OFFICIAL
Dementia Strategy Community Safety Committee
Date: 24 April 2015 Agenda Item: Submitted By: Director of Service Delivery 5
Purpose To introduce Members to the West Yorkshire Fire and Rescue Service (WYFRS) Dementia Strategy.
Recommendations That the Community Safety Committee notes the existence of the WYFRS Dementia Strategy which will enable the service to continue to improve targeting of resources and to meet Service Plan targets.
Summary As the UK population ages, WYFRS recognises the impact that dementia will have upon safety in the home for affected individuals in the coming years. Research shows that a significant number of dwelling fires are attributable to forgetfulness when cooking, smoking and using combustible materials. The WYFRS Dementia Strategy, which is aligned with the Government’s National Dementia Strategy “Living Well with Dementia” demonstrates WYFRS’ commitment to the delivery of the 17 objectives and associated outcomes contained within the National Dementia Strategy over the next 15 years.
Local Government (Access to information) Act 1972
Exemption Category: None
Contact Officer: Sarah Laidlow-Moore, Fire Prevention Manager E: [email protected] T: 0113 3875734
Background papers open to inspection: None
Annexes: WYFRS Dementia Strategy and Action Plan
9
1 Introduction
1.1 Research shows that a significant number of dwelling fires are attributable to forgetfulness when cooking, smoking and using combustible materials. Dementia has a significant affect upon memory, and it is anticipated that without effective interventions the number of fires associated with forgetfulness will increase exponentially over the next 15 years. For this reason it is vital that WYFRS develops and implements a long-term plan to proactively manage the potential increase in demand for service required by an ageing population by providing appropriate prevention interventions aimed at reducing those fires attributable to forgetfulness. 2 Information
2.1 There is a growing commitment across agencies and organisations to support individuals living with dementia ranging from leisure services to financial institutions, all of which recognise that a growing number of their service users will be affected by dementia in the years to come. The WYFRS strategy outlines the key interventions that can be undertaken to increase safety and the quality of life of these individuals during and after a diagnosis of dementia.
2.2 WYFRS is working closely with partners in the public, voluntary and private sectors to support the delivery of the 17 objectives associated with the national strategy “Living Well With Dementia”. In order to work successfully in this area it is recognised that a significant degree of learning needs to be undertaken throughout the organisation and, to this end, a comprehensive training programme has already been developed and delivered to front line workers in WYFRS. In addition to training, the WYFRS strategy has a further two strands: partnership working and assistive technology/supported living. Each of these strands has associated objectives to be delivered throughout the life of the strategy and progress will be monitored through the development and delivery of an annual action plan, the first of which is attached to the strategy document. 3 Financial Implications
3.1 Costs associated with this report can be met from within existing budgets
4 Equality and Diversity Implications
4.1 There is significant potential for the Authority to deliver positive outcomes for West Yorkshire community members with dementia. Although dementia predominantly affects older people, younger people may also be diagnosed with dementia. The carers, friends and relatives of those people are also affected by the effects of dementia.
4.2 The Strategy should be accompanied by an equality analysis, and address the needs of different groups where attitudes towards dementia, and support for its effects, varies, for example due to religious or cultural beliefs and practices. 5 Health and Safety Implications
5.1 There are no H&S implications associated with this paper 6 Service Plan Links
6.1 The development of local proactive partnerships with organisations working with individuals with dementia is essential to the delivery of the Service Plan priority to deliver a proactive fire prevention and protection programme.
10 7 Conclusions
7.1 The production of the WYFRS Dementia Strategy demonstrates a public commitment on behalf of the Authority to work positively with organisations and communities to reduce risk amongst individuals living with dementia in the long term.
11 West Yorkshire Fire and Rescue Service Dementia Strategy
Background
As the UK population ages, West Yorkshire Fire and Rescue Service recognises the impact that dementia will have upon safety in the home for affected individuals in the coming years. In 2008 there were 700,000 people with dementia in the UK, by 2038 that figure is expected to rise to 1.4 million. Research shows that a significant number of dwelling fires are attributable to forgetfulness when cooking, smoking and using combustible materials. As dementia has a significant affect upon memory, it is anticipated that without effective interventions in place the number of fires associated with forgetfulness will increase exponentially.
The West Yorkshire Fire and Rescue Service Dementia Strategy is aligned with and supports the Government’s National Dementia Strategy, “Living Well With Dementia”, and, in the coming years, is committed to the delivery of the 17 objectives and associated outcomes contained within it.
The Strategy has three strands: Training; Partnership Working; and Technology/Supported Living and each of these have associated objectives to be delivered within the first years of the life of the strategy. Using this approach, West Yorkshire Fire and Rescue Service believe that by engaging positively with people who have dementia, their carers, and the organisations that work with them, it can actively contribute to a system where people affected by dementia:
• Know where to go for help WYFRS staff can signpost people to the organisations and agencies that are there to help • Know what services they can expect We will educate our staff to understand the services available to people living with dementia • Seek help early for problems with memory • Are encouraged to seek help early Where forgetfulness is evident as a factor contributing to a dwelling fire or is recognised during an interaction with our staff, individual will be encouraged to seek help • Get high quality care and equal quality of care, wherever they live Our staff will liaise with care professionals to ensure that safety is embedded into an individual’s care package • Are involved in the decisions about their care. WYFRS understands that people with dementia and their carers have the right to be treated with respect at all times and will always involve individuals in decisions affecting their safety in the home. Objectives
A key priority for WYFRS in the early years of the strategy is to work at a station, district and West Yorkshire wide level to develop the partnerships to allow us to deliver the above outcomes.
Whilst WYFRS supports the National Strategy in its entirety, it has a particular interest or influence in the following areas:
Training 1. Raise awareness of dementia in order to enable our staff to encourage people to seek help
12 2. Enable our staff to provide good quality information for people with dementia and their carers Our staff will be trained appropriately to enable them to communicate effectively with people who have dementia and their carers, to recognise potential signs and symptoms of dementia, and to give up to date and accurate information
Technology/Supported Living
3. Consider how housing support, housing related services, technology and telecare can help support people with dementia and their carers
We will work with our partners to ensure that appropriate safety interventions are embedded into their care packages and will keep abreast of technological advances that could improve the lives of people with dementia in the future
Partnerships
4. An informed and effective workforce for people with dementia Our staff will be encouraged to develop positive relationships with dementia support groups and other organisations that can enhance our understanding of dementia and its effects on individuals 5. Improve assessment and regulation of health and care services and of how systems are working We have the advantage of gaining access into people’s homes at all stages and should be in a position to recognise and pass on information regarding the early stages of dementia, but also providing support whether the individual be in their home or in residential care, as we have a Protection service that can support that element.
Conclusion
WYFRS recognises that there is a great deal of learning required by the organisation to enable it to engage effectively with the challenges that dementia poses. To this end we have produced an action plan which focuses upon staff development and partnership working in the first year. It will be reviewed and reported upon at Community Safety Committee on an annual basis to ensure that the momentum towards the achievement of our goals is maintained in the coming years.
13 Action Plan
Dementia Action Plan
There are around 800,000 people in the UK currently living with dementia, and this number is set to soar to one million over the next ten years. It is estimated that one in 14 people over the age of 65 and one in six people over the age of 80 will have a form of dementia.
Dementia in people under the age of 65 is comparatively rare. There are over 17,000 younger people with dementia in the UK. However, this number is likely to be an under estimate and the true figure may be up to three times higher. Data on the numbers of young onset cases are based on referrals to services, which can significantly underestimate the numbers, because not all those with young onset dementia seek help early in the disease course.
It is likely that deaths and injuries from fire will rise in proportion to the increases in numbers of older people. Almost twice as many people over the age of 50 now die in dwelling fires in the UK each year compared to those under 50.
As more people develop dementia, more of the people who call on the emergency services will have the condition. In order to protect some of the most vulnerable people in society at a time they are most in need of help, it is essential that the fire service aligns its plan to the national dementia strategy and provide the work force with the relevant knowledge and skills regarding dementia and its impact on the service. West Yorkshire Fire and Rescue service is an active member of the dementia alliance and the attached action plan details WYFRS commitment to providing a quality service to users living with dementia.
Training
1. Visit from Training2 care team at WYFRS HQ to show demo of VDT. – This will Th allow WYFRS to evaluate the resource Mo Ali 8 August 2014 and the potential for its use within West Yorkshire
COMPLETED
2. Delivery of the presentation to the central prevention management team to approve the training pack. Andrew Wormald End of September 2014 COMPLETED
14 3. Training for DPA’s and DPMs - In-house training will be delivered to the DPA’s Andrew Wormald Mid October 2014 and DPMs to enable them to train crews in the signs, symptoms and effects of COMPLETED dementia and how to refer individuals at risk of fire using the CRM database
4. Visit to Humberside Fire Service to observe Dementia training to crews – and to shadow members of Humberside Mo Ali September /October Fire Service personnel delivering 2014 dementia training to their staff to identify any areas that we may need to include in our training for crews. COMPLETED
5. Training for crews – to provide basic dementia awareness training for the crews so that when they are out in the DPMs’ DPA’s and November – March community carrying out HFSC or attend a Training Team. 2015 fire call, they are able to identity basic ONGOING sign and symptoms of dementia so that they can then refer them to Fire Prevention Assistants for further intervention work. This follows on from recommendation from the Kirklees Safeguarding board following a serious case review.
6. Provide training for Fire Prevention Assistants and Advisors in order to develop a greater understanding of Andrew Wormald January 2015 Dementia and have the ability to Scheduled in for communicate effectively with people Nov10th/11th with dementia to deliver the fire safety message to the individual to reduce the COMPLETED risk of fire.
7. E-Learning training / refresher for all prevention staff to include dementia – this will allow the relevant staff to gain Andrew Wormald June 2015 basic knowledge of dementia to identify signs and symptoms when carrying out HFSC and thus able to refer to an appropriately skilled team member.
15
Partnership Development Including champions and dementia friendly communities
1. Compile a comprehensive list of Dementia Friendly Communities in West Yorkshire – and share the list with DPMs Mo Ali From September onwards to allow them to engage with the community organisers to enable districts ONGOING to work towards effectively supporting these communities.
2. Monitoring and management of Partnerships for all Districts with Memory Services – all districts need to Mo Ali / Michelle Starting from be actively engaging with memory Rhodes September 2014 services to receive referrals via the web ONGOING link of vulnerable individuals so that relevant interventions can be put in place.
3. Regular Feedback from Districts on their progress relating to delivery of local Dementia strategies to Mo Ali (lead Mo Ali, DPMs September 2014 and officer for Dementia) Regular updates quarterly thereafter from each district will enable the service to monitor our performance and compliance with the dementia strategy.
4. To strengthen partnership working with the local careline/ telecare (assistive technology). This may enhance the Mo Ali / DPMS From September 2014 ability of the individuals to remain onwards independent in their homes. Linked smoke detection to the careline/ telecare system.
5. Dementia Champions – Each District to To sign up from have at least one Dementia Champion on December 2014 District and Encourage prevention staff Mo Ali onwards to sign up as Dementia Friends ONGOING
16
Dementia Champions M Ali Kirklees Lisa Toner Leeds Pete Huby Leeds Mussarat – Wakefield Karina Gonzalez – Wakefield Kathryn Richardson – Youth Team
Dementia Friends DC Russ Hepton Leeds
6. Active role with Local District Dementia December 2014 Alliance – Each district to start to make onwards inroads by actively engaging with and to Mo Ali, DPMs be members of the local dementia ONGOING alliance. Kirklees – On board Leeds Progressing Bradford – On Board
Innovation
1. Monitor and evaluate the innohome project in Kirklees – this is a new project that is being piloted in Kirklees to see Mo Ali / Kirklees 3 months trial once how effective the innohome cooker District items purchased. guard is in preventing fire calls and Trial Ongoing. injuries and to assess any unintended consequences as a result of its use.
17
OFFICIAL
District Risk Reduction Targets 2014 / 15 Community Safety Committee
Date: 24 April 2015 Agenda Item: Submitted By: Director of Service Delivery 6
Purpose To inform Community Safety Committee of performance against District Risk Reduction targets for 2014 / 15.
Recommendations That the Community Safety Committee notes the contents of this report.
Summary This report provides information on the performance of West Yorkshire Fire and Rescue Service (WYFRS) in each District against the targets detailed in the District Risk Reduction Plan 2014 / 15, including a commentary from each District Commander.
Local Government (Access to information) Act 1972
Exemption Category: None
Contact Officer: Ian Bitcon, Area Manager Fire Safety T: 01274 655720 E: [email protected]
Background papers open to inspection: None
Annexes: District performance figures and commentaries District Risk Reduction Plans
18
1 Introduction
1.1 The attached Performance Monitoring System (PMS) reports detail the Authority’s performance against key performance indicators in each of the five Districts. This information allows Service Delivery Board and each District Commander to measure, monitor and evaluate performance against targets included in the District Risk Reduction Plans.
1.2 The PMS report covers April 2014 – March 2015 for all targets. It utilises a traffic light system to give a visual indication of performance against target. For comparison purposes the previous year’s performance is also included, as well as that in the benchmark year of 2009 / 10.
1.3 In addition to the PMS report, each District Commander has provided information relating to individual performance indicators by way of a commentary. 2 Information
2.1 2014 / 15 is the fourth year that Districts have had individual District Risk Reduction Plans. The targets set for each District are again very challenging to ensure that the risk across West Yorkshire is reduced as far as practicable.
2.2 The Service Delivery Framework and District Risk Reduction Plans have proved to be very successful in targeting resources where the risk exists in each District. The individual District appendices detail the improvements that have been made and the challenges that still exist.
2.3 The Service Delivery Framework and the subsequent local ownership of delivering the outcomes has seen a dramatic reduction in the number of incidents for all types. This is testament to the level of commitment across the organisation to truly “Make West Yorkshire Safer.”
2.4 Each year the District Risk Reduction Plans are refreshed to reflect the Service Delivery priorities and targets for the coming year. A copy of the new 2015/16 plans is provided to Members as an annex to this paper. A copy of all five plans will be made available on the WYFRS internet site. This year the plans have been redesigned to align to the WYFRS Annual Action Plans in order to make them much more user-friendly documents. 3 Financial Implications
3.1 There are no financial implications arising from this report. 4 Equality and Diversity Implications
4.1 Prevention activities and a range of partnership working continue to target at risk communities with protected characteristics. 5 Health and Safety Implications
5.1 Targeted risk reduction activities reduce risk to health and safety of firefighters and the community; this is supported by effective performance monitoring and management. 6 Organisational Dependencies
6.1 No organisational dependencies identified. 7 Service Plan Links
7.1 The District Risk Reduction activities and performance monitoring are an example of the following priorities;
• Delivery of a proactive fire prevention and protection programme
19 Delivery of a professional and resilient emergency response service
20 Page 3 of 3 Performance Monitoring Report - 14 Apr 2015 09:59:37 - Sourced from Performance Management Information System
WEST YORKSHIRE FIRE AND RESCUE SERVICE - PERFORMANCE MONITORING SYSTEM
DEFINITIONS
ACTUAL DATA (Previous Years) Performance from previous years. 2009/10 is used as a baseline
TARGET (Current Year) End of year target for current year
TOTAL SO FAR (Current Year) Cumulative total for current year so far
Comparison of activity so far against the target so far - Red (outside 10% of target), Amber (within AGAINST TARGET SO FAR (Current Year) 10% of target), Green (target achieved or exceeded)
Projected value at the end of the financial year based on Total So Far and the number of days END OF YEAR PROJECTION (Current Year) remaining
[values to 31 Mar 2015 23:59:59] ACTUAL ACTUAL TARGET AGAINST END OF YEAR DATA DATA (2014/15) TOTAL SO FAR TARGET SO (2009/10 (2013/14) (2014/15) FAR PROJECTION (2014/15) (2014/15)
Arson 10897 5666 6940 5306 -23.5% 5306
Actual Rescues 875 739 732 693 -5.3% 693
Total Activity 34270 22737 25928 20789 -19.8% 20789
Dwelling Fires 1549 1242 1332 1213 -8.9% 1213
Non-Domestic Building Fires 513 414 436 397 -8.9% 397
Prevalence of False Alarms 16750 11486 13015 10403 -20.1% 10403
Fire Related Injuries 270 202 220 196 -10.9% 196
Road Traffic Collisions 1060 619 745 613 -17.7% 613
No. of Operational Risk Visits (IN) 6180 6249 1.1% 6249
Malicious False Alarms 713 369 471 320 -32.1% 320
No. of Home Fire Safety Check Points (IN) 293850 330933 12.6% 330933
COMMENTS RELATING TO PERFORMANCE INDICATORS
21 Performance Monitoring Report - 14 Apr 2015 10:02:07 - Sourced from Performance Management Information System
BRADFORD DISTRICT - PERFORMANCE MONITORING SYSTEM
DATE: VISITING COMMANDERS:
OFFICERS PRESENT:
DEFINITIONS
ACTUAL DATA (Previous Years) Performance from previous years. 2009/10 is used as a baseline
TARGET (Current Year) End of year target for current year
TOTAL SO FAR (Current Year) Cumulative total for current year so far
Comparison of activity so far against the target so far - Red (outside 10% of target), Amber (within AGAINST TARGET SO FAR (Current Year) 10% of target), Green (target achieved or exceeded)
Projected value at the end of the financial year based on Total So Far and the number of days END OF YEAR PROJECTION (Current Year) remaining
[values to 31 Mar 2015 23:59:59] ACTUAL ACTUAL TARGET AGAINST END OF YEAR DATA DATA (2014/15) TOTAL SO FAR TARGET SO (2009/10 (2013/14) (2014/15) FAR PROJECTION (2014/15) (2014/15)
Arson 2778 1716 2061 1619 -21.4% 1619
Actual Rescues 207 171 177 168 -5.1% 168
Total Activity 8956 6130 7010 5557 -20.7% 5557
Dwelling Fires 422 318 342 315 -7.9% 315
Non-Domestic Building Fires 131 112 107 103 -3.7% 103
Prevalence of False Alarms 4724 3058 3497 2654 -24.1% 2654
Fire Related Injuries 81 58 62 63 1.6% 63
Road Traffic Collisions 237 126 155 135 -12.9% 135
No. of Operational Risk Visits (IN) 1270 1246 -1.9% 1246
Malicious False Alarms 227 125 157 101 -35.7% 101
No. of Home Fire Safety Check Points (IN) 77700 78284 0.8% 78284
COMMENTS RELATING TO PERFORMANCE INDICATORS st st Bradford District Performance Monitoring Report – 1 April 2014 – 31 March 2015
The District performance in the following areas either meets or exceeds the set target:
• Arson
Bradford District has exceeded performance against the target set for arson by 21.4%. The continued work of the Prevention Team and Operational personnel has seen the number of such incidents reduce significantly over recent years. Close working relationships with partner agencies continues to contribute to this success and significant effort is being put into enhancing the outcomes from all partnerships. The recent addition of a Community Liaison Officer, on a fixed term contract, with a specific remit to reduce arson in the Districts seven high and very high risk wards, is expected to further improve performance in this area in the coming year.
• Actual Rescues
Bradford District was below the target set for rescues by 5.1%. Actual rescues include those that are fire related, rescue post road traffic collision, and other, miscellaneous, rescues such as those requiring line rescue equipment.
• Total Activity
Bradford District’s performance has outstripped the target set for the total activity level by 20.7%. This is as a result of the hard work and targeted activity completed by Prevention staff and Operational crews. By utilising the performance management dashboard and mapping systems we are able to target resources to the areas of highest risk.
• Dwelling Fires
Bradford District has exceeded performance against this challenging target by 7.9%. The Home Fire Safety Check strategy ensures that we put the greatest effort into those areas and groups which are the most likely to suffer a dwelling fire. Referral schemes set up with partners enable us to target the people of highest risk. A new post; ‘Vulnerable Persons Advocate’ (VPA), appointed on a fixed term contract, will greatly assist with this in the next year. The VPAs role will be to specifically target our referral schemes with partners to further improve the outcomes from those partnerships.
• Non-Domestic Building Fires
The non-domestic building fire target is one which is traditionally difficult to hit in Bradford District. This is due in part to the high percentage of unoccupied commercial and industrial buildings. However, we have managed to record the lowest number of such fires yet in 2014/15 with 103 fires occurring in the year. This is 3.7% better than what was, for this District, a very challenging target.
• Prevalence of False Alarms
Bradford District has surpassed performance against the target set for false alarms by 24.1%. Work continues with Fire Protection on identified premises where issues arise. A positive working relationship with Incommunities (Bradford’s leading housing association) has resulted in a prompt response when problems have been identified.
22 • Road Traffic Collisions
We have beaten our target by 12.9% in this area in the last year. Road traffic collisions account for the largest group of casualties from incidents WYFRS attend so this excellent result for the year is very welcome.
• Number of Home Fire Safety Check points
We have bettered our target for HFSC points for the year by 0.8%. The average points yield, (7.7), per home fire safety check across the District is the same for 2014/15 as it was in 2013/14. A specific District target for the coming year is to increase the average points yield per home fire safety check. This will be achieved by even better targeting of activity into the high risk areas or toward the more high risk individuals, through our partnership referral schemes.
The District performance in the following areas has not met the target:
• Fire Related Injuries and Deaths
We have missed our target slightly in this area as we are 1.6% above target. As a District we aim to focus our efforts even more intently toward our higher risk wards and higher risk individuals in the next year. We expect the newly appointed Community Liaison Officer and Vulnerable Persons Advocate to assist greatly with further reducing our dwelling fires and thus our fire related injuries and deaths.
• Number of operational risk visits
This is another area where we have slightly missed our target in the District, by 1.9%. Better administration and oversight by the District’s managers will ensure that this target is exceeded in the coming year.
23
BRADFORD
DISTRICT West Yorkshire Fire & Rescue Service ACTION PLAN 2015 – 2016
DELIVER A PROACTIVE COMMUNITY SAFETY PROGRAMME
We will: Our action:
Ensure the authority’s statutory fire protection duties are discharged efficiently and Carry out 1300 planned Operational Risk Visits in line with the WYFRS’ Risk Based Inspection Programme effectively in order to reduce the risk of fire and the effects of fire should it occur Continue to promote and standardise best practice throughout the District via a training programme to the District’s Watch Commanders delivered by the District’s Station Commanders in cooperation with the Operations Risk Management team.
Target derelict and unoccupied mills in Bradford city centre for operational risk visits
Work with partners to reduce the risk of fires, road traffic incidents, other Deliver a points total of 77,700 by carrying out Home Fire Safety Checks across the district. emergencies and enhance community well-being Use the new, fixed term, District Prevention posts; (Community Liaison Officer and Vulnerable Persons Advocate) to better target the Districts 7 high and very high risk wards and high risk individuals within the District by improving the District’s partner referral schemes.
Strengthen links with local Dementia support groups and implement interventions to manage fire related hazards
Deliver road safety advice to 1200 young people during the Police led ‘Spring’, ‘Summer’ and ‘Autumn camps ‘.
DELIVER A PROFESSIONAL AND RESILIENT EMERGENCY RESPONSE SERVICE
We will: Our action:
Work with blue-light partners and other agencies to provide a safe and effective Continue to exchange information with other blue-light responders within local tactical, operational, and strategic groups emergency response Embed the Joint Emergency Services Interoperability Programme (JESIP) into emergency response arrangements
Explore opportunities to improve cross-border emergency response arrangements
Complete a training programme with District Neighbourhood Policing and Response Teams to ensure better interoperability at RTCs within the District
24
Ensure emergency response is dynamic and resilient reflecting changes to the level Oversee the start of the new station on Valley Road, Bradford, to ensure it fully supports a highly effective emergency of risk and demand response.
Work with partner agencies to develop and deliver a local response plan for the 2015 Tour de Yorkshire event and all other significant local events
Implement the District exercise programme to ensure every watch in the District will take a full part in 2 planned 3 to 4 pump exercises per year.
Introduce modifications to the ‘Performance Management Visit’ programme to further test and confirm crews operational competence.
Support the introduction of Breathing Apparatus Telemetry
Complete the training across district of the new ‘Cleveland Load’ method of hose management.
Continuously improve our emergency response by learning from ours and others Monitoring the quality of risk information as part of pre-planning and post incident de-briefs. experiences Monitoring the quality of risk information on turn out instructions and providing feedback as appropriate.
Effectively debrief the District and Brigade exercise programme to ensure all learning from exercises is fully embedded
Implement an effective localised Training strategy in line with the Management of Risk Information Policy and FF Safety Strategy
Continue to provide feedback and requirements for future updates to MDT’s and the new Systel system
PROVIDE A SAFE SKILLED WORKFORCE THAT SERVES THE NEEDS OF A DIVERSE COMMUNITY
We will: Our action:
Promote the health, safety and well-being of all employees Support employees to maintain their fitness and welfare
Continue to monitor absences and support staff to promote attendance in line with the Absence and Attendance Policy
Ensure the availability of Welfare Officers to support the rehabilitation of employees
Undertake a work life balance and well-being survey to inform management of stress related ill health
Provide training and development to maintain a skilled and flexible workforce Implement a training programme for Watch Commanders to allow them to confidently carry out all the tasks required of them by their role map.
Deliver a local Training and development Strategy that focuses upon training to risk
Review and provide new and challenging operational scenarios as part of the Performance Management Visit (PMV) programme
Introduce electronic maintenance of competence records at all fire stations in the District
Maintain the equipment and skills held within district to allow local, regional and national deployment of national assets
25
Create an environment that enables our staff to develop and embrace organisational Discuss the issues identified within the Community Risk Management Strategy to ensure all the Districts staff are and cultural change informed and engaged with the WYFRS IRMP planning process.
Ensure that managers discuss organisational and cultural change as part of the Personal Development Review process
Deliver equalities training to all staff PROVIDE EFFECTIVE AND ETHICAL GOVERNANCE AND ACHIEVE VALUE FOR MONEY
We will: Our action:
Provide buildings, vehicles, equipment and technology that is fit for purpose to maximise organisational effectiveness
Provide effective systems of control, performance and assurance to ensure the service operates efficiently
Demonstrate transparent and accountable decision making throughout the organisation
Identify and implement strategic change to reflect the economic environment
26 DISTRICT: BRADFORD
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 2760 1870 1697 1980 1593
Actual Rescues 209 187 174 157 170
Total Activity 8975 6727 6127 6359 5777
Dwelling Fires 421 350 317 345 301
Non Domestic Building Fire 133 111 112 113 103
Prevalence of false alarms 4764 3449 3067 2978 2802
Fire related Injuries and Deaths 79 65 60 46 54
RTC 229 141 130 130 120
Malicious False Alarms 227 162 125 106 119
27 RISK REDUCTION AREA: BRADFORD EAST
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 988 621 525 626 499
Actual Rescues 41 40 39 31 37
Total Activity 2328 1700 1510 1603 1435
Dwelling Fires 102 77 66 73 63
Non Domestic Building Fire 35 22 23 26 21
Prevalence of false alarms 1010 753 653 646 614
Fire related Injuries and Deaths 14 13 15 9 11
RTC 55 39 38 34 33
Malicious False Alarms 53 45 27 20 26
28 RISK REDUCTION AREA: BRADFORD SOUTH
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 498 420 399 418 379
Actual Rescues 33 30 20 43 29
Total Activity 1518 1234 1163 1185 1105
Dwelling Fires 86 69 68 80 65
Non Domestic Building Fire 17 13 12 15 12
Prevalence of false alarms 757 568 520 493 468
Fire related Injuries and Deaths 24 12 14 5 11
RTC 42 25 20 24 20
Malicious False Alarms 41 21 22 14 18
29 RISK REDUCTION AREA: BRADFORD WEST
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 739 480 462 643 439
Actual Rescues 58 46 50 32 42
Total Activity 2778 1934 1780 1909 1691
Dwelling Fires 107 86 79 82 75
Non Domestic Building Fire 46 37 43 44 37
Prevalence of false alarms 1653 1084 964 935 888
Fire related Injuries and Deaths 16 20 9 12 14
RTC 58 34 36 32 32
Malicious False Alarms 91 61 53 48 45
30 RISK REDUCTION AREA: KEIGHLEY
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 319 210 180 183 171
Actual Rescues 39 39 38 29 35
Total Activity 1204 929 820 901 779
Dwelling Fires 74 63 57 60 54
Non Domestic Building Fire 16 25 23 19 23
Prevalence of false alarms 635 461 418 447 397
Fire related Injuries and Deaths 15 13 17 14 12
RTC 31 21 16 17 16
Malicious False Alarms 29 15 7 19 14
31 RISK REDUCTION AREA: SHIPLEY
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 216 139 131 111 105
Actual Rescues 38 32 27 22 25
Total Activity 1147 930 854 761 768
Dwelling Fires 52 54 47 49 45
Non Domestic Building Fire 19 13 11 9 11
Prevalence of false alarms 709 584 512 457 434
Fire related Injuries and Deaths 10 7 5 7 5
RTC 43 23 20 22 20
Malicious False Alarms 13 20 16 5 15
32 Performance Monitoring Report - 14 Apr 2015 10:03:23 - Sourced from Performance Management Information System
CALDERDALE DISTRICT - PERFORMANCE MONITORING SYSTEM
DATE: VISITING COMMANDERS:
OFFICERS PRESENT:
DEFINITIONS
ACTUAL DATA (Previous Years) Performance from previous years. 2009/10 is used as a baseline
TARGET (Current Year) End of year target for current year
TOTAL SO FAR (Current Year) Cumulative total for current year so far
Comparison of activity so far against the target so far - Red (outside 10% of target), Amber (within AGAINST TARGET SO FAR (Current Year) 10% of target), Green (target achieved or exceeded)
Projected value at the end of the financial year based on Total So Far and the number of days END OF YEAR PROJECTION (Current Year) remaining
[values to 31 Mar 2015 23:59:59] ACTUAL ACTUAL TARGET AGAINST END OF YEAR DATA DATA (2014/15) TOTAL SO FAR TARGET SO (2009/10 (2013/14) (2014/15) FAR PROJECTION (2014/15) (2014/15)
Arson 830 511 595 492 -17.3% 492
Actual Rescues 82 74 81 82 1.2% 82
Total Activity 2772 1980 2278 1776 -22.0% 1776
Dwelling Fires 150 120 118 112 -5.1% 112
Non-Domestic Building Fires 40 27 37 34 -8.1% 34
Prevalence of False Alarms 1296 885 1038 758 -27.0% 758
Fire Related Injuries 22 17 16 19 18.8% 19
Road Traffic Collisions 127 69 81 63 -22.2% 63
No. of Operational Risk Visits (IN) 840 856 1.9% 856
Malicious False Alarms 64 29 43 20 -53.5% 20
No. of Home Fire Safety Check Points (IN) 27600 34790 26.1% 34790
COMMENTS RELATING TO PERFORMANCE INDICATORS
33 Calderdale District Performance Monitoring Report - 1 April 2014 to 31 March 2015
District performance in the following areas either meets or exceeds the required target:
• Arson – The downward trend in deliberate fires has continued in Calderdale District. During 2014/15, the District surpassed its arson target by 17.3%. This success continues to reflect effective initiatives to reduce fire setting, and close working relationships with partner agencies.
• Total Activity – The overall number of emergency incidents in Calderdale continue to reduce. The District has therefore managed to surpass the 2014/15 total activity target by 22.0%. This success is mainly due to reduced responses to automatic detection systems.
• Dwelling Fires – During 2013/14 Calderdale District failed to meet the target set for dwelling fires. The District has improved upon the previous year’s performance though and has exceeded the 2014/15 target by 5.1%. This performance reflects improvements made to how the District targets risk reduction initiatives to those more at risk from fires.
• Non-Domestic Building Fires - Calderdale District has once again beaten the 2014/15 target set for non-domestic building fires. Performance exceeded the target by 8.1% despite the growing challenge presented by large numbers of unoccupied and insecure properties.
• Prevalence of False Alarms – Last year, WYFRS made changes to how it responds to fire alarm actuations and unwanted fire signals. This has led to a significant reduction in the number of false alarms attended in Calderdale during 2014/15. As a result, the District has outstripped the 2014/15 target for prevalence of false alarms by 27.0%.
• Road Traffic Collisions – Calderdale contains a long stretch of the M62 motorway and several other major road carriageways. The likelihood of serious road traffic collisions is therefore particularly high within the District. The District has, however managed to beat the 2014/15 target set for road traffic collisions by 22.2%. The District Team will continue to deliver innovative programmes to help continue the downward trend. This includes delivering partnership initiatives on behalf of Calderdale’s Community Safety Partnership and organising the “Road show” event at the Victoria Theatre.
• Operational Risk Visits - During 2014/15, firefighters in Calderdale completed 856 Operational Risk Visits. This means that performance exceeded the target of 840 by 1.9%. Risk information gathered during these visits improves the safety of firefighters. It also helps to develop plans for dealing with potential fires in buildings and limiting their spread. The District met its target despite the removal of a fire engine and 20 firefighters from Halifax fire station.
• Malicious False Alarms – The number of malicious false alarms in Calderdale reduced again during 2014/15. The reduction means that the District surpassed the respective target by 53.5%. The dramatic reduction in these calls indicates that that educational and youth engagement initiatives are making a real difference in the District.
• Home Fire Safety Checks – During 2014/15 Calderdale District accrued 34790 points while undertaking home safety checks. Performance exceeded the 27600 target by 26.1%. This suggests that the District is targeting this service toward those at higher risk. Again, performance has improved despite the availability of fewer resources.
34 Performance in the following areas fall outside the required target:
• Actual Rescues – Most of Calderdale’s rescues occur following road traffic collisions and dwelling fires. Some are however, necessary following a variety of other circumstances, for example rescues from water and from height. During 2014/15, the District just missed out on meeting its rescues target by 1.2% (one rescue). This target continues to be very challenging due to the number of road traffic collisions requiring multiple rescues. The District team is working with its partners to improve road safety awareness. The number of persons requiring extrication from road traffic collisions is increasing though.
• Fire Related Injuries – For the second year running, Calderdale District has failed to meet the target set for fire related injuries. In 2014/15, performance fell short of the required target by 18.8% (four-injuries). The vast majority of injuries sustained during 2014/15 were minor, but one person died following a serious house fire in Hipperholme. Another house fire in Halifax led to six injuries and this is the main reason for failing to meet the target. Post fire initiatives following such incidents include delivering a sustained programme of home safety checks (hot strike). Hot strikes help to improve the safety of neighbouring communities and reduce the likelihood of subsequent incidents.
Summary
Calderdale continues to perform strongly against its service delivery targets. The District has worked extremely hard to meet the 2014/15 targets. The 2015/16 service delivery targets are even more demanding and provide very little flexibility for underperformance. The economic climate, changes in demographics, and growth in unoccupied buildings continue to present challenges to the District Team. This is set against the backdrop of reducing resources when the new fire station at Rastrick opens. The District will continue to be pragmatic though, in its approach to meeting the targets set by the Service Delivery Board. It will also continue to forge ahead with groundbreaking initiatives including those for dealing with hoarding, dementia, road safety, and wild fires.
35
CALDERDALE
DISTRICT West Yorkshire Fire & Rescue Service ACTION PLAN 2015 – 2016
DELIVER A PROACTIVE COMMUNITY SAFETY PROGRAMME
We will: Our action:
Ensure the authority’s statutory fire protection duties are discharged efficiently and Carry out 740 planned Operational Risk Visits in line with the WYFRS’ Risk Based Inspection Programme effectively in order to reduce the risk of fire and the effects of fire should it occur Target high rise, residential care, multiple occupancy, properties as part of the Operational Risk Visit programme
Assist Kirklees District in undertaking Operational Risk Visits at sites located in Ashbrow and Lindley Wards
Work with partners to reduce the risk of fires, road traffic incidents, other Deliver a points total of 22,650 by carrying out Home Fire Safety Checks across the district, targeting the most vulnerable emergencies and enhance community well-being members of the community
Deliver a targeted Home Fire Safety Check programme in Sowerby Bridge
Continue to work with partners to develop the referral and intervention process for hoarding issues
Strengthen links with local Dementia support groups and implement interventions to manage fire related hazards
Deliver the flagship “Road show” as part of national Road Safety Week and to communicate life-long safety messages to local sixth form students
Investigate scope for other organisations and volunteers to deliver Home Fire Safety Checks within the District DELIVER A PROFESSIONAL AND RESILIENT EMERGENCY RESPONSE SERVICE
We will: Our action:
Work with blue-light partners and other agencies to provide a safe and effective Continue to exchange information with other blue-light responders within local tactical, operational, and strategic groups emergency response Continue to train with other emergency services to improve inter-operability
Explore opportunities to improve cross-border emergency response arrangements
Embed the Joint Emergency Services Interoperability Programme (JESIP) into emergency response arrangements
36
Ensure emergency response is dynamic and resilient reflecting changes to the level Work with partner agencies to develop and deliver a response plan for the 2015 Tour de Yorkshire event of risk and demand Improve the availability of the Retained Duty System crewed fire appliance at Mytholmroyd
Support the introduction of Breathing Apparatus Telemetry
Complete the training across district of the new ‘Cleveland Load’ method of hose management.
Locate a fire appliance and specialist water rescue resources at Rastrick
Continuously improve our emergency response by learning from ours and others Improve the quality of risk information by identifying and rectifying common errors and learning from best practice experiences Provide a “training to risk” strategy in line with the Management of Risk Information Policy and Firefighter Safety Strategy
Continue to provide feedback and requirements for future updates to MDT’s and the new Systel system
PROVIDE A SAFE SKILLED WORKFORCE THAT SERVES THE NEEDS OF A DIVERSE COMMUNITY
We will: Our action:
Promote the health, safety and well-being of all employees Support employees to maintain their fitness and welfare
Continue to monitor absences and implement effective measures to promote attendance in line with the Absence and Attendance Policy
Ensure the availability of Welfare Officers to support the rehabilitation of employees
Undertake a work life balance and well-being survey to inform management of stress related ill health
Provide training and development to maintain a skilled and flexible workforce Deliver a local Training and development Strategy that focuses upon training to risk
Review and provide new and challenging operational scenarios as part of the Performance Management Visit (PMV) programme
Introduce electronic maintenance of competence records at all fire stations in the District
Maintain the equipment and skills held within district to allow local, regional and national deployment of national assets
Create an environment that enables our staff to develop and embrace organisational Communicate organisational and cultural expectations and cultural change Monitor the level of awareness regarding fairness, dignity and respect policies and implement arrangements to improve this
Ensure that managers discuss organisational and cultural change as part of the Personal Development Review process
Deliver equalities training to all staff
37 PROVIDE EFFECTIVE AND ETHICAL GOVERNANCE AND ACHIEVE VALUE FOR MONEY
We will: Our action:
Provide buildings, vehicles, equipment and technology that is fit for purpose to maximise organisational effectiveness
Provide effective systems of control, performance and assurance to ensure the service operates efficiently
Demonstrate transparent and accountable decision making throughout the organisation
Identify and implement strategic change to reflect the economic environment
38 DISTRICT: CALDERDALE
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 825 532 511 582 485
Actual Rescues 79 84 69 90 67
Total Activity 2701 2113 1943 1931 1746
Dwelling Fires 148 127 119 113 106
Non Domestic Building Fire 38 37 27 36 20
Prevalence of false alarms 1238 959 859 791 711
Fire related Injuries and Deaths 22 15 15 15 10
RTC 119 72 64 63 61
Malicious False Alarms 64 41 29 24 26
39 RISK REDUCTION AREA: CALDERDALE LOWER VALLEY
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 167 75 51 58 48
Actual Rescues 29 20 12 22 16
Total Activity 766 532 492 409 389
Dwelling Fires 42 29 27 29 26
Non Domestic Building Fire 9 12 8 7 6
Prevalence of false alarms 409 287 273 176 167
Fire related Injuries and Deaths 4 4 2 12 2
RTC 44 19 15 17 14
Malicious False Alarms 14 12 9 0 9
40 RISK REDUCTION AREA: CALDERDALE UPPER VALLEY
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 78 50 47 46 44
Actual Rescues 17 24 23 19 18
Total Activity 437 369 343 321 305
Dwelling Fires 28 24 26 15 21
Non Domestic Building Fire 3 6 1 7 1
Prevalence of false alarms 208 159 148 154 141
Fire related Injuries and Deaths 8 2 1 2 1
RTC 32 21 20 20 19
Malicious False Alarms 3 3 1 7 1
41 RISK REDUCTION AREA: HALIFAX CENTRAL
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 244 138 133 143 126
Actual Rescues 21 26 21 27 21
Total Activity 834 662 560 604 532
Dwelling Fires 49 43 39 34 33
Non Domestic Building Fire 20 13 8 17 8
Prevalence of false alarms 402 345 270 307 257
Fire related Injuries and Deaths 8 6 6 0 6
RTC 21 18 17 22 16
Malicious False Alarms 20 20 11 15 15
42 RISK REDUCTION AREA: NORTH AND EAST CALDERDALE
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 336 269 280 334 266
Actual Rescues 12 14 13 22 13
Total Activity 664 550 548 597 521
Dwelling Fires 29 31 27 34 26
Non Domestic Building Fire 6 6 10 5 5
Prevalence of false alarms 219 168 168 155 147
Fire related Injuries and Deaths 2 3 6 2 2
RTC 22 14 12 3 11
Malicious False Alarms 27 6 8 2 2
43 Performance Monitoring Report - 14 Apr 2015 10:04:22 - Sourced from Performance Management Information System
KIRKLEES DISTRICT - PERFORMANCE MONITORING SYSTEM
DATE: VISITING COMMANDERS:
OFFICERS PRESENT:
DEFINITIONS
ACTUAL DATA (Previous Years) Performance from previous years. 2009/10 is used as a baseline
TARGET (Current Year) End of year target for current year
TOTAL SO FAR (Current Year) Cumulative total for current year so far
Comparison of activity so far against the target so far - Red (outside 10% of target), Amber (within AGAINST TARGET SO FAR (Current Year) 10% of target), Green (target achieved or exceeded)
Projected value at the end of the financial year based on Total So Far and the number of days END OF YEAR PROJECTION (Current Year) remaining
[values to 31 Mar 2015 23:59:59] ACTUAL ACTUAL TARGET AGAINST END OF YEAR DATA DATA (2014/15) TOTAL SO FAR TARGET SO (2009/10 (2013/14) (2014/15) FAR PROJECTION (2014/15) (2014/15)
Arson 1765 705 1019 770 -24.4% 770
Actual Rescues 150 117 121 98 -19.0% 98
Total Activity 5590 3438 4101 3226 -21.3% 3226
Dwelling Fires 265 200 222 176 -20.7% 176
Non-Domestic Building Fires 91 60 82 72 -12.2% 72
Prevalence of False Alarms 2641 1781 2064 1688 -18.2% 1688
Fire Related Injuries 45 30 40 36 -10.0% 36
Road Traffic Collisions 192 107 143 100 -30.1% 100
No. of Operational Risk Visits (IN) 960 971 1.1% 971
Malicious False Alarms 123 55 70 51 -27.1% 51
No. of Home Fire Safety Check Points (IN) 43050 50627 17.6% 50627
COMMENTS RELATING TO PERFORMANCE INDICATORS
44 Kirklees District Performance Monitoring Report – 1 April 2014 – 31 March 2015
The District performance in the following areas either meets or exceeds the required target:
• Arson. The number of arson incidents is 24.4% below the expected target for 2014/15. We continue to clear combustible waste from the streets and raise our concerns over unoccupied premises which are potential targets for arson. Monthly Local Area Leadership Team meetings will begin from April 2015 where a number of agencies will discuss local issues and develop joint action plans to address key concerns, including, where relevant, deliberate nuisance fires.
• Actual Rescues. The number of rescues carried out is 19% better than the expected number for 2014/15.
• Total Activity. There were 21.3% fewer incidents than the target in 2014/15, which equates to over a thousand incidents below the anticipated level. The impressive performance results across all the incident types combines to produce this figure and is testament to the effective prevention and protection work that has been completed by both operational crews and other teams.
• Dwelling Fires. The number of dwelling fires was 20.7% lower than expected in 2014/15. A more targeted approach to home fire safety will continue in 2015/16 with crews across Kirklees specifically focussing on properties where occupants are more likely to be at risk from fire due to identifiable lifestyle factors. We have also introduced a series of training packages and simple referral methods for partner organisations which has improved the number and quality of referrals that we receive from our partners.
• Non-Domestic Building Fires. The performance for this indicator is 12.2% better than expected for 2014/15. The Operational Risk Visit programme in 2014/15 focussed attention on very high and high-risk properties for re inspection and Schools. In 2015/16 our attention will turn to multi-occupied premises, residential care homes, high rise buildings, multi-storey car parks and buildings containing basements. The aim of the visits is to improve our awareness of the risks involved and provide owners and commercial property managers with advice and education on fire safety in addition to ensuring compliance with relevant fire safety legislation.
• False Alarms. The number of false alarms is 18.2% below the target for 2014/15. Work continues with Fire Protection to identify ‘repeat offenders’ and a charging policy for premises that repeatedly make calls for service to false alarms has had an impact on the number of calls to false alarms.
• Fire Related Injuries. Performance against the figure for fire related injuries exceeded the target for 2014/15 by 10%. The vast majority of reports suggest that injuries were sustained from smoke inhalation or minor burns and appeared to be ‘slight’. Over a quarter of fire related injuries are sustained following cooking related fires and further tests are being carried out within Kirklees on cooker safety technology.
• Road Traffic Collisions. The number of RTCs is 30.1% below the target set for 2014/15. We continue to target young, inexperienced drivers and work alongside the Local Authority Road Safety Team and the road safety charity BRAKE and other partners and the Kirklees District Commander now Chairs the Kirklees Road Safety
45 Partnership where we continue to look at innovative ways to promote road safety through the use of social media and seasonal campaigns and education packages.
• Malicious False Alarms. The performance against the number of malicious false alarms is 27.1% better than the target for 2014/15. Improved call challenging from Control in addition to the work carried out by local staff and Retained Support Officers who visit premises where repeat malicious calls have been received, has resulted in the numbers of such incidents continuing to fall.
• No. of Home Fire Safety Check Points (IN). The number of HFSC points for 2014/15 has exceeded the required target by 17.6%. The annual target for Kirklees in 2014/15 was 43,050 points and we achieved 50,627. The target for 2015/16 has increased by 11% to 47,910 points. We have specific strategies in place in Dewsbury and Batley due to the upcoming merger of the two stations and this work is on-going with support from the central Prevention team.
• No. of Operational Risk Visits (IN). The number of operational risk visits for 2014/15 exceeded the 960 target by 11 visits. The inspections are a vital part of WYFRS’ strategy to enhance fire fighter safety when attending emergency incidents involving fires in commercial premises. The target for 2015/16 will reduce slightly to 925 to account for the merger of the existing Batley and Dewsbury stations where the district resource will be reduced by 1 fire engine, as approved at the December 2011 Fire Authority meeting.
Summary
2014/15 has been another successful year for performance measures across Kirklees. The annual targets will become very challenging in 2015/16 and we must continue to find more creative ways of reducing risk with the backdrop of diminishing resources. By deploying our resources efficiently and effectively, we will see the greatest impact on reducing risk. The 2015/16 District Action Plan details how we aim to continue to work alongside partners to reduce the risk and improve the lives of people living and working in Kirklees.
46
KIRKLEES
DISTRICT West Yorkshire Fire & Rescue Service ACTION PLAN 2015 – 2016
DELIVER A PROACTIVE COMMUNITY SAFETY PROGRAMME
We will: Our action:
Ensure the authority’s statutory fire protection duties are discharged efficiently and Carry out 925 planned Operational Risk Visits in line with the WYFRS’ Risk Based Inspection Programme. effectively in order to reduce the risk of fire and the effects of fire should it occur Additional training of all Crew and Watch Commander within Kirklees to further improve the quality of information on the premises risk database - training to be carried out by the Local Retained Support Officers in conjunction with Operations Risk Management Team.
Work with partners to reduce the risk of fires, road traffic incidents, other Deliver the prevention target of 47,910 points by carrying out Home Fire Safety Checks across the district, targeting emergencies and enhance community well-being the most vulnerable members of the community.
Strengthen existing partnerships – Locala, Kirklees Neighbourhood Housing (KNH), NHS. These will deliver high quality referrals for prevention visits which will identify the most vulnerable people and allow us to target our prevention activities effectively. Strengthen partnership working with Care Phones in Kirklees.
Police / FRS referral initiative – this is a joint project within Kirklees where FRS staff have received training on how to identify people who may be vulnerable to property crime. In return, Police staff will receive ongoing training from FRS about how to identify people who may be vulnerable to fire and a simple referral system is established and working.
Continue to rollout the ‘Desktop Icon’ referral web portal. This initiative allows people to make web referrals through the use of a simple desktop icon. This is proving popular with partner agencies as it is a simple method to refer someone for a HFSC.
Establish further partnerships to identify the most vulnerable individuals within Kirklees and to provide them with fire safety education.
Kirklees Road Safety Partnership – working with WYP, Kirklees Council Road Safety Team, and a local road safety charity (Brake) and LV to deliver education programs aimed at improving awareness of road safety across a variety of at risk groups. This work will link with the West Yorkshire Safer Roads Group and will report back to Kirklees Safer Stronger Partnership Executive.
Continue to work with partners within Kirklees Council and West Yorkshire Police to support the development of a Kirklees Responsive Website.
47 Hoarding project – working with Kirklees Noise and Pollution Team to carry out joint visits and educate the individuals about the dangers of hoarding and provide multi-agency support to reduce the risk of fire where possible.
DELIVER A PROFESSIONAL AND RESILIENT EMERGENCY RESPONSE SERVICE
We will: Our action:
Work with blue-light partners and other agencies to provide a safe and effective All staff will undergo JESIP (Joint Emergency Services Interoperability Programme) training and will attend a variety of emergency response exercises to test interoperability and collaborative working within simulated emergency scenarios.
Continue to train with other emergency services to improve inter-operability
All Station Commanders will undergo various training scenarios and CPD events aimed at improving the awareness of interoperability during emergency scenarios.
Ensure emergency response is dynamic and resilient reflecting changes to the level The new Dewsbury Fire Station will replace the existing Dewsbury and Batley Fire Stations to provide fire cover for the of risk and demand Dewsbury and Batley areas. This was approved by the Fire and Rescue Authority in December 2012. This will go live around September 2015.
Work alongside local and regional partners to develop a response plan for the inaugural 2015 Tour de Yorkshire bike race.
Deliver a brigade level exercise at one of the district’s highest risk sites (Huddersfield Manufacturing Centre, Leeds Road) to test our preparedness to respond to a major incident at site.
2 district level exercises (5 pumps) will be organised to provide realistic training on identified risks.
Complete the training across the district of the new ‘Cleveland Load’ method of hose management.
Support the introduction of Breathing Apparatus Telemetry
Continuously improve our emergency response by learning from ours and others Monitoring the quality of risk information as part of pre-planning and post incident de-brief’s. experiences Monitoring the quality of risk information on turn out instructions and providing feedback as to required updates.
Ensuring that there is an effective localised ‘Training to Risk’ strategy in line with the Management of Risk Information
Policy and FF Safety Strategy.
Providing feedback and requirements for future updates to MDT’s.
Working with Resilience for horizon scanning for events (festivals etc.) and assisting in plan development.
Continue to provide feedback and requirements for future updates to MDT’s and the new Systel system
PROVIDE A SAFE SKILLED WORKFORCE THAT SERVES THE NEEDS OF A DIVERSE COMMUNITY
We will: Our action:
48
Promote the health, safety and well-being of all employees Continue to carry out 6 monthly fitness assessments of all operational staff.
Continue to support the development of all staff through organised training; health and safety awareness courses and certain officers will receive additional welfare training.
All newly promoted Station Commanders will undertake the Nebosh Health and Safety qualification.
Undertake a work life balance and well-being survey to inform management of stress related ill health
Provide training and development to maintain a skilled and flexible workforce Following a review of the LRSO role, the Kirklees LRSO’s will operate from district and be used as a district resource to support district PMV, operational training and prevention and protection activities across the district, with responsibility for their respective RDS stations.
Staff in key project coordinator roles will undertake the APM Project Management E Learning Licence.
Continue to assess Watch level competencies and skills through our programme of annual Performance Management Visits (PMVs).
Maintain the equipment and skills held within district to allow local, regional and national deployment of national assets such as Urban Search and Rescue (USAR), Incident Response Unit (IRU) and Detection, Identification and Monitoring (DIM) capabilities.
Create an environment that enables our staff to develop and embrace organisational Continue to roll out the Electronic Maintenance of Competence Training Records with all staff within Kirklees adopting and cultural change the new E-MOC system by 30 April 2015.
Discuss organisational change at all PMVs to increase staff awareness across Kirklees.
Deliver equalities training to all staff PROVIDE EFFECTIVE AND ETHICAL GOVERNANCE AND ACHIEVE VALUE FOR MONEY
We will: Our action:
Provide buildings, vehicles, equipment and technology that is fit for purpose to maximise organisational effectiveness
Provide effective systems of control, performance and assurance to ensure the service operates efficiently
Demonstrate transparent and accountable decision making throughout the organisation
49
Identify and implement strategic change to reflect the economic environment
50 DISTRICT: KIRKLEES
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 2258 1102 823 1106 783
Actual Rescues 153 122 117 89 83
Total Activity 5597 3948 3441 3549 3215
Dwelling Fires 265 221 201 160 150
Non Domestic Building Fire 91 76 60 72 56
Prevalence of false alarms 2647 2031 1783 1849 1722
Fire related Injuries and Deaths 45 40 30 20 25
RTC 188 132 109 102 92
Malicious False Alarms 123 72 55 60 45
51 RISK REDUCTION AREA: BATLEY AND SPEN
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 506 261 250 331 238
Actual Rescues 42 30 32 31 29
Total Activity 1395 1029 955 1006 907
Dwelling Fires 74 52 42 44 40
Non Domestic Building Fire 21 20 11 12 11
Prevalence of false alarms 617 529 472 496 463
Fire related Injuries and Deaths 12 11 7 7 7
RTC 56 40 31 31 30
Malicious False Alarms 26 13 13 17 12
52 RISK REDUCTION AREA: DEWSBURY AND MIRFIELD
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 392 256 176 205 172
Actual Rescues 20 17 11 14 11
Total Activity 1064 779 616 696 585
Dwelling Fires 42 42 34 27 26
Non Domestic Building Fire 24 16 14 26 14
Prevalence of false alarms 465 351 288 321 282
Fire related Injuries and Deaths 3 7 5 2 5
RTC 20 15 17 24 15
Malicious False Alarms 44 25 11 15 10
53 RISK REDUCTION AREA: HUDDERSFIELD
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 1124 465 284 461 270
Actual Rescues 62 45 44 26 25
Total Activity 2205 1433 1199 1233 1139
Dwelling Fires 105 82 83 55 52
Non Domestic Building Fire 32 28 27 24 23
Prevalence of false alarms 1153 797 673 708 660
Fire related Injuries and Deaths 23 14 12 9 8
RTC 55 41 33 26 25
Malicious False Alarms 42 22 18 22 17
54 RISK REDUCTION AREA: RURAL
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 236 120 113 109 104
Actual Rescues 29 31 30 19 18
Total Activity 933 707 671 614 583
Dwelling Fires 44 45 42 34 32
Non Domestic Building Fire 14 12 8 10 8
Prevalence of false alarms 412 355 350 324 318
Fire related Injuries and Deaths 7 8 6 3 5
RTC 57 35 28 22 22
Malicious False Alarms 11 11 13 5 5
55 Performance Monitoring Report - 14 Apr 2015 10:05:41 - Sourced from Performance Management Information System
LEEDS DISTRICT - PERFORMANCE MONITORING SYSTEM
DATE: VISITING COMMANDERS:
OFFICERS PRESENT:
DEFINITIONS
ACTUAL DATA (Previous Years) Performance from previous years. 2009/10 is used as a baseline
TARGET (Current Year) End of year target for current year
TOTAL SO FAR (Current Year) Cumulative total for current year so far
Comparison of activity so far against the target so far - Red (outside 10% of target), Amber (within AGAINST TARGET SO FAR (Current Year) 10% of target), Green (target achieved or exceeded)
Projected value at the end of the financial year based on Total So Far and the number of days END OF YEAR PROJECTION (Current Year) remaining
[values to 31 Mar 2015 23:59:59] ACTUAL ACTUAL TARGET AGAINST END OF YEAR DATA DATA (2014/15) TOTAL SO FAR TARGET SO (2009/10 (2013/14) (2014/15) FAR PROJECTION (2014/15) (2014/15)
Arson 3879 1993 2310 1804 -21.9% 1804
Actual Rescues 304 267 259 247 -4.6% 247
Total Activity 12175 8328 9210 7750 -15.9% 7750
Dwelling Fires 535 455 502 463 -7.8% 463
Non-Domestic Building Fires 176 161 147 134 -8.8% 134
Prevalence of False Alarms 6043 4481 4969 4171 -16.1% 4171
Fire Related Injuries 85 72 78 56 -28.2% 56
Road Traffic Collisions 355 221 249 217 -12.9% 217
No. of Operational Risk Visits (IN) 2090 2142 2.5% 2142
Malicious False Alarms 256 137 163 121 -25.8% 121
No. of Home Fire Safety Check Points (IN) 108600 121298 11.7% 121298
COMMENTS RELATING TO PERFORMANCE INDICATORS
56 Leeds District Performance Monitoring Report – 1st April 2014 – 31st March 2015
The District performance in the following areas either meets or exceeds the set target:
• Arson. Leeds District has exceeded performance against the target set for arson by 21.9%. The continued work of the Prevention Teams and Operational personnel has seen the number of such incidents reduce significantly. Close working relationships with partner agencies continues to contribute to this success. Particular success around the bonfire period can be attributed to successful planning and implementation of the Leeds District Bonfire plan which included a robust approach to completing environmental visual audits and reporting fly tipping to Leeds City Council [LCC] for removal. In addition the plan delivered targeted education to young people attending secondary schools within identified hotspot areas. Prior to the bonfire period we educated approximately 2000 young people.
• Actual Rescues. Leeds District has exceeded performance against the target set for actual rescues by 4.6%. Actual rescues include those that are fire related, rescue post road traffic collision and the remainder are miscellaneous; these range from releasing children’s heads from railings, rescues from height (usually roofs or trees) to assisting Yorkshire Ambulance Service to gain entry to a house where someone has collapsed.
• Total Activity. Leeds District has done significantly better than the target set for total activity level by 15.9%. This is a result of the hard work and dedicated activity completed by Prevention staff and Operational crews. Resources are accurately targeted utilising the performance management dashboard and mapping systems.
• Dwelling Fires. Leeds District has pleasingly outdone performance against this challenging target by some 7.8%. This performance has effectively transferred in to the District fire related deaths and injuries performance.
• Non-Domestic Building Fires. Leeds District has exceeded this challenging target by 8.8%. With a significant number of unoccupied buildings in Leeds this indicator has historically proved challenging. Hard work and partnership working with the targeting of specific premises has assisted in achieving these results.
• Prevalence of False Alarms. Once again, Leeds District has significantly bettered performance against the target set for false alarms, in this case by 16.1%. Work continues with Fire Protection on identified premises where issues arise. A positive working relationship with LCC has resulted in a prompt response when problems have been identified; the new policy of charging persistent offenders has helped reduce this figure.
• Fire Related Injuries and Deaths. Leeds District has substantially exceeded this challenging target by an impressive 28.2%. Of those injuries that have occurred; the vast majority have been minor. Unfortunately, there have been a number of fatal dwelling fires, four in total. These tragic, infrequent events were fully investigated; the findings were in general that these individuals were known to other agencies and had not been visited by WYFRS. These incidents and all other significant fires receive intensive follow up prevention campaigns; these promote fire safety in the home, together with a strengthening of all partnership referrals. This performance has been a significant improvement on the six fatalities experienced in 2013/14 and we reached eleven months without experiencing one
57 accidental fire death, sadly, only to see four deaths in March 2015. We are currently tackling hard to reach areas of the city; one multi-agency initiative tackles Rogue Landlords and substandard accommodation and we will soon have three seconded members of LCC housing working directly with Prevention staff across the city. In addition we have very recently seconded two Watch Managers to work directly in LCC Adult Social Care and Leeds and York Partnership NHS Foundation Trust, which should help improve knowledge of the risk from fire across other agencies.
• Road Traffic Collisions. Satisfyingly, Leeds District has surpassed performance against the target in this area by some 12.9%. Throughout the district there has been a significant reduction in the number of road traffic collisions [RTC`s] attended. The very close working relationship with key partners continues to be effective. Leeds District is a key stakeholder at the Leeds Safer Roads group. Furthermore, there have been events run throughout the year targeting those most at risk of being involved in RTC`s. Road Safety week ran during November, Leeds District in conjunction with LCC and West Yorkshire Police hosted an event at Leeds Carnegie Stadium aimed at educating the Leeds Rhinos Academy players about road safety. Furthermore, a number of events have been held and are planned at secondary schools throughout the district. Road safety is also a key message within the Young Fire-fighter programmes running at Gipton.
• Operational Risk Visits. Leeds District continues to exceed performance against its target in this area. Operational crews have targeted the higher risk premises within Leeds District and completed some 2142 inspections.
• Malicious False Alarms. Leeds District has beaten this target by a significant 25.8%. The Prevention Team and Operational crews conduct annual Year 5 talks and more focused presentations around the Bonfire Period where this issue continues to be addressed. Monthly spots on Leeds Local Radio continue to target specific themes - including malicious calls, arson, bonfire safety, 12 Christmas safety steps and road safety. Those features that have already aired have contributed to this reduction. Local registered housing providers are being encouraged, via partnerships, to work in conjunction with occupants of high rise properties to reduce malicious false alarms.
• Home Fire Safety Check Points. Leeds District has beaten this target by an impressive 11.7%. Operational crews and Prevention staff have completed a total of 121078 home fire safety check points. This excellent work has seen performance against dwelling fires exceed the challenging target. The new point’s totals and effective targeting strategy has proved challenging for Leeds district in 2014/15, it is envisaged we will deliver more overall successful outcomes in 2015/16. Success in reaching the HFSC points target can be attributed to the robust partnership arrangements in place within District. We have received more than 2000 referrals from external partner agencies allowing us to target risk effectively.
58
Performance in the following areas are outside of the target set:
• No indicators fall into this category
Summary
Overall the performance of Leeds District has been very high, particularly in light of the challenging times economically and the long running industrial dispute. The current economic climate and reduced resources provide a continuous challenge to all Leeds District staff, in addition we now face a new 2015/16 reviewed robust target setting strategy that’s sees some targets amended by 25%, however, we are far from complacent; a great deal of work is being delivered to improve performance across all areas. The key to success continues to be the work carried out with partners and quality targeted professional referrals. The challenge is to improve this level of performance as our structure significantly changes, 2013/14 accidental fire deaths in Leeds were unacceptably high, we have successfully reduced this by 33 % in 2014/15 down from six to four. One accidental fire death is one too many and we will strive to reduce this figure still further.
59
LEEDS
DISTRICT West Yorkshire Fire & Rescue Service ACTION PLAN 2015 – 2016
DELIVER A PROACTIVE COMMUNITY SAFETY PROGRAMME
We will: Our action:
Ensure the authority’s statutory fire protection duties are discharged efficiently and Carry out the planned 2135 Operational Risk Visits in line with the WYFRS’ Risk Based Inspection Programme. effectively in order to reduce the risk of fire and the effects of fire should it occur Target high rise, residential care, multiple occupancy, properties as part of the Operational Risk Visit programme
Assist Leeds District in undertaking Operational Risk Visits at sites with specific risks including timber framed buildings.
Work with partners to reduce the risk of fires, road traffic incidents, other Deliver a point’s total of 108,600 by carrying out Home Fire Safety Checks across the district, targeting the most emergencies and enhance community well-being vulnerable members of the community.
Deliver a targeted and planned Home Fire Safety Check IRMP programme in Gipton and Stanks station area.
Develop strategic working relationships with Leeds Adult Social Care and Leeds and York NHS Foundation Trust through the secondment of WmB's into those organisations.
Continue to work with Leeds City Council Housing Standards team to target private rented accommodation within Leeds to deliver Home Fire Safety Checks and raise housing standards.
Strengthen links with Leeds Dementia Alliance and implement interventions to manage fire related hazards.
Deliver Planned campaigns throughout the year including CFOA Water Safety and Drowning Prevention week (April), CFOA Road Safety Week (May), Gipton Safety Rangers (July), CFOA Older Persons Week (October),) and BRAKE Road Safety Week (November). We will take this opportunity to deliver key safety messages to target audiences.
Continue to build on success from previous years by working with key partners to deliver a planned prevention campaign over Bonfire Period.
Strengthen links with Housing Leeds by seconding three full time members of staff to work for WYFRS delivering a structured programme of preventative work within Housing Leeds housing stock.
Develop working arrangements with Leeds City Council to Investigate the scope for tackling domestic violence and fire related incidents within the city.
Continue to strengthen partnership arrangements with Leeds Federated Housing with a focus on reducing risk for tenants whom are hoarders. This will involve attendance at joint training events.
60 Leeds will continue to develop and strengthen the breadth of meaningful partnerships in order to identify those most vulnerable from fire to generate high risk quality referrals.
We will build upon existing Serious Incident Review processes locally. Following a serious incident or fire fatality an element of the review process will be to attend coroner’s court and ensure a holistic approach to identifying and implementing learning outcomes is adopted.
DELIVER A PROFESSIONAL AND RESILIENT EMERGENCY RESPONSE SERVICE
We will: Our action:
Work with blue-light partners and other agencies to provide a safe and effective Continue to exchange information with other blue-light responders within local tactical, operational, and strategic groups emergency response and pre planned exercise
Explore opportunities to improve cross-border emergency response arrangements
Embed the Joint Emergency Services Interoperability Programme (JESIP) into emergency response arrangements
Deliver key multi-agency [MA] training exercises including water rescue training with West Yorkshire Police, city center tower crane exercise with HART team, MA exercise.
Deliver a MA district exercise, focusing on fire engineering solutions in high rise buildings
Deliver a multi-agency exercise with Leeds Hospital Trust designed to test operational resilience and interoperability
Forge closer links with LCC to secure realistic off site training venues that improve the exposure and effectiveness of operational crews in line with the Leeds District Training Strategy
Work closely with Leeds Bradford International Airport to maintain and improve operation knowledge and response
Ensure emergency response is dynamic and resilient reflecting changes to the level Maintain and develop a close working partnership with the Leeds Resilience Group [LRG] of risk and demand Work with partner agencies to develop and deliver a local response plan for the 2015 Tour de Yorkshire event and all other significant local events
Support and take an active role in LCC event delivery groups, Safety Advisory Groups [SAG] and Safety Advisor Assurance Groups [SAAG]
Complete new build fire stations at Rothwell and Killingbeck, introduce a combined aerial appliance at Leeds Fire Station
Progress and develop the Command Leadership and Management [CLM] pilots running throughout Leeds District
Develop an off-site performance management visit programme that focuses on “training to risk”
Develop and maintain the Leeds District Training and Development Strategy
Develop and circulate bespoke response plans for “Timber Framed” buildings whilst in their construction phase
Continue to evaluate the effectiveness of Cold Cut Cobra to ascertain the required level of introduction into the brigade.
Complete the training across the district of the new ‘Cleveland Load’ method of hose management.
Introduce a Combined Aerial Rescue Pump at Leeds Fire Station
Support the introduction of Breathing Apparatus Telemetry
61
Continuously improve our emergency response by learning from ours and others Improve the quality of risk information by identifying and rectifying common errors and learning from best practice experiences Support and feedback to LRG, SAG and SAAG debriefs after delivery of specific events or response plans
Provide a “training to risk” strategy in line with the Management of Risk Information Policy and Fire-fighter Safety
Strategy
Actively attend and support the “ Safer Leeds Executive Group”
Identify and communicate district or Brigade learning encountered as part of the performance management visit strategy
Continue to provide feedback and requirements for future updates to MDT’s and the new Systel system
PROVIDE A SAFE SKILLED WORKFORCE THAT SERVES THE NEEDS OF A DIVERSE COMMUNITY
We will: Our action:
Promote the health, safety and well-being of all employees Support employees to maintain their fitness and welfare
Continue to monitor absences and implement effective measures to promote attendance in line with the Absence and Attendance Policy
Ensure the availability of Welfare Officers to support the rehabilitation of employees
Undertake a work life balance and well-being survey to inform management of stress related ill health
Provide training and development to maintain a skilled and flexible workforce Deliver a local Training and Development Strategy that focuses upon training to risk involving external partners
Review and provide new and challenging operational scenarios as part of the Performance Management Visit [PMV] programme. This involves sourcing and providing realistic offsite training locations with a focus on command and control as well as specific training areas. We will work with partner agencies including Leeds City Council to identify suitable venues
Introduce electronic maintenance of competence records at all fire stations in the District
Develop the Watch Manager role in line with CLM and the new methods of working pilots
Maintain the equipment and skills held within district to allow local, regional and national deployment of national assets
Create an environment that enables our staff to develop and embrace organisational Continue to develop all Command Leadership and Management [CLM] pilots and promote effective culture change and cultural change Communicate organisational and cultural expectations throughout the district via the PMV strategy
Monitor the level of awareness regarding fairness, dignity and respect policies and implement arrangements to improve this
Ensure that managers discuss organisational and cultural change as part of the Personal Development Review process
Deliver equalities training to all staff
62
PROVIDE EFFECTIVE AND ETHICAL GOVERNANCE AND ACHIEVE VALUE FOR MONEY
We will: Our action:
Provide buildings, vehicles, equipment and technology that is fit for purpose to maximise organisational effectiveness
Provide effective systems of control, performance and assurance to ensure the service operates efficiently
Demonstrate transparent and accountable decision making throughout the organisation
Identify and implement strategic change to reflect the economic environment
63 DISTRICT: LEEDS
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 3897 2211 2009 2144 2002
Actual Rescues 298 273 268 251 255
Total Activity 12198 9031 8354 8465 8187
Dwelling Fires 537 500 456 490 441
Non Domestic Building Fire 176 155 161 131 150
Prevalence of false alarms 6049 4890 4495 4496 4283
Fire related Injuries and Deaths 87 80 75 43 59
RTC 338 235 219 210 213
Malicious False Alarms 245 164 137 119 128
64 RISK REDUCTION AREA: LEEDS EAST
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 1609 818 723 675 709
Actual Rescues 107 95 95 82 90
Total Activity 4607 3212 2923 2843 2865
Dwelling Fires 200 198 196 174 186
Non Domestic Building Fire 47 55 62 43 54
Prevalence of false alarms 2207 1705 1534 1520 1489
Fire related Injuries and Deaths 25 36 40 15 29
RTC 132 84 82 68 78
Malicious False Alarms 112 65 48 60 47
65 RISK REDUCTION AREA: LEEDS SOUTH
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 1068 643 568 621 590
Actual Rescues 74 85 90 89 84
Total Activity 3855 2862 2644 2748 2591
Dwelling Fires 124 112 108 142 106
Non Domestic Building Fire 70 49 50 49 48
Prevalence of false alarms 2068 1630 1480 1562 1450
Fire related Injuries and Deaths 23 16 20 12 15
RTC 109 78 69 73 68
Malicious False Alarms 73 55 51 34 45
66 RISK REDUCTION AREA: LEEDS WEST
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 1220 750 718 848 704
Actual Rescues 117 93 83 80 81
Total Activity 3736 2957 2787 2874 2731
Dwelling Fires 213 189 152 174 149
Non Domestic Building Fire 59 51 49 39 48
Prevalence of false alarms 1774 1556 1481 1414 1343
Fire related Injuries and Deaths 39 29 15 15 15
RTC 97 73 68 68 67
Malicious False Alarms 60 44 38 26 36
67 Performance Monitoring Report - 14 Apr 2015 10:06:54 - Sourced from Performance Management Information System
WAKEFIELD DISTRICT - PERFORMANCE MONITORING SYSTEM
DATE: VISITING COMMANDERS:
OFFICERS PRESENT:
DEFINITIONS
ACTUAL DATA (Previous Years) Performance from previous years. 2009/10 is used as a baseline
TARGET (Current Year) End of year target for current year
TOTAL SO FAR (Current Year) Cumulative total for current year so far
Comparison of activity so far against the target so far - Red (outside 10% of target), Amber (within AGAINST TARGET SO FAR (Current Year) 10% of target), Green (target achieved or exceeded)
Projected value at the end of the financial year based on Total So Far and the number of days END OF YEAR PROJECTION (Current Year) remaining
[values to 31 Mar 2015 23:59:59] ACTUAL ACTUAL TARGET AGAINST END OF YEAR DATA DATA (2014/15) TOTAL SO FAR TARGET SO (2009/10 (2013/14) (2014/15) FAR PROJECTION (2014/15) (2014/15)
Arson 1645 741 955 621 -35.0% 621
Actual Rescues 132 110 94 98 4.3% 98
Total Activity 4777 2861 3329 2487 -25.3% 2487
Dwelling Fires 177 149 148 147 -0.7% 147
Non-Domestic Building Fires 75 54 63 54 -14.3% 54
Prevalence of False Alarms 2046 1281 1447 1139 -21.3% 1139
Fire Related Injuries 37 25 24 22 -8.3% 22
Road Traffic Collisions 149 96 117 98 -16.2% 98
No. of Operational Risk Visits (IN) 1020 1034 1.4% 1034
Malicious False Alarms 43 23 38 27 -28.9% 27
No. of Home Fire Safety Check Points (IN) 36900 45934 24.5% 45934
COMMENTS RELATING TO PERFORMANCE INDICATORS
68 Wakefield District Performance Report from 1st April 2014 – 31st March 2015
The District performance in the following areas either meets or exceeds the target:
Arson
Wakefield District has surpassed its target for arson by 35.0%. We believe this is due to our continued engagement with our partner agencies to reduce the incidence of arson. Potential Arson Targets (PATs) are identified and monitored within the district to ensure these vulnerable premises have been secured or demolished, minimising opportunities for arson attacks. The district has actively engaged with schools and other groups to deliver education talks.
To continue to support the excellent proactive work within the district, the Theatre in Education Company will again be carrying out an arson awareness production entitled ‘Flashpoint’. This will be delivered to 10 priority schools within the district. The programme is designed and delivered as an early intervention to challenge behaviour and attitudes towards youth arson and anti-social behaviour in Year 7 students (11 to 12 years). Due to the number of incidents experienced in Hemsworth the programme will again target both years 7 and 8.
In addition, working closely with key partners and South Kirkby Fire Station we will be developing a bespoke Arson and RTC Hub in response to the high number of incidents within this area.
Total Activity
Wakefield District has beaten its target by 25.3%. Proactive measures contributing to the reduction in incident activity include targeted school talks, fire fighter risk and fire safety inspections, together with arson related initiatives with the Police and other partner agencies.
Dwelling Fires
Wakefield District has exceeded its target by 0.7%. The majority of incidents were cooking and electrical related. In order to address these specific types of incidents; cooking and electrical safety has been reinforced during the Home Fire Safety Check and specific leaflets have been designed to support this.
Wakefield District has supported and actively engaged with a number of national campaigns including Electrical Fire Safety Week in November, highlighting the dangers of electrical fires, with particular focus on tumble dryer safety.
The Hot Strike Policy continues to ensure that we focus our prevention resources immediately after the event and in the locality of a dwelling fire. We will continue to work with our partners to educate and inform our communities to reduce the risk of fire.
69 Non – Domestic Building Fires
Wakefield District has surpassed the target set by 14.3% with only 54 incidents recorded. The early identification and regular monitoring of PATs have prevented many premises becoming the target of arson. The Fire Safety Audit and Operational Risk Visit programmes have given us the opportunity to offer advice to businesses to reduce the risk of fire occurring within their properties.
Prevalence of False Alarms
Wakefield District has outstripped its set target by 21.3% allowing operational crews to attend real emergencies. Many of the false alarms incidents are attributed to sheltered housing and hospitals within the district. Station and Watch Commanders continue to work in collaboration with Fire Protection Inspectors and partners to drive down unwanted fire signals, and target premises with a high number of calls which result in false alarms. The introduction of the new Automatic Fire Alarm charging policy has supported this success.
Fire Related Injuries
Wakefield District has gone beyond its target by 8.3% with 22 recorded injuries in this financial year. The majority of the recorded incidents were either cooking related or careless disposable of smoking materials. To continue to drive down these incidents Wakefield District has actively engaged with partners in recognising potential risks, identifying vulnerable people and reinforcing fire safety messages.
Road Traffic Collisions (RTC)
Wakefield District has exceeded its target by 16.2%, with 98 incidents recorded. We believe that the targeted partnership work undertaken has contributed to this success. The development of the South Kirkby Hub should further support in driving down RTC related incidents within the district.
Operational crews and Prevention staff have actively engaged with schools and colleges within the identified hot spot areas to raise awareness and drive down road related incidents. As part of Chief Fire Officers’ Association Road Safety Week in May the district targeted both older drivers and those in the age group who were about to become drivers with the use of a driving simulator, seat belt sledge and other educational resources.
Wakefield Prevention continues to take the lead in supporting and actively engaging with the West Yorkshire Safer Roads Group and the Yorkshire and Humber Group to share best practice and support national initiatives.
Operational Risk Visits (ORV)
Wakefield District has beaten its target by 1.4% with a total of 1034 visits undertaken. The risk reduction information collected continues to contribute to the
70 safety of our personnel when dealing with fires and other incidents at commercial premises as well as supporting the safety of individuals within these premises.
Malicious False Alarms
The reduction in malicious false alarm calls within the district is very pleasing, outperforming the target by 28.9%. The schools initiative including the Year 5 talks and Young Fire Fighter programme carried out by crews has contributed to this reduction with a growing awareness of fire safety amongst our partners.
Home Fire Safety Checks (HFSC)
Wakefield District has exceeded its target set by 24.5%, achieving a total of 45934 points. Prevention of fires in the home continues to be our focus and both operational crews and Prevention staff have continued to work collaboratively to help achieve this.
The use of Mosaic mapping and high risk output areas has assisted the team in reaching the high risk and vulnerable individuals living within the District. The on- going development of partnerships with key agencies has also helped to assist and direct our reduced resources to the areas of highest risk.
Performance in the following areas are outside of the target set:
Actual Rescues
Actual rescues have been above the set target by 4.3%, with 98 rescues recorded for the financial year, whilst the target was 94. The trend over the last six months has a seen a gradual reduction in actual rescues across the district. Over 40% of the total rescues were attributed to RTC extrications. The remainder of incidents, in the main, were attributed to water rescues or assisting other agencies, such as West Yorkshire Police and Yorkshire Ambulance Service an release of persons trapped with one rescue of a person stuck in mud.
Summary
Overall the performance in Wakefield District in the last financial year has been very positive given the challenging targets set. The collaborative work with the operational crews, fire protection and prevention has been the key in helping drive down the number of incidents. Focused partnership work has also supported our efforts in raising awareness of fire and road safety and reaching the most vulnerable in the community. Our key objectives for the next year is to continue to build on the positive working relationships already established with our partners and to support our staff by way of appropriate training and resources.
71
WAKEFIELD
DISTRICT West Yorkshire Fire & Rescue Service ACTION PLAN 2015 – 2016
DELIVER A PROACTIVE COMMUNITY SAFETY PROGRAMME
We will: Our action:
Ensure the authority’s statutory fire protection duties are discharged efficiently and Carry out 1040 planned Operational Risk Visits and collect safety critical risk information in line with the WYFRS’ Risk effectively in order to reduce the risk of fire and the effects of fire should it occur Based Inspection Programme
Continue to monitor and work alongside partners to reduce the attendance at persistent false alarms from Automatic Fire Alarm Systems
Support the mobile working concept for protection personnel and monitor progress to identify further opportunities for mobile working
To undertake a joint visit program to moderate consistency advising and enforcing fire safety across local businesses
Work with partners to reduce the risk of fires, road traffic incidents, other Deliver a point’s total of 36,990 by carrying out Home Fire Safety Checks across the district, targeting the most emergencies and enhance community well-being vulnerable members of the community.
Actively engage with new partners to develop a referral process for Home Fire Safety Checks within the District
Develop and implement the strategy for a new innovative arson and road traffic collision Hub in South Kirby
Continue to work with partners and local educational establishments raising awareness of fire safety issues and identify new opportunities for collaboration
Strengthen links with the local drugs and alcohol, mental health and domestic abuse teams to target the most vulnerable in the community
Actively engage and take part in national campaigns in conjunction with partners supported by operational and prevention personnel whilst maximizing the use of social and local media
Support in the development of the upgraded Prevention database and the roll out of the training for the district
Work with partners to ensure continuous sharing of intelligence that will inform risk reduction intervention within the priority areas of the district
Work with the five West Yorkshire authorities to actively promote road safety and reduce road related incidents and 72 ensure all districts are updated / informed regarding current trends
Undertake focussed risk reduction interventions within the Eastern European community across Wakefield District
Link in with the Newhall women’s prison community programme and deliver identified fire safety interventions
Identify and implement a new strategy to support risk reduction in the Featherstone area
DELIVER A PROFESSIONAL AND RESILIENT EMERGENCY RESPONSE SERVICE
We will: Our action:
Work with blue-light partners and other agencies to provide a safe and effective Continue to explore opportunities to improve cross-border emergency response arrangements emergency response Continue to train with other emergency services to improve inter-operability
Continue to work closely with partners in joint sharing of facilities to better assist with information exchange
Actively explore further collaboration opportunities for enhanced training
Embed the Joint Services Interoperability Programme (JESIP) into emergency response arrangements
Ensure emergency response is dynamic and resilient reflecting changes to the level Continue to liaise with partner agencies and the operational team to ensure smooth deployment of Tour de Yorkshire of risk and demand event plan
Undertake a comprehensive evaluation of the Close Call operational system at Normanton, Castleford and South Kirby as per the IRMP proposals
Continue with Wakefield District CLM trial and monitor outcomes and implement changes to enhance service delivery
Support the relocation of the Command Unit to Pontefract
Complete the planning for the design, staffing and implementation new fire station at Ossett
Undertake a comprehensive evaluation of Wakefield IRMP interventions
Complete the training across the district of the new ‘Cleveland Load’ method of hose management.
Support the introduction of Breathing Apparatus Telemetry
Continuously improve our emergency response by learning from ours and others Continue to monitor and improve the quality of risk information as part of pre-planning and post incident de-brief’s experiences Continue to provide an effective localised ‘Training to Risk’ strategy in line with the Management of Risk Information Policy and Firefighter Safety Strategy
Continue to provide feedback and requirements for future updates to MDT’s and the new Systel system
PROVIDE A SAFE SKILLED WORKFORCE THAT SERVES THE NEEDS OF A DIVERSE COMMUNITY
We will: Our action:
73
Promote the health, safety and well-being of all employees Continue to develop and monitor inter-agency information sharing to better assist with health and safety of our personnel
Review and monitor sickness absences and implement effective support measures in conjunction with Occupational Health and Safety
Continue to support personnel to maintain their fitness and welfare through the application of the published fitness programme
Undertake a work life balance and well-being survey to inform management of stress related ill health
Provide training and development to maintain a skilled and flexible workforce Support the introduction of the electronic Maintenance of Competence records
Review and modify the District Performance Management Visits (PMV) in order to improve service delivery across all required areas.
Develop a robust district Training and Development Strategy with particular focus on training to risk, officer media development and administration proficiency
Maintain the equipment and skills held within district to allow local, regional and national deployment of national assets
Create an environment that enables our staff to develop and embrace organisational Ensure all personnel are aware of and implement the Authority’s Equality Framework in their service delivery and cultural change Continue to communicate and raise awareness of our Equality and Diversity duties to assist us in effectively meeting the needs of our diverse communities, by the delivery of equalities training to all staff
Undertake research and education regarding risk around travelling community
Ensure continued support and training is offered to our personnel in order to embrace organisation and cultural change programmes
PROVIDE EFFECTIVE AND ETHICAL GOVERNANCE AND ACHIEVE VALUE FOR MONEY
We will: Our action:
Provide buildings, vehicles, equipment and technology that is fit for purpose to maximise organisational effectiveness
Provide effective systems of control, performance and assurance to ensure the service operates efficiently
Demonstrate transparent and accountable decision making throughout the organisation
74
Identify and implement strategic change to reflect the economic environment
75 DISTRICT: WAKEFIELD
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 1648 882 744 778 689
Actual Rescues 136 112 111 114 103
Total Activity 4782 3205 2872 2934 2767
Dwelling Fires 177 153 149 169 129
Non Domestic Building Fire 75 62 54 61 52
Prevalence of false alarms 2048 1407 1282 1283 1188
Fire related Injuries and Deaths 37 25 25 26 21
RTC 143 113 97 118 91
Malicious False Alarms 40 42 23 26 21
76 RISK REDUCTION AREA: CASTLEFORD, PONTEFRACT AND KNOTTINGLEY
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 472 259 221 196 192
Actual Rescues 44 31 35 34 30
Total Activity 1297 848 767 735 720
Dwelling Fires 47 35 44 46 34
Non Domestic Building Fire 9 13 12 14 11
Prevalence of false alarms 501 350 304 297 282
Fire related Injuries and Deaths 13 7 13 3 6
RTC 44 27 26 38 25
Malicious False Alarms 12 10 6 3 6
77 RISK REDUCTION AREA: NORMANTON AND FEATHERSTONE
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 431 176 133 162 126
Actual Rescues 20 16 13 29 16
Total Activity 848 507 451 454 428
Dwelling Fires 32 27 21 27 21
Non Domestic Building Fire 22 7 4 7 6
Prevalence of false alarms 255 191 192 181 177
Fire related Injuries and Deaths 1 4 0 5 4
RTC 18 18 19 20 17
Malicious False Alarms 3 5 2 7 2
78 RISK REDUCTION AREA: WAKEFIELD
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 313 188 171 181 162
Actual Rescues 41 25 25 22 21
Total Activity 1495 1003 919 916 898
Dwelling Fires 55 49 43 60 41
Non Domestic Building Fire 36 28 25 36 24
Prevalence of false alarms 851 561 518 500 475
Fire related Injuries and Deaths 12 6 5 10 5
RTC 35 27 20 24 19
Malicious False Alarms 17 20 11 10 10
79 RISK REDUCTION AREA: WAKEFIELD RURAL AND SOUTH EAST
Bench Mark 3 Year 2013/14 Projected Target 2015/16 (2009/10) Mean 2014/15
Arson 432 259 219 239 208
Actual Rescues 31 39 38 29 36
Total Activity 1142 847 735 829 720
Dwelling Fires 43 42 41 36 34
Non Domestic Building Fire 8 14 13 5 11
Prevalence of false alarms 441 304 268 305 255
Fire related Injuries and Deaths 11 7 7 7 6
RTC 46 41 32 36 30
Malicious False Alarms 8 7 4 5 4
80
OFFICIAL
Primary Authority Scheme Update Community Safety Committee
Date: 24 April 2015 Agenda Item: Submitted By: Director of Service Delivery 7
Purpose This report provides an update on progress in relation to the Primary Authority Partnership Scheme. The report includes detail of current partnerships and those which are pending final agreement and nearing completion.
Recommendations That the Community Safety Committee notes the contents of this report in that Primary Authority Partnerships continue to be encouraged to grow and increase in number whilst ensuring adequate resources are deployed to fulfil partnership commitments.
Summary In 2014 Community Safety Committee Committee approved the active participation in Primary Authority Partnerships through the development of a new Business Support Team. Since that time the team has been formed and significant work is being carried out to develop working partnerships which are detailed further within this report.
Local Government (Access to information) Act 1972
Exemption Category: None
Contact Officer: Chris Kemp, Fire Protection Manager T: 01133874355
E: [email protected] Background papers open to inspection: None
Annexes: None
81
1 Introduction
1.1 This report provides an update on the progress of Primary Authority Partnerships through the newly developed Business Support Team following approval by the Community Safety Committee and Executive Committees in 2014.
1.2 Primary Authority is a statutory scheme, established by the Regulatory Enforcement and Sanctions Act 2008 (the RES Act). It allows an eligible business to form a legally recognised partnership with a single local authority in relation to regulatory compliance. This local authority is then known as its ‘primary authority’.
1.3 Primary Authorities play a valuable role in leading and shaping the regulation of businesses that partner with them. In doing so, they deliver benefits for the regulatory system as a whole, for the businesses they partner with and for those whom the regulations are designed to protect - consumers, workers and the environment.
1.4 As an Authority within a PAS partnership we are be responsible for providing advice to our partners that will be adopted nationally. This is achieved by issuing assured advice that the business can adopt nationally, safe in the knowledge that it will be universally accepted by all other enforcing authorities. 2 Information
2.1 In July 2014 the Business Support Team was developed and a new post of Business Support Supervisor was created by combining two teams within Fire Protection (Engineering & Planning). The Business Support Team sits within the Engineering and Planning section of fire protection.
2.2 In November 2014 the first inspector was appointed to the team, the remaining 3 posts will be filled in line with the workload and number of partnerships. Due to the nature of the work the team must consist of fully qualified fire safety inspectors.
2.3 The success of the scheme pivots on the ability to create robust relationships with partners that allows for open and honest discussion, our first partnership with Asda Stores Limited has progressed exceptionally well. Through this partnership we were the first authority in the country to issue assured advice for fire safety and, to date, assured advice covering the following areas has been issued:
• Article 11 Fire Safety Arrangements.
• Fire Door Escalation Procedure.
• the securing of front entrance doors
• the use of thumb turn devices
• Portable Fire Extinguishers
• assured advice on fire escape signage
• assured advice on electromagnetic locks and Delayed Egress Devices is currently in progress.
• assured advice on Fire Risk Assessment process is currently in progress, due imminent publication, awaiting final revision and authorisation.
82 2.4 As a result of this fantastic work we have received a nomination for the award of Primary Authority of the Year at the Primary Authority Awards which will take place in July. This nomination has been entered by Asda and is testament to the strong working relationship which has been developed over the last 9 months.
2.5 As part of the ongoing work with Asda the Primary Authority agreement has been extended to incorporate explosives under the Explosives Regulations 2014. This will provide valuable opportunities to ensure the safe storage of fireworks during seasonal periods.
2.6 A meeting has also taken place (facilitated by ASDA compliance team) to introduce the Business Support Team to Primary Authority counterparts in Environmental Health at Wakefield Metropolitan District Council in order to share best practice.
2.7 Since last reporting to the Community Safety Committee partnerships have been entered into with Lloyds Banking Group, Yorkshire Building Society and Together Housing Group:
Together Housing
This partnership has been confirmed by the Better Regulation Delivery Office and the agreement signing was completed on 27 March 2015.
Numerous meetings took place with the senior compliance and Health & Safety managers in order to build up a rich picture of their organisation.
The Business Support Team has conducted site visits to housing stock in Calderdale and two further visits in Derbyshire to extra care facilities.
Yorkshire Building Society (YBS)
This partnership has been confirmed by the Better Regulation Delivery Office and the agreement signing is scheduled for 28 April 2015.
The Business Support Team is currently conducting site visits with the internal Health and Safety team to establish a better understanding of the business.
Lloyds
This partnership has been confirmed by the Better Regulation Delivery Office but due to internal restructuring of Director responsibilities there has been a minor delay in the signing of the agreement. It is expected to be completed within the next 6 weeks.
The Business Support Team is arranging to visit premises to establish priorities with the internal Fire Safety Manager.
WmMorrison’s
Wm Morrison’s are currently experiencing a restructure and have agreed to enter into discussions regarding Primary Authority in April once their restructuring has taken place.
2.8 Whilst Primary Authority Schemes are targeted towards larger businesses it is critical that smaller businesses which are the real key to economic success are not left behind. Nationally there are 5.2 million businesses in the UK - 5 million of those are micro-businesses (those which employ less than 9 people).
2.9 WYFRS is actively looking at ways in which it can involve small businesses within the scope of Primary Authority and particularly those within the communities of West Yorkshire. We are currently in discussion with the following organisations with a view to creating a co-ordinated partnership that will benefit their members:
83 • The Federation of Fish Fryers
• The Small Business Federation
2.10 In addition to this smaller local businesses in West Yorkshire that have expanded out of our locality have been targeted, these include:
• Akbar’s restaurants
• Aagrah restaurants
• Lahore deli bars and restaurants
2.11 Physical resources such as office accommodation, information and communications technology resources continue to be utilised at Service Delivery Centre.
3 Financial Implications
3.1 The rate at which we operate our cost recovery was decided using HM Treasury guidance formulas.
3.2 Over the last 6 months, work carried out by the Business Support Team in relation to the partnership with Asda has equated to approximately £10,000. Asda are currently being invoiced for this work. The business support team has been established and it is expected that the team will be funded from the income generated from partnership agreements.
3.3 It has been agreed that rates will be subject to an annual review to take account of any increase in costs and all prospective partnerships will be charged at the same rate.
4 Equality and Diversity Implications
4.1 The new Grade 8 Business Support Inspector post had been advertised and short listed candidates were selected in such a manner that the process complied with equality and diversity requirements.
4.2 All dealings with partners and prospective partners support community cohesion.
5 Health and Safety Implications
5.1 There are no Health and Safety implications directly relevant to employees of West Yorkshire Fire and Rescue Service.
5.2 The engagement of PAS and the introduction of a Business Support Team will assist and encourage both local and national businesses to improve general fire precautions within their premises therefore providing a safer community.
5.3 Current Health and Safety policy and Health & Safety Risk Assessments are adequate for the purpose of fulfilling the Business Support functions requirements. There are no new processes which introduce a previously unaccounted for risk.
84 6 Service Plan Links
6.1 The introduction of PAS and a Business Support Team supports the organisation’s overarching ambition to make West Yorkshire safer by ensuring the Authority’s statutory fire protection duties are discharged efficiently and effectively. This is achieved by allowing existing resources to be targeted at high risk premises which, in turn, will reduce the incidence of fire and the effects of fire should it occur 7 Conclusions
7.1 The Business Support Team continues to develop and provide an excellent service to partners. The team will continue to pursue new partnerships in order to improve Fire Safety and to aid the operation of cost recovery
7.2 The introduction of the Primary Authority Scheme supports the local economy by providing large businesses with consistency and assurance in order to progress. At the same time the business support function is able to provide the small to medium businesses of West Yorkshire the support they need in setting up and developing. This links in to the work that Fire Protection are carrying out with the Leeds City Region Local Enterprise Partnership.
85
OFFICIAL
Young Firefighters' Scheme - annual update 2014 Community Safety Committee
Date: 24 April 2015 Agenda Item: Submitted By: Director of Service Delivery 8
Purpose To inform Members of the progress of the Young Firefighters’ Scheme in 2014 - 2015
Recommendations That Members note the content of the report
Summary The Scheme continues to attract interest from schools and partner agencies every year. It is a beacon of good practice for West Yorkshire Fire and Rescue Service (WYFRS) in young people’s off-site learning provision.
The two-year BTEC remains popular with schools but there has been a decrease in the uptake of the short courses due to the impact of Industrial Action. Progress has been made developing provision for Uniformed Public Service (UPS) programmes.
All our programmes are funded by the organisations that request them. Further expansion of courses of this type are planned to run in 2015/16.
Local Government (Access to information) Act 1972
Exemption Category: None
Contact Officer: Jo Hull
Youth Training Team Manager
01924 334057
Background papers open to inspection: None
Annexes: None
86
1 Introduction
1.1 The Young Firefighters’ Scheme (YFFS) was originally conceived in Wakefield as a response to antagonism directed at firefighters when attending incidents in particular areas of the District.
1.2 The scheme was so successful in engaging with young people in a positive manner and influencing a real change in the attitude and behaviour towards the Service by young people and their families, that the decision was taken to expand the scheme across West Yorkshire. The scheme is now successfully mainstreamed within WYFRS. What we have in West Yorkshire is viewed nationally as best practice.
1.3 Successful completion of the one and two year course results in students achieving a BTEC (Business and Technology Education Council) Level Two Qualification in the Fire and Rescue Service in the Community. This has gained approval from the Office of Qualifications and Examinations Regulation (OFQUAL) and is included on “the register of regulated qualifications” for both pre- and post-16 year olds. The content of the course includes practical lessons in the use of a variety of operational equipment, community safety, the function and structure of the Fire and Rescue Service and other general life and employability skills.
1.4 The target audience for the full BTEC is young people attending formal education who are between 14 and 16 andwho have been identified as being able to benefit from a practical element to their learning that takes place outside the traditional school environment. 2 Information
2.1 YFF provision is currently delivered from Castleford, Wakefield, Fairweather Green, Dewsbury, Gipton, Huddersfield and Keighley. There is no current provision in Halifax and Ossett but there is resource and capacity. Stanningley Fire Station is the newest station set up ready to start running Young Firefighter courses and all the relevant facilities are in place at the station.
2.2 There are multiple structures of the YFF provision which vary depending on the contract. The majority of YFF provision this year has been long courses which are accredited. These programmes are contracts with Schools for Years 10 and 11 students. They are either one year or two years’ long and students work towards the Certificate or Award BTEC. There are also two 20- week school contracts which are accredited.
2.3 Between 2014 and 2015 there were 21 BTEC courses catering for the needs over 350 students operating from seven stations across West Yorkshire. The stations involved are Castleford, Wakefield, Fairweather Green, Dewsbury, Gipton, Huddersfield and Keighley. 70 fully trained instructors currently deliver the training as overtime which is paid for by the commissioning organisations.
2.4 May 2014 saw the tenth Annual Graduation Ceremony at Headquarters with 155 students in attendance from across the Districts. The event was very well attended with around 550 people in the audience over the two evenings including headteachers, local Councillors, school staff, parents, families, carers and WYFRS staff. The two-year BTEC remains popular with schools. However, where an organisation or school is unable to fund a full two-year programme; the short courses offer an excellent alternative. Many schools subsequently follow this up with a commitment to the full course.
2.5 The young people involved in many of the Young Firefighter programmes who are currently in mainstream education have, in the majority of cases, been identified as being at risk of disengaging from formal education or have been identified as being able to benefit from learning outside of the classroom environment and unlikely to continue in education.
2.6 The YFFS has been successfully involved in assisting with the delivery of units of the Level 3 uniformed Public Services (UPS) courses with Sixth Form Schools and Colleges. This offers an opportunity to positively engage with young people who require real experiences to reinforce their Further Education theoretical learning about Uniformed Services.
87
2.7 Due to the success of the Level 3 course run at Castleford Fire Station the Youth Training Team set up a partnership with Leeds City College (Keighley Campus) to enhance its Level 2 Uniformed Public Service course by running a year-long course with their students.
2.8 In addition to the full BTEC courses, a suite of short courses has been delivered over the past year at the request of partner agencies and tailored to the needs of each particular group. These have included young people referred from several of the County’s Pupil Referral Units, Police, Youth Development Support Services, Youth Offending Teams, Wakefield District Housing, Signpost and Inner East Cluster.
2.9 They are bespoke to the needs of each particular cohort but sometimes feature other agencies, such as the Police, delivering skills and experiences in the weeks preceding or succeeding YFF training exercises. Lately local Housing Associations across the County have jointly commissioned these courses in recognition of their positive outcomes.
2.10 The primary objective of this type of course is to engage with an identified group of young people aged 10-18 years old who are known to be in, or on the fringes of, anti-social behaviour in the District. This programme aims to actively promote citizenship and positive behaviour within the local community, obtain an understanding of the consequences of individual actions and raise an awareness of fire safety. Where appropriate, WYFRS will help facilitate career or life opportunities, educational attainment and future volunteering initiatives for the young people. As part of the evaluation of the course checks are made to see if any of the young people have been a cause for concern again for any of the partner agencies in the months following attendance on the course.
2.11 Whilst relationships with partners involved in these initiatives remains strong we have not progressed them in this year due to limitations from the Industrial Action. There continues to be, however, a significant interest from partners in continuing to develop this area of work with a desire to continue to fund and contribute to further courses of this type in the current, and subsequent, years.
2.12 The Young Firefighters’ Scheme has faced some challenges this year in maintaining delivery of programmes throughout the periods of Industrial Action. The Youth Training Team has delivered a significant number of the programmes during this time and relationships with partners have been successfully maintained. Between September 2014 and December 2014 various measures were explored by WYFRS management to continue the delivery of this essential provision and, for a short period, secondees were recruited from the existing pool of Firefighter instructors. In January 2015, instructors were coordinated to deliver programmes during their duty time. There were a number of logistical issues associated with this approach which ultimately affected the young people’s continuity of learning. It did, however, allow the courses to continue. In February 2015, the overtime aspect of Action Short of Strike was lifted and firefighters were able to return to the model of delivery from previous years. Currently measures are being considered to prevent this situation arising again if at all possible.
2.13 Members will be aware from previous verbal briefings that the Fire Brigades Union industrial action has tested the ability of officers to continue to deliver this programme to the point of extreme. There have been, on numerous occasions, indications from those that commission the courses that they were on the point of withdrawal due to our difficulties in guaranteeing the provision. Whilst the current dispute remains ‘live’ it is appropriate to acknowledge the possibility that any further disruption would seriously jeopardise our ability to continue to deliver this provision.
2.14 A new Youth Training Team Manager has been recruited within the year and an analysis of current provision and strategic planning has commenced. This currently includes, but is not limited to, a review of the method of contracting instructors, accreditation, quality of learning and delivery of programmes, branding and marketing, targeting of provision and potential for growth.
88 3 Financial Implications
3.1 The Young Firefighters scheme is principally funded through contributions from the local schools. The Authority does commit some capital resources to provide vehicles, equipment and accommodation. 4 Equality and Diversity Implications
4.1 This initiative was acknowledged as best practice in the Equality Framework Peer Challenge in October 2010.
4.2 The monitoring data for the May 2014 Graduates was as follows
Gender:
• Male 81.4% • Female 18.6%
Ethnicity:
• White British 70.7% • White Other 11.5% • Asian British 2.63% • Pakistani 13.% • Black or Black British 0.54% • Other / Unknown 1.63%
4.3 This initiative has a track record of delivering tangible benefits to young people, many of whom are disconnected from mainstream society. It is an excellent example of how the Authority meets the aims of the General Equality Duty, particularly: advancing equality of opportunity, and fostering good relations, between people who share a particular protected characteristic (such as age, ethnicity, gender, disability, religion or belief) and those who do not share them.
5 Health and Safety Implications
5.1 Engagement with Young People has had a significant effect on the reduction of attacks on firefighters and, as such, has improved the health and safety of staff. 6 Service Plan Links
6.1 The Young Firefighters’ Scheme plays a key role in meeting the strategic objective: To work with partners to deliver a reduction in in fires, road traffic incidents and anti-social fire related behaviour.
89
OFFICIAL
Integrated Risk Management Plan Update Community Safety Committee
Date: 24 April 2015 Agenda Item: Submitted By: Director of Strategic Development 9
Purpose To update Members on progress against the wide range of initiatives approved as part of the current Integrated Risk Management Plan (IRMP).
Recommendations That Members note the progress made in implementing the approved Integrated Risk Management Plan initiatives.
Summary During 2011 and 2012, following extensive public consultation and negotiation, the Authority approved several proposals as part of its Integrated Risk Management Plan. The proposals are a fundamental part of how the Authority is responding to reductions in funding and the reducing levels of risk and demand across West Yorkshire. This report provides Members with details of progress against each IRMP initiative approved since 2011 which will deliver significant annual savings. The report also highlights the scale of the changes currently being developed and implemented and the establishment changes which have taken place and are planned for the future. A Glossary of Terms used in this report is provided at Annex C.
Local Government (Access to information) Act 1972
Exemption Category: None
Contact Officer: Steve Beckley, Director of Strategic Development E: [email protected] T: 01274 655740
Background papers open to inspection: None
Annexes: Annex A - IRMP Projects Summary Annex B - Summary of Establishment Changes Annex C - Glossary of Terms
90 1 Introduction
1.1 West Yorkshire Fire and Rescue Authority (WYFRA) has utilised its Integrated Risk Management Planning (IRMP) process to deliver more efficient, effective services for a number of years. In recent years the focus has been on delivering major efficiencies and limiting any negative impact on community and firefighter safety.
1.2 A comprehensive review of emergency cover was commenced in 2011, with the first phase of the review forming a series of proposals which, following extensive public consultation, were approved by WYFRA in December 2011. Prior to this, in June 2011, some other changes had been approved by the Authority, changing duty systems and certain types of fire appliances. The second phase of the emergency cover review was completed in 2012 and, in December of that year, again following extensive public consultation, the Authority approved a further set of proposals.
1.3 In September 2012, the Authority approved the procurement of a fifth Combined Aerial Rescue Pump (CARP) for Leeds Fire Station, completing the change from Aerial Ladder Platforms to CARPs across West Yorkshire. In October 2014 the Authority approved revised proposals for Rawdon and Otley following difficulties identifying suitable land for a new fire station at Menston. These revised proposals will see Rawdon and Otley fire stations remaining open and Rawdon operating the Wholetime Day Crewing duty system to deliver similar levels of efficiencies as the original proposal. The combined proposals represent the most significant changes to emergency cover ever implemented by any fire and rescue authority in modern times in the United Kingdom.
1.4 In December 2014 the Fire and Rescue Authority was provided with a detailed report on the current progress with implementing all the approved initiatives and this report now provides the Community Safety Committee with information on the current position. 2 Information
2.1 All initiatives are established as formal projects using the Authority’s Project Management Framework. The overall programme is monitored by the Change Management Programme Board, chaired by the Director of Strategic Development. The Establishment Planning Group (chaired by Director of Service Support) and the Capital Programme Monitoring Group (chaired by Chief Finance and Procurement Officer) support the Change Management Programme Board in ensuring resources are in place to deliver the changes.
2.2 The planning and procurement elements for most of the projects can be lengthy and complex, being subject to significant uncertainty and challenges outside the control of the Authority mainly due to the involvement of third parties including local authority planning officers. Information on the progress of each of the approved initiatives is provided in a summary table (Annex A). A summary showing all changes to establishment and associated financial savings can be found at Annex B. 3 Financial Implications
3.1 The salary savings to be delivered by IRMP implementation are shown in the table in Annex B.
Revenue Implications
Staffing
3.2 The table at Annex B shows that the current approvals will deliver on-going salary savings of almost £14.0m once fully implemented. These savings have been based on the current cost of a whole-time fire-fighter and consequently provide a prudent estimate as a number of the posts removed will be higher ranking posts thus delivering greater savings.
91 3.3 It is important to note that these savings are linked to the retirement profile which will dictate the pace at which these savings can be delivered.
3.4 As part of the process the Authority will be closing 15 of its existing stations to be replaced by 7 new builds, plus a new replacement fire station built on the existing Rothwell site. It is anticipated that this programme will also deliver significant savings in station running costs.
Capital Investment
3.5 In order to deliver these savings the Authority will need to invest almost £27m in capital investment. The Authority has already received grant of £14m from central government towards this investment. Once the schemes are completed they will release spare land which will be used to generate capital receipts which will be used to further offset the building costs.
3.6 There is no doubt that The Authority will have to borrow to fund a significant proportion of the building costs, however the capital grants, capital receipts from sale of surplus land and current positive cash flow will limit the amount of new borrowing in 2015/2016.
Medium Term Financial Plan
3.7 The implications of the 2015/16 Local Government Grant Settlement has already been built into the budget and based on current projections the savings to be delivered through the IRMP initiatives contained in this report will not bridge the forecast budget deficit over the next spending review period.
3.8 Tight control of expenditure on individual project budgets is exercised through the programme management structure and whilst there remain a number of financial risks to individual projects, for example the cost of street works procured by local authorities (where the Authority has little control), the overall programme remains within approved expenditure levels. 4 Human Resources and Equality and Diversity Implications
4.1 The IRMP initiatives in this report result in significant reductions in the wholetime firefighter establishment, however, the introduction of IRMP initiatives is, where possible, planned to align to the leaver/retirement profile, ensuring service delivery is not adversely affected.
4.2 Details of the changes to the uniformed (Grey Book) establishment arising from these initiatives were provided to the Fire and Rescue Authority at the time of approval and an update provided at its meeting in December 2014; Annex B to this report provides a summary. Reductions in wholetime firefighter posts continue to be achieved without redundancies through normal retirements and other leavers. Redundancies of Retained Duty System (RDS) firefighters are however usually necessary when RDS fire stations are closed, although opportunities for transfer to other RDS posts or other non- firefighting posts are offered, if available. Members should note that the recent closure of Hemsworth fire station was achieved without any compulsory redundancies.
4.3 Details of the equality and diversity implications arising from these initiatives were reported at the time of approval and again at the Fire and Rescue Authority meeting in December 2014. 5 Health and Safety Implications
5.1 Details of the health and safety implications arising from these initiatives were also reported at the time of approval and again at the Fire and Rescue Authority meeting in December 2014. 6 Service Plan Links
6.1 IRMP initiatives help to support the four strategic priorities set out in the Service Plan. These are:
92 Deliver a proactive fire prevention and protection programme
Deliver a professional and resilient emergency response service
Provide a safe and competent workforce
Provide effective and ethical governance and achieve value for money in managing resources.
6.2 The Authority’s 2015/16 IRMP Action Plan includes specific objectives to implement several of the initiatives contained in this report. 7 Conclusions
7.1 There continues to be good progress in implementing a programme of major change, delivering efficiencies, matching resources to risk and demand and limiting the impact of reductions in funding. Whilst there have been and continue to be challenges in identifying and procuring land and obtaining planning consent to build new fire stations, the flexibility in the programme ensures that service delivery is not adversely affected, delivering the best possible service within the Authority’s budgetary constraints. After some early delays the programme is now progressing well, remains within the approved budgets and in many cases is ahead of schedule.
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Annex A Integrated Risk Management Plan Projects Update April 2015
Project Authority Status Information Target Approval Date Completion/ Operational Date Dual crew a fire June 2011 Project Dual crewing the High Volume Pump at Stanningley has worked well with April 2012 appliance and a Completed no adverse impact on the community. specialist appliance at Stanningley fire station. Remove one of the June 2011 Project Silsden remains a very low risk area and the remaining appliance is now April 2012 two fire appliances Completed far better utilised following the removal of the second appliance at Keighley from Silsden fire and the closure of Haworth fire station. station Replace one of the June 2011 Project The FRU has been subsequently relocated to Stanningley fire station in July 2012 two fire appliances Completed line with current risk analysis and operational activity for Leeds District. at Moortown fire station with a Fire Response Unit (FRU) Change the whole- June 2011 Project The Day Crew Close Call crewing system has been successfully October time duty system at Completed implemented, delivering the required efficiencies and response times 2012 Castleford fire remain good and relative to the risk area. The project also incorporated station from alterations to the fire station to deliver a shared facility with West Yorkshire Wholetime Shift to Police, which is working well. Day Crewing (Close Call)
94 Remove one of the December 2012 Project The second appliance at Stanningley has been replaced with the FRU January two fire appliances Completed transferred from Moortown, providing cover for Leeds District and 2013 from Stanningley surrounding areas. The FRU provides an effective response to lower and replace it with priority calls, including small fires, ensuring that front line fire engines are the FRU from available for more serious incidents, training and community safety activity. Moortown. Remove one of the December 2012 Project The provision of one fire appliance at Keighley is now appropriate to the February two fire appliances Completed levels of risk and activity in the area and is delivering the required 2013 at Keighley fire efficiencies. A Resilience pump is also available at Keighley should this be station needed and can be brought into service very quickly. Replace a fire December 2012 Project This second FRU was introduced in 2013 and is successfully achieving its March 2013 appliance at Completed objective of ensuring other life-saving resources remain available for more Fairweather Green serious incidents in Bradford District and surrounding areas. fire station with a FRU Remove one of the December 2012 Project The provision of one fire appliance at Odsal is now appropriate to the levels March 2013 two fire appliances Completed of risk and activity in the area and is delivering the required efficiencies. at Odsal fire station Close Marsden fire December 2012 Project Holme Valley Mountain Rescue have recently purchased the fire station April 2013 station Completed and now operate from the site.
Replace a fire June 2011 Project The CARP is now fully operational at Bradford fire station following the November appliance and an Completed training of personnel, providing a flexible and cost effective emergency 2013 aerial ladder response and high reach firefighting and rescue capability. platform at Bradford fire station with a CARP Change the whole- December 2012 Project The Day Crewing system has been successfully implemented at Morley January time duty system at Completed and is providing emergency response and community safety activity 2014 Morley fire station appropriate to the risk profile for the area. from Wholetime Shift to Day Crewing Change the whole- December 2012 Project The Day Crewing system has been successfully implemented at Garforth February time duty system Completed and is providing emergency response and community safety activity 2014 from Wholetime appropriate to the risk profile for the area. Shift to Day Crewing at Garforth
95 Remove one of the December 2012 Project The second fire appliance at Halifax was removed ahead of schedule to September two fire appliances Completed match the establishment levels, following an unexpected increase in the 2014 at Halifax rate of leavers across West Yorkshire Replace a fire June 2011 Project The CARP is now fully operational replacing a fire appliance and aerial September appliance and an Completed ladder platform at Huddersfield. There are now four CARP’s in operation 2014 aerial ladder across West Yorkshire, providing a flexible and cost effective emergency platform at response and high reach firefighting and rescue capability. Huddersfield fire station with a CARP Build a new fire December 2011 Station now The new fire station construction was completed ahead of schedule and January station in South operational. within budget and was handed over to WYFRA by the contractors on 10th 2015 Kirkby to replace Project November. The station has been fully operational since 16th January and South Elmsall and review to an official opening took place on March 3rd. The firefighters at South Kirby Hemsworth fire complete. operate the Day Crew Close Call duty system. The old fire station at South stations Elmsall is now being marketed for sale, with several parties interested.
Close Hemsworth December 2011 Project Hemsworth fire station closed in February 2015, without any compulsory Summer fire station Completed redundancies. An outline planning application is being prepared for the site 2015 prior to sale in order to increase its value.
Build a new fire December 2011 Project Following major problems identifying suitable land to build the new fire Project station at Menston Cancelled station in Menston, an alternative option to keep Otley Fire Station open Cancelled to replace Rawdon and change the duty system at Rawdon to Day Crewing was approved by Close Otley station December 2011 WYFRA on 17th October 2014
Build a new fire December 2011 On schedule Rastrick remains on schedule to be operational in early summer 2015. The May 2015 station at Rastrick fire station sites at Brighouse and Elland are subject to a planning to replace application and will soon be marketed for sale, with interest already being Brighouse and shown. Elland
96 Build a new fire December 2011 On schedule Demolition of the derelict mill on site at Carlton Road, Dewsbury is now August 2015 station to replace complete and construction of the new fire station is progressing well. The those at Dewsbury schedule for completion for late summer 2015 remains on track. Planning and Batley applications for the fire station sites at Dewsbury and Batley are being prepared prior to marketing for sale after the new fire station is fully operational.
Build a new fire December 2011 On schedule Progress on site at Killingbeck is good and major drainage works are August 2015 station to replace complete. Construction of the fire station is underway and on schedule to those at Gipton and be completed late summer 2015. Discussions continue with Leeds Stanks Community Foundation Group who wish to purchase the Gipton fire station. Stanks fire station will be marketed for sale nearer completion of the new fire station, with public sector partners already expressing an interest in the site development. Close Haworth fire December 2012 Station The fire station closed on December 31st and the Authority has given July 2015 station and explore closed but approval to allow the local parish councils the opportunity to develop the opportunities for an project end station into a community facility. At its meeting of the 24th April, the alternative service date Authority Community Safety Committee will be asked to allow a further two delivery model extended months until the end of June for the local community to raise the necessary linked to volunteer funds to purchase or rent the building before it is placed on the open community services market for sale. in the Worth Valley. Build a new fire December 2012 On schedule Approval was granted by WYFRA on 17th October 2014 to enter into a December station to replace land exchange deal with 'In-Communities' the social housing provider in 2017 those at Shipley Bradford. If negotiations are successful this will see a new fire station and Idle. constructed on Valley Road Bradford. It is currently envisaged that the new station will be operational late 2017 or early 2018.
Remove one of the December 2012 On schedule Currently planned for implementation in 2019, The timing is however 2019 two fire appliances subject to change due to other project delays or an increase in the from Hunslet fire expected number of leavers across West Yorkshire. station Build a new fire December 2012 On schedule Following an unsuccessful bid to DCLG for grant funding for a shared July 2016 station to replace facility in partnership with West Yorkshire Police (WYP) and Leeds City those at Cookridge Council, a revised collaboration project is now being developed. and Moortown Agreement in principle has been reached to build a fire and police station on a site at Weetwood and on 17th October 2014, the Authority approved purchase of the land currently owned by WYP. The implementation date
97 for the project may slip beyond July 2016 due to delays in determining WYP requirements for detailed design. Change the whole- December 2012 On schedule The Day Crewing system has been successfully implemented and has May 2015 time duty system operated from temporary accommodation on site during construction of the from Wholetime new fire station. The new station is now virtually complete and operational Shift to Day personnel have moved in as part of a phased occupation, with final Crewing at Rothwell completion expected in May 2015. and build a new fire station on the existing Rothwell station site Replace a fire December 2012 On schedule Delivery of the fifth and final CARP is expected in April 2015 when the December appliance and vehicle will then be fitted out and training will commence. The new vehicle 2015 aerial ladder should be operational at Leeds before the end of 2015. platform with a CARP at Leeds station Remove one of the December 2012 On schedule To be implemented when the replacement for Ossett fire station has been September two fire appliances constructed closer to Wakefield city centre. The timing is however subject 2016 at Wakefield fire to change due to other project delays or an increase in the expected station number of leavers across West Yorkshire. Build a new fire December 2012 On schedule Planning consent has now been obtained and a site has been purchased September station near on Silkwood Park Industrial Estate. Detailed design for the new fire station 2016 Junction 40 of M1 incorporating a Young Firefighters facility is under way and tenders for motorway to construction will soon be produced with the intention of appointing replace Ossett fire contractors to start on site in August 2015. The new station should be station operational by September 2016. In the meantime, the Authority is receiving rental income from the current tenant on the site. Introduce the Day October 2014 On schedule The decision to cancel the project for a new fire station at Menston to July 2016 Crewing duty replace Rawdon and Otley was approved by the Authority on 17th October system at Rawdon 2014. The recruitment process for Day Crewing at Rawdon will commence later in 2015, with a view to full implementation during 2016. Depending on the applications and how many people already live in the area, this project may take 12 to 18 months to complete.
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Annex B
Summary of establishment changes arising from IRMP actions since 1st January 2012
Initiative Capital Staffing Implications Salary savings Implementation date Cost Posts Saved Allowances Total Additional Revenue Wholetime Retained Allowances Wholetime Retained savings £m £000 £000 £000 £000 £000
Dual Crewing at Stanningley April 2012 -12 -£444 -£444
Replace a fire appliance at Moortown April 2012 £0.090 -12 -£444 -£444 with FRU Remove retained fire appliance from April 2012 -6 -£60 -£60 Silsden Change duty system at Castleford to Day October 2012 £0.300 -11 13 -£407 £143 -£264 Crewing (Close Call) Replace a fire appliance with FRU at March 2013 £0.090 -4 -£148 -£148 Fairweather Green Remove a fire appliance at Keighley February 2013 -20 -£740 -£740
Remove a fire appliance at Odsal March 2013 -20 -£740 -£740
Close Marsden fire station April 2013 -12 -£225 -£225
Remove fire appliance from Stanningley April 2013 -11 -£407 -£407 and transfer FRU from Moortown Change duty system at Rothwell to Day October 2013 £1.500 -10 -£370 £50 -£320 Crewing Replace a fire appliance and an aerial at November 2013 £0.680 -16 -£592 -£592 Bradford with a CARP
99 Change duty system at Morley to Day January 2014 -10 -£370 £50 -£320 Crewing Replace a fire appliance and an aerial at February 2014 £0.680 -16 -£592 -£592 Huddersfield with a CARP Change duty system at Garforth to Day February 2014 -10 -£370 £50 -£320 Crewing Build new fire station at South Kirkby to December 2014 £2.000 -11 13 -£407 £143 -£264 replace South Elmsall Close Haworth fire station December 2014 -12 -£225 -£225
Build a new Fire station at Rastrick to April 2015 £2.800 -24 -£888 -£888 replace Brighouse and Elland Close Hemsworth fire station June 2015 -12 -£225 -£225
Build a new Fire Station at Carlton Road October 2015 £4.200 -24 -£888 -£888 to replace Batley and Dewsbury Build a new Fire Station at Killingbeck to October 2015 £3.700 -24 -£888 -£888 Replace Gipton and Stanks Remove a fire appliance at Halifax October 2014 -20 -£740 -£740
Replace a fire appliance and an aerial at April 2016 £0.680 -16 -£592 -£592 Leeds with a CARP Build a new fire station to replace Ossett November 2016 £3.200 £0
Remove a fire appliance at Wakefield December 2016 -20 -£740 -£740
Change duty system at Rawdon to Day April 2017 -10 -£370 £50 -£320 Crewing Build a new fire station to replace Idle 2018 £2.800 -24 -£888 -£888 and Shipley Build a new Fire Station to replace 2018 £3.200 -24 -£888 -£888 Cookridge and Moortown Remove a fire appliance at Hunslet 2019 -20 -£740 -£740
TOTALS £25.920 -369 -42 26 -£13653 -£735 £486 -£13902
100
Appendix C
GLOSSARY OF TERMS USED IN THIS REPORT
Emergency Vehicles
Fire Appliance (sometimes referred to as a Pump) – A standard fire engine with four or five firefighters with equipment to deal with a wide range of emergencies including larger fires and rescues from road traffic collisions.
Resilience Pump – A standard fire appliance which is fully equipped and available for deployment but without a permanent crew. These vehicles are strategically located across West Yorkshire and can be quickly brought into use during periods of high demand, for relief purposes at protracted incidents and to cover for major training events, by recalling off duty firefighters to duty. They provide a very cost effective method of temporarily increasing the levels of resources during the rare occasions they are needed.
CARP - Combined Aerial Rescue Pump – A vehicle which has a high reach platform for firefighting and rescue combined with the capability of a standard fire engine. It replaces a standard Fire Appliance and an Aerial Ladder Platform and saves money on reduced staffing costs without loss of capability.
ALP - Aerial Ladder Platform – A high reach firefighting and rescue vehicle which is being replaced by the CARP.
FRU - Fire Response Unit – A smaller vehicle crewed by three firefighters designed to deal with small fires and other less serious incidents including grass fires, car fires, refuse fires. These incidents make up a large percentage of all incidents and using an FRU ensures that standard fire appliances are available to deal with more serious incidents and important training and community safety activities are less likely to be interrupted.
HVP - High Volume Pump. A specialist vehicle used to pump large quantities of water over long distances. Can be used during flooding and also to supply water for firefighting at large fires.
Duty Systems
Wholetime Shift (sometimes referred to as 2x2x4) – where firefighters work shifts on duty to provide cover from a fire station 24 hours per day 365 days per year. Shift patterns usually consist of two 11 hour day shifts followed by two 13 hour night shifts across four different shifts or watches, supplemented by the Operations Resource Pool (see below). This duty system is suitable for areas of higher risk and activity.
Day Crewing Close Call – The same as Day Crewing but where firefighters work from the fire station during the day and are available on call at night from adjacent property provided by the Authority. Response times at these stations match Wholetime shift stations but cost much less to operate due to reduced staff numbers (approximately half). They are suitable for use in areas of lower risk and activity but where response times cannot be met using Day Crewing or RDS
Day Crewing – A duty system consisting of two watches where crews work from the fire station during the day, and provide cover on an evening from home by use of a pager alerting system. Home locations must generally be within 5 minutes travel of the station to ensure an appropriate emergency response. Suitable in areas where risk and activity are lower but where the RDS may not be suitable or practical. Response times at these stations match Wholetime shift stations during the day and match RDS stations during the night. They cost much less than wholetime shift stations to operate due to reduced staff numbers (approximately half).
RDS – Retained Duty System. Where firefighters are employed to be on call to provide cover from home, a workplace or from another location. Callout locations must be within 5 minutes travel from the fire station to ensure an appropriate emergency response. Most RDS firefighters have other full time
Integrated Risk Management Plan Update Page 2 of 14 101 employment and some are wholetime firefighters who provide RDS cover when off duty. Suitable for use in areas of very low risk and activity and are a very cost effective means of providing emergency cover.
ORP – Operations Resource Pool. A pool of firefighters employed on full time contracts who work flexibly to cover shortages primarily at Wholetime stations. This system provides an efficient method of covering absences which makes it possible to reduce the overall establishment (and cost) for crewing fire appliances.
Other Terminology
Dual (Alternate) Crew – Where operational crews primarily staff a fire appliance unless there is a demand for a specialist appliance to be crewed, for example the High Volume Pump when they transfer from the fire appliance on to the specialist vehicle. A cost effective method of mobilising vehicles with specialist equipment which is very important but where they are very rarely needed.
102
OFFICIAL
New Control Programme Update Community Safety Committee
Date: 24 April 2015 Agenda Item:
Submitted By: Director of Strategic Development 10
Purpose To provide the Community Safety Committee with an update on progress with the delivery of the New Control Programme.
Recommendations That Members note the progress of the New Control Programme.
Summary This report contains information regarding the West Yorkshire Fire & Rescue Service (WYFRS) New Control Programme (NCP) which was established to deliver a new Control Centre, procure a new mobilising system in collaboration with South Yorkshire Fire and Rescue (SYFR) and introduce new ways of working, including duty systems, to deliver a more efficient and effective service. Progress across the three projects has been mainly positive and the new Control Centre is complete, new ways of working including new duty systems have been introduced and are delivering efficiencies and the new joint mobilising system is live in West and South Yorkshire. As the programme reaches its final stages, it remains within budget and the main focus is now to address a number of aspects of system functionality of the new mobilising system which need to be addressed by the supplier.
Local Government (Access to information) Act 1972
Exemption Category: None
Contact Officer: Director of Strategic Development
Background papers open to inspection: None
Annexes: None
103
1 Introduction
1.1 The New Control Programme (NCP) was established following the cancellation of the national FiReControl Project and subsequent award of a £3.6 million Government grant to deliver a replacement fire control and mobilising system to both West and South Yorkshire Fire and Rescue Services. The WYFRS Programme consists of three specific and interrelated projects.
• The Control Collaboration Project (CCP) – Procurement and installation of a new Command and Control system in collaboration with South Yorkshire Fire & Rescue (SYFR), delivering an integrated system across two Control rooms, one in West Yorkshire and one in South Yorkshire.
• The New Control Premises Project – Alterations to the Service Delivery Centre at Bramley to accommodate a new WYFRS Control Suite alongside the new location for Operations and Fire Safety Departments.
• The New Control Ways of Working & Duty Systems Project – Review and implementation of working practices in WYFRS to support the newly introduced ICT systems and a revised duty system, delivering significant efficiency savings.
2 Information
2.1 Control Collaboration Project (CCP) Update
2.1.1 SYFR cutover to the new Command and Control system in July 2014 followed by WYFRS in November 2014 as part of a planned roll out of the new system. The system is fully integrated across the two sites and resilient, thereby ensuring that calls can be taken and resources mobilised from either control room, across both West and South Yorkshire. This allows both Services to dispense with the need for any additional fall back facilities.
2.1.2 In addition to the provision of 100% fall back resilience with duplicate systems within each Control environment, a further layer of resilience ensures continuous functionality should it be necessary to evacuate one Control Room (either South Yorkshire or West Yorkshire). This was fully tested during a major exercise on 30th March 2015 and it is pleasing to report that the system performed as designed, with smooth transition from West Yorkshire to South Yorkshire Control Centre and back again.
2.1.3 Since November 2014 across both services, over 8,700 emergency calls have been received and resources successfully mobilised to every incident.
2.1.4 After go-live the system has been subject to ongoing development work to deliver functionality in accordance with the tender specification. These further developments have been prioritised in to three phases; P1 developments – aimed to be delivered for go live, P2 developments – those to be delivered shortly following go live and P3 developments – future developments and enhancements to the system, which will provide additional functionality. The phased introduction of new developments agreed with the supplier reduces risk, allows for phased training and ensures appropriate time for testing. Payment milestones are linked to successful delivery and testing and where appropriate, are calculated proportionally.
2.1.5 It is currently anticipated that the remaining elements of the project will be delivered by end of December 2015. Both fire and rescue services are working closely with the supplier, Systel, to ensure that momentum is maintained, sufficient development resources are available and expected functionality is delivered in accordance with the tender specification, as amended through formal change control.
2.1.6 As the project moves towards business as usual it is important to ensure a smooth transition and therefore a working group has been established to ensure that the knowledge and understanding of the system and the relationship with the supplier is transferred from Project Team to individuals and teams in key departments.
104 2.1.7 As expected with an IT project of this size, there have been a number of challenges during the introduction of the new system ranging from minor configuration changes and system performance issues through to the identification of some more substantial development requirements. It is also fair to say that the supplier, Systel, has had a number of challenges in establishing its UK base of operations, having won its first contract in the UK with the West/South Yorkshire project. Throughout these challenges Systel have remained totally committed to the project and are restructuring their business, assigning dedicated developers and engineers, to ensure issues are resolved as quickly as possible. This includes making further investments in the UK to ensure appropriate levels of ongoing support. Pressure will continue to be exerted on the company to deliver the expected outcomes.
2.2 NCP Premises Project Update
2.2.1 Alteration works to create the new Control Suite, and other office accommodation at the Service Delivery Centre, Bramley, were completed in July 2013 shortly followed by occupation by Operations and Fire Safety department personnel, with Control staff migrating to the new Control Suite in November 2014. After the initial trepidation of moving to a new site, feedback from all staff in relation to the working environment and facilities is now positive.
2.2.2 This project closed and was evaluated in November 2013 with lessons learned from the evaluation being incorporated in future projects.
2.3 NCP Ways of Working & Duty Systems Project (WoW/DS) Update
2.3.1 The new duty system was implemented at the beginning of January 2014, with four watches and an additional ‘flexi’ team that works across all four watches to support operational demand and cover shortages.
2.3.2 During the transition phase of the NCP, some members of the ‘flexi’ team have been assigned to support system delivery which has been invaluable in ensuring that users have detailed knowledge of developments and configuration of the system post go-live. The specialist knowledge accrued has been extremely beneficial for quick responses to any system issues arising and has aided communication and understanding with the supplier.
2.3.3 A Joint Ways of Working Group (JWoW) has been established with SYFR to work on the shared elements of fall back arrangements, training, policy and procedure. An agreement is also in place to ensure that any future changes to the system configuration are coordinated across both services, ensuring ongoing compatibility for the future. A User Group has also been established by Systel, bringing together South and West Yorkshire with the latest UK customers, Nottingham, Leicestershire and Derbyshire Fire and Rescue Services (known as the Tri-Service contract) to support ongoing developments and shared learning.
2.4 Programme Governance Update
2.4.1 The governance and project management of the NCP has been monitored within the WYFRS Project Framework. This is based on Prince2 (Projects in a Controlled Environment) principles and utilises standardised documentation to ensure that consistency is applied to project processes and recording.
2.4.2 Having delivered most of the required objectives within the programme, a Change Control request has been approved to make the relevant amendments to governance, project recording and Programme end date. The revised programme end date is now the end of December 2015. This change has been introduced following the movement of key personnel and to address the need for a more focussed attention on the detailed system development work which remains outstanding,
2.4.3 Progress on remaining Programme objectives, action lists, decisions, risks and issues continue to be recorded and monitored at Board meetings.
2.4.4 Detailed financial records and monitoring captures all transactions for each project and all committed spend remains within allocated budgets.
105 2.4.5 The project governance incorporates ongoing independent audit provided by Kirklees Council Internal Audit, acting on behalf of both West Yorkshire and South Yorkshire Fire and Rescue Authorities. A number of specific audits have been undertaken associated with stage payments and this has ensured that processes and procedures have been followed correctly and that consistency has been applied to decision making. The outcome of each audit has been reported to the Authority with each one to date resulting in Substantial Assurance, the highest level of assurance.
3 Financial Implications
3.1 WYFRA and SYFRA received a total grant from the Department of Communities and Local Government (DCLG) of £3.6m (£1.8m each) in March 2012 for the CCP, which is in an earmarked reserve held by WYFRA. It is currently estimated that the total cost of the CCP will be in excess of the Grant and Members should note that the original Grant submission by WYFRA and SYFRA was for £5.016m. A review of costs, functionality and resilience identified some savings but there was a need for an additional investment by both Authorities, with costs split in accordance with the CCP contractual agreement. WYFRA has already approved a budget of £400k to cover the estimated additional expenditure over and above the Grant and current estimates of final costs remain within this figure; SYFRA have also approved additional funding.
3.2 Across the programme there will be significant efficiencies made:
• MDT software is being provided by Systel therefore there is no requirement for an interface solution into the mobilising software. The removal of the MDT interface development has been reflected in the tender submission for the software by Systel. Due to procuring the MDT software through Systel a saving of £218k was realised against the nearest competitive tender.
• Annual system maintenance for mobilising, call handling, station end and MDT hardware and software is currently £256k. For the new system elements this is reduced to £101k resulting in a saving of £155k per annum.
• The revised staffing structure shows initial savings of £325,000 in the first year rising to £457,000 per annum once fully implemented.
3.3 Expenditure on both schemes is monitored and reported at the New Control Programme Board and at the Finance and Resources Committee.
4 Equality and Diversity Implications
4.1 Equality analysis was an integral part of the programme, completed at the start and throughout the Premises and Ways of Working/Duty System Projects. This identified a number of issues relating to new duty systems, premises and reductions in staff numbers. On-going employee engagement was an integral and effective part of this process. As a result, adjustments were made to premises, the design of the new duty system, and the Flexi- Team ways of working and selection process.
4.2 The equality analysis process was formally captured in Project documentation.
4.3 A full equality analysis will be undertaken post-implementation to assess the impact of the changes made as a result of the Programme.
4.4 These actions demonstrate Authority compliance with the Public Sector Equality Duty.
106 5 Health and Safety Implications
5.1 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. The delays in delivery of certain functionality and other issues associated with the system reliability and performance are having an impact on staff in Control and on the Project Team. This is being closely monitored and where appropriate, additional resources are being allocated.
6 Service Plan Links
6.1 The procurement and implementation of a new Command and Control system, along with the construction of a new control suite was included as an objective within the 2013/14 Service Plan. The 2015-16 Action Plan includes an action to ‘Consolidate the relocation of Control to the new site and identify opportunities for new ways of working’.
7 Organisational Dependencies
7.1 As the new Command and Control system is a shared system with SYFR, additional development work cannot be carried out without full agreement of both FRS’s. A post go-live agreement has been signed by WYFRS, SYFR and Systel to ensure that any future developments are agreed by all before being implemented.
7.2 The Mobile Data Terminal (MDT) software forms an important element of the solution being delivered by Systel as part of the New Control Programme. The current MDT hardware, originally supplied as part of the FiReControl project is no longer fit for purpose and the Authority has given approval to procure replacement. Delivery of the new hardware should take place in July, allowing for full rollout of the Systel MDT, which is currently being tested.
8 Conclusions
8.1 The New Control Programme has progressed well and benefits are beginning to be realised. The building alterations to accommodate a new Control Suite were delivered on time and within budget. A new Duty system has been successfully implemented, delivering significant efficiencies and the new mobilising system has now gone live within the project timescales. The main challenge which now remains is ensuring that the full functionality of the new system is delivered and that the system performance and reliability issues are addressed. Project governance and project resources have been realigned to ensure that this is given sufficient priority and focus.
107
OFFICIAL
Smoke and Carbon Monoxide alarms in the Private Rented Sector - legslation and funding Community Safety Committee
Date: 24 April 2015 Agenda Item: Submitted By: Director of Service Delivery 11
Purpose To inform Members of changes to legislation in respect of the provision of Smoke and Carbon Monoxide Detection within the private rented sector.
Recommendations That Members approve the contents of the report in terms of the financial implications and note the associated correspondence.
Summary On 10 March 2015 the Fire Minister, Penny Mordaunt MP, announced changes to legislation that would require all private sector landlords to install smoke alarms and carbon monoxide alarms.
Local Government (Access to information) Act 1972
Exemption Category: None
Contact Officer: AM Ian Bitcon E: [email protected] T: 01274 655720
Background papers open to inspection: None
Annexes: Letter from DCLG, 11 March 2015
Spreadsheet and letter from DCLG, 13 March 2015
108
1 Introduction
1.1 The issue of fires and fire deaths within the private rented sector is one that the Fire and Rescue Service as a whole and West Yorkshire Fire and Rescue Service (WYFRS) in particular, have long lobbied to reduce the level of risk.
1.2 Of the housing stock in West Yorkshire some 12%, or approximately an eighth, falls within the private rented sector whilst 20% of the fire deaths across the county occur in these types of property.
1.3 Despite significant efforts to remedy this, the private rented sector has by far the lowest level of smoke detector ownership across all of the property tenures with just 82.3%, as opposed to the average of 88% and 93.5% within housing association accommodation. 2 Information
2.1 On 10 March 2015 at the Local Government Association conference, the Fire Minister, Penny Mordaunt MP announced changes to legislation that would require private landlords to provide Smoke and Carbon Monoxide detectors within a property.
2.2 This announcement was made following a period of consultation which was strongly supported not only by West Yorkshire Fire and Rescue Service but also by the Chief Fire Officers’ Association (CFOA).
2.3 On 11 March 2015 a letter was received confirming the detail of the announcement and outlining the provision of some interim funding to support Fire and Rescue Services to implement the changes to legislation.
2.4 The regulations are to come into force on 1 October 2015 and West Yorkshire are to receive 18,086 smoke alarms from a national total of 445000 and 1,626 Carbon Monoxide detectors from a total to be made available nationally of 40000. These detectors are to be fitted free of charge to support landlords prior to the implementation of the legislation.
2.5 The letters received from the Department for Communities and local Government together with the spreadsheet showing the national distribution of detectors are included as annexes to this report.
2.6 The distribution and, where appropriate, fitting of these detectors is work that was not forseen when the annual action plan was developed. The significant work required to undertake this task is being considered and a costed plan will be developed to ensure that we can, as far as possible, fulfil the expectation set by government whilst still delivering the service which was previously planned. 3 Financial Implications
3.1 The Department for Communities and Local Government (DCLG) have provided national funding for the purchase of alarms totalling £3.2 million. This is to be managed by West Midlands and Devon & Somerset Fire and Rescue Services. As detailed in Annex 2, West Yorkshire Fire & Rescue are to receive 20220 Smoke and Carbon Monoxide alarms free of charge. There will be a cost to the Authority of approximately £83k for the fitting of the alarms which is not included in the 2015/16 revenue budget. The cost will be met by an allocation from the contingency budget. 4 Equality and Diversity Implications
4.1 The private rented sector represents some of the most vulnerable members of the community and, as such, this initiative will be of particular significance in reducing the risk to individuals and groups with protected characteristics.
109 5 Health and Safety Implications
5.1 This initiative will improve the safety of people in their homes and in doing so reduce the incidence or scale of fires in the home, thus reducing the risk to firefighters. 6 Service Plan Links
6.1 This initiative clearly supports the priority to:
• Work with partners to reduce the likelihood of fires
In doing so, this will be a significant step forward in terms of Making West Yorkshire Safer. 7 Conclusions
7.1 This legislative change will be a significant one which will, undoubtedly, save many lives over the coming years.
110 111 Appendix 2 – Detector Allocation Smoke alarm and carbon monoxide alarm allocations – English Fire and Rescue Services
Smoke alarms CO Alarms Fire and Rescue Authority round up round up requirement requirement LFEPA 98,090 11,550
Greater Manchester Fire 21,690 2,560
West Midlands Fire 19,420 2,290
West Yorkshire Fire 18,090 2,130
Devon and Somerset Fire 14,558 1,720
Kent Fire 14,180 1,670
Hampshire Fire 13,640 1,610
Lancashire Fire 12,080 1,420
Merseyside Fire 11,990 1,410
Essex Fire 11,850 1,400
Avon Fire 10,100 1,190
South Yorkshire Fire 9,540 1,130
East Sussex Fire 9,240 1,090
Nottinghamshire Fire 8,760 1,030
Tyne and Wear Fire 7,910 930
Humberside Fire 7,760 920
Leicestershire Fire 7,460 880
Surrey CC 7,360 870
Hertfordshire CC 7,110 840
Berkshire Fire 7,100 840
Dorset Fire 7,070 840
North Yorkshire Fire 6,950 820
Derbyshire Fire 6,839 810 Norfolk CC 6,670
112 790
Staffordshire Fire 6,650 790
Cambridgeshire Fire 6,500 770
Cheshire Fire 6,280 740
West Sussex CC 5,970 710
Suffolk CC 5,810 690
Lincolnshire CC 7,716 680
Oxfordshire CC 5,420 640
Wiltshire Fire 5,286 630
Buckinghamshire Fire 5,150 610
Northamptonshire CC 5,060 600
Hereford and Worcester Fire 5,040 600
Bedfordshire Fire 4,740 560
Gloucestershire CC 4,691 560
Cornwall UA 4,630 550
Durham Fire 4,390 520
Cleveland Fire 3,990 470
Warwickshire CC 3,910 460
Shropshire Fire 3,520 420
Cumbria CC 3,410 410
Northumberland UA 2,210 260
Isle of Wight Council UA 1,280 150
Isles of Scilly 40 10
Total 447,150 52,570
113 Department for Communities and Local Government Fry Building 2 Marsham Street London SW1P 4DF
Tel: 0303 444 0000 Fire and Rescue Authorities E-Mail: [email protected] Chief Fire Officers Via email. www.gov.uk/dclg
SMOKE AND CO ALARM FUNDING FURTHER DETAILS
Dear Chief Fire Officer,
Further to our letter regarding funding for smoke and carbon monoxide alarms in the private rented sector. I am pleased to confirm that the Department will be providing Devon and Somerset and West Midlands Fire and Rescue Authority (FRA) with one-off non-ringfenced section 311 resource grant totalling of £3,186,250.
The grant funding must be spent in this financial year and is intended to be used by Devon and Somerset and West Midlands to procure, store and distribute smoke and carbon monoxide alarms to all FRAs in England, in accordance with the indicative formula at Annex A. The grant funding has been provided in anticipation of a one-off spike in demand for these products from landlords seeking to comply with the smoke and carbon monoxide alarm (England) Regulations before they come into force on 1 October 2015.
FRAs should make their own arrangements for the delivery of alarms from the two procuring FRAs. Kieran Timmins has, on behalf of CFOA, very kindly offered to co-ordinate this effort and can be contacted on [email protected] or 0151 296 4202.
The alarms provided are intended for provision to private landlords, on request and at nil cost, along with the provision of alarms you may wish to consider providing appropriate advice on installation. Authorities will have discretion to determine their own criteria for distribution, and to consider in what circumstances, if any, they may be prepared to offer free installation. We hope that you would particularly consider helping landlords who may struggle to comply with the regulatory requirements and that you would be able to demonstrate that the provision of detectors from this funding will be additional to any provision you plan to make as part of your existing fire prevention work. The regulations will apply to all landlords in the private rented sector, including those renting agricultural dwellings and tied accommodation who have generally tended to fall outside the scope of previous housing legislation.
The Department for Communities and Local Government plans to publicise to private rented sector landlords the new regulations for smoke and, where necessary, CO alarms between now and 1 October 2015, when the requirements take effect. We do not intend to undertake widespread publicity on the availability of free alarms from local fire and rescue authorities, but will target our communications at those considered most in need of assistance. It will be for each FRA to consider whether, and how, you may wish to communicate more extensively the availability free alarms to the private landlord sector.
The Department for Communities and Local Government would like to extend our thanks to all fire and rescue authorities for their support in making the transition to a regulatory
1 Section 31 Local Government Act 2003
114
requirement on landlords as smooth as possible; and for the hard work of the CFOA’s Procurement Group in delivering a national procurement and distribution mechanism in record time.
Yours sincerely,
Neil O’Connor Katy Willison Director of the Fire, Resilience and Deputy Director Private Sector Property Emergencies Directorate
115
OFFICIAL
Former Haworth Fire Station Community Safety Committee
Date: 24 April 2015 Agenda Item: Submitted By: Director of Strategic Development 12
Purpose To update the Community Safety Committee on the current status of the former fire station at Haworth
Recommendations That the Committee approves a delay in marketing the former Haworth fire station for sale, to allow the local community to develop proposals for its ongoing use as a community facility.
Summary Haworth fire station ceased operation and was closed on 31 December 2014 as part of a county-wide restructuring programme following a reduction in risk and demand and as part of efficiency savings to meet a significant funding gap. Over the past two years, work has been undertaken with the parish councils in an attempt to allow the local community to take over the running of the building as a community facility. In recent weeks a new community action group called Friends of Haworth and Worth Valley Fire Station has been formed to develop proposals to take over the fire station. Contact has been established with this group and initial discussions have been very positive. Members of the Community Safety Committee are requested to approve a delay in marketing the former fire station for sale for two months to give time for the community action group to put forward proposals.
Local Government (Access to information) Act 1972
Exemption Category: None
Contact Officer: Steve Beckley, Director of Strategic Development E: [email protected] T: 01274 655702
Background papers open to inspection: None
Annexes: None
116
1 Introduction
1.1. In December 2012, West Yorkshire Fire and Rescue Authority (the Authority) approved the closure of Haworth fire station as part of a wide range of changes arising from a review of emergency cover. Following representations made by the Haworth, Stanbury and Crossroads Parish Council, the date of closure was delayed for a maximum of two years to allow for dialogue to take place on the development of community safety services. In April 2014, Members were provided with an update on progress, which indicated at that time, that there was real potential for the local community to take responsibility for a range of community safety initiatives, working in partnership with a number of agencies and recruiting volunteers from the local area. The Parish Council’s proposals included utilisation of the fire station as a base for the coordination and delivery of these services.
1.2. At its meeting on 25 April 2014, the Community Safety Committee approved support for the Worth Valley Parish Councils’ proposals which would lead to the establishment of formal governance and management arrangements to develop a sustainable delivery plan. In December 2014, as part of a broader update on a wide range of Integrated Risk Management Plan actions, the Fire and Rescue Authority were advised that work was still ongoing and a further report would be provided at a later date. On 31 December 2014, in accordance with the earlier decision of the Fire and Rescue Authority, the fire station ceased operation and was closed. 2 Information
2.1 Whilst the vision of the combined Parish Councils of the Worth Valley remain laudable, there have been a number of challenges, not least the financial commitment, which could not be overcome and all but Haworth, Cross Roads and Stanbury Parish Council have withdrawn support for the project. More recently, dialogue has continued with Cllr John Huxley, the leader of the Haworth, Crossroads and Stanbury Parish Council, in an attempt to identify a mutually advantageous solution; officers from Bradford City Council have also been involved as part of their broader estate strategy for the Worth Valley. These discussions led to the development of an idea where, subject to Council approval, Bradford City Council would purchase the building for community use. Bradford Council have, however, now withdrawn this proposal.
2.2 In the days leading up to the formal closure of the fire station, an action group called Friends of the Haworth and Worth Valley Fire Station was established with the sole aim of keeping the fire station building open as a community facility. This group, along with other members of the local community, have approached Bradford City Council in an attempt to influence the broader estate strategy for the area, including the Community Centre.
2.3 In a letter to the Chair of the Fire and Rescue Authority, the Leader of Bradford Council asked that the Fire and Rescue Authority does not take any final decision on the future of the fire station building without first consulting Bradford Council, who are currently involved with local community representatives attempting to identify solutions to a number problems associated with Council- owned buildings in the town of Haworth and surrounding area. The Chair of the Authority has replied giving assurances that, whilst the Authority may wish to sell the former fire station to raise much needed capital, it is their preference that the local community be given every opportunity to make full use of the building and they are already working hard with local people and officers from Bradford Council to try and make this happen.
2.4 The latest developments, where the Friends of Haworth and Worth Valley Fire Station group has been formed, are therefore welcomed and officers have met with them, along with representatives of the local Parish Council, to discuss their ideas in more detail. Members of the group were advised that, whilst the empty building represents an increasing risk and firm decisions on its future must be taken soon, by working together, the Fire and Rescue Authority, Bradford City Council and the local community can hopefully achieve a mutually agreeable outcome. The intention will be to agree to one of the following options:
117 To sell the building to the local community at an agreed price following independent valuation.
To lease the building at an agreed rate based on the local rental market.
To lease the building at a reduced rate, taking into account any community safety services being delivered by local community volunteers on behalf of the Fire and Rescue Service.
2.5 This commitment cannot be open-ended but the Community Safety Committee is asked to authorise further negotiations with Friends of Haworth and Worth Valley Fire Station group and Bradford Council over the coming weeks. Where, within two months of the date of this Committee, such negotiations result in little or no progress, the building would be placed on the open market for sale - at which time the local community would still be able to bid for the property along with any other interested party. 3 Financial Implications
3.1 The potential sale value of the fire station is between £150,000 and £200,000, with a potential rental income of £10,000 to £15,000 per annum and, until the negotiations with community representatives are concluded, this represents a loss of potential income. The annual running costs for the building when operating as a fire station, including Council tax, utilities and maintenance was approximately £14k but now the building is empty, the annual costs are significantly reduced but are still approximately £4700, the vast majority of which is Council Tax. There are also ongoing financial risks associated with vandalism, including fire, and a gradual deterioration of the fabric of the building. 4 Equality and Diversity Implications
4.1 There are no direct Equality and Diversity Implications associated with this report although the development of the fire station building into a community facility would have a positive impact for a number of groups and individuals in the local area. 5 Health and Safety Implications
5.1 Whilst the fire station building remains empty its condition will continue to deteriorate and although the building is currently secure, it represents a potential health and safety risk to people in the area, including children. 6 Service Plan Links
6.1 The development of local partnerships is essential to the delivery of the Service Plan priority to deliver a proactive fire prevention and protection programme.
7 Conclusions
7.1 The decision to close Haworth fire station understandably generated significant local concern and by working closely with the local community over the past two years, many of these concerns have now been allayed. The ongoing willingness of the Fire and Rescue Authority to support transfer of ownership/use of the fire station building will demonstrate genuine commitment and by placing a time limit on the negotiations, the risk to the Authority is low.
118