to deliver integrated, joined up services.
Preventing crime
One of the key ways of reducing crime and anti-social behaviour, reducing threats and risks and supporting victims of crime, is to take steps to ensure crime is prevented in the first place and that local areas are made safer. We need to make this everyone’s business, whether it be by installing extra security at your home or business, increasing lighting, or carrying a personal alarm. It is important to have a conversation across society to reduce the underlying risk of crime in our communities.
Mark Burns-Williamson discussing preventing crime with Neighbourhood Officers in Bradford
4 I will ensure that crime prevention is at the forefront of efforts to reduce the opportunity for acquisitive crime (such as burglary and car crime), violent crime, business crime and anti-social behaviour.
Communities are safer and feel safer 6 Establish how to check people are feeling safe Our shared outcome is that communities are not only safer to 4 I want communities in West Yorkshire to feel safer as well as be be in, but feel safer too. safer. But currently there is no way of checking that people are Communities have told me that actually feeling safer. So over the next 12 months, I will find the while the majority of you currently best way to establish that those people I have been elected to feel safe, feelings of safety vary represent, feel safe. I will make sure this measure is reliable and depending on location, time of the reflects how people in communities actually feel. I will then be day or evening and who you are. able to check the work of the police and our partners is ensuring people have the ability to live their own lives without the fear of crime preventing them from doing so.
Crime and re-offending is reduced
During my election campaign I economic climate levels of crime victims. While crime levels do not promised to be tough on crime. often go up as people lose jobs appear to be increasing at the While crime figures suggest an and people struggle to make ends moment, there is a danger that improvement in many types of meet and feel forced to turn to changes to the welfare system and crime there are some crimes that crime. Communities recognise housing reform will have a big remain an ongoing concern, either this link and have told me that, impact on how much money because numbers are still high, or while social issues such as families have, which could lead to because communities and poverty and unemployment are increases in crime including crimes partners have identified them as a the root causes of crime 4, the associated with illegal lending. problem now and going forward. I majority of people in poverty are Partner agencies have expressed also promised to be tough on the law abiding and also find it most particular concern around this. causes of crime. In a tough difficult to recover when they are
4 I will work in partnership with those who represent and work with those in poverty and who are socially excluded in West Yorkshire and support efforts to change communities in the long term with the greatest problems.
4 Listening to you first campaign 2012/13
Communities are safer and feel safer 7 I want to make communities safer by tackling all forms of crime, however specific crime areas that have been identified as priorities are as follows: Reducing burglary
Burglary is a real concern for happens most, and fear of especially Leeds and Bradford. communities across West becoming a victim and the priority This is not acceptable. Because Yorkshire. The invasion of it has for them increases in those burglary makes all people feel people’s personal space and the areas 5. While the police and vulnerable these high crime rates theft of personal, all too often, partners have worked hard to need to be reduced. People irreplaceable belongings at the reduce the number of burglaries should expect the police to be least is an experience that makes here and there have been some there when they need them, people feel extremely vulnerable significant successes, expect a proper response and even in their own homes. Burglary communities in West Yorkshire expect measures to be put in can blight lives. People are aware still suffer from burglary more than place to prevent further such of the areas where burglary other similar areas in the country, crimes being committed.
4 I want the risk of domestic burglary in West Yorkshire to be reduced. I have set the police and partners a target for performance to be better than the most similar forces and partnerships 6 in England and Wales.
Tackling hate crime
A hate crime is a criminal offence crime have expressed serious were more likely to be female, which is perceived by the victim or concerns about how people can disabled, gay/lesbian, Muslim or any other person as being report hate crime and how it is from an ethnic minority motivated by prejudice or hate, in dealt with once it is reported. background. A quarter of particular motivated by the victims Responses to my Listening to You respondents thought hate crime sexual orientation, religion or faith, First survey - which included a could be challenged through race, gender-identity or whether specific question regarding hate education and addressing they have a disability. This is a crime - showed that those who felt reporting issues was also key 4. real problem in West Yorkshire as threatened or had been attacked it is elsewhere in the country. Hate crime should not be tolerated in any of its forms as nobody should feel threatened or be a victim of crime because of who they are. Where there are threats or victims they should rightly expect the police to take their report seriously and all partners should work together to ensure that it is dealt with appropriately. Organisations representing people who are at risk or have been a victim of hate
4 Listening to you first campaign 2012/13 5 Police and Crime Commissioner Public Perception Survey 2012 6 A list of most similar forces and partnerships can be found in the needs assessment published at www.west-yorkshire.gov.uk
Communities are safer and feel safer 8 ‘Living our lives in safety’ Disability Hate crime event in Leeds
I will use my position as elected representative to bring people together with partners to tackle all forms of hate crime building towards: 4 Ensuring people understand and are aware of what hate crime is, how it can be reported, and how they can help. 4 People who experience or witness hate crime feeling able to come forward to report it, ensuring that they are supported in a way that best meets their needs. 4 Being assured that people can go to individuals and organisations they trust and that reported hate crime is dealt with appropriately, while reinforcing the message that it is not acceptable in any form.
Protecting people from violent and serious crimes
Despite there being relatively low and people who are victims of any violence. Abuse in the home can levels of serious violent crime in violent or serious crime need to be often be hidden but can have far West Yorkshire, violent crime is of provided with the right support reaching effects, especially where real concern to communities, from when they need it, for it happens again and again to the especially younger people 5 and all instance such as in the case of same people. Because of its people in all our communities rape. There are certain forms of seriousness and the implications it need to feel assured that they are serious and violent crime, can have for victims' and as safe as they can be from such including Child Sex Exploitation children's health and wellbeing, serious crimes. (CSE) and domestic violence, that protecting those in most danger is are of particular concern to people rightly a focus for those involved There are many forms of violent and partners across West in policing, community safety and and serious crimes and in all Yorkshire as they are nationally. health. Domestic abuse should instances those who are at most not be tolerated by anyone who is risk and therefore the most Women are at more risk than men a victim or knows someone who is vulnerable need to be protected from crimes like domestic a victim of such a serious crime.
4 Listening to you first campaign 2012/13 5 Police and Crime Commissioner Public Perception Survey 2012
Communities are safer and feel safer 9 I will work with partners to: 4 Encourage people suffering from domestic abuse to come forward and report what is happening to them. 4 Provide the support they need to feel safe and stay safe. 4 Explore new ways to better tackle domestic abuse and people being repeatedly attacked by their partners, especially to help those at high risk of being a repeat victim. 4 Make sure the right support is available for victims of sexual violence and that the right reassurance is given and action taken. 4 Introduce new projects aimed at preventing and dealing with domestic and sexual violence, and stalking. 4 I will work with fellow Police and Crime Commissioners - and internationally - to tackle issues such as trafficking and forced marriage.
With regards Child Sexual approach and here we need the in the coming months to bring Exploitation, by groups and gangs right services, the necessary together those partners and in particular, there is a clear need resources, where and when they stakeholders from across West for every agency with are needed and a long term Yorkshire to facilitate the responsibility for children across commitment to work together to discussion and explore new ways West Yorkshire to take a collective protect victims and tackle of working towards keeping our approach to tackle this serious organised networks of most vulnerable children safe. problem. Police and partners need perpetrators across the county. to be signed up to a fully joined up To secure this, I will hold a summit
4 I will work with partners to make children, wherever they are, safer from those who exploit vulnerable young people, identifying and punishing those in groups and gangs sexually exploiting children.
Preventing attacks on workers
Whether you work in a local violence being used against them. corner shop, a larger business or I will lobby for changes to the law you work for a public sector to ensure not just those in public agency such as the National service, but anyone who serves Health Service or the Police, all the public, receives the same workers, no matter where you enhanced protection against work, should expect to go about attacks at work. their jobs without the fear of
4 I will work with trade unions, business people and other relevant partners in West Yorkshire to ensure that people at work are and feel protected.
Officer and PCSO on patrol at a supermarket in Batley
Communities are safer and feel safer 10 Reducing re-offending
Crime can often be committed by perception that offenders continue re-offending of those who cause a relatively small number of to commit crimes affects harm to our communities, both people and many communities communities’ confidence in the adults and young people. There is know who those people are. One criminal justice system 8. People currently a national consultation of the ways to reduce crime is to also told me that tougher around the provision of services to stop those people who keep consequences, better education rehabilitate those who keep committing crimes from doing it and opportunities were important committing crimes, which may again. These repeat offenders are ways of tackling crime 4. change how these services are the ones who often cause the Community safety and criminal delivered and by whom in the most harm to our communities, justice agencies recognise that future, and if there is an attempt to and their behaviour needs to be tackling re-offending needs to be break the system apart I will work addressed. People have told me sharply focused in on and so do I. with partners to seek to keep it that reducing re-offending is a top I have therefore set out in this together to deliver the best concern for them, and that the Plan my intent to reduce the outcomes for West Yorkshire.
Young people contributing to society and playing by the rules
When I asked communities how education system, and the crime and anti-social behaviour interaction between young people could be tackled people told me and the police at an early age is of that opportunities for young real importance, both in terms of people, such as after school building relationships with young clubs, activities, and education people and also with other were important. People also said organisations such as schools. By parents and families taking their building relationships with young responsibilities seriously is key 4. people on neutral territory - such Local partners have identified that as school grounds - the police are taking early action and stopping not seen as ‘the enemy’ but as young people getting into trouble public servants delivering for all in the first place is critical in communities. Done in the right helping young people to develop way, individual members of the well, have healthy and safe lives, force can become role models for and to deter them from crime in young people and in turn those the long run. The police service young people can become role has an important role in the models themselves.
4 I will work with communities and organisations such as schools and the voluntary sector to open up opportunities for young people that will put them on a path away from anti-social behaviour or crime and are supported. Banner painting project run by ‘Positive Futures’
4 Listening to you first campaign 2012/13 8 Criminal justice survey 2012
Communities are safer and feel safer 11 Recognising business crime
Thriving businesses are a key agreed definition of what suffered by businesses is not feature of any healthy community. ‘business crime’ actually looks known. In turn this means that I If we are to improve people’s lives like. As a result there is often a cannot consider the full impact of and create jobs in West Yorkshire focus on crime involving shops crime on businesses when I we need local businesses to do while the rest of the business consider my budget and Plan. I well. Many businesses I have sector can be neglected. In also recognise that businesses spoken to have told me that addition there are hidden crimes may have different needs from the business crime is a problem for associated with businesses such wider community and may need them 9. National research suggests as fraud and forgery and black us to work with them in different that business crime is often market trading. This means that ways to find out their views and neglected when looking at crime the full extent of the crime and what is important to them. numbers, because there is no anti-social behaviour problems
I will work with business people and partners in West Yorkshire to: 4 Agree a definition for business crime, a definition that can be implemented locally to allow the police and partners to identify the real impact of all types of crime experienced by businesses. 4 Make sure that I consult with local businesses in a way that is meaningful and useful and that will allow local businesses to have a say in decision making. 4 Seek opportunities for working with businesses and other public sector services to reduce the impact of economic crime.
Mark Burns-Williamson meeting with local construction worker employed building state of the art facilities for West Yorkshire Police
9 Business crime survey 2012
Communities are safer and feel safer 12 Anti-social behaviour is reduced
Time and time again when I speak behaviour this clearly remains a anti-social behaviour and support to people in communities in West priority for communities and all those who work in local areas Yorkshire I hear about the impact partner agencies such as the and can help, do help, and are that anti-social behaviour has on police, councils and housing there when you need them. their general quality of life, providers that recognise and Services should work together as especially for older people. experience the impact anti-social closely as possible to deliver a Despite improving perceptions behaviour can have. I pledged, joined up and integrated service. around levels of anti-social during my campaign, to tackle
Look at new Anti-Social Behaviour powers 4 The draft Anti-Social Behaviour Bill asks Parliament to change the powers to tackle anti-social behaviour. I believe the proposed ‘community trigger’ threatens to weaken the powers already available and I will work with local MPs to try to influence and change the Government’s proposals. 4 If this is not successful, I will work with partners to implement the powers in a way that is most appropriate and meaningful for the communities of West Yorkshire.
How do we know that communities are happy with the response they are receiving from agencies around the anti-social behaviour issues that matter? Currently the police contact a sample of people who have reported anti-social behaviour to ask them how it was dealt with and through a regular survey I ask communities about the specific anti-social behaviour problems they experience in their local area. Later in this Plan, I set out my intention to monitor the views people share with us to ensure the service provided is improving and that levels of anti-social behaviour Mark Burns-Williamson on patrol with neighbourhood beat officers in Halifax in local areas are not ruining people’s quality of life. It is important to understand whether Experience of Anti-Social Behaviour the response to anti-social 4 I will identify the best way to check that services provided in behaviour by the police and by communities to tackle anti-social behaviour are dealing with the partners is adequate and deals problem in the right way at the right time when people need with the problem. them.
Communities are safer and feel safer 13 Victims and witnesses are supported
Victims need to come first. When that many people feel that the victims always feel they come thinking back to the time when balance between the rights of the first. they were growing up, or over the victim and the rights of the course of their family and working offender is biased towards the Those affected by crime the most, lives, many people in West offender 8. Meeting the needs of the victims and the witnesses, Yorkshire have been affected by victims of crime is consistently a should be listened to and be crime at some point. They haven’t priority for people, no matter who supported in a joined up way by always felt supported or put first, you are or what background you the agencies involved in helping to especially those from a minority are from 8. It is also a priority for bring offenders to justice. They ethnic background 4. Victims from local criminal justice partners like should be provided with the minority ethnic groups in the the Probation and Crown support they need to allow them to community are often least Prosecution Services. We need to cope with and recover from the satisfied with the police despite look to a more innovative and effects of their experience and to there being high victim satisfaction integrated approach to the be safe and to feel safe into the overall, although this is services we provide and we need future. improving 10 . I have also been told to work together better to ensure
Keeping victim and witness promises I have made five promises to victims and witnesses. I will work with partners to see how we can fulfil these promises to: 4 Be open and accountable to victims and witnesses, seeking out and acting on their views. 4 Make sure victims and witnesses get the high quality help and support they need, when they need it. 4 Make the police more victim focused and be more effective in meeting victims’ needs. 4 Give victims and witnesses an effective voice in the wider criminal justice system. 4 Constantly work to develop new ways of delivering justice for victims.
It is also important for those who cause harm to communities to put Support use of victims getting justice by those who commit right some of the damage they crimes agreeing to put right what they have done have done and to be seen to do so. This ‘restorative justice’ must 4 I will learn from the work being undertaken in West Yorkshire to only be used where it is tackle both crime and anti-social behaviour with people who appropriate but it can be very have committed crimes, putting right the damage they have effective and justice should be done. seen to be done by the victims 4 I will learn from the neighbourhood resolution pilots being involved. undertaken in our communities that use restorative justice - which involves dealing with the needs of victims involved - and, if successful, will consider expanding this approach.
4 Listening to you first campaign 2012/13 8 Criminal justice survey 2012 10 West Yorkshire Police User Satisfaction Survey 2012
Communities are safer and feel safer 14 Local, regional and national threats, risks and harm are tackled
Aside from what has been set out threat, risk and harm to work better together to tackle the so far in this plan, there are communities that need to be most serious challenges that cut underlying issues that cause tackled. There is a need for us to across our communities.
Tackling and treating drug and alcohol addiction
Substance abuse, the use of particularly class A drugs (such as crime, but it can also cause drugs and misuse of alcohol, are heroin and cocaine) and serious harm to people’s health key drivers for many crimes and organised crime. However, society and wellbeing and life chances. To anti-social behaviour and this is is constantly changing and we are their families and to the wider recognised by communities 4. seeing a shift from problems communities they live in. As these Many of you have told me what a around such drug use to problems problems cause such harm across worry it is for you, especially from cannabis use and so-called communities we need collective younger people 5,7 . Police and ‘legal highs’. Not only does the action and a collective response partners can prove that there are abuse of drugs and alcohol cause to these causes and strong links between drugs, crime, both low level and serious consequences of crime.
4 I will work with partners to get a better understanding the serious problems that exist in our communities around drugs and alcohol. 4 With partners I will work towards reducing the harm caused to individuals, families and communities through the abuse of drugs and alcohol. 4 I will lobby government to update the policies and laws that exist around drugs to reflect the rapidly changing problem we are facing such as legal highs.
Mark Burns-Williamson finding out about services for people with addictions in Wakefield (left) and Huddersfield (right)
Communities are safer and feel safer 15 Reaching out to people with mental health issues, missing and vulnerable people
Across West Yorkshire there are support them in looking after significant risks around services themselves. With mental health provided for vulnerable people, being one of the four especially those with mental acknowledged triggers for crime, health issues and those who go coupled with different levels of missing from home. Recognised resources across West Yorkshire best practice is already being for mental health provision, more drawn upon around the size and needs to be done to understand scale of the challenges this brings the issues and challenges for to communities. It is clearly a community safety, criminal justice concern for me that those in our and health agencies around those communities who are most with mental health issues. vulnerable are dealt with in the Resources need to be prioritised best way and that they get help and practices integrated to deliver and support. Mental health more a new way of working and a more widely is a challenge for agencies effective and efficient service for working to keep people safe and individuals who are in need.
4 I will work with the police and other partners to review the need for services around places of safety for those with mental health issues, missing persons, and appropriate adults for children and vulnerable adults. 4 I will work with partners to improve our understanding of the issues around mental health, community safety and the criminal justice system and put in place better systems to deal with those issues.
Fighting serious and major crime
Visible uniformed policing can The number of people acting partnership working is key to tackle many forms of crime and together to commit serious crime, addressing this. Those we have offending but there are some and the links these groups have to engaged with at events say that types of crime that need a drugs, guns, financial crime (such serious and organised crime is a different response. There are as fraud and forgery) and, in some top concern 5 and the Government many agencies that work together cases, sexually exploiting children is working with police and crime to keep people in West Yorkshire make this a key threat. The commissioners to agree how we safe and protecting the public management of dangerous will work with the new National from serious harm is a major part offenders is also a threat, and Crime Agency. of policing and partner working.
4 I will work with the police and other agencies to ensure the threats posed locally and nationally by organised crime groups are tackled in the most effective and efficient way to minimise serious harm in our communities.
4 Listening to you first campaign 2012/13 5 Police and Crime Commissioner Public Perception Survey 2012 7 Summer and targeted events 2012
Communities are safer and feel safer 16 Collaborating, delivering in partnership and responding to national threats
Some threats and risks can only that this work is not keeping you order, civil emergencies and a be dealt with effectively by safe locally. West Yorkshire is well major cyber incident. It also sets drawing together the resources equipped and experienced in out the resources and skills police and expertise of people regionally tackling many of these aspects of force’s need in order to fulfil their or across the country. Good policing and others often rely on obligations under it. My role is to examples are counter-terrorism us to help them. ensure I consider this requirement work, activity to tackle serious when setting priorities and when organised crime and people who The Strategic Policing considering resource decisions for use the internet to commit crimes Requirement sets out what, in the West Yorkshire Police, to ensure against people and businesses. Home Secretary’s view, are the that we are in a position to make While you may not always see the national threats that the police and an effective contribution as part of impact locally of work undertaken partners must address. The the wider police service should the by the police and partners at a threats are organised crime, need arise. national level, it does not mean terrorism and extremism, public
4 When it comes to policing and crime, no single organisation is big enough or wealthy enough to go it alone. I will consider all realistic options for collaborating with others to ensure better value for the people of West Yorkshire, and to seek strong public sector delivery of those services. 4 I will make sure that major crime which impacts nationally and locally on the public of West Yorkshire is tackled. 4 I will make sure that we have the right resources and people to tackle national threats such as terrorism, serious public disorder, organised crime, major cyber incidents and civil emergencies. I will work with local authorities and planning agencies to make sure we are prepared for the national risks, threats and harm set out by the Home Secretary in the Strategic Policing Requirement.
5 Police and Crime Commissioner Public Perception Survey 2012
Communities are safer and feel safer 17 Criminal Justice System is effective and efficient
The criminal justice system is that almost everything in criminal making communities safer. If the made up of several agencies justice is inter-dependent – which system works then people should including the police, Court means we all have to work be deterred from committing Service, Youth Offending and together. Just as I have no crime, witnesses and victims will Probation Services, the Crown intention of interfering with the have a real voice in the process Prosecution Service and prisons. independent exercise of police and will be supported, while those While some people have concerns powers, neither do I intend to who cause the most harm or that police and crime trespass into the independence of persistently offend will be dealt commissioners might threaten the the prosecution and courts with appropriately. independence of some criminal services. The criminal justice justice partners, I take the view system is an important tool for
4 I will work in partnership with criminal justice agencies to achieve the outcomes people expect for their communities particularly for victims of crime.
Creating confidence
If the criminal justice system recorded figures for stop and search contact with the police works efficiently and effectively search also show minority ethnic affects how you see them. The but also in a way that’s fair then people were more likely to be impact of stop and search on communities should have stopped and searched. When communities - real or perceived - confidence in it as a whole. If asked about their opinions of the can be significant. As such it people have confidence in the police the same group of young should only be applied where it is system then they are more likely people were more negative than operationally necessary, within to report incidents of crime and other groups 11 . This suggests that due process and used anti-social behaviour, come your experience of stop and appropriately. forward as a witness, and co-operate and engage with the agencies involved. I intend to monitor the confidence that people in West Yorkshire have in the criminal justice system, and this is set out later in the Plan.
Stop and search is an issue that is often talked about, as I heard during my election campaign. Many young people spoken to told me that they have been stopped, or stopped and searched, by the police. Some groups experienced being stopped, or stopped and searched more than others, especially those with disabilities, those in Bradford or those from a minority ethnic background 11 . The Barbara Petchey, Deputy Chief Crown Prosecutor for West and North Yorkshire, Mark Burns-Williamson and Martin Goldman, Chief Crown Prosecutor for Yorkshire and the Humber
Communities are safer and feel safer 18 Mark Burns-Williamson discussing with young people their policing and crime concerns
4 With the police I will ensure stop and search activity is used appropriately, proportionately and when necessary to do so, working with communities to assess the impact this activity has had on them and better explain why.
Ensuring integrity
Our police officers and staff work expect them to, and the culture of Act 2011 introduced changes to tirelessly to protect the people of the force has not always been as the police complaints system to West Yorkshire. They are some of open and responsive as people make sure that complaints are the bravest and most committed would expect. I will lobby for a handled as soon as possible by people of any public service. national complaints body more fit the right people. I know that, even However, in the past a small for purpose and locally work with in the most professional and minority of officers have let the Chief Constable to improve hard-working organisations, things themselves, their colleagues and the processes by which we will sometimes go wrong and my their communities down. In the monitor and manage integrity and focus is on putting things right. past some officers and staff have professional conduct. The Police failed to behave as we would Reform and Social Responsibility
4 I will scrutinise complaints against the police and, wherever possible, aim to help put things right. 4 I will actively engage in the consultation around how complaints are dealt with independently, in a national body or otherwise. 4 I will set up an independent review of police conduct and standards.
Communities are safer and feel safer 19 Communities are listened to Listening to you first
Engaging with the communities you first and understand your me as I was out and about in we serve is of vital importance in issues and your concerns and communities. I have considered making sure that together we best those of your families in your your feedback in detail when meet the needs and concerns of communities. setting priorities in this Plan, as to the people we serve. Engaging me it should be a Plan for the with people in their communities is On taking office I launched my people of West Yorkshire, the key principle that partners ‘Listening to You First’ campaign reflecting what is important to you. identified as being important for as I wanted to hear about your While I acknowledge that there services that they are being paid experiences, what mattered most are some very diverse to provide. For me to address the to you, and your ideas for tackling communities within the county, concerns that matter to crime and anti-social behaviour. and that local areas can differ communities, give communities a More than 2,000 of you completed significantly not only in the people voice, and be accountable to the my survey and many more of you who live there but also the public I serve I need to listen to took the opportunity to speak to problems they face, the opinions, views and experiences you have expressed to me as part of this campaign have shown a strong agreement between people in different areas on the issues which really matter. I welcome any more thoughts and concerns - one way you can send them to me is through my website www.westyorkshire-pcc.gov.uk
Until the elections for police and crime commissioners in November 2012 - and arguably during and beyond - many people were not aware of my role or what it involves. Appendix A sets out the role of police and crime commissioners.
Mark Burns-Williamson meeting people as part of Community Action Support Against Crime (CASAC) Leeds
4 I will spend as much of my time as possible listening to the people of West Yorkshire, visiting neighbourhoods, holding surgeries and listening to a wide range of groups about their experiences and what matters to them. 4 I will expect our Chief Constable and his team to also consult widely. 4 I will work with communities on key issues affecting them and put their needs first when making decisions. 4 I will use my staff at the Office of the Police and Crime Commissioner to help me to gather people’s views, allowing me to hear the voices of more of the people I have been elected to serve. 4 I will share what the majority and minority views are on the issues the people of West Yorkshire care about, and then make decisions with communities taking these views into account. 4 Above all else, I will continue to listen to you first.
Communities are safer and feel safer 20 During my election campaign I with young people across West inform this plan. I consulted with made the pledge to involve young Yorkshire to set up a youth young people and minority groups people and minority groups, advisory group and I have run a on questions to put to candidates whose voices are often not heard consultation event exploring the in the recruitment of the Chief by public bodies. I am working issues around hate crime to Constable.
I have made five promises to young people. I will work with partners and young people to see how I can fulfil these promises, which are to: 4 Make myself accessible to young people and provide appropriate ways for young people to express their concerns to me (e.g. face-to-face surgeries, social media, e-petitions). 4 Treat all young people as citizens, valuing their interests and opinions as much as any other group in the community. 4 Provide an equal platform for all members of the community, including minorities and those who are marginalised. 4 Establish a way of meaningful representation of young people’s views by creating, for example a young advisory panel. 4 Use my influence as Police and Crime Commissioner to support the police to engage positively with all young people.
Young people involved in ‘Positive Futures’ projects, funded this year by the Office of the Police and Crime Commissioner
Communities are safer and feel safer 21 What resources will help us to achieve our objectives? Funding
West Yorkshire Police is heavily where you live need to work deal for West Yorkshire and I will dependent on government funds, together as one team and we continue to do so. The as around only a fifth of the need to develop the best way to government believes that we need budget of £420m is paid for locally make this work in each and every to work harder to make more through the police council tax area across West Yorkshire. I efficiencies but substantial precept. During my campaign I have been pleased to see a savings have already been made made a pledge to stand against commitment from each of your and with partners including those government cuts, keep the police local councils (Bradford, involved in providing this plan also on the beat and not hand police Calderdale, Kirklees, Leeds and facing substantial cuts to their service delivery over to private Wakefield) to continue to part fund budgets there is less money companies. These remain police community support officers available for policing and fewer important principles and for the next 12 months and resources to support community communities have told me that the beyond where possible, despite safety in these tough times. But visibility and availability of officers also being in a difficult funding that still leaves a gap in the and staff is a top concern for position. funding. Everything possible has them 4. I am committed to been done to protect frontline protecting frontline operational Those in the police are rightly delivery of policing, with the bulk policing, but there has inevitably concerned about the impact of of the savings coming from the been a reduction in the size of the budget cuts on the services they back office and support functions, force since 2010 when the provide; they will need to be but the police simply can’t afford government’s spending review smarter with the money they to continue to recruit police was implemented. We need to spend to reduce this impact and I officers without some extra help identify the best way to work with will ensure public money is spent from you. Full details of my budget communities at the as efficiently as possible. I have can be found at neighbourhood level. The people lobbied the Home Secretary and www.westyorkshire-pcc.gov.uk you rely on to keep you safe the Policing Minister for a fairer
4 I will lobby Government for adequate funding nationally for policing and a fairer share of the total funds available for West Yorkshire, otherwise it will become more and more difficult to keep people safe and feeling safe. 4 With cuts being made to the funding given to me for policing, community safety and other vital services, I need to identify areas where savings can be made and also identify new sources of income and funding such as support from businesses through the late night levy. I will work with the police and partners to find money through other sources, making sure we use our assets to best effect and generating income through new ways of working. I will try, wherever possible, to reduce the impact of funding cuts on frontline policing so important for communities in West Yorkshire. 4 I am committed to keeping neighbourhoods safe by funding and supporting services devolved to the local level, which can act and change what happens on your street to prevent and tackle anti-social behaviour and crime.
4 Listening to you first campaign 2012/13
Communities are safer and feel safer 22 Staffing
Owing to the level of government value for money to all the commissioners to submit a plan cuts I have taken the difficult communities in West Yorkshire. In setting out which staff should be decision to raise the police council fact I intend to explore all avenues transferred to their chief constable tax by 3.8% to make sure we can for funding and areas to increase as the new employer. In an area continue to recruit police officers our income to try to lessen the the size of West Yorkshire this is a in 2013/14. Even so, I estimate impact on communities and the big job and I will be working that the strength of the force will police, partners and staff closely with our new Chief fall from 8,606 to 8,368 during the themselves. Constable to make sure that our year, with this made up of 4,957 proposal meets the policing and police officers and 3,411 police The Police and Crime crime needs of all our staff. There will be a net loss of Commissioner is the employer of communities, and has due regard 106 police officers after the 44 all West Yorkshire Police staff who to the staff involved. I have new recruits which the increase in are not police officers, which is already started preparing for this council tax will pay for and a loss different from my own office which work and will be consulting widely of 132 support staff. In addition directly support my democratically with staff, their unions and there are 519 special constables elected role. Staff who are associations and with individual (with more to be appointed) and carrying out policing functions, like groups of employees and 265 police support volunteers.* Police Community Support partners. Our plan will have at its The extra police council tax is only Officers for example, might be heart the values and importance around a penny a day for the better employed by the Chief of public service and ensure our majority of households in West Constable rather than being Chief Constable and his team can Yorkshire, but because there will employees of their Police and focus on operational policing, with need to be more budget Crime Commissioner. As part of the right support behind them. reductions in future years it is the Government's changes to even more important that we introduce police and crime continue to examine everything commissioners, the Home we do to make sure it provides Secretary has asked all
With the police service I will work towards: 4 The workforce having the skills they need to carry out their jobs in a way that meets the needs of communities. 4 Involving the community through volunteering opportunities – I will run a recruitment campaign for special constables in local areas. 4 The whole workforce – including staff, officers, special constables and volunteers – being more representative of the communities that West Yorkshire Police serve.
I will ensure:
4 West Yorkshire Police is a living wage employer. 4 That I honour the commitment I made in signing the Police Staff PC Lisa McDonald West Yorkshire Police Employment Charter. Employee of the Year
*These figures change monthly because of the financial and environmental picture.
Communities are safer and feel safer 23 Proceeds of crime
During my campaign I spoke 50% of the amount recovered, this work by the relevant local about the Proceeds of Crime Act while in other cases the police agencies. Through my Listening to 2002. This Act lets us confiscate share the remaining half with the You First campaign, the majority or recover the proceeds of crime Crown Prosecution Service and of people have told me that they from a criminal (this could be cash Court Service. In 2011/12 the would support me lobbying the or property such as houses and amount of money West Yorkshire Government to get more, if not all, vehicles). Half of this is kept by Police received through such of the proceeds of crime returned the Government. In some cases means was £2.159 million. I will to West Yorkshire 4. West Yorkshire Police gets back encourage and support more of
4 I will lobby Government and try to get more of the money seized from criminals in West Yorkshire kept here and invested back in tackling crime. 4 I will encourage and support more work by our police service and criminal justice partners to recover more assets from criminals. 4 I will decide together with communities and the police how this money is spent locally.
Commissioning and grants provided to other agencies
For 2013/14 I have been given partnerships and other local shows the amount of money each £5.29 million by the Government - partners. I have pledged that I will district will receive to spend on a 20 per cent reduction on last pass this money to partners, tackling crime and disorder, year and which will continue to providing that it is used to fund substance misuse and youth reduce in future - which would activity that supports the outcome offending/re-offending. previously have been given framework and priorities in directly to community safety partnership plans. The table below
Amount to be passed to West Yorkshire districts for 2013/14 (£)
Bradford Calderdale Kirklees Leeds Wakefield Local Policing
Total funding for districts 1,480,593 518,658 649,112 1,927,045 623,526 88,066
Safer Future Communities 5,000
From next year (2014/15) I will be identify the best way to do this, are providing value for money and commissioning delivery of learning from those who know public accountability to the people community safety, reducing ‘what works’ and what doesn’t. of West Yorkshire. All details will re-offending and victim services When inviting tenders and be included on my website directly. Over the next 12 months I contracts I will be open, www.westyorkshire-pcc.gov.uk will be working with partners to transparent, making sure bidders
4 Achieving my community outcomes will depend on the quality of services provided by statutory and voluntary partners. This year I passed on my Community Safety Fund to partners; next year I will be focussed on making sure I have a clear offer and approach that will help me and our partners in achieving our shared aim that communities are and feel safer.
4 Listening to you first campaign 2012/2013
Communities are safer and feel safer 24 How will we know if we are succeeding?
It is important that we know Indicators whether we are succeeding in achieving our objectives. I have 1. Making communities safer by tackling all forms of crime agreed a small number of 2. Reducing the risk of domestic burglary in West Yorkshire performance indicators: each will be monitored carefully on a 3. Reducing the re-offending of persistent criminals who cause the most regular basis (see Appendix C for harm to our communities the measures I will use). I have 4. Responding to reports of anti-social behaviour in a way that victims are deliberately chosen to only have happy with one target, for burglary, which 5. Responding to reports to anti-social behaviour in a way that reflects the importance burglary communities are happy with has in this county. Other indicators 6. Improving the quality of support provided to victims of crime and will be monitored to ensure an incidents improvement is being seen over 7. Protecting those domestic abuse victims who are at most risk time. Performance reports will be shared with partners and placed 8. Making children safer in our communities on my public website. Any 9. Maximising the proportion of police officers engaged in operational under-performance will be activity challenged and ways forward 10. Increase the confidence of communities by working with partners in the identified. I will make regular criminal justice system updates on performance available on my website.
How will I manage performance? l One of my key functions is to hold the Chief Constable to account for how well the police play their part in the delivery of this plan, with the Chief Constable's role being to have direction and control of operational policing and to ensure it operates efficiently and effectively. l I will meet regularly with the Chief Constable, as I have already done since my election, to discuss important policing concerns and the progress made to deliver my Police and Crime Plan. I will ensure that the way that I hold the Chief Constable to account allows the people of West Yorkshire to see and have access to the key and important information and decisions that affect them. l As promised I will be out and about in West Yorkshire meeting with communities, groups and partners to hear directly about the impact that the delivery of my Plan is having. As part of this I will dedicate time to holding events in each community to discuss face-to-face with the people are affected their policing and community safety concerns. l My delivery of the Plan will be supported and scrutinised by the Police and Crime Panel and, with them, I will look at ways of how they can support me in my role. l I will look to holding sessions locally with the Chief Constable and other senior officers which the public can attend to ask questions. l Tackling crime, disorder, drugs and reducing re-offending is not just about policing: it involves a wide range of partners coming together and working co-operatively. Partner agencies have their own plans setting out how they intend to achieve the priorities I have set out here, both at a strategic and a local level and we will be monitoring our collective and individual progress. My office will help me to assess whether the police delivery plans have been implemented and whether their activity has helped to achieve the outcomes and priorities I have set. They will also work with other agencies to explore the impact of their activity. l This year I have committed resources to assisting partners from my Community Safety Fund. Next year I will be looking to commissioning services directly with partners based on the needs of communities across the county. Over the next five years of this plan each partner will be assisting me in fulfilling my long term aim that people in West Yorkshire are safer and feel safer.
Communities are safer and feel safer 25 Appendix A - Role of Police and Crime Commissioner
The police and crime commissioner will ensure the policing needs of communities are met as effectively as possible, bringing communities closer to the police, working more effectively with partners to address the causes and consequences of crime, building confidence in the system and restoring trust. Your police and crime commissioner is your voice for your area, elected by you and accountable to you at the ballot box, with the responsibility to hold the police service in West Yorkshire to account. The main duties of a police and crime commissioner are:
l Holding the chief constable to account l Setting and updating a police and crime plan l Setting the force budget and the police precept in the council tax l Engaging meaningfully with the public and communities served l Appointing, and where necessary dismissing, the Chief Constable
PCCs are responsible for policing at a local level but also for national policing issues and there is a Strategic Policing Requirement to ensure the police for example in West Yorkshire protect the public from cross-boundary threats such as terrorism, civil emergencies, public disorder and organised crime.
It will not be for the PCC to tell the police how to do their job - the Chief Constable continues to have operational independence and retains the direction and control of policing operations, the forces officers and staff. The PCC will hold the Chief Constable to account for the force performance and for the delivery of an effective and efficient police service within the force area.
PCCs swear an oath when they are elected to office to emphasise the significance of the role in local communities but also that PCCs are there to serve all the people they represent.
PCCs are scrutinised and supported by a Police and Crime Panel. In West Yorkshire the Panel has 14 members made up of councillors from the five local authorities together with two co-opted independent members. The Panel’s main duties are:
l Reviewing Police and Crime Plans and annual reports issued by the PCC l Agreeing or rejecting proposed police precepts l Investigating complaints made about the PCC l Agreeing or rejecting the appointment of a Chief Constable
Communities are safer and feel safer 26 Appendix B - Community outcome framework
Communities in West Yorkshire are safer and feel safer
s
e
m
o Local, regional
c t Crime and Anti-social Victims and and national Criminal u re-offending behaviour is witnesses are threats, risks justice system O is reduced reduced supported and harm are is effective tackled and efficient
PCC Manifesto promises and West Yorkshire medium term objectives
s informed by analysis of need e i t i r o i r
p County-wide policing, community safety and criminal justice service annual priorities
d n a
s e v i t
c Wakefield e Bradford Calderdale Kirklees Leeds j priorities priorities priorities priorities priorities b O
Communities are safer and feel safer 27 Appendix C - Performance measures and current performance
Current Performance to Indicator Measures Feb 2013 1. Making communities safer by tackling all Total recorded crime 10.1% reduction 12 forms of crime (Number of crimes) (both WY and similar forces)
2. Reducing the risk of domestic burglary in Recorded domestic burglary 27.6% reduction 12 West Yorkshire (Number of crimes) (TARGET - (similar forces 12.1% performance to be better than reduction) similar forces and partnerships)
Risk of household crime 17.4% 13
3. Reducing the re-offending of criminals Re-offending rate for persistent 41.8% 14 who cause harm to our communities offenders (adults)
Re-offending rates of adults 26.5% 15
Re-offending rates of young people 37.7% 15
4. Responding to reports of anti-social Satisfaction with service delivery 82.3% behaviour in a way that victims are happy with
5. Responding to reports to anti-social Proportion of residents saying 12.4% behaviour in a way that communities are anti-social behaviour has got worse happy with over the last 12 months
6. Improving the quality of support provided Satisfaction with overall service 87.1% to victims of crime and incidents
7. Protecting those domestic abuse victims Repeat victimisation rate for 35.6% who are at most risk domestic abuse
8. Making children safer in our communities Volume of safeguarding activity Available undertaken shortly
Re-offending of sex offenders Available 31/3/2013
9. Maximising the proportion of police % of police officers in operational 91.1% officers engaged in operational activity functions
10. Increase the confidence of communities % confident that the CJS is effective 39% 16 by working with partners in the criminal justice system % confident that the CJS is fair 60% 16
12 Data for the 12 months to January 2013 13 Data for the 12 months to September 2012 14 Data for the 8 months to December 2012 15 Data for the 12 months to December 2010 16 Data for the 12 months to March 2012
Communities are safer and feel safer 28 Acknowledgements
I would like to acknowledge all of the Police and Crime I would also like to thank the those who have contributed very Commissioner (OPCC), and Clair Police and Crime Plan Working positively to my first Police and Hedges, Tricia Holder, Sarah Group their involvement in the Crime Plan for West Yorkshire. Drafz and Henri Murison in production of this plan has been This Plan sets a strategic vision particular, for all their work in key. They have provided me and for policing and community safety collating the consultation my office with invaluable advice, across the county and has rightly responses, pulling the information support and information needed to involved a great number of together and facilitating partners’ get this Plan right for you and for people, organisations and feedback. This has been no small all our communities across West partners and I would like to undertaking given the demanding Yorkshire. express my thanks to all of you. timetable. I would like to thank the Office of
My special thanks go to:
Bradford Community Safety Partnership Imran Hussain, Jonathan Hayes Calderdale Community Safety Partnership Chris Hardern Kirklees Community Safety Partnership Jean Calvert, Chris Walsh Leeds Community Safety Partnership Neil Evans Wakefield Community Safety Partnership Maureen Cummings, Mel Williams, Diane Lee Local Criminal Justice Board Sue Hall, Colin McMahon Voluntary Action Leeds David Smith Mid Yorkshire Chambers of Commerce Steven Leigh Police and Crime Panel Alison Lowe, Clare Elliott West Yorkshire Police A/DCC Jawaid Akhtar, ACC Geoff Dodd, Rebecca Tennyson-Mason, Jayne Sykes, Jeffrey Bridgeman, Andrew Wright
Communities are safer and feel safer 29
WYFRA Community Safety 19 July 2013 ITEM NO: Committee 8
REPORT OF: DIRECTOR OF SERVICE DELIVERY
PURPOSE OF REPORT: TO INFORM MEMBERS OF THE PUBLICATION OF THE WEST YORKSHIRE RESILIENCE FORUM ANNUAL REPORT 2012/13
RECOMMENDATION: THAT MEMBERS NOTE THE CONTENTS OF THE REPORT
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: None
ACCESS CONTACT OFFICER: AM I Dunkley (01274 655783) Operations Support
BACKGROUND PAPERS West Yorkshire Resilience Forum Annual Report 2012/2013
SUMMARY
This report highlights the publication of the West Yorkshire Resilience Forum Annual Report 2012/13. 1 BACKGROUND
1.1 The Civil Contingencies Act 1994 (CCA 2004) requires that in every Police force area a Local Resilience Forum must operate. In West Yorkshire this forum is referred to as the West Yorkshire Resilience Forum (WYRF).
1.2 West Yorkshire Fire and Rescue Service (WYFRS) are deemed a category one responder under the terms of the act and as such have specific duties relating to contingency planning. These duties are met utilising personnel from across the service and strategic representation at WYRF meetings is maintained via the Director of Service Delivery.
2 INFORMATION
2.1 At the end of the financial year the WYRF manager on behalf of the co-chairs produces an annual report which highlights the work and achievements of the forum and its sub groups against the previous year’s work programme. The WYRF Annual Report 2012/2013 is attached to this report for reference.
2.2 The Annual Report also provides details of incidents that the forum has responded to (page 16) and details of the factors that will affect the forums capability and capacity over the forthcoming year (page 19). A draft Business Plan (page 21) for the following year is also provided.
2.3 The Financial Report for 2012/13 can be found at page 25, which details how member organisations contributions towards the running of the forum are attributed.
2.4 WYFRS and all other category one responders contribute £8000 per annum to the running costs of the forum. A new three year funding commitment was agreed at the last WYRF meeting on 13 June 2013. It should be noted that West Yorkshire Police made up a £21,884 shortfall in partner organisation funding on top of their own contribution.
3 EQUALITY AND FAIRNESS ISSUES
3.1 This report demonstrates how WYFRS works with its partners to plan and prepare for emergencies affecting West Yorkshire communities, including those who are particularly vulnerable and at risk and those with protected characteristics. Achieved through efficient and effective co-operation and information sharing, this demonstrates compliance with the FRS Equality Framework and the Public Sector Equality Duty.
4 HEALTH AND SAFETY IMPLICATIONS
4.1 There are no Health and Safety implications directly linked to this report.
5 FINANCIAL IMPLICATIONS
5.1 WYFRS contribution towards the forum is £8000 per annum which is met from within the existing approved revenue budget.
6 SERVICE PLAN LINKS
6.1 This report directly links to the following Priorities:
• Deliver a professional and resilient emergency response service
7 CONCLUSION
7.1 WYRF provides the communities of West Yorkshire with a resilient response and recovery capability in the event of major incidents of a multi-agency nature.
8 RECOMMENDATION
8.1 That Members note the contents of this report.
NOT PROTECTIVELY MARKED
WEST YORKSHIRE RESILIENCE FORUM
ANNUAL REPORT 2012 / 2013
1 NOT PROTECTIVELY MARKED
CONTENTS PAGE
FOREWORD 3
INTRODUCTION 4
WEST YORKSHIRE RESILIENCE FORUM PARTNERS 6 ORGANISATIONS
THE WORK AND ACHIEVEMENTS OF THE FORUM 7 DURING 2012 / 2013
INCIDENTS DURING 2012 / 2013 16
THE YEAR AHEAD 2013 / 2014 19
WEST YORKSHIRE RESILIENCE FORUM DRAFT BUSINESS 21 PLAN FOR 2013 / 2014
FINANCIAL REPORT 25
APPENDIX 1 – List of WYRF members 26
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FOREWORD
We are very pleased to introduce the third Annual Report for West Yorkshire Resilience Forum which acknowledges its achievements over the last twelve months and sets out its direction over the coming year.
Emergencies have a huge impact on residents, communities and businesses and cause great distress through injury, loss of life, damage to property and people being forced out of their homes. It is therefore essential that all of the organisations responsible for responding to emergencies and assisting those affected, work together to minimise the impact and ensure an effective and coordinated response. The Local Resilience Forum is the mechanism by which all the responsible organisations can plan and ensure that we in West Yorkshire are equipped and prepared to deal with any emergency that may occur.
As Co-Chairs of West Yorkshire Resilience Forum, we remain confident in the commitment demonstrated by members of the WYRF to working together towards our common goal: preparedness for any emergency. On occasions our plans have been put to the test and we continue to learn from our experiences, using them to continually improve our response.
To ensure that we are equipped to deal with emergencies, it is essential that we understand the challenges that face us and that we identify and address any gaps in our capacity and capability – this is especially important during a period of austerity.
The threat of terrorism, further industrial action and protest, the likelihood of severe weather are key issues that may have an impact on our county over the next twelve months. West Yorkshire Resilience Forum has agreed this Annual Report which sets out the strategic business plan to help ensure that all member organisations are working together to further enhance the resilience of the County.
We would like to thank all members of the Forum, the Management Group, the network of Sub Groups and the Secretariat for their hard work and commitment over the last year. No doubt 2013 / 2014 will bring several challenges which may test our resilience. However we will continue to serve the communities of West Yorkshire to the highest standards.
Craig Guildford Tony Reeves Assistant Chief Constable, WYP Chief Executive, Bradford Council Co-Chair of WYRF Co-Chair of WYRF
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INTRODUCTION
The West Yorkshire Resilience Forum (WYRF) was formally established as a response to the Civil Contingencies Act 2004, but was built upon some very firm foundations of emergency planning that served West Yorkshire for several years beforehand. The Forum helps its members meet their legal statutory obligations, as set out in the Act, through important relationships and provides strategic leadership for the programme of work. It also enables ‘co-operation’ and ‘sharing of information’ between responders in an efficient and effective way.
Emergency Services, Local Authorities, the NHS and other public bodies are members on the Resilience Forum. Other organisations such as the Health and Safety Executive, utility and transport companies are represented on the Management Group and/or Sub Groups. The Voluntary Sector, the Military and the Department for Communities and Local Government, also participate fully in the partnership. Other responding organisations play a vital role in day to day emergency planning and have the right to be invited and attend meetings of the Resilience Forum.
The WYRF meets formally on four occasions a year. However the bulk of the work of the Forum is discharged through the Management Group and a network of Sub Groups.
West Yorkshire Resilience Forum has an agreed set of strategic objectives. These are:
• Provide a systematic, planned and co-ordinated approach to encourage Category 1 Responders, in liaison with Category 2 Responders, to address all aspects of policy in relation to the duties imposed by the Civil Contingencies Act 2004 which are:
Risk assessment Planning for emergencies – including prevention and mitigation Planning for business continuity Publishing information about risk assessments and plans Arrangements to warn and inform the public and other aspects of the civil protection duty Co-operating and sharing information – to enhance co- ordination The promotion of business continuity management by Local Authorities
• Make joint strategic, policy decisions relating to the County’s preparedness and response. • Maintain and publish the Community Risk Register and ensure it provides a robust basis for planning.
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• Consider the implications of legislation, national initiatives and decisions of the Yorkshire and Humber Regional Resilience Forum for West Yorkshire. • To approve an annual work plan and provide clear direction to oversee the activities of and task the working groups in the form of the Management Group. • Consider cross border risks and work with partners from neighbouring Local Resilience Forums, especially around mutual aid arrangements.
West Yorkshire Resilience Forum has overseen a work programme that has resulted in significant steps being taken to improve the safety and well-being of the public of West Yorkshire.
This Annual Report aims to demonstrate the excellent partnership arrangements and cooperation across West Yorkshire in planning for and responding to emergency events.
It also demonstrates the achievements by members of West Yorkshire Resilience Forum and sets out the priorities and key challenges for the year ahead.
The intended audience are members of West Yorkshire Resilience Forum, Chief Executives and Chief Officers from member organisations, Category 2 responders and members of the public.
Member organisations are requested to promote the achievements of the West Yorkshire Resilience Forum and consider how the forthcoming Business Plan can be included within their own individual performance management structures.
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WEST YORKSHIRE RESILIENCE FORUM PARTNER ORGANISATIONS
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THE WORK AND ACHIEVEMENTS OF THE WYRF DURING 2012/2013
The various sub groups have made significant progress across a multitude of work streams and have used the generic multi-agency plans for live incidents across the districts over the past twelve months. Some of the incidents were extremely challenging for all category responders, for the public and communities involved.
Review of the WYRF sub groups
A request was made by the WYRF strategic members to review the sub group structure in the autumn of 2012 to establish the following:
o The sub groups were still fit for purpose, o To ensure that the terms of reference for the respective sub groups were still relevant o To see if there was a possibility of rationalising any of the sub groups whilst maintaining the level of service and work provided.
The results of the review allowed the formation of the Interoperability Sub Group which has replaced the previous CBRN and MTFA work streams and also incorporated into this work area are the issues around JESIP (Joint Emergency Services Interoperability programme), which is driven by central government. The JESIP work is to be focussed on the three Blue Light Services but it was also identified at an early stage that this could be expanded to West Yorkshire Local Authorities and other partner agencies who are now included.
Also created, was the new Resources, Evacuation and Recovery (RER) Sub Group which replaced the three previous work streams of the Evacuation, Shelter & Humanitarian Assistance, Recovery & Site Clearance and Resources, Fuel & Logistics Sub Groups. This enlarged group has some key work to deliver over the next year especially around the East Coast Flood Plan and how the region could assist with evacuees from the coast.
Please see new sub group structure on page below.
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New Sub Group Structure
APPENDIX A - WEST YORKSHIRE RESILIENCE FORUM – STRUCTURE
West Yorkshire Resilience Forum (WYP / Bradford LA) STRATEGIC
Training & Local Health Exercising (incl. COMAH - FRS) Resilience Partnership Management Group (incl. TACTICAL Risk & Capabilities)
Interoperability Health Resilience (WYRF Manager) Subgroup (FRS) (NHS CB)
Voluntary Orgs & Severe Weather & OPERATIONAL Faith Issues Dam Inundation (Leeds) (Kirklees)
Resources, Warning & Evacuation & Mass Fatalities Resilient Informing Recovery (Leeds) Communications (Kirklees) (Bradford) (WYP)
New Joint Chair
In October 2012, Assistant Chief Constable (ACC) Craig Guildford joined West Yorkshire Police from the Cheshire Constabulary to become the Assistant Chief Constable with responsibility for Specialist operations. ACC Mark Milsom changed his portfolio to the new National Police Air Service (NPAS) being provided by West Yorkshire Police. We would like to thank ACC Milsom for his direction and contributions to the WYRF during his period as co-chair.
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Emergency Services Show – July 2012
On Saturday 7th July 2012, the West Yorkshire Emergency Services Show took place at West Yorkshire Fire & Rescue Service HQ’s. Due to the inclement weather the numbers attending the show was down slightly on last year to approximately 9,000 people from across the county. The people who attended were given information on the types of risks they are likely to face and how to prepare for and respond to emergencies. The day was a huge success and planning has already started for this summer’s event which will take place on Saturday 13th July 2013.
Project Beacon (taken from the project Beacon progress report)
Project Beacon has enabled great progress to be made in terms of demonstrating the potential for data sharing within the WYRF partner organisations in West Yorkshire. Enrolling all the participating agencies into one group with the aim of sharing data and working more collaboratively was an achievement in itself and all member organisations are to be applauded for their openness and willingness to participate in furthering the User Groups’ objectives.
While the Project within West Yorkshire has not progressed at the pace that was originally envisaged, there is no doubt that the concept of the common operational picture has been demonstrated and proven but there remains much to be done to establish Beacon as an accepted LRF data-sharing vehicle.
Long standing internal policies, procedures and infrastructure can sometimes be a barrier to wider acceptance within Beacon partner agencies. Some partners, however, have taken significant steps to overcome these hurdles and demonstrate the benefits within their own organisation.
The Project has generated a great deal of interest around the UK from government agencies, emergency services and other LRFs interested in exploring the possibilities of running their own version of the Project.
Project Beacon has gone a long way in removing the technological barriers that have naturally occurred through the use of independent systems and also exposed the human factors and organisational barriers prevalent when sharing data. The same
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lessons learned here could be applied to any comparable Information Management System and disseminated around other LRFs.
The following Multi-Agency Plans were developed as a result of the risk or capability identified within the West Yorkshire Community Risk Register:
Mass Fatalities Plan
• The Temporary Chair of the Mass Fatalities Sub Group is Superintendent Colin Prime as Leanne Cummings from Leeds City Council is presently on maternity leave. The Mass Fatality Plan for the WYRF members has recently been updated and uploaded onto the NRE by the Deputy Chair Anne Frost of Kirklees Local Authority. During the year some issues around designated individuals had to be looked at but this matter is now resolved. Additional funding was also secured from central government by the Mass Fatalities Group for over £30,000 which has allowed the purchase of two Nutwell Body Storage Units as well as allowing building work to be completed on the West Yorkshire Eastern Side Temporary Mortuary facility. A temporary mortuary exercise was also carried out at this site in 2012.
Health Resilience & Mass Casualty Planning
• The Mass Casualty Plan has been further developed over the past year to look at the Advanced Casualty Clearing Stations and the introduction of MERIT teams. Joint multi-agency training has also taken place in relation to a Marauding Terrorist Firearms Attack (MTFA), this was hosted by West Yorkshire Police in Wakefield Town Hall where the Mass Casualty Plan was looked at and discussed. • The issue of major incident planning for burns has also been looked at in some detail over the past twelve months and plans are now in place to make sure the best care is delivered by the best people at the correct location. • Plans have been put in place to safely manage the evacuation of patients from a hospital building or a series of hospital buildings, to be used in the unlikely event that a building became unsafe for patients to remain in.
Resources and Logistics Protocol
• The work around fuel completed by Jason Shirazi of Kirklees has proved invaluable in responding to enquiries from central government due to the potential issues around the Tanker Drivers Fuel Dispute. This dispute may yet cause issues across the county and further afield as it has not yet been fully resolved. Work has gone on through national channels to involve the military in possible solutions. Jason has reviewed and updated the Fuel Protocol and is continuing to do so.
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Multi-Agency Flood Plan
• The severe weather that was experienced across the various districts of West Yorkshire ensured that the Flood Plan was put in to use and reviewed by those involved. The latest version has been shared across the WYRF and assisted Calderdale especially during their problematic flooding. A special thank you to Emma Martin (nee Priestley) from Calderdale Local Authority for her laboured hard work in this area.
Warning & Informing
• The ‘Don’t Panic, Prepare’ booklet was completed and shared across all partner organisations to help people look at what they should be considering in preparing for an emergency situation. • The West Yorkshire Emergency Media Protocol was revised and the updated version was shared amongst partner organisations. • The issues around social media communication were tested to a limited degree in Exercise Chadwick and this has highlighted the requirement for further work around this area.
Mass Evacuation Plan
• This Plan is currently being reviewed by Mike Powell from Bradford Local Authority. The Plan in its previous format was used by Calderdale Council to assist in the evacuation of a part of Halifax Town Centre when a suspicious package was found near to an Army Recruiting Office. The plan is also being looked at in terms of a mass evacuation into the region from Humberside in the case of a tidal flood where approximately 10,000 plus people may need to flee to West Yorkshire. Members of the WYRF attended the East Coast Flood Inundation Conference in Humberside in February 2013, as a follow up to this DCLG have organised a seminar in Leeds during May 2013.
National Resilience Extranet (NRE)
• The majority of member organisations of WYRF now use the NRE on a regular basis which has allowed organisations to share documents at a restricted level as well as being able to access the Cabinet Office’s updates and circulars. The National Resilience Extranet (NRE), however, is currently under review and the current supplier “Ultra” are to re-tender their business case along with other organisations. The NRE are looking to further develop the system which may also include a built in mapping system. WYRF hosted a seminar in the autumn of 2012 where Civil Contingencies Secretariat, numerous other LRFs and partners attended to give feedback as to the requirements for the NRE going forward.
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Community Risk Register
• The RESTRICTED Community Risk Register (CRR) has been completed by Roger Carter from Leeds City Council and the public facing version is now on the West Yorkshire Police website. The Community Risk Register assesses potential hazards and their related controls; the threat of terrorism is part of what is regularly reviewed based upon intelligence gained from a multitude of sources. A full review of all individual risks to our region is an ongoing process and is monitored accordingly. The revised CRR plays an important part in assisting the forum and its members in prioritising work over the coming year. As the CRR takes a 5 year outlook it is also good practice to consider proximity risks, such as known major events like the Tour De France that might not be captured. Identifying the relationship between these risks is also important – such as the large grouping of essential service risks which all impact on how we respond to emergencies.
Training and Exercising
Each organisation within the WYRF manages their own respective training programmes but the below are some examples of joint training that has taken place over the past year.
Strategic Leadership in a Crisis Course for Chief Executives and NHS Directors
Throughout the year, the Strategic Health Authority has worked with West Yorkshire Resilience Forum in order to further develop this strategic course. The courses resulted in 70 Senior Managers being trained to enable them to represent their organisations at a future Strategic Co-ordinating Group. Students on the courses were expected to undertake a ‘self-assessment’ of their knowledge and competencies prior to attendance which enabled them to focus particularly upon gaps and manage their own continuous improvement.
NHS & YAS Joint Gold Cell
The NHS and the Yorkshire Ambulance Service have invested in a state of the art “Gold” cell and Command facility just outside of Wakefield. This new development provides excellent communications systems, breaks out rooms, conference facilities and is ideally situated just off of the key major road networks for the county. A great resource to have at the disposal of the WYRF for exercising and for incidents as appropriate.
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Olympic Torch Exercising and validation
A series of exercises were undertaken on a national, regional and local basis to ensure that the arrangements in place were fit for purpose. This included an understanding of roles and responsibilities during the response to specific scenarios identified as a part of the torch relay.
Essential Service and Resilience events
A regional and separate national event ran as part of the Risk & Capabilities work programme. These events focused upon locality dependency on essential service infrastructure, particularly from the energy sector. The events examined vulnerability in our towns and cities and expectations around availability of such services. This work area is set to continue into 2013-14 as we try to understand the relationships between top risks on the CRR and essential service infrastructure. A Report has been issued identifying next steps, in addition to the collaborative ‘Information Sheets’ produced to clarify Essential Service procedure.
Multi-Agency Flood Training Days
During the past year the Local Authorities along with the WYRF secretariat and the Environment Agency have provided multi-agency training days looking at different types of flooding across the region. The training days have been very well received and have allowed partner agencies to develop close working relationships whilst dealing with significant incidents across the region.
Control of Major Accident Hazard (COMAH)
West Yorkshire has 13 top tier COMAH sites. The chemical industry plays an important role in the local economy and generally has an excellent safety record, however it was felt important to include the multi- agency exercising regime within the WYRF structure as all agencies devote significant resources to planning for the off site consequences of an incident at a COMAH site. During the last year multi- agency exercises have tested the off-site plans at DHL Exel, Castleford, Black Cat Fireworks, Huddersfield and at Unilever, Leeds.
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Multi-agency Major Incident Training
In February and March 2013 West Yorkshire Firearms Training Department along with key colleagues from West Yorkshire Fire and Rescue Service and the Yorkshire Ambulance Service delivered a number of multi-agency training days at Wakefield Town Hall. The sessions were aimed at tactical level commanders from the three Blue Light organisations along with the five Local Authorities to look at how they would react to a terrorist related incident. The training was positively received and identified by all partners involved as a key work stream. Further training days will be planned in the forthcoming year.
Exercise Chadwick
Exercise Chadwick was a West Yorkshire Resilience Forum Strategic Co-ordinating Group (Gold) annual exercise based on a scenario involving a release of radiation from a road traffic collision involving a nuclear weapons transporter on the motorway network. The exercise not only covered the incident response phase (the SCG was chair by West Yorkshire Police) but also the recovery phase (chaired by Kirklees Council).
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The exercise allowed people to interact not only on an organisational basis but on an individual basis to establish key working relationships that would be required for a genuine incident; it also helped individuals and organisations to reflect on their own capabilities and performance and to look at where there were areas for development for themselves and their organisation. Overall all those that participated felt that the event was worthwhile and a good investment of their time and energy and it has highlighted areas to be included in the exercise for 2013.
The Voluntary Organisations Sub Group “Speed Training Event “
On the 21st November 2012 the Voluntary Organisations and Faith Communities Sub Group held a speed training event at Leeds Town Hall. The event was designed to encourage optimum engagement from the voluntary organisations which are named in the WYRF Voluntary Organisations (VO) and Faith Communities Plan. The format was based on a speed training initiative (based around 8 tables) and was intended to provide a quick intensive insight into each organisation’s details, i.e. who we are / what we do rather than an in depth lecture on each. Delegates were given additional learning aids to assist with information gathering and understanding. The format of the event was received very well by all delegates. Indeed from the comments that were recorded delegates and presenters all felt that this was a very worthwhile and informative event. Some suggestions were made as to how to improve the event and these have been taken on board and it is intended to run a similar session later this year.
B A Training
West Yorkshire Fire and Rescue Service have provided specialist training in regard to breathing apparatus to police officers and to ambulance staff to assist in dealing with very specific incidents. Some staff from the Hazardous Area Response Team from Yorkshire Ambulance Service and the Operational Support Unit staff from West
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Yorkshire Police have now been trained to go forward with the fire service in dealing with chemical related suicides and illicit laboratories.
Emergency Planning Officers (EPO) Seminars
During the last year the EPO seminars covered the issues of:
• Olympics • Reservoir planning • Military support • The national decision making model • Threat & Risk • DCLG and the NRE
The next EPO seminars are planned for 7th of May 2013 and 8th of October 2013.
The topics are to be confirmed but are likely to include across the two sessions:
• Search and Rescue • Weather related matters • Project Beacon • Managed Motorways • Advanced Casualty Clearing Stations & MERIT • Additional issues around reservoir planning • Utilities input • Voluntary organisations Input • Tour De France – Grand Depart
INCIDENTS DURING 2012 / 2013
Member organisations continue to respond to a considerable number of incidents. Some of these have included:
The Olympic Torch Relay and The Olympics
The Olympic Torch Relay was a tremendous event for the entire county with every district being involved with the procession as The Torch went through the most diverse route that could be imagined. Events were staged to support the relay in every city, town and village from well organised large scale events to small fates. The relay involved partnership work across West Yorkshire at its best. The 5 Local Authorities, The 3 Blue Lights Services, and all other organisations (which are too many too mention here) worked splendidly together to ensure a safe and enjoyable event, The weather seemed to know what was happening and allowed the county a brief view of the summer during the relay that then disappeared soon after. The crowds and the public though are what made the event what it was, a great community show of what can be done when we all come together for a common purpose.
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What the organisations involved did was to enable the safe passage of the torch through the region, brought pleasure to millions of people who witnessed it and provided an opportunity for torch bearers to have their "moment to shine" Anybody who saw the joy on the faces of the Torch Bearers couldn't fail to be moved.
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The County did not have any Olympic venues based within it but did host some of the camps for some of the key countries involved but due to this West Yorkshire Police were also required to send staff to the London Capital to help support the event.
The Force had 780 officers who volunteered to patrol at the Olympic Games in London, from July 27 - 12 August. There were over 300 officers a day supporting different events. A number of support staff also used their own time to volunteer as Games Makers.
English Defence League (EDL)
th o Saturday 30 of June 2012 Dewsbury - Kirklees
th o Saturday 4 of August 2012 – Keighley – Bradford
The EDL held various demonstrations last year but two of which impacted on quite a large scale for two districts within the county.
The first event was held on the 30th of June in Dewsbury where the EDL assembled to protest regarding various issues. In general terms the event was well managed but did require some robust policing. The protestors were allowed a very limited procession through a route within the town centre and then to have a demonstration outside of the Town Hall. Following the event, Police and Kirklees Council thanked local people for their restraint, tolerance and understanding which helped ensure the day passed with minimal disruption.
The second event took place at Keighley on the 4th of August where the EDL attended to demonstrate about Child Sexual Exploitation. The main event was held on Church Green just away from the town centre. The assembled group had various speakers attend and address those gathered and then they attempted to have a procession through the town. This was not allowed as it was felt that this would have impacted on the communities of Keighley and had not been agreed in the discussions and negotiations prior to the event.
Flooding & Severe Weather across the county
During 2012 and the first few months of 2013 the county has not seen the best of the British weather. All 5 Local Authorities areas have suffered to varying degrees but Calderdale has had the brunt of issues to deal with. From the flooding in what could loosely be described as the summer of 2012 to the freakish snows of the spring of 2013.
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Calderdale has had to deal with displaced residents, disgruntled business owners, managing of limited resources, high profile visits etcetera due to the flooding and yet has also had to maintain business as usual for the rest of the issues on a day to day basis across the district.
Then when the rain had subsided came the snow, some of the outlying areas within the districts were stranded and cut-off for a limited period of time and real efforts had to be made to ensure help got through to those people in need.
THE YEAR AHEAD - 2013 / 2014
Developments that Affect the West Yorkshire Resilience Forum (WYRF)
There are a number of factors affecting the WYRF.
• Mark Burns-Williamson has been elected as The Police and Crime Commissioner (PCC) for West Yorkshire and is working with the new Chief Constable, Mark Gilmore, to deliver their shared goal for the policing of the county.
• The re-organisation of the NHS has now taken place and the new structures are in place but these will need time to bed-in and for the people to adjust to their new roles and responsibilities.
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• At the WYRF meeting on the 14th of March 2013, partner organisations have agreed in principle to the continued support for the joint funding of the WYRF Manager and Admin Support for the next three years. This is to be ratified at the next meeting.
• Finances and resources are under extreme scrutiny and some organisations have already reduced the resources available to support the work of WYRF and it is feared that the work of Emergency Planning will revert back to pre- Civil Contingencies Act days. This risk only increases the requirement for member organisations to support the West Yorkshire Resilience Forum especially in times of such austerity and for organisations to work to support each other.
• The DCLG priorities for going forward also mirror some of the desires of the West Yorkshire Resilience Forum we will be looking at: - Evacuation and Shelter - Mass Fatalities - JESIP & Interoperability - Flooding & Severe Weather - Greater LRF to LRF sharing and co-ordination.
• Whenever possible, ‘we’ need maximise opportunities in order to promote the work that we have achieved, not only to members of the public but to internal stakeholders and staff.
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WEST YORKSHIRE RESILIENCE FORUM DRAFT BUSINESS PLAN FOR 2013 / 2014
1. Improve processes for the earliest identification of ‘emergencies’ (as defined under the Civil Contingencies Act, 2004), or ‘those circumstances where a unified resilience response would add value to the communities of West Yorkshire’;
2. To generate strategic or ‘essential’ alliances with neighbouring resilience forums, other non core county responders, voluntary and private sectors based on common geographical risks, or capability / capacity requirements;
3. To continue to provide a joint training & exercising strategy to develop the skills of the partnership, and to test preparedness and planning;
4. To develop close working links with the Department for Communities and Local Government (DCLG), Resilience Emergencies Division;
5. To improve the ability of all partners to meet their duty to ‘co-operate’ as described by the CCA(Regulations);
6. Improve partnership communication and interoperability;
7. To continue to review and monitor the performance of the West Yorkshire Resilience Forum
The West Yorkshire Community Risk Register (CRR) has been fully reviewed and amended by the Risk and Capabilities Sub Group. The very high and high risks plus the threats will continue to drive the work programme for the following year. The work programme also includes the capabilities that are required to be in place within the county, such as arrangements to deal with mass casualties.
Therefore the work programme for 2013 / 2014 will include continued work on:
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ITEM DESCRIPTION RESPONSIBLE SUB GROUP CHAIR
Responses to a Work will continue on planning to respond to : Supt Patrick Casserly Terrorist Incident(s) • Attacks on crowded places, (WYP) • Attacks on transport networks • Attacks using non-conventional agents (chemical, biological, Group Manager Vince radiological agents) Macklam • Attacks on critical infrastructure (WYFRS)
Severe Weather, • Further develop site specific reservoir inundation plans Jason Shirazi (Kirklees Flooding and Dam • Develop and deliver site specific local Off Site Reservoir Inundation Local Authority) Inundation exercises • Review and amend the West Yorkshire Multi-Agency Flood Plan • Consider seasonal weather risks and take action to mitigate e.g. heat wave, heavy snow, ice and drought.
Health Resilience • Review the West Yorkshire Mass Casualty Plan. Dr Judith Hooper (Kirklees Subgroup • Train and exercise staff outlined in the plan NHS) & Elaine Wyllie • Review Flu Pandemic arrangements in light of new guidance (Operations & delivery • Develop MERIT arrangements Director – West Yorkshire) • Develop plans to support partial hospital evacuation • Develop and provide assurance about Advanced Casualty Clearance Stations (ACCS’s) • Review arrangements for a Scientific and Technical Advice Cell (STAC)
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Mass Fatality • Maintain the West Yorkshire Mass Fatality Plan Detective Superintendent Planning • Develop an Eastern and Western area Temporary Mortuary Plan Colin Prime ( West Yorks • Conduct an exercise to test the Plan(s) Police) • Review arrangements for body storage in each district.
Training and • Plan and deliver a Gold level exercise. Group Manager Jim Butters Exercising • Deliver multi-agency training and work shops (WYFRS) - • Undertake 4 COMAH exercises over the year Soon to be – Group • To ensure all agencies arrangements for training & exercising are manager Vince Macklam coordinated • To disseminate and share best practice across all relevant organisations
Risk and capabilities • Review the West Yorkshire Community Risk Register Roger Carter (Leeds Local • Ensure that the Community Risk Register is published on Leeds Authority) City Council’s website • Examine work undertaken as part of the CONTEST strategy • Challenge resilience in relation to Essential Services
Resources, • Each district to continue to develop multi-agency evacuation plans Mike Powell (Bradford Local Evacuation & and take into consideration large scale evacuation both inward and Authority) Recovery outward and the short, medium and long term consequences. • Provide training opportunities for staff involved in Humanitarian Assistance to the public.
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• Continue to work with neighbouring / other LRF’s in planning for a mass evacuation / invacuation scenario. • Maintain arrangements in relation to a fuel disruption • Train and exercise the West Yorkshire Fuel Protocol • Review the Resources / Logistics Protocol • Maintain emergency arrangements with local suppliers
Warning, Informing • Continue to develop public awareness campaigns for those risks Sean Westerby (Kirklees and Community identified as very high and high in the Community Risk Register. Local Authority) Resilience • Encourage community resilience in vulnerable communities. • Review arrangements for warning and informing the public Michelle Flint (WYP) • Exercise arrangements for warning and informing the public.
Voluntary • Maintain the West Yorkshire Voluntary Organisations and Faith Sufia Khan (Leeds Local Organisations and Communities Plan Authority) Faith Communities • Organise a training event • Conduct an exercise to test the plan
Resilient Telecoms • Continue to train and exercise first responders in the use of Chief Inspector Mark Airwave Inter operability Jessop (West Yorkshire • Members to maintain arrangements for MTPAS Police) • Train and exercise the Resilient Telecoms Plan • Train additional Police Officers and exercise the High Integrity Telecoms System (HITS) • Review and amend the Resilient Telecoms Plan • Provide additional NRE User training
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FINANCIAL REPORT 2012 / 2013
OUTGOINGS
Employee relates costs £ 101,884 Premises relates costs None Adjustment from previous year Nil Total £ 101,884
INCOME
PARTNERSHIP CONTRIBUTIONS £ 80,000 Total £ 80,000
Breakdown –
West Yorkshire Police (inc BTP) - £8000 WYFRS - £8000 YAS - £8000 Bradford LA - £8000 Calderdale LA - £8000 Kirklees LA - £8000 Leeds LA - £8000 Wakefield LA - £8000 PCTs / Acute Trusts - £8000 # Strategic Health Authority - £8000 #
# - Denotes that these organisations have now changed and the way forward is under consideration.
DEFICIT
Shortfall funded by West Yorkshire Police £ 21,884
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APPENDIX 1 - List of WYRF Members
Co Chairs ACC Craig Guildford (West Yorkshire Police) Mr Tony Reeves (Bradford Local Authority)
West Yorkshire Police Chief Supt Barry South
West Yorkshire Fire and Rescue ACO Mr Dave Walton Service
Yorkshire Ambulance Service Mr Ian Walton
British Transport Police Chief Supt Terry Nicholson
Bradford Metropolitan District Council Mr Ian Bairstow
Calderdale Council Mr Robin Tuddenham
Kirklees Council Ms Judith Hooper
Leeds City Council Mr Tim Pouncey
Wakefield Metropolitan Council Mr Andrew Wallhead and Mr Andrew Balchin
Environment Agency Ms. Lorraine Gillett
West Yorkshire Operations & Delivery Ms. Ellaine Willie Director (NHS)
Public Health England (PHE) Dr. Graham Sutton
Armed Forces Lt Col Graham Whitmore
Northern Resilience Team (DCLG) Mr David Facey
Highways Agency (HA) Mr Guy Huckle
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WYFRA COMMUNITY SAFETY 19 JULY 2013 ITEM No COMMITTEE
9
REPORT OF: Director of Service Delivery.
PURPOSE OF REPORT: To inform the Committee of the progress being made towards a pilot project to retrospectively
fit a residential sprinkler system to a high-rise premise within the Leeds District.
That the Committee supports this project and RECOMMENDATION: recognises the significant health and safety benefits this will provide for both residents and firefighters.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: None
ACCESS CONTACT OFFICER: Nick Smith; Leeds District Commander. Nigel Charlston, Head of Fire Engineering, Planning and Licensing. BACKGROUND PAPERS OPEN TO INSPECTION: High Rise Fires – Coroner’s Rule 43 Notice, Community Safety Committee, 26th April 2013 Automatic Sprinklers – A toolkit for Local Authorities, LGA, March 2006
SUMMARY A number of recent, high-profile, tragic incidents in high-rise premises have led to Coroners’ recommendations for the retrospective fitting of automatic residential sprinkler systems in this type of premises. Sprinklers suppress the development of fire and this provides significant improvements in safety for occupiers and firefighters alike. Leeds City Council, in conjunction with its Arms’ Length Management Organistaions (ALMO’s), has agreed to pilot the retrofitting of a sprinkler system to Marsden Court in Farsley, and this has been approved by the WNW Homes Ltd Board. This pilot will be fully supported by West Yorkshire Fire and Rescue Service (WYFRS) and, if successful, may lead to a more comprehensive programme across the City.
BACKGROUND
1.1 Over recent years there have been a number of tragic fires in high-rise residential premises that have resulted in the deaths of either the occupants or the firefighters who responded. The most recent, high-profile incidents are:
• Harrow Court, Stevenage. February 2005. Two firefighters and one occupier lost their lives. • Lakanal House, Camberwell. July 2009. Six occupants lost their lives. • Shirley Towers, Southampton. April 2010. Two firefighters lost their lives.
1.2 Under the provisions of Rule 43 of the Coroners’ Rules, respective Coroners have recommended that there is an opportunity to prevent the recurrence of such incidents. The most challenging recommendation is that social housing providers should be encouraged to consider the retro-fitting of sprinklers in all existing high rise buildings in excess of 30m in height.
1.3 The Director of Service Delivery wrote to all social housing providers across West Yorkshire in April 2013 to draw their attention to this recommendation. (Copy at Appendix 1). This letter also gave an overview of the Safer High Rise Living project, where sprinkler systems were retrofitted to blocks of flats in Sheffield.
1.4 The incidents noted in paragraph 1.1 above and the subsequent learning outcomes have previously been reported to this Committee to appraise Members of the dangers of high- rise firefighting. Most recently, a presentation on the Shirley Towers incident was delivered to the Community Safety Committee on 26 April 2013.
2 INFORMATION
Residential Automatic Sprinkler Systems
2.1 The regulatory framework and guidance for the provision of sprinkler protection in residential premises varies throughout the UK. Approved Document B to the Building Regulations provides the requirements and guidance for England and Wales. This guidance proposes that new and refurbished multi-storey blocks of flats with a floor more than 30m above the ground floor should be fitted with a sprinkler system.
2.2 Commonly, there are a number of unqualified opinions and myths cited as reasons why social housing providers should not apply this guidance. Some of these are:
• Excessive costs versus benefits • Complicated system design and water supply issues • Accidental and deliberate activation leading to water damage • Difficulty with a retro-fit application and unsightly pipework • A lack of powers to access individual flats to carry out this work.
2.3 There are, however, significant safety benefits provided by residential automatic sprinkler systems. The early fire suppression offered by sprinklers vastly reduces fire development. This leads to: • Increased survival rates of the occupants – no one has ever died from fire when sprinklers were fitted. A fire is unlikely to spread beyond a compartment. Therefore vulnerable occupants who may struggle to escape are safeguarded in their properties. The occupants of neighbouring properties are also protected. • Increased safety of firefighters – the fire is less likely to create dangerous conditions for firefighters. • Reduced fire damage and spread limit the impact of a fire on the property involved and the neighbouring properties. This vastly reduces the cost and disruption post fire. • Reduced water damage – typically a sprinkler head uses one tenth of the water used during normal fire fighting operations. They do not operate by smoke; therefore will only operate during a real fire. Monitoring of sprinkler systems will still mean a quick response by our appliances. • Reduced impact on surrounding fire cover. The numbers of fire appliances needed to deal with a fully developed fire in high-rise premises is likely to be four or more. This has significant consequences for fire cover within the area.
2.4 The Local Government Association has produced an information pack for members to access if they require further information on automatic sprinkler systems. This is available on their website as a free download. Please note the reference: Automatic Sprinklers – A toolkit for Local Authorities, LGA, March 2006.
Pilot project within Leeds City Council
2.5 It is pleasing to report that, following a number of meetings at a district level, the Director of Environment and Neighbourhoods at Leeds City Council and the Chief Executive Officers of ENE Homes Ltd and WNW Homes Ltd, who hold the majority of high-rise social housing stock, have agreed to support a pilot project to retrospectively fit a sprinkler system to a high-rise block of flats.
2.6 The purpose of this pilot is to establish the true costs and challenges of such a scheme. The Council can then make an informed decision on the feasibility of future projects. The ultimate goal would be an ambitious, long-term programme to retrospectively fit sprinkler systems to all the high-rise blocks across Leeds.
2.7 A risk assessment has identified Marsden Court in Farsley as the block which would benefit most from the pilot. This is a 13 storey, sheltered accommodation block, with 71 self-contained flats. As well as the vulnerabilities from fire of some of the residents, this block also has a number of design deficiencies which compromise compartmentation between flats.
2.8 This project was approved by the WNW Homes Ltd Board on 11 July 2013. We will work closely with them, Leeds City Council and their appointed contractor to deliver the pilot. This will include an extensive communication exercise with residents about the benefits of sprinklers and a complementary fire prevention campaign within the block.
2.9 A review of this pilot project will be delivered to a future Community Safety Committee in due course.
3 FINANCIAL IMPLICATIONS
3.1 As explained in the body of the report the cost of installation has been made by Leeds City Council not this Authority.
3.2 Whilst there will be some cost to the Authority in terms of officer’s time to support this pilot, this will be met from within existing resources.
4 EQUALITY & DIVERSITY IMPLICATIONS
4.1 A fire risk assessment has been used to inform decisions for this pilot. The majority of individuals in Marsden Court are elderly and some are vulnerable from fire. The pilot project would demonstrate how WYFRS provides tailored services for at risk people with protected characteristics, including age and disability. An Equality Analysis for the fire prevention campaign, carried out at design stage, would ensure the needs of vulnerable people with protected characteristics are met and ensure the Authority complies with the Public Sector Equality Duty.
5 HEALTH & SAFETY IMPLICATIONS
5.1 Please see paragraph 2.3 above.
5.2 WYFRS has sound operational procedures to deal with fire in high-rise premises. However, these incidents are inherently challenging and pose a number of risks to firefighter safety. Any measure to suppress the development of fire in high-rise premises improves firefighter safety.
6 SERVICE PLAN LINKS
6.1 This pilot supports our priorities to: • Deliver a proactive fire prevention and protection programme. • Deliver a professional and resilient emergency response service.
6.2 If this pilot results in a comprehensive programme to retrospectively fit sprinkler systems to high-rise premises across Leeds, this will be of significant value to IRMP plans.
6.3 This pilot project will directly support District and Local Risk Reduction Plans.
7 CONCLUSION
7.1 There has been a number of recent, high profile, tragic incidents in high-rise premises where occupiers and firefighters have lost their lives. These incidents have led to Coroners’ recommendations, under the provisions of Rule 43, which include the retrospective fitting of automatic residential sprinkler systems in this type of premises. Sprinklers suppress the development of fire and this provides significant improvements in safety for occupiers and firefighters alike.
7.2 Following extensive discussions with Leeds City Council and its Housing Associations an agreement has been reached to pilot the retrofitting of a sprinkler system at Marsden Court in Farsley. This pilot will be fully supported by WYFRS and if successful this may lead to a more comprehensive programme across the City. Progress on this will be reported to this Committee.
8 RECOMMENDATION
8.1 That the Committee supports this project and recognises the significant health and safety benefits this will provide for both residents and firefighters.
APPENDIX 1 West Yorkshire Fire & Rescue Service www.westyorksfire.gov.uk D C McIntosh MA (Dist) DMS MIFireE Assistant Chief Fire Officer Director of Fire Safety Oakroyd Hall Birkenshaw West Yorkshire BD11 2DY Tel: 01274 655705 Fax: 01274 652231 Email:[email protected]
Dear Sir or Madam
FIRE PROTECTION – RULE 43 LETTERS AND RECOMMENDATIONS
I am writing to you concerning the Inquest into the tragic deaths of Fire-fighters Allan Bannon and James Shears. Both men died on the 6th of April 2010 when fighting a fire in a high-rise block of flats in Southampton.
On conclusion of the inquest HM Coroner K St J Wiseman issued a Rule 43 letter which reads “a Coroner who believes that actions should be taken to prevent the recurrence of fatalities similar to that in respect of which the Inquest is being held, may announce at the Inquest that he is reporting the matter in writing to the person or authority who may have power to take such action and he may report the matter accordingly”. The Coroner made a number of recommendations under Rule 43 to Mark Prisk MP, the Minister of State for Housing (and Local Government). The following two are of particular importance to housing associations:
Recommendation
There should be an obligation to: • provide signage to indicate floor levels both in stairwells and lift lobbies in high-rise premises, to assist the emergency services; • ensure that signage indicating flat numbers and emergency exits in high rise premises are placed at a low level to increase visibility in smoke conditions.
Recommendation
• Social housing providers should be encouraged to consider the retro-fitting of sprinklers in all existing high rise buildings in excess of 30m in height
This Authority fully supports the Coroner’s recommendations and, for your information, the same recommendation regarding the retro-fitting of sprinklers has been made in another Rule 43 issued
after the Lakanal House inquest. Copies of both the Rule 43 letters are attached for your information. A recent project involved the retrofitting of a fully comprehensive sprinkler system in a 1960's high-rise block of flats. The block is managed by Sheffield Homes as sheltered housing, on behalf of the owner, Sheffield City Council.
A primary objective of the Sheffield high-rise sprinkler project was to determine the practicality of installing a complete system without the need to decant residents. The project installation commenced on 30 August 2011 was successfully completed on 28 September 2011. Taking less than four weeks in total to complete all the work, the approach adopted demonstrates once and for all how significant improvements in life and building safety can be achieved with minimal disruption by retrofitting an automatic fire suppression system. Acknowledging that Sheffield Homes and Sheffield City Council place the highest value on providing appropriate levels of fire safety in all their housing units they recognised that even where legal obligations were fulfilled there is more that can be done to improve safety in older tower blocks. They were willing participants in this innovative project as they considered it would contribute to developing national thinking on how fire suppression techniques can be applied retrospectively.
In the twelve months before the Sheffield pilot project installation began, there were 13 fires in similar UK properties. These resulted in 9 fatalities and 12 people, including 5 fire-fighters, requiring treatment for injuries or smoke inhalation. The successful completion of the project ahead of time and on budget provides definitive evidence of the practicability of retrofitting sprinklers to high-rise social housing blocks at a reasonable cost.
A full report on the project, Safer High Rise Living: The Callow Mount Retrofit Project is available from BAFSA but its conclusions are easily summarised:
• It is possible to retrofit sprinklers into occupied, high-rise, social housing without evacuating residents • Such installations can be undertaken on a fast track basis • The installation cost of £1,150 per flat compares favourably with other fire protection measures • Tenants, residents and their families feel safer knowing they are better protected with a sprinkler system in place • The potential trauma and disruption to individuals and communities following a fire would be reduced • Sprinklers have the potential to reduce significantly the cost of rehousing tenants and any necessary major refurbishment work following a fire • The true installation and whole life-costs can permit a cost-benefit analysis of sprinkler installations in relation to potential repair and rehousing costs following a fire • Retrofitting sprinklers as part of a major refurbishment project would incur only a small proportion of the overall costs • The full life-costs of a sprinkler system should be compared with other upgrading fire protection measures so that the benefits of each can be carefully weighed up • The retrofit design and installation can be adapted for high-rise blocks with different layouts
We would be pleased to discuss the above mentioned recommendations before you carry out major refurbishment works to your properties. Should you require any further information please contact:
Nigel Charlston Head of Fire Engineering Planning & Licensing Tel No. 01274 473896 E-mail: [email protected]
Yours faithfully
Craig McIntosh Assistant Chief Officer Service Delivery cc: Members of the Authority
WYFRA COMMUNITY SAFETY 19 July 2013 ITEM No COMMITTEE 10
REPORT OF: Director of Strategic Development
PURPOSE OF REPORT: To update the Community Safety Committee on progress with the implementation of the current New Control Programme.
RECOMMENDATIONS: 1. That Members note the progress of the New Control Programme.
2. That Members approve up to 3 further visits by the Project team to France.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
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ACCESS CONTACT OFFICER: Helen Peace, Operations – Special Projects
01274 655858
BACKGROUND PAPERS OPEN TO INSPECTION
SUMMARY This report contains information on the current position of the New Control Programme (NCP). All three Projects within the Programme are currently progressing on time and within approved budgets. Programme Governance is carried out in accordance with the WYFRS Project Framework and progress of objectives against the programme timeline are closely monitored. A stringent financial monitoring process is in place to ensure that all costs are approved and appropriate, and that records are independently audited to provide assurance to the New Control Programme Board and the Fire and Rescue Authority.
1. Background
1.1. In February 2013, the Community Safety Committee were provided with an update on progress of the WYFRS NCP which was established following approval of £3.6 million of Government grant to deliver a replacement fire control and mobilising system following the closure of the failed National FiReControl programme. The programme consists of three specific and interrelated projects:
• Control Collaboration Project – Procurement and installation of a new Command and Control system in collaboration with South Yorkshire Fire & Rescue (SYFR); • NCP Premises Project – Alterations to the Service Delivery Centre, Bramley to accommodate a new Control Suite; • NCP Ways of Working & Duty Systems Project – Review and implementation of working practices to support the newly introduced ICT systems and a revised duty system.
2. Control Collaboration Project (CCP) Update
2.1. The relationship between WYFRS and SYFR remains strong and positive, with both project teams working well together. Following the award of tender to SYSTEL (Systemes et Telecommunications SA) in January 2013, WYFRS and SYFR have undertaken numerous workshops with the contractor to establish technical and functional requirements. The outcomes of these workshops have been very positive and good progress is being made.
2.2. The Authority have previously approved up to four visits by Project staff to SYSTEL’s Headquarters in La Rochelle, France as part of the project development work and these visits have been highly productive. The visits usually consist of three or four members of the Project team depending on the tasks in hand, with similar numbers attending from South Yorkshire WYFRS. To date, a total of three visits have taken place, improving understanding of the system and ensuring progress with configuration and other development work; maintaining progress against the agreed contractual timeline for the project. Further benefits have been identified in relation to the evaluation of Ways of Working within a French FRS already using the SYSTEL Command and Control system (there is no UK FRS currently using the system), highlighting potential changes which will optimise system functionality and increase Service Delivery potential for WYFRS and SYFR.
2.3. In order to assist with further development work and as part of the on-going management of the project timeline one visit was undertaken at SYSTELs request and they funded accommodation for the project team.
2.4. The three visits that have been undertaken have been instrumental in the project progress achieved to date. Currently the project team have approval for a fourth visit to assist in the delivery of Data validation. It is anticipated that further visits may be required later in the project timeline to assist with the Factory Acceptance Testing and Training phases for which Authority approval would be necessary. It is anticipated that a maximum of three further visits should be sufficient to complete the necessary work. Members are asked to authorise these further visits, with each one sanctioned as being necessary by the DCFO as chair of the Programme Board.
2.5. The project team have brokered several meetings in the UK between SYSTEL and existing service providers to facilitate a smooth transition from the existing Command and Control system to the new SYSTEL solution.
2.6. A number of changes to some of the project objective timescales set out in the tender documentation have been approved by the Programme Board (using the approved Change Control process) to match Systel’s development plan but the overall delivery of the programme remains on schedule. The project expenditure forecast remains within the approved budget.
2.7. Systel have recently been successful in being awarded the contract for supply of a mobilising system for the East Midlands Control collaboration project. Clearly this represents some benefits and potential risks and contact has been established with the East Midlands project team to identify potential synergies. Systel have provided assurances that the award of another large contract in the UK does not affect progress of the WYFRS/SYFRS project.
2.8. On the 25th July 2013 Systel will be providing an overview of their systems capability to WYFRS and SYFR. This is primarily for the benefit of Senior Officers and Managers although the opportunity is being taken to invite Members of WYFRA and SYFRA for a short demonstration of the new system.
3. NCP Premises Project Update
3.1. Alteration works to create the new Control Suite and other office accommodation at the Service Delivery Centre, Bramley commenced in February 2013. Construction of the Centre has been closely monitored by the project team to ensure it is delivered in time, within costs and to the appropriate quality.
3.2. The build work phase of the project has presented no substantial issues and has been delivered 5 weeks ahead of schedule. Snagging is now being undertaken to correct minor issues however overall quality has been good and the project will be delivered under budget.
3.3. The project team will occupy the building from July 2013 to oversee installation and testing of systems, furniture, fixtures and fittings. Other staff who currently occupy offices at the FSHQ Birkenshaw site will commence occupation of the building on a phased basis from July 2013 and the new Control is scheduled to be operational from the building by July 2014.
4. NCP Ways of Working & Duty Systems Project (WoW/DS) Update
4.1. Collective agreement has now been reached with representative bodies regarding a new duty system for the Control function. The duty system and subsequent establishment adjustments were approved by the Authority Human Resources committee on 14th April 2013.
4.2. The approved duty system offers increased resilience and for the first time is aligned to the activity pattern within the control room. This provides efficiencies without any impact on service delivery standards.
4.3. To ensure that the new duty system has the required establishment structure a promotion process has been undertaken for all eligible staff to apply for the new Flexi-team shift pattern within the duty system. Personnel have now been selected for the Flexi-team and the new watch structure is being planned.
4.4. Other work continues on developing a training framework with improved training protocols and procedures for Control staff.
4.5. Policies and procedures are also being produced to support revised ways of working. Watch based control staff have been engaged throughout the project and now have responsibility for several areas of work.
5. PROGRAMME GOVERNANCE
5.1. The governance of each project within the NCP is well established and monitored through the WYFRS Project Framework. Each project within the NCP reports monthly to a Programme Board chaired by the Deputy Chief Fire Officer (DCFO) who also chairs the separate Control Collaboration Project which includes SYFR. This ensures effective monitoring of dependencies, finance and risks and early intervention if required.
5.2. All financial transactions are scrutinised and records are monitored for accuracy to ensure a clear audit trail of expenditure across the Programme. Regular communication is maintained, and meetings arranged, with the Internal Auditor from Kirklees Metropolitan Council (acting on behalf of both FRA’s for the CCP) to ensure continual assurance of the accounting process and overall Programme governance.
5.3. Risk tracking is in place and reviewed as a standing item at both New Control Programme Board and Control Collaboration Board meetings, with contingencies and mitigation put in place. None of the risks identified have been realised in either FRS risk register to date.
5.4. Consultation with representative bodies has taken place from the start of the programme and regular updates are scheduled for the duration of the programme. Internal communications with all departments continues to be effective and the media and public relations department have a communications strategy, aligned with SYFR, for external and national releases regarding the CCP.
6. HEALTH AND SAFETY IMPLICATIONS
6.1. Within each project of the Programme, the Health and Safety implications are continually monitored and assessed. The Health and Safety department are regularly consulted and involved in meetings, assessments and proposals to ensure all aspects of Health and Safety are considered.
7. FINANCIAL IMPLICATIONS
7.1. The Authority was successful in a receiving £3.6m in grant from Department of Communities and Local Government to fund the Joint scheme. However it was reported at the time that there would be additional costs which would not be met through the Government grant and provision of £1.25m was included in the 2012/2013 capital plan to meet these costs including the major building work.
7.2. Included within this was an amount of £400k to cover any additional expenditure over and above the Grant and current estimates of final costs remain well within this figure.
7.3. In terms of the building work expenditure on both schemes is monitored and reported at the New Control Project Board and at the Finance and Resources Committee and whilst accounts are still being finalised, it is anticipated the NCP Premises Project at the Service Delivery Centre will be delivered within budget.
7.4. WYFRA and SYFRA each cover their own costs for members of the project team visiting France. Provision exists within WYFRA existing budgets for its expenditure.
8. EQUALITY AND FAIRNESS IMPLICATIONS
8.1. There are a number of equality implications arising as part of this programme regarding the new duty systems, premises and reductions in staff numbers. Equality analysis is an integral part of the programme, completed at the start and throughout the Premises and Ways of Working/Duty System Projects. On-going employee engagement has been an integral and effective part of this process. As a result, adjustments have been made to premises, including the location of the SDC quiet/prayer room. Equality issues have been taken into account in the design of the new duty system, and the Flexi-Team ways of working and selection process.
8.2. The equality analysis process is formally captured in Project documentation and a full equality analysis will be undertaken post-implementation to assess the impact of the changes on Control staff.
8.3. These actions demonstrate Authority compliance with the Public Sector Equality Duty.
9. SERVICE PLAN LINKS
9.1. The development of a specification for the replacement of the current Communications and Mobilising system is an objective in the 2012/13 Service Action Plan. This objective has been completed, with the project now progressing into implementation phase . 10. CONCLUSION
10.1. The New Control Programme is progressing well, remains on schedule and within allocated budgets. It is anticipated that the new Control function will be fully operational in the Service Delivery Centre by summer 2014.
WYFRA Community Safety 19 July 2013 ITEM NO Committee
11
REPORT OF: DIRECTOR OF SERVICE DELIVERY
PURPOSE OF REPORT: The purpose of this report is to highlight development of the Integrated Risk Management Plan (IRMP) risk matrix methodology.
RECOMMENDATIONS: 1) Members approve using a ward-based risk matrix 2) Members note revisions made to risk bands 3) Members note the impact of the revisions upon the Risk Based Planning Assumptions (RBPA’s)
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ACCESS CONTACT OFFICER: AM Bitcon
BACKGROUND PAPERS OPEN TO INSPECTION:
SUMMARY
This paper provides an update for development of the risk matrix. It briefly describes how representing risk by geographical wards provides advantages over the previous method. The updated method will help West Yorkshire Fire and Rescue Service (WYFRS) improve targeting resources towards those most at risk from fire. It also describes how changing area risk bandings influences the associated guide emergency response times.
1. BACKGROUND
1.1. WYFRS uses several risk indicators to assess the risk of fire and other emergencies. These indicators help to categorise each area of the county within five-risk bands: very low, low, medium, high and very high risk.
1.2. The risk matrix contains details for each risk assessment and the overall risk banding for each area of the county.
1.3. Previously, risk bandings represented fire station boundaries and analysing risk at this level has served WYFRS well. It is, however, possible to assess risk within a smaller geographical area and improve service delivery.
1.4. Risk modelling for electoral wards underpins the business case for more recent IRMP interventions, for example new fire stations. The geographical area of wards is much smaller than that of fire station boundaries. The risk assessment for wards therefore helps to identify pockets of higher risk subsumed within the larger fire station boundaries.
1.5. The Community Risk Management Strategy 2011-2015 explains how WYFRS sets Risk Based Planning Assumptions (RBPA) for emergency response. The RBPAs ensure that WYFRS delivers a proportionate speed of response in line with each area’s risk banding. This process also helps WYFRS determine the impact of service provision changes upon risk levels.
1.6. The ward-based risk modelling was very successful in supporting the IRMP consultation process during 2012. It also highlighted the potential for using a similar process more widely.
2. INFORMATION
2.1. WYFRS introduced the risk matrix method in 2010. The indicators populating the matrix use three-year operational data. This data determines and sets area risk bandings for a three-year period.
2.2. The Strategic Development Team updated the risk matrix in April 2013 using similar information. Two versions of the matrix are now available and represent risk within fire station area boundaries and electoral wards.
2.3. There are currently 46 fire station areas in West Yorkshire. This number will reduce to 39 by 2020 in line with the approved IRMP interventions. This means that the geographical areas for some fire station boundaries will grow.
2.4. Currently there are 124 electoral wards in West Yorkshire. The size of wards varies, but their average population is around 5,500. The geographical area of wards is generally stable and will be unaffected by IRMP interventions.
2.5. A comparison of both station area and ward based risk categorisation is summarised overleaf;
Risk category Station areas Wards 2010 2013 2010 2013
Very high 5 0 16 12 High 8 11 25 15 Medium 6 4 22 9 Low 9 11 21 24 Very low 20 20 40 64
2.6. Comparing the 2010 ward risk categories with those of 2013 highlights the success of WYFRS’s risk reduction strategy, notably the absence now of any very high-risk areas.
2.7. Representing risk by ward is more refined than using fire station area boundaries. This is because there are almost three times more wards than fire stations. Modelling any future IRMP interventions is also easier using ward boundaries because unlike fire station boundaries their size is unaffected by redeployment of resources.
2.8. Using the ward-based risk matrix therefore provides a much better indication of risk and supports the IRMP modelling process. It also helps target our resources better towards those most at risk from fire.
2.9. The guide emergency response times for RBPAs continue to apply and complement those described in the Community Risk Management Strategy. The three yearly update of the matrix however acknowledges changes to individual area risk bandings.
2.10. Several wards have changed their risk band since 2010 and this means that the associated guide emergency response times change accordingly. For example, if a ward moves from high risk banding to medium risk then the life-risk response time (for the first attending fire engine) changes from eight minutes to nine minutes.
2.11. Future risk analysis may use smaller geographical areas, for example super output areas. This will help to identify smaller pockets of “at risk” households within wards.
3. FINANCIAL IMPLICATIONS
3.1. The committee are well aware that the Authority is facing a challenging future and is facing further significant cuts in funding which will have to be met through savings.
3.2. The ward based risk matrix provides critical information which is used as part of the IRMP process. This information assists the Authority in the review of service delivery and provides good quality information to support the medium term financial plan.
4. EQUALITIES AND DIVERSITY IMPLICATIONS
4.1. None directly from this report, but directing resources to higher risk areas benefits a higher proportion of vulnerable and disadvantaged groups.
5. CONCLUSIONS
5.1. It is advantageous to use a ward-based risk matrix rather than one based upon fire station boundaries.
6. RECOMMENDATIONS
6.1. Members approve using a ward-based risk matrix.
6.2. Members note the revisions made to the risk bands.
6.3. Members note the impact of the revisions upon the RBPA.
Appendix 1 – extract of risk matrix (fire station boundaries)
3 Year Hazard Non Fire related Actual Dwelling Prevelance of Risk Indicator Mean Indicator Arson Total Activity Domestic Injuries and RTC Rescues Fires false alarms HIS Score Building Fire Deaths
Rescues carried Number of Number of false Number of arson out by by injuries and alarms comprising deaths to incidents based on firefighters Total number Total number of Total number of Total number false alarms from members of deliberate primary and combining of dwelling non domestic incidents Description of incidents apparatus, good public and deliberate secondary rescues from Life fires building fires recorded as RTCs intent and firefighters fires Risk fire and malicious caused by fire rescues incidents related incidents
DATA SOURCE DATA TEAM DATA TEAM DATA TEAM DATA TEAM DATA TEAM DATA DATA DATA DATA DATA DATA DATA DATA
LEAD DIRECTORATE FSCR OPS OPS OPS FSCR FSCR OPS
MEASURE
VH >=460 (P>=101) (S>=506) >=71 >=1522 >=77 >=40 >=941 >=18 >=37
H >=220 (P>=55) (S>=272) >=38 >=819 >=42 >=22 >=506 >=10 >=20
Risk Parameter M >=160 (P>=39) (S>=195) >=27 >=585 >=30 >=16 >=362 >=7 >=14
L >=105 (P>=23) (S>=117) >=16 >=351 >=18 >=9 >=217 >=4 >=9 Refresh Station Order VL <105 (P<23) (S<117) <16 <351 <18 <9 <217 <4 <9
Risk Multiplier 1 1 1 1 1 1 1 1
Leeds 20 L 457 405 20 52 164 50 44 51 1748 50 77 101 52 71 1195 30 8 32 33
Huddersfield 60 K 422 323 18 63 135 43 38 37 1266 59 91 45 23 44 730 33 9 44 45
Bradford 40 B 393 306 33 71 293 37 32 41 1422 37 57 55 28 47 789 19 5 38 39
Odsal 47 B 367 325 40 99 343 43 38 39 1324 54 83 41 21 38 635 45 12 25 26
Gipton 24 L 334 268 27 65 235 26 23 33 1135 49 76 19 10 37 619 52 14 23 24
Wakefield 80 W 313 222 13 36 109 35 31 25 849 26 40 37 19 29 486 33 9 23 24
Fairweather Green 42 B 310 232 28 80 226 26 23 31 1070 36 56 31 16 30 503 26 7 23 24
Hunslet 25 L 303 236 37 89 315 24 21 31 1062 42 65 27 14 29 483 26 7 20 20
Stanningley 31 L 267 250 25 84 188 39 34 28 955 48 74 19 10 30 495 37 10 24 25
Halifax 64 C 245 177 11 34 87 39 34 22 751 28 44 18 9 24 403 11 3 24 25
Moortown 26 L 225 169 8 21 65 27 24 20 694 34 52 10 5 27 454 26 7 17 17
Keighley 46 B 210 184 14 49 103 30 26 17 576 31 48 37 19 15 258 30 8 11 11
Dewsbury 83 K 196 140 15 27 135 16 14 20 681 19 29 23 12 24 398 11 3 13 13
Shipley 51 B 169 142 7 22 53 25 22 15 531 21 33 18 9 20 343 22 6 13 13
Cookridge 22 L 168 176 7 25 49 32 28 15 503 28 44 14 7 17 292 41 11 22 23
Pontefract 90 W 147 107 10 30 78 23 20 13 453 10 15 10 5 13 217 7 2 21 22
Idle 44 B 146 114 12 41 89 21 18 15 517 19 29 6 3 16 274 15 4 11 11
Morley 27 L 145 125 5 16 42 23 20 13 457 17 27 18 9 16 274 11 3 21 22
Cleckheaton 62 K 143 135 6 31 38 18 16 11 393 17 26 21 11 13 222 26 7 21 22
Batley 81 K 139 130 10 24 90 16 14 13 446 21 33 25 13 13 214 11 3 20 21
Illingworth 67 C 123 109 18 32 160 14 12 13 446 15 24 16 8 10 167 15 4 9 9
Stanks 28 L 116 93 8 24 60 7 6 10 332 21 32 8 4 10 166 26 7 5 5
Garforth 23 L 115 88 4 9 32 19 17 10 344 11 17 6 3 12 207 4 1 21 22
Ossett 89 W 114 104 5 16 35 21 18 9 300 13 20 19 10 9 153 4 1 24 25
Castleford 82 W 113 93 8 20 68 17 15 11 380 8 12 19 10 11 177 11 3 8 8
Brighouse 61 C 111 105 4 17 24 22 19 7 237 15 24 10 5 6 105 22 6 19 19
Rothwell 91 L 93 88 5 19 40 9 8 9 307 12 18 14 7 10 160 11 3 19 19
Elland 63 C 93 79 3 10 18 14 12 8 289 4 6 19 10 11 181 7 2 13 13
Bingley 41 B 78 66 3 14 17 10 9 9 293 12 18 6 3 12 197 7 2 8 8
Rawdon 50 L 77 57 3 6 23 9 8 7 237 10 16 8 4 8 140 7 2 4 4
Wetherby 29 L 76 72 2 9 14 6 5 6 205 5 7 27 14 7 113 7 2 13 13
South Elmsall 92 W 74 48 6 20 42 8 7 7 228 7 11 0 0 5 86 7 2 8 8
Featherstone 84 W 63 43 3 7 28 10 9 3 113 2 3 6 3 3 48 7 2 8 8
Skelmanthorpe 71 K 61 46 2 6 17 8 7 5 159 5 7 8 4 5 81 4 1 11 11
Holmfirth 66 K 60 50 2 6 13 10 9 5 184 7 11 6 3 7 112 4 1 10 10
Mirfield 87 K 59 47 4 8 39 2 2 4 153 8 12 16 8 4 63 4 1 5 5
Normanton 88 W 56 46 4 10 36 7 6 4 153 8 13 6 3 3 57 7 2 6 6
Todmorden 74 C 52 50 2 6 14 24 21 5 165 5 8 2 1 4 72 4 1 4 4
Hemsworth 85 W 51 39 2 7 17 10 9 5 166 3 4 8 4 5 79 0 0 7 7
Ilkley 45 B 49 41 0 2 3 8 7 4 149 6 9 8 4 6 93 4 1 5 5
Slaithwaite 72 K 45 36 1 2 14 2 2 3 114 7 11 4 2 4 59 7 2 7 7
Otley 48 L 39 34 1 2 10 7 6 4 128 6 9 4 2 5 79 4 1 4 4
Silsden 52 B 33 35 0 3 1 2 2 2 73 5 7 8 4 2 40 11 3 4 4
Mytholmroyd 70 C 24 24 1 4 3 5 4 3 112 4 6 2 1 2 37 0 0 8 8
Meltham 69 K 20 12 1 2 8 1 1 1 42 1 2 4 2 1 21 0 0 2 2
Haworth 43 B 17 17 0 2 3 1 1 2 58 4 6 2 1 2 26 4 1 3 3
Marsden 68 K 11 10 0 4 1 2 2 1 34 3 4 0 0 1 10 0 0 3 3 Risk Score Total (F) 6924 5699 k 11 1 34 2 1 17 0 1 2009-10 Data Total 8000 10918 875 34325 1549 513 16763 269 1025 Current Data Total 6139 4803 744 22234 1316 415 12013 189 700 % Change From Base -23% -56% -15% -35% -15% -19% -28% -30% -32% HAZARD POINTS 440 850 648 850 809 717 703 683 Appendix 2 – extract of risk matrix (wards)
Hazard Fire related 3 Year Actual Non Domestic Prevalence of Risk Indicator Indicator Arson Total Activity Dwelling Fires Injuries and RTC Mean HIS Rescues Building Fire false alarms Score Deaths
Number of injuries Rescues carried out Arson fires based on All non-domestic False alarms and deaths to by WYFRS from fires All incidents within a Dwelling fires in a Number of road traffic deliberate primary & building fires within a including apparatus, members of public & life risk special station area. Data station area. Data collisions in station deliberate secondary. station area. Data good intent and and firefighters Description service calls. Data from previous fiscal from previous fiscal area. Data from Data from previous from previous fiscal malicious. Data from caused by fire related from previous fiscal year year previous fiscal year fiscal year. year previous fiscal year incidents. Data from year previous fiscal year
Data Source DATA TEAM DATA DATA TEAM DATA TEAM DATA TEAM DATA TEAM DATA TEAM DATA TEAM DATA TEAM DATA DATA DATA DATA DATA DATA DATA
Lead Directorate FSCR OPS OPS OPS FSCR FSCR FSCR OPS
Measure
VH >=95 (P>=42) (S>=197) >=17 >=1195 >=25 >=33 >=775 >=8 >=22
H >=65 (P>=22) (S>=106) >=9 >=643 >=14 >=18 >=417 >=5 >=12 Risk Parameter M >=55 (P>=16) (S>=76) >=7 >=460 >=10 >=13 >=298 >=3 >=9 L >=49 (P>=10) (S>=45) >=4 >=276 >=6 >=8 >=179 >=2 >=5
VL <49 (P<10) (S<45) P S <4 <276 <6 <8 <179 <2 <5
Risk Multiplier 1 1 1 1 1 1 1 1
City and Hunslet Ward 1 309 278 16 33 138 37 32 38 1302 22 34 68 35 53 885 19 5 27 27 City Ward 1 188 139 11 26 93 10 9 20 700 16 24 33 17 27 458 11 3 10 10 Bowling and Barkerend Ward 1 139 101 13 27 112 11 10 14 481 11 17 21 11 15 252 0 0 16 16 Gipton and Harehills Ward 1 132 95 8 21 69 6 5 13 452 21 33 4 2 17 289 15 4 11 11 Armley Ward 1 127 114 13 47 94 15 13 12 426 33 51 19 10 11 189 4 1 6 6 Burmantofts and Richmond Hill Ward 1 119 119 11 25 95 8 7 12 426 20 31 16 8 12 200 33 9 7 7 Killingbeck and Seacroft Ward 1 105 95 10 25 79 8 7 10 356 17 27 6 3 11 185 30 8 3 3 Hyde Park and Woodhouse Ward 1 104 95 4 15 31 10 9 9 314 19 30 18 9 12 207 15 4 7 7 Newsome Ward 1 103 71 4 13 29 8 7 11 361 10 16 14 7 14 227 4 1 7 7 Keighley Central Ward 1 102 96 7 29 52 11 10 8 280 17 26 25 13 8 138 15 4 4 4 Manningham Ward 2 99 67 6 13 55 11 10 9 314 5 8 6 3 11 177 7 2 11 11 Beeston and Holbeck Ward 2 97 74 11 33 84 10 9 9 316 15 23 6 3 8 142 4 1 11 11 Tong Ward 2 93 73 8 21 70 13 11 9 319 10 16 8 4 10 168 7 2 7 7 Bradford Moor Ward 2 83 69 10 19 92 7 6 8 282 15 23 6 3 7 113 11 3 5 5 Chapel Allerton Ward 2 80 47 2 5 19 8 7 6 198 13 20 2 1 8 136 4 1 4 4 Middleton Park Ward 2 78 63 14 33 121 3 3 9 306 13 20 8 4 7 113 7 2 2 2 Greenhead Ward 2 76 58 3 13 21 10 9 6 191 10 16 4 2 6 105 7 2 11 11 Wakefield North Ward 2 76 48 2 9 9 3 3 6 193 8 13 16 8 8 128 4 1 2 2 Farnley and Wortley Ward 2 75 67 7 20 58 10 9 7 243 10 16 8 4 7 114 11 3 7 7 Town Ward 2 74 59 4 12 34 11 10 8 265 8 12 10 5 9 156 4 1 5 5 Little Horton Ward 2 73 69 12 19 117 10 9 8 281 9 14 4 2 6 104 15 4 4 4 Dewsbury West Ward 2 72 42 5 13 43 6 5 7 239 7 11 6 3 8 139 0 0 3 3 Kirkstall Ward 2 70 72 5 25 33 9 8 6 219 12 19 10 5 7 116 15 4 8 8 Bramley and Stanningley Ward 2 69 65 8 21 67 7 6 8 273 7 11 2 1 8 136 19 5 7 7 Morley South Ward 2 68 72 2 4 22 14 12 6 221 9 14 8 4 8 130 11 3 14 14 Wakefield East Ward 3 65 32 4 8 37 3 3 6 192 6 9 2 1 7 110 4 1 1 1 Wetherby Ward 2 65 63 2 7 13 5 4 5 174 4 6 25 13 6 98 7 2 9 9 Dewsbury East Ward 3 64 40 4 6 38 8 7 6 196 6 10 4 2 7 109 0 0 5 5 Pudsey Ward 3 62 57 4 11 35 11 10 7 225 6 9 8 4 9 147 7 2 5 5 Dalton Ward 3 61 53 3 12 19 7 6 5 173 7 11 14 7 6 96 7 2 4 4 Toller Ward 3 61 60 5 14 40 5 4 7 235 11 17 10 5 8 129 11 3 4 4 Park Ward 3 61 38 2 9 14 5 4 5 184 7 11 8 4 7 111 0 0 4 4 Cleckheaton Ward 3 60 68 3 14 15 9 8 5 185 10 15 14 7 6 103 11 3 10 10 Featherstone Ward 3 58 42 4 8 34 10 9 4 129 2 3 6 3 3 55 7 2 6 6 Elland Ward 3 57 40 2 5 14 8 7 6 191 4 6 8 4 8 133 0 0 5 5 Heaton Ward 4 56 59 4 9 38 5 4 6 209 8 12 12 6 7 115 15 4 3 3 Alwoodley Ward 5 55 32 1 6 8 6 5 4 136 5 8 2 1 5 92 4 1 5 5 Keighley East Ward 3 55 50 3 7 25 10 9 4 144 6 10 10 5 4 59 7 2 6 6 Shipley Ward 4 54 36 2 6 11 8 7 4 143 5 8 4 2 5 92 4 1 4 4 Knottingley Ward 4 54 32 4 7 33 6 5 4 131 2 3 8 4 3 52 0 0 6 6 Liversedge and Gomersal Ward 4 54 34 3 17 15 6 5 4 122 6 9 2 1 4 65 4 1 7 7 Headingley Ward 4 53 41 1 1 13 3 3 5 166 11 17 6 3 6 106 7 2 1 1 Windhill and Wrose Ward 4 53 46 2 5 13 9 8 5 158 8 13 6 3 6 105 7 2 3 3 Royds Ward 4 53 45 7 14 57 7 6 6 202 6 9 4 2 6 103 7 2 3 3 Eccleshill Ward 4 53 45 7 20 60 7 6 5 180 7 11 6 3 4 60 7 2 2 2 Cross Gates and Whinmoor Ward 4 53 28 2 7 16 5 4 4 139 6 9 4 2 5 85 0 0 3 3 Batley East Ward 4 53 45 2 5 19 5 4 4 145 8 13 12 6 4 74 4 1 6 6 Mirfield Ward 4 52 44 4 7 32 2 2 4 127 7 11 16 8 3 50 4 1 5 5 Garforth and Swillington Ward 4 52 37 1 4 8 5 4 4 142 6 9 4 2 5 92 4 1 8 8 Wakefield Rural Ward 4 51 45 2 11 8 9 8 3 117 1 1 14 7 3 56 0 0 13 13 Crosland Moor and Netherton Ward 5 51 25 3 8 24 2 2 3 117 8 12 4 2 3 54 0 0 2 2 Brighouse Ward 4 51 48 1 4 4 9 8 3 102 6 10 4 2 3 49 11 3 11 11 Calverley and Farsley Ward 5 50 43 2 7 16 9 8 4 149 6 9 6 3 5 85 4 1 7 7 Bingley Ward 4 50 36 1 8 8 7 6 6 219 7 11 0 0 9 159 4 1 1 1 Altofts and Whitwood Ward 4 50 30 2 8 18 7 6 3 111 5 8 4 2 3 48 0 0 6 6 Wyke Ward 5 50 47 4 12 29 10 9 4 143 3 5 16 8 4 66 0 0 6 6 Otley and Yeadon Ward 4 49 48 1 2 12 7 6 5 178 9 14 6 3 6 107 7 2 6 6 Weetwood Ward 4 49 46 3 5 23 6 5 5 156 6 10 4 2 5 87 7 2 10 10 Pontefract North Ward 4 49 37 4 11 34 9 8 6 200 2 3 2 1 7 111 0 0 8 8 Temple Newsam Ward 5 49 42 6 13 50 5 4 5 186 8 12 2 1 5 88 7 2 4 4 South Elmsall and South Kirkby Ward 5 48 31 4 15 29 3 3 4 144 6 10 0 0 3 48 7 2 3 3 Colne Valley Ward 4 48 39 2 6 13 3 3 4 139 6 9 4 2 4 65 4 1 13 13 Ashbrow Ward 5 48 33 3 9 21 7 6 4 130 6 10 4 2 4 63 0 0 6 6 Thornton and Allerton Ward 5 48 39 4 12 29 10 9 5 155 8 12 4 2 4 62 0 0 5 5 Roundhay Ward 5 48 40 2 4 23 8 7 5 175 5 8 2 1 6 108 7 2 3 3 Adel and Wharfedale Ward 5 48 47 0 1 1 16 14 3 117 6 9 8 4 5 78 4 1 6 6 Clayton and Fairweather Green Ward 5 47 30 3 14 20 3 3 4 130 5 7 2 1 4 71 7 2 2 2 Castleford Central and Glasshoughton Ward 5 47 45 2 5 20 6 5 5 161 2 3 18 9 5 92 4 1 4 4 Guiseley and Rawdon Ward 5 47 31 2 4 18 7 6 4 133 5 8 4 2 4 74 4 1 1 1 Great Horton Ward 5 47 44 10 34 75 1 1 7 229 10 15 2 1 4 70 4 1 7 7 Normanton Ward 5 47 44 3 8 29 5 4 4 137 8 13 4 2 3 56 11 3 5 5 Birstall and Birkenshaw Ward 5 46 48 2 5 16 6 5 4 138 3 4 14 7 5 77 4 1 12 12 Morley North Ward 5 46 31 2 8 12 6 5 5 155 4 6 4 2 6 99 0 0 5 5 Rothwell Ward 5 46 43 3 10 27 5 4 5 166 6 10 2 1 6 94 11 3 5 5 Keighley West Ward 5 46 34 4 12 27 6 5 4 139 8 12 2 1 4 59 7 2 0 0 Batley West Ward 5 46 49 4 11 33 2 2 6 199 5 7 10 5 8 135 11 3 3 3 Dewsbury South Ward 5 45 41 5 6 53 1 1 5 156 5 7 10 5 4 69 7 2 4 4 Holme Valley South Ward 5 45 35 1 4 8 8 7 4 124 5 8 2 1 4 74 4 1 7 7 Kippax and Methley Ward 5 45 38 2 2 15 10 9 4 150 5 8 4 2 6 94 0 0 7 7 Wakefield West Ward 5 44 41 2 5 21 8 7 3 108 3 5 4 2 3 46 11 3 7 7 Ardsley and Robin Hood Ward 5 44 34 3 10 18 5 4 4 130 7 11 4 2 4 62 0 0 9 9 Craven Ward 5 43 42 0 3 1 3 3 3 111 6 9 10 5 4 69 11 3 4 4 Wakefield South Ward 5 42 29 3 7 22 3 3 4 121 5 8 8 4 3 56 0 0 3 3 Ovenden Ward 5 42 29 9 13 80 1 1 5 165 6 10 4 2 3 47 0 0 1 1 Bingley Rural Ward 5 41 47 2 9 13 6 5 3 109 6 10 8 4 3 56 11 3 8 8 Idle and Thackley Ward 5 40 29 3 8 22 9 8 5 179 4 6 0 0 7 115 0 0 1 1 Harewood Ward 5 40 38 1 9 3 8 7 4 127 5 7 2 1 4 68 0 0 15 15 Bolton and Undercliffe Ward 5 39 35 3 10 23 6 5 4 143 3 4 4 2 5 76 0 0 11 11 Golcar Ward 5 39 41 2 6 13 6 5 4 124 9 14 2 1 4 68 11 3 4 4 Heckmondwike Ward 5 39 40 3 5 32 8 7 4 142 8 12 0 0 4 64 7 2 6 6 Lindley Ward 5 39 38 1 2 9 5 4 5 160 6 10 4 2 7 115 4 1 7 7 Ackworth, North Elmsall and Upton Ward 5 39 24 2 7 14 7 6 3 108 1 2 0 0 3 48 0 0 8 8 Baildon Ward 5 38 29 2 6 14 5 4 4 148 6 10 2 1 6 97 0 0 4 4 Hemsworth Ward 5 38 27 1 5 9 8 7 3 116 1 2 6 3 3 58 0 0 4 4 Moortown Ward 5 38 34 1 4 8 5 4 4 127 6 9 4 2 5 81 7 2 3 3 Ossett Ward 5 38 27 2 5 14 2 2 3 111 5 7 8 4 4 59 0 0 4 4 Sowerby Bridge Ward 5 37 23 1 4 11 3 3 3 105 5 8 4 2 3 48 0 0 3 3 Pontefract South Ward 5 36 37 2 10 11 8 7 3 112 6 9 0 0 3 52 7 2 8 8 Todmorden Ward 5 36 34 1 5 10 14 12 4 120 3 4 2 1 3 51 4 1 4 4 Ryburn Ward 5 36 33 1 2 8 10 9 2 82 1 2 4 2 2 39 0 0 12 12 Illingworth and Mixenden Ward 5 35 31 6 8 53 3 3 3 119 5 7 6 3 2 30 4 1 3 3 Horsforth Ward 5 35 36 2 5 13 3 3 4 135 5 7 2 1 5 90 11 3 4 4 Crofton, Ryhill and Walton Ward 5 35 39 2 3 14 15 13 2 74 2 3 2 1 2 27 7 2 8 8 Holme Valley North Ward 5 33 27 2 4 13 3 3 3 102 3 5 8 4 4 59 0 0 5 5 Ilkley Ward 5 31 26 0 2 2 6 5 3 91 3 5 4 2 3 57 4 1 3 3 Rastrick Ward 5 30 32 2 9 10 8 7 2 72 6 9 2 1 2 28 7 2 3 3 Wibsey Ward 5 30 29 3 12 20 3 3 4 123 8 13 2 1 4 63 4 1 1 1 Denby Dale Ward 5 30 30 1 4 9 3 3 3 97 4 6 8 4 3 53 4 1 4 4 Airedale and Ferry Fryston Ward 5 30 25 4 8 33 6 5 3 116 1 2 0 0 2 33 7 2 1 1 Skircoat Ward 5 28 27 1 2 6 8 7 3 86 4 6 0 0 3 56 4 1 5 5 Warley Ward 5 27 20 4 11 29 3 3 3 101 2 3 0 0 2 36 4 1 2 2 Stanley and Outwood East Ward 5 27 18 1 3 4 2 2 3 104 1 1 2 1 5 76 4 1 1 1 Northowram and Shelf Ward 5 26 28 1 4 5 8 7 2 56 5 8 0 0 1 18 4 1 8 8 Calder Ward 5 26 25 1 4 5 10 9 3 118 5 7 0 0 3 50 0 0 3 3 Wrenthorpe and Outwood West Ward 5 26 23 1 1 11 2 2 3 98 2 3 4 2 4 59 4 1 4 4 Almondbury Ward 5 26 23 1 1 9 6 5 2 62 5 7 0 0 1 24 4 1 5 5 Horbury and South Ossett Ward 5 24 25 1 3 7 8 7 2 63 6 10 0 0 2 33 0 0 6 6 Kirkburton Ward 5 23 11 1 1 7 2 2 1 49 1 1 0 0 1 24 0 0 5 5 Worth Valley Ward 5 23 21 1 3 3 3 3 2 72 4 6 2 1 2 28 4 1 4 4 Queensbury Ward 5 22 21 1 3 13 1 1 3 102 6 9 0 0 4 62 4 1 2 2 Hipperholme and Lightcliffe Ward 5 21 15 1 3 7 0 0 1 43 2 3 4 2 1 19 4 1 2 2 Luddendenfoot Ward 5 21 21 1 5 2 6 5 2 64 4 6 2 1 1 17 0 0 6 6 Greetland and Stainland Ward 5 19 22 1 3 5 2 2 2 56 1 1 8 4 2 27 7 2 0 0 Wharfedale Ward 5 15 13 0 0 2 2 2 1 42 3 4 2 1 1 23 0 0 3 3 Risk score total (F) 6881 5704 k 10.9 0.9 34.3 1.5 0.5 16.746 0.3 1.0 2009 - 10 Data total 10918 875 34325 1548 513 #### 269 1025 Current data total 4803 744 22234 1316 415 12013 189 700 % change -56.0 -15.0 -35.1 -15.0 -19.1 -28.3 -30.0 -31.2 Hazard Points 440 850 649 850 809 717 700 688