West Yorkshire Fire & Rescue Service

Moortown Station Action Plan 2008/11

nd 2 edition 2009 Table of Contents

1. Introduction by Chief Fire Officer/Chief Executive Simon Pilling MA, MSc, DMS, GIFireE ...... 3 2. Introduction by Leeds District Manager Mick Smith...... 4 3. Introduction by Station Manager Richard Gomersall ...... 4 4. Overview of Performance ...... 5 4.1 Demographics...... 5 4.2 Station Performance and Review of Action Plan 2007/8 ...... 6 5. Station Resources ...... 7 5.1 Station Personnel ...... 7 5.2 Station Equipment...... 7 5.3 Action Plan Responsibilities of each role ...... 7 6. Audit, inspection and review process ...... 9 6.1 Service Delivery...... 9 6.2 Performance Management...... 11 7. Current action plan...... 12 8. Glossary ...... 21 9. Appendices ...... 22

Moortown Fire Station Action Plan

1. Introduction by Chief Fire Officer/Chief Executive Simon Pilling MA, MSc, DMS, GIFireE

It gives me great pleasure to introduce this Station Action Plan for 2008/11. Station personnel have an important role in delivering the strategic priorities of the Authority and this Action Plan details how the station will contribute towards these.

Every member of the station has a role to play in meeting these priorities and this plan outlines the station objectives which contribute towards the overall performance and improvement of the service in carrying out its duties within the community.

The Authority’s strategic priorities, functional and team objectives are clearly shown in the appendices along with the ‘golden thread’ of how each individual objective relates to the priority/objective above and ultimately to the overall Ambition and Aim of the Authority, along with how that aim contributes to the wider priorities set for the Leeds District in the Local Area Agreement.

• Ambition: Making West Yorkshire Safer • Aim: Provide an excellent Fire and Rescue Service working in partnership to reduce death, injury, economic loss and contribute to community well being

The Station Action Plan provides station personnel with the basis for their work during 2008/11 and allows them to assess their performance against each priority/objective. The Authority’s Performance Management Framework and the Performance Information Management System (PIMS), which is available on the Intranet, allows each individual station to track their own performance and also the performance of all stations within West Yorkshire, thereby facilitating the sharing of good practice throughout the Authority. Performance against the Action Plan is regularly monitored by each functional group to ensure that we progress towards our Ambition of ‘Making West Yorkshire Safer’.

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2. Introduction by Leeds District Manager Mick Smith

The safety of the Leeds community from the potentially devastating impact of fire, whether as a result of an accident or deliberate attack, is the priority and key focus of all the fire service personnel within the district. I am both proud and pleased to head a team which views service delivery with such importance. The Service is now a key player alongside all the other partners working across Leeds to improve the quality of life and safety of the district’s residents. Our contribution to the Leeds Strategic Plan, the Crime & Disorder Reduction Partnership and the Leeds Local Area Agreement is comprehensive. Our key objective is to reduce the high level of deliberate fires which occur across the district and reduce the number of accidental dwelling fires. To achieve this reduction we are working closely with the three Police Divisions and their respective Neighbourhood Policing Teams, local councillors, housing officers and other agencies to make Leeds a safer place to live. However, despite all this proactive work there will be times when our personnel will need to intervene when a fire has occurred. Being prepared and ready to deal with these incidents whatever the type, is our dual priority alongside our prevention work. All the firefighters within the Leeds District and across West Yorkshire regularly train and prepare for such incidents, through local operational intelligence gathering they work to understand the key risks from fire they may be called on to deal with across the district. To ensure we meet the continued high standards expected of the service we have developed a performance management system, which sets both local responsibility and accountability through a series of action plans. I am pleased to present the Leeds District action plan which will act as our direction and guide to ensuring an effective Fire and Rescue service across the district, one that achieves our local ambition of a “Safer Leeds“.

3. Introduction by Station Manager Richard Gomersall

Here at Moortown we are committed to improving the service we provide to the local community and the people of West Yorkshire. It is my belief that we can enhance that service with continued training, improved communications and better interagency co-ordination. We need to encourage co-operation between the key partners who work with us to make West Yorkshire safer.

We have introduced training sessions with our partners in other agencies and we meet on a regular basis with the Neighbourhood Policing Teams. These partners assist us by identifying people at risk and providing referrals, they also help by providing assistance to vulnerable members of society in our area.

We will continue to engage in community activity and attend neighbourhood forums, anticrime partnership meetings and local projects.

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4. Overview of Performance

4.1 Demographics The station area covers the north eastern part of Leeds, which includes the mainly residential locations of Chapeltown, Harewood, Roundhay, Meanwood, Chapel Allerton, Moortown and Alwoodley.

The station area is approximately 25.08 sq miles and has a population of 88,427 (from the 2001 Census). The types of dwellings in the Moortown Station area are categorised as follows:

37,257 is the total number of dwellings, of which;

25,704 are classed as home ownership

4,975 are rented from Local Authority

3,606 are private rented and

2,972 other dwellings

The station has many commercial, industrial and agricultural risks within its boundary. The following table breaks down the premises into types based on the Fire Service Emergency Cover Coding (FSEC) system and lists the numbers of those premises in the station area.

FSEC Type of Premise Number of Code Premises A Hospital 7 B Care Homes 58 F Hotel 19 J Further Education 12 K Public Building 40 L Licensed premises 118 M School 151 N Shop 537 P Other premise open to the public 128 R Factory/Warehouse 32 S Office 346 T Other Workplace 111 D High Rise 484 E,G & H HMOs and Flats 107 Total 2150

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4.2 Station Performance and Review of Action Plan 2007/8

The table shown in Appendix A details the station’s performance in relation to incidents and home fire safety checks carried out. As can be seen, the general trend is downward.

This station plan will attempt to address areas of under performance whilst maintaining this downward trend.

Particular areas of concern are: - • False alarms due to automated apparatus (Domestic) • Special service calls • Primary fires in sheltered housing

These will be tackled by existing and future educational initiatives outlined in the station priorities.

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5. Station Resources

5.1 Station Personnel 1 Station Manager (covering Moortown and Wetherby stations) – Flexible Duty System 4 Watch Managers – Wholetime Duty System 8 Crew Managers – Wholetime Duty System 40 Firefighters – Wholetime Duty System 1 Station Clerk – Flexible working hours scheme

5.2 Station Equipment 2 pumping appliances – 1 heavy rescue pump and 1 rescue pump

5.3 Action Plan Responsibilities of each role Every member of the station has a key role to play in ensuring that this station plan is successful in achieving its goals. Each member of the station has particular responsibilities, which are outlined below.

5.3.1 Station Manager Recognise impact of station performance on service delivery Ensure strategic priorities, objectives and station plans are communicated to watch personnel Take lead role in implementing and monitoring local station action plan Meet set targets and monitor Watch / Crew managers’ performance Monitor and review how strategy is progressing with functional Group Manager

5.3.2 Watch and Crew Managers Understand the impact of performance management on service delivery Ensure the watch understands organisational priorities and objectives Regularly feed back to employees on performance Monitor how well the team is performing against the strategy Meet the set brigade and locally set targets as directed by Station Manager

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5.3.3 Firefighters Contribute to the development, delivery and implementation of the local station action plan Understand how individual and team performance will support the organisational aims Ensure job meets service needs Feedback any issues Communicate with manager

5.3.4 Station Clerk Contribute to the delivery and implementation of the station action plan Provide and collate statistical data and other information as required in relation to performance management requirements

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6. Audit, inspection and review process

6.1 Service Delivery

6.1.1 Operations The Operations Response team has the responsibility for measuring and monitoring performance across each of the stations within the brigade. The Performance Management System measures the performance of individuals and teams in the achievement of strategic priorities, compliance with operational standards and the management and administration of each fire station. Performance is consistently reviewed and feedback given in order to promote positive achievements, encourage continuous improvement, support operational assurance and address areas of under performance.

6.1.2 Training The Maintenance of Competence (MoC) records of all watch based operational personnel are audited at quarterly and six monthly periods. The Station Manager completes a quarterly audit of all records, with dedicated sections of the MoC records being awarded a grade appropriate to the standard to which they have been completed, in accordance with the grading system that Training Support has provided to Station Managers. The six-monthly audit is carried out by Training Support and involves auditing all sections of the MoC records. The quarterly audit has been given to Station Managers to complete because this requires fewer sections of the records to be audited thus keeping the Station Manager’s work load to a minimum. The focus of the audits is to ensure all operational personnel are completing the required frequency assessments of competence and that all assessments have been recorded and confirmed by the appropriate assessor. All completed audits by either Station Managers or Training Support are recorded using a dedicated spreadsheet which provides a Performance Indicator score for each watch and station. After completing their quarterly audit, Station Managers send their completed audit to Training Support who keep a database of all completed audits All completed audits are fedback to the relevant Station Managers and District Managers to ensure they are aware of how their stations are meeting the requirements of the MoC records. The audits identify individuals who have not demonstrated competence in a particular area of the MoC records for whatever reason, and ensure that any incomplete assessments are completed as soon as practicable to allow the individual to maintain their operational capability.

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6.1.3 Legislative Fire Safety To support the aim of “Making West Yorkshire Safer” the Legislative Fire Safety department operate a risk based re-inspection programme for non-domestic premises within the county. Completion of the inspection programme also determines the non-domestic risk profile of the brigade. All station personnel have specific responsibilities for the management of risk inspections as detailed in Fire Safety Policy 033. Support will be provided to station personnel directly from the Legislative Fire Safety department. Operational crews are responsible for completing 15 Full Inspections and 15 Operations Inspections per month. Performance monitoring of risk inspections, for type, quality of data and number of inspections completed, will be completed in the first instance by the Station Manager. Additional monitoring will be completed centrally by the Legislative Fire Safety department and a performance report will be submitted monthly to the Senior Fire Safety meeting, chaired by the Director of Fire Safety and Community Relations. Quality sampling of full inspections will be undertaken by the Legislative Fire Safety department. Quarterly performance reports will be submitted to the Station Manager for monitoring or action purposes as appropriate. Fire Safety Policy 033 will be reviewed annually in conjunction with the risk-based inspection programme.

6.1.4 Community Fire Safety The Community Fire Safety department believes pro-active education by operational and community safety personnel is a major contribution in our continuing aim to reduce the number of deaths and injuries in West Yorkshire. This is achieved either in people's homes whilst carrying out home fire safety checks (HFSC's), or by talking to members of the public through attendance at schools, fetes, galas, etc. Operational personnel are responsible for: - completing the station specific number of HFSC's per month - carrying out additional HFSC's in line with the WYFRS hot strike policy Performance monitoring of HFSC's, for the number of HFSC's undertaken, will be completed monthly by the Station Manager. Operational personnel will deliver a fire and road safety education programme to every Year Five class within their station area. Quality sampling of HFSC's and year five talks will be carried out by the Community Fire Safety department and an independent company. Quality performance reports in respect of both will be submitted to the Station Manager for monitoring or action as appropriate. Station Managers will continue to: - establish partnership working with local neighbourhood management groups, ensuring attendance and full participation in meetings and activities with the outcome of reducing anti- social behaviour within target areas and groups - ensure close working with Local Authority Environmental Task Forces to reduce the impact of arson and refuse fires through continued support of the WYFRS Arson Task Force

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6.1.5 Health and Safety Audit Workplace specific audits are undertaken in risk priority order based upon the number of injury accidents that have occurred at each workplace within a set period. Mindful of the level of risk, audits are scheduled as part of a two-year rolling programme at a mutually convenient date and time as agreed with the Station Manager. Audit visits are confirmed via an email, which also provides an outline of the audit process. The audit performance criteria are detailed within and recorded on the audit form (Hsw9451) to ensure the process is carried out to a consistent and transparent standard. The approach taken by auditors is to build upon and improve the Station Manager’s awareness of those health and safety related aspects associated with their management role. Following the audit, Station Managers are provided with a copy of the audit findings (Hsw9451), post audit report and an action plan (Hsw9452).

6.2 Performance Management

6.2.1 Performance Management Framework West Yorkshire Fire and Rescue Service has a Performance Management Framework in order to effectively manage performance. Performance management is about good management, ensuring that the community, organisation and team goals are achieved and that the Authority is making informed and proactive decisions, committing the resources to the right areas, that our actions are delivering results and that people are being held accountable for their performance. The framework provides a reference document to assist in managing performance and provides the tools and knowledge required to ensure a performance management culture.

6.2.2 Access to Performance Information West Yorkshire Fire and Rescue Authority has a Performance Information Management System (PIMS) which allows access to the entire brigade and individual stations current statistics including Best Value Performance Indicators, Station Performance Indicators, other Operational Indicators and Fire Safety Indicators.

6.2.3 The ‘Golden Thread’ Strategic priorities are cascaded down through team objectives to an individual level. This is often called the golden thread. Following the golden thread from the Authority’s strategic priorities demonstrates how individual activities are contributing to the overall Ambition and Aim of the Authority. This golden thread is clearly demonstrated in Section 8.

6.2.4 Corporate Plan The Authority has a Corporate Plan which sets clear priorities and objectives for the future to ensure continuous improvement to the service provided to the community. The plan also provides information regarding performance over the previous year.

6.2.5 Local Area Agreement A number of the station objectives detailed in Section 7 of this Station Action Plan contribute to the wider priorities set for the Leeds District in the Local Area Agreement (LAA). The LAA, which can be found alongside this Station Action Plan as Appendix B, sets out the priorities for the local area agreed between central government, the local authority and other key partners at local level.

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7. Current action plan

The following tables show the station objectives relating to each of the four directorates. The reference numbers in the left-hand column show how each station objective relates to the district objective above and to the team and functional objectives above that, using the following key: - Larger lettering in black e.g. OPS 1 refers to the directorate’s functional objective. - Figure in black in brackets following that e.g. (2) refers to the district objective.

- Smaller lettering in red e.g. (OPSCOMM 2) refers to the directorate’s team objective.

OPERATIONS OBJECTIVES

MOORTOWN FIRE STATION (District Plan) OPS 1: Enhance Operational Capacity (District Plan) OPS 2: Enhance Response Capability

What we will do

We will plan and deliver a professional Operational

Response focussed on the needs of our community

How we will do this

During 2008/11 our staff will continuously strive to fulfil the objectives below:

OPS 1 (1) Develop operational liaison with Leeds District Fire Safety team (OPSCOMM1)

OPS 1 (3) Monitor operational incidents, exercises and station-based training to (OPSCOMM3) identify organisational, district, station and individual needs

OPS 1 (4) Develop and deliver programmed training to rectify identified training (OPSCOMM12) needs

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OPS 1 (8) Support/deliver IRMP recommendations for the district (this will be (OPSCOMM 7) specific)

OPS 1 (9) Support operational risk inspection visits, whiteboard exercises by the (OPSPOL22) provision of best practice

OPS 1 (10) Develop links with district emergency planning and contribute to district plans

OPS 1 (11) Identify hazardous buildings and develop a method to cascade (OPSPOL22) operations intelligence on key risks across the district

OPS 1 (12) Develop liaison with the Police to improve operational intelligence (OPSPOL22) planning and response

OPS 2 (13) Support the introduction of mobile data capability within district (Firelink) (OPSPOL7)

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FIRE SAFETY & COMMUNITY RELATIONS OBJECTIVES MOORTOWN FIRE STATION (District Plan) FSCR 1: Ensure the Authority’s statutory fire protection duties are discharged efficiently and effectively (District Plan) FSCR 2: Working with partners to deliver a reduction in deaths and injuries in fires and road traffic incidents (District Plan) FSCR 3: Working with partners to deliver a reduction in the number of arson and anti social behaviour related incidents (District Plan) FSCR 4: Contribute to community well being through active involvement in each Local Area Agreement

What we will do

We will plan and deliver a professional Fire Safety and Community Relations strategy focussed on the needs of

our community

How we will do this

During 2008/11 our staff will continuously strive to fulfil the objectives below:

Analyse incident activity based on the performance indicators and introduce measures to reduce the number of incidents

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Inspect the premises proposed by the risk based inspection programme FSCR 1 (14) and determine/record the fire risk profile of premises in accordance in (FS2) accordance with the Fire Services Emergency Cover criteria.

Carry out short term commercial risk reduction initiatives in station areas FSCR 1 (15) (e.g. Wetherby) where the operational response capability is being (FS4) altered.

FSCR 1 (16) Provide fire safety advice in accordance with Section 6 of the Fire and

(FS5) Rescue Services Act 2004.

FSCR 1 (17) Respond to all statutory consultations in accordance with national

(FS 6) procedural guidance.

FSCR 1 (18) Ensure that all new entrants receive high quality training and

(FS 7) development in order for them to demonstrate competence.

FSCR 1 (19) Support operational crews in their completion of Operational Risk

(FS 2) Inspections

FSCR 1 (21) Reduce the number of false alarms and unwanted fire signals generated

(FS 2) from automatic fire detection and alarm systems.

National Indicator 49

FSCR 2 (22) Reduce the number of primary fires and related fatal and non-fatal (CFS17) casualties

Complete 1800 Home Fire Safety Checks (HFSCs)

FSCR 2 (23) Work in partnership to assist people to live independently and safely (CFS14, CFS16)

FSCR 2 (24) Working in partnership to tackle fuel poverty (CFS4)

FSCR 2 (25) Support and facilitate Careline (CFS17)

FSCR 2 (26) Support the Year 5 school talk initiative (CFS8)

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FSCR 2 (27) Develop partnership links with all aspects of road safety in Leeds (CFS18)

FSCR 2 (28) Set strategy for education, training and publicity regarding RTC

(CFS18) reduction

FSCR 2 (29) Work with all ALMO’s to promote safer living and safer homes (CFS17)

FSCR 2 (30) Resource and support Operation Champion across the district

FSCR 3 (31) Contribute to the partnership approach to the reduction of crime and anti

(CFS15) social behaviour

National Indicator 33

FSCR 3 (32) Reduce arson incidents.

(CFS15) Maintain the Leeds Arson Task Force and encourage district-wide arson prevention

Support Community Cohesion within Leeds by: FSCR 3 (33) (CFS9) Supporting and reviewing the Young Firefighters Scheme

Promote and deliver the Leeds Safety Rangers Partnerships annual FSCR 3 (34) programme

Transport NI 47 FSCR 4 (37) Contribute to Leeds RTC reduction strategies and activity

Environment NI 185 FSCR 4 (38) Reduce CO2 emissions from public sector buildings

Environment NI 188 FSCR 4 (39) Business continuity plans in place, specific flood plans for identified sites

Environment NI 195 Improve street and environmental cleanliness FSCR 4 (40) Number of environmental surveys completed by Arson Task Force

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Health and Wellbeing NI 120 Reduce all cause mortality rate

FSCR 4 (41) Number of HFSC’s & Number of people assisted in emergency distress at fires and RTC’s

Health and Wellbeing NI 121 Reduce mortality rate from circulatory FSCR 4 (42) diseases under 75 years Number of HFSC’s completed

Health and Wellbeing NI 136 Supporting people to live independently FSCR 4 (43) Number of HFSC and High Risk checks completed

Harmonious Communities NI 110 Support young people in positive activities FSCR 4 (44) Number of Young Firefighter attended days and number of young people attending joint WYFRS / Youth Offending Team programme

Harmonious Communities NI 4 Support and seek community feedback FSCR 4 (45) initiatives Community feedback

FSCR 4 (46) Attend and participate in local area activities that contribute to

(CFS16) partnership activities linked with the Leeds Strategic Plan

FSCR 4 (48) Attend and play an active role in the LAA delivery groups (CFS16)

Support Community Cohesion within Leeds by: FSCR 4 (49) Attending Racial Equalities Commission meetings and Community (CFS16) Cohesion Events.

Develop liaison with the Police Neighbourhood Policing Team areas to FSCR 4 (50) improve intelligence sharing and enforcement action to reduce (CFS16) deliberate fires planning and response

Develop a protocol / greater working relationship with Leeds FSCR 4 (51) Metropolitan District Council for the use of CCTV to reduce number of (CFS16) Deliberate Fires

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HUMAN RESOURCES OBJECTIVES MOORTOWN FIRE STATION (District Plan) HR 1: Recruit and retain a diverse workforce (District Plan) HR 2: Provide a competent and skilled workforce (District Plan) HR 3: Maintain a healthy and safe workforce

What we will do

We will plan and deliver a professional approach to our Human Resources requirements focussed on the needs of

our community and workforce

How we will do this

During 2008/11 our staff will continuously strive to fulfil the

objectives below:

Identify development needs for Watch Managers (WMs) and Crew HR 1 (55) Managers (CMs) and provide opportunities for their development

Ensure good performance is reviewed and noted in order to assist with HR 1 (57) succession planning

HR 1 (58) Monitor probation and NVQ progress

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Station Manager to ensure that individual Personal Development HR 1 Reviews contain Equality and Diversity objectives and that efforts are made to consult with the community

Station Manager to complete MoC audit, with all watches maintaining the HR 2 highest level of performance

Complete all Personal Development Plans and Continuous Personal HR 2 Development claims by the end of February 2009

Station Manager to ensure that Watch Manager and Crew Manager HR 2 development is progressed

HR 2 Maintain instructor / assessors levels

HR 2 Maintain a safe and competent pool of staff to perform safe to ride duties

HR 2 Ensure Station Manager attendance on Media Relations training course

HR 2 Ensure training courses are programmed and attended as planned

Monitor and ensure control measures are in place to reduce attacks on HR 3 (59) firefighters

HR 3 (60) Monitor and ensure control measures are in place to reduce accidents at

(OHSU1) work

Ensure absence management is operating effectively. If above 6.5 shifts, HR 3 (61) priority action is taken

HR 3 (62) Ensure effective welfare arrangements are in place to support all staff

HR 3 (63) Comply with the Authority’s compulsory fitness testing policy

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CORPORATE RESOURCES OBJECTIVES MOORTOWN FIRE STATION (District Plan) CR 1: Provide effective buildings, vehicles and equipment to ensure operational effectiveness (District Plan) CR 2: Provide effective systems of control and performance to ensure the Authority operates efficiently (District Plan) CR 3: Provide effective communications and technology to ensure the Authority can operate as a leading 21st century Fire and Rescue Service

What we will do

We will plan and deliver a professional approach to our Corporate Resources objectives focussed on the needs of

our community

How will we do this

During 2008/11 our staff will continuously strive to fulfil the

objectives below:

Set strategy to reduce energy consumption within Leeds District station CR 1 (65) buildings

CR 2 (66) Provide information to partners for the purposes of risk reduction

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8. Glossary

ALMO Arm’s Length Management Organisation CCTV Closed Circuit Television CFS Community Fire Safety CM Crew Manager CO2 Carbon Dioxide CR Corporate Resources CS Corporate Services FS Fire Safety FSCR Fire Safety & Community Relations HFSC Home Fire Safety Check HMO House with Multiple Occupancy HR Human Resources LAA Local Area Agreement MOC Maintenance of Competence NVQ National Vocational Qualification OHSU Occupational Health and Safety Unit OPS Operations OPSCOMM Operations Command OPSPOL Operations Policy PIMS Performance Information Management System RTC Road Traffic Collision RDS Retained Duty System WM Watch Manager WYFRS West Yorkshire Fire and Rescue Service

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9. Appendices

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Moortown Fire Station Stonegate Road Moortown Leeds LS17 6EJ 0113 268 4242

www.westyorksfire.gov.uk