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Leeds Action Plan 2015-16

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Leeds Action Plan 2015-16 LEEDS DISTRICT 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 2,135 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 (HFSCs) 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 Integrated Risk Management Programme (IRMP) 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 Watch Manager Bs (WMBs) 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 Chief Fire Officers Association (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 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 Hazardous Area Response Team (HART), 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 Leeds City Council (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 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 Firefighter 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 MDTs 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 Command Leadership and Management 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 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 .
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